DRAFT Plan of management 2011 | Booderee National Park

Booderee National Park is a Koori-owned place, Booderee being a Dhurga word meaning 'bay of plenty'.

The draft management plan for Booderee National Park was released for public comment over the period 4 May 2011 to 2 August 2011. The Director of National Parks and the park Board will consider all submissions provided during this period as they work towards finalising the plan.



The vision for Booderee National Park is: to excel in the natural and cultural heritage management of Booderee by acknowledging and utilising traditional, contemporary and scientific expertise.

Key objectives

The key objectives for the management of Booderee National Park are:

  • to conserve the biodiversity and cultural heritage of the park
  • to provide for appreciation and quiet enjoyment of the park
  • to benefit members of the Wreck Bay Aboriginal Community Council.

Previous management plan

This is the second management plan for Booderee National Park. The first plan came into operation in 2002 and ceased to have effect on 3 April 2009. Section 357 of the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) allows the Director to manage a Commonwealth reserve following the expiration of a management plan in accordance with the IUCN management principles for the IUCN category to which the reserve was assigned under an expired management plan.
In August 2008, the Booderee National Park Board of Management resolved to use the first management plan as a guide for developing the second plan.

Planning process

Section 366 of the EPBC Act requires that the Director of National Parks and the Board of Management (if any) for a Commonwealth reserve prepare management plans for the reserve. In addition to seeking comments from members of the public, the relevant land council and the relevant state or territory government, the Director and the board are required to take into account the interests of the traditional owners of land in the reserve and of any other Indigenous persons interested in the reserve.
Other stakeholders consulted during the preparation of this management plan included Australian Government agencies (Defence, Department of Regional Australia, Regional Development and Local Government); NSW agencies (National Parks and Wildlife Service, Marine Parks Authority, Fisheries); Shoalhaven City Council; and regional tourism bodies.

Structure of this management plan

The structure of this plan reflects the Parks Australia Strategic Planning and Performance Assessment Framework, a set of priorities based on Australian Government policy and legislative requirements for the protected area estate that is the responsibility of the Director of National Parks.
The outcomes in the plan are developed against the following Key Result Areas (KRAs) reflected in the Strategic Planning and Performance Assessment Framework:

  • KRA 1: Natural heritage management (see Section 5 of the plan)
  • KRA 2: Cultural heritage management (see Section 5)
  • KRA 3: Joint management and working with Indigenous communities (see Section 4)
  • KRA 4: Use and appreciation of protected areas (see Section 6)
  • KRA 5: Stakeholders and partnerships (see Section 7)
  • KRA 6: Business management (see Section 8)

Appendix B details outcomes for the key result areas, which are also used to structure the State of the Parks report in the Director of National Parks' annual report to the Australian Parliament.

Assessing performance

Management plans for reserves managed by Parks Australia operate in the context of both wider strategic plans and work plans for individuals involved in delivering management plan prescriptions. During the life of the first management plan, Booderee National Park developed a planning and implementation system which included works programs based on plan prescriptions and recording of effort against those prescriptions. The planning component of the system allowed for the preparation of annual implementation plans that prioritised prescriptions and assigned projects to individual staff and work teams. These work plans were in turn attached to individuals' performance development plans.
Towards the end of the first plan, a technical audit of the plan's implementation was made using this planning and implementation system. Actions taken against each prescription in the plan were audited to see how those actions had contributed to achieving the plan's specified aims. This was done through data analysis or expert opinion. Status and trend (stable, positive or negative) were assessed for each of the values specified in management plan aims, to assist with understanding the current state of these values and with prioritising future management activities.

The Booderee National Park Board of Management has endorsed this approach and has resolved that annual reports on the status and trend of key issues would assist them to redirect management efforts over the life of the plan. This is an important adaptive management process.
Sections 3, 4, 5, 6 and 8 of this plan begin with a summary of performance under the first plan, as a baseline for defining future management activities. Measures are also identified for assessing performance under this second plan against the key result areas and reporting to the Board.