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CONTENTS
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Foreword
Introduction
Vision, Mission & Values
Environmental Goals
Cross–goal Strategies
EPA Strategic Plan 2005–2008
For further information please contact:
Information Offi cer Environment Protection Authority GPO Box 2607 Adelaide SA 5001
Telephone: (08) 8204 2004 Facsimile: (08) 8204 9393 Freecall (country): 1800 623 445
Web site: www.epa.sa.gov.au E–mail: [email protected]
Environment Protection Authority 2005
This document may be reproduced in whole or part for the purpose of study or training, subject to the inclusion of an acknowledgment of the source and to its not being used for commercial purposes or sale. Reproduction for purposes other than those given above requires the prior written permission of the Environment Protection Authority.
Printed on recycled paper
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The Environment Protection Authority (EPA) is South Australia’s primary environmental regulator. It strives to protect, restore and enhance our environment. The EPA manages environmental risk, and facilitates the management of environmental issues by government, business, and the community. Without effective regulatory tools the effects of human activity on our environment can cause unacceptable impacts.
The EPA, when undertaking the often complex tasks of reducing environmental risk and improving environmental quality, must take into account the effects of its actions on social well–being and economic prosperity. This Strategic Plan describes the organisational goals, strategies and priorities of the EPA.
The Plan supports the ob ectives of South Australia’s Strategic Plan, in particular:
attaining sustainability – the EPA promotes ecologically sustainable development when making decisions, developing policy and delivering programs
growing prosperity – the EPA aims to produce predictable, clear and risk–based environmental regulation to improve resource use effi ciency, waste minimisation and pollution
improving well–being – the EPA helps to protect, restore and enhance our environment to maintain and improve community health.
The nine members of the EPA Board are appointed by the Governor. They are chosen for their qualifi cations, expertise and experience in a number of areas. These include: environmental protection and management; industrial, commercial or economic development; local government; the environmental management of industry; environmental conservation and advocacy; and environmental law. This wide spectrum of expertise gives the EPA the capacity to make decisions on the diverse threats and pressures on our environment.
Inputs to the Strategic Plan
The EPA Board is responsible for setting priorities for the organisation. Since April 2003 the Board has sought input to assist them develop the Strategic Plan. This included stakeholder consultation that provided the Board with information on important environmental issues, as well as the challenges and opportunities that confront the organisation.
Other important sources of information considered included recent legislative changes and governance arrangements for natural resource management, and the State of the Environment Report 2003 (SoE), which outlined the major challenges and opportunities for environmental management in South Australia. Those most relevant to the EPA include water use and quality, management of marine and coastal environments, and climate change. The SoE also suggested changes that are needed, namely: improved land use planning; developing targeted community education programs; building effective partnerships; and providing reliable, consistent and accurate information.
FOREWORD
Whilst this Strategic Plan has a three– • smart regulation – the EPA year timeframe, the immediate priorities will develop and test innovativefor the EPA are: programs and approaches to achieve
its goals with the least cost • organisational culture, capability regulatory intervention. This new
and service orientation – the EPA form of regulation is intended tomust ensure it has the requisite skills influence industry and community and knowledge to deliver the priority behaviour, and to promote ‘beyondactions in this plan and manage compliance’ outcomes that achieve emerging issues, e.g. by enhancing greater resource use effi ciency whilecommunication and educational providing an economic advantage toskills and capacity. Equally, it business and the communityneeds to adopt a problem–solving approach and improve its decision • land–use planning – the EPA making to demonstrate that proper will continue to contribute to theconsideration is given to economic development of an effective landand social factors. Commitment at all use planning and development levels to promoting the organisation’s assessment system. This system isvalues within the EPA itself is a key critically important for ensuringpriority, and one that is important sustainable development and for the delivery of this Plan preventing future environmental
problems. • stakeholder engagement and
relationships – the EPA will This Plan will be reviewed regularlymaintain and, where necessary, and priorities updated every 12 months. strengthen its engagement with Furthermore, work on a tiered approachkey business, government and to performance measurement and community organisations. This reporting will be developed for inclusion will ensure that the EPA remains in future plans. If you wish to comment closely connected to its partners, on emerging issues, I encourage the regulated community and the you to write to the Director, Policybroader community so as to be Coordination and Strategic Services, well placed to identify and manage GPO Box 2607, Adelaide SA, 5001.emerging issues
Dr Paul Vogel CHAIR ENVIRONMENT PROTECTION AUTHORITY
EPA Strategic Plan 2005–2008 3
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INTRODUCTION
The Strategic Plan outlines goals and priorities for fi ve environmental elements–air, water, noise, land and radiation–that form the core business of the EPA. When assessing a new environmental issue, three key questions need to be asked:
What is the risk that needs to be managed?
What is the source of the pollution or potential harm?
What methods does the EPA (or its partners) have at its disposal to deal with the problem?
The Strategic Plan demonstrates the inter–related nature of these three facets of the EPA’s work.
In addition to the environmental goals and priorities, the Strategic Plan sets down seven cross–goal strategies and priority actions. These strategies span the agency and the five environmental elements for which it has responsibility. The strategies include the support functions of the agency–such as IT systems and fi nancial management–and provide the high–level tools (or approaches) used to promote behavioural change. These cross–goal strategies integrate the regulatory and non–regulatory approaches to environmental management. They are a large part of the EPA’s work and make an essential contribution to achieving the goals of this plan.
The Strategic Plan looks to the future, and considers high level and/or new initiatives of the EPA. It does not address every part of our business. More detailed divisional business plans link the Strategic Plan and the day–to–day business of the EPA.
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EPA Strategic Plan 2005–2008
VISION, MISSION & VALUES
Vision
A clean, healthy and valued environment that supports social and economic prosperity for all South Australians.
Mission
We manage and influence human activities to protect, restore and enhance the environment and to support human well–being.
Values
Every organisation has values, whether these are consciously recognised or not. Organisational values represent what is most important to the organisation and determine how we conduct our business, our priorities and preferences in decision making, and the way we treat each other and interact with our stakeholders. These values are reinforced by the personal commitment of staff members to environmental sustainability.
Empathy Listening to the needs of our stakeholders and responding with understanding, sensitivity and respect.
Sound udgment Practical and balanced judgment guided by sound science, analysis and evidence.
Cooperation Achieving results through open communications and working in partnership with each other and our stakeholders.
Innovation Using lateral thinking and initiative for creative and innovative problem solving.
Integrity Honesty, transparency and taking responsibility for all we say and do.
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This strategic plan has fi ve environmental goals:
Goal 1 clean and healthy air
Goal 2 water quality that meets agreed environmental values
Goal 3 communities protected from unacceptable noise
Goal 4 sustainable land use
Goal 5 communities protected from unacceptable radiation
These goals are aspirational. Achieving them will require a longer timeframe than that of this three–year plan, as well as the coordinated and focused attention of all sectors of the community. As a single agency, with an explicit mandate, the EPA is not able to achieve these goals single–handedly. We will, however, work in partnership with organisations and the community to make a contribution to achieving these goals.
The core business of the EPA is to manage the risks and consequences of human activity on the natural environment. The degree to which we manage and ameliorate the most significant of these risks and consequences will be the benchmark by which most of our stakeholders will measure our effectiveness as a regulator.
Activities affecting environmental quality generally result from three sources:
point sources, which are generally more obvious–for example, stack or pipe emissions from industry
diffuse sources, which are generally less obvious but can have a greater cumulative impact on environmental quality. Diffuse sources include run–off from roads, land use in catchments, fugitive emissions from industry, and mobile sources
historical pollution caused by activities that have now generally ceased.
Traditionally the EPA has focused on point sources and historical pollution. However, there is growing awareness of the need to develop more sophisticated ways to address diffuse sources of pollution and to gain a better understanding of cumulative effects.
Attaining the EPA’s environmental goals will contribute to achieving the ob ectives of South Australia’s Strategic Plan. We will help to improve well–being, by minimising the production of pollutants and waste that may adversely affect the health and amenity of our community and ecosystems. We will also help in attaining sustainability by providing timely, high quality advice and direction on development proposals and best practice approaches to environmental regulation. The EPA will articulate its role in sustainability, including contributing to the development of a climate change and greenhouse strategy for South Australia.
Goal specifi c strategies For each of the environmental goals, we have identified key strategies and priorities that at this point are considered the best way to achieve our goals.
Clean and healthy air
South Australia currently enjoys good air quality; nevertheless, there are a number of areas where we need to improve. Emissions from motor vehicles make a significant contribution to air pollution in urban areas. Several regional problems require continuing management, including lead in Pt Pirie, iron ore dust in Whyalla and wood heater smoke in the Adelaide Hills and Mt Gambier.
Poor air quality directly affects:
human health–through, for example, the exacerbation of asthma and respiratory disease (particularly in the young and elderly), and the effects of lead on young children
the environment–through damage to vegetation, animal health and the marine environment
the state’s economy–due to increased medical costs because of pollution–induced illness, reduced workforce productivity, damage to infrastructure and adverse effects on tourism.
ENVIRONMENTAL GOALS
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EPA Strategic Plan 2005–2008
Goal–specifi c strategies
1.1 Develop a coordinated and integrated framework to manage air quality.
Priorities
revise the Environment Protection (Air Quality) Policy
develop and implement an air quality management plan for ma or air sheds
implement national obligations through national environment protection measures (NEPMs) on air toxics and diesel emissions
contribute to the national review of the Ambient Air Quality NEPM.
1.2 Understand how air quality in major air sheds is affected by emissions.
Priority
Develop an air quality forecasting system for Adelaide.
Water quality that meets agreed environmental values
Environmental values refl ect community views and aspirations for our water resources. These values, including healthy ecosystems and benefi cial uses, need to be protected from pollution, waste discharges and deposits.
Environmental values are the foundation of the National Water Quality Management Strategy (NWQMS), a risk– based framework for the management and protection of water quality. Once environmental values are determined, water quality issues can be prioritised,
ectives set and management and monitoring targeted.
The NWQMS was legislated in South Australia through the Environment Protection (Water Quality) Policy 2003 (Water Quality Policy). The EPA will work with a range of resource managers–such as the newly created natural resource management boards, other state government entities, local councils, and industry groups–to deliver on the objects of this policy and set the framework to sustainably manage state waters.
Goal–specifi c strategies
2.1 Develop and coordinate the delivery of regulatory and non–regulatory behavioural change and management tools to address high–risk diffuse and point source water pollution.
Priorities
develop innovative approaches to manage diffuse pollution in priority areas, e.g. Mt Lofty Ranges Watershed
develop plans to implement water–related codes of practice.
Lead the development of agreed environmental values and subsequent application of the NWQMS and the Water Quality Policy for South Australian waters.
Priorities
pilot the development of agreed environmental values, water quality ob ectives and risk assessment for high–priority water resources
develop tools and resource kits to assist other water resource managers to determine agreed environmental values.
2.3 Lead the development of integrated water quality monitoring and assessment to support and evaluate South Australia’s water quality planning and management.
Priorities
complete the Adelaide Coastal Waters Study, which will generate knowledge to sustainably manage Adelaide’s coastal waters, and provide leadership to ensure resource managers implement the fi ndings
assess risks to catchments in priority areas and facilitate the implementation of risk management strategies.
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Goal 3
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Goal 4 Communities protected from unacceptable noise
Virtually all human activity generates noise. People’s response to noise is as varied as the activities that produce it. Approximately 30% of all calls to the EPA Help Desk are about noise. Continued exposure to unacceptable noise can have adverse effects on community health.
To address noise problems, authorities administer environmental noise control using the provisions in a number of acts. Notwithstanding this, the EPA has established a reputation as the lead government authority on environmental noise. To protect the community from unacceptable noise, the EPA concentrates on activities licensed under the Environment Protection Act 1993 (the Act), and develops relationships with other authorities to manage noise from unlicensed activities.
Goal–specifi c strategies
3.1 Develop a flexible and adaptive regulatory framework and a communication strategy to manage a variety of noise producing activities.
Priorities
finalise and implement the Environment Protection (Noise) Policy:
develop codes of practice and guidelines to assist with interpretation of the Environment Protection (Noise) Policy and
the Act – implement an awareness
and education program
develop and implement licence conditions as part of a rail noise reduction strategy
develop a communication strategy to inform the community of their options when they have a problem with noise.
3.2 Develop proactive approaches to reduce noise through the land use planning system.
Priority
integrate the provisions of the noise legislative framework into the tools available under the Development Act 1993
3.3 Develop relationships with other authorities that manage noise.
Priorities
pursue a national approach to rail noise through the National Transport Commission
assist local government and other administering authorities to manage environmental noise from non– licensed activities.
Sustainable land use
The State of the Environment report highlighted the need to ‘...address the failure of the current land use planning system and its administration to deal effectively with priority environmental issues…’.
A sophisticated and informed land use planning system would integrate industrial, agricultural, urban and infrastructure development with environmental and natural resource management, and would assist with managing cumulative effects at the regional and catchment levels. Degradation of health and amenity values, as well as impacts on sensitive environments such as the Mount Lofty Ranges, River Murray water protection areas and the coast, can be minimised if the environment is considered and potential problems addressed at the planning stage.
The EPA performs an environmental assessment of approximately 500 higher–risk development applications each year, using tools such as separation distances for incompatible land uses, risk assessment and a precautionary approach to assist planning authorities with their decision making.
The demand for land in South Australia, particularly for residential land in the Adelaide metropolitan area, has led to the redevelopment of former industrial, commercial and metropolitan agricultural (market garden) areas. Problems can occur if new land uses are incompatible with past land use that may have contaminated the land. Site contamination is an issue that needs to be addressed to ensure land is suitable for its intended use.
ENVIRONMENTAL GOALS
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EPA Strategic Plan 2005–2008
Goal–specific strategies
4.1 Develop an effective legislative and policy framework to manage the assessment and remediation of site contamination.
Priorities
finalise the preparation of a package of legislative and policy tools to effectively manage site contamination
contribute to an improved framework and communication strategy for better integration and early consideration of relevant environmental factors in land use planning and development assessment.
Promote and participate in developing an integrated land use planning system for South Australia.
Priorities
work collaboratively with Planning SA and other agencies on policy options, and identify opportunities for integrated decision making that takes cumulative effects into account
implement the recommendations of the internal review of the process for responding to development assessment submissions.
Communities protected from unacceptable radiation
The community is exposed to many sources of ionising and non–ionising radiation, in addition to natural background radiation. Hospitals, imaging centres, universities and industry use radiation and radioactive materials in a manner beneficial to the community. However, radiation can be a health risk, and the community needs to be protected from unacceptable radiation.
Radiation is managed under the Radiation Protection and Control Act 1982, through delegations by the Minister to the EPA Chief Executive. However, management of radioactive waste is also sub ect to the provisions under the Act.
Goal–specifi c strategies
5.1 Develop effective legislation that incorporates national and international standards.
Priority
update the Radiation Protection and Control Act 1982 and associated Regulations.
5.2 Develop strategies for the sustainable management of radioactive waste.
Priority
implement the government’s response to the 2003 Radioactive Materials Audit, including: – undertaking feasibility studies
for storage and long–term management of radioactive waste developing a policy for management of radioactive
material.
5.3 Develop systems to effectively regulate an expanding uranium mining industry.
Priority
develop a regulatory framework, in consultation with other departments and operators, which provides for cost–effective regulation of uranium mines.
5.4 Develop strategies that enable the control of radiation doses to the public such that they are as low as is reasonably achievable.
Priorities
perform an effective and effi cient inspection and evaluation of radiation–generating machines, facilities and sources
establish competency criteria and use them to assess the competency of radiation users
develop a strategy document to address increasing doses from new medical imaging technologies.
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Covering the EPA and all environmental elements, the cross–goal strategies reflect a large part of the EPA’s work. They include the support functions such as IT systems and fi nancial management, as well as the methods we use to achieve our goals. They will make a significant contribution to achieving the goals set out in this plan.
The cross–goal strategies help integrate the regulatory and non–regulatory approaches to environmental protection and management. This is one of the key challenges facing the EPA. The application of innovative environmental regulation to achieve the desired environmental outcome at least cost and with minimum intervention is known as ‘smart regulation’.
The plan identifies seven cross–goal strategies:
Cross–goal strategy 1 Enhancing organisational capability, accountability and responsiveness
Cross–goal strategy 2 Contributing to a more sustainable SA
Cross–goal strategy 3 Promoting the adoption of eco–efficient practices by business
Cross–goal strategy 4 Developing strategic partnerships and ensuring stakeholder engagement
Cross–goal strategy 5 Ensuring a predictable, consistent and fair approach to compliance and
Cross–goal strategy 6 Timely provision of reliable and relevant environmental information
Cross–goal strategy 7 Timely development of innovative and relevant policy advice and legislation
Cross–goal Strategy 1
Enhancing organisational capability, accountability and responsiveness
Ensuring that the EPA has the organisational capability to deliver its strategic and business plans requires continuous improvement and effective change management. This will ensure that the EPA is well positioned to respond to the key drivers for change, which include the new governance arrangements, the EPA’s sustainability mandate, and ensuring that the agency’s resources are focused on the highest priority areas.
Priorities
review organisational capability and structure to ensure the we have the ability to deliver our strategic and business plans
develop and implement a ‘future leaders’ program
develop and implement an organisational change management program, in particular: – that the delivery of the EPA’s regulatory program promotes a risk– based, problem–solving approach
review and improve major business systems, processes and practices, in particular: – the licensing system
– OHS&W.
CROSS–GOAL STRATEGIES
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EPA Strategic Plan 2005–2008
Cross–goal Strategy 2
Contributing to a more sustainable SA
The South Australian Strategic Plan–Moving forward together–makes attaining sustainability one of its six key ob ectives. With a priority to make South Australia ‘clean, green and sustainable’ the EPA has a primary role as an environmental regulator in supporting and facilitating sustainable economic development.
Greenhouse gas (GHG) induced climate change is one of the most important environmental issues the global community faces. The EPA can have a significant direct role in minimising the contribution of GHG by industry, and an indirect role through infl uencing the community to minimise energy use, reduce waste and to make greater use of public transport.
Priorities
define the EPA’s contribution to sustainability by producing a position statement
explore examples of ‘smart regulation’ with a view to adopting those relevant to the EPA’s business
participate in the development of the state’s greenhouse and climate change strategy
develop behaviour change programs
further examine how the principles of precaution and sustainability can guide EPA decision–making.
Cross–goal Strategy 3
Promoting the adoption of eco–efficient practices by business
Eco–efficiency refers to the more efficient use of resource inputs (such as energy and water) in production processes, and reduced waste generation, resulting in better economic effi ciency. This initiative supports the growing prosperity objective of South Australia’s Strategic Plan.
The EPA is the state’s primary environmental regulator and agent of influence over the business sector’s environmental performance. In partnership with others, the EPA will promote to all businesses the economic and environmental benefi ts that flow from more sustainable business practices and production processes.
Moving ‘beyond compliance’ with environmental regulation can contribute to industry sustainability and its ability to improve continually. Sustainable and less resource intensive and dependent industries will make a signifi cant contribution to the prosperity of South Australians and promote competitive business advantage.
Priorities
finalise the development of an Environment Protection (Waste to Resources) policy
expand eco–efficiency and industry sustainability programs
in collaboration with ZWSA, explore opportunities for the further development of the concept of product stewardship.
Cross–goal Strategy 4
Developing strategic partnerships and ensuring stakeholder engagement
Informed and engaged communities will improve trust between government and the community. This will lead to stronger social cohesion and increased social capital, important for community well–being.
We will work with all sectors of society and all levels of government to support and encourage involvement in environment and radiation protection. Effective protection of human health and the environment requires informed, supportive and engaged community, industry, business and governments.
This can be achieved through improved consultation, the delivery of educational and behavioural change programs, improving access to our services and working in partnerships.
Priorities
finalise and implement the EPA’s Engagement Strategy
develop and implement cost– effective programs to promote community and industry awareness and behaviour change
further develop strategic partnerships
further encourage and support local government to provide environment protection services to non–licensed activities.
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Cross goal Strategy 5
Ensuring a predictable, consistent and fair approach to compliance and
Consistent and fair administration of the Environment Protection Act and the Radiation Protection and Control Act builds credibility and trust with our stakeholders. It is based on a shared understanding and responsibility for achieving environmental outcomes across government, community and industry at least cost to all parties.
Predictable, consistent and fair administration of legislation also helps to provide a climate of certainty for the business community, and sustain a level playing field for industry and commerce– important factors in attracting and retaining business and industry in the state.
Priorities
increase emphasis on compliance auditing by region and industry sector
licence reform: – develop a licence fee structure that includes a load–based licensing component – progressively review all licence conditions to ensure clarity, enforceability and consistency – apply a formal risk–based approach to the management of licences and incorporate the principles of ‘smart regulation’ by, for example, implementing a three–tiered licensing system
consistently implement EPA’s compliance and enforcement policy, choosing the enforcement tool that best fi ts the circumstance.
Cross goal Strategy 6
Timely provision of reliable and relevant environmental information
We will use the best available environmental information to inform policy formulation and risk–weighted decision making. With our decisions and actions underpinned by sound science, stakeholders can be confi dent that we are managing uncertainties and risk effectively.
Priorities
ensure that environmental monitoring supports decision making
improve the evaluation of industry monitoring data as the basis for cost–effective environmental management decisions
finalise the River Murray water quality risk assessment and implement fi ndings.
Cross goal Strategy 7
Timely development of innovative and relevant policy advice and legislation
We will provide sound policy advice to government and infl uence whole–of– government policy formulation aimed at guiding the South Australian community towards sustainable practices. We will continue to work cooperatively to ensure that the state’s interests are represented at the national level and that South Australia is well positioned to address strategic state, national and global environmental issues.
Priorities
implement requirements resulting from the passage of the Environment Protection (Miscellaneous) Amendment Bill, particularly to develop a policy for the use of civil penalties, through consultation with key interest groups
develop and implement a strengthened operational system for container deposit legislation.
CROSS–GOAL STRATEGIES
