From Strategy To Reality: Tamar River

  Alex Brownlie
  Session: April 16, 2000 4:00 p.m. - 5:00 p.m. Author Info 

ABSTRACT

The residents of the Tamar Valley in northern Tasmania, the southern most State of Australia, had turned their backs on the regions greatest asset, the Tamar River. Once the focus for industry and commerce along its shores and utilised for its recreational and tourism benefits, the River was in decline with environmental degradation, poor access and diminishing activity on the water. However, by recognising the need for a comprehensive strategy to address long standing jurisdictional problems and a plan to co-ordinate a program of physical projects and environmental improvement initiatives, the outlook for the River has dramatically improved.

PROVIDING THE CONTEXT

This paper documents how a community can be galvanised into action by embracing a strategic approach to the management and development of one of their finest natural and economic assets.

Tasmania is the southern most and least populated State of Australia. Located in the northern region of the State, the Tamar Valley (the Valley) and its river, the Tamar River (the River), is home to one in five Tasmanians. Since the 1960ís those decision makers shaping the development of the Valley were making decisions in isolation from each other. This tyranny of numerous small decisions was only spasmodically contributing to the achievement of an agreed vision for the Valley. At the same time there was immense passion, commitment and hope that so much more could be made of what has naturally been given. The result of that optimism and faith was that all along the river there were community, local and regional actions under way seeking to improve and develop the River to realise its full potential for recreation, tourism, environmental improvement, job creation, and as a place to enjoy, live near and work upon.

A wider perspective was needed and to this end the Tamar River Environs Study (Ref 1) sought to develop a shared vision for the River and its environs. While there was no shortage of good ideas for how the River and its environs could be enhanced as an economic, community and tourist resource, there was no overarching strategy to help allocate resources to achieve the most effective development for the community. A new model was required for dealing with the often fragmented approach to developments on the River. An integrated approach to the planning for the River would ensure that where, for example, installation of new jetties or boat ramps was proposed they should not just meet local needs but also allow for associated operation of river cruises or form part of a co-ordinated land/water transportation, recreation and tourist system.

TASMANIA AND THE TAMAR RIVER

Tasmania is the island State of Australia. Lying at a similar latitude ìdownunderî as New York City, it occupies an area of 68,000 km2 or half the size of New York State. Home to approximately 470,000 people, the State enjoys a maritime climate, although tempered by a wide range of topographic regions. It is often referred to as ìThe Wilderness Stateî and has a national and international reputation for its ìclean and greenî image. Its economy is strongly influenced by agriculture, forestry, mining and fishing with tourism based on the environment and unique heritage playing an ever increasing role.

TAMAR RIVER - THE OPPORTUNITY

The River drains towards the north coast of Tasmania, and with its foreshore environs it supports a diverse range of activities, many of which are complimentary.

The River frontage serves as a major urban setting for the City of Launceston (the City), and the Valley communities which together accommodate approximately 100,000 people. The urban form varies from the historic city and its surrounding suburban sprawl to the many and varied villages and low density residential areas which hug the banks of the River. This historic pattern of development gives a clue to the important role the River has played in the settlement of the Valley. Used since the 1830ís for the transport of produce to the City from the rural communities that lined the River, it was also an important link to national and international destinations for the export of goods produced in the City and the entry of new residents.

The River serves as an entry to an international seagoing trading port which supports major plants and resource based processing industries. The focus for this industrial and maritime activity has shifted from the City to a modern facility near the mouth of the River.

The River meanders for approximately 65 kms from the City to its ocean outfall providing opportunities for recreational boating, fishing, water sports, tourist driving and cycling along its edge.

The River and its environs is becoming the focus for significant economic development with the potential to make a substantially greater contribution. Such developments include a significant expansion of vineyards and associated wineries, a range of niche market agricultural enterprises including a variety of fruits for the Asian market, aquaculture producing atlantic salmon, sea-horses, flounder and most recently abalone to name a few of the commercial enterprises which use the River and its environs.

A journey down the River reveals a wide diversity of significant marine environments for aquatic species and habitats for flora and fauna. The mud flats and reed beds along the banks of the River is home to many species of water birds while the lower reaches support significant fish populations.

Despite these attributes the community has not recognised the River as an asset, nor done enough to promote the River and the opportunities for greater local employment, enhanced community and visitor usage and better appreciation of the environmental assets. In a sense, the community has turned its back on the River.

TAMAR RIVER­THE STRATEGY

The Tamar River Environs Study developed a Strategy for the River following a six part process of:-

1. developing an agreed VISION;

2. identifying all of the STAKEHOLDERS;

3. establishing the PARTNERSHIPS which need to operate;

4. building A CONSENSUS on the future direction;

5. developing the ACTIONS needed to achieve the agreed direction; and

6. undertaking an IMPLEMENTATION PLAN.

 During the very early stages of the project, a VISION for the River was developed and embraced by the public throughout an extensive public consultation process. The vision was for:- "A vibrant Tamar River Valley managed to provide sustainable employment. Marine and land based activities planned in an ever improving environment, based on the superb delivery of produce and the enjoyment of nature and history for the economic benefit of the entire region, its residents and visitors." The STAKEHOLDERS in this vision were the three local municipal councils, the port authority, the State Government and its land management agency, the Commonwealth Government and the many regional and local community groups and organisations which interacted with the River in various ways.

PARTNERSHIPS needed to be formed between the stakeholders with the cooperation of the three municipal councils being a key to the successful implementation of the agreed vision. Building a CONSENSUS on the agreed directions and key actions was to be the vehicle for keeping the partnerships vibrant and focussed on achieving the vision.

Perhaps the most important part of the Strategy was to conceive a plan of implementation, or the ACTIONS needed to achieve the agreed vision, and to have it embraced by the stakeholders. This was seen as critical to the success of the Strategy due to the disjointed approach which had characterised the Riverís historic development. Experience had shown that a wide range of groups and organisations have undertaken well meaning projects in isolation and for specific areas of the River, often without informing others with an interest of their actions. Consequently, without any one body to play a co-ordinating role, programs or actions started would have varying degrees of priority for the community or other groups working in the area. In the absence of a consensus, often the momentum was lost or the whole program brought into question.

The resultant Tamar River Strategy encompassed a policy or vision for the River, a strategic and co-ordinated approach to management and a series of essential and supporting projects.

TAMAR RIVER­THE ACHIEVEMENTS

With implementation of the Strategy the community has shown particular interest in the physical developments along the River. However, of no lesser importance has been the success of maintaining the partnerships between the various stakeholders, and the renewed activity and changes in attitude on and towards the River. Some of the key achievements and commitments made towards achieving the Strategy have been:-

The Tamar Estuary 2020 Project (Ref 2) has produced a draft Tamar Estuary and Foreshore Management Plan (the Plan). The Plan will provide a strategic direction for the foreshore and water, to guide both the State and Local Government decision making, and will improve on the complex jurisdictional arrangements that currently govern the waterway and adjoining foreshore areas. The Plan will incorporate: The Northern Tasmanian Regional Development Board on behalf of a community, Local and State Government consultative group have overseen a regional development program based on a series of infrastructure projects.

The Tamar River Strategy envisaged a significant increase in water based activity as a way to generate new employment, water based travel and recreational boating opportunities. Seen as one of the essential project under the Strategy, this would be achieved by constructing public jetties, floating pontoons and mooring points at strategic locations, and approving quality private jetty/pontoon facilities in association with the development of tourist facilities.

Where once the River had 28 public jetties, few remained that were safe and able to be accessed. Over the last two (2) years a network of jetty facilities has been provided. These jetties have generally comprised a fixed structure, with a floating pontoon and mooring piles located away from the pontoon. Floating pontoons are an essential component of the design because of the large tidal range.

Larger public jetties have been provided at key locations with a series of smaller jetties at intervening locations to provide for smaller craft. Where possible each of these jetties has been linked to onshore facilities to provide interesting places to visit for land based travellers, and an opportunity for activities such as recreational fishing. Approximately AUD $3.5M in funding has been secured for this work.

Together with the simplified jurisdictional arrangements and the provision of a series of public and private jetties described above, the Strategy has seen a progressive program of actions designed to systematically improve the quality of the environment. These have, amongst other environmental improvement programs, included the interpretation of maritime reserves, habitats and flora and fauna sanctuaries along the River; the implementation of a weed eradication strategy; a land-care program focussing on revegetating the River edge with native plant species; the protection of remnant vegetation; and the involvement of local schools in a water quality watch program.

A number of supporting projects to the above ìessentialî projects have included the development of River edge board-walks, the introduction of ferry based tourist enterprises and the interpretation of key sites including the Riverís maritime heritage and natural environment.

An annual Tamar River Festival providing opportunities for recreational boating, re-enactments, markets and other community events focussing on the river has been hugely successful.

A weekly newspaper article entitled ìOn The Tideî, which is a story series appearing weekly in the local newspaper and available on the internet. This series provides an opportunity for local residentís to recount stories about the Tamar River.

The implementation of a Tamar Valley Tourism Strategy.

 TAMAR RIVER - THE CHALLENGES AHEAD

The ongoing challenge is to maintain the partnerships established and continue to focus on a regional perspective to ensure a co-ordinated and consistent implementation of the Strategy described in the Tamar River Environs Study. The Strategy does not rely on any one action but advances a comprehensive approach to the development of major public works, addresses the competing jurisdictional issues facing the region, and ultimately delivers a way of systematically improving the environmental quality of the River as a foundation for the Tamar to be a recreational and tourist waterway of national significance.
 
 

References

Ref 1 TAMAR RIVER ENVIRONS STUDY - IBA Planners in association with Alex Brownlie Planning Consultant, Planning Australia Consultants, Chris Dance Land Design, Corporate & Leisure Marketing, Jerry de Gryse Landscape Architect & Andrew Ward Architectural Historian - February 1996

Ref 2 A program funded by the Commonwealth Government under its Coastal and Marine planning Program.

Author and Copyright Information

Copyright 2000 By Author

ALEX BROWNLIE is a Planning Consultant in the Australian State of Tasmania with more than twenty years experience in Local and State Government planning organisations, and since 1992 as a private consultant. He has previously co-authored a paper presented in Plan Canada Vol. 37 No. 6 on the new Resource Management and Planning System of Tasmania.

Alex can be contacted at email: alexbrown@vision.net.au