Wetlands and People

Supporting the following Objectives

A community restoring the ecological character of the Peel-Yalgorup Ramsar 482 Wetlands

Long Term Goal

By 2050, the ecological character of the Peel-Yalgorup Ramsar System has stabilised or improved

Regional Land Partnerships (Australian Government) Outcomes

Primary Outcome:
By 2023, there is restoration of, and reduction in threats to, the ecological character of Ramsar sites, through the implementation of priority actions (Peel-Yalgorup System)

Secondary Outcome:
By 2023, the implementation of priority actions is leading to an improvement in the condition of EPBC Act listed Threatened Ecological Communities (the Thrombolite community at Lake Clifton)

The 26,530 ha Peel-Yalgorup System is one of the largest and most diverse Ramsar-listed wetland systems in Australia. It meets seven of the nine criteria for Ramsar listing, and meets four of the criteria multiple times. These values are threatened by the rapidly growing urban population and land-use practices.

Our “Wetlands and People, a community restoring the Ecological Character of the Peel-Yalgorup System’s wetlands” is a five year project providing community engagement, filling knowledge gaps, facilitating collaborative management and enabling onground works, including the improvement of over 1,000 ha of our Ramsar site.

On-ground priority actions will address key threats, and associated direct and indirect stresses placed on the Wetlands, including the Threatened Ecological Community (TEC) of thrombolites at Lake Clifton and priority waterbird habitats.

We will build momentum and support through:

Significant volunteer contributions including citizen science activities
Filling vital gaps in knowledge of the condition of our Ramsar Site
Integrated Collaborative management including embedding Noongar cultural values and knowledge to improve Ramsar values
On-ground works

Project outcomes by 2023 ‘Changes in Asset‘ and ‘Practice and Attitude Change’ are listed below.

For more detail on the project, please view the project summary here.

Community Engagement

Knowledge Gaps

Collaborative Management

Onground Works

Key Threats

Excessive nutrients and sediments
Site disturbance (by people, pets and boats)
Dredging
Inappropriate recreation
Altered hydrology/inundation patterns/groundwater extraction
Salinity
Urban and peri urban development
Agricultural activities

Recreational fishing
Habitat fragmentation & loss (terrestrial and aquatic)
Debris and litter (dumping of rubbish & marine debris/microplastics
Pest plants and animals
Disturbance of waterbirds
Acid sulphate soils and Monosulfidic black ooze
Climate change

Management Actions

Biophysical

Debris removal
Access control
Pest animal control
Hydrological investigations
Habitat restoration
Weed control
Acid Sulphate Soil investigations
Biological investigations
Monitoring ecological condition

Non Biophysical

Integrated site management
Community and technical input
Social marketing/awareness raising campaigns, programs and events
Cultural knowledge sharing
Citizen science events and training
Enviro-educational programs
Training – improving skills, knowledge and management practices
Review and update plans
Review monitoring data to determine management responses

Working Together

The PHCC has led the collaborative management and monitoring of the Ramsar Site since 2007 and continues to facilitate engagement with the 27 key stakeholder groups (members of Ramsar Site Technical Advisory Group) for efficient and effective management and monitoring of the Peel-Yalgorup Wetland System. The TAG meets annually and includes the following members:

Traditional Owners
Birdlife WA
City of Mandurah
Commercial Fishers
Conservation Council (WA)
DPLH (Planning)
DPIRD (Agriculture)
DPIRD (Fisheries)
DBCA (Parks and Wildlife)
Department of the Environment
DWER (Waterways)
DWER (Water Science)
Dept of Transport

FRAGYLE
Lake Clifton Herron Landcare Group
Friends of Lake McLarty
Lake Mealup Preservation Society
Mandurah Bird Observers Group
MAPTO
Peel Development Commission
Recfishwest
Shire of Harvey
Shire of Murray
Shire of Waroona
Alcoa of Australia

Project outcomes

Changes in Asset (by 2023)

1080 ha of priority riparian and aquatic areas and associated upland habitats of the Ramsar Site has improved management that maintains or improves vegetation and stream condition and/or decreases disturbance to waterbirds and their habitat

The Peel-Yalgorup System has supported at least 1% of the Flyway population of at least 4 waterbird species in three of the years

The Peel-Yalgorup System has supported successful breeding of waterbirds in three of the years

The Peel-Yalgorup System has supported more than 20,000 waterbirds in four of the years

Practice and Attitude Change (by 2023)

Through a collaborative management approach the Peel-Yalgorup System retains its listing as a Wetland of International Importance

Inform and improve management of the Peel-Yalgorup System through monitoring and reporting the status of the Peel Yalgorup System’s migratory and resident waterbirds against the Limits of Acceptable Change (Management Triggers)

Inform and improve management of the Peel-Yalgorup System through extending monitoring and reporting of the status of the System by filling priority knowledge gaps for at least five previously unmonitored components/processes

60 Noongar people will be engaged with the delivery of Ramsar activities

All local Noongar Elders and Traditional Owners are involved with the planning and delivery of Ramsar activities to embed Noongar cultural values and knowledge to improve management of the Site

The skills and knowledge of our community volunteers will be improved to increase community sector stewardship for conservation and wise use of the Peel-Yalgorup wetlands through at least two citizen science programs, 15 events and 12 field days, supporting 275 individuals to monitor Ramsar values

The local community has an increased awareness of the Ramsar and cultural values of the Peel-Yalgorup wetlands through engagement activities, Including 11O events, with at least 4300 individuals, and 40 groups, including those that use or manage the site and its catchment

Monitoring and Evaluation

An effective monitoring and evaluation framework is being used to ensure the Project delivers on its outcomes. Our PHCC project logic provided the framework for the design, delivery, review and evaluation of this project. The four sub-projects have established work plans to guide implementation in accordance with the project logic. These detailed plans outline the tasks and timeframes required to deliver each of the project services (outputs) and in tum achieve the project’s outcomes. Short and medium term outcomes have been developed for this project and will contribute to the long term outcomes for restoring and reducing threats to the ecological character of the Ramsar Site. Management Actions (outputs) are detailed on the graph below, with progress in delivery up to June 30, 2021 showing that we are on target to meet our targets, as defined in our Agreement with the Australian Government.

K4	IDENTIFY AND CAPITALISE ON MARKET OPPORTUNITIES
The Peel-Harvey has competitive advantages that should enable market opportunities to be capitalized on, including its close proximity to an international airport, emerging support facilities, comparatively affordable land as metropolitan areas become more urbanized, and its natural capital including a very productive area of the Wheatbelt. Capitalising on these opportunities will assist in employment and the social issues being experienced as a result of high unemployment. The Peel-Harvey is well placed to capitalize on market opportunities and land managers need support to identify and match production to markets, promoting the Region’s clean, green production by implementing sustainable practices that protect and restore the Region’s natural capital.
K4.1	Undertake Analysis of competitive markets for sustainable production
K4.1.1	Support grower groups and similar to identify competitive advantages and provide support to match land managers to markets
K4.1.2	Prepare and communicate an analysis of strengths, assets and potential new markets
K4.1.3	Identify and facilitate network opportunities to improve local knowledge and opportunities
K4.1.4	Identify constraints and areas for development and advocate to remove identified barriers
K4.2	Provide community access to, and awareness of new technologies and information
K4.2.1	Share new technologies and information, including local successes and peer to peer learning
K4.2.2	Support next generation farming, including education and career development

K3	LAND MANAGERS TO USE BEST KNOWLEDGE AND TECHNOLOGY
Land managers use a wealth of knowledge and experience to inform the way they manage their paddock, patch or park. They may need support to access new information that has become available through research and field trials. Strategies to achieve this goal aim at information sharing between landholders, through field days, extension support, and field-based research trials.
K3.1	Relevant information/knowledge is provided to land managers
K3.1.1	Develop targeted land management extension programs responding to community needs
K3.1.2	Support and assist land managers to access relevant and contemporary information
K3.1.3	Develop, promote and support implementation of best practice management for NRM
K3.2	Use science to inform land manager programs
K3.2.1	Implement targeted extension programs to support NRM for productive environments
K3.2.2	Support relevant research trials and promote findings to land managers
K3.2.3	Demonstrate economics benefits of productivity improvements, to influence greater uptake

K2	INCREASE THE EFFECTIVENESS OF NATURAL RESOURCE MANAGEMENT
NRM practices must continue to evolve and adapt to the best available information. To enable this adaptive management and continuous improvement to occur, information must be collected for monitoring and evaluation purposes, science should be used to address knowledge gaps and innovation must be encouraged. The strategies to address this goal cover each of these aspects as well as incorporating the knowledge of Aboriginal people to improve the effectiveness of NRM activities.
K2.1	Maintain effective information collection, storage and analysis processes
K2.1.1	Establish and maintain an effective information collection and storage process
K2.2	Use scientific methods to develop, inform and improve natural resource management programs
K2.2.1	Assist in the planning, implementation, monitoring and evaluation of NRM activities
K2.2.2	Help educate and support land holders to improve decision making
K2.3	Incorporate Aboriginal knowledge to improve natural resource management
K2.3.1	Collaboratively document and use Aboriginal knowledge/practice in NRM programs
K2.4	Encourage Innovation in natural resource management programs
K2.4.1	Identify, assess and facilitate sharing of new techniques, particularly for agriculture and restoration
K2.4.2	Communicate and support innovation in NRM and agricultural programs and Practices

K1	INFLUENCE DECISION MAKING FOR BETTER NRM
Decision makers in government and the private sector need access to the best available research findings and information to ensure that land is managed wisely. New development and land uses should not create new NRM challenges for the future but provide for new opportunities for good stewards of the environment. A number of landmark strategies and activities will achieve this goal including the preparation of regular State of the Region reports, implementation of the Science Strategy for the Estuary (and pending Strategy for the Catchment) and establishing the first stages of a Peel Waterways Institute.
K1.1	Science is undertaken to address current and emerging environmental, economic and production issues
K1.1.1	Establish and implement a Science Program for the Peel-Harvey
K1.1.2	Prepare and implement contemporary Science Strategy’s for the Peel-Harvey
K1.1.3	Collaborate with stakeholders to target and enable priority research
K1.2	Communicate State of the Catchment and relevant science to decision makers/community
K1.2.1	Prepare and communicate a State of the Catchment Report Card/s (every 2 years)
K1.2.2	Communicate science and knowledge relevant to health of the catchment
K1.3	Establish a Peel Waterways Institute / Waterways Centre of Excellence
K1.3.1	Establish first stages of a Peel Waterways Institute to support collaborative research
K1.3.2	Advocate for a National Centre for Waterways Excellence in the Peel-Harvey

K1	INFLUENCE DECISION MAKING FOR BETTER NRM
Decision makers in government and the private sector need access to the best available research findings and information to ensure that land is managed wisely. New development and land uses should not create new NRM challenges for the future but provide for new opportunities for good stewards of the environment. A number of landmark strategies and activities will achieve this goal including the preparation of regular State of the Region reports, implementation of the Science Strategy for the Estuary (and pending Strategy for the Catchment) and establishing the first stages of a Peel Waterways Institute.
K1.1	Science is undertaken to address current and emerging environmental, economic and production issues
K1.1.1	Establish and implement a Science Program for the Peel-Harvey
K1.1.2	Prepare and implement contemporary Science Strategy’s for the Peel-Harvey
K1.1.3	Collaborate with stakeholders to target and enable priority research
K1.2	Communicate State of the Catchment and relevant science to decision makers/community
K1.2.1	Prepare and communicate a State of the Catchment Report Card/s (every 2 years)
K1.2.2	Communicate science and knowledge relevant to health of the catchment
K1.3	Establish a Peel Waterways Institute / Waterways Centre of Excellence
K1.3.1	Establish first stages of a Peel Waterways Institute to support collaborative research
K1.3.2	Advocate for a National Centre for Waterways Excellence in the Peel-Harvey
K2	INCREASE THE EFFECTIVENESS OF NATURAL RESOURCE MANAGEMENT
NRM practices must continue to evolve and adapt to the best available information. To enable this adaptive management and continuous improvement to occur, information must be collected for monitoring and evaluation purposes, science should be used to address knowledge gaps and innovation must be encouraged. The strategies to address this goal cover each of these aspects as well as incorporating the knowledge of Aboriginal people to improve the effectiveness of NRM activities.
K2.1	Maintain effective information collection, storage and analysis processes
K2.1.1	Establish and maintain an effective information collection and storage process
K2.2	Use scientific methods to develop, inform and improve natural resource management programs
K2.2.1	Assist in the planning, implementation, monitoring and evaluation of NRM activities
K2.2.2	Help educate and support land holders to improve decision making
K2.3	Incorporate Aboriginal knowledge to improve natural resource management
K2.3.1	Collaboratively document and use Aboriginal knowledge/practice in NRM programs
K2.4	Encourage Innovation in natural resource management programs
K2.4.1	Identify, assess and facilitate sharing of new techniques, particularly for agriculture and restoration
K2.4.2	Communicate and support innovation in NRM and agricultural programs and Practices
K3	LAND MANAGERS TO USE BEST KNOWLEDGE AND TECHNOLOGY
Land managers use a wealth of knowledge and experience to inform the way they manage their paddock, patch or park. They may need support to access new information that has become available through research and field trials. Strategies to achieve this goal aim at information sharing between landholders, through field days, extension support, and field-based research trials.
K3.1	Relevant information/knowledge is provided to land managers
K3.1.1	Develop targeted land management extension programs responding to community needs
K3.1.2	Support and assist land managers to access relevant and contemporary information
K3.1.3	Develop, promote and support implementation of best practice management for NRM
K3.2	Use science to inform land manager programs
K3.2.1	Implement targeted extension programs to support NRM for productive environments
K3.2.2	Support relevant research trials and promote findings to land managers
K3.2.3	Demonstrate economics benefits of productivity improvements, to influence greater uptake
K4	IDENTIFY AND CAPITALISE ON MARKET OPPORTUNITIES
The Peel-Harvey has competitive advantages that should enable market opportunities to be capitalized on, including its close proximity to an international airport, emerging support facilities, comparatively affordable land as metropolitan areas become more urbanized, and its natural capital including a very productive area of the Wheatbelt. Capitalising on these opportunities will assist in employment and the social issues being experienced as a result of high unemployment. The Peel-Harvey is well placed to capitalize on market opportunities and land managers need support to identify and match production to markets, promoting the Region’s clean, green production by implementing sustainable practices that protect and restore the Region’s natural capital.
K4.1	Undertake Analysis of competitive markets for sustainable production
K4.1.1	Support grower groups and similar to identify competitive advantages and provide support to match land managers to markets
K4.1.2	Prepare and communicate an analysis of strengths, assets and potential new markets
K4.1.3	Identify and facilitate network opportunities to improve local knowledge and opportunities
K4.1.4	Identify constraints and areas for development and advocate to remove identified barriers
K4.2	Provide community access to, and awareness of new technologies and information
K4.2.1	Share new technologies and information, including local successes and peer to peer learning
K4.2.2	Support next generation farming, including education and career development