2022-10-24 General Committee Meeting- Item 7 - Attachment 1 - Noosa Oyster Ecosystem Restoration Project - Final Report (1)

Challenges, adaptive management, and learnings
With such a complex project, there are often challenges to overcome through adaptive management and learnings from the
experience worth sharing. In the section is detailed some key challenges, adaptive management responses and learnings from
the project:

* Late appointment of project manager – It was difficult to find a suitably qualified project manager. As such, the project
manager started in the role 6 months after contract begin, thus putting extra pressure on the project timelines.

* Delays in achieving the permit milestone – It was optimistic to presume permits could be secured so early in the project
cycle for a first-time project of this kind. Permitting processes are not use to marine restoration and are not fit for purpose.
The project had to develop and submit extensive technical reports and analyses to agencies (bathymetric mapping, ecological
assessments, engineering designs + the results of community consultations), and discuss technical detail along the way with
agencies and stakeholders. It just took a lot of time to do the job right.

* TNC/NC collaboration - Worked exceptionally well with project governance, project reporting and sharing resources (when
possible) e.g., allocating space for a shell recycling site at Doonan Waste Management Depot. May have been benefit if NC
has been written to play a more direct role in community consultations. Recent discussions with NC about river management
challenges and research have been very welcome and fruitful. TNC looks forward to this positive collaboration continuing.

* COVID 19 impact – This period forced the project manager to focus on holding one-on-one meetings with stakeholders and
interested community members. In total, over 100 such meetings were held. The cost was that they took a lot of time
compared to hosting a few groups forums. The benefit was that stronger relationships were forged, and the project manager
got to understand individual views in considered detail.

* Technical Advisory Group (TAG) – Highly valuable resource to the project. TAG members were regularly called on by the
project team outside of formal meetings to discuss specialist project detail relating to permits, biosecurity, ecology, and
shellfish restoration. Formal TAG meetings were less frequent but the very frequent engagement of TAG members outside of
TAG meetings, negated the need for overly frequent formal meetings.

Despite great effort to engage the Department of Environment and Science (DES) directly in the TAG, this did not occur.
However, DES did invite TNC to join their Moreton Bay Shellfish Restoration Working Group and to develop a restoration
suitability model for shellfish restoration for the Moreton Bay Marine Park. This work is now underway. TNC also shared TAG
minutes with DES and briefed DES staff regularly about the Noosa project.

Direct Kabi Kabi participation in formal TAG meetings did not occur. Kabi Kabi applicants were asked to be kept abreast of
TAG meetings by the project manager through regular formal correspondence, meetings with Kabi representatives,
mentoring of the project manager by Kabi Elder, Fred Palin, and eventually through joint projects to name the oyster reefs
(the Huon Mundy Reefs), to develop interpretive signage and to lead the project’s ‘Shellebration’ event.

* Load out site – Load out sites for marine construction are difficult to find. Authorities tend not to provide formal access for
commercial operators working with heavy machinery to coastal estuaries. Noosa was no different. Working closely with NC
staff to find a solution was very productive. The load out site selected, and the way it was organized and managed, worked
exceptionally well.

* Staffing – The breadth of work detailed in the Agreement demanded more than one staff position to deliver. This was
recognized within the first year of the project but took another year for the resources to be secured (via Reef Builder) to
engage a second staff position to support the project. Future projects should consider more realistic staffing levels,
particularly where extensive community outreach is required.

* Community support – Throughout the project, the team has discovered significant generosity and support for marine
restoration within the wider Noosa community. From the large number of jetty owners and foreshore residence, river users,
stakeholders and of course, the Kabi Kabi Peoples. This support has been overwhelming and is cherished.


                                                                                                                              65