COMMUNITY AND RESOURCES
COMMITTEE MEETING
MONDAY 16 MAY 2011
ATTACHMENT TO ITEM CR11.44
DRAFT BOLD PARK MANAGEMENT PLAN 2011-2016
Draft
BOLD PARK
Management Plan 2011-2016
1
CONTENTS
Executive Summary .........................................................................................................................................3
Background ......................................................................................................................................................4
Legislative Requirements .................................................................................................................................5
Strategic policies ..............................................................................................................................................5
Guiding Bold Park Management ......................................................................................................................6
Current Status ..................................................................................................................................................7
Biodiversity Conservation.................................................................................................................................9
Ecological Restoration .................................................................................................................................. 10
Risk Management ......................................................................................................................................... 11
Visitation and Passive Recreation ................................................................................................................ 12
Community Liaison and Planning ................................................................................................................. 13
Information, Interpretation and Education ..................................................................................................... 14
Cultural Heritage ........................................................................................................................................... 15
Review and Revision..................................................................................................................................... 17
HAVE YOUR SAY...
The Botanic Gardens and Parks Authority would like to receive your submission regarding the proposals in
this draft management plan for Bold Park. Individual or joint submissions are welcome.
Submissions on this draft management plan are welcome for two months from 8 March to 9 May 2011.
Please ensure your submission is clearly legible and includes your name and contact details for submission
validation. For further information see the back pages of this document, visit the website
www.bgpa.wa.gov.au or phone (08) 9480 3990.
If you would like a version of the submission form that you can complete electronically, please email
[email protected].
DEADLINE
The closing date for submission is 5:00pm Monday 9 May 2011.
WHERE DO YOU SEND YOUR SUBMISSIONS?
Written submissions should be sent to:
Planning Officer
Botanic Gardens and Parks Authority
Kings Park and Botanic Garden
Fraser Avenue
WEST PERTH WA 6005
Email:
[email protected]
Fax:
9480 3601
SUBMISSIONS CLOSE
9 MAY 2011
Cover photos (clockwise from top):
White-cheeked Honeyeater - Barbara Knott; Spider Orchid - Barbara Knott, Bold Park Bushland - BGPA, Orange Bracket Fungus - Ben Nuske/BGPA.
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EXECUTIVE SUMMARY
Bold Park is an A-Class reserve of coastal bushland set aside for its outstanding conservation, landscape
and recreation values. Covering 437 hectares, it is one of the largest bushland remnants in the
metropolitan area of the Swan Coastal Plain, providing a haven for its diversity of flora, fauna and fungi and
opportunities for environmental education and passive recreation. It has been managed by the Botanic
Gardens and Parks Authority (the Authority) since August 1998 in accordance with the Botanic Gardens
and Parks Authority Act 1998 and consistent with publicly endorsed management plans.
As required by Part 4 of the Botanic Gardens and Parks Authority Act 1998, the Authority has conducted a
review of the Bold Park Management Plan 2006-2011 to produce this draft plan for the next five years. The
process included the Authority’s review of achievements under the existing plan, evaluation of the
effectiveness of existing strategies, and incorporation of community feedback from consultation via a
survey of stakeholders and a public workshop held in October 2010. The format of the draft plan has been
chosen to minimise production costs, however, it is intended that the final plan will be produced in full
colour format including photographs, consistent with the existing plan.
This draft plan continues to build upon the endorsed objectives and strategies in previous plans, including
the inaugural Bold Park Environmental Management Plan 2000-2005, using an adaptive management
approach. This approach ensures that management can be adapted to incorporate leading-edge research
outcomes and changing conditions on the site over time to deliver appropriate management for Bold Park.
The vision statement for Bold Park is:
“For Bold Park to be identified as a world-recognised urban wilderness – enjoyed, studied and
managed with the community.”
The principal management objective for Bold Park is:
“To ensure the native biological diversity of Bold Park bushland is conserved and enhanced, that
public risk is well managed, and that passive recreation, education and scientific activities
consistent with conservation are facilitated.”
This draft plan provides an overview of achievements over the past five years, identifies intended changes
to the current management plan, and sets future directions and strategies and documents priorities for the
next five years. It provides a high level, strategic overview for the planning, management and restoration of
Bold Park under seven broad management categories as follows: Biodiversity Conservation; Ecological
Restoration; Risk Management; Visitation and Passive Recreation; Community Liaison and Planning;
Information, Interpretation and Education; and, Cultural Heritage.
Many of the initiatives in this plan are within the current budget while others will require additional funding in
future budgets. The Authority will pursue a range of funding options where appropriate to deliver any
unfunded activities.
Some of the priority activities in this plan include:
•
Implementation of specific plans to manage identified vulnerable flora and development of a plan
for fauna management.
•
Ongoing ecological restoration of priority sites including restoration research and weed control and
a wetland restoration plan for the Camel Lake area.
•
Implementation of risk management strategies to further improve public safety and protect
biodiversity and other assets, including tree, track and fire management programs.
•
Completion of carpark upgrades and visitor access from the West Coast Highway underpass.
•
Provision of active support and encouragement of community volunteer involvement in activities in
Bold Park and liaison and information exchange with surrounding land managers.
•
Further development of interpretation and community education materials to promote awareness
and appreciation of Bold Park.
•
Implementation of the Authority’s Reconciliation Action Plan to conserve, enhance and promote the
Aboriginal cultural heritage of Bold Park.
The Draft Bold Park Management Plan 2011-2016 is open for public submissions from 8 March 2011, with
submissions closing on 9 May 2011.
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BACKGROUND
Bold Park is a large (437 ha) area of coastal bushland within the Perth metropolitan area in Western
Australia. The major topographical feature of the Park is Reabold Hill, a natural high point (84.8 m AHD)
that provides excellent views over the coast, the city and surrounding suburbs across to the Darling Scarp.
The tuart-banksia woodlands and limestone heaths within Bold Park support a rich diversity of flora, fauna
and fungi, including regionally significant and vulnerable species. As a key remnant in Perth’s greenways,
Bold Park provides a haven for native biodiversity and an important corridor for biological movement
between bushland reserves. The park has a long and interesting cultural history including retaining
important indigenous heritage links and is a significant recreational reserve, visited mostly by walkers for its
extensive walk trails and connections with wildlife and the bushland environment.
First set aside as a reserved park in 1936 by the Perth City Council, Bold Park was officially designated as
an A-class reserve in August 1998 for its outstanding conservation values, natural landscape and naturebased recreational opportunities. In 1998, management responsibility was vested with the Kings Park
Board (now the Botanic Gardens and Parks Authority).
The inaugural Bold Park Environmental Management Plan (EMP) 2000-2005 was released in April 2001
and was followed by the Bold Park Management Plan 2006-2011. Revision of the Bold Park Management
Plan 2006-2011, with community consultation, has resulted in this draft management plan for 2011-2016.
Consistent with Part 4 of the Botanic Gardens and Parks Authority Act 1998, this plan provides information
on the intended management of Bold Park for the period 2011-2016.
This plan continues to build upon the publicly endorsed detailed objectives and strategies as detailed in the
inaugural Bold Park Environmental Management Plan to deliver a strategic overview for the planning,
management and restoration of Bold Park.
Further detail of annual park activities is developed regularly at an operational level by the Authority.
Various initiatives outlined in this plan are within the current budget, while others will require new funding in
future budgets in order to be fully implemented. The Authority will seek additional funding from the State
Government for world-class bushland management, and pursue funding opportunities with other partners
where mutually beneficial outcomes can be achieved.
Community involvement and scientifically based adaptive management have been identified as priorities for
this plan to restore and maintain a world-recognised urban bushland and promote the Authority as a leader
in urban bushland management. A high level of community involvement is anticipated to continue in order
to promote an appropriate identity for Bold Park, to highlight the assets of Bold Park for visitors and the
community, and to provide the necessary support to conduct long-term ecological restoration on the
required scale.
It is recognised that planning needs to be flexible to best manage unforeseen events and to manage short
and medium term needs and activities in line with longer term goals and outcomes. Resources will be
allocated to the highest priority activities. Scientifically based adaptive management is considered a key
component in the management success of Bold Park. Adaptive management is defined as “management
underpinned by scientific knowledge and reliant on the continual supply of new information from research
and monitoring”. This approach ensures that the Authority’s leading-edge research will contribute to bestpractice management of the irreplaceable assets of Bold Park.
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LEGISLATIVE REQUIREMENTS
The Authority’s management of Bold Park is governed by the Botanic Gardens and Parks Authority Act
1998 and complies with all other relevant Federal and State legislation and policies.
The Ministerial Conditions for Bold Park, previously established to guide the management of the park and
contained within the Land Use Strategy for Bold Park and Environs – Ministerial Statement 381, were
formally cleared by the Environmental Protection Authority and the Minister for the Environment; Racing
and Gaming in September 2006. It was considered that future environmental management and associated
reporting could be most effectively administered through the management plans required under the Botanic
Gardens and Parks Authority Act 1998.
As the entirety of Bold Park is registered as an Aboriginal heritage site with the Department of Indigenous
Affairs, along with a number of specific sites within the park, the Authority is required under section 18 of
the Aboriginal Heritage Act 1972 to apply for consent to undertake the activities outlined in this plan. This
consent will be sought prior to the launch of the final Bold Park Management Plan 2011-2016.
The Authority’s Mission Statement is:
“To conserve and enhance Kings Park and Botanic Garden and Bold Park with the community, and
to conserve biological diversity generally.”
The Statement of Strategic Policies and Guidelines reflects existing practices and is a background
document available online at http://www.bgpa.wa.gov.au/about-us/strategic-direction/strategic-policies-andguidelines or by request from Botanic Gardens and Parks Authority administration on (08) 9480 3600. The
policies (summarised below) are based on the legislative functions of the Authority as defined by the
Botanic Gardens and Parks Authority Act 1998.
STRATEGIC POLICIES
Manage Biodiversity
Conserve and enhance any native biological diversity of the designated land (i.e. Kings Park and Botanic
Garden and Bold Park).
Inspire Biodiversity Conservation
Enhance and promote the understanding and conservation of the biological diversity of the designated land
and of biological diversity generally.
Recreation and Tourism
Provide, improve and promote recreational and tourism services and facilities on the designated land.
Landscape and Amenity
Conserve and enhance the natural environment, landscape features and amenity of the designated land.
Collections and Display
Conserve, develop, manage, display, and undertake research into, collections of Western Australian and
other flora.
Promote the use of flora for the purposes of horticulture, conservation and education.
Cultural Heritage
Conserve, enhance and promote the Aboriginal, colonial and contemporary cultural heritage of the
designated land.
Research
Undertake and promote research and investigation into; matters related to the care, control and
management of designated land; to biodiversity conservation; and to other matters related or connected
with the statutory functions of the Authority.
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GUIDING BOLD PARK MANAGEMENT
THE VISION
The vision guiding the management of Bold Park is:
“For Bold Park to be identified as a world recognised urban wilderness - enjoyed, studied and
managed with the community.”
LONG-TERM GOAL
The long-term (100 year) goal for Bold Park is:
“Biodiversity conservation and restoration of Bold Park bushland to achieve a diverse and resilient
ecosystem that allows for passive recreation, education and community involvement.”
PRINCIPAL MANAGEMENT OBJECTIVE
The principal management objective for Bold Park is:
“To ensure that native biological diversity of Bold Park bushland is conserved and enhanced, that
public risk is well managed, and that passive recreation, education and scientific activities
consistent with conservation are facilitated.”
MANAGEMENT CATEGORIES
Seven management categories have been devised based on the functions of the Authority as defined by
the Botanic Gardens and Parks Authority Act 1998 and the existing Statement of Strategic Policies and
Guidelines to group linked management strategies across designated lands for ready interpretation and
identification. The categories are:
•
Biodiversity Conservation;
•
Ecological Restoration;
•
Community Liaison and Planning;
•
Visitation and Recreation;
•
Interpretation and Education;
•
Cultural Heritage; and
•
Risk Management.
Individual strategies may be relevant across more than one category but rather than duplicate strategies,
they are listed in this document under the category considered most relevant for management.
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CURRENT STATUS
BIODIVERSITY
The park contains a mosaic of native vegetation communities and sub-communities with tuart and banksia
woodlands and limestone heath predominating. These support a rich biodiversity with over 1000 native and
non-native species of flora, fauna and fungi identified. Bold Park is recognised as being regionally
significant in an environmental context through its listing as a Bush Forever site, adding further protection
for its ongoing conservation to the provisions of the BGPA Act.
Previous plant records have been reviewed and the species list revised accordingly for a total of 310
known extant, locally-native plant taxa and 232 records of naturalised non-native plant taxa in the
bushland.
The number of priority flora species within Bold Park has also been revised, with four species currently
listed as ‘priority’ by the Department of Environment and Conservation (DEC); Astroloma microcalyx,
Hibbertia spicata subsp. leptotheca, Lasiopetalum membranaceum and Stylidium maritimum. Fifteen
species are considered regionally significant because they are poorly represented populations or at the
northern or southern extent of their range. These species remain a focus of individual management plans
and annual surveys.
The 1997 weed survey of Bold Park was revisited during the spring of 2009. The survey of 42 weed
species included 30 which were in the original survey and 12 additional species of management
significance. The survey was conducted over 1700 permanent grid points throughout the park. In addition
to the weed species, 20 significant native species were incorporated in the survey. A key finding of this
survey was a dramatic reduction in three weed species; Ehrharta calycina, Euphorbia terracina and
Pelargonium capitatum in the previous twelve years. This has been reflected in BGPA’s annual weed
assessments within restoration areas.
Three native and five introduced mammals have been recorded in Bold Park with no documented changes
to abundance in the last five years. The bird list for Bold Park documents a total of 91 bird species recorded
in Bold Park (including seven introduced bird species). This list includes vagrants, migrants and nomadic
species that are likely to occur sporadically.
Numbers of herpetofauna in Bold Park remain seasonally variable with on average 20 species of reptiles
and amphibians identified during annual trapping. Monitoring has noted a significant reduction in species
abundance, however, which is most likely due to recent dry seasons in Perth.
Research has added 47 ant species (including four exotic species) and 11 butterfly species (including one
introduced species) to the invertebrate fauna inventory, now totalling over 300 species for Bold Park. As
resources allow, further studies will be undertaken to develop more accurate data on invertebrate species
richness in Bold Park and the associated management implications.
Regular fungi surveys conducted in Bold Park have led to the identification of 460 species of macrofungi
(341 more than in the inaugural Environmental Management Plan). Surveys continue to identify new
records for the park as well as a number of previously undocumented species. Almost all of the species are
considered to be indigenous to Bold Park.
Six small fires have occurred in Bold Park during the past five years. These fires had minimal impact on the
bushland and as such the sites affected have not required active restoration. The sites of two major fires in
Bold Park during the 2000-2005 period continue to be the focus of ongoing restoration efforts.
Monitoring to date from a single bore in Bold Park has indicated a slight lowering of the groundwater table.
Additional monitoring bores installed across the park in 2011 will provide more accurate information on
groundwater levels and movement.
SOCIAL ENVIRONMENT
There are five Aboriginal Heritage Sites of Significance registered with the Department of Indigenous
Affairs within Bold Park, including one site that encompasses the entire area of the park (Site ID 20178
Bold Park). The other sites are: Site ID 3735 , Perry Lakes; Site ID 3762, Lake Claremont; Site ID 3734,
Stephenson Avenue camp and Site ID 19262, Bold Park scarred tree.
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An estimated 150,000 people visit Bold Park annually with 52,000 vehicles accessing Reabold Hill in
2009/2010. Reabold Hill lookout remains a popular landmark attracting large numbers of visitors and has
proved to be a popular location for local residents to enjoy the Australia Day fireworks.
Annual visitor surveys are conducted to measure visitor use and satisfaction. The most recent visitor
survey results indicate a high level of overall satisfaction with Bold Park (99%), with 84% rating their
satisfaction level as high or very high. Park cleanliness and the bushland experience were rated the highest
(99% and 98% respectively). The most common activity undertaken was walking and the most popular
features enjoyed in Bold Park were those elements inherently linked with a bushland environment (e.g.,
peacefulness, views, bushland setting, birdlife and plants). The survey showed the majority of park visitors
to be middle aged to elderly and living within10km of the park.
Community volunteers provide support for management through direct and indirect involvement in activities
such as bushland restoration, guided walks and promotion of the park’s biodiversity and other values.
Office accommodation is provided for community groups to conduct their environmental activities and the
Western Australian Ecology Centre provides a venue for community events and activities related to the
core business of the Authority.
REGIONAL CONTEXT
The Metropolitan Region Scheme (MRS) continues to illustrate the Stephenson Highway extension running
through high conservation value bushland in the northern portion of Bold Park and the Wembley Golf
Course (an important regional bushland link). The Authority in conjunction with other stakeholders
continues to seek permanent removal from Bold Park of this future potential highway route in the MRS.
Development around the perimeter of Bold Park increased significantly over the past five years, placing
greater importance on Bold Park as a bushland retreat from the surrounding urban environment. Recent
developments include new housing adjacent to the northern section of the park and east of Stephenson
Avenue. In addition, the redevelopment of the Perry Lakes Stadium site and surrounds for housing and the
construction of new sports facilities nearby have contributed to a reduction of greenspace surrounding Bold
Park.
Some minor boundary adjustment processes initiated in the last plan continue to be progressed, with
formal Government approvals required.
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BIODIVERSITY CONSERVATION
Biodiversity Conservation strategies encompass activities to conserve and enhance the native biological
diversity of Bold Park including flora, fauna, fungi and the natural processes that support them. Many of
these activities relate also to the ‘Ecological Restoration’ management category.
IN THE LAST FIVE YEARS
A range of surveys were undertaken with results incorporated into existing flora, fauna and fungi
inventories. These included completion of seasonal surveys of avifauna in partnership with Birds Australia,
a comprehensive weed survey designed to enable data comparison with a 1997 survey, and regular
surveys of macro fungi including in 2009 a replication of the inaugural fungi survey conducted in 1999.
Vulnerable flora populations were mapped and regularly monitored and individual plans were drafted and
implemented for the most vulnerable species to promote their ongoing protection and population growth.
Weed control programs were conducted in all priority restoration sites to reduce competition for
establishing native plants, and species-led weed control was implemented throughout the park targeting
highly invasive grasses, bulbous species, Geraldton wax and other woody weeds. Research into the effects
of herbicides on both native and invasive species was well advanced and research into the potential
impacts of horse riding was completed with findings indicating some adverse impacts. The Authority
continued to encourage research by external professionals and university students to further expand
understanding of the park’s biodiversity and assist with future management. Four new monitoring points
were established with advice from CSIRO for long-term monitoring of ground water in the park.
FUTURE DIRECTIONS AND STRATEGIES
1. Conserve and enhance the native biological diversity of Bold Park including flora, fauna, fungi and
the natural processes that support them.
2. Conduct an appropriate survey program to maintain updated inventories on flora, fauna and fungi
and make publicly available.
3. Integrate outcomes of flora, fauna and fungi research and surveys into management strategies.
4. Conduct appropriate control programs on weeds, pests and diseases.
5. Maintain appropriate hygiene procedures to prevent the introduction and spread of pests, weeds
and diseases.
6. Improve community awareness of native biological diversity and provide opportunities for
environmental education.
7. Monitor and evaluate visitor use patterns and behaviour to ensure ‘biodiversity friendly’ access.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Continue to develop and implement specific plans for the protection and management of vulnerable
flora, such as the Tree Smokebush and Native Cranberry.
2. Develop a plan for fauna management and identify opportunities for implementation, including
community and volunteer involvement.
3. Investigate opportunities to assist in the protection of the endangered Carnaby’s cockatoo in Bold
Park.
4. Continue regular macro fungi surveys and identify conspicuous keystone species for management.
5. Advance research into relevant weed ecology, succession and control.
6. Continue to focus weed control programs on targeted invasive species and in priority areas
including restoration sites.
7. Undertake appropriate pest management in consultation with neighbouring land managers where
relevant.
8. Monitor groundwater bores in key locations within Bold Park.
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ECOLOGICAL RESTORATION
Ecological restoration strategies underpin the conservation of biological diversity and activities aim to
improve bushland condition, restore disturbed ecosystems and maintain resilient ecological communities of
local native organisms in Bold Park. Ecological restoration programs are informed by related scientific
activities undertaken by the Authority’s research function.
IN THE LAST FIVE YEARS
A significant program of seed collection, planting, weed control and monitoring for the restoration of priority
sites remained a focus for Bold Park. Spanning more than 70 hectares, sites included Reabold Hill, the
Oceanic precinct, Mt Claremont, Eastern Gateway (with the Friends of Bold Park) and at the Ecology
Centre. In addition, a coastal restoration project was commenced in collaboration with the Cambridge
Coastcare group to remove extensive thickets of the invasive Victorian tea tree and replant with local native
species. Drafting of a five year restoration plan commenced and annual recording in 40 randomly selected
permanent monitoring plots continued, providing a sound basis for measuring long-term restoration
success, Well planned annual seed collection programs secured 176 local native species in storage for
conservation and use in restoration programs, and the outcomes of seed dormancy and storage research
conducted within the Authority prompted changes in operational procedures to improve plant propagation
results. A comprehensive review of relevant literature for the restoration of Camel Lake Wetland was
completed to guide future planning for this project, which is included as a priority in this Management Plan.
Preliminary restoration research trials commenced in the former Skyline Drive-in site but were not
continued due to resources being allocated to higher priority restoration areas. Restoration of the former
turf farm site was also determined to be a low priority compared with other areas and was not progressed.
FUTURE DIRECTIONS AND STRATEGIES
1. Manage impediments to natural ecological functioning that result in species loss and ecosystem
degradation, such as fire, erosion, weeds, pests and diseases.
2. Replace introduced flora in bushland with appropriate local-provenance native species to build
resilient ecological communities.
3. Focus restoration activities in high priority areas to enhance existing restoration sites and conserve
and enhance areas of good condition bushland.
4. Review restoration priorities as an adaptive management response to unplanned disturbance
events such as fire.
5. Encourage community awareness, education and direct involvement in restoration efforts.
6. Continue restoration research to provide a flow of new information for adaptive management
underpinned by scientific knowledge.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Finalise the five year restoration plan and implement restoration activities in accordance with that
plan including in the following precincts: Oceanic, Reabold Hill, Eastern Gateway, Mt Claremont,
West Coast Highway and the Ecology Centre.
2. Continue relevant restoration research activities including the areas of feral animal control,
pollination, seed dormancy, conservation genetics and revegetation techniques.
3. Develop a wetland restoration plan for the Camel Lake area considering community and volunteer
involvement and its potential use as a demonstration site.
4. Continue to encourage volunteer involvement in ecological restoration activities including active
collaboration with community groups.
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RISK MANAGEMENT
Risk Management strategies are integrally linked with all other management categories and are concerned
with all risk factors identified for the Authority’s management of Bold Park. They focus on providing a safe
experience for all Bold Park visitors, as far as is possible in an urban bushland environment, and protecting
the long-term conservation and landscape values of Bold Park.
IN THE LAST FIVE YEARS
Further upgrades to the tracks were implemented with the installation of cement stabilised limestone
surfaces and improved drainage and run-off over three kilometres of prioritised trails, and the paving of the
steep Campbell Barracks access track with limestone blocks to address erosion problems. Significant
improvements to fencing were also completed with the replacement of over 800 metres of boundary
fencing along Challenger Parade and fencing and limestone retaining to better delineate the boundary with
the Christ Church Grammar playing fields. Annual tree inspections were conducted along tracks and works
implemented as identified. Liaison with the Town of Cambridge continued including planning for a rock
catch fence at the Oceanic Drive limestone cutting, tree management and fire management at the Quarry
Amphitheatre. Fire management activities included establishment of a formal Memorandum of
Understanding with the Fire and Emergency Services Authority (FESA) for fire preparedness and
response, ongoing fire training for over 40 Authority staff, and improved after hours response procedures.
In 2010, an independent expert panel was commissioned to evaluate the Authority’s fire management
guidelines and assess options for fire management in view of their likely impact on biodiversity values and
in reducing fire risk. The Authority has commenced implementation of the recommendations in the panel’s
report, including commissioning a comprehensive bushfire risk analysis. New directional signs were
installed throughout Bold Park to assist with visitor orientation and exit in an emergency.
FUTURE DIRECTIONS AND STRATEGIES
1. Comply with the Authority’s Risk Management Plan, including risk identification, prioritisation,
mitigation and risk control measures as appropriate.
2. Comply with and annually review the Fire Management and Response Plan in consultation with
FESA and other relevant stakeholders.
3. Maintain a tree management program to manage risk in public areas, in compliance with the
Authority’s Collections and Display Policy.
4. Continue to allow for the natural senescence of the Pine Plantation, considering restoration options
for replacement with appropriate native plant species.
5. Ensure visitor facilities comply with relevant design standards, including safety and access
standards wherever practicable, and maintain track surfaces for safe visitation.
6. Consider and retain Bold Park’s distinctive physical and natural attributes when undertaking
management tasks, and developing infrastructure and amenities.
7. Provide appropriate directional signage for visitor orientation and emergency exit.
8. Actively encourage socially responsible behaviour of park visitors.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Manage fire preparedness and response consistent with the Fire Management and Response
Plan.
2. Implement relevant recommendations from the External Review of BGPA Fire Management and
Response Plan, including completion of a comprehensive bushfire risk analysis.
3. Liaise with neighbouring local councils to resolve issues of risk management across boundaries
(e.g. fire management).
4. Continue to implement the tree and track management programs to identify and manage
community safety risks.
5. Maintain and improve directional signage throughout Bold Park.
6. Continue regular patrols to manage visitor access and compliance with Regulations.
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VISITATION AND PASSIVE RECREATION
Visitation and Passive Recreation strategies encompass those activities designed to provide and enhance
safe and suitable access for visitors and appropriately managed ‘biodiversity friendly’ passive recreation
opportunities that are compatible with the long-term integrity of Bold Park’s conservation values.
IN THE LAST FIVE YEARS
Annual visitor surveys were conducted to measure visitor satisfaction with the park’s facilities and
management, with overall satisfaction consistently very high. Significant effort was applied to address any
issues raised including educating visitors with dogs or bicycles to comply with Regulations and maintaining
a balanced approach to site signage to meet visitor expectations. New post and wire fencing was installed
along all beach access tracks to encourage responsible access and protect dune vegetation and new seats
were installed along tracks at key viewing locations. Planning commenced for a new boardwalk from the
West Coast Highway underpass to upgrade the existing informal access track, the access track from
Wollaston Road was upgraded and a design for the reconfiguration of the carparks off Perry Lakes Drive
was documented for construction. The Ecology Centre was established as a popular venue for workshops,
training courses and community group activities. A permit system for horse riding was not progressed and
a revised approach to manage horse riding will be implemented in this plan.
FUTURE DIRECTIONS AND STRATEGIES
1. Balance visitor accessibility with conservation requirements by providing appropriate access
according to conservation significance (such as restricted visitor access to the high conservation
value Mt Claremont and Oceanic precincts).
2. Continue to monitor track use and undertake track maintenance and rationalisation, where safety
or conservation issues are evident.
3. Provide for differing visitor experiences within the track network including improved universal
access where practicable.
4. Install signage to encourage park access via formal entries and clearly indicate trail routes and
lengths.
5. Manage horseriding within the current bridle trail and monitor the activity.
6. Continue to allow dogs, subject to dog owners restraining their dog on a lead and removing their
dog’s excrement from the park.
7. Restrict cycling to designated bicycle paths (i.e. Scenic Walk and Scenic Drive).
8. Regularly seek community feedback on park management and visitor facilities.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Proceed with providing visitor access from the West Coast Highway underpass.
2. Monitor use and assess the feasibility of the bridle trail during the term of the 2011-2016
Management Plan with the view to continuation or cessation in the next management plan period.
3. Complete the reconfiguration and upgrade of visitor carparks to improve access and protect trees.
4. Continue ongoing liaison and engagement with all park visitors to ensure compliance with
Regulations, monitor visitation patterns and obtain feedback on park management and facilities.
5. Investigate installation of people counters to provide better estimates of visitor numbers.
6. Upgrade and install minor infrastructure, such as entry statements, signage, bins, seats, drinking
fountains and fencing where appropriate.
7. Promote and maintain a bookings register to appropriately manage larger groups and activities.
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COMMUNITY LIAISON AND PLANNING
Community Liaison and Planning strategies include engaging with the community and fostering cooperation
with adjacent landowners and managers to protect Bold Park’s conservation values and deliver a safe, high
quality visitor experience. They also seek to promote ecological corridors through surrounding bushland
remnants, parklands, gardens and street plantings to help conserve and enhance the environmental,
recreation, heritage and education values of the area.
IN THE LAST FIVE YEARS
The Authority maintained its opposition to the proposed Stephenson Highway road reserve through the
northern section of Bold Park. Revisions to rationalise the Bold Park boundary were progressed as
identified earlier in this plan. Liaison with the Town of Cambridge, Water Corporation and other
neighbouring property managers continued on matters of mutual interest and staff participated in focus
groups for various planning proposals including Perry Lakes Redevelopment, AK Reserve Sports Precinct
planning, the Kalinda Drive housing development and the Bush to Beach Trail to promote green corridors.
Active support for the Friends of Bold Park continued with staff and venue resources provided for the
establishment and training of the first group of Friends of Bold Park Volunteer Guides launched in 2010;
through the provision of a dedicated office space in Perry House; and through participation in preparing the
Friends’ inaugural strategic plan. Liaison also continued with other community groups including the
Wildflower Society, Birds Australia and Cambridge Coastcare. A committee to examine corridor issues for
Bold Park and surrounds was not established as these issues were progressed though alternative forums.
FUTURE DIRECTIONS AND STRATEGIES
1. Maintain active involvement in relevant planning issues (e.g. amendments to planning schemes
and development proposals) to ensure ongoing protection of Bold Park.
2. Promote safe community access to Bold Park from surrounding areas.
3. Continue liaison with stakeholder groups to encourage the ongoing preservation of green corridors
in Perth.
4. Continue collaboration with relevant landowners and managers for compatible and efficient
management of Bold Park and surrounding land.
5. Continue liaison with neighbours and land managers to effectively manage boundary issues of
mutual interest.
6. Manage access requirements of other organisations (e.g. Water Corporation, Department of
Defence and the Town of Cambridge).
7. Continue to support relevant volunteer community groups, including the Friends of Bold Park
Bushland Inc. and encourage community participation in activities within Bold Park.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Continue to oppose the section of Stephenson Highway road reserve between Empire Avenue and
Oceanic Drive as currently proposed in the Metropolitan Region Scheme.
2. Continue to support the rationalisation of the Bold Park boundaries and complete an effective
boundary management plan with local authorities.
3. Continue liaison and information exchange with other bushland managers and landowners and
enhance communications and relationships between kindred organisations.
4. Continue to manage Bold Park as an important ecological linkage with other natural areas by
promoting the value of such linkages and developing relationships with relevant parties to address
issues as they arise.
5. Continue to actively support the Friends of Bold Park Bushland Inc. and other relevant community
groups.7
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INFORMATION, INTERPRETATION AND EDUCATION
Information, Interpretation and Education strategies are focused on providing interpretive and educational
services and facilities that develop an understanding of, and appreciation for Bold Park’s identity,
biodiversity, bushland ecology and cultural heritage. They also seek to promote Bold Park as an example
of effective urban bushland management and as a facility for environmental education.
IN THE LAST FIVE YEARS
The Western Australian Ecology Centre was promoted for use by community groups, government agencies
and allied corporate organisations to assist in establishing an appropriate identity for Bold Park and
community awareness of its conservation values. In addition, the establishment of a permanent reception
position improved distribution of information and interpretive material and the Authority website includes a
dedicated section on Bold Park. New signs at major entries were designed to incorporate interpretive
information and all signs are in keeping with the Authority’s Style Guide. Staff conducted many guided
walks, talks within Bold Park and presentations in external venues and provided support for the
establishment and implementation of the Friends of Bold Park Volunteer Guided Walk program.
Implementation of programs for schools was limited by staff resources but some relationships were
developed with local schools and tertiary institutions. The annual Bold Park research workshops did not
progress in their original form, as presentations at professional conferences and workshops were
considered more effective in reaching a wider audience.
FUTURE DIRECTIONS AND STRATEGIES
1. Improve communication of research, biodiversity conservation and ecological restoration activities
in Bold Park to enhance community appreciation and understanding of native biological diversity
and its management.
2. Promote the Western Australian Ecology Centre as a community facility to encourage awareness
and appreciation of biodiversity conservation and to facilitate the promotion of best practice urban
bushland management, ecological research and restoration.
3. Develop and implement natural and cultural heritage interpretive and education programs for Bold
Park, using a range of interpretation techniques to reach the wider community.
4. Maintain consistency with the Authority’s signage and publications style in the development of
signage and interpretation materials.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Continue to develop relationships with local schools and community groups to promote awareness
of biodiversity conservation in Bold Park and a greater sense of community ownership.
2. Develop and distribute interpretive and educational material regarding Bold Park and its
management including research and management outcomes.
3. Expand the Bold Park content on the Authority’s website incorporating natural and cultural
heritage.
4. Continue to develop the identity of Bold Park as a world-recognised urban wilderness – enjoyed,
studied and managed with the community.
5. Continue to promote the Western Australian Ecology centre as a facility for government agency,
corporate and community events and activities which actively encourage awareness and
appreciation of biodiversity conservation.
6. Continue to communicate research outcomes related to urban bushland management, biodiversity
conservation and ecological restoration through workshops, seminars and other appropriate
opportunities.
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CULTURAL HERITAGE
Cultural Heritage strategies are focused on conserving, enhancing and promoting the Aboriginal, colonial
and contemporary cultural heritage of Bold Park.
IN THE LAST FIVE YEARS
The Authority established an Indigenous Reference Group comprising representatives from eight Aboriginal
families identified as being appropriate to consult with regarding Bold Park. Regular meetings were held to
invite their feedback and update the Elders on activities. The Authority also developed and implemented a
Reconciliation Action Plan to promote relationships with and respect for Indigenous people and to celebrate
Aboriginal culture. Support was also provided to a local school to develop a brochure on Aboriginal use of
Bold Park plants, which was made available from Bold Park. An oral history project was initiated to
document local knowledge of the history of Bold Park through interviews with relevant people and public
consultation on major activities was achieved through the management planning process and liaison with
community groups. The documentation of the cultural history of Bold Park was not progressed and
opportunities for cultural research were not explored as these were considered lower priority strategies.
FUTURE DIRECTIONS AND STRATEGIES
1. Identify, conserve and promote the cultural heritage assets of Bold Park where consistent with
biodiversity conservation.
2. Compile and maintain a detailed cultural history of Bold Park.
3. Design facilities and undertake management activities that enhance and retain Bold Park’s cultural
attributes.
4. Incorporate information on Bold Park’s cultural heritage (Aboriginal, colonial and contemporary)
into interpretive programs and material.
5. Continue liaison with organisations and Australian families having cultural links and ongoing
interests in Bold Park consistent with its heritage values.
PRIORITIES FOR THE NEXT FIVE YEARS
1. Collect, document and promote Aboriginal, colonial and contemporary history to increase
community awareness of Bold Park’s cultural heritage.
2. Implement relevant recommendations in the Authority’s Reconciliation Action Plan to conserve,
enhance and promote the Aboriginal cultural heritage of Bold Park.
3. Continue liaison as required with the Authority’s Indigenous Reference Group.
4. Continue to conduct appropriate community consultation as required for new major projects.
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Draft
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FORTVIEW ROAD
REVIEW AND REVISION
The Authority’s Chief Executive Officer will annually review the implementation program for this
Management Plan. Minor amendments to the plan may be required during the five-year term to allow for
adaptive management. If major changes are proposed, an amendment to the plan will be done in
accordance with Part 4 of the Botanic Gardens and Parks Authority Act 1998.
This plan is due for formal review on 1 July 2016.
ACKNOWLEDGEMENTS
The Botanic Gardens and Parks Authority would like to thank everyone who contributed to the development
of this Draft Management Plan through workshops, feedback forms and written submissions.
FURTHER READING
Botanic Gardens and Parks Authority. (2000). Bold Park Environmental Management Plan 2000-2005.
Botanic Gardens and Parks Authority, Perth, Western Australia.
Botanic Gardens and Parks Authority (2004). Statement of Strategic Policies and Guidelines. Botanic
Gardens and Parks Authority, Perth, Western Australia.
Botanic Gardens and Parks Authority. (2006). Audit of Public Submissions on the Bold Park Draft
Management Plan. Botanic Gardens and Parks Authority, Perth, Western Australia.
Botanic Gardens and Parks Authority (2006). Science Directorate Strategic Plan 2006-2011 and Research
Highlights. Botanic Gardens and Parks Authority, Perth, Western Australia.
Botanic Gardens and Parks Authority (2009). Strategic Plan 2009-2014. Botanic Gardens and
Parks Authority, Perth, Western Australia.
State Law Publishing (1998). Botanic Gardens and Parks Authority Act. Perth, Western Australia.
MORE INFORMATION
For further information regarding Bold Park please visit the Authority’s website at www.bgpa.wa.gov.au. For
information regarding specific management or operational issues please contact the Bold Park
Administration on (08) 9480 3990 or via [email protected].
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HAVE YOUR SAY...
WHY WRITE A SUBMISSION?
Providing a submission gives you the opportunity to express your opinion, provide information and suggest
alternatives on how we are proposing to manage Bold Park for the next five years.
WHAT MAKES A SUBMISSION EFFECTIVE?
To ensure your submission is as effective as possible:
•
Provide clearly readable name and contact details;
•
Make your submission concise and clear;
•
List your points according to the subject sections (and page numbers) in the plan;
•
Describe briefly each subject or issue you wish to discuss;
•
Say whether you agree or disagree with any of the content within each subject or issue; clearly
state your reasons (particularly if you disagree) and give sources of information where possible;
and
•
Suggest alternatives to deal with any issue with which you may disagree.
It is important to indicate those proposals you agree with, as well as those with which you disagree.
All submissions will be summarised according to the topics discussed. The draft management plan will then
be reviewed in light of the submissions, according to established criteria. An analysis of the submissions
will be published, including an indication of how the final management plan was or was not amended in
response to the submissions.
WHAT CRITERIA WILL BE USED IN ASSESSING YOUR SUBMISSION?
Changes may be made to the draft management plan if the comment:
a) provides additional resource information of direct relevance to management;
b) provides additional information on affected user groups of direct relevance to management;
c) indicates a change in (or clarifies) Government legislation, management commitment or
management policy;
d) proposes strategies that would better achieve management goals and objectives; or
e) indicates omissions, inaccuracies or a lack of clarity.
Changes may not be made to the draft management plan if the comment:
a) clearly supports the draft proposals;
b) offers a neutral statement, or no change is sought;
c) addresses issues beyond the scope of the plan;
d) makes points which are already in the plan, had been considered during plan preparation or are
covered by existing policies;
e) is one among several widely divergent viewpoints received on the topic and the recommendation in
the draft is still considered the best option; or
f)
contributes options which are not feasible (generally due to some aspect of existing legislation,
Government or Authority policy).
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DRAFT BOLD PARK MANAGEMENT PLAN 2011-2016 – SUBMISSION FORM
Name*:
Address*:
Contact Phone*:
Email*:
*To ensure validation of your submission, your name and contact details must be clearly legible. If a submission is marked
‘confidential’ the author will remain anonymous, otherwise your contribution will be acknowledged in the Audit of Public Submissions
by Initial, Surname and Suburb e.g. J Bloggs, Floreat. Personal details will not be forwarded to any third party or used for any other
purpose.
I agree with the proposals presented in the Draft Bold Park Management Plan 2011-2016
I disagree with the proposals presented in the Draft Bold Park Management Plan 2011-2016
I partially agree with the proposals presented in the Draft Bold Park Management Plan 2011-2016
Comments:
If further space is required please attach additional pages.
WHERE DO YOU SEND YOUR SUBMISSIONS?
Written submissions should be sent to:
Planning Officer
Botanic Gardens and Parks Authority
Kings Park and Botanic Garden
Fraser Avenue
WEST PERTH WA 6005
Email: [email protected]
SUBMISSIONS CLOSE
9 MAY 2011
Fax: 9480 3601
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HEAD OFFICE: Botanic Gardens and Parks Authority
Kings Park and Botanic Garden, Fraser Avenue, West Perth WA 6005
Telephone: (08) 9480 3600 • Facsimile: (08) 9322 5064
BOLD PARK: 165 Perry Lakes Drive, Floreat WA 6014
Telephone: (08) 9480 3990 • Facsimile: (08) 9284 9802
Email: [email protected] • Website: www.bgpa.wa.gov.au
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