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?
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.
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
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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 & Planning
Customer Service Centre
T. 136 186
E. OurCatchments.OurCommunities@delwp.vic.gov.au
Victorian Catchment Management Council
Nicholson Street East Melbourne VIC 3002
T. 03 9637 9892
Catchment Management Authorities
Corangamite CMA
64 Dennis Street
PO Box 159
Colac VIC 3250
T. 03 5232 9100
E. Info@ccma.vic.gov.au
East Gippsland CMA
574 Main Street
PO Box 1012
Bairnsdale VIC 3875
T. 03 5152 0600
Glenelg Hopkins CMA
79 French Street
PO Box 502
Hamilton VIC 3300
T. 03 5571 2526
E. ghcma@ghcma.vic.gov.au
Goulburn Broken CMA
168 Welsford Street
PO Box 1752
Shepparton VIC 3630
T. 035822 7700
E. reception@gbcma.vic.gov.au
Mallee CMA
Cnr Eleventh Street & Koorlong Avenue
Irymple VIC
PO Box 5017
Mildura VIC 3502
T. 03 5051 4377
North Central CMA
628-634 Midland Highway
PO BOX 18
Huntly VIC 2551
T. 03 5448 7124
E. Info@nccma.vic.gov.au
North East CMA
Level 1, 104 Hovell Street
PO Box 616
Wodonga VIC 3690
T. 02 6043 7600
E. necma@necma.vic.gov.au
Port Phillip and Westernport CMA
Level 1, Landmark Corporate Centre
454-472 Nepean Highway
Frankston VIC 3199
T. 03 8781 7900
E. enquiries@ppwcma.vic.gov.au
West Gippsland CMA
16 Hotham Street
PO Box 1374
2
Traralgon VIC 3844
T. 1300 094 262
Wimmera CMA
24 Darlot Street
PO Box 479
Horsham VIC 3402
T. 03 5382 1544
E. wcma@wcma.vic.gov.au
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Contents
Introduction ............................................................................................................................................ 5
Partnerships ........................................................................................................................................ 5
Collaboration....................................................................................................................................... 5
Communities ....................................................................................................................................... 5
Challenges ........................................................................................................................................... 5
Improving effectiveness .......................................................................................................................... 6
Policy context .......................................................................................................................................... 7
Purpose ................................................................................................................................................... 8
Vision................................................................................................................................................... 8
Goals ................................................................................................................................................... 8
Integrated catchment management in Victoria..................................................................................... 9
Values of catchment management ....................................................................................................... 10
Strengths of our framework ................................................................................................................. 11
Challenges ............................................................................................................................................. 12
Improving the catchment management framework ............................................................................ 13
Actions in detail .................................................................................................................................... 14
Goal 1. Greater community engagement in catchment management............................................. 14
Goal 2. Better connection between state, regional and local planning ........................................... 16
Goal 3. Strengthened implementation of Regional Catchment Strategies ...................................... 18
Goal 4. Clearer roles, strengthened accountability and regional coordination ............................... 22
Goal 5. Improved monitoring and reporting..................................................................................... 26
Appendix Roles of catchment management partners .......................................................................... 28
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Introduction
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.
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.
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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 longterm 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.
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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:
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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/2014-15/20140917effectiveness-cma.aspx
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Policy context
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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:
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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:
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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.
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Integrated catchment management in Victoria
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Values of catchment management
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Strengths of our framework
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.
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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Challenges
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.
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:
1. 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.
2. 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.
3. 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.
4. 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.
5. 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
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Improving the catchment management framework
The following goals and actions will be undertaken to address the current challenges in our
catchment management framework.
Goal 1 Greater community engagement in catchment management
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.
Goal 2 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 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 .
Action 3.2. Use regional roundtables to engage regional partners in priority setting, allocation of
funds and leveraging.
Goal 4 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 5 Improved monitoring and reporting
Action 5.1. Improve state and regional catchment reporting using a consistent set of indicators.
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Actions in detail
The 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.
Goal 1. Greater community engagement in catchment management
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.
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.
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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.
CASE STUDIES
Helping communities help our catchments
Landcare 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.
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Goal 2. Better connection between state, regional and local planning
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.
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.
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Goal 3. Strengthened implementation of Regional Catchment Strategies
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.
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.
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.
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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:
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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.
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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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.
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Goal 4. Clearer roles, strengthened accountability and regional
coordination
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.
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 and 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.
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CASE STUDIES
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.
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.
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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
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.
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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 longterm, 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.
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Goal 5. Improved monitoring and reporting
Catchment 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
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.
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.
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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.
Themes
Land
Water
Biodiversity
Community
Coasts
Catchment indicators
 Land managed for conservation
 Ground cover
 Condition of rivers
 Water quality in major lakes and bays
 Extent and quality of native vegetation
 Health of native species
 Community participation in catchment management programs
 Number and strength of Landcare and community groups
 Community use of Parks
 Condition of coastal and marine environments
CASE STUDIES
Telling the story better, regularly and consistently
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 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.
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Appendix Roles of catchment management partners
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.
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Landcare and community groups
Local Communities make a significant contribution to catchment management in Victoria. This
includes:
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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
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
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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.
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.
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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.
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