Abstract | Structured decision making in the Great Barrier Reef

As environmental practitioners we all work on complex projects. We try to deliver good outcomes for the environment but nearly always have to deal with a lack of information and competing economic and social objectives. Projects in the Great Barrier Reef (GBR) are a good example of this problem. We provide a case study of applying strategic thinking at the Port of Hay Point in Queensland to compare options for the disposal of dredge material. Hay Point is a large industrial port adjacent to the GBR World Heritage Area.

We used structured decision making to transparently compare the various options for the disposal of dredge material. Critically, the process engaged all stakeholders to determine what was important to them around the issue of disposal. From that work we generated eleven objectives across environmental, social and economic themes. This work was done collaboratively and with the support of all stakeholders.

Using those objectives we then did detailed comparative analysis of eight short term and ten long term options to see what performed the best. In other words, what options delivered the best results against the objectives identified and agreed to by stakeholders. Options included various onshore and offshore disposal activities.

Detailed technical studies supported the work and stakeholders were engaged throughout the entire process. To help assess the various options we also applied different weightings to the various objectives. For example, we looked at which options performed best if the environmental objectives were weighted heavily compared to a scenario where economic objectives were weighted strongly.

The project helped clarify what the best approach is for a complex and controversial issue. It engaged and brought stakeholders along for the journey. And it provides a model for strategic thinking in many different fields.

Bio | Peter Hemphill MEIANZ

Peter is a Director of Open Lines Consulting. Their main areas of work are strategic assessments, complex impact assessments and policy development.

He started his career in 2001 as a graduate in the Australian Government Environment Department. There he spent the majority of his time dealing with environmental impact assessment under the EPBC Act.

He started consulting in 2007 and founded Open Lines in 2010. Best known for work on strategic assessments, some of the key projects he has led include:

• Perth Peel urban strategic assessment
• Western Sydney Growth Centres strategic assessment
• Port of Abbot Point EPBC Act Cumulative Impact Assessment