the region MAKE A COMMENT

scope of the corangamite RCS

2.1 area and boundaries

The Corangamite Region comprises 13,340 square kilometres of southwestern Victoria, including 175 square kilometres of Victoria's coastal fringe and approximately 450 square kilometres of in-shore coastal waters. The Region as a whole is defined by aggregation of its four river basins - Moorabool, Barwon, Lake Corangamite and Otway Coast, plus the sea to three nautical miles off the shoreline (Map 5 - Hydro Major / River Basins). It includes the shires of Colac-Otway, Golden Plains, Surf Coast, and the Borough of Queenscliffe. Also included are most of the cities of Ballarat and Greater Geelong, and parts of the shires of Corangamite, Moorabool, and Moyne (Map 2 - Municipalities).

2.2 time period

Looking ahead, the year 2020 was selected for a discussion of goals and aspirational targets for the Region. Stakeholders considered that this was realistic in terms of their confidence in making judgements about the future, and in terms of the time it takes to generate change in resource condition. Management actions expressed through the RCS itself and in Supporting Strategies relate to the five year period, 2003-2008.

2.3 evolution of regional catchment planning in corangamite

Regional Catchment Strategies were first developed in Victoria in 1997, the first time that regional strategies had been adopted on a statewide basis in Australia. The Corangamite RCS 1997-2002 drew together many of the then existing programs across the Region and put them into an organised framework so people could see the totality of actions being taken.

Under the Catchment and Land Protection Act 1994, the Corangamite Catchment Management Authority (CCMA) has the role of completing a Regional Catchment Strategy, and monitoring its implementation. The first RCS was completed in 1997, and that RCS has been reviewed and renewed during 2002[3], leading to this document.

Since 1997, each aspect of natural resource management has been researched further, and many new plans developed. Under a Bilateral Agreement between the Australian and Victorian Governments, the RCS has assumed additional importance, as it will become the prime basis for National and State funding for natural resource management within the Region following an accreditation process.

Review and renewal of the RCS has taken into account guidelines for regional plans developed by the (then) Victorian Department of Natural Resources and Environment (NRE), and the National Standing Committee for Natural Resource Management[4]. A major difference between this RCS and its predecessor is the degree of consultation that has been undertaken with stakeholders in the Region[5]. Both technical experts and community members critiqued earlier drafts of the RCS. The RCS has taken account of the additional information people have provided, and their ideas on how to keep the RCS comprehensive and readable.

2.4 purpose of the Regional Catchment Strategy

The Regional Catchment Strategy for 2003-2008 provides long-term direction for managing the future of land, water resources, biodiversity and seascape of the Region, and the foundation for investment decisions to ensure improved natural resource outcomes.

The RCS:

sets broad goals for 20 years;
assesses threats to environmental, economic and social values;
sets preliminary targets for the condition of assets;
identifies opportunities for improving natural resource management processes over the next five years;
recommends substantially new processes for planning at the local level;
through an Investment Framework and fully costed Investment Plan, it provides a means for making investment decisions - as of 2003, the RCS will form the basis for distributing funding for natural resource management in the Region; and
sets guidelines for monitoring and evaluation of progress.

The RCS aims to guide the planning and action of:

private landholders, who own 70 per cent of the land in the Region;
government, which manages the other 30 per cent of the land, and all coastal waters, on behalf of the community;
local and State government agencies with responsibility for natural resource management;
community groups and non-government organisations protecting and restoring the environment[6]; and
business and industry groups.

The renewal of the RCS has involved people from all of these interests. The RCS guides their activity, with each individual and organisation translating its goals and targets into action within their own sphere of influence.

2.5 the RCS integrates natural resource management initiatives

The RCS has a pivotal role between all levels of government and the community, thus promoting integrated natural resource management (see Figure 1 - Corangamite RCS integrates planning). It is shaped by relevant policies and initiatives, which Australia has committed to and is obligated to implement at a National and State level.

This section outlines National, State, Regional, local and community initiatives and existing plans in relation to natural resource management. However, it is imperative that a high level of cooperation of responsible agencies and the community takes place to ensure that integrated natural resource management takes effect. Opportunities for partnership outlines strategies for developing effective partnerships and Natural resource management arrangements in the region provides more detail on the role of various organisations in the delivery of the RCS.

2.5.1 national initiatives

The RCS is framed consistently with The National Framework for Natural Resource Management (NRM) Standards and Targets, which was developed by the Australian Natural Resource Management Ministerial Council in 2002. This framework provides a consistent national definition for natural resource management and describes the preferred directions and approaches to planning, target-setting, action, and performance measurement.

2.5.2 state initiatives

The RCS provides for the implementation of Victorian strategies and their supporting documents, most notably the Victorian Biodiversity Strategy; Indigenous Partnership Strategy; Victoria's Native Vegetation - A Framework for Action; Victorian River Health Strategy; State Environment Protection Policy; Healthy Landscapes, Sustainable Communities, Victorian Action Plan for Second Generation Landcare; Statewide Framework for Employment of Landcare Support Persons (Draft); Victorian Weeds Strategy; Victorian Pest Management Action Framework; Strategic Directions Statement and Statewide Management Strategies for Victoria's Ramsar Sites; and the Victorian Coastal Strategy. Each of the Corangamite RCS Supporting Strategies operates within these State requirements and guidelines.

2.5.3 regional initiatives

The RCS is backed by, and provides guidance to its Supporting Strategies. In the Corangamite Region, these include, but are not limited to:

Draft Corangamite River Health Strategy: identifies and ranks stream reaches requiring management and/ or rehabilitation using the Victorian Index of Stream Condition parameters, and itemises management actions required for each stream reach;

Corangamite Floodplain Management Strategy: identifies strategic management requirements for floodplains, presents flood management and emergency response plans, guides development and land use practices, and provides an integrated floodplain management information system;

Strategic Management Plans for Ramsar Sites: provide a management framework for the Region's wetlands of international importance, the primary goal being to maintain their ecological character through conservation and wise use; Corangamite Regional Landcare Support Strategy (Draft 2002) identifies strategic support processes and tools for community Landcare and environmental volunteer groups;

Draft Corangamite Salinity Action Plan (2003-2008): uses results of a formal Geospatial SHARP Model (2003) to identify 12 key areas for salinity management, covering social, environmental and economic assets threatened by secondary salinity and describes areas of primary salinity assets;

Coastal and Estuary Action Plans: set strategic directions and provide frameworks to support planning and management of the Region's coast, and integrate local Coastal Action Plans, consistent with the Victorian Coastal Strategy (2002);

Draft Corangamite Native Vegetation Plan 2003: strategically directs future programs and actions for achieving a net gain in native vegetation and related biodiversity across the Region, and prioritises management options on a regional basis;

Corangamite Weed Action Plan (2001-2004): sets out a range of actions for the management of priority pest plants, amongst the 58 declared noxious weed species in the Region using a risk management approach;

Corangamite Rabbit Action Plan (2001-2006): sets out strategic priorities for rabbit management in the Region, to abate the detrimental impacts of rabbits on agricultural productivity, soil stability, native vegetation, biodiversity and water quality; and

Marine Fisheries Plans: incorporating the Victorian Abalone Fishery Management Plan 2002, Rock Lobster Fishery Management Plan 2003, and the Giant Crab Fishery Management Plan 2003, which formalise fishery management within a framework of ecologically sustainable development and co-management with all relevant stakeholders.

Within each of the above Strategies and Action Plans, management actions and targets have been developed. These include on-ground and in-stream works, site investigations, monitoring, research and development, policy, planning, regulation, support for ongoing resource stewardship by stakeholders and community groups, and educational and informational activities. All Supporting Strategies pay regard to economic, social and environmental issues, and their management priorities are defined in terms of geographic location where appropriate.

2.5.4 local government initiatives

Local government planning guidelines and environment plans are also an important element of natural resource management that must be considered in delivering integrated natural resource management. The role of local government in relation to NRM is discussed in more detail in Natural resource management arrangements in the region.

2.5.5 local community initiatives

Community involvement is a vital factor in achieving integrated natural resource management. Volunteer community Landcare and environmental groups are involved in the development and implementation of a large number of and diverse array of local environmental and action plans that support specific and integrated action at a local scale, and these were also considered in developing the RCS. Input from local indigenous communities is also vital, in particular in maintaining cultural heritage values in the Region.

2.6 coping with the complexity

A key task for the RCS is to ensure institutional complexity does not lead to inappropriate, ineffective or inefficient natural resource management.

Natural resource management has emerged on the back of crises and around the structure of scientific disciplines. Some NRM government services at regional level are threat-based (e.g. flooding, salinity, nutrients, pest animals and plants), whilst others are asset-based (waterways, lakes, estuaries). Many issues are handled at a statewide level. For example, Ramsar lakes and wetlands, biodiversity plans and State Parks are managed by Parks Victoria; aboriginal heritage sites by Aboriginal Affairs Victoria; mining and energy by the Department of Primary Industries (DPI); forestry by the Department of Sustainability and Environment (DSE); and water allocation and licensing is administered by Southern Rural Water.

Consideration of land management and cultural heritage initiatives of local indigenous communities is also vital in achieving integrated natural resource management.

Some important issues in the Corangamite Region, such as sustainable agriculture, soils and groundwater management, lack a focusing strategy at Regional or State level.

Pest plant control is spread across different organisations, with responsibilities split between the managers of waterways, wetlands, estuaries, national parks, and DPI.

A challenge raised by this organisational complexity is that some units may be unaware of knowledge and information generated by other units. For example, geo-physical information obtained from mining exploration companies and collected by DPI may be relevant to soil, groundwater and salinity studies.

Finally, there are challenges associated with strategies being developed independently of each other.

2.7 principles

The RCS follows the principles of Ecologically Sustainable Development (ESD) to provide an overarching framework for managing ecologically sustainable uses in the landscape. ESD in marine areas is expressed in 'Integrated Coastal Zone Management', which considers management issues across the catchment, coast and adjacent marine waters in an integrated way to ensure decisions take a long-term view.

The RCS is based on the following principles:

Conservation and protection of the natural environment;
Sustainable use of natural resources;
Recognition of the role government expects the regional community to play;
Recognition of the indigenous communities as the original custodians of natural resources in the Region;
Balance between environmental health, social well-being and economic prosperity, and to recognise their interdependence;
Anticipation of threats and opportunities;
Planning that considers local knowledge, the causes of problems, and uses scientific evidence;
Decisions that are open to change as knowledge and understanding develop; and
Opportunity for participation in decisions by all those with a stake in the outcome.

These principles reflect those described in Section 3A of the Commonwealth Environment Protection and Biodiversity Conservation Act 1999, which enshrines a statutory requirement for adherence to principles of Ecologically Sustainable Development.

2.8 the RCS will continue to develop

This document reaches conclusions but also provides a starting point for further work - for research, debate and action. As this work proceeds, the propositions in the RCS can be confirmed or changed, particularly in relation to the development of Resource Condition and Management Action Targets (refer to Goals and targets).

A range of interested people, agencies and community organisations and groups made Comments during the development of the RCS. You will not necessarily agree with them, nor does the CCMA necessarily agree with them, but they reveal the diversity of views in the Region. Extended Comments are presented in Annex A, Comments questions & notes.

Many Questions were raised, and you are invited to raise your own. In some cases, you are referred to answers in Annex A; in other cases, answers are not immediately at hand, and the Regional Catchment Strategy puts the questions 'on notice.'

Together, the Comments and Questions add to the collective thinking of the Region and signal the need for on-going inquiry and discussion. Please take the opportunity to contribute to the continuing process and listen to others' views.

2.9 layout of the RCS

The document is divided into three main sections - Introducing the Region, Development of the Regional Catchment Strategy, and Directions and Actions, which carries the process logically from background, methods and setting targets, to implementation of the Strategy.

The following section describes the methods used for developing priorities for the period of this RCS through review of existing strategies and stakeholder consultation. This leads to a presentation of the two major outputs from the stakeholder consultation process, namely (i) the broad goals established for the Region, and (ii) an assessment of the priority threats to assets in terms of social, environmental and economic values at risk.

Population, economy and forces shaping the region sets out current demographic, social and economic dimensions of the Region, and presents a view of the forces shaping the Region that seem likely to impact its natural resource management over the next 20 years. This is followed by an exposition of the natural and environmental assets of the Region and their current condition and trends (where known).

Goals and priority 'threats-to-assets' provide the framework for setting time-indexed targets for future resource condition in the Region, and any necessary steps to increase our knowledge - so as to improve our ability to set meaningful and realistic targets and monitor achievement against them.

Having established the targets, the next steps are to identify management options, as established in the Supporting Strategies, then check them for consistency at the sub-Regional level. The selected management options provide a basis for quantifying the costs of achieving the priority targets, how investments might be financed, and how targets and investments might be adapted in response to changed information and funds availability. This is completed through an Investment Framework, leading to an Investment Plan for natural resource management in the Region.

Assumptions, risks and adaptive management addresses key risks and adaptations that might be necessary in implementing this RCS, and sets out key milestones against which to assess progress.

Targets and the Investment Plan define monitoring and evaluation needs seen in Monitoring, reporting and evaluation plan and framework.