N E S S Final Report

NEW ENGLAND SUSTAINABILITY STRATEGY
FINAL REPORT
~ NESS2: EXTENDING & COMPLETING THE STRATEGY ~
March 2011
this project has been assisted by the NSW Government through its
and with support from

FINAL REPORT ~ NESS2
TABLE OF CONTENTS
Purpose.........................................................................3 Structure.......................................................................28
Executive Summary..............................................4 Clarity of the New England Sustainability
About NESS...................................................................5 Strategy........................................................................31
Objectives & Activities.........................................7 Letters of Support...................................................32
Revisiting the Notion of NESS............................9 Key Success Factors..........................................34
NESS Super Structure..............................................10 Priority Next Steps................................................36
Development Process......................................12 Integration Model..................................................36
NESS1..............................................................................12 Beyond the New England................................39
NESS2..............................................................................12 Financial Acquittal..............................................42
Integration of Existing Strategies & Plans15 Precautions..............................................................44
Process Modifications.........................................16 Additional Documentation...........................46
Kibble Review...........................................................17 Appendices.............................................................47
Key Performance Indicators........................18 Credits...........................................................................47
Value & Usefulness.................................................18 About Starfish Enterprises..................................48
Integration Model ~ Local Councils Financial Supporters.............................................49
Leading the Way...................................................21 Key Stakeholders....................................................50
Participation..............................................................24 New England Tablelands Bio-Geographic
Profile.............................................................................26 Region...........................................................................51
Quality of Community & Stakeholder Resolution 20 ~ Vision New England
Input................................................................................28 Summit...........................................................................52
Clarity & Appropriateness of Governance Illustrations...................................................................54
Illustration 1: Official Opening & Performance, 2010 Public Forum

(Rosemary Mort Productions)
www.ness.wikidot.com NESS is an initiative of

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PURPOSE
The purpose of this Final Report is to detail the major outcomes achieved in the
second stage of work, NESS2, to extend and complete the New England
Sustainability Strategy. In this regard some of the details provided reflect
outcomes from NESS1 to provide a comprehensive and clear account of the total
exercise in development the Strategy.
In the view of the New England Sustainability Strategy Executive (NESSiE), and the
auspicing Councils ~ Armidale Dumaresq, Guyra Shire, Uralla Shire and Walcha
Councils ~ the project has achieved its intended purpose in a manner consistent
with the funding agreement. That is to create:
... a whole of community governance model and approach to
sustainability: bringing together the wide array of stakeholders to
identify their shared vision for the New England to be sustainable,
the strategies to achieve this vision, and the measures to assess
performance and progress.
At the same time as completing NESS, strategic opportunities for

priority actions and initiatives will be undertaken to implement the
Strategy, including the development of a replicable model to
integrate NESS, and other similar plans, with local government
planning, management and reporting systems.
Each of the major processes undertaken to complete NESS are outlined, together
with details of the minor variations to the original Project Plan.
The primary funding for this work was from the NSW Environmental Trust, and this
Final Report also includes comparisons with the various milestones, activities,
deliverables and performance indicators in the funding agreement, including a
full financial acquittal.
Recommendations are provided on the priorities for NESS 3, implementation of the

New England Sustainability Strategy, as well as scope for prototyping this
successful model in one or two other NSW regions.

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EXECUTIVE SUMMARY
A high level of community participation, support and ownership has been
generated from the 2½ years of work establishing the New England Sustainability
Strategy.
More than 1,000 people have directly participated in the development process
already ~ Public Forums, Working Groups, Round Tables, Community Forums,
social networking sites and discussion Blogs.
This massive collective effort to date has been very significant, perhaps even
globally unique. In terms of participation alone it is possible the New England is
nearing a tipping point, about to move to a new level. This bodes well for the
scale of shift to sustainability.
Participants have come from a wide range of organisations, areas of expertise

and interest, right across the region and beyond. New networks and relationships
are emerging from this diversity of people working together, forming the
scaffolding of this whole of community approach to sustainability.
New groups and initiatives have emerged ~ YOUNG ☺, Sustainable Living

Armidale, The University of New England Strategic Sustainability Committee, High
Country Urban Biodiversity Project, Armidale Council's Sustainable Living Guide,
Northern Inland Sustainable Business Network, Farming the Sun, East Armidale
Sustainable Trade & Environmental Learning Centre, Aboriginal Regional
Partnership Agreement, Uralla Community Climate Change Forum, Climate
Change Adaptation Pathways Project and New England Wind ~ and existing
initiatives have strengthened ~ Sustainable Living Expo, TAFE New England
Institute's sustainable campus, Armidale Council's Woodsmoke Initiative and too
many more to mention.
The New England Sustainability Strategy identifies a shared vision which is

beginning to emerge, with seven key focus areas addressing the business of
biodiversity, new energy, economic innovation, cultural creativity and capacity,
social inclusion and wellbeing, youth and space for wild ideas to bloom.

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A framework for a comprehensive measurement scorecard has been established
to guide reporting, data aggregation and analysis to assess progress and
performance across key priority areas and the shift to sustainability.
While a substantial foundation has been established this work is a process in

constant motion and evolution. Ongoing involvement, integration and learning
through collaboration of the network of stakeholders, organisations and
community members remains central to the success of this endeavour.
ABOUT NESS
The purpose of the New England Sustainability Strategy, nicknamed NESS, is to
create a whole of region and whole of community approach to addressing the
sustainability of the southern New England Tablelands Region (encompassing
Armidale, Guyra, Walcha and Uralla local government areas). This biogeographic
region (refer map in the Appendices) was chosen for the common ground and
connections across social, cultural, economic and ecological domains.
In short, NESS is a collaborative, open and inclusive network governance model

for creating a sustainable region. Its unique contribution to the region's shift to
sustainability region is through collaborative, multi-stakeholder strategic planning,
performance and progress reporting, analysis and learning. These processes
clarify common ground and key focus areas, providing the basis for greater
collaboration, networked initiatives and distribution of responsibility across the full
diversity of the whole region, its many places, communities and stakeholders.
The meaning given to sustainability is similarly broad and inclusive ~ taking into
consideration many dimensions of our quality of life with a view to improving and
enduring for generations to come. Social, environmental, economic, global, local,
cultural, Aboriginal, youth, spiritual and other dimensions have been considered.
The specific functions, or services, performed within NESS are targeted and very
few ~ being just those required to serve, facilitate and enable the network of
stakeholders, organisations and people to identify and address the key areas of
focus for the New England to become sustainable.

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Implementation of the strategy, other than the specific network services
performed within NESS, remains the role of the network members. This reinforces a
key principle of creating a leader-full community, central to sustainability pursuits.
NESS convenes collaborative multi-stakeholder dialogue-based processes to

facilitate sustainability strategic planning, measurement, analysis and learning. In
this way NESS enhances the capabilities and resources of existing organisations,
networks and groups to implement initiatives and achieve sustainability.
One of the distinct advantages of NESS' special development process ~

collaboratively designed by more than 1,000 stakeholders, organisations, groups
and community members ~ is that it is highly focussed to fill a complementary
and unique niche in the sustainability space for the New England.
More generally though, the scale of inclusion of the breadth of stakeholders and
depth of sustainability being addressed, gives NESS an even broader uniqueness.
Starfish research and reviews of dozens of sustainability frameworks and models
has not revealed any other collaborative multi-stakeholder measurement,
reporting and evaluation process. While it is noted, for example, in the Integration
Model that the current State of Environment reporting process is a fractal and
working model of the same principle ~ that is, multiple stakeholders contributing
data to a collective reporting process ~ the full scope of the Sustainability
Scorecard will build on this and incorporate important collaborative evaluation
and learning processes.
The key defining elements for NESS' which highlight its uniqueness, difference and
complementary and valuable role are:
• Highly collaborative design, development and implementation;
• Whole-of-region, multi-Stakeholder, whole of issue (sustainability) approach;
• Specific network services that enable greater alignment of effort and
distribution of leadership, particularly through shared planning, reporting,
evaluation and learning;
• Extensive integration of existing strategies and plans;
• Implementation of the Strategy is by stakeholders, not NESS;
• Establishment of a New England Sustainability Foundation to the whole
New England shift to sustainability, including NESS; and,
• Focus on southern New England Biogeographic Region.

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OBJECTIVES & ACTIVITIES

The purpose and each of the three major objectives for NESS 2 have been
accomplished. The table presented on the following page details each of the
major streams of work and major activities delivered, consistently with the Project
Plan and funding agreement.
In order of their relative size within the overall scope of work the objectives for
NESS2 were to:
• Extend and complete the collaborative development of the New England
Sustainability Strategy (NESS);
• Develop a replicable model for the integration of NESS into local
government planning, management and reporting systems; and,
• Finalise the governance structure for the New England Sustainability
Strategy Executive (NESSiE).
This work built upon the high level of community participation, support and
ownership to expand on the 'Foundation Strategy', or NESS 1, with the following
pieces of work:
• Widening out the regional sustainability planning dialogues with community
four local Sustainability Forums (Bundarra, Uralla, Guyra and Walcha) to
review the Foundation Strategy and development their own SEED (Social
Environmental Economic Development) Plans;
• Convening the inaugural Sustainability Scorecard Round Table which
applied a collaborative process to measure the sustainability of the New
England Region and then develop a Regional Sustainability Scorecard &
KPPi (Key Performance and Progress Indicator) Framework;
• Development of a replicable model to integrate NESS and other similar
plans with new Council integrated planning, management and reporting;
• Research, development and agreement of an appropriate multi-
stakeholder governance structure for NESS;
• Analysis and integration of more than two dozen existing plans, priorities
and strategies (see below for further details); and,
• Collaborative design of a community communication and engagement
strategy for sustainability, including a new web portal, in partnership with
the High Country Biodiversity Project (also funded by the NSW
Environmental Trust).

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Illustration 2: Final Milestones as Delivered

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The high level outcomes for this work were to:
• Improve community knowledge of sustainability;
• Improve sustainability performance of key stakeholders;
• Improve sustainability performance of local government stakeholders by
integrating major sustainability strategies and initiatives into planning,
management and reporting systems; and,
• Improve sustainability of the New England Region ~ environmental, social
and economic ~ through continued implementation of priority initiatives
such as Farming the Sun.
REVISITING THE NOTION OF NESS

The practical implication of clarifying and agreeing the unique purpose and
functions of NESS was that it no longer was responsible for implementing
initiatives. This has meant that the Farming the Sun community solar enterprise,
YOUth LEADing Congress, Awakening the Dreamer and other initiatives under
development are now being repositioned as Starfish, rather than NESS, initiatives.
This change was the most significant departure from the original Project Plan and
funding agreement, particularly since the last high level outcome detailed above
is no longer considered part of NESS.
Throughout NESS' development there was a clear view expressed that it should
not be another organisation, another layer, structure or more competition for
scarce resources.
Rather, stakeholders' view was that NESS should support the multi-stakeholder
sustainability network focussed on the New England, and enhance their
capabilities through being a collaborative planning, learning, monitoring and
communication mechanism. And in this way enhance the capabilities and
resources of existing organisations, networks and groups to implement initiatives
and achieve sustainability.
This view and principle has directly shaped the network-governance structure
developed for NESS (refer separate documentation), and the specific functions
performed by NESS detailed in the NESS Super Structure below.

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

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In this way the New England Sustainability network brings together the collective
thinking of communities and stakeholders about strategies and initiatives for
sustainability.
Such a network governance model is a relatively new concept, though there are
several useful working models which provide frameworks for reference. Of all the
network governance models identified and researched, the most similar and
sophisticated was the Constellation Collaboration, developed by Tonya Surman
from the Centre for Social Innovation (Canada).
The strategy behind choosing a network governance model is especially to

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

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

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DEVELOPMENT PROCESS
NESS2 reflects the most recent
fourteen months of work
'extending and completing' a
process than began in mid 2008
as part of the Armidale
Sustainable Living Expo.
NESS1
The original funding received,
Illustration 3: Inaugural NESS Public Forum, NERAM 2008
from the NSW Department of (David Doyle Photography)
Environment and Climate
Change, in 2008 was to create a sustainability action plan for Armidale alone.
However the benefits, arguably necessity, of working on sustainability at a larger
bio-regional scale were recognised by Armidale Dumaresq Council who
generously agreed to make their funding available to benefit the wider New
England Region including Uralla, Walcha and Guyra local government areas too.
Seven specialist working groups developed the above strategic analysis which
informed 120 participants at the first NESS Public Forum, held at NERAM as the last
event of the Sustainable Living Expo '09.
A dynamic multi-stream open space process was used throughout the Forum to
enhance creativity, cross-fertilisation and collaboration.
The 'Foundation Strategy' was established that day. Some 300 community
members, organisations and stakeholders directly participated in its formation.
NESS2
In 2009 the four Local Councils in the southern New England Region (Armidale
Dumaresq, Walcha, Guyra & Uralla), together with the New England Sustainability
Strategy Executive (NESSiE), successfully applied for funding from the NSW

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Environmental Trust to 'extend and complete' NESS, with the proposed process
mapped on the following page.
Through 2010 and early 2011 further work was done to expand community
participation, support and ownership and further develop the 'Foundation
Strategy' by:
• Holding four local Sustainability Forums (Bundarra, Uralla, Guyra and
Walcha) to review the Foundation Strategy and develop their own SEED
(Social Environmental Economic Development) Plans;
• Convene the inaugural Sustainability Scorecard Round Table to
collaboratively design a Regional Sustainability Scorecard & KPPi (Key
Performance and Progress Indicator) Framework;
• Work with the four Councils to develop a model for the integration of NESS
with the new NSW Integrated Planning and Reporting Framework as a
replicable approach to be used with other similar plans (such as HiCUB,
LAPP, CCCF) and by other stakeholder organisations;
• Research and agree an appropriate multi-stakeholder network
governance structure;
• Analyse and integrate existing plans, priorities and strategies with NESS; and,
• Develop a community communication and engagement strategy for
sustainability, including a new web portal.
Illustration 4: Second NESS Public Forum, Armidale Town Hall, 2010

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Illustration 5: NESS2 Process Design ~ Dr Michael O'Loughlin

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This work culminated in the second NESS Public Forum, and Sustainability
Showcase, held at Armidale Town Hall in November 2010, where NESS was
reviewed, finalised and priorities where agreed for the next phase of work, known
as NESS3. A wide range of multi-media and mixed-media presentations were
incorporated as a 'living briefing document' of the sustainability initiatives taking
place across the region.
To date more than 1,000 people have now participated in the collaborative
development of NESS through forums, workshops, meetings, surveys and
discussions.
These participants genuinely reflect the 'whole of the community' and full
'diversity of sustainability' and have included local and national businesses,
farmers, local government councillors, local, state and federal bureaucrats,
Aboriginal leaders, lawyers, town planners, social and community development
workers, youth, artists, community leaders, schools, natural resource managers,
media, and sustainability professionals. The youngest delegate was 15 years of
age and the oldest 82. An African student was the most distant stakeholder who
participated.
INTEGRATION OF EXISTING STRATEGIES & PLANS

A key part of the work on NESS was to integrate with existing plans, priorities and
strategies.
In addition to the outcomes from the numerous streams of work over 2½ years on
NESS itself, the below existing plans, priorities and strategies were considered and
integrated, particularly into the Priorities and Current Initiatives identified for each
of the seven Key Focus Areas (refer to the Final New England Sustainability
Strategy for full details).
Climate Change Consensus ~ Uralla, Guyra & Waterfall Way Eco-Tourism Initiative
Armidale Councils
2010 Northern Tablelands Electorate Survey ~ Climate Change Adaptation Action Plan ~ Uralla,
‘The shape of the future’ Guyra, Walcha & Armidale Councils
University of New England Strategic Plan (2007 - Uralla Creative Village

2010)

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Northern Inland Regional Development Plan Healthy People ~ Living and Learning in a Health
(2010‐2015) Environment
Local Government Plans – Walcha Social Plan, Southern New England State of the Environment
Armidale Strategic Community Plan, Guyra Report (2008-2009)
Management Plan & Uralla Community
NSW State Government North West Regional
Management Plan
Cluster
Vision New England Summit Walcha Community Townlife Development Plan
Catchment Management Action Plans ~ Namoi, Rural and Regional Taskforce Report (2008)
Border-Rivers Gwydir, Northern Rivers
Hunter New England Health Service Strategic NSW Aboriginal Land Council Northern Region
Plan & New England Divisions of General Practice Regional Economic Development Strategy &
Implementation Plan
A detailed summary of the various initiatives identified in these strategies can be

found in a separate stand-alone document.
PROCESS MODIFICATIONS
There were two further
modifications made during
the implementation of
NESS2 which changed the
activities only, and not the
outcomes.
The original plan intended

the 2008 Sustainability
SWOCs (Strengths,
Weaknesses, Opportunities
& Challenges) would be
updated in preparation for
Illustration 6: Sustainability Showcase, 2010 Public Forum (David
the 2010 Public Forum.
Doyle Photography)
Rather than providing these in written form, which would have only added to a
very large suite of briefing papers for delegates, a Sustainability Showcase
(pictured above) was physically created as the working space for the second
Public Forum.

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Around three-dozen organisations contributed to the Sustainability Showcase
(refer Credits in the Appendices).
The second process modification was to utilise facilitated Local Sustainability

Forums instead of the original concept of a 'Citizen Jury' styled process.
It was originally envisaged that the four largest local villages would review the
NESS 'Foundation Strategy' as a citizen-jury, however there was much greater
interest in establishing their own plans.
Working with this interest the facilitated forum was applied, still informed by the
foundation work, however the benefit being that each village now has its own
SEED (Social, Economic & Environmental Development) Plan.
Each of the SEED Plans was in turn integrated into the Final New England
Sustainability Strategy.
It was this model of SEED planning that was adopted by Regional Development
Australia Northern Inland (RDANI) for replication across the wider Northern Inland
Region (more details provided later in this Report).
KIBBLE REVIEW
It had been anticipated that the Kibble Review (2010) into the proposed
amalgamation, and subsequent boundary review, of the four Local Council
partners in NESS could significantly impact on this second stage of work.
These interventions consumed a massive amount of attention for each Council,

and created a degree of local political tension within the region and
considerable uncertainty for staff.
However, with due credit to each Council, particularly their key staff involved, the
Councils successfully supported and progressed the NESS 2 work without any
noticeable affect on the outcomes or quality of activity and implementation.
The NSW Government decided not to implement the recommendations of the

Kibble Review meaning the four Councils continue to operate in their own right.

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KEY PERFORMANCE INDICATORS

VALUE & USEFULNESS
NESS has a demonstrated value
and usefulness to the
sustainability of the New England
Region as well as the
stakeholders for the region.
The New England Sustainability

Strategy has already made a
difference and can mature to
become a powerful contributor,
both as a process and as a
resource and tool, to the
Illustration 7: Emily Thomas Moore & Stephen Gow, NESSiE
sustainability of the region.
~ Accepting 2010 Armidale & District Chamber of
Commerce Award for NESS
As a process it is unique for
being designed collaboratively, with participation coming from right across the
diversity of the community and breadth of the issue of sustainability. This very
approach of shared deliberation and decision-making was identified in
numerous local plans and in research literature as a powerful tool for building
social inclusion, trust, respect and understanding... and in turn enhance our
sustainability, strength, health and happiness.
As a resource NESS provides an evidence base and influential set of shared

priorities for alignment of effort, collaboration and resources. It is our chart to
navigate the tumultuous seas of change now upon us, a useful learning tool for
practitioners, and a prospectus for funding, enterprise, philanthropy, advocacy
and lobbying.
• NESS was awarded the 2010 'community organisation' of the year by the
Armidale & District Chamber of Commerce (pictured above);
• NESS was strongly identified as a key contributor to the positive change in the
assessed sustainability of the New England Region since 2008 by stakeholders

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at the inaugural Sustainability Scorecard Stakeholder Round Table;
• Tony Windsor, Federal Member for the New England, supported a resolution
(Resolution 21, detailed in the Appendices) that:
All government agencies be requested to formally consider their
own interest and responsibilities in addressing the priorities for
sustainability of the New England Region, including their direct
participation in the development of the New England Sustainability
Strategy and incorporation of key actions into their strategies,
management plans and budgets.
• Regional Development Australia Northern Inland (RDANI) utilised the NESS local
planning process, engaging Starfish to develop eighteen local SEED Plans
which, together with the five NESS SEED Plans (Walcha, Guyra, Uralla, Bundarra
and Armidale) were integrated into their Northern Inland Regional
Development Plan;
• Armidale Dumaresq Council's sustainable heating and wood-smoke
community education campaign was cross-referenced to the NESS evidence
base and NESS' support was acknowledged throughout the campaign; and,
• Sustainable Living Armidale incorporated
the NESS Vision into a poster-based poll
(pictured right) at the Sustainable Living
Expo '10. Attendees were invited to vote
on which vision they felt most likely to
come true in the event that peak-oil
played out.
The NESS shift to sustainability has been

described as a “Great Transition” ~ to a
culture and world that transcends reform to
embrace new values that change the
paradigm and principles of global
development ~ population levels are
stabilised and material flows through the
economy are radically reduced through
lower consumerism and massive
applications of green technologies. This
world view seeks to change the character
of the urban, industrial, global economic Illustration 8: Future Films Poster, Sustainable
Living Expo 2010, Sustainable Living Armidale

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situation and rather than to replace it, it is about building a more humane and
equitable global civilisation rather than retreat into localism, or worse still fall into
decline, disorder and collapse.
Illustration 9: SLEX identifies NESS as a key stakeholder, The

Armidale Independent, 8 September 2010

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INTEGRATION MODEL ~
LOCAL COUNCILS
LEADING THE WAY
The original objective for
NESS2 was the development
of an integration model for
Local Councils, working with
the incoming Integrated
Planning and Reporting
Framework.
The governance structure of

NESS is built upon the principle
that its implementation is the
responsibility of the various
and numerous stakeholders in
the New England Region.
This in turn means that the

integration of NESS into
stakeholder strategic plans,
work and reporting is central
to, and inseparable from, the
implementation of NESS itself.
Illustration 10: Integrated Regional Planning ~ RDANI & NESS
While this Integration Model was developed for the LGAs (refer stand-alone
document detailing the Model in full) and reflects their leadership on
sustainability, it was also designed with a view to being adapted and
implemented more widely by other stakeholders too.
NESS2 achieved further progress in this respect having now been integrated more
widely:
• The sustainability priorities identified through NESS were integrated into the
RDANI Northern Inland Regional Development Plan;
• 'Synergy Agreement' with the High Country Urban Biodiversity Project (HiCUB),
separately detailed, with the purpose being:

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To reduce duplication of effort and to ensure the best outcome for
both projects, the project teams intend to work together to
strengthen collaboration for sustainability including development
of a “Sustainability Foundation” and a “Web based community
networking tool”, specific stakeholder engagement and planning
processes to develop a “Regional Sustainability Scorecard” and
“Model for LGA Integration”, and partnering to enhance energy
outcomes with Farming the Sun.
The Integrated Model seeks to enhance collaboration across the diverse regional
network of stakeholders and initiatives in sustainability.
It is also intended to address the widely identified risk that strategic plans, like
NESS, are created and 'sit on a shelf' and 'don't get implemented'. Local
Government are far from alone in struggling with this issue. The very nature of
sustainability as a multi-stakeholder issue further heightens this particular risk.
And lastly, it is important to note that strategic integration of a complex and

multi-faceted issue such as sustainability is not a linear process.
All too often the priorities for addressing sustainability are misunderstood and
naively left to government alone to address. This is not to say government does
not have a central role, which of course it does, rather it is to make the point they
are one of many such key stakeholders.
Further, any specific responsibilities identified for 'government' necessarily need to

be further analysed to consider which specific layer, agency or department
within government is appropriate for each specific responsibility. This is the case
even in governments with dedicated 'sustainability' units as their work intersects
with planning, infrastructure, social services, disaster recovery and so on.
This Integration Model is designed to better distribute responsibility, both across

government and the wider web of stakeholders.

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Illustration 11: 2010 Calendar ~ Armidale Dumaresq Council's 'Sustainable Growth ~ Excellent Lifestyle' Vision

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A series of workshops were undertaken with the four Local Councils with a view to
considering:
• The wide range of environmental-social-economic regional sustainability
initiatives need to be linked and promoted as a dynamic network of regional
sustainability projects and documented in an integrated regional sustainability
performance reporting framework;
• That bridge building' across initiatives could open up new strategic
partnerships for accessing resources and funding, enable synergies across
initiatives, and enhance community awareness of what is happening with
regional sustainability;
• NESS being a key mechanism to help 'bring it all together' - to develop story
lines around sustainability initiatives in waste, energy etc and collate these
initiatives as part of a regional sustainability reporting framework; and,
• Promote on-going community involvement, education and awareness raising
processes around regional sustainability.
PARTICIPATION
More than 1,000 stakeholders and
community members have directly
participated in NESS' development.
In total this contribution is

conservatively valued as $100,000
worth of voluntary, in-kind or pro-
bono support.
In addition, at least that many

again have been involved with the Illustration 12: Chook House, Simon Mellor, Sustainability
Farming the Sun community solar Showcase, 2010 Public Forum, Armidale Town Hall
(David Doyle Photography)
initiative ~ attending information
sessions, installing solar technology or as partners.
A summary of the key stakeholders who have participated is mapped on the

following page, categorised into the seven focus areas identified as key to the
sustainability of the Region.

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Illustration 13: Key Stakeholders

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PROFILE
NESS' maintained a high
profile throughout the period
of this second stage of work.
This was achieved with
media, internet and the
support of partner/supporter
organisations.
Media coverage was

achieved for every NESS2
activity, particularly
remarkable since there was
no advertising or marketing
budget. Without media
monitoring it is not possible
to define the total media
footprint, however it
included a wide range of
print, good radio exposure
and several television stories.
Website exposure Illustration 14: Media Coverage, NESS Public Forum, Glen Innes
complemented the Examiner, 2 December 2010
mainstream media. This was further enhanced by the recent shift to a 'web
presence' strategy where NESS content is placed on fit-for-purpose sites. For
example, there have been more than 3,000 reads of NESS documents through
scribd since it was launched just prior to the Public Forum in December 2010.
Partner and stakeholder support also contributed to the profile and

communication reach, with numerous newsletter articles, newspaper references,
links in reports, board meeting papers and more.

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Illustration 15: NESS Public Forum Promotion ~ Armidale Dumaresq Mayor Column, 8.12.10

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QUALITY OF COMMUNITY & STAKEHOLDER INPUT

NESS in fact largely reflects the collective views, knowledge, understanding and
priorities identified by the community and stakeholder participants throughout its
development.
The various plans, reports and

documents developed quite
literally are summaries, often
straight quotations, of this input.
Reference can be made to the
Final New England Sustainability
Strategy, SEED Plans,
Sustainability Scorecard
Stakeholder Round Table and
Web Portal Strategy to readily
identify the very same input
that was tabled in a forum or
Illustration 16: Rapporteur Summarises Enterprising Economy
workshop. Priorities, 2010 Public Forum (David Doyle Photography)
The priorities visible in the photograph on the right, as determined by the

Enterprising Economy working group at the 2010 Public Forum, can be easily
matched to the priority next steps detailed later in this report.
It is important to recognise and acknowledge the remarkable

commitment, collaboration and expertise that has been
contributed by the community and stakeholders to NESS.
CLARITY & APPROPRIATENESS OF GOVERNANCE STRUCTURE

As detailed in the earlier section Revisiting the Notion of NESS, stakeholders have
expressed clear views on the governance structure from the very beginnings of
the development of NESS in mid 2008.
The network-governance model now defined is highly consistent with the

conclusions outlined in the NESS Foundation Strategy in 2008 (detailed below).

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Page 29 of 54
This view have been repeatedly expressed through forums, workshops and
discussions ~ that NESS should be a network not an organisation.
Importantly, this approach is also consistent with, and does not compromise,
existing stakeholder governance arrangements and autonomy ~ by providing
options and opportunities, rather than obligations or constrictions, to further the
sustainability of the New England.
Stakeholders will of course be supported, given a healthy challenge even, to

integrate with, and implement, NESS. However formal responsibility and decision
making remains in the domain of their own governance structures and processes.
This principle is central to the Integration Model and Sustainability Charter.
The specific NESS functions, defined in the Super Structure earlier in this report,
have been determined to be what was is most useful and required to provide a
hub for this multi-stakeholder network approach.
A useful metaphor to visualise this governance model is to think of the transition

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

together to identify shared priorities, strategies and initiatives, with NESS being a
'hub' for collaborative planning, measurement, learning and initiatives for
sustainability.
A key benefit of this approach is that the success of NESS is interdependent with
the success of stakeholders. Conversely, there is of course also a risk that
implementation will be compromised because it is beyond the responsibility of
NESS. Both the Sustainability Charter and Integration Model play a key role in
minimising this risk.
Full details of the NESS Network Governance Structure, and summaries of other
similar models, is detailed in a separate document.

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CLARITY OF THE NEW ENGLAND
SUSTAINABILITY STRATEGY
The Final Strategy has been
presented in a way to enhance
the clarity of its conclusions and
communication. Summary and
full length forms of the Strategy
with numerous separate reports
on each of the major
components of the Strategy (for
instance Integration Model,
Scorecard, Key Focus Areas).
The most compelling evidence

for its clarity has been its use as a
replicable model (Northern
Inland Development Plan, RDANI)
and interest expressed to apply
this further (New England Summit,
Liverpool Plains stakeholders).
Several communication tools –

internet, email, presentations,
media coverage, reports and
one-on-one meetings – have
been deployed to provide a
breadth of mediums to ensure Illustration 17: RDANI Partnership & Integration with NESS
NESS is clearly conveyed.
A holistic and 'whole-of-region' approach has created obvious challenges for

the clarity of NESS, humorously embodied in the “N” brand which has echoes of
the elusive Loch Ness Monster.
However, to demonstrate some success in this regard, the LGA Steering

Committee for example found the NESS 'hub, spoke and wheel' metaphor
provided useful clarity for explaining the NESS multi-stakeholder model.

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Several of the other Key Performance Indicators also testify to NESS' clarity:
• It's use by other stakeholders such as RDANI for the Northern Inland
Development Plan and Armidale Dumaresq Council's Domestic Energy
Committee wood-smoke and sustainable heating initiative;
• Use of NESS as a resource and point of reference for the Armidale
Dumaresq Council Community Strategic Plan;
• A range of Letters of Support received for NESS;
• The level and breadth of sustained stakeholder participation;
• Utilisation of NESS reports, media releases and comment by media outlets
throughout the New England; and,
• Winning the Community Organisation of the Year Award, 2010.
LETTERS OF SUPPORT
Requests for Letters of Support were submitted to a range of key stakeholders to
complement the support already expressed through action, that is:
• HiCUB Synergy Agreement identifying a range of shared initiatives (detailed
earlier in this section)
• Tony Windsor, Federal Member for the New England, supported a resolution
(detailed in this section above) at the New England Summit, 2009;
• Richard Torbay, NSW Member for the New England, has officially opened
both NESS Public Forums;
• Regional Development Australia Northern Inland (RDANI) integrated NESS
into their Northern Inland Development Plan; and,
• NESS wining the Armidale & District Chamber of Commerce 2010 Award.
As at the time of writing written Letters of Support have also been received from:
• Community Mutual Group (copy below);
• Talloires Declaration Implementation Committee (UNE);
• Southern New England Landcare;
• YOUNG (Youth Organisation Umbrella Networking Group); and,
• PeaceWorks.
Formal motions for 'in principle support' are being presented before each of the
four Local Councils at the time of writing this Report.

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Illustration 18: Letter of Support, The Community Mutual Group

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KEY SUCCESS FACTORS

NESSiE has analysed the key factors contributing to the success of NESS to date
with the following being the most significant:
• Highly collaborative and participatory development. NESS genuinely
reflects the collective views of a very large range and number of
stakeholders and community members, providing the basis for shared
understanding, common ground and partnership. This required high quality
facilitation, process design and dialogue analysis tools and mapping;
• Being responsive and flexibility to stakeholder views and needs, the most
visible example of which is the network-governance model though so too
the shift in process to host Local Sustainability Forums and create SEED
Plans;
• Ability to leverage specialist expertise through key structures (NESSiE, LGA
Steering Committee, Starfish Enterprises Secretariat, Contractors); key
processes (Stakeholder Round Table, Public Forums, Media,
Communications & Web Working Groups) and partnerships (LGAs, Talloires,
RDANI);
• Sheer investment of time by so many stakeholders and individuals, as
reflected in the Financial Acquittal (detailed below);
• High profile, visibility, credibility and clear identity of NESS associated with
sustainability (eg. Media coverage, partnered initiatives with stakeholders);
• High quality facilitation and participatory process design;
• Integration of existing strategies, reflecting the principle that NESS works
with rather than against or above any other governance structure;
• NESS participation and involvement with key initiatives such as SLEx, the
Armidale Council Wood-smoke campaign, New England Wind; and,

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• Holistic approach to sustainability has been more engaging and useful

than a narrower focus on a specific part of sustainability, such as the
problem of climate change.
Illustration 19: Holistic Approach to Sustainability ~ NESS co-hosts Awakening the Dreamer
Symposium looking at social, environmental & spiritual aspects of sustainability

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PRIORITY NEXT STEPS

After 2½ years of development, NESS now moves into an implementation phase,
though some elements of the Strategy require further refinement, proving and
completion (such as the Sustainability Scorecard and Charter).
The 2010 NESS Public Forum identified the priority next steps, which are mapped
below in two sections: the seven key focus areas and the network governance.
This next phase of endeavour is of course linked with the need to secure sufficient
resources. A Core Financial Model (separately documented) details a basis for
the ongoing implementation of NESS, while specific developmental budgets are
required for once-only initiatives (such as piloting the Sustainability Scorecard and
establishment of the web portal), as will specific resources be required for any
extensions of work (such the formation of network teams to establish work plans
for the key focus areas, with biodiversity, energy and YOUNG ☺ particularly
standing as as ready for this next phase of capacity building).
Finalisation of the Sustainability Charter is an especially critical next step given its
links with NESS' implementation and integration as well as income budget.
INTEGRATION MODEL
The Integration Model, developed with the four Local Councils, is now ready for
their consideration and implementation. Workshops are required to implement
the LGA Integration Model with one or two Councils or other stakeholders. This
could be achieved through a three-step process such as:
1. Workshop to understand NESS and identify priorities for integration;
2. Collaborative NESS/Council analysis of NESS and their Integrated Planning
and Reporting Systems to map the matrix of roles with possible initiatives
(an example is provided in the Appendices); and,
3. Report and Recommendations for Council consideration and agreement,
then integrated into their plans.
Through the Sustainability Charter, other stakeholders will also be invited and
encouraged to begin working through this integration process.

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Illustration 20: Priority Next Steps ~ Seven Key Focus Areas

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Illustration 21: Priority Next Steps ~ Network Governance Structures

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BEYOND THE NEW ENGLAND

The NSW Environmental Trust particularly requested that the NESS model be
detailed with a view to possible replication by other regions across NSW.
While this detail is provided in this Final Report and other NESS documents, and
RDANI's use of the NESS planning processes demonstrates the usefulness for a
partial replication, a fuller and dedicated analysis would be ideal before any
wider replication is pursued.
Illustration 22: NSW Environmental Trust Letter of Feedback

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It is important to note that the NESS Model grew in the New England, and whilst
led by various professional and evidence-based methodologies, it was also
shaped and influenced by the particularly context, priorities, opportunities and
stakeholders.
In this way a different model and approach would likely emerge from a different
regional application. So too, a different approach would be required for a non-
local implementation, with the following seen as key:
• Recruitment of an Executive Leadership Group and the provision of
leadership learning, development and mentoring for them;
• Involvement of Starfish Enterprises for specialist process design (such as the
Forums, Stakeholder engagement, Communication and Media); and,
• Peer to Peer learning and mentoring with NESSiE, and probably specific
stakeholder groups too around common key focus areas and initiatives (this
is already happening with Starfish Enterprises working with the Sustain
Northern Rivers on their energy strategy specifically).
Stakeholders from several regions have expressed interest, without being formally
invited to do so, in replicating NESS. The Liverpool Plains, or Keepit Region, would
be the strongest candidate, followed by the Gwydir and Southern Highlands.
It would be idea to refine and prototype the NESS Model working with two
regions initially, ideally somewhere close-by like the Liverpool Plains, and
somewhere more distant, like the Southern Highlands, to test the robustness of the
methodology.
The various key success factors identified earlier in this Report are all especially
key to any future replication of NESS. Substantial collaboration and participation is
central to success and this has been most influenced by:
• High quality facilitation and participatory process design;
• Methods to increase shared understanding (needs, opportunities,
challenges) and identify shared priorities for action and attention;
• Sophisticated mapping of stakeholder discussions and agreements clearly
highlighting how strategies and plans truly reflect their conclusions;
• Integration of existing strategies, reflecting the principle that NESS works
with rather than against or above any other governance structure;
• Holistic approach which increases scope for common ground to emerge,

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greater inclusion, such as for youth, and integration of the massive
spectrum of initiatives required for the shift to sustainability (eco-burials
through to new energy systems and transport), though importantly this
spectrum is brought together through synthesis and not just left as a star-
burst of ideas.
In summary the replication of NESS would see a different role for Starfish
Enterprises, particularly for quality assurance and process expertise.
And for NESSiE, the replication of NESS would provide a valuable opportunity for
establishing a learning network and partnership with another region (which is
already emerging with the Sustain Northern Rivers initiative).
From its inception in 2008 NESS has embodied the sophistication and complexity
of these principles and processes, something that would be especially key for any
replication elsewhere too.

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FINANCIAL ACQUITTAL
The Financial Report (following page) highlights the total value delivered of just
over $230k compared with the $55k in cash funding ($50k from the NSW
Environmental Trust plus $5k in total from local partners, sponsors and forum fees).
The single largest component of the leveraged additional value is the time of
community and stakeholder participants (worth around $100k from literally
hundreds of participants and thousands of hours in their time).
The second largest component is pro-bono and in-kind support from Starfish
Enterprises. In total around $93k worth of time was contributed compared with
$44k in paid time. This particularly reflects work by Dr Rebecca Spence, Dr
Michael O'Loughlin and Adam Blakester.
NESSiE's contribution of expertise and time is valued at around $10k pro-bono,

excluding Armidale Dumaresq Council staff who are counted as part of the Local
Council Steering committee contribution valued at just over $10k as well.
The NSW Environmental Trust grant of $50,000 is fully acquitted and actual
spending is substantially consistent with the original budget.
The full financial value of NESS since 2008 now totals $375,995
compared with $80,337 in cash funding ~ a multiplier of 4.7 times.
Until the finalisation of the NESS network governance structure

several sustainability initiatives had also been linked with NESS. As
detailed earlier in this Report these initiatives are now being
transferred to Starfish Enterprises, however are relevant for the
purpose of NESS' greater value:
• Farming the Sun (value to date $6.5m);
• YOUth LEADing Congresses 2009 & 2010 ($35k+); and,
• Awakening the Dreamer Symposium ($5k).

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Illustration 23: NESS2 Financial Report

Page 43 of 54
PRECAUTIONS
Risk Strategies to Address, Mitigate, Avoid Outcomes
Missed Milestones Reporting and review of project at each milestone • Reporting provided
by Councils and NESSiE • All major milestones met, minor variations detailed
in this report reflect largely timing changes only
Stakeholder Disengagement Development of stakeholder mapping and early • Stakeholder involvement and support remains
engagement in implementation plan for project strong
• Diverse and large levels of participation in NESS
Involvement in key processes such as the Regional Forums, Workshops, etc
Roundtable and Local Sustainability Forums • Co-funding secured for additional work (HiCUB
Synergy, Round Table sponsorship from Talloires)
Community Disinterest Regular media and communications to ensure • Media coverage was achieved for every NESS
visibility and transparency activity, supplemented by email news and
communication through partner and stakeholder
Working with existing community groups, networks channels (such as newsletters, board briefings,
and leaders for the Local Sustainability Forums Mayor Columns)
• Diverse and large levels of participation by
existing groups, networks and leaders was
achieved through NESS Forums, Workshops, etc

Page 44 of 54
Risk Strategies to Address, Mitigate, Avoid Outcomes
Negative Impact of other Identification and integration of key local/regional • NESS2 plan, milestones and delivery timetable was
Initiatives taking place in initiatives via the New England Sustainability scheduled to complement the timing, and avoid
Region (eg. NESAC “Kibble” Roundtable clashes, of other major initiatives (HiCUB, Kibble
Review” and HiCUB) Review, Armidale Community Strategic Planning,
competing for public Planning meetings with LGAs and HiCUB to SLEx)
participation and onerous schedule Project Plan to best integrate and align • The NSW Government did not implement the
demands on LGA resources with other 'competing' initiatives taking place recommendations of the Kibble Review and the
four LGA's continue to operate independently in
their own right. This leaves a continuing challenge
for NESS of engaging effectively with each,
subsequent to the dissolution of the New England
Strategic Alliance of Councils (NESAC) which
historically provided the basis for NESS to engage
with all four LGAs as a group
Failure to deliver outcomes Reporting and review of project at each milestone • Reporting provided as required
by Councils and NESSiE • All major milestones met, minor variations detailed
in this report reflect largely timing changes only
OH&S Addressed by contract and hire arrangements as • No OH&S incidents arose during NESS2
required

Page 45 of 54
ADDITIONAL DOCUMENTATION
The Final Report is to be read in conjunction with following separate documents
which provide additional detail:
• Final New England Sustainability Strategy (and Summary)
• Appendices
• Key Focus Areas & Initiatives Matrix
• Network Governance, Integration Model, Sustainability Charter & Core
Resourcing Model
• Sustainability Scorecard & Speedo
• Communication Strategy & Website Portal
• SEED Plans (Social, Environmental & Economic Development)
• Key Themes & Priorities
• Uralla, Bundarra, Walcha, Guyra & Armidale
• Foundation Strategy (2008)
All NESS documents can be found on scribd.
Separate reports are available for each activity and part of the NESS
development process, including briefings and records of meetings for NESSiE and
the Local Council Steering Committee.

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APPENDICES
CREDITS
The 1,000+ participants in NESS forums, workshops, working groups & more plus...
Strategy Author ~ Adam Blakester & Co-Author ~ Dr Micheal O'Loughlin

Facilitators ~ Dr Micheal O'Loughlin, Dr Rebecca Spence & Ken McCleod
Dialogue Design ~ Dr Micheal O'Loughlin & Ken McCleod
Vision Workshop ~ Tuckandee Training, Tex Skuthorpe & Anne Morrill
Digital Media (Stakeholder & Community Forums) ~ Irene Lemon
Communications Strategy ~ Social Ventures Media
Web Portal Strategy ~ Dr Micheal O'Loughlin
NESSiE (past & present) ~ Hannah Taylor, Kathryn Brooks, Zoe Miller, Maureen Chapman, Peter
Sniekers, Jackie Bowe, Michael Jarochowicz, Dave Carr, Dr Micheal O'Loughlin, Dr Rebecca
Spence, Emily Thomas-Moore, Stephen Gow, Paul Creenaune, Adam Blakester (Convenor)
LGA Steering Committee (past & present) ~ Stephen Gow, Paul Creenaune, Bob Furze, Nanette
Lamrock, Stephanie McCaffrey, Gerry Moran
2008 Public Forum:

~ Speakers, Mayor Peter Ducat, Richard Torbay MP, Zoe Miller, Adam Blakester
~ Digital Media, Social Ventures Media, Laszlo Szabo & David Doyle
~ Production Team, Lindsay Teychenne, John Flower-Emblen, Brylan Stewart, Adam Cafarella
2010 Public Forum:

~ Speakers, Mayor Peter Ducat, Councillor Chris Hallingan, Richard Torbay MP, Stephen Gow,
Robyn Bartel, Adam Blakester
~ Performers, Jimmy Greaves (Captain Sustainability) & Rueben Mellor (Mr Not Very Nice Guy)
~ Exhibition Design & Curation, Irene Lemon
~ Digital Media, Social Ventures Media, Laszlo Szabo & David Doyle
~ Production Team, Matt Widdingham, Peter Hutton & Jimmy Greaves
~ Exhibitors (2010 Public Forum) ~ Frog Dreaming, Sustainable Living Expo, Sustainable Living
Armidale, Talloires Declaration Implementation Committee, Northern Inland Regional
Development, The Armidale Waldorf School, Iron Man Welders, Simon Mellor, Kevin Saunders,
Uralla Community Garden, EASLECC, The University of New England, Armidale Bowling Club, New
England On Now (NEON), EVO Cities, Tablelands Community Transport, AusEnergy, NSW
Government Renewable Energy Precinct, Northern Inland Regional Waste Alliance, The Grass
Routes, Great Eastern Ranges Project, Armidale Tree Group, Citizens Wildlife Corridors, Landcare,
HiCUB, Armidale Farmers Market, Waterfall Way EcoTourism Initiative, New England EcoTourism
Society, Daily Ritual, Kinleigh & Quadrant Australia

Page 47 of 54
ABOUT STARFISH ENTERPRISES

Starfish Enterprises is a community
entrepreneurs network partnering with
communities to make the transitions for
sustainability through community
enterprise, inclusive planning and
strategies for social change.
Starfish auspices the New England Sustainability Strategy, the New England Wind
community wind farm and coordinates the Farming the Sun solar and sustainable
energy community enterprise. Starfish has been a partner in the North Coast
Energy Forum (2010 and 2011) and the development of the North Coast Energy
Strategy.
To find out more go to http://www.starfishenterprises.net or contact

Adam Blakester | 6775 2501 | 0419 808 900 | adam@starfishenterprises.org
For full details of all the work undertaken through the development of
NESS since 2008 go to http://www.ness.wikidot.com.

Page 48 of 54
FINANCIAL SUPPORTERS
Below are a list of all NESS Financial Supporters since work began in 2008.
Armidale Family Support Services

Page 49 of 54
KEY STAKEHOLDERS

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NEW ENGLAND TABLELANDS BIO-GEOGRAPHIC REGION
Illustration 24: New England Tablelands Bio-Geograhpic Region

Page 51 of 54
RESOLUTION 20 ~ VISION NEW ENGLAND SUMMIT

Page 52 of 54

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ILLUSTRATIONS
ILLUSTRATION INDEX
Illustration 1: Official Opening & Performance, 2010 Public Forum (Rosemary Mort Productions).........2
Illustration 2: Final Milestones as Delivered................................................................................................................................... 8
Illustration 3: Inaugural NESS Public Forum, NERAM 2008 (David Doyle Photography)................................12
Illustration 4: Second NESS Public Forum, Armidale Town Hall, 2010........................................................................13
Illustration 5: NESS2 Process Design ~ Dr Michael O'Loughlin.......................................................................................14
Illustration 6: Sustainability Showcase, 2010 Public Forum (David Doyle Photography)..............................16
Illustration 7: Emily Thomas Moore & Stephen Gow, NESSiE ~ Accepting 2010 Armidale & District
Chamber of Commerce Award for NESS.................................................................................................................................. 18
Illustration 8: Future Films Poster, Sustainable Living Expo 2010, Sustainable Living Armidale.................19
Illustration 9: SLEX identifies NESS as a key stakeholder, The Armidale Independent, 8 September
2010..................................................................................................................................................................................................................... 20
Illustration 10: Integrated Regional Planning ~ RDANI & NESS......................................................................................21
Illustration 11: 2010 Calendar ~ Armidale Dumaresq Council's 'Sustainable Growth ~ Excellent
Lifestyle' Vision.............................................................................................................................................................................................. 23
Illustration 12: Chook House, Simon Mellor, Sustainability Showcase, 2010 Public Forum, Armidale
Town Hall (David Doyle Photography)......................................................................................................................................... 24
Illustration 13: Key Stakeholders........................................................................................................................................................ 25
Illustration 14: Media Coverage, NESS Public Forum, Glen Innes Examiner, 2 December 2010............26
Illustration 15: NESS Public Forum Promotion ~ Armidale Dumaresq Mayor Column, 8.12.10.................27
Illustration 16: Rapporteur Summarises Enterprising Economy Priorities, 2010 Public Forum (David
Doyle Photography)................................................................................................................................................................................. 28
Illustration 17: RDANI Partnership & Integration with NESS...............................................................................................31
Illustration 18: Letter of Support, The Community Mutual Group...............................................................................33
Illustration 19: Holistic Approach to Sustainability ~ NESS co-hosts Awakening the Dreamer
Symposium looking at social, environmental & spiritual aspects of sustainability...........................................35
Illustration 20: Priority Next Steps ~ Seven Key Focus Areas........................................................................................... 37
Illustration 21: Priority Next Steps ~ Network Governance Structures......................................................................38
Illustration 22: NSW Environmental Trust Letter of Feedback.........................................................................................39
Illustration 23: NESS2 Financial Report.......................................................................................................................................... 43
Illustration 24: New England Tablelands Bio-Geograhpic Region.............................................................................51

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N E S S Final Report

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NEW ENGLAND SUSTAINABILITY STRATEGY

and with support from

Illustration 1: Official Opening & Performance, 2010 Public Forum

www.ness.wikidot.com NESS is an initiative of

At the same time as completing NESS, strategic opportunities for

Recommendations are provided on the priorities for NESS 3, implementation of the

www.ness.wikidot.com NESS is an initiative of

Participants have come from a wide range of organisations, areas of expertise

New groups and initiatives have emerged ~ YOUNG ☺, Sustainable Living

The New England Sustainability Strategy identifies a shared vision which is

www.ness.wikidot.com NESS is an initiative of

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

In short, NESS is a collaborative, open and inclusive network governance model

www.ness.wikidot.com NESS is an initiative of

NESS convenes collaborative multi-stakeholder dialogue-based processes to

One of the distinct advantages of NESS' special development process ~

www.ness.wikidot.com NESS is an initiative of

OBJECTIVES & ACTIVITIES

www.ness.wikidot.com NESS is an initiative of

Illustration 2: Final Milestones as Delivered

www.ness.wikidot.com NESS is an initiative of

REVISITING THE NOTION OF NESS

www.ness.wikidot.com NESS is an initiative of

www.ness.wikidot.com NESS is an initiative of

The strategy behind choosing a network governance model is especially to

Implementation of the New England Sustainability Strategy is the

www.ness.wikidot.com NESS is an initiative of

www.ness.wikidot.com NESS is an initiative of

Illustration 4: Second NESS Public Forum, Armidale Town Hall, 2010

www.ness.wikidot.com NESS is an initiative of

Illustration 5: NESS2 Process Design ~ Dr Michael O'Loughlin

www.ness.wikidot.com NESS is an initiative of

INTEGRATION OF EXISTING STRATEGIES & PLANS

University of New England Strategic Plan (2007 - Uralla Creative Village

www.ness.wikidot.com NESS is an initiative of

Vision New England Summit Walcha Community Townlife Development Plan

A detailed summary of the various initiatives identified in these strategies can be

The original plan intended

www.ness.wikidot.com NESS is an initiative of

The second process modification was to utilise facilitated Local Sustainability

These interventions consumed a massive amount of attention for each Council,

The NSW Government decided not to implement the recommendations of the

www.ness.wikidot.com NESS is an initiative of

KEY PERFORMANCE INDICATORS

The New England Sustainability

As a resource NESS provides an evidence base and influential set of shared

www.ness.wikidot.com NESS is an initiative of

The NESS shift to sustainability has been

www.ness.wikidot.com NESS is an initiative of

Illustration 9: SLEX identifies NESS as a key stakeholder, The

www.ness.wikidot.com NESS is an initiative of

The governance structure of

This in turn means that the

www.ness.wikidot.com NESS is an initiative of

And lastly, it is important to note that strategic integration of a complex and

Further, any specific responsibilities identified for 'government' necessarily need to

This Integration Model is designed to better distribute responsibility, both across

www.ness.wikidot.com NESS is an initiative of

www.ness.wikidot.com NESS is an initiative of

In total this contribution is

In addition, at least that many

A summary of the key stakeholders who have participated is mapped on the