STRATEGIC INTENT 2013-2018 - Catchment Management … · Strategic Intent 2013-2018 7 DRIVING OUR...

STRATEGIC INTENT 2013-2018 NORTH EAST CATCHMENT MANAGEMENT AUTHORITY

November 2013

Strategic Intent 2013-2018

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REGIONAL NATURAL RESOURCE MANAGEMENT - VISION, OBJECTIVES AND STRATEGY

The North East Regional Catchment Strategy (RCS) is the primary integrated planning framework for land, water and biodiversity management in North East Victoria. The North East RCS aims to provide focused, integrated and coordinated direction for all natural resource management activities in the North East. It includes processes that can be used to assess the condition of land, water and biodiversity and seeks to encourage and support participation of landholders, resource managers and other members of the community in catchment management.

The North East Regional Catchment Strategy sets out an integrated catchment management approach to realise its vision of

“Diverse, healthy landscapes; vibrant communities.”

THE NORTH EAST REGION

The boundary of the North East RCS aligns with the boundary of the North East Catchment Management Authority (CMA),


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REGIONAL CATCHMENT STRATEGY OBJECTIVES

To help achieve this vision the North East Regional Catchment Strategy includes a range of Objectives:

The North East RCS vision will be realised by achieving the following objectives:

1. Whilst conserving the environment , we will maintain and enhance the health and condition of:

a. land resources and their long term productivity

b. water resources and their long term productivity and

c. biodiversity resources.

2. People will identify with and value the:

a. Urban landscape for its diverse economy, access to aggregated services and enhanced liveability through connection with the natural environment

b. Lifestyle landscape for its environmental aesthetics, tourism, strongly connected communities and access to the regional economy

c. Agriculture landscape for its productivity, quality land and water resources, and strongly connected communities that identify with their valleys, plains and plateaus

d. Forest landscape for its national parks, recreation, water and forest resources

e. Alpine landscape for its iconic status, high biodiversity, tourism and clean water resources.

3. The community will actively participate in the integrated management and protection of natural resources.

4. Agencies and the community will work together to monitor and evaluate the condition of natural resources and the effectiveness of protection measures to improve natural resource management.

The North East Regional Catchment Strategy describes the links between various landscapes (environment) in the region and the people who live and work in them (social and economic). It identifies the challenges and opportunities that need to be addressed and offers an overarching framework, or blue print, to guide natural resource management actions. There are a number of other strategies that influence natural resource management outcomes. Some of these are coordinated by the CMA, however many are led by other community members.


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NORTH EAST CATCHMENT MANAGEMENT AUTHORITY - INTEGRATED CATCHMENT MANAGEMENT

The North East CMA is responsible for facilitating and coordinating the management of land, biodiversity and water resources in an integrated and sustainable manner. Within this role, the North East CMA:

Takes a sustainable approach by balancing social, economic and environmental outcomes

Promotes and adopts an adaptive approach to integrated catchment management, including continuous review, innovation and improvement

Plans and makes decisions within an integrated catchment management context.

This is why the North East CMA coordinates development and implementation of the North East RCS.

COORDINATING THE IMPLEMENTATION OF THE NORTH EAST RCS

The North East CMA, relevant government agencies and community will share responsibility for implementing the North East RCS.

According to Victorian Government legislation the North East CMA is also required to report on the condition and management of land, biodiversity and water resources. In line with this responsibility, the North East CMA collates and provides monitoring reports to Government on a regular basis. Additional roles and responsibilities for the North East CMA include:

Promoting community awareness and providing information, advice and education about effective integrated catchment management and guiding regional effort in catchment management

delivery of on ground works

managing the environmental water reserve and a number of statutory functions under the Water Act 1989, including floodplain management referrals and authorisation of works on waterways.

North East CMA’s detailed response to the North East RCS is outlined in the Corporate Plan and the associated Annual Business Plan. This Strategic Intent statement is North East CMA’s commitment to its community and staff. It summarises the CMA strategic direction, articulates how this links to our govereance role and guides actions for our business and staff.

CMA VISION

To be a recognised leader in protecting and enhancing the region’s diverse, productive and natural landscapes for current and future generations.

CMA MISSION

North East Catchment Management Authority facilitates and co-ordinates integrated catchment management by working with our partners to achieve community led practice change.

NORTH EAST CMA GOVERNANCE STRUCTURE

The establishing legislation sets a broad framework for the structure, functions and operations of North East CMA and Government Policy and the North East Regional Catchment Strategy sets the direction for Natural Resource Management in this catchment.

Obligations of North East CMA are largely contained in the two Statements of Obligations (Water Act 1989 and CaLP Act 1994).


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CONTEXT – VICTORIAN GOVERNMENT When announcing the appointment of new CMA Boards in October 2011, the Victorian Government expressed its

commitment and future focus, noting it is:

committed to listening to the knowledge and expertise of the local community to ensure local input is

considered in catchment decision making and that catchment management in Victoria is a partnership

between community and government; and that

CMA Boards will:

help Victoria to tackle significant environmental challenges and water resource management issues

advise on the management of Victoria's natural resources now and into the future

set local priorities, evaluate the effectiveness of outcomes and identify opportunities for community

engagement

make sure community views on land, biodiversity, water resources and waterway priorities for a region

are communicated effectively to government.


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CORPORATE PLAN - STRATEGY

The North East CMA Board has defined the strategic direction of the organisation through five strategic themes:

1. Driving Our Strategy 2. Engagement and Partnering 3. Focusing on Service Delivery Excellence 4. Creating a proactive and collaborative culture; and 5. Business development


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DRIVING OUR STRATEGY

We make a difference by:

Driving our strategies for effective integrated catchment management

Providing advice to government, ministers and stakeholders

The primary responsibility under the CALP and Water Acts is to develop and approve the Regional Catchment Strategy and relevant sub strategies.

LONG TERM OUTCOME:

North East CMA has effective strategic plans that set priorities, deliver and achieve positive integrated NRM outcomes

STATEMENT OF OBLIGATION FOCUS

This Strategic Direction achieves the following Obligations:

Plan and make decisions within an integrated catchment management context that balances social, economic and environmental outcomes

KEY STRATEGIC RISK EVENT

Failure to establish integrated functional strategies and plans.

KEY STRATEGIC ACTIONS

Develop regional Natural Resource Strategies that support the North East Regional Catchment Strategy:

1. Regional Landcare Support Plan 2. Regional Waterway Strategy 3. Regional NRM Climate Ready Plan

Facilitate innovative conversations to identify and drive change in Natural Resource Condition and Management:

1. Focusing on Critical Land Management Practices 2. Focusing on Productive and Sustainable Landscapes in the

North East


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ENGAGEMENT AND PARTNERING

We are an organisation that engages a wide range of stakeholders to build effective relationships and partnerships. This helps set priorities and enables us to achieve positive NRM outcomes. North East CMA is cognisant of our links with the Hume Strategy for Sustainable Communities.

The CMA’s business model focuses on the coordination and facilitation of North East Regional Catchment Strategy objectives and outcomes. Essential to success is the adoption of engagement and partnering as the way of doing business.

LONG TERM OUTCOME

North East CMA is a recognised leader that has effective relationships and partnerships with a wide range of stakeholders to help set priorities and achieve positive NRM outcomes.



Facilitate and coordinate the management of catchments in an integrated and sustainable manner including as it relates to land, biodiversity and water resources

Provide opportunities for community engagement in the integrated management of catchments and natural assets including land, biodiversity and water resources

Develop strategic partnerships with relevant stakeholders including public authorities and government agencies


Failure to deliver integrated NRM through poor community and partner engagement.


Engage and Partner through:

1. Coordinate Catchment Conversations on Natural Resource Management

2. Support Network Governance models for community action and decision making on Natural Resource Management

3. Building Local Government relationships 4. Maintain relationships with local MPs 5. Build an effective long term partnership with North East

Water 6. Reconnecting to Local Community of Omeo/Benambra 7. Engage with the Ovens and King communities regarding

integrated NRM and dynamic rivers. 8. Support Landcare and other community NRM groups 9. Partner with lead NRM Service Delivery organisations 10. Use modern communication techniques


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FOCUSING ON SERVICE DELIVERY EXCELLENCE

We make a difference by

Delivering services with community and partners:

promoting community awareness of natural resource management

providing information and education about our role in natural resource management

Providing Excellent NRM technical services

promoting and applying a risk and adaptive management approach to integrated catchment management, including continuous review, innovation and improvement

Providing excellent waterway management services

providing regional leadership on issues relating to river health

providing flood management and response services

management of the Environmental Water Reserve as a key component of an integrated program of river, wetland, floodplain and aquifer restoration.

We have

Clear institutional arrangements that define our role and funding program

KRAs that guide our performance

Flexible organisational arrangements for changing circumstances.

The CMA’s core business is defined by the Water Act 1989 and the Catchment and Land Protection Act 1994. Former Ministers have provided Statements of Obligations to further define the roles of CMA’s under the two acts. The Statements of Obligations are current.

LONG TERM OUTCOME

NECMA delivers excellent integrated and sustainable catchment management services.



Promote and apply a risk management approach which seeks to protect, enhance and restore natural assets and reduce the impact of climate change

Promote and adopt an adaptive approach to integrated catchment management, including continuous review, innovation and improvement

Act as the caretaker of river health and provide regional leadership on issues relating to river health; and

Undertake the operational management of the Environmental Water Reserve as a key component of an integrated program of river, wetland, floodplain and aquifer restoration.


Failure to manage quality of services in delivering integrated NRM outcomes


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1. Promote awareness of and educate our community on Natural Resources

2. Deliver Disaster recovery, Emergency response and emergency management

3. Develop a Quality of Service model that assists “community led practice change”

4. Undertake statutory responsibilities – Floodplains, Drainage, Waterways and Environmental Water Resources

5. Use Regional Catchment Strategy as ‘central vehicle’ for planning, promoting and reporting on whole-of-catchment NRM efforts.


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PROACTIVE AND COLLABORATIVE CULTURE

Our culture is characterised by being proactive and collaborative

The Board provides active leadership

Leadership is based on the concepts of “Community leadership”

North East CMA’s key organisational asset is its people. Having a Board and staff that are proactive and collaborative in the way they carry out the CMA’s business is essential in achieving the desired outcomes identified in the Regional Catchment Strategy.

LONG TERM OUTCOME

The CMA has a culture that is proactive, collaborative, inclusive and pragmatic.



Manage business operations in a prudent, efficient and responsible manner


Failure to maintain and develop a culture that positively progresses the organisation’s objectives


1. CMA Board to provide active leadership to the organisation 2. Build organisational leadership capacity - support Community Leadership 3. Develop and implement mechanisms to celebrate, recognise and share across the organisation 4. Embed the concept of facilitation and co-ordination into the entire organisation 5. Implement an inclusive internal strategic planning and change management process


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BUSINESS DEVELOPMENT

The social, economic and political environment is constantly changing and evolving. To keep abreast if not ahead of these changes requires the organisation to continually look to develop its business. A major issue for the organisation in 2012-13 was the substantial changes to what had previously been considered to be relatively stable levels of funding from State and Federal government sources. This appears to be a continuing trend into 2013-14. The organisation will need to develop in terms of accessing what might be considered non-traditional sources of funds to maintain effort in implementing the RCS and continuing to develop more effective and efficient methods of carrying out its business.

LONG TERM OUTCOME

Effective and efficient business operations that support its strategic directions and delivers a sustainable revenue stream and organisational resilience



Manage business operations in a prudent, efficient and responsible manner


Failure to create a dynamic and resilient organisation that can respond in times of change


1. Achieve a sustainable and diverse funding basis 2. Achieve maximum integration of NRM outcomes through a ‘place based’ integrated engagement, planning

and delivery model for programs and activities 3. Implement lowest “corporate services” best practice business systems 4. Ensure the organisation works closely with the community by establishing key offices that enable improved

Service Delivery


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SUMMARY

The lead mechanisms and principles being used by the CMA to coordinate the implementation of the North East RCS are:

1. Build on existing community and government partnerships to maintain capacity to provide NRM advice 2. Use of Catchment Conversations for local people and partner organisations to provide their perspective on

NRM 3. Provide management and practice change knowledge through a whole of region place based facilitation and

coordination of NRM 4. Take a ‘landscape systems’ based approach to context and connect social, economic and environmental

aspects and build community connection with the environment 5. Use collaboration and innovation to identify new ideas and build new partnerships 6. Encourage networking programs that provide for collaborative community participation in natural resource

management use and management 7. Support development of inclusive community-based governance and solutions to challenges 8. Use a risk based framework for natural resource operational involvement – waterway incidents, floods,

water quality, water shortages 9. Monitor natural resource condition and effectiveness of activities and management efforts

North East CatchmentManagement Authority 1B Footmark Crt, Wodonga Victoria 3690 PO Box 616, Wodonga Victoria 3689 T 02 6043 7600 F 02 6043 7601 E [email protected] www.necma.vic.gov.au

mailto:[email protected]

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