Taking Action: Implementation

The Goals identified in this Conservation Strategy will require greater involvement from the private and volunteer sector, with a greater emphasis on local coordination and local initiative and a strong emphasis on education and cooperation with landowners.

To be successful, there must be increased attention to building the capacity of local conservation groups (both government and non-government) and to stimulating action. It will require building bridges to other kinds of organizations to build a broad base of support, including farm, tourism, and economic development organizations. It will need conservation groups to be more goal-oriented, looking forward and planning their role, rather than simply reacting to opportunities or funding programs. While there will always be a role in Carolinian Canada for provincial and national agencies and organizations, there is a strong sense that delivery of the program should move increasingly to the local level.

The Coordination Role

Under this model, the role of the Carolinian Canada program would place more emphasis on providing services and information to local partners, and less on direction and the allocation of funds.

There is strong agreement that some form of coordinating body is necessary to:

• minimize duplication of effort;
• bring interested parties and resources together;
• provide recognition and support of local efforts;
• report on progress;
• share and celebrate successes; and
• periodically review strategies, goals, and action plans.

This role could be provided by a small secretariat with a volunteer Board drawn from local and provincial groups/agencies active in projects in Carolinian Canada. This proposed coordinating body could be called the Carolinian Canada Coalition.

Carolinian Canada Coalition

The primary functions of the Coalition would include:

A communication hub, linking groups to information

• newsletter service
• Web page supporter
• ensuring that communication is maintained with landowners previously contacted on the 38 priority sites.

Convener

• review strategy, set new priorities and action plans
• measure progress and identify obstacles
• celebrate success and learn from others
• meet others, compare notes, and coordinate actions
• draw media attention and release new information

Facilitator

• bring resources and interested groups together
• spark local and member group activity

The Coalition should not be a grant making organization but should have sufficient resources to carry out projects related to its linking, strategic overview and communications responsibilities in the Carolinian Region.

Funding Conservation Activities

The proposed Coalition would not fund conservation projects directly, although it could play an important role in promoting the development of appropriate funding programs, and providing information to local groups/agencies about funding sources. The only funds raised directly by the Coalition would be that necessary to maintain the secretariat, its projects and activities.

Nonetheless, funding is clearly a major constraint on the level of activity and effectiveness of all organizations involved in Carolinian Canada. The benefits of conservation are spread far too wide to be captured by local sources alone. In particular, the two senior levels of government have legislated responsibilities and international commitments to conserving biodiversity. They should be expected to be significant funders of conservation activity, both for their own functions and in partnership with others.

Decentralization of conservation activities in Carolinian Canada should stimulate some increased level of support from local and regional organizations and individuals. For example, local land trusts may tap local sources to fund protection for certain sites. Those who benefit, such as tourists and bird watchers should see opportunities to make donations or help fund projects. User fees may rise and voluntary efforts may replace some centrally funded work. In general, new and entrepreneurial approaches must be found.

While competition for funding is stiff, well-conceived projects that address the conservation needs of communities and the Carolinian region are likely to find support.

Next Steps

Moving from the past Carolinian Canada program to a new vision and a new structure will require a transition period. At least three actions can be taken to make the transition as smooth and effective as possible.

First, the Carolinian Canada Steering Committee should distribute this report broadly, and encourage discussion of its approach and its recommendations.

Second, a major Carolinian Canada Forum should be sponsored, as a way of celebrating the close of the first phase of the program, and marking the beginning of the new phase. The Forum could include technical information and case studies, as well as workshops on priority areas such as education. It would also provide an appropriate setting to elect a new Coalition Steering Committee.

Third, municipalities, Conservation Authorities, Stewardship Councils, and community groups within the region should be encouraged to begin immediately to develop and undertake projects that are in keeping with this conservation strategy. During the development of the strategy, we heard of many projects and ideas that would immediately advance conservation activity within the region. These should be given every possible encouragement.

The success of this conservation strategy is dependent to a large degree on the initiative and involvement of people at the local level. To attract this involvement, the Coalition and its members must "sell" the people of the region on why local action is so important, suggest appropriate activities and projects, and lead by example in their own programs. Together, we must ignite a brush fire of local conservation activity in Carolinian Canada, and then fan the flames with renewed enthusiasm.

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