An Otways Landscape Community Council (OLCC) was established by the Minister for Environment in September 2006 to advise Parks Victoria and DSE and prescribe community engagement for the Great Otway National Park and Otway Forest Park establishment and planning, through to ongoing park operations. Accordingly, the OLCC are playing a key role in determining the framework and guiding principles to set the direction for Community Engagement across the landscape.

The OLCC will monitor the effectiveness of the community engagement process ensuring that everyone is afforded the opportunity to have their say and become involved. Some key activities of the OLCC will include: identifying community needs and opportunities for consultation, monitoring the performance of agencies in community consultation ensuring that it aligns with the guiding principles and the community are kept informed.

OLCC members (l-r) Terry Kildea, Roger Hardley, Beth Davidson, Elaine Carbines (Chair), Richard Morrow,
Lizzie Corke, Claire Dennis, Joe DiCecco

OLCC Annual Report 06-07 (431kb)

Otways - Planning for the Future Fact sheet: (600kb pdf)

A Framework for Community Engagement in the Great Otway National Park and Otway Forest Park

VISION

People of Victoria are active participants in the planning and care of the GONP and OFP so that management of the Parks responds to both community aspirations and government policy. Community participation and engagement is the lens through which all work in the parks is planned and implemented.

In order to fulfil this vision Parks Victoria and DSE will act in accordance with the following GUIDING PRINCIPLES:

Parks Victoria and DSE

• welcome and value community engagement which is based on the belief that democracy and citizenship are grounded in the notion that everyone has a right to shape and influence their community to address their needs;
• commits to a collaborative approach, where community concerns and aspirations are respected and considered (Fairdinkum Consultation);
• will provide clear, consistent and robust information so that citizens and groups can participate in a meaningful way;
• will provide opportunity for people to participate at the level that suits them;
• will identify up front those things that can be influenced and the things that are non-negotiable within the framework of current government policy so that expectations are clear at the start.

Parks Victoria and DSE staff will:

• understand the corporate commitment to community engagement that sees citizens, groups and agencies shaping and influencing decisions and actions;
• develop the appropriate skills, knowledge and behaviours to build strong and effective relationships with groups and citizens.

Parks Victoria and DSE will:

• work collaboratively with other relevant agencies so that park planning and management is integrated in a consistent and complementary way.

Parks Victoria and DSE make the following ASSUMPTIONS

• staff will be willing to learn about community engagement, evaluation and action learning cycles and apply this in their work;
• corporate commitment to community participation and engagement will be sufficient to facilitate the required time and resources for implementation.
• managers and staff value and prioritize community involvement in their practices at an early stage;
• there are community members interested and willing to participate;
• when undertaking community engagement a participant or group may start in the "inform" stage but as an issue evolves and develops they may move up the IAP2 Spectrum to "involve" or "collaborate" depending on their changing level of interest throughout the life of a project therefore we need to be flexible and accommodate that;
• we will get to know our stakeholders better to ensure they have the skills and opportunities to participate in a meaningful way.

Parks Victoria and DSE acknowledge the following CHALLENGES

• clear articulation and separation regarding the spheres of decision and influence is required e.g. What is up for grabs and what is already decided through another process?
• truly understanding what people want and what they can do;
• convincing community members that their active participation is genuinely sought;
• historical attitudes and practices grounded in professional pride and expertise can act as a barrier to ongoing and active citizen participation;
• monitoring performance and evaluating success.