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Our Catchments Our Communities

Integrated Catchment Management in Victoria 2016–19

CONSULTATION DRAFT

Consultation Questions

1. How well do the vision, goals and actions address the issues and options for managing Victoria’s catchments?

2. What do you consider are the strengths and values of catchment management?

3. What do you consider are the important challenges for our catchment management framework?

4. Are there other actions you suggest are vital now to improve the effectiveness of the catchment management framework?

5. Is there other feedback you want to provide on Our Catchments, Our Communities?

Key dates

The Minister for Environment, Climate Change and Water has approved this draft of Our Catchments, Our Communities for targeted consultation for the month of November 2015.

The final strategy is expected to be approved by the Minister in December 2015.

Consultation

The project control board overseeing the development of the strategy will lead consultation with key catchment management partners and agencies at the state level.

Victoria’s ten Catchment Management Authorities will lead consultation with catchment management partners. They will use their existing networks to take advantage of events and meetings where appropriate. They may also schedule specific events or use social media and other online tools.

The Catchment Management Authorities will collaborate with the Department of Environment, Land, Water & Planning to synthesise information collected from the regional consultation and provide the project control board with a summary. The project control board will use this information to develop the final strategy for ministerial consideration.

Acknowledgement of Victoria’s Aboriginal communities

The Victorian Government proudly acknowledges Victoria’s Aboriginal communities and their rich culture, and pays its respects to their Elders past and present. The government also recognises the intrinsic connection of Traditional Owners to Country and acknowledges their contribution in the management of land, water and resources.

Contacts

Department of Environment, Land, Water & PlanningCustomer Service Centre T. 136 186E. [email protected]

Victorian Catchment Management Council8 Nicholson Street East Melbourne VIC 3002T. 03 9637 9892

Corangamite CMA

64 Dennis StreetPO Box 159Colac VIC 3250T. 03 5232 9100E. [email protected]

East Gippsland CMA

574 Main StreetPO Box 1012Bairnsdale VIC 3875T. 03 5152 0600

Glenelg Hopkins CMA

79 French StreetPO Box 502Hamilton VIC 3300T. 03 5571 2526E. [email protected]

Goulburn Broken CMA

168 Welsford Street PO Box 1752Shepparton VIC 3630T. 035822 7700E. [email protected]

Mallee CMA

Cnr Eleventh Street & Koorlong AvenueIrymple VICPO Box 5017 Mildura VIC 3502T. 03 5051 4377

Catchment Management Authorities

North Central CMA

628-634 Midland HighwayPO BOX 18Huntly VIC 2551T. 03 5448 7124E. [email protected]

North East CMA

Level 1, 104 Hovell StreetPO Box 616Wodonga VIC 3690T. 02 6043 7600E. [email protected]

Port Phillip and Westernport CMA

Level 1, Landmark Corporate Centre454-472 Nepean HighwayFrankston VIC 3199T. 03 8781 7900E. [email protected]

West Gippsland CMA

16 Hotham StreetPO Box 1374Traralgon VIC 3844T. 1300 094 262

Wimmera CMA

24 Darlot StreetPO Box 479Horsham VIC 3402T. 03 5382 1544E. [email protected]

Consultation information

Our Catchments, Our Communities will set out the Victorian Government’s vision for integrated catchment management. This consultation draft gives you a chance to have your say in how we will manage our catchments.

Contents

Introduction 05

Improving effectiveness 06

Policy context 07

Purpose 08

Vision 08

Goals 08

Integrated catchment management in Victoria 10

Values of catchment management 12

Strengths of our framework 14

Challenges 15

Improving the catchment management framework 16

Actions in detail 19

1. Greater community engagement in catchment management 20

2. Better connection between state, regional and local planning 22

3. Strengthened implementation of Regional Catchment Strategies 24

4. Clearer roles, strengthened accountability and regional coordination 30

5. Improved monitoring and reporting 34

Appendix 36

Photograph – PP&W CMA

n Mountain Ash Forest.

04

Integrated Catchment Management in Victoria

Introduction

The Catchment and Land Protection Act 1994 is the legislative basis for catchment management in Victoria. It provides for ten Catchment Management Authorities across the state that each develop a Regional Catchment Strategy for their area. It also establishes the Victorian Catchment Management Council to advise on statewide matters.

Partnerships

The Act fosters a coordinated and integrated approach to catchment management. Landholders, community groups, councils, government agencies and other organisations participate in the development of each Regional Catchment Strategy, and work together to look after our land, water and biodiversity assets for current and future generations.

Collaboration

This collaborative approach to managing the landscape is vital because of the interrelationships between our land, water and biodiversity systems. By integrating our work, we can help to sustain Victoria’s environment, which underpins our economy and provides a range of social and recreational benefits for our communities.

Communities

We can be very proud of the role our regional communities play in managing our catchments.

Challenges

Victoria’s catchment management framework has been in place for over 20 years and has evolved to face emerging challenges. We now face a number of challenges in the years ahead, and our framework needs to continue to improve.

Intensifying land use, urban expansion, pests, weeds and increasing frequency and severity of natural disasters such as bushfires, floods and drought impact primary production, biodiversity, land health, water and the resilience of our landscapes. Climate change will increase the complexity to manage those issues. Having an effective catchment management framework in place is one of the important ways we can manage these risks in Victoria.

We must also continue to ensure our regional communities play a vital role in the planning and decision making for their local areas.

This consultation draft is an opportunity to put forward your ideas for how we can work together to improve the ways we manage Victoria’s land, water and biodiversity resources.

Victoria has a well-established catchment management framework in place to conserve our environment while maintaining and enhancing productivity from our land and water resources.

Our Catchments, Our Communities

05


06

Improving effectiveness

In 2014 the Victorian Auditor-General’s Office conducted a performance audit to assess the effectiveness of Catchment Management Authorities in performing their legislative functions and to consider how the Department of Environment and Primary Industries, now the Department of Environment, Land, Water & Planning, supports and monitors Catchment Management Authorities in fulfilling their roles and responsibilities.

The audit identified that the department and CMAs face escalating challenges to meet the core objectives of the Catchment and Land Protection Act 1994 (CaLP Act) to enhance and maintain long-term land productivity while conserving the environment. The report states that existing catchment management approaches, while delivering some gains, are inadequate to meet the current challenges.

The audit made specific recommendations relating to:

• overarching strategic planning for integrated catchment management

• consistent and efficient monitoring, evaluation and reporting

• enhancing accountability

• better linking funding to Regional Catchment Strategy priorities

• addressing catchment condition data needs.

The Department of Environment, Land, Water & Planning, the ten Catchment Management Authorities, the Victorian Catchment Management Council, the Department of Economic Development, Jobs, Transport & Resources and key partners such as Parks Victoria and the Commissioner for Environmental Sustainability are in the process of implementing an

agreed action plan. The action plan was developed in consultation with the audit’s four sample Catchment Management Authorities (East Gippsland, Goulburn Broken, North Central and Wimmera). This strategy is a key part of the work being undertaken which includes:

• developing an overarching strategy for integrated catchment management

• enhancing accountability of regional catchment management partners

• revising the Statements of Obligations under the Catchment and Land Protection Act 1994 and the Water Act 1989 to reflect catchment management improvements

• improving funding links to priorities in RCSs

• developing an approach to improved data management and greater consistency in catchment management monitoring and reporting.

The VAGO recommendations, the agreed action plan and the full report can be found online at http://www.audit.vic.gov.au/reports_and_publications/latest_reports/2014-15/20140917-effectiveness-cma.aspx

Key Environment, Water & Climate

Change Initiatives

Coasts & Marine• New coasts and marine

legislation

• State of the bay reporting

Water• New plan for water management

• Regional Riparian Action Plan

• Renewed Floodplain Strategy

Biodiversity• New Biodiversity

Strategy

• Native Vegetation Regulations review

• Flora and Fauna Guarantee Act review

Climate Change• Climate Change

Adaption Plan review

Jobs

Growth

Communities

Economic development

Agricultural productivity

LiveabilityPlanning

Integrated Catchment ManagementOur Catchments, Our Communities

• New Integrated Catchment Management Strategy

• Improved catchment and state of the environment reporting

Policy contextOur Catchments, Our Communities is part of a range of initiatives for environment, water and climate change.


07

08


Purpose

The Our Catchments, Our Communities strategy re-affirms the Victorian Government’s commitment to an integrated catchment management framework that is community based, regionally focused, collaborative and very active on the ground.

The strategy outlines improvements to the framework that will support and enhance our environment, our community and economy. It puts regional communities at the centre of planning, priority setting, on-ground work and monitoring activities.

Our Catchments, Our Communities will also:

• strengthen the implementation of the Regional Catchment Strategies across Victoria

• enhance coordination between catchment management partners

• improve the monitoring and reporting arrangements to better track progress and guide future decision making.

This will ensure key stakeholders from government and the community work together to better plan and deliver far-sighted, integrated, practical outcomes across Victoria.

The strategy outlines actions that will be implemented during the next four years. These actions will support the development of the next Victorian Catchment Condition and Management Report, the next Victorian State of the Environment Report, and the next iteration of Regional Catchment Strategies.

Vision

Sustainable and productive land, water and biodiversity delivered by catchment management that is strongly community based, regionally focused and collaborative.

Goals

The Victorian Government will use the strategy to work towards:

• greater community engagement and activity in catchment management

• better connection between state, regional and local planning

• strengthened implementation of Regional Catchment Strategies

• clearer roles, strengthened accountability and regional coordination

• improved monitoring and reporting.

The strategy outlines actions that will be implemented during the next four years. These actions will support the development of the next Victorian Catchment Condition and Management Report, the next Victorian State of the Environment Report, and the next iteration of Regional Catchment Strategies.

09


10


Biodiversity

Regional centres

Key catchment management partnersThe roles and responsibilities of catchment management partners are detailed in the appendix

Integrated catchment management in VictoriaCatchment management partners working together in land, water and biodiversity management to benefit the environment, communities and the economy.

Catchment management regions

01 Mallee

02 Wimmera

03 Glenelg Hopkins

04 North Central

05 Corangamite

06 Goulburn Broken

07 Port Phillip & Westernport

08 North East

09 West Gippsland

10 East Gippsland

01

02

03

04

05

06

07

08

09

10


11

Rivers, wetland & estuaries

Productive lands

Coasts and marine

Parks & reserves

Urban centres

Forests


• Catchment Management Authorities

• Victorian Catchment Management Council

• Department of Environment, Land, Water & Planning

• Parks Victoria

• Local Government

• Landcare and community groups

• Industry groups

• Traditional Owners

• Department of Economic Development, Jobs, Transport and Resources

• Water Corporations

• Commissioner for Environmental Sustainability

• Australian Government

• Victorian Coastal Council

• Victorian Environmental Water Holder

• Trust for Nature

• Environment Protection Authority

• Universities and research institutions

• Non-government Organisations

Leveraging opportunities

Jobs creation


12

Biodiversity

• Intrinsic value of native plants and animals

• Provide services that underpin Victoria’s economy and our way of life

• Cultural values

Rivers, wetland & estuaries

• Water supply and water quality protection

• 775,000 ha of wetlands in Victoria

• River and estuary habitats valued at $2.5 billion per year

Parks and forests

• Biodiversity protection and conservation, and recreation, tourism and community well-being

• 7.9 million ha of Crown Land covering 35% of Victoria

• Cultural values

Productive lands

• Gross annual value of agricultural commodities over $11 billion, of which nearly $4 billion is irrigated agriculture

• Gross value of wood products around $450 million per year

Coasts and marine

• 2,512km of coastline and 13 marine national parks and 11 marine sanctuaries

• Coasts worth approximately $9.8 billion annually for recreation, tourism and business

• Cultural values

• Non-commercial ecosystem values worth around $8.4 billion per year

Urban and regional centres

• Alignment between state and land use planning and Regional Catchment Strategies

• Peri-urban areas and green wedge areas provide biodiversity, agricultural and recreational values

Values of catchment management


13

Leveraging opportunities

• $50-60 million annual investment leveraged, including from the Australian Government

• About $5 contribution from landholders and community for every $1 invested via CMAs

• Philanthropic contributions

Jobs creation

• Employment of specialist jobs in the catchment management sector

• Direct program employment e.g. Victorian Landcare Program – over 80 Landcare Facilitators and Coordinators

• Indirect regional employment e.g. over 400 indirect jobs per annum from waterway health investment

• Skills development through community groups and volunteering – over 100,000 people

PlanningBetter alignment between state, regional and local planning through Regional Catchment Strategies

InvestingStrengthened implementation of Regional Catchment Strategies

DeliveringStrengthened accountability and regional coordination

Tracking progressImproved monitoring and reporting of catchment management and condition

Key catchment management partners

Greater community engagement in catchment management

14

Integrated Catchment Management Strategy

Victoria has a well-established catchment management framework founded on the Catchment and Land Protection Act 1994.

Governance arrangements established by the Act include the Victorian Catchment Management Council and community-based Catchment Management Authority boards.

Each Catchment Management Authority develops a Regional Catchment Strategy after extensive consultation. These strategies describe catchment management assets, objectives, threats and priorities. They align with state policies and strategies for land, water and biodiversity, and reflect community values for both public and private land. Implementation of Regional Catchment Strategies is coordinated with partners and communities.

Strengths of our framework

This partnership approach enables and supports community members, landholders and regional organisations to participate in planning, priority setting and on-ground delivery for their region.

In 2013-14, the catchment management sector invested $95 million of State Government funding, $58 million from other sources, and an estimated $229 million co-contribution by the community. As a result, significant outputs were achieved, including: 34,500 people participating in local events; 470km of fences built; over 6,000 planning approvals and advice provided; nearly 23,000ha of weed control; 2,700ha of vegetation established or maintained, and 46,000ha of pest animal control.

Victoria’s catchment management framework focuses on cooperation and coordination between the many people and organisations in a region to achieve better outcomes.


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Catchment management faces significant issues. There are ongoing and new threats to our native fauna and flora, water quality, river health and agriculture production, and in turn, to our community well-being and economy. Climate change will compound many of these issues.

Challenges

1

2

3

4

5

We must ensure local communities continue to be engaged in planning and priority setting. Landholders and local communities intimately understand their landscapes, and they need to be closely involved in catchment management.

We must ensure that there is alignment and complementarity between our planning at the statewide level and the community-based integrated planning at the regional and local level.

We must follow through on our planning. This means implementing the priorities identified in the Regional Catchment Strategies, working in close consultation with regional organisations and communities. This challenge requires a clear and ongoing investment framework that supports the implementation of Regional Catchment Strategies.

Roles and accountabilities must be clear for organisations involved in regional catchment management, and these organisations must be better coordinated. Currently, there is not enough accountability for actions relating to Regional Catchment Strategy priorities.

To enable adaptive management and to improve investment and strategic directions, we must track our progress by regularly and consistently monitoring and reporting on our actions and the condition of our land, water and biodiversity in each region and across the state.

Our catchment management framework must be strong enough to work through these issues, sometimes dealing with competing interests, and continue to protect our land, water and biodiversity for the future.

Success will depend on people and organisations – landholders, community groups, agricultural industries, council, Traditional Owners and government bodies – planning and working together effectively.

There are currently five main challenges with the framework:


16

The following goals and actions will be undertaken to address the current challenges in our catchment management framework.

Improving the catchment management framework


Action 1.1.

Strengthen the diversity and equity of community representation on catchment management boards.

Action 1.2.

Strengthen community engagement in regional planning and priority setting.

Better connection between state, regional and local planning

Action 2.1.

Ensure alignment between state-level plans for land, water, biodiversity and Regional Catchment Strategies.

Goal 1

Goal 2


17

Strengthened implementation of Regional Catchment Strategies

Action 3.1.

Implement an investment framework that supports the coordination and accountability for implementation of Regional Catchment Strategy priorities .

Action 3.2.

Use regional roundtables to engage regional partners in priority setting, allocation of funds and leveraging.

Improved monitoring and reporting

Action 5.1.

Improve state and regional catchment reporting using a consistent set of indicators.

Clearer roles, strengthened accountability and regional coordination

Action 4.1.

Clarify roles and responsibilities of key agencies in catchment management.

Action 4.2.

Strengthen coordination between key catchment management partners.

Action 4.3.

Improve accountability of catchment management partners implementing Regional Catchment Strategies.

Goal 3

Goal 4

Goal 5

18



19

Photograph – PPW CMA

n Productive landscapes.

Actions in detailThe success of this strategy will be assessed and reported in 2019 by the Department of Environment, Land, Water & Planning, and the strategy will be reviewed at that time.

Our Catchments, Our Communities confirms and strengthens the Victorian Government’s community-based catchment management approach. It puts community and stakeholder participation in decision making and on-ground activities at the centre of our efforts.

Community engagement and participation occur at many levels, including on the boards of Catchment Management Authorities and the Victorian Catchment Management Council, which comprise community members with experience and knowledge in land, water, biodiversity and business management.

Catchment Management Authorities also engage with regional communities to plan land, water and biodiversity management activities. This includes developing Regional Catchment Strategies, supporting Landcare, and bringing many partners together to develop and deliver on-ground programs.

Goal 1.


Action 1.1.

Strengthen the diversity and equity of community representation on catchment management boards

Why

The Victorian Government leads the way in diversity of representation on boards and advisory councils. It is now focusing on gender balance and cultural diversity, as well as the skills and technical capacity when appointing new board members.

How

Strengthen the gender equity and cultural diversity of boards of Catchment Management Authorities and the Victorian Catchment Management Council.

Lead

Minister for Environment, Climate Change and Water.

When

Catchment Management Authority boards are appointed partially every two years and the Victorian Catchment Management Council membership is changed fully every three years.

Action 1.2.

Strengthen community engagement in regional planning and priority setting

Why

Communities understand the issues and solutions in their local landscapes. Engaging communities is crucial to achieve the most effective and practical outcomes in planning, priority setting and delivery.

How

Maintain extensive regional community consultation processes for Regional Catchment Strategies and other plans.

Conduct regular reviews or updates to Regional Catchment Strategies with community consultation.

Increase the connection with Landcare and community groups, agricultural industry groups, Traditional Owners and other community networks in regional planning and priority setting.

Lead

Catchment Management Authorities.

When

Regional Catchment Strategy reviews to occur at least every three years.


20

Helping communities help our catchmentsLandcare and community action has a long and proud history around Melbourne. Many motivated communities have established groups to address their local catchment management issues. There are now 84 Landcare groups and hundreds of other environmental community groups active in the region.

The Port Phillip & Westernport Catchment Management Authority has a strong relationship with these groups built on the knowledge that working together achieves more than working alone. The authority understands that Landcare and community groups in the area remain one of the most effective approaches to deliver works with landholders.

For ten years, an annual grants process has helped to maintain these relationships and deliver on-ground work.

Funds from multiple sources are channelled through a single process to provide a one-stop shop for the groups. This helps align local project ideas with the priorities of the Regional Catchment Strategy and ensures there is no duplication or overlap of projects.

In 2014–15, the grants process delivered over $430,000 to important local projects led by Landcare and community groups.

CASE STUDIES



n Planning in partnership.

21


22

State-level planning for land, water and biodiversity management establishes the government policies, goals and funding that will be delivered across Victoria.

At the regional level, Regional Catchment Strategies respond to the planning and priorities of local communities, and describe how the various activities are integrated and delivered within a region.

Effective catchment management relies on strong connections and alignment between all levels of planning.

Goal 2.

Better connection between state, regional and local planning

Action 2.1.Ensure alignment between state-level plans for land, water and biodiversity and Regional Catchment Strategies

Why

There are Victoria-wide strategies for components of catchment management, such as river health, soil health, climate change, Landcare, coasts and biodiversity. However, these are not always strongly aligned with Regional Catchment Strategies and local planning.

How

State-level planning for land, water and biodiversity will consider priorities and community input from Regional Catchment Strategies.

Future Regional Catchment Strategies will integrate new policies and state-level planning with regional and local community priorities.

Lead

Department of Environment, Land, Water & Planning, and Catchment Management Authorities.

When

With the development or review of each state-level plan and Regional Catchment Strategy.

Integrated Catchment ManagementOur Catchments, Our Communities


23

Government, Catchment Management Authorities, catchment partners and communities working together to deliver integrated catchment management outcomes for the benefit of the environment and Victorians.

Ten Regional Catchment Strategies developed in consultation with regional communities outlining the local catchment and environmental assets, objectives and the priorities that best address both statewide and local needs.

Connected Planning

01

02

03

04

05

06

07

08

09

10

01 Mallee

02 Wimmera

03 Glenelg Hopkins

04 North Central

05 Corangamite

06 Goulburn Broken

07 Port Phillip & Westernport

08 North East

09 West Gippsland

10 East Gippsland

Statewide, strategic planning for components of catchment and environmental management outlining government policies, goals and programs.

*Under development or to be reviewed.

Victorian Waterway

Management Strategy 2013

Water Management*

Victorian Biodiversity

Strategy*Victorian

Coastcare Strategy 2011–15

Victorian Coastal Strategy 2014

Climate Change Adaption Plan*

Victorian Strategic

Landcare Plan 2012

Murray Darling

Basin Plan 2012

Victorian Soil Health

Strategy 2012

State Strategic Directions

Regional, Integrated Planning


24

There have been challenges implementing the ten Regional Catchment Strategies. Funding is not explicitly focused on their implementation, so catchment management partners have not had a strong signal to consistently plan and work together.

In addition, we have tended to fund initiatives only in the short-term and with a narrow focus. This is particularly limiting for catchment management, where desired outcomes are achieved over a longer timeframe.

Goal 3.

Strengthened implementation of Regional Catchment Strategies

Action 3.1.Implement an investment framework that supports the coordination and accountability for implementation of Regional Catchment Strategy priorities

Why

Under the Catchment and Land Protection Act 1994, Catchment Management Authorities have the function to advise ministers on regional priorities for activities and resource allocation. However, Catchment Management Authorities’ capacity to plan for and deliver long-term improvements through Regional Catchment Strategies is limited by short-term funding agreements. Long-term funding will better protect and enhance our environment and natural resources, secure jobs within regional communities and support primary industries such as agriculture and timber harvesting as well as ecotourism.

How

Clearly link government investment for land, water and biodiversity management, Landcare support and community engagement to priorities and actions in the Regional Catchment Strategies.

Lead

Department of Environment, Land, Water & Planning, and Catchment Management Authorities.

When

Starting 2016–17.

25



n Landscape connections.

Action 3.2.Initiate regional roundtables to engage regional partners in priority setting, allocation of funds and leveraging

Why

Previously, catchment management partners had little incentive to plan investment together. In order to achieve improved coordination and shared investment, it is essential that key catchment partners are engaged through regular and formalised processes to support Regional Catchment Strategy implementation.

How

Each Catchment Management Authority will initiate a regional roundtable comprising representatives from key organisations and sectors involved in catchment management. Using a regionally agreed investment framework, roundtables will convene each year to determine the immediate investment priorities of the Regional Catchment Strategies, agree on the allocation of available funding, pursue investment leveraging with other fund sources, and foster partnership approaches in delivery to achieve the best outcomes for the region.

Lead

Catchment Management Authorities.

When

Roundtables will commence in 2016–17 with the advent of long-term funding to implement Regional Catchment Strategy priorities.

CASE STUDIES

Catchment management is about community engagement and partnerships Community-based catchment management in Victoria supports regional organisations, community groups and landholders to plan and act together.

To ensure this work is consistent across the state, the ten Catchment Management Authorities have jointly developed the Community engagement and partnerships framework, which sets out the principles and approaches for excellent community engagement.

The Catchment Management Authorities, together with other government agencies including the Department of Environment, Land, Water & Planning and Parks Victoria now apply these principles to plan and deliver programs with farmers, Landcare and community groups, schools, urban communities, businesses and others.

For example, the Corangamite Catchment Management Authority’s Waterwatch program involves more than 1,400 children from 23 schools and 24 community groups who test water at 130 sites. Along with other programs focused on biodiversity enhancement, sustainable land management and similar, over 5,300 people were engaged with Corangamite Catchment Management Authority in 2014–15.

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West Gippsland and the Gunaikurnai Land and Waters Aboriginal Corporation

Catchment regions include a number of values held by Victorian Traditional Owners and the broader Aboriginal community. The lands, waters and biodiversity form traditional Aboriginal landscapes that are maintained by various natural resource managers.

The West Gippsland Catchment Management Authority (WGCMA) and the Gunaikurnai Land and Waters Aboriginal Corporation (GLaWAC) have developed a partnership model designed to support the aspirations of Traditional Owners – as land managers and rights holders, and to build the capacity of the WGCMA to become a culturally competent organisation.

The model is based on a long-term (three year) conversation that has built mutual trust and respect, and a shared commitment to an strong, ongoing relationship. The model comprises a range of principles, governance arrangements, strategies and information products including:

• A Memorandum of Understanding (MoU) and a joint body responsible for its implementation

• Support for development of the Gunaikurnai Country Plan and incorporation of Traditional Owner values and goals into regional planning and programs

• Indigenous policies and procedures, and guidance material for WGCMA Management and Board

• An ongoing Board and staff cultural heritage training program that includes overnight training on Country

• Events to acknowledge NAIDOC week and the Closing the Gap initiative

• A commitment to working with all recognised Traditional Owner groups and Aboriginal people in the region.


27

Photograph – WG CMA

n Smoking ceremony at Knob Reserve for signing of the MOU

CASE STUDIES


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Coordination, partnership and multiple fund sources deliver better results

The Heart Morass is a 1,800 hectare wetland at the confluence of the Thomson and Latrobe Rivers near Sale.

The wetland has a history of excessive drainage, grazing, increasing salinisation and acidification.

However, a partnership between the West Gippsland Catchment Management Authority, Field and Game Australia, Watermark Inc. and the Hugh Williamson Foundation is turning back time.

Together, the partners purchased over 1,000 hectares of the wetland to undertake one of the largest wetland restoration projects on private land in Australia. This will have flow-on benefits for the Gippsland Lakes.

The work at Heart Morass is approaching its tenth year and the results are remarkable. Good seasonal conditions recently have sped up the rehabilitation process and the wetland is enjoying its best ecological condition in decades.

Recent surveys have recorded over 30,000 waterbirds with a range of species returning to the wetland in great numbers including Glossy Ibis, Freckled Duck, Intermediate Egret, White-bellied Sea Eagle and Plumed Whistling Duck.

A population of the threatened Green and Golden Bell Frog has also been recorded during monitoring work.

The Heart Morass restoration is an excellent example of the benefits that can be gained when regional organisations get together and share their project visions and ideas.

From little things, big things grow

Catchment management can help lots of small projects come together to achieve something big.

Across the north and east of Victoria, the North Central, Goulburn Broken and North East Catchment Management Authorities have partnered with community groups, councils and landholders to start the Northern Eco Connections project, which is creating vegetation links across the unique and diverse landscapes of northern Victoria.

Supported with $4.6 million from the Victorian Government, the project has invited landholders to apply for funding to undertake environmental works on their property including weed control, revegetation and fencing of environmentally sensitive areas to enable better management.

So far, more than 70 bids have been supported for work on 1,683 hectares.

Each project, though sometimes small, is contributing to linking up the landscape and creating a lasting legacy for the environment and community.


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Photograph Heart Morass Wetland Restoration


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Catchment Management Authorities coordinate the development of Regional Catchment Strategies, but implementing the actions relies on contributions from many partner organisations including government departments, Parks Victoria, local government, agricultural industry groups, water corporations, Traditional Owners and environmental community groups such as Landcare and Friends groups.

Groups and organisations implementing Regional Catchment Strategy priorities need to have clear roles and stronger accountability, as well as better coordination between them.

Goal 4.

Clearer roles, strengthened accountability and regional coordination

Action 4.1.Clarify roles and responsibilities of key agencies in catchment management.

Why

Catchment Management Authorities and government departments, agencies and other organisations have different roles in delivering catchment outcomes. These need to be clearly defined to avoid confusion for regional communities and duplication or non-delivery of actions. The responsibilities of Catchment Management Authorities and the Department of Environment, Land, Water & Planning have evolved and can sometimes overlap at the regional level.

How

As a key first step, the Department of Environment, Land, Water & Planning and Catchment Management Authorities will work closely together to clarify each others respective roles in delivering catchment outcomes. By the end of the consultation period on this document, their respective roles will be clarified.

The roles of other government agencies will be clarified by an agreed timeframe.

Lead

Catchment Management Authorities, Department of Environment, Land, Water & Planning.

When

Starting 2016–17.

CASE STUDIESCASE STUDIES

Photograph – GB CMA

n Catchment management supports productive industries .

31


Quick response helps local communities

The announcement by SPC Ardmona in 2013 of major cuts to its fruit intake was a blow to local fruit growers with flow-on effects to the regional economy and broader community.

A rapid response to the announcement was called for and, with the support of Fruit Growers Victoria, the Goulburn Broken Catchment Management Authority conceived a ‘Fruit Industry Employment Program’. The then Department of Environment and Primary Industries also quickly supported the proposal with $2 million enabling the Authority do what it does best: develop local partnerships for on-ground benefits.

The Authority’s long-term relationships with catchment management partners proved valuable at this time and the program was off the ground within 6 weeks of the Minister’s approval.

Forty people affected by the reduced fruit intake worked under the program, supervised by the Catchment Management Authority or its partners Moira Shire, Greater Shepparton City Council, Parks Victoria and Goulburn-Murray Water.

The participants contributed almost 40,000 hours of environmental works including 1,500 hectares of weed control and 67 kilometres of fencing while receiving significant income, training and social network support to help them through this challenging time.


32 Action 4.2.Strengthen coordination between key catchment management partners

Why

Coordination between catchment management partners is important for effective and efficient service delivery, to optimise partnerships, and to reduce duplication of effort. Catchment Management Authorities are responsible for coordinating Regional Catchment Strategies and promoting cooperation, but historically they have been limited in their capacity to fulfil this role.

How

Provide Catchment Management Authorities with appropriate funding so they can deliver their statutory functions, including Regional Catchment Strategy coordination and regional monitoring and reporting.

Develop a partnership agreement in each region that outlines the roles and responsibilities of key organisations including relevant government departments, Catchment Management Authorities, Parks Victoria, water corporations, Trust for Nature and, potentially, local government.

Lead

Department of Environment, Land, Water & Planning, and Catchment Management Authorities

When

Starting in 2016–17.

Action 4.3.Improve accountability of catchment management partners implementing Regional Catchment Strategies

Why

Catchment management partners implement Regional Catchment Strategies with significant cooperation and goodwill. However, key organisations sometimes have limited formal accountability. This accountability is vital to ensure delivery of planning and investment priorities.

How

Amend the Statements of Obligations (or similar governance instruments) of relevant government bodies (Catchment Management Authorities, Department of Environment, Land, Water & Planning, Department of Economic Development, Jobs, Transport & Resources, Parks Victoria, water corporations) to improve accountability for the implementation of Regional Catchment Strategies.

Lead

Minister for Environment, Climate Change and Water.

When

Starting in 2016.

CASE STUDIES

Photograph – Mallee CMA

n Regulator for environmental watering of Hattah Lakes.

CASE STUDIES

Greater accountability for operational roles

The Catchment Management Authorities, the Department of Environment, Land, Water & Planning and Parks Victoria have worked together to identify their specific roles in each of the ten catchment regions across Victoria.

This has resulted in the development of ‘Regional Operating Agreements’ outlining the roles and responsibilities in each catchment management region. There are some roles that are consistent across the state while others vary between agreements to best address particular regional circumstances.

The agreements are in place and are driving improvements such as more efficient monitoring programs and regional conferences for the organisations to share knowledge with each other. The agreements have also led to more coordinated and responsive service for the community, with members of the public directed to the right agency rather than having to do the dreaded ‘ring around’.

Looking ahead, the agreements provide a model that can be expanded to include other catchment management partners such as water corporations and, potentially, councils to achieve greater coordination and cooperation with and between them.

Partnerships for the Hattah Lakes

Reviving the drought-ravaged Hattah Lakes, a system of semi-permanent freshwater lakes near Mildura, has needed the combined efforts of the Mallee Catchment Management Authority, Murray Darling Basin Authority, Department of Environment, Land, Water & Planning, Parks Victoria, Goulburn Murray Water, Commonwealth and Victorian Environmental Water Holders and the local community.

The lakes are part of the 48,000 hectare Hattah-Kulkyne National Park and had been threatened in the early 2000s by the effects of river regulation, on-going drought and low inflows.

However, through a partnership approach by all involved, environmental water began being delivered to rescue the lakes and permanent pumping mechanisms were established. Over a number of years, the $32 million environmental project was completed and now provides a long-term, sustainable future for this environmentally-important wetland.

The strong partnerships formed through the planning and implementation of the Hattah Lakes project have endured and there remains extensive cooperation between many organisations undertaking other projects identified as priorities in the Mallee Regional Catchment Strategy.


33


34

Themes Catchment indicators

Land • Land managed for conservation• Ground cover

Water • Condition of rivers• Water quality in major lakes and bays

Biodiversity • Extent and quality of native vegetation• Health of native species

Community • Community participation in catchment management programs• Number and strength of Landcare and community groups• Community use of Parks

Coasts • Condition of coastal and marine environments

Headline indicators

Headline indicators give a high-level picture of the condition and management of Victoria’s catchments. Other indicators may provide finer information on progress toward objectives or the status of threats and tell a comprehensive story of the whole catchment.

Goal 5.

Improved monitoring and reportingCatchment Management Authorities report annually on the implementation of Regional Catchment Strategies in their regions, using a consistent set of outputs.

In regard to catchment condition, the Victorian Catchment Management Council reports each five years on state level catchment management and condition. However, the reporting has suffered from gaps in the quality, consistency and continuity of data across regions.

A challenge is to improve the catchment condition monitoring and reporting by establishing a set of catchment indicators to be used consistently in each region and across the State.

Action 5.1.Improve state and regional catchment reporting using a consistent set of indicators

Each Catchment Management Authority will initiate reporting on a standard set of catchment indicators, contributing to Victoria’s environmental accounts. These catchment indicators will form part of a larger set of statewide indicators for State of the Environment reporting.

Catchment condition reporting will be timed to inform the review of Regional Catchment Strategies.

The data and information used to report on the indicators will be made publicly available.

Lead

Catchment Management Authorities and the Department of Environment, Land, Water & Planning.

When

Starting 2016–17.

Why

Consistency of indicators makes telling the story easier to all partners and the public. Consistency across the regions enables aggregation to state-level.

How

The Catchment Management Authorities, the Department of Environment, Land, Water & Planning, Parks Victoria, the Office of the Commissioner for Environmental Sustainability and other partners will work together to specify indicators, standards, cooperative data collection and management, and timing of reporting. Over time, this will enable us to show progress and trends at regional and state levels.

35

Telling the story better, regularly and consistently

of fencing constructed to protect rivers and native vegetation, area of new vegetation established, environmental flows released, waterway structures installed such as fish ladders, statutory approvals or advice provided, publications developed and the number of community people participating in events such as field days, seminars and training programs.

This approach provides a model that can now be applied for developing a set of catchment indicators that will be similarly monitored and reported upon consistently across the State in the years ahead.

In recent years, a set of ‘standard outputs’ have been put in place so that the Department of Environment, Land, Water & Planning and the ten Catchment Management Authorities all consistently report on the actions they have undertaken.

This has enabled the production of an annual ‘Actions and Achievements Report’ which outlines what has been done in each region and across the State. The report lists actions in various aspects of catchment management such as the area of land treated for weed control and pest animal control, length



n Catchment management supports biodiversity.

CASE STUDIES


36

Victorian Catchment Management Council

The Victorian Catchment Management Council (VCMC) is the State Government’s key advisory body on catchment management and on the condition of land and water resources appointed under the Catchment and Land Protection Act 1994 (CaLP Act). Its main statutory functions include advising the minister, and any other minister as requested, on land and water management issues; reporting annually on the operation of the CaLP Act; and reporting every five years on the environmental condition and management of Victoria’s land and water resources, through the VCMC Catchment Condition and Management Report.

Catchment Management Authorities

The Catchment and Land Protection Act 1994 establishes Victoria’s ten catchment and land protection regions and Catchment Management Authorities (including East Gippsland, West Gippsland, Port Philip and Westernport, Corangamite, Glenelg Hopkins, Wimmera, Mallee, North Central, Goulburn Broken and North East). The Catchment Management Authorities are responsible for the development, coordination and monitoring of Regional Catchment Strategies; coordinating works to protect and enhance regional land and water resources; and encouraging the participation of land managers in integrated catchment management.

The Water Act 1989 enables nine Catchment Management Authorities and the Melbourne Water Corporation (Port Phillip and Westernport region) to act as authorities to undertake regional waterway, drainage, floodplain, and environmental water reserve management functions involving planning and delivering on-ground works designed to maintain or improve the health of our rivers.

Department of Environment, Land, Water & Planning

The Department of Environment, Land, Water & Planning supports Victoria’s natural and built environment to ensure economic growth and liveable, sustainable and inclusive communities. The department assists the minister to manage their responsibilities under relevant legislation, develops and implements state policies and programs, and oversees the administration of agencies, including Catchment Management Authorities.

Parks Victoria

Parks Victoria is a statutory authority created by the Parks Victoria Act 1998 that reports to the minister. Parks Victoria manages the state’s network of national, state, regional and metropolitan parks, other conservation reserves, and many significant cultural assets.

Local Government

Victoria’s 79 local councils contribute to catchment management by regulating land use and development through municipal planning schemes; developing and implementing urban stormwater plans; facilitating local industry participation in waterway management; supporting local action groups in relation to waterway management; and undertaking strategic planning for land management, landholder incentives and rebates, grants for landholders and community groups, community capacity building and education.

Landcare and community groups

Local Communities make a significant contribution to catchment management in Victoria. This includes:

• individual landholders, who are required to manage their land in line with the Catchment and Land Protection Act 1994

• Landcare groups that work to protect, restore and manage the natural environment

• Coastcare groups that work to protect and manage coastal and marine environments

• ‘Friends of’ and other environment groups that provide practical assistance to a particular conservation reserve, or a species of native plant or animal

Appendix

Roles of catchment management partners


37 • conservation management networks that assist landholders and land managers in managing remnant vegetation

• committees of management that manage Crown land reserves and are appointed by the minister under the Crown Land (Reserves) Act 1978.

Industry groups

Peak industry groups provide information and support to extensive networks of land managers on best management practice techniques through research, development and extension activities.

Agriculture industries and groups have an interest in the region’s natural resources and associated communities.

Traditional Owners

As custodians of country, Traditional Owners have cultural obligations to manage traditional lands and waters and are considered as equal partners in ensuring catchment health. In some cases special roles, rights and interests of Traditional Owner groups are recognised in settlement agreements and governance arrangements to ensure their perspectives, knowledge and interests are valued.

Traditional Owner Land Management Boards

Traditional Owner Land Management Boards set the strategic direction and develop joint management plans for ‘appointed’ Crown land, parks and reserves in a Traditional Owner group’s recognised country.

Management plans are developed in partnership with the Secretary of the Department of Environment, Land, Water and Planning and implemented in partnership with the land manager (usually Parks Victoria). In some cases, these parks and reserves have been transferred in ‘Aboriginal title’ to the Traditional Owner group on the condition that they are jointly managed with the State through the Traditional Owner Land Management Board.

Department of Economic Development, Job, Transport & Resources

The Department of Economic Development, Job, Transport & Resources aims to sustainably grow Victoria’s economy and employment by working with the private and public sectors to foster innovation, productivity, investment and trade. The department includes the agriculture and biosecurity portfolios.

Water Corporations

Victoria’s state-owned water sector is made up of 19 water corporations constituted under the Water Act 1989. The water corporations provide a range of water services to customers within their service areas comprising water supply, sewage and trade waste disposal and treatment, water delivery for irrigation and domestic and stock purposes, drainage, and salinity mitigation services.

Melbourne Water Corporation

Melbourne Water provides a range of services comprising water supply, supply and treatment of drinking and recycled water, and sewage disposal and treatment. Under the Water Act, 1989, Melbourne Water is an authority with waterway, floodplain, drainage and environmental water reserve management functions for the Port Phillip and Westernport region.

Commissioner for Environmental Sustainability

The Commissioner’s role is to report on the condition of Victoria’s natural environment, encourage decision making that facilitate ecologically sustainable development, enhance knowledge and understanding of issues relating to ecologically sustainable development and the environment, and encourage Victorian and local governments to adopt sound environmental practices and procedures.

Australian Government

The Department of the Environment designs and implements the Australian Government’s policies and programs to protect and conserve the environment, water and heritage and promote climate action. The environmental framework is being delivered under four pillars – clean air, clean land, clean water and national heritage.

Victorian Coastal Council

The Victorian Coastal Council is appointed under the Coastal Management Act 1995 as the peak body for the strategic planning and management of the Victorian coast. The council’s responsibilities include to prepare the Victorian Coastal Strategy and to coordinate its implementation; facilitate the operation of regional coastal boards; and monitor the development and implementation of coastal action plans.


38 Victorian Environmental Water Holder

The Victorian Environmental Water Holder is an independent statutory authority responsible for making decisions on the use of Victoria’s environmental water entitlements. It works with Catchment Management Authorities and Melbourne Water to use entitlements in a way that achieves optimal environmental outcomes.

Trust for Nature

The Trust for Nature was established under the Victorian Conservation Trust Act 1972 and has powers to enter legal agreements – known as conservation covenants – with private landowners to protect native plants and wildlife on their land. Catchment Management Authorities work in partnership with the trust to manage conservation on private land.

Environment Protection Authority

The Environment Protection Authority’s main role is to protect air, water and land from pollution, control industrial noise and minimise waste generation through the administration of environmental protection policies.

Universities and research institutions

Universities and research institutions provide assistance in filling information gaps and guidance on the most appropriate natural resource management tools, methods or approaches to use. They also provide scientific evidence about the condition of natural assets.

Non-government Organisations

A range of non-government, non-profit and philanthropic organisations take part in catchment management.

Department of Environment, Land, Water & Planning Integrated Catchment Management in Victoria

www.delwp.vic.gov.au

Authorised and published by the Victorian Government,

1 Treasury Place, Melbourne

Printed by (insert printing company name, suburb).

ISBN 978-1-74146-741-3 (Print) ISBN 978-1-74146-742-0 (pdf)

Accessibility

If you would like to receive this publication in an alternative format, please telephone the DELWP Customer Service Centre on 136 186, email [email protected] (or relevant address), or via the National Relay Service on 133 677 www.relayservice.com.au. This document is also available on the internet at www.delwp.vic.gov.au

This work is licensed under a Creative Commons Attribution 4.0 International licence. You are free to re-use the work under that licence, on the condition that you credit the State of Victoria as author. The licence does not apply to any images, photographs or branding, including the Victorian Coat of Arms, the State Government Victoria logo, the Department of Premier & Cabinet logo and the Brand Victoria logo.

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