Mallee Regional Catchment
Strategy (2013-19): Mid-term Review Report
Mallee Catchment Management Authority
Looking after our environment together
www.malleecma.vic.gov.au
Publication details
Acknowledgements
Mallee Regional Catchment Strategy
The Mallee CMA acknowledges Aboriginal
(2013-19): Mid-term Review Report
Traditional Owners past and present within
the region, their rich culture and spiritual
connection to Country. We also recognise
Date: February 2017
Author: Jo Latta, Manager Strategy and
and acknowledge the contribution and
Mallee Catchment
interest of Aboriginal people and
Management Authority
organisations in land and natural resource
www.malleecma.vic.gov.au
management.
PO Box 5017 Mildura 3502
Policy.
Telephone 03 5051 4377
Cover images
Facsimile 03 5051 4379
Top: Mallee wheat field. Photo: IStock.
Middle: Hattah Lakes. Photo: Mallee CMA.
Copyright
Bottom: Aboriginal Reference Group at
© Mallee Catchment Management
Lindsay Almond grove. Photo: Mallee CMA.
Authority 2017
Disclaimer
Publications produced by the Mallee
Catchment Management Authority may
be of assistance to you but the Mallee
Catchment Management Authority and
its employees do not guarantee that the
publication is without flaw of any kind or
is wholly appropriate for your particular
Version
Prepared
Author
Reviewed
Final Draft
3/2/2017
Jo Latta
MCMA Board
Final
28/2/2017
Jo Latta
purpose and therefore disclaims all
liability for any error, loss or other
consequence which may arise from you
relying on any information in any Mallee
Catchment Management Authority
publication.
Contents
Executive Summary _____________________________________________________________________________________ 7
Overview _________________________________________________________________________________________________________7
Background ___________________________________________________________________________________________________7
Objectives _____________________________________________________________________________________________________7
Outcomes ______________________________________________________________________________________________________7
Principles ______________________________________________________________________________________________________7
Stakeholder Consultation ____________________________________________________________________________________8
Regional Assets ________________________________________________________________________________________________ 10
Delivery Framework ___________________________________________________________________________________________ 12
Implementation ________________________________________________________________________________________________ 13
Recommendations _____________________________________________________________________________________________ 16
1.
Regional Assets____________________________________________________________________________________ 19
1.1 Rivers and Wetlands _______________________________________________________________________________________ 20
Valuing our Rivers and Wetlands __________________________________________________________________________ 20
Strategic Directions for the Management of our Rivers and Wetlands __________________________________ 21
Condition of our Rivers and Wetlands ____________________________________________________________________ 23
1.2 Threatened Species and Communities ___________________________________________________________________ 25
Valuing our Threatened Species and Communities ______________________________________________________ 25
Strategic Directions for the Management of our Threatened Species and Communities ______________ 25
Condition of our Threatened Species and Communities _________________________________________________ 26
1.3 Terrestrial Habitat _________________________________________________________________________________________ 28
Valuing our Terrestrial Habitat ____________________________________________________________________________ 28
Strategic Directions for the Management of our Terrestrial Habitat ____________________________________ 29
Condition of our Terrestrial Habitat _______________________________________________________________________ 30
1.4 Soils and Agricultural Land _______________________________________________________________________________ 32
Valuing our Soils and Agricultural Land___________________________________________________________________ 32
Strategic Directions for the Management of our Soils and Agricultural Land __________________________ 32
Condition of our Soils and Agricultural Land _____________________________________________________________ 34
1.5 Groundwater _______________________________________________________________________________________________ 36
Valuing our Groundwater __________________________________________________________________________________ 36
Strategic Directions for the Management of our Groundwater __________________________________________ 36
Condition of our Groundwater _____________________________________________________________________________ 37
1.6 Culture and Heritage ______________________________________________________________________________________ 38
Valuing our Culture and Heritage __________________________________________________________________________ 38
Strategic Directions for the Management of our Culture and Heritage _________________________________ 38
Condition of our Culture and Heritage ____________________________________________________________________ 40
1.7 Community Capacity for NRM ____________________________________________________________________________ 41
Valuing our Community’s Capacity for NRM ______________________________________________________________ 41
Strategic Directions for the Management of our Community’s Capacity for NRM _____________________ 41
Condition of our Community’s Capacity for NRM ________________________________________________________ 42
2.
Delivery Framework ______________________________________________________________________________ 44
2.1 Integrating and Targeting Delivery _______________________________________________________________________ 45
Integrating Delivery ________________________________________________________________________________________ 45
Targeting Delivery __________________________________________________________________________________________ 45
2.2 MERI Framework __________________________________________________________________________________________ 49
MERI _________________________________________________________________________________________________________ 49
Program Logic _______________________________________________________________________________________________ 49
3.
Implementation - Regional Assets _______________________________________________________________ 50
3.1 Waterways _________________________________________________________________________________________________ 52
Strategic Actions ____________________________________________________________________________________________ 52
Management ________________________________________________________________________________________________ 53
3.2 THREATENED SPECIES AND COMMUNITIES ___________________________________________________________ 54
Strategic Actions ____________________________________________________________________________________________ 54
Management ________________________________________________________________________________________________ 54
3.3 TERRESTRIAL HABITAT __________________________________________________________________________________ 56
Strategic Actions ____________________________________________________________________________________________ 56
Management ________________________________________________________________________________________________ 56
3.4 SOILS AND AGRICULTURAL LAND _______________________________________________________________________ 58
Strategic Actions ____________________________________________________________________________________________ 58
Management ________________________________________________________________________________________________ 59
3.5 COMMUNITY CAPACITY FOR NRM _______________________________________________________________________ 60
Strategic Actions ____________________________________________________________________________________________ 60
Management ________________________________________________________________________________________________ 62
4.
Implementation – Delivery Framework _________________________________________________________ 64
4.1 Integrating and Targeting Delivery _______________________________________________________________________ 65
Strategic Actions ____________________________________________________________________________________________ 65
Implementation _____________________________________________________________________________________________ 66
4.2 Monitoring, Evaluation, Reporting and Improving Delivery ____________________________________________ 69
Strategic Actions ____________________________________________________________________________________________ 69
Implementation _____________________________________________________________________________________________ 71
Appendices _____________________________________________________________________________________________ 74
Appendix 1: Victorian Catchment Management Council Guidelines for Review of Regional Catchment
Strategies _______________________________________________________________________________________________________ 75
Appendix 2: Mallee RCS Monitoring, Evaluation, Reporting and Improvement (MERI) Framework ____ 76
Appendix 2: Annual Management Outputs and Activities __________________________________________________ 79
Figure 1: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes ...... 15
Figure 2: Examples of Mallee RCS Regional Assets ............................................................................................................... 19
Figure 3: Waterway Management Units established by the Mallee Waterway Strategy (2014-22). ............... 20
Figure 4: Example of waterway prioritisation within a Mallee Waterway Strategy (2014-22) Waterway
Management Unit (Belsar Yungera). ............................................................................................................................................ 21
Figure 5: Link to Mallee Waterway Strategy (2014-22)..................................................................................................... 21
Figure 6: Mallee Waterway Strategy Monitoring, Evaluation and Reporting Plan (2014-22) ........................... 24
Figure 7: Relative priority of Terrestrial Habitat Assets – NaturePrint Version 3 (State of Victoria 2014) . 28
Figure 8: Link to Mallee Natural Resource Management Plan for Climate Change (2016-19). ......................... 29
Figure 9: Link to 2015 Irrigated Horticulture Crop Report (June 2016) ..................................................................... 32
Figure 10: Registered Aboriginal Parties and Registered Aboriginal Party Applicants. ....................................... 39
Figure 11: Link to Our Catchments, Our Communities (2016-19) ................................................................................. 41
Figure 12: Link to Mallee Regional Community Capacity for NRM - Detailed Condition Report (2013) ...... 42
Figure 13: Examples of assets occurring within the Avoca Basin Terminal Lakes System and Creeklines
Catchment priority landscape (Catchment Asset). ................................................................................................................ 44
Figure 14: Priority of action for interventions within each of the 17 biophysical Catchment Assets. ........... 47
Figure 15: Priority of action for interventions within each of the 5 Priority Corridors. ...................................... 48
Figure 16: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes. ... 51
Figure 17: Monitoring delivery outcomes example. ............................................................................................................. 64
Figure 18: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes. ... 67
Figure 19: Link to DELWP Output Data Standards (2015) ................................................................................................ 72
Figure 20: Example data available from Fenner School of Environment and Society: % exposed soil (2015)
and % change (2000-2015); and % tree cover (2015) and % change (1972-2015). ............................................ 72
Figure 21: Link to Victorian Catchment Management Authorities Actions and Achievements Report (201415) ............................................................................................................................................................................................................... 73
Table 1: Stakeholder consultation undertaken to inform the Mallee RCS mid-term review. ................................. 9
Table 2: Key strategic, policy and knowledge changes identified by this Review as having occurred since
the RCS was released. ......................................................................................................................................................................... 10
Table 3: Regional Asset condition trend statements at the time of this review (2016). ....................................... 11
Table 4 Key strategic, policy and knowledge changes identified by this Review as having occurred since
the RCS was released. ......................................................................................................................................................................... 12
Table 5: Progress against RCS long term (20 year) objectives for Regional Assets and Foundation
Activities. .................................................................................................................................................................................................. 13
Table 6: Proportion (%) of 2013-16 outputs delivered within each of the RCS’s Catchment Assets. ............. 14
Table 7: Summary of recommendations .................................................................................................................................... 16
Table 8: Assessment criteria developed for annual condition reporting. ................................................................... 49
Table 9: Headline theme, Regional Asset and definition ..................................................................................................... 50
Table 10: Progress against RCS Strategic Actions for Waterways ................................................................................... 52
Table 11: Waterway management outputs and activities delivered under funding received by the Mallee
CMA. ........................................................................................................................................................................................................... 53
Table 12: Progress against RCS Strategic Actions for Threatened Species & Communities ................................ 54
Table 13: Threatened Species & Communities management outputs and activities delivered under funding
received by the Mallee CMA. ............................................................................................................................................................ 55
Table 14: Progress against RCS Strategic Actions for Terrestrial Habitat. .................................................................. 56
Table 15: Terrestrial Habitat management outputs and activities delivered under funding received by the
Mallee CMA.............................................................................................................................................................................................. 56
Table 16: Progress against RCS Strategic Actions for Soils and Agricultural Land.................................................. 58
Table 17: Soils and Agricultural Land Management Outputs and Activities delivered under funding
received by the Mallee CMA. ............................................................................................................................................................ 59
Table 18: Progress against RCS Strategic Actions for Culture and Heritage and Community Capacity for
NRM. ........................................................................................................................................................................................................... 60
Table 19: Community Capacity for NRM Outputs and Activities delivered under funding received by the
Mallee CMA.............................................................................................................................................................................................. 63
Table 20: Progress against RCS Strategic Actions for Integrating and Targeting Delivery. .................................. 65
Table 21: Proportion (%) of 2013-16 outputs delivered under funding received by the Mallee CMA
occurring within each of the RCS’s Catchment Assets. ........................................................................................................ 68
Table 22: Progress against RCS Strategic Actions for monitoring, evaluating, reporting and improving
delivery. ..................................................................................................................................................................................................... 69
Executive Summary
OVERVIEW
Background
The Mallee Regional Catchment Strategy (RCS) is prepared under the provisions of the Catchment and Land
Protection Act, 1994 (CaLP Act) in partnership with regional stakeholders, as a framework for strategic
action to support and focus the ongoing coordinated efforts of the region’s land managers, government
agencies and community groups.
It is the primary integrated planning framework for land, water and biodiversity management in each of
the ten catchment management regions of Victoria. The RCS is also the overarching strategic framework for
action, under which are found a range of sub-strategies and action plans for each region.
The CaLP Act states that an RCS must “….provide for the review of the strategy” s.24 (2) (g). All Victorian
Catchment Management Authorities (CMA’s) committed to undertaking a review of their current RCS in line
with the guidelines provided by the Victorian Catchment Management Council (VCMC).
A working group comprising representatives from East Gippsland CMA and the VCMC was established to
develop RCS Review guidelines, which were subsequently accepted by the Victorian Catchment
Management Authority’s (VCMA’s) CEO’s and Chairs; and by the VCMC (see Appendix 1).
On completion (CMA Board endorsement), each region’s mid-term review is to be provided to the VCMC
and to the DELWP Catchments Branch.
Objectives
The primary objective of the RCS mid-term review project is to assess the Strategy in terms of:



Performance and learnings to date;
New approaches, information and technologies; and
Aspects or issues which are no longer relevant.
Outcomes
Delivery of the RCS mid-term review project will enhance regional capacity to:


Understand and record the successes (or otherwise) and knowledge that have resulted from RCS
implementation to date; and
Plan for RCS renewal post 2019.
Principles
The RCS mid-term review was delivered according to the following principles.



The review will adhere to VCMC guidelines (see Appendix 1).
The review will align with the Mallee RCS monitoring, evaluation, reporting and improvement (MERI)
framework (see Appendix 2).
The review outcomes and recommendations will be considered by subsequent program/project
planning and delivery; sub-strategy development and reviews; and regional planning for the
remainder of the RCS 2013-2019 implementation period.
This report should be considered an ’addendum’ to the 2013-19 RCS (i.e. it does not replace the current
2013-2019 RCS document); and the recommendations detailed within it integrated into future
implementation, evaluation and reporting.
Stakeholder Consultation
Existing Mallee CMA stakeholder forums were used as the primary consultation/engagement mechanism
for the RCS mid-term review. Detail on the specific groups engaged is provided in Table 1.
Table 1: Stakeholder consultation undertaken to inform the Mallee RCS mid-term review.
Forum
Regional Stakeholder Representation
Consultation
Mechanism
Purpose
MCMA
Board
Six Board members representing wide range of
regional interests (e.g. agricultural, economic,
horticultural, environmental)
Agenda items and
presentations/workshops
at scheduled meetings.
Consideration of project approach.
Input into RCS performance/implementation to date; any
changes going forward (2017-19); and renewal (>2019)
considerations.
Approval of Final Draft.
Land &
Water
Advisory
Committee
Nine community members representing Mallee
sub-regions (northern, central, eastern,
southern) and landscapes (productive and
environmental)
Agenda items and
presentations/workshops
at scheduled meetings.
Feedback on RCS performance/implementation to date; any
changes going forward (2017-19); renewal (>2019)
considerations.
Aboriginal
Reference
Group
Nine Aboriginal community members
representing Mallee sub-regions (northern,
central, eastern, southern)
Agenda items and
presentations/workshops
at scheduled meetings.
Feedback on RCS performance/implementation to date; any
changes going forward (2017-19); renewal (>2019)
considerations.
Biodiversity
Technical
Advisory
Committee
Mildura Rural City Council, Swan Hill Rural City
Council, DEDJTR (Biosecurity), DELWP
(Regional), Lower Murray Water, Trust for
Nature, Parks Victoria, Mallee CMA.
Agenda items and
presentations/workshops
at scheduled meetings.
Identification of data/information to address key gaps; Input
into RCS performance/implementation to date; any changes
going forward (2017-19); renewal (>2019) considerations.
Land
Technical
Advisory
Committee
Birchip Cropping Group, Mallee Sustainable
Farming, Dodgshun Medlin, DEDJTR (extension),
DEDJTR (research), Vic-No-Till Farming
Association, Mallee Landcare, Mallee CMA.
Agenda items and
presentations/workshops
at scheduled meetings.
Identification of data/information to address key gaps; Input
into RCS performance/implementation to date; any changes
going forward (2017-19); renewal (>2019) considerations.
Water
Technical
Advisory
Committee
DEDJTR, DELWP (Regional), Grampians
Wimmera Mallee Water, Mildura Rural City
Council, Parks Victoria, Lower Murray Water.
Agenda items and
presentations/workshops
at scheduled meetings.
Identification of data/information to address key gaps; Input
into RCS performance/implementation to date; any changes
going forward (2017-19); renewal (>2019) considerations.
MCMA Staff
Mallee CMA Biodiversity, Land, Water, Salinity,
Floodplain and Infrastructure Program
Managers
Workshops
Identification of data/information to address key gaps (Nov).
Input into RCS performance/implementation to date; any
changes going forward (2017-19); renewal (>2019)
considerations (Nov).
Feedback on draft review documentation.
REGIONAL ASSETS
The RCS groups key elements of the region’s natural, cultural and productive landscapes into nine Regional
Asset Classes; Rivers; Wetlands; Threatened Species, Populations and Communities; Terrestrial Habitat;
Soils; Agricultural Land; Groundwater; Culture and Heritage; and Community Capacity for Natural Resource
Management (NRM).
This review identifies that while this approach establishes an effective framework overall, further
consolidation in the next iteration of the RCS should be considered. Specifically that:


River and Wetland Assets be integrated into a ‘Waterways Asset’, aligning with the Mallee Waterway
Strategy (2014) framework; and
Further investigations on the pros and cons of integrating the Soils and Agricultural Land Assets be
undertaken.
Table 2 summarises the key strategic, policy and knowledge changes identified by this Review as having
occurred since the RCS was released, and which require consideration and/or application in the remaining
three years of implementation (2017-19). Please note: this summary includes only those instruments which
were complete at the time of review. Further detail on strategies, plans etc. that are currently being
progressed is provided in Section 1.
A complete list of recommendations developed by this review to inform future (2017-19) implementation,
evaluation and reporting of the RCS, and guide development of the next iteration of a regional strategy is
provided in Table 7. Background information relating to each of these recommendations is detailed in the
corresponding section of this report.
Table 2: Key strategic, policy and knowledge changes identified by this Review as having occurred since the
RCS was released.
Regional Asset
Key Changes
Rivers & Wetlands
Mallee Waterway Strategy (2014) including application of a new
prioritisation framework and MER Plan
Victorian Floodplain Management Strategy (2016) and commencing
development of the Mallee Floodplain Strategy.
Water for Victoria (2016) Plan
Mallee Biolinks Plan (2016)
NaturePrint version 3 (2014)
National Soil Research, Development and Extension Strategy (2014)
Aboriginal Heritage Act Amendment (2016)
Management areas for Registered Aboriginal Parties and Applicants
Our Catchments, Our Communities - Integrated Catchment Management in
Victoria (2016)
Mallee Regional Landcare Support Strategy (2013)
Terrestrial Habitat
Soils & Agriculture
Culture & Heritage
Community Capacity
for NRM
Mallee CMA Indigenous Participation Plan (2016)
Regional Community Capacity Monitoring Tool (2013)
Table 2 summarises Regional Asset condition trend statements at the time of this review (2016). Further
detail on the data associated with these assessments is provided in Section 1.
Table 3: Regional Asset condition trend statements at the time of this review (2016).
Regional Asset
Condition Statement
Rivers & Wetlands
Threatened Species &
Communities
Terrestrial Habitat
Soils & Agricultural Land
Groundwater
Culture & Heritage
Community Capacity for NRM
Stable to improving
Moderate to poor condition and some are in decline within
their constrained ranges
Stable to improving
Stable to improving
Stable
Insufficient data
Improving
DELIVERY FRAMEWORK
The RCS sets out a framework for integrating and targeting the delivery of actions to ensure that available
resources are applied effectively and efficiently. Twenty individual target areas of Catchment Assets are
identified which group Regional Assets into significant landscapes for priority attention.
A Monitoring, Evaluation, Reporting and Improvement (MERI) framework was also established by the RCS
to form the basis of effective review and reporting processes.
This review provides continued support for the established frameworks and their ongoing application.
There were however several key strategic, policy and knowledge changes identified as having occurred since
the RCS was released, and which require consideration and/or application in the remaining three years of
implementation (2017-19) (see Table 4). Please note: this summary includes only those instruments which
were complete at the time of review. Further detail on strategies, plans etc. that are currently being
progressed is provided in Section 2.
A complete list of recommendations developed by this review to inform future (2017-19) implementation,
evaluation and reporting of the RCS, and guide development of the next iteration of a regional strategy is
provided in Table 7. Background information relating to each of these recommendations is detailed in the
corresponding section of this report.
Table 4 Key strategic, policy and knowledge changes identified by this Review as having occurred since the
RCS was released.
Delivery Framework
Key Changes
Targeting Delivery
MERI
Mallee Natural Resource Management Plan for Climate Change (2016)
Statewide Annual Catchment Condition Indicators (2016)
IMPLEMENTATION
This review rated 2013-16 progress against each of the RCS’s long term (20 year) objectives for the
management of Regional Assets, and foundational activities identified as being required to support
implementation of the regional delivery framework.
These qualitative assessments applied a five point scale of excellent, very good, good, poor and very poor;
and are based on stakeholder consideration of the proportion of strategic (6 year) actions delivered against
to date, and the scale/impact of associated on-ground actions (see Table 5).
Detail on mid-term (2013-16) progress against each of the six year strategic actions established by the RCS
for these long term objectives and foundation activities is provided in Sections 3 (Regional Assets) and 4
(Delivery Framework).
A complete list of recommendations developed by the review in relation to RCS Implementation is provided
in Table 7.
Table 5: Progress against RCS long term (20 year) objectives for Regional Assets and Foundation Activities.
Regional Asset Theme
Waterways
2013-16 Progress
Very Good
Threatened Species
Good
Terrestrial Habitat
Good
Soils and Agricultural Land
Good
Culture and Heritage
Good
Community Capacity for NRM
Foundational Activity
Very Good
2013-16 Progress
Integrating And Targeting Delivery
Good
Monitoring, Evaluating, Reporting and Improving
Delivery
Poor
The scale and distribution of management activities delivered between 2013-16 under each of the RCS
Regional Asset themes and Catchment Asset areas is shown in Figure 1. The specific quantity of outputs
delivered for each theme is detailed in Section 3, with highlights including:





229,946 hectares of pest animal control;
106,482 hectares of pest plant control;
2,317 hectares of native vegetation established;
147 environmental watering sites;
1,686 hectares of irrigation infrastructure installed;





254 kilometres of fencing;
167 hectares of rubbish removal;
599 management agreements;
24,967 participants at engagement events; and
772 publications.
Please note that management activity quantities considered by this review only represent those outputs
achieved under funding received by the Mallee CMA. It does not include activities delivered by regional NRM
providers where the funding for those activities was not provided by the CMA. This has been recognised as
a key gap in the application of the RCS MERI framework as the extent of regional delivery not being captured
is expected to be significant.
A large proportion of 2013-16 management activity was delivered within priority landscapes (Catchment
Assets). As presented in Table 6, between 43 and 100 percent of selected output types were targeted to the
17 biophysical Catchment Asset Areas; with the area of water regimes, rubbish removal and fencing
occurring within these landscapes all being more than 90 percent. Detail on the proportion of these outputs
delivered in each of the 17 Catchment Assets is provided in Section 3.
Table 6: Proportion (%) of 2013-16 outputs delivered within each of the RCS’s Catchment Assets.
Output Type
% Delivered in Priority
Landscapes
% Delivered outside Priority
Landscapes
Pest Animal Control
62%
38%
Weed Control
43%
57%
Water Regime
99%
1%
Revegetation
82%
18%
Irrigations Infrastructure
89%
11%
Rubbish Removal
100%
-
Fence
94%
6%
Figure 1: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes
RECOMMENDATIONS
A complete list of recommendations developed by this review to inform future (2017-19) implementation, evaluation and reporting of the RCS, and
guide development of the next iteration of a regional strategy is provided in Table 7. Background information relating to each of these
recommendations is detailed in the corresponding Section of this report.
Table 7: Summary of recommendations
Section
Component
Recommendation
1. REGIONAL ASSETS
1.1 Rivers &
Wetlands
Value
1.1.1: Apply the Mallee Waterway Strategy prioritisation framework to River and Wetland related
activities.
Strategic
Directions
1.1.2: Apply Mallee Waterway Strategy Regional Work Plans to River and Wetland related activities.
1.1.3: Where appropriate, integrate the planning, delivery and reporting of River and Wetland related
activities.
1.1.4: Consider integrating River and Wetland Regional Assets into a ‘Waterway’ Asset in future
iterations of the RCS.
1.1.5: Consider the Victorian Floodplain Management Strategy (2016) and the Water for Victoria (2016)
Plan in River and Wetland related activities.
1.1.6: Apply Regional Riparian Action Plan priorities and aspirational targets to River and Wetland
related activities.
1.1.7: Add the following ‘Strategic Action’ to both the Rivers and Wetlands Regional Assets

Support the development and implementation of Water Resource Plans for the Wimmera-Mallee and
Victorian Mallee areas.
1.1.8: Once finalised, consider the State Environment Protection Policy (Waters) review in River and
Wetland related activities.
1.2 Threatened
Species &
Communities
Condition
1.1.8: Apply the Mallee Waterway Strategy MER Plan (2014-22) to the monitoring, evaluation and
reporting of River and Wetland related activities
Strategic
Directions
1.2.1: Once finalised, consider the new state biodiversity strategy ‘Protecting Victoria's Environment Biodiversity 2036’ and any changes to the Flora and Fauna Guarantee Act in Threatened Species and
Communities related activities.
1.3 Terrestrial
Habitat
Value
1.3.1: Apply the updated NaturePrint spatial models (version 3) to Terrestrial Habitat related activities.
Strategic
Directions
1.3.2: Apply Mallee Biolink Plan (2016-19) priorities to Terrestrial Habitat related activities.
1.3.3: Once finalised, consider the new state biodiversity strategy ‘Protecting Victoria's Environment Biodiversity 2036’ and any changes to the Flora and Fauna Guarantee Act and Native Vegetation Clearing
Regulations in Terrestrial Habitat related activities.
1.4 Soils and
Agricultural Land
1.4.1: Consider the National Soil Research, Development and Extension Strategy (2014) in Soils and
Agricultural Land related activities.
1.4.2: Once finalised, incorporate outcomes of the Victorian Mallee Irrigation Region Land and Water
Management Plan (2011) review into Soils and Agricultural Land related activities.
1.4.3: Once finalised, consider the Victorian Soil Health Strategy (2012) review outcomes in Soils and
Agricultural Land related activities.
1.4.4: Consider the Water for Victoria (2016) strategy in River and Wetland related activities.
1.4.5: Support the development and implementation of Water Resource Plans in the region as part of
Recommendation1.1.7.
1.4.6: Once finalised, consider the State Environment Protection Policy (Waters) review in Irrigated
Agriculture related activities.
1.4.7: Consider the Basin Salinity Management 2030 strategy (2015) in Soils and Agricultural Land
related activities.
1.5 Groundwater
Strategic
Directions
1.5.1: Once finalised, apply the Murrayville Local Management Plan to Groundwater related activities.
1.5.2: Support the development and implementation of Water Resource Plans in the region as part of
Recommendation1.1.7.
1.6 Culture &
Heritage
Strategic
Directions
1.6.1: Consider 2016 amendments to the Aboriginal Heritage Act (2006) in Culture and Heritage related
activities.
1.6.2: Recognise Registered Aboriginal Parties, Registered Aboriginal Applicants and associated
management areas in Culture and Heritage activities.
Condition
1.6.3: Report annually on changes in the number of culturally significant sites recognised in the region.
Strategic
Directions
1.7.1: Consider the Our Catchments, Our Communities (2016-19) Strategy in Community Capacity for
NRM related activities.
1.7.2: Add the following strategic actions to the Community Capacity for NRM Regional Asset
Community
Capacity for NRM

Implement and review the Mallee Regional Landcare Support Strategy.

Implement and review the Mallee CMA Indigenous Participation Plan.
SECTION
COMPONENT
RECOMMENDATION
2. DELIVERY FRAMEWORK
2.1 Integrating &
Targeting Delivery
Targeting
Delivery
2.1.1: Apply priority corridors identified by the Mallee Natural Resource Management Plan for Climate
Change (2016-19) to targeted delivery processes.
2.2 Monitoring,
Evaluating,
Reporting &
Improving
Delivery
MERI
2.2.1: Apply statewide standard indicators to annual condition reporting processes.
4. IMPLEMENTATION – DELIVERY FRAMEWORK
4.1 Integrating
and Targeting
Delivery
Implementation
4.1.1: Continue to advocate for investment programs which support integrated catchment management
outcomes.
4.1.2: Determine the proportion/extent of activities delivered in each Catchment Asset area according to
Regional Asset headline themes to support assessments of integrated delivery outcomes at the landscape
scale.
4.1.3: Promote the availability and application of the RCS Implementation Plan to regional delivery
partners.
4.2 Monitoring,
Evaluation,
Reporting and
Improving
Delivery
Implementation
4.2.1: Identify opportunities for wider application/interpretation of output data standards to deliver
against the region’s annual management reporting requirements.
4.2.2: Establish an inventory of regional monitoring activities/methodologies and consider opportunities
for improving the consistency and application of associated data.
4.2.3: Identify new state and federal scale monitoring activities/data and apply to regional MERI
processes where appropriate.
4.2.4: Develop and publish a regional version of the VCMA’s Actions and Achievements Report to
promote RCS delivery annually.
4.2.5: Change Strategic Action 15.1.1 to – Conduct reviews of Catchment Asset prioritisation outcomes
and the RCS Implementation Plan when substantial information impacting on management action
priorities becomes available.
1. Regional Assets
Regional Assets are key elements of natural, cultural and productive landscapes that apply at a whole-ofregion scale. The Mallee RCS considers nine such Regional Asset classes: Rivers; Wetlands; Threatened
Species, Populations and Communities; Terrestrial Habitat; Soils; Agricultural Land; Groundwater; Culture
and Heritage; and Community Capacity for Natural Resource Management (NRM).
The purpose of this section is to evaluate the currency of information presented by the RCS on each of these
asset classes; and to identify any associated consequences for RCS implementation in both the short (i.e.
2016-19) and longer (i.e. as part of RCS renewal processes) term.
Please note that the information presented on the following Regional Assets has been combined in order to
reduce the amount of material repeated within the Review:


Rivers and Wetlands
Soils and Agricultural Land
Figure 2: Examples of Mallee RCS Regional Assets
1.1 RIVERS AND WETLANDS
The RCS defines the Rivers Regional Asset as ‘rivers, streams, their tributaries, and surrounding riparian land
(the area of land that adjoins, influences, or is influenced by the river), including the floodplain’. Wetlands are
defined as ‘individual wetlands, wetland complexes, and their associated floodplain ecosystems (including
groundwater dependent ecosystems and the groundwater flow systems and aquifers they rely on).’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Rivers and Wetlands Regional
Assets.
Valuing our Rivers and Wetlands
The Mallee Waterway Strategy (2014-22) identifies priority reaches and wetlands for future management
using an Asset Based Approach; facilitating targeted planning and implementation processes to deliver
greatest social, cultural and economic returns on our efforts. Each of these individual waterway assets is
grouped into planning units, termed
Waterway Management Units (MWU’s)
which recognise their interconnectedness
and the commonality of threats impacting
on their values (see Figure 3).
Each
waterway asset occurring within a WMU is
ascribed a priority of ‘high’, ‘medium’, ‘low’,
or ‘additional’ (see Figure 4).
This
prioritisation framework replaces that
outlined in the RCS and is being actively
applied
to
the
development
of
implementation of waterway related
activities in the region.
Figure 3: Waterway Management Units
established by the Mallee Waterway
Strategy (2014-22).
Figure 4: Example of waterway
prioritisation within a Mallee
Waterway Strategy (2014-22)
Waterway Management Unit
(Belsar Yungera).
Recommendations
1.1.1: Apply the Mallee Waterway Strategy prioritisation framework to River and Wetland related
activities.
Strategic Directions for the Management of our Rivers and Wetlands
The RCS acknowledges that regional priorities and management targets will be further informed by
development of the 2014-22 Mallee Waterway Strategy. This document was released in October 2014,
providing a single regional planning document for the management of our
waterways (rivers, creeks, lakes, wetlands) and surrounding riparian
land. This includes Regional Work Plans (RWP’s) for each of the 23
WMU’s (see Figure 3) which detail specific management activities to
address key threats to priority waterways occurring within these
landscapes.
The Mallee Waterway Strategy (2014-22) also represents a key departure
from previous approaches in that it considers both Rivers and Wetlands
within the one planning framework; replacing both the Mallee River
Health Strategy (2006) and the Mallee Wetland Strategy (2006).
Figure 5: Link to Mallee
Waterway Strategy (2014-22)
Several state based strategies and plans have also been released post
2013 which inform waterway management in the region, specifically:



Victorian Floodplain Management Strategy (2016) sets out the roles and responsibilities of government
agencies and authorities involved in flood management. It establishes a framework to facilitate
improved evaluation and communication of flood risks so communities and relevant agencies can take
better-informed action to manage floods. A key action of the Strategy is for Catchment Management
Authorities to develop regional Floodplain Management Strategies in partnership with key stakeholders
(as per RCS strategic action for Rivers Asset).
Water for Victoria (2016) is the State Governments strategic plan for managing water resources into the
future within the context of climate change and population growth. The Plan identifies four landscapes
in the Mallee that represent priorities for future large scale waterway projects; (Merbein Common
wetlands, Lindsay Wallpolla Islands, Belsar Yungera Floodplain, and Kings Billabong – Woorlong
complex. All of which are identified as high priorities in the Mallee Waterway Strategy (2014-22).
Regional Riparian Action Plan is a five-year plan (2015-20) to accelerate on-ground riparian
management works to improve the health of riparian land along Victoria's regional rivers, estuaries and
wetlands. Riparian management activities and associated outcome targets are established for each
catchment management region; aligning with and further prioritising management actions identified in
the associated region’s Waterway Management Strategy. The Mallee is required to develop, implement
and report regional waterway activities delivered by state initiatives in line with this Plan.
Water Resource Plans are currently being developed under the Basin Plan for 36 regions. These Plans will
build on Basin states existing water management plans and will include Water Quality Management Plans,
with two Water Resource Plan areas occurring in the Mallee: Wimmera-Mallee and Victorian Murray.
Regional stakeholders are required to support the development, implementation and review of these Plans,
in partnership with stakeholders from neighboring Victorian regions.
A review of the State Environment Protection Policy in regards to surface and groundwater is also being
undertaken. This review aims to ensure that Victoria has clear and relevant standards, legal rules and
statutory obligations to protect and improve the health of water environments. A Policy Impact Assessment
is expected to be released for public comment in 2017.
Recommendations
1.1.2: Apply Mallee Waterway Strategy Regional Work Plans to River and Wetland related activities.
1.1.3: Where appropriate, integrate the planning, delivery and reporting of River and Wetland
related activities.
1.1.4: Consider integrating River and Wetland Regional Assets into a ‘Waterway’ Asset in future
iterations of the RCS.
1.1.5: Consider the Victorian Floodplain Management Strategy (2016) and the Water for Victoria
(2016) strategy in River and Wetland related activities.
1.1.6: Apply Regional Riparian Action Plan priorities and aspirational targets to River and Wetland
related activities.
1.1.7: Add the following ‘Strategic Action’ to both the Rivers and Wetlands Regional Assets
•
Support the development and implementation of Water Resource Plans for the WimmeraMallee and Victorian Mallee areas.
1.1.8: Once finalised, consider the State Environment Protection Policy (Waters) review in River and
Wetland related activities.
Condition of our Rivers and Wetlands
The RCS applies the Index of Stream Condition (ISC) and the Index of Wetland Condition (IWC) to determine
the condition of regional River and Wetland Assets. While no additional ISC or IWC data has become available
post 2013, recent site-based assessments have identified improvements in the health of landscapes where
both environmental water and targeted threat mitigation activities are being delivered.
For example, long-term monitoring (2006-07 to 2015-16) being conducted at the Hattah Lakes Ramsar site
demonstrates that all measured indicators of environmental condition (i.e. floodplain trees, vegetation
communities, lignum, fish assemblages and waterbirds) have improved significantly as a result of water
application and associated works programs (Henderson M, Freestone F, Vlamis T, Cranston G, Huntley S,
Campbell C and Brown P (2014): The Living Murray Condition Monitoring at Hattah Lakes 2015–16: Part A
– Main Report).
Similarly, regulation of Cowanna Billabong enabled the wetland to be dried and the inundation extent
increased; removing large bodied carp and producing a significant increase in submerged macrophytes
((Murray-Darling Freshwater Research Centre (2016): Vegetation Mapping at Cowanna Billabong.
Unpublished data for the Mallee CMA).
Based on these site based assessments, the most recent (2015-16) condition trend statement for regional
waterways assets is that they are stable to improving.
Further work has also been undertaken to establish a whole of region
monitoring, evaluation, and reporting framework for waterway
management. The Mallee Waterway Strategy Monitoring, Evaluation
and Reporting (MER) Plan (2014-22) was developed to support
adaptive management from planning and implementation to Strategy
completion. The MER plan establishes the framework under which
progress against condition targets (long term), management
outcomes (medium term) and output targets (short term) for
regional waterways will be monitored and reported.
Figure 6: Mallee Waterway Strategy Monitoring, Evaluation and
Reporting Plan (2014-22)
Recommendations
1.1.8: Apply the Mallee Waterway Strategy MER Plan (2014-22) to the monitoring, evaluation and
reporting of River and Wetland related activities.
1.2 THREATENED SPECIES AND COMMUNITIES
The RCS defines the Threatened Species and Communities Regional Asset as ‘Populations of threatened or
significant species; occurrences of threatened communities.’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Threatened Species and
Communities Regional Asset.
Valuing our Threatened Species and Communities
The RCS applies a ‘conservation status’ framework to the prioritisation of the region’s Threatened Species
and Communities assets; with those species at greater risk of extinction being of higher priority. While no
alternative approach to this framework has been investigated or developed since 2013, the specific
species/communities listed at either federal (EPBC Act 1999) or state (FFG Act 1988 or VROTS) level which
occur in the Mallee has been updated as part of the RCS Implementation Plan review process (see Section
4.2).
Strategic Directions for the Management of our Threatened Species and Communities
Limited change in regional, state or federal instruments to inform Threatened Species and Communities
management in the region was identified by this review. It is recognised however that Victoria is currently
preparing a new biodiversity strategy and undertaking a review of the Flora and Fauna Guarantee Act 1988.


Protecting Victoria's Environment - Biodiversity 2036 will establish statewide targets and investment
priorities to support effective management activities and enhanced appreciation of biodiversity, within
the context of a changing climate. Public consultation on a draft plan closed in May 2016, with release
of the final expected to occur in 2017.
Review of the Flora and Fauna Guarantee Act 1988 is currently underway with a consultation paper
released for public comment in January 2017. The overarching aims of this review is to improve the
effectiveness and efficiency of the Act within the context of new environmental conditions (e.g. climate
change and population growth), to increase public participation, and to reflect partnerships with
Traditional Owners.
Recommendations
1.2.1: Once finalised, consider the new state biodiversity strategy ‘Protecting Victoria's
Environment - Biodiversity 2036’ and any changes to the Flora and Fauna Guarantee Act in
Threatened Species and Communities related activities.
Condition of our Threatened Species and Communities
The RCS recognises the complexities of providing an evidence based statement on the current condition or
any trends in condition of this Asset. To help address this, it recommends that proxy condition indicators
are developed using data that is available on ‘representative’ species and/or communities (i.e. their presence
and population structure reflects the health of other species/communities that may rely on the same
habitat).
This approach has been progressed over the 2013-16 period, with the most recent (2015-16) condition trend
statement for regional Threatened Species and Communities assets being that they are generally in
moderate to poor condition and some are in decline within their constrained ranges. An overview of the
studies on which this statement is based is provided below.
A study of semi-arid woodland birds found the number of woodland blocks where White-browed
Treecreepers (Climacteris affinis) were present had fallen from 2006 to 2011 (Hurley 2012).
Similarly, a recent study on the Arid Bronze Azure Butterfly revealed that there was no evidence of the
butterfly within the formerly occupied area of Pink Lakes. This suggests that the distribution of the butterfly
may have contracted, with the remaining known populations restricted to Hattah-Kulkyne National Park and
adjacent freehold land (Douglas, F (2012): The distribution and conservation of the Arid Bronze Azure
Butterfly in the Mallee area of north-western Victoria. Unpublished report for the Mallee CMA).
Furthermore, the loss of Black-eared miner habitat after the 2014 Bronzewing Flora and Fauna reserve fire
has reduced the range of this species to just one site in Victoria, Murray-Sunset National Park; making them
extremely vulnerable to any future pressures (Boulton, R : Unpublished).
Threat mitigation actions to support specific species have however been shown to be effective in the Mallee.
For example, Pine Plains in Wyperfeld National Park supports the largest known population of Major
Mitchell’s Cockatoo; providing key habitat of Slender Cypress Pine trees that are around 170 years old and
have cavities large enough for nesting. As a consequence of the 2014 fires in Pine Plains, 93% of these hollow
bearing trees were lost. Subsequent works to ‘create’ cavities within suitable habitat is currently sustaining
the Major Mitchell’s Cockatoo population in Pine Plains at 2013 levels (Hurley, V.G. and E.M. Stark (2015)
Characteristics and uptake of simulated natural cavities for Major Mitchell’s Cockatoo in Slender Cypresspine. Department of Environment, Land, Water and Planning, Mildura).
A further example is the delivery of environmental water to Brickworks Billabong in 2013 and 2015,
specifically to support a translocation site for Murray Hardyhead. Following their release in March 2015,
monitoring has determined that the relocated fish are successfully breeding, with juveniles estimated to be
2-3 months old detected (Murray-Darling Freshwater Research Centre (2015): Murray Hardyhead
translocation. Unpublished data for the Mallee CMA).
The ability of some species to respond to favourable conditions is also an important consideration when
assessing the condition of these Regional Assets. Long-term monitoring of Malleefowl mounds in Victoria
has shown breeding numbers in 2012 were higher than at any time in the past, a response to good rains and
maturing habitat. Numbers have declined significantly over following years however as a result of ongoing
dry winter conditions; with numbers at several Mallee sites in 2015 being lower than all but the drought
year of 2002 (Benshemesh J, Stokie P: Malleefowl monitoring in Victoria: 2012-13, 2013-14, 2014-15, 201516. Unpublished reports to the Victorian Malleefowl Recovery Group). Similarly, the exceptionally wet
spring/summer of 2010-11 facilitated an increase in the regeneration of many flora species, with studies
identifying some good recovery for several threatened shrubs including the Desert Lantern, Sandhill Spurge,
Bush Hibiscus and Spear-fruit Copperburr (Kenny et al 2012).
While the above represents an advance from 2013, further monitoring and development of these proxy
indicators is still required to better evaluate the impact of both investment and environmental conditions
on the overall condition of Threatened Species and Communities assets.
1.3 TERRESTRIAL HABITAT
The RCS defines the Terrestrial Habitat Regional Asset as ‘Individual ecological classes or spatial occurrences
of ecological vegetation classes based on their intrinsic value to their contribution to landscape processes.’
Key strategic, policy and knowledge that have occurred since the Mallee RCS was released, and which require
consideration and/or application in the remaining three years of implementation (2017-19) have been
identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Terrestrial Habitat Asset.
Valuing our Terrestrial Habitat
The RCS applies the DELWP NaturePrint model to determine the relative contribution (and therefore
priority) of vegetated areas to the full range of biodiversity values and biodiversity conservation in a statewide context. An updated version (v3) of this planning tool was completed post RCS release (see Figure 7);
the key change being the incorporation of additional species records and subsequent improvements in
species habitat distribution models.
This prioritisation framework replaces that outlined in the RCS and is being actively applied to the
development of implementation of Terrestrial Habitat related activities in the region
Figure 7: Relative priority of Terrestrial Habitat
Assets – NaturePrint Version 3 (State of Victoria
2014)
Recommendations
1.3.1: Apply the updated NaturePrint spatial models (version 3) to Terrestrial Habitat related
activities.
Strategic Directions for the Management of our Terrestrial Habitat
The RCS acknowledges that regional priorities and management actions will be further informed by
development of the review and renewal of the Mallee Native Vegetation Plan and the development of an
accompanying Regional Biolinks Plan. While no progress has been made at
either the state or regional scale in regards to the Native Vegetation Plan, a
Mallee Biolinks Plan was developed in 2016 as a component of the Mallee
Natural Resource Management Plan for Climate Change (2016-19).
Figure 8: Link to Mallee Natural Resource Management Plan for Climate
Change (2016-19).
The Biolinks Plan identifies five priority areas or landscapes that collective
experience and science to date suggests are the best places to for
biodiversity linkages between two or more Catchment Assets (see Section
2.1Error! Reference source not found.). Priority of intervention for
otential management actions are detailed for each of the five priority
corridor areas, providing the basis on which to identify, plan and implement
Terrestrial Habitat related activities in the Mallee.
While limited change in state or federal instruments to inform Terrestrial Habitat management in the region
was identified by this review, it is recognised that Victoria is currently progressing the following strategic
and regulatory frameworks:


Protecting Victoria's Environment - Biodiversity 2036 will establish statewide targets and investment
priorities to support effective management activities and enhanced appreciation of biodiversity, within
the context of a changing climate. Public consultation on a draft plan closed in May 2016, with release
of the final expected to occur in 2017.
Review of the Flora and Fauna Guarantee Act 1988 is currently underway with a consultation paper
released for public comment in January 2017. The overarching aims of this review is to improve the
effectiveness and efficiency of the Act within the context of new environmental conditions (e.g. climate
change and population growth), to increase public participation, and to reflect partnerships with
Traditional Owners.

Review of Native Vegetation Clearing Regulations is currently underway with public consultation on an
outcomes paper closing in February 2017 and implementation of regulatory changes expected to occur
from March 2017. These proposed changes aim to provide for better consideration of important
biodiversity values in decision making (e.g. key habitats for dispersed rare or threatened species, large
trees), result in fairer offset obligations for removal of scattered trees, by acknowledging the greater
habitat values of large trees, and reducing the offset requirements for smaller trees, and to provide
greater transparency.
Recommendations
1.3.2: Apply Mallee Biolink Plan (2016-19) priorities to Terrestrial Habitat related activities.
1.3.3: Once finalised, consider the new state biodiversity strategy ‘Protecting Victoria's
Environment - Biodiversity 2036’ and any changes to the Flora and Fauna Guarantee Act and Native
Vegetation Clearing Regulations in Terrestrial Habitat related activities.
Condition of our Terrestrial Habitat
The RCS evaluated the condition of Terrestrial Habitat in the region using state-wide modelled data (Site
Condition Assessment and Patch-based Landscape Context Assessment) that provides a ‘relative condition
score’ for native vegetation.
While this modelled data has not been reproduced since 2013, recent site-based assessments indicate that
trends in measures of the region’s terrestrial assets remain largely stable to improving.
For example, trends in measures of condition within major parks and reserves remain stable, if not slightly
improving, as a result of the removal of grazing over 20 years ago and some large rainfall events experienced
in the region. This finding provides a good indication of the timeframe required for the recovery and
restoration of Mallee habitats following the removal of grazing.
Surveys conducted in 2012 reported that semi-arid, non-eucalypt woodlands in Mallee national parks and
reserves were mostly in average condition, with a low rate of recruitment (Kenny S, Moxham C, Cheal D
(2012). Mapping of the condition of semi-arid non-eucalypt woodlands in high priority national parks and
reserves. Unpublished report for the Mallee CMA).
A re-assessment of woodland condition conducted within ecologically important areas impacted by the 2014
fire events found that while there was a significant reduction in tree cover, the presence of regrowth had
increased significantly since the initial assessment. This was attributed to several factors including the boom
in natural regrowth after the La Nina of 2010-11, a high standard of rabbit control, and the position of pine
regrowth in the landscape (i.e. on sandy dunes with little ground fuel meaning that often only the edges of
regrowth areas were impacted by fire) (Schneider K. Parks Victoria: Based on Galey, B (2014) ‘Re-evaluation
of the post-bushfire relative condition of non-eucalypt woodlands in Pine Plains-Wyperfeld NP using highresolution infra-red imagery’. Unpublished report for the DEPI and Parks Victoria).
Within the more fragmented areas of the landscape, remnant vegetation subjected to interventions has also
remained generally stable. For example, work to quantify the impact of stock exclusion fencing on remnants
found that sites ungrazed for five years had improvements in native vegetation condition. These included an
increase in the total cover of native species, perennial species and native shrubs, litter, and to a lesser extent
native grass and tree canopy cover. These changes did not occur in the long ungrazed reference sites, and
therefore may be attributed to recovery following stock exclusion fencing. Species richness declined over the
monitoring period in both the recently ungrazed ‘fenced’ sites and the long ungrazed reference sites,
indicating that factors other than the management intervention may be influencing vegetation composition
(e.g. rainfall variability and seed availability) (Moxham, C., Kenny, S., and Duncan M. Arthur Rylah Institute
for Environmental Research (2016); Quantifying the impact of land management practices on priority
remnant vegetation across the dryland Mallee landscape: five year monitoring. Report for the Mallee CMA).
It is also recognised that due to continuing threatening processes, declines in some measures of condition
would be expected within many remnants, especially those where threat mitigation actions have not
occurred.
1.4 SOILS AND AGRICULTURAL LAND
The RCS defines the Soils Regional Asset as ‘All soils in our region regardless of the tenure and type of land
systems to which they are subject.’ The Agricultural Land Regional Asset is defined as ‘all parts of the landscape
that have been developed for the purpose of dryland and irrigated agricultural production.’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Soils and Agricultural Land
Regional Assets.
Valuing our Soils and Agricultural Land
The RCS identifies that no criteria are available to differentiate the relative value of the region’s soil and
agricultural assets. As such they are considered a ‘dispersed’ asset of equal value for the purposes of the
RCS. This approach still holds, with the prioritisation and targeting of management actions continuing to
rely on assessments of risk likelihood and impact.
Within this context, the identification of changes in Agricultural Land
management and associated productivity continue to be undertaken by the
region. Overall, data continues to suggests an increasing trend in both the
area of irrigable land irrigated and the area of productive land (dryland)
cropped or in pasture over time.
Of particular note is the 2015 Irrigated Horticulture Crop Report which
applied updated satellite imagery and spatial information to support
further assessment of irrigation areas in the Mallee region and
demonstrated the dynamics of changes in irrigation areas, crop type and
watering systems. A key finding of the published Crop Report was that nut
crops (99% represented by almonds) have superseded grapes as the
dominant crop type grown in the Mallee region for the first time since
soldier settlement.
Figure 9: Link to 2015 Irrigated Horticulture Crop Report (June 2016)
Strategic Directions for the Management of our Soils and Agricultural Land
A National Soil Research, Development and Extension Strategy - 'Securing Australia’s soil for profitable
industries and healthy landscapes' was released in 2014; establishing goals, strategic direction, priority
actions, and roles and responsibilities for future RD&E activities.
Several regional, state or federal instruments to inform Soils or Agricultural Land management are also
currently being reviewed and/or developed:







Development of a Mallee Sustainable Agriculture Strategy is underway to provide a single planning
document for the management of dryland agricultural land by establishing regional priorities and
targets. It is anticipated that this Strategy will be completed in 2017 and ultimately feed into a
broader Mallee Soil Health Plan to encompass both public and private land tenure. This is identified
as a strategic action in the RCS.
Review of the Victorian Mallee Irrigation Region Land and Water Management Plan (2011)
commenced in 2016 to identify the successes or otherwise of the Plan’s implementation to date,
predominantly in terms of the performance against targets; and the impact of any changes in the
policy landscape that inform the framework under which the Plan is delivered. This work represents
a mid-term review of the Plan, with timeframes regarding Plan renewal still to be determined by
DELWP.
Review of the Victorian Soil Health Strategy – ‘Protecting soil health for environmental values on
public and private land’ (2012) has commenced (timelines for finalisation are not currently known).
Water for Victoria (2016) is the State Governments strategic plan for managing water resources into
the future within the context of climate change and population growth. The Plan identifies specific
actions for Mallee irrigated agriculture.
Water Resource Plans are currently being developed under the Basin Plan for 36 regions. These
Plans will build on Basin states existing water management plans and will include Water Quality
Management Plans, with two Water Resource Plan areas occurring in the Mallee: Wimmera-Mallee
and Victorian Murray.
Regional stakeholders are required to support the development,
implementation and review of these Plans, in partnership with stakeholders from neighbouring
Victorian regions.
A review of the State Environment Protection Policy in regards to surface and groundwater is also
being undertaken. This review aims to ensure that Victoria has clear and relevant standards, legal
rules and statutory obligations to protect and improve the health of water environments. A Policy
Impact Assessment is expected to be released for public comment in 2017.
Murray-Darling Basin - Basin Salinity Management 2030 (2015) replaces the Basin salinity
management strategy (2001-2015) to establish a co-ordinated program of salinity management for
the next 15 years. The focus of BSM2030 is to:
o maintain the cap on salinity through the existing Basin Salinity Target and the existing
accountability framework;
o bring environmental water fully into the accountability framework;
o support Basin Plan flow management obligations to have regard to the salinity targets for
managing water flows;
o support basin states managing salinity in their catchments through their land and water
management plans and be consistent with their Basin Plan water resource plan obligations;
and
o
develop fit-for-purpose governance arrangements which reduce the frequency of audit,
reporting and reviews.
Recommendations
1.4.1: Consider the National Soil Research, Development and Extension Strategy (2014) in Soils and
Agricultural Land related activities.
1.4.2: Once finalised, incorporate outcomes of the Victorian Mallee Irrigation Region Land and
Water Management Plan (2011) review into Soils and Agricultural Land related activities.
1.4.3: Once finalised, consider the Victorian Soil Health Strategy (2012) review outcomes in Soils
and Agricultural Land related activities.
1.4.4: Consider the Water for Victoria (2016) strategy in River and Wetland related activities.
1.4.5: Support the development and implementation of Water Resource Plans in the region as part of
Recommendation1.1.7.
1.4.6: Once finalised, consider the State Environment Protection Policy (Waters) review in Irrigated
Agriculture related activities.
1.4.7: Consider the Basin Salinity Management 2030 strategy (2015) in Soils and Agricultural Land
related activities.
Condition of our Soils and Agricultural Land
The RCS considers the condition of the regions Soils, Agricultural Land and Groundwater assets to be stable
to improving. This is supported by information that has become available in the ensuing (2013-16) period.
For example, widespread changes in dryland agricultural management practices over recent years continues
to dramatically reduce the risk, incidence and severity of soil erosion. The use of conventional fallow, for
instance, has been reduced considerably, from between 30% to 50% of monitored sites in the 1990s to an
average of around 10% over the past five years. A practice change which has significantly increased
vegetation cover, soil aggregation and overall soil stability (Mallee Soil Erosion and Land Management
Survey).
Assessing land health condition in relation to irrigation principally relies on the region’s established
modelling platforms, which in turn directly rely on groundwater and surface water monitoring data inputs.
Data collected in the last five years suggest the long-term observed downward trends in drainage outfalls to
the Murray River and its environs, and groundwater mounds beneath the older irrigation areas, are
continuing. The 2010-11 high record breaking rainfall season provided a brief diversion to these longer term
trends in some areas. Observations in the 2015-16 period indicate the surface water drainage flows and
regional groundwater levels have mostly resumed the downward trend; with some drainage catchments
resuming flows representative of those observed in the early 2000s.
Towards the end of the Millennium drought, large tracts of irrigated land were dried off in response to low
water allocations, high water prices and adverse economic conditions. These areas were often left covered
with dead plantings which can harbour pest plant and animal populations and increase biosecurity risks.
The extent of dried-off areas peaked in 2010-11, encompassing some 5,158ha or 29% of irrigable land within
the pumped irrigation districts. In 2015 this had decreased to 4,180ha or 24% of pumped districts not
irrigated. Of the total area that remains dried-off from irrigation within the pumped irrigation districts, 50%
is being actively managed through clearing, regular slashing or conversion to horse paddocks. However, 30%
of the total remains covered in dead and dying plantings.
1.5 GROUNDWATER
The RCS defines the Groundwater Regional Asset as ‘groundwater resources within the Mallee that are utilised
for human use such as irrigation or stock and domestic water supplies.’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Groundwater Regional Asset.
Valuing our Groundwater
As detailed in the RCS, the Murray Group Limestone Aquifer is the only recognised Groundwater Asset in the
region. With its value being linked to the social and economic services it provides to the local community and
rural landholders. This review did not identify any additional information to that applied in developing this
section of the RCS.
Strategic Directions for the Management of our Groundwater
The Murray Group Limestone Aquifer is managed in accordance with the Murrayville Area Groundwater
Management Plan (2001). This plan is currently being reviewed and renewed as the Murrayville Local
Management Plan to ensure that groundwater in the area is managed in accordance with current Victorian
government policy. It is anticipated that the Plan will be released in early 2017.
Water Resource Plans are currently being developed under the Basin Plan for 36 regions. These Plans will
build on Basin states existing water management plans and will include Water Quality Management Plans,
with two Water Resource Plan areas occurring in the Mallee: Wimmera-Mallee and Victorian Murray. With
the Murrayville Groundwater Management Area occurring within the boundary for the Wimmera Mallee
Plan. Regional stakeholders are required to support the development, implementation and review of these
Plans, in partnership with stakeholders from neighbouring Victorian regions.
Recommendations
1.5.1: Once finalised, apply the Murrayville Local Management Plan to Groundwater related
activities.
1.5.2: Support the development and implementation of Water Resource Plans in the region as part of
Recommendation1.1.7.
Condition of our Groundwater
Under the Water Act 1989, the land area over the Murray Group Limestone Aquifer was declared a Water
Supply Protection Area (WSPA) in 1998. The subsequent implementation of the Murrayville Area
Groundwater Management Plan (GMP) from 2001 requires ongoing monitoring of groundwater levels,
salinity and metered extraction; providing detailed information on groundwater condition and trends.
The RCS identifies that while there was some variability over previous years, asset condition is relatively
stable. More recent data supports this with the current levels within the permissible consumptive volumes
for the Murrayville Groundwater Management Area. In 2015, metered extraction was 1,400ML more than
recorded in 2014, however, the seasonal drawdown and subsequent recovery was similar to that observed
in 2013/14. Salinity levels have remained relatively stable throughout the WSPA (GWMWater, (2015)
Murrayville Water Supply Protection Area Groundwater Management Plan, Annual Report 2014/15).
1.6 CULTURE AND HERITAGE
The RCS defines the Culture and Heritage Regional Asset as ‘locations that have recognised cultural, historical
or spiritual significance to all or part of the Mallee community and/or the Australian community.’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Culture and Heritage Regional
Asset.
Valuing our Culture and Heritage
The RCS identifies that no criteria are available to differentiate the relative value of the region’s culturally
significant locations. As such all recognised sites are afforded equal value for the purposed of the RCS. This
approach still holds, with the prioritisation and targeting of management actions continuing to rely on
assessments of risk likelihood and impact.
Strategic Directions for the Management of our Culture and Heritage
Several state based policy instruments have also been released post 2013 which inform Culture and Heritage
management in the region, specifically:




The Aboriginal Heritage Act 2016 Amendment established a range of reforms to the 2006 Act in regards
to:
 Preliminary Aboriginal Heritage Tests;
 Aboriginal Cultural Heritage Land Management Agreements; and
 The registering of Aboriginal Intangible Heritage.
Barengi Gadjin Land Council Aboriginal Corporation area of registration was extended in October 2013
and a remaining application area is currently being considered (see Figure 10).
First People of the Millewa-Mallee Aboriginal Corporation submitted an application for registration as
a Registered Aboriginal Party in January 2016 (see Figure 10). This application is currently under
consideration.
Wadi Wadi Wemba Wamba Barapa Barapa First Nations Aboriginal Corporation submitted an
application for registration as a Registered Aboriginal Party in August 2014 (see Figure 9). This
application is currently under consideration.
Recommendations
1.6.1: Consider 2016 amendments to the Aboriginal Heritage Act (2006) in Culture and
Heritage related activities.
1.6.2: Recognise Registered Aboriginal Parties, Registered Aboriginal Applicants and
associated management areas in Culture and Heritage activities.
Figure 10: Registered Aboriginal Parties and Registered Aboriginal Party Applicants.
Condition of our Culture and Heritage
The RCS recognises the complexities of providing an evidence based statement on the current condition or
any trends in condition of this Asset. To help address this, it recommends that proxy condition indicators
are developed using data from the Victorian Heritage Databases and Cultural Heritage Management Plans.
This is based on the assumption that recognition under these instruments affords some level of protection.
This review identified that limited progress has been made in the application of this approach over the 201316 period. Additional culturally significant sites are identified and/or registered on an ongoing basis.
Regular reviews of regional changes are required to inform regional planning and delivery processes; and
ultimately to enable the development of condition statements and the identification of trends.
Recommendations
1.6.3: Report annually on changes in the number of culturally significant sites recognised in
the region.
1.7 COMMUNITY CAPACITY FOR NRM
The RCS defines the Community Capacity for NRM Regional Asset as ‘the inherent knowledge, understanding
and willingness that the community has for effective and sustainable natural resource management.’
Key strategic, policy and knowledge changes that have occurred since the Mallee RCS was released, and
which require consideration and/or application in the remaining three years of implementation (2017-19)
have been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below according to RCS subheadings for the Community Capacity for NRM
Regional Asset.
Valuing our Community’s Capacity for NRM
The RCS identifies that no criteria are available to differentiate the relative value of our Communities
Capacity for NRM. As such all components of this Asset are afforded equal value for the purposes of the RCS.
This approach still holds, with the prioritisation and targeting of management actions continuing to rely on
assessments of risk likelihood and impact.
Strategic Directions for the Management of our Community’s Capacity for NRM
A key policy change which occurred post 2013 to inform Community Capacity for NRM activities was the
release of the Our Catchments, Our Communities - Integrated Catchment Management in Victoria (2016-19),
This statewide strategy was developed by DELWP and the ten Catchment Management Authorities to
establish a framework under which catchment management is planned, delivered and reported. Priority
actions and associated success measures are set out under five goals:





Effective community engagement in catchment management;
Better connections between state, regional and local planning;
Strengthened implementation of Regional Catchment Strategies;
Clearer roles, strengthened accountability and coordination; and
Improved monitoring, evaluation and reporting.
Figure 11: Link to Our Catchments, Our Communities (2016-19)
A number of regional strategies and plans relating to Community
Capacity for NRM have also been developed over the 2013-2019
timeframe, specifically.


Mallee Regional Landcare Support Strategy (2013-18) establishes
a strategic planning and investment framework to support the
development and capacity building of Landcare and other communitybased NRM groups in the region.
Mallee CMA Indigenous Participation (2016) establishes objectives and targets to increase and enhance
Indigenous involvement in the planning and delivery of regional NRM activities.
A Reconciliation Action Plan is also being developed to help formalize existing strategies and build on already
established partnerships between the Mallee CMA, Traditional Owners and Aboriginal Community members.
Recommendations
1.7.1: Consider the Our Catchments, Our Communities (2016-19) Strategy in Community
Capacity for NRM related activities.
1.7.2: Add the following strategic actions to the Community Capacity for NRM Regional
Asset
•
Implement and review the Mallee Regional Landcare Support Strategy.
•
Implement and review the Mallee CMA Indigenous Participation Plan,
Condition of our Community’s Capacity for NRM
The RCS recognised that no regional scale baseline information existed at that time on which to make an
assessment of the current condition of Community Capacity for NRM and recommends that this gap is
addressed as part of RCS delivery.
Significant progress has been made over the ensuing (2013-16) period, with the development of a Regional
Community Capacity Monitoring Tool. This tool provides a measurable and repeatable assessment of the
condition of community capacity for natural resource management at
a regional scale. It is based on the Rural Livelihoods Framework, which
identifies Community Capacity for NRM as a combination of human,
social, natural, physical and financial capital. Scoring criteria have been
assigned to each measure identified across the five categories of
capital. Based on the data, each measure is scored on a five-point scale,
where one indicates ‘low capacity’ and five indicates ‘high capacity’.
Figure 12: Link to Mallee Regional Community Capacity for NRM Detailed Condition Report (2013)
The Regional Community Capacity Tool was applied during 2012-13 to
collect baseline data from which scores for each of the five capitals
were assigned. This assessment indicated that, overall, our community
has ‘medium’ levels of capacity for natural resource management in
the region (RMCG (2013) Mallee Regional Community Capacity for
NRM: Detailed Condition Report).
While trends in overall community capacity cannot be determined until the tool is re-applied, evaluation
surveys undertaken for all engagement activities as part of the Targeted Community Capacity for NRM
monitoring tool provide assessments on their ‘effectiveness’ and some measures of community capacity. For
example, in 2015-16 there were 8,556 participants at Mallee CMA engagement activities (e.g. workshops,
field days, meetings). Of those surveyed 64% rated the overall delivery of these activities as excellent, and
29% as good. In regards to their primary motivations for participating, 59% cited ‘learning about a topic’,
and a further 18% as ‘maintaining/strengthening social connections or professional networks’.
Members of Mallee CMA Community and Technical Advisory Committees rated the overall delivery of
information at their meetings as being excellent (58%) or good (42%). Opportunities to provide feedback
were also rated highly (60% excellent, 31% good); with 85% reporting that they have a high level of
confidence that the feedback and advice they provided was being listened to and acted on.
Participants in Mallee CMA tender and incentive programs identified a ‘desire to contribute to the general
environmental management of the region’ (39%) and ‘addressing priorities within my Farm Plan’ as their
primary reasons for participating. The level of communications and support they received through these
programs was rated as either excellent (39%) or good (48%); with 92% likely to apply for similar programs
in the future.
The region also has many examples of individual programs that have helped deliver increased capacity for
NRM within their specific target audience. One of the most successful of these has been the Environmental
Management Action Planning Program (EMAP). Since commencing in 2005, EMAP has supported some 644
farm businesses, representing 1.25 million ha or over 50% of agricultural land in the region to develop whole
farm environmental plans. Some 131 workshops have been delivered across 11 target areas to support
landholders plan and carry out works to increase sustainability, productivity and profitability as well as
develop action plans specific to their property. To date participants have collectively identified and mapped
9,069 works, covering 201,660ha (Mallee CMA (2016). Environmental Management Action Planning.
Unpublished data).
Based on these results, the most recent (2015-16) condition trend statement for the region’s Community
Capacity for NRM asset is that it is improving.
It is also noted however that the Targeted Community Capacity Monitoring Tool is only applied to capacity
building events that are delivered through funding received by the Mallee CMA, meaning that the impact of
a significant number of activities designed to build capacity are not being captured. This has been recognised
as a key gap in the application of the RCS MERI framework (see Section 4), as the extent of regional delivery
not being captured is expected to be significant.
2. Delivery Framework
The RCS sets out a framework for integrating and targeting the delivery of actions to ensure that available
resources are applied effectively and efficiently. Twenty individual target areas of Catchment Assets are
identified which group Regional Assets into significant landscapes for priority attention.
A Monitoring, Evaluation, Reporting and Improvement (MERI) framework was also established by the RCS
to form the basis of effective review and reporting processes.
The purpose of this section is to evaluate the currency of information presented by the RCS on these
frameworks; and to identify any associated consequences for RCS implementation in both the short (i.e.
2016-19) and longer (i.e. as part of RCS renewal processes) term.
Figure 13: Examples of assets occurring within the Avoca Basin Terminal Lakes System and Creeklines
Catchment priority landscape (Catchment Asset).
2.1 INTEGRATING AND TARGETING DELIVERY
Key strategic and knowledge changes that have occurred since the Mallee RCS was released, and which
require consideration and/or application in the remaining three years of implementation (2017-19) have
been identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below.
Integrating Delivery
This review did not identify any new information relevant to this section of the RCS that should be considered
in future (2013-19) implementation.
Targeting Delivery
The RCS identified the need to prioritise each of the region’s Catchment Assets based on assessments of their
environmental, social and economic value; the severity of threatening processes; and the availability of
effective interventions. While these assessments of each Catchment Asset have been undertaken, they have
not been ranked in order of priority. This decision was based on the learning that the asset x threat x
intervention interactions occurring within each Catchment Asset are extremely complex, and while their
relative values within the landscape can be differentiated; cross landscape (i.e. Catchment Asset) application
was not practical.
This review has recognised the validity of this modified approach as it has supported the level of flexibility
required when developing and delivering NRM programs and projects. That is, the specific priority landscape
(Catchment Asset) that resources are directed to can based on assessments of investor priorities, existing
co-investment, gap analyses, local priorities and stakeholder capacity. The specific management
interventions that are a priority for delivery within the selected landscape are then informed by asset x threat
x intervention assessments (see Figure 14) which have considered:




the value of Regional Assets occurring within the landscape, or landscapes that the specific corridor
intersect with;
the priority to address a threatening process to those values;
the capacity of the management action to address the threatening process; and
the level of investment (in both of time and money) required to exercise that capacity.
Development of the Mallee Natural Resource Management Plan for Climate Change (2016-19) built on the
RCS’s targeted delivery framework by identifying five priority areas or landscapes that collective experience
and science to date suggests are the best places for biodiversity linkages between two or more Catchment
Assets. The specific management interventions that are a priority for delivery within each of these corridors
were also identified by applying the asset x threat x intervention assessment process detailed above (see
Figure 15).
Recommendations
2.1.1: Apply priority corridors identified by the Mallee Natural Resource Management Plan
for Climate Change (2016-19) to targeted delivery processes.
Figure 14: Priority of action for interventions within each of the 17 biophysical Catchment Assets.
Figure 15: Priority of action for interventions within each of the 5 Priority Corridors.
2.2 MERI FRAMEWORK
Key strategic and knowledge changes that have occurred since the Mallee RCS was released, and which require
consideration and/or application in the remaining three years of implementation (2017-19) have been
identified through consultation with regional stakeholders. Detail on these and any associated
recommendations is provided below.
MERI
The ten Victorian CMA’s, DELWP and the Victorian Catchment Management Council (VCMC) have developed
a set of ‘standard’ indicators for annual reporting on the condition of catchments. These indicators establish
a framework on which to base assessments of the region’s environment; the impact of annual actions
(management) and extreme events; and any observed change in condition.
Indicators have been established under five themes; waterways, biodiversity, land, coasts and community.
Assessments use the criteria detailed in Table 8 and are based on available science, expert advice, and
evidence gained during the preceding year.
Table 8: Assessment criteria developed for annual condition reporting.
Assessment Criteria
1. Positive
An optimistic future with evidence that events during the year will
have a positive impact on the longer term.
2. Neutral
A largely neutral state, where events during the year may have been
significant but are within expected variation and will have little
impact in the longer term.
3. Concerned
A level of concern that significant events during the year may have
an adverse impact in the longer term.
4. Highly
concerned
A high level of concern that significant events during the year are
likely to have an adverse impact in the longer term.
Recommendations
2.2.1: Apply statewide standard indicators to annual condition reporting processes.
Program Logic
This review did not identify any new information relevant to this section of the RCS that should be considered
in future (2013-19) implementation.
3. Implementation - Regional Assets
The Mallee RCS (2013-19) sets an aspirational vision for the management of our natural, cultural and
productive landscapes; long term (20 year) objectives for the condition of assets within these landscapes; and
the short-term (6 year) strategic actions required to achieve these objectives.
The purpose of this section is to report progress against the strategic actions set for each of the RCS’s nine
Regional Assets and their associated management actions.
Please note that Regional Asset information is presented under five ‘headline’ themes (see Table 9) in order
to reduce the amount of material repeated within the Review:
Table 9: Headline theme, Regional Asset and definition
Headline
theme
RCS Regional Asset
Definition
Waterways
Rivers
Rivers, streams, their tributaries, and surrounding
riparian land (including the floodplain).
Wetlands
Individual wetlands, wetland complexes, and their
associated floodplain ecosystems (including groundwater
dependent ecosystems and the groundwater flow systems
and aquifers they are reliant on).
Threatened
species and
communities
Threatened species
and communities
Populations of threatened or significant species;
occurrences of threatened communities.
Terrestrial
habitat
Terrestrial habitat
Individual ecological classes or spatial occurrences of
ecological vegetation classes based on their intrinsic value
to their contribution to landscape processes (e.g.
connectivity, refugia, buffering etc.).
Soils and
agriculture
Soils
All soils regardless of their tenure and type of land system
to which they are subject.
Agricultural land
All parts of the landscape that have been developed for
the purpose of agricultural production.
Groundwater
Groundwater resources that are utilised for human use
such as irrigation or stock and domestic water supply.
Community capacity
for NRM
The inherent knowledge, understanding and willingness
that the community has for effective and sustainable
natural resource management.
Culture and heritage
Locations that have recognised cultural, historical or
spiritual significance to all or part of the Mallee and/ or
Australian community.
Community
capacity for
NRM
Figure 16 illustrates the spatial distribution of outputs delivered under each of these headline themes
between 2013 and 2016. Please note that these only represent those outputs achieved under funding received
by the Mallee CMA. It does not include activities delivered by regional NRM providers where the funding for
those activities was not provided by the CMA. This has been recognised as a key gap in the application of the
RCS MERI framework (see Section 4), as the extent of regional delivery not being captured is expected to be
significant.
The specific output types and quantities delivered against each headline theme are detailed in the following
sections.
Figure 16: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes.
3.1 WATERWAYS
The RCS sets the long term (20 year) objective for River and Wetland management in the Mallee as being ‘to
protect and enhance the environmental values of the Mallee’s watercourses, wetlands, and associated riparian
ecosystems and, in turn, the social, economic and environmental services that they provide to the community’.
This review rated 2013-16 progress against this objective as being ‘very good’ (using a five point scale of
excellent, very good, good, poor and very poor). This qualitative assessment was based on stakeholder
consideration of the proportion of strategic actions delivered against to date, and the scale/impact of
associated on-ground actions.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for
waterway assets is summarised in Table 10. Additional actions recommended for inclusion by this review
have also been included for future reference.
Table 10: Progress against RCS Strategic Actions for Waterways
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
1.1.1. Review the Mallee River Health
Strategy, and the Mallee Wetland
Strategy; and develop and implement
the Mallee Regional Waterway Strategy.
Mallee River Health Strategy (2008) review completed
2013.
Mallee Wetland Strategy (2006) review completed 2013.
Mallee Waterway Strategy released October 2014 - two
years into 8 year (2014-22) implementation phase.
Regional priorities considered in the development of
relevant funding bids and subsequent implementation.
Significant progress being made against regional
management targets.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
1.1.2. Review, update and implement the
Mallee Floodplain Management Plan.
Mallee Regional Floodplain Strategy (2001) review
completed 2016.
Mallee Floodplain Management Strategy under development
- due for completion in December 2017.
1.1.3. Continue to implement actions
from the Northern and Western Region
Sustainable Water Strategies that apply
to Mallee rivers and riparian
ecosystems.
Ongoing delivery against relevant actions assumed – not
actively monitored or reported at regional scale.
1.1.4. Support the development and
implementation of Water Resource Plans
for the Wimmera-Mallee and Victorian
Mallee areas (new – see Section 1.1).
Wimmera-Mallee Water Resource Plan under development due for completion in January 2018.
Management
Key management outputs and associated activities delivered in 2013-16 for the protection and enhancement
of the region’s priority waterway assets are reported in Table 11. The categories under which these are
reported align with the DELWP Output Data Standard (2015).
Regional stakeholders engaged in the planning and delivery of these waterway related outputs included
Mallee CMA, DELWP, Parks Victoria, water authorities, local government, Landcare and other community
based NRM groups, Indigenous community, and private land managers.
Table 11: Waterway management outputs and activities delivered under funding received by the Mallee CMA.
Output
Activity
Unit
2013-16
Delivery
Crossing
Install
No.
9
Earth works
Establish
No.
35
Fence/Bollards
Install, maintain, remove, replace
Km.
49
Pest animal control
Maintain
Ha.
72,076
Pump
Establish, maintain
No.
35
Road/Trail
Install, maintain, modify
Km.
155
Rubbish removal
Establish
Ha.
141
Vegetation (native indigenous)
Establish, maintain
Ha.
33
Water regime
Deliver, dewater
No.
147
Waterway structure
Install, maintain
No.
44
Weed control
Maintain
Ha.
12,991
3.2 THREATENED SPECIES AND COMMUNITIES
The RCS sets the long term (20 year) objective for Threatened Species and Communities management in the
Mallee as being “to protect and enhance the present diversity of Mallee threatened species and communities.”
This review rated 2013-16 progress against this objective as being ‘good’ (using a five point scale of excellent,
very good, good, poor and very poor). This qualitative assessment was based on stakeholder consideration
of the proportion of strategic actions delivered against to date, and the scale/impact of associated on-ground
actions.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for the
Threatened Species and Communities Regional Asset is summarised in Table 12.
Table 12: Progress against RCS Strategic Actions for Threatened Species & Communities
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
3.1.1. Continue to implement actions
consistent with federal, state and
regional prioritisation frameworks.
Considered in the development of relevant funding bids and
subsequent implementation.
3.1.2. Continue to support the
development, implementation and
review of Action Statements and
Recovery Plans for the region’s
threatened species and communities.
Some progress being made in relation to priority management
actions at both the individual species/communities and whole
of landscape (Catchment Asset) scale.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
Limited opportunities to support the development or review
of Action Statements/Recovery Plans.
3.1.3. Support the implementation of
ecologically appropriate burning
regimes for protection of threatened
species and communities.
Ongoing management and support provided by regional
delivery partners - not actively monitored or reported at
regional scale.
Management
Key management outputs and associated activities delivered in 2013-16 for the protection and
enhancement of the region’s priority Threatened Species and Communities assets are reported in Table 13
The categories under which these are reported align with the DELWP Output Data Standard (2015).
Regional stakeholders engaged in the planning and delivery of these outputs included Mallee CMA, DELWP,
DEDJTR, Parks Victoria, water authorities, local government, Trust for Nature, Greening Australia, Landcare
and other community based NRM groups, Indigenous community, and private land managers.
Table 13: Threatened Species & Communities management outputs and activities delivered under funding
received by the Mallee CMA.
Output
Activity
Unit
2013-16
Delivery
Fence
Install, maintain, replace
Km.
77
Pest animal control
Maintain
Ha.
77,345
Rubbish removal
Establish
Ha.
24
Threatened species response
Establish
No.
2
Vegetation (native indigenous)
Establish, maintain
Ha.
410
Weed control
Maintain
Ha.
40,082
3.3 TERRESTRIAL HABITAT
The RCS sets the long term (20 year) objective for Terrestrial Habitat management in the Mallee as being “to
protect and enhance the extent, condition and ecological connectivity of high value terrestrial habitat across all
Mallee Land tenures”.
This review rated 2013-16 progress against this objective as being ‘good’ (using a five point scale of excellent,
very good, good, poor and very poor). This qualitative assessment was based on stakeholder consideration
of the proportion of strategic actions delivered against to date, and the scale/impact of associated on-ground
actions.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for the
Terrestrial Habitat Regional Asset is summarised in Table 14.
Table 14: Progress against RCS Strategic Actions for Terrestrial Habitat.
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
4.1.1. Review, update and implement
the Mallee Native Vegetation Plan.
No progress regarding review/update of Mallee Native
Vegetation Plan - requires State Government direction.
Ongoing delivery against regional priorities and management
actions assumed – not actively monitored or reported at
regional scale.
4.1.2. Develop and implement a
Regional Biolinks Plan to guide the
delivery of cross-tenure habitat
enhancement programs.
Mallee Biolinks Plan released June 2016 as part of the Mallee
NRM Plan for Climate Change (2016-19).
Regional priorities considered in the development of relevant
funding bids and subsequent implementation.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
Management
Key management outputs and associated activities delivered in 2013-16 for the protection and enhancement
of the region’s priority Terrestrial Habitat assets are reported in Table 15. The categories under which these
are reported align with the DELWP Output Data Standard (2015).
Regional stakeholders engaged in the planning and delivery of these outputs included the Mallee CMA. DELWP,
DEDJTR, Parks Victoria, water authorities, local government, Greening Australia, Trust for Nature, Landcare
and other community based NRM groups, Indigenous community, and private land managers.
Table 15: Terrestrial Habitat management outputs and activities delivered under funding received by the
Mallee CMA.
Output
Activity
Unit
2013-16
Delivery
Earth Works
Establish, modify
No.
6
Fence
Install, maintain, replace
Km.
128
Pest animal control
Maintain
Ha.
80,525
Rubbish removal
Establish
Ha.
2
Vegetation (native indigenous)
Establish, maintain
Ha.
1,874
Weed control
Maintain
Ha.
53,409
3.4 SOILS AND AGRICULTURAL LAND
The RCS sets the long term (20 year) objective for the Soil Regional Asset as being “to protect and enhance the
environmental values and ecosystem services provided by Mallee soils”; and for Agricultural Land as being “to
optimise the productive capacity of Mallee agricultural landscapes, while minimising any adverse impacts of
associated management practices (both current and historical) on our natural and cultural landscapes”.
This headline theme also includes the Groundwater Regional Asset, for which the RCS set a long term (20
year) objective of “to protect the quality and availability of the Mallee’s groundwater resource for current and
future users”.
This review rated 2013-16 progress against these objectives as ‘good’ (using a five point scale of excellent,
very good, good, poor and very poor). This qualitative assessment was based on stakeholder consideration
of the proportion of strategic actions delivered against to date, and the scale/impact of associated on-ground
actions.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for the Soils,
Agricultural Land and Groundwater Regional Assets is summarised in Table 16.
Table 16: Progress against RCS Strategic Actions for Soils and Agricultural Land.
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
5.1.1. Develop and implement a Regional Soil
Health Plan for the Mallee.
No progress regarding development of Region Soil
Health Plan – pending finalisation of Mallee Sustainable
Agriculture Strategy (6.1.2 below).
6.1.1. Continue to implement the Victorian
Mallee Irrigation Region Land and Water
Management Plan.
Regional priorities considered in the development of
relevant funding bids and subsequent implementation.
Significant progress being made against regional
targets.
Implementation actively monitored and reported Only activities funded through the MCMA are captured
by 2013-16 RCS MERI processes.
Mid-term review underway – due for completion June
2017.
6.1.2. Develop and implement a strategy for
Mallee dryland agricultural land as part of the
Regional Soil Health Plan.
Mallee Sustainable Agriculture Strategy under
development - due for completion in June 2017.
7.1.1. Continue to implement the Murrayville
Groundwater Supply Protection Area
Management Plan.
Ongoing implementation actively monitored and
reported – GWMWater.
Regional priorities considered in the development of
relevant funding bids and subsequent implementation.
7.1.2. Continue to implement actions from the
Western Region Sustainable Water Strategy
that apply to the Murrayville Groundwater
Supply Protection Area.
Ongoing delivery against relevant actions assumed –
not actively monitored or reported at regional scale.
Management
Key management outputs and associated activities delivered in 2013-16 for the protection and enhancement
of the region’s priority Soils and Agricultural Land assets are reported in Table 17. The categories under which
these are reported align with the DELWP Output Data Standard (2015).
Regional stakeholders engaged in the planning and delivery of these outputs included the Mallee CMA, DELWP,
DEDJTR, NSW Office of Environment and Heritage, water authorities, local government, Landcare, community
based NRM groups, Birchip Cropping Group, Mallee Sustainable Farming,, Vic No-Till, public sector industry
groups, and private land managers.
Table 17: Soils and Agricultural Land Management Outputs and Activities delivered under funding received by
the Mallee CMA.
Output
Activity
Unit
2013-16
Delivery
Agricultural practices
Modify
No.
64
Earth Works
Establish, modify
No.
39
Fence
Install, maintain, replace
Km.
12
Irrigation infrastructure
Install
Ha.
1,686
3.5 COMMUNITY CAPACITY FOR NRM
The RCS sets the long term (20 year) objective for Community Capacity for NRM in the Mallee as being ‘to
increase community capacity for, awareness of, and participation in efforts to protect the Mallee’s natural,
cultural and agricultural landscapes’.
This headline theme also includes the Culture and Heritage Regional Asset, for which the RCS set a long term
(20 year) objective of ‘to protect the extent and condition of Cultural Heritage (Indigenous and non-Indigenous)
sites across all Mallee Land Tenures’.
This review rated 2013-16 progress against this the Community Capacity objective as being ‘very good’ and
‘good’ for the Culture and Heritage objective (using a five point scale of excellent, very good, good, poor and
very poor). This qualitative assessment was based on stakeholder consideration of the proportion of strategic
actions delivered against to date, and the scale/impact of associated on-ground actions.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for
Community Capacity for NRM and Culture and Heritage assets is summarised in Table 18. Additional actions
recommended for inclusion by this review have also been included for future reference.
Table 18: Progress against RCS Strategic Actions for Culture and Heritage and Community Capacity for NRM.
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
8.1.1. Continue to support the
development and implementation of
Local Government Heritage Overlays
in the Mallee.
Ongoing review and application of Heritage Overlays as part of
local council planning schemes.
Amendments actively monitored and reported through LGA
planning processes.
8.1.2. Continue to support the
development and implementation of
Cultural Heritage Management Plans
in the Mallee.
Ongoing development and implementation of Cultural Heritage
Management Plans in line Aboriginal Heritage Regulations.
Actively monitored and reported through the Victorian
Aboriginal Heritage Register.
8.1.3. Continue to support the
protection and management of
cultural heritage sites as an integral
component of all land, water and
biodiversity management processes.
Continuous improvement being sought in regional Cultural
Heritage assessment and management processes.
Development and application of regional tools to support
improved identification and management of cultural heritage
sites (e.g. regional field guides for managing pest plants and
animals in cultural landscapes.
Consideration and incorporation of cultural heritage values in
regional strategies and management plans (e.g. Mallee
Waterway Strategy, Mallee Floodplain Management Strategy,
and site based Environmental Watering Management Plans).
9.1.1. Continue to support the
development and implementation of
community education programs to
increase awareness of the Mallee’s
natural, cultural and agricultural
assets; and to encourage actions
Significant number of both targeted and whole of community
NRM education activities delivered.
Delivery mechanisms included workshops, field days/walks,
education tools, presentations, print and social media,
newsletters.
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
which contribute to their protection
and enhancement.
Implementation actively monitored and reported – Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
9.1.2. Continue to support the
development and implementation of
programs which support land
managers to act as responsive and
effective stewards of our natural,
cultural and productive landscapes.
Significant number of programs delivered to support private
land mangers implement priority management actions (e.g.
revegetation, pest plant and animal control, dune reclamation,
exclusion fencing, irrigation system upgrades). Delivery
mechanisms included market based instruments (e.g. tenders
and incentives), performance based grants, education/training
opportunities, and ongoing technical support.
Opportunities to enhance public land management outcomes
actively sought and delivered through programs such as Green
Army, Biodiversity Fund, National Landcare Programme,
Victorian Environmental Partnerships Program, Our
Catchments Our Communities, 20 Million Trees and The Living
Murray.
Only activities funded through the MCMA are captured by 201316 RCS MERI processes.
9.1.3. Continue to develop and
implement programs which support
land managers to identify, and where
appropriate respond to emerging
threats and opportunities.
Delivery of several threat response programs including:
Victorian Government’s drought response package
(employment and incentive programs); Natural Disaster Relief
and Recovery Arrangements (replacement of infrastructure
impacted by 2014 bushfires); and seasonal adjustments of
Annual Use Limits to assist irrigators respond to extreme
conditions.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
9.1.4. Continue to support the
development and review of whole
farm and landscape scale
management plans which consider
natural, cultural and productive
landscapes.
Ongoing support to dryland farmers for the development and
review of Environmental Management Action Plans to inform
on farm NRM.
Ongoing support to irrigators for the development of
Irrigation, Drainage Management Plans to inform system
upgrades.
Ongoing development, review and renewal of Environmental
Watering Management Plans to inform regional and landscape
scale management of the environmental water reserve.
Development (2013) and ongoing review (2016) of RCS
Implementation Plan to inform management of priority
landscapes (Catchment Assets)
Development and implementation actively monitored and
reported - Only activities funded through the MCMA are
captured by 2013-16 RCS MERI processes.
9.1.5. Continue to develop and
implement programs which support
Indigenous communities to promote
Ongoing support to, and participation in the Mallee Aboriginal
Reference Group to facilitate member participation in the
planning and delivery of regional NRM activities.
STRATEGIC (6 YR) ACTIONS
MID-TERM PROGRESS
and apply traditional ecological
knowledge.
Opportunities to incorporate and promote traditional
ecological knowledge actively sought and delivered through
programs such as National Landcare Programme, Victorian
Waterway Health Program, Our Catchments Our Communities,
and The Living Murray.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
9.1.6. Continue to support, enhance
and participate in regional NRM
partnerships to plan, deliver and
report on the Mallee RCS and
associated management plans.
Establishment of a Regional Operational Agreement (MCMA,
Parks Victoria, and the then DSE – Regional Services and DPI)
to support effective, efficient and accountable service delivery
– Due for review and renewal in 2017 as part of Our
Catchments, Our Community Strategy implementation.
Establishment of regional steering committees to guide the
development and review of key management strategies and
plans (e.g. Mallee Waterway Strategy, Mallee Sustainable
Agriculture Strategy, Mallee Floodplain Management Strategy,
Victorian Land and Water Management Plan Mid-term
Review).
Ongoing support to, and participation in regional advisory
committees to facilitate a partnership approach to the
development, implementation and review of NRM activities.
Co-investment and leveraging opportunities actively identified
and delivered through programs such as Green Army,
Biodiversity Fund, National Landcare Programme, Our
Catchments Our Communities, 20 million trees, and the
Victorian Drought Response package.
Implementation actively monitored and reported - Only
activities funded through the MCMA are captured by 2013-16
RCS MERI processes.
9.1.7 Implement and review the
Mallee Regional Landcare Support
Strategy (new – see Section 1.7).
Mallee Regional Landcare Support Strategy (2013-18) released
October 2013.
Regional priorities considered in the development of relevant
funding bids and subsequent implementation.
Significant progress being made against regional targets.
Implementation actively monitored and reported
9.1.8 Implement and review the
Mallee CMA Indigenous Participation
Plan (new – see Section 1.7).
Mallee CMA Indigenous Participation Plan released 2016.
Framework established to support implementation
monitoring/reporting.
Management
Key management outputs and associated activities delivered in 2013-16 for the protection and enhancement
of the region’s Community Capacity for NRM Regional Asset are reported in Table 19. The categories under
which these are reported align with the DELWP Output Data Standard (2015).
Regional stakeholders engaged in the planning and delivery of these outputs included the Mallee CMA, DELWP,
DEDJTR, Parks Victoria, water authorities, local government, Trust for Nature, Landcare and community
based NRM groups, Birchip Cropping Group, Mallee Sustainable Farming, Vic No-Till, private sector industry
groups, Traditional Owners, Indigenous community, and private land managers.
Table 19: Community Capacity for NRM Outputs and Activities delivered under funding received by the Mallee
CMA.
Output
Activity
Unit
2013-16
Delivery
Approval and advice
Establish, maintain
No.
643
Assessment
Establish, maintain
No.
1,693
Engagement event
Attend, coordinate, establish
No.
participants
24,967
Information management
system
Establish, maintain
No.
70
Management agreement
Establish, maintain
No.
599
Monitoring structure
Install, maintain
No.
68
Partnership
Establish, maintain
No.
787
Plan
Establish, review, modify
No.
677
Publication
Establish, maintain
No.
772
4. Implementation – Delivery Framework
The Mallee RCS (2013-19) identifies foundational activities required to support delivery of the regional
delivery framework, and the short-term (6 year) strategic actions required to achieve these.
The purpose of this section is to report progress against the strategic actions set for each of the RCS’s
foundational activities and identify associated implementation priorities.
Figure 17: Monitoring delivery outcomes example.
Top left: Example of a long ungrazed (> 10 years) monitoring site in the Dry Woodland EVD, in spring 2009
(left) and spring 2012 (right).
Bottom left: Example of a more recently ungrazed (< 10 years) monitoring site in the Dry Woodland EVD, in
spring 2010 bottom (left) and in spring 2012 (right).
4.1 INTEGRATING AND TARGETING DELIVERY
The RCS sets the following foundational activities to support integrated and targeted delivery:


‘Develop and deliver landscape (Catchment Asset) scale programs which address key threats to multiple
asset classes (e.g. Wetlands, Soils, Terrestrial Habitat)’.
‘Direct investment/ effort to priority landscapes (Catchment Assets)’’.
This review rated 2013-16 progress against these activities as being ‘good’. This qualitative assessment was
based on stakeholder consideration of the proportion of strategic actions delivered against to date, and the
scale/impact of their implementation.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for
integrating and targeting delivery is summarised in Table 20.
Table 20: Progress against RCS Strategic Actions for Integrating and Targeting Delivery.
Strategic (6 year) actions
Mid-term progress
10.1.1 Continue to develop and implement landscape
scale programs which address key threats to the
Mallee’s natural, cultural and agricultural
landscapes; and deliver environmental outcomes for
multiple asset classes.
Limited opportunities provided by current
State and Federal investment programs as
primarily seeking delivery against one asset
type (e.g. waterways, biodiversity or land).
Greater ability to incorporate community
capacity outcomes.
Region has been able to demonstrate some
progress by applying the Catchment Asset
framework and considering coinvestment/leveraging opportunities to select
delivery landscapes.
10.1.2 Continue to develop and implement programs
which encourage private land managers to deliver
environmental outcomes; and where possible
integrate delivery across asset classes.
As per above, limited opportunities under
current investment programs. Some progress
through regional approaches to coinvestment/leveraging.
11.1.1 Apply regional prioritisation framework to
each of the RCS’s 20 priority landscapes (Catchment
Assets) and identify ‘highest priority’ for inclusion in
targeted delivery programs.
Prioritisation framework applied to 17 of the
RCS’s Catchment Assets. The three remaining
landscapes represent diffuse assets that
cannot be spatially represented as a discrete
landscape (i.e. Agricultural Land – Dryland
and Irrigated, and the Murrayville Water
Supply Protection Area). Priority
management actions relating to these Assets
are detailed in corresponding
Strategies/Plans (i.e. Victorian Land and
Water Management Plan (under review),
Mallee Sustainable Agriculture Strategy (in
dev.) and Murrayville Groundwater Supply
Protection Area Management Plan (under
review).
Strategic (6 year) actions
Mid-term progress
Ranking the 17 biophysical Catchment Assets
in order of priority was found to be an
impractical approach to targeting delivery and
was therefore not applied.
11.1.2 Develop a Mallee RCS Implementation Plan to
document high priority landscapes (Catchment
Assets), their asset values and key threatening
processes; the priority management actions required
to address these threats, and the roles and
responsibilities of regional delivery partners.
RCS Implementation Plans developed for each
of the 17 biophysical Catchment Assets
(December 2013).
Implementation
Figure 18 illustrates the spatial distribution of outputs delivered within each of the RCS’s 17 Catchment Assets
between 2013 and 2016 for each ‘headline theme’. Please note that these only represent those outputs
achieved under funding received by the Mallee CMA. It does not include activities delivered by regional NRM
providers where the funding for those activities was not provided by the CMA. This has been recognised as
a key gap in the application of the RCS MERI framework (see Section 4), as the extent of regional delivery not
being captured is expected to be significant.
Further analysis of this distribution has identified that a large proportion of 2013-16 regional NRM activity
was delivered within priority landscapes (Catchment Assets). As detailed in Table 21, between 43 and 100
percent of selected output types were targeted to the 17 biophysical Catchment Asset Areas; with the area of
water regimes, rubbish removal and fencing occurring within these landscapes all being more than 90
percent.
No regional analysis of the proportion/extent of activities delivered within each Catchment Asset area
according to headline theme (i.e. Waterways, Terrestrial Habitat, Threatened Species and Communities, Soils
and Agriculture, and Community Capacity for NRM) is currently available. Addressing this gap would support
further assessment of integrated delivery outcomes at the landscape scale.
This review also identified that while regional stakeholders generally understood the RCS Integrated and
Targeted Delivery framework, there is limited awareness of the RCS Implementation Plan and its role in
informing landscape scale management activities.
Recommendations
4.1.1: Continue to advocate for investment programs which support integrated catchment
management outcomes.
4.1.2: Determine the proportion/extent of activities delivered in each Catchment Asset area
according to Regional Asset headline themes to support assessments of integrated delivery
outcomes at the landscape scale.
4.1.3: Promote the availability and application of the RCS Implementation Plan to regional
delivery partners.
Figure 18: Spatial distribution of outputs delivered (2013-16) under each of the RCS headline themes.
Table 21: Proportion (%) of 2013-16 outputs delivered under funding received by the Mallee CMA occurring within each of the RCS’s Catchment Assets.
CATCHMENT ASSET
PEST
ANIMAL
CONTROL
WEED
CONTROL
WATER
REGIME
REVEG
IRRIGATION
I’STRUCTURE
RUBBISH
REMOVAL
FENCE
Annuello
1.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
Avoca Basin Terminal Lakes System & Creeklines
30.0%
12.4%
2.4%
11.8%
0.0%
14.9%
31.7%
Bronzewing Dunefields
0.5%
0.3%
0.0%
0.1%
0.0%
0.0%
1.8%
Cardross Lakes
0.0%
0.0%
2.4%
0.0%
19.1%
0.0%
0.0%
Hattah-Kulkyne Lakes System & National Park
7.7%
0.9%
43.1%
0.0%
3.0%
0.0%
0.0%
Murray River Floodplain: Merbein to SA border
1.1%
0.5%
21.9%
9.0%
0.0%
7.7%
3.8%
Murray River Floodplain: Nyah to Robinvale
0.6%
1.3%
16.1%
0.0%
15.3%
0.0%
11.2%
Murray River Floodplain: Robinvale to Merbein
0.3%
0.4%
12.6%
5.9%
47.6%
77.4%
15.3%
Murray Sunset National Park Dunefields
1.9%
1.6%
0.0%
0.3%
0.0%
0.0%
7.7%
North Wimmera Creeklines
0.6%
1.1%
0.1%
0.0%
0.0%
0.0%
1.1%
North West Woodlands
0.6%
0.7%
0.0%
0.0%
3.7%
0.0%
3.5%
Outlet Creek and Wirrengen Plains
1.9%
0.0%
0.0%
0.0%
0.0%
0.0%
1.9%
Pink Lakes
7.0%
12.5%
0.0%
54.2%
0.0%
0.0%
9.6%
Raak Plain
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Wandown
1.8%
6.9%
0.0%
0.0%
0.0%
0.0%
0.2%
Wathe Dunefields
6.3%
3.5%
0.0%
0.2%
0.0%
0.0%
6.4%
Wyperfeld / Big Desert Dunefields
0.5%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
% Targeted Outputs
62%
42.6%
98.6%
81.6%
88.7%
100.0%
94.2%
% Non-Targeted Outputs
38%
57.4%
1.4%
18.4%
11.3%
0.0%
5.8%
4.2 MONITORING, EVALUATION, REPORTING AND IMPROVING DELIVERY
The RCS sets the following foundational activities to support the monitoring, evaluation, reporting and
improvement of regional delivery:




‘Continuous improvement through enhancement of the regions evidence base on: our asset values; the
incidence, severity and potential impacts of threatening processes; and the effectiveness and efficiency
of available interventions’.
‘Evaluation of the short term impacts of program/project delivery at the landscape (Catchment Asset)
scale (i.e. threat abatement at point of investment)’.
‘Identify and respond to improved knowledge and new/emerging threats and opportunities’.
‘Evaluate and communicate RCS achievements against each of its objectives and strategic directions’.
This review rated 2013-16 progress against these activities as being ‘poor’. This qualitative assessment was
based on stakeholder consideration of the proportion of strategic actions delivered against to date, and the
scale/impact of their implementation.
Strategic Actions
Mid-term (2013-16) progress against each of the six year strategic actions established by the RCS for
monitoring, evaluation, reporting and improving delivery is summarised in Table 22.
Table 22: Progress against RCS Strategic Actions for monitoring, evaluating, reporting and improving delivery.
Strategic (6 year) actions
Mid-term progress
12.1.1. Continue to support
investigations into the extent and
distribution of the region’s natural,
cultural and agricultural assets.
Mallee waterway spatial layer reviewed and updated as part
of Mallee Waterway Strategy development (2014).
Irrigation Status Reports to record changes to irrigation
within the region.
Triennial Irrigation Crop Report (2016) to measure irrigation
status and development within the region.
Site and/or species based flora/fauna surveys and recording
of data in associated databases (e.g. Atlas of Living
Australia).
Ongoing identification of cultural sites through Local
Government Heritage Overlays and the Victorian Aboriginal
Heritage Register.
12.1.2. Continue to support
investigations into the values and
services provided by the region’s
natural, cultural and agricultural assets.
Primarily undertaken in response to regional and site based
planning processes. For example development of the Mallee
Waterway Strategy (2014), the Mallee Sustainable
Agriculture Strategy (in dev.) and Environmental Watering
Management Plans (ongoing).
12.1.3. Continue to support
investigations into the extent, incidence
and potential impacts of key
threatening processes.
Ongoing delivery of a limited number of whole of region or
whole of landscape investigations (e.g. Parks Victoria Rabbit
Transect Monitoring Program, Mallee Groundwater
Monitoring Program).
Strategic (6 year) actions
Mid-term progress
12.1.4. Continue to support the
identification and validation of
management actions which address key
threats to the region’s natural, cultural
and productive landscapes.
Ongoing delivery of a limited number of whole of region
assessments (e.g. Quantification of stock exclusion fencing).
13.1.1. Support the ongoing
measurement, and where required
development of asset condition
indicators to allow for effective and
efficient long term evaluation and
reporting at the regional scale.
Waterways – no new whole of region data (i.e. ISC/IWC)
available over 2013-16 timeframe; with site based
assessments used as interim measures.
Threatened Species and Communities – proxy indicators
partly developed and applied.
Terrestrial Habitat - no new whole of region data (condition x
landscape context) available over 2013-16 timeframe; with
site based assessments used as interim measures.
Soils and Agricultural Land – ongoing application and
reporting of Murrayville Groundwater Supply Protection
Area monitoring program and Triennial Irrigated
Horticulture Crop Reports. Mallee Land Management
(dryland agriculture) currently unfunded.
Community Capacity for NRM – regional monitoring
framework developed and applied for collection of baseline
data (2013).
Regional support provided to the development of state-wide
(DELWP, VCMA’s and VCMC) catchment condition indicators
(2016).
14.1.1. Support the ongoing
measurement, and where required
development of integrated threat
incidence and impact monitoring
programs to allow for effective and
efficient short term evaluation and
reporting at the landscape (i.e.
Catchment Asset Scale).
Primarily undertaken as part of individual project and/or
investor requirements resulting in limited application at the
landscape/multiple asset scale (e.g. different methodologies).
15.1.1. Conduct annual reviews of
Catchment Asset prioritisation
outcomes and of the RCS
Implementation Plan.
RCS Implementation Plan reviewed to incorporate new
information (2016).
A key document which informed this review was the Mallee
Natural Resource Management Plan for Climate Change
(2016) which re-evaluated the region’s NRM priorities as set
out in the RCS Implementation Plan. This re-evaluation
incorporated the potential influence of climate change on:
Regional Assets; the scale and impact of threatening
processes; and the capacity, efficacy and appropriateness of
planned management interventions.
15.1.2. Conduct mid and full-term
reviews of the 2012-18 RCS.
Mid-term review complete – this report (December 2016)
Full term review due December 2019.
16.1.1. Provide an annual report on the
condition and management of the
Annual condition and management reports completed as part
of MCMA Annual Report.
Strategic (6 year) actions
Mid-term progress
region’s natural, cultural and
agricultural assets.
Regional management also reported within statewide
(VCMA’s) annual Actions and Achievements Report.
Management reporting has captured activities funded
through the MCMA, not the required (under CaLP Act) whole
of region activities.
16.1.2. Provide a mid and full-term
report on progress against the RCS’s
stated long term objectives and short
term measures.
Mid-term report complete – incorporated into this mid-term
review report (December 2016)
16.1.3. Maintain and update a Regional
Evidence Base to record and
communicate all aspects of RCS delivery
and evaluation.
No whole of region evidence base framework in place,
knowledge primarily sits within individual agencies and
organisations.
Limited communication and/or promotion of whole of RCS
delivery (i.e. focus on individual project/program
achievements).
Implementation
Section 19B of the CaLP Act, requires that CMA’s submits to the Minister each year, a report on the condition
and management of land and water resources in its region. The Mallee CMA has delivered against this
requirement as part of its Annual Reporting processes.
The ‘condition’ of Regional Assets, and any trends in that condition has historically (2013-16) been
determined through application of the RCS condition indicators; where available (see Section 1). This
framework has recently been improved with the establishment of statewide annual Catchment Condition
Indicators. These standards (see Section 2.2) will be incorporated into regional and Mallee CMA annual
reporting processes from 2016-17.
This review has identified regional ‘management’ reporting processes as a key gap in the application of the
RCS MERI framework. Regional reports detailing the management activities and associated outputs delivered
in a given year currently only include those outputs achieved under funding received by the Mallee CMA; with
no established process for collecting data on activities delivered by regional NRM providers where the funding
for those activities was not provided by the CMA. It is expected that extent of regional delivery not being
captured in annual management reports is significant.
All state investment programs delivered under the Victorian Water Group
Investment Framework (i.e. Waterway Health, Environmental Water, Our
Catchments Our Communities, Sustainable Irrigation, Floodplain
Management, and Basin Plan Implementation) and the Victorian Landcare
Program require that regional delivery is reported spatially and textually
using the DELWP output data standard (2015).
Figure 19: Link to DELWP Output Data Standards (2015)
The Mallee CMA has extended this requirement to include all state and federal
investment programs that they receive funding from (e.g. National Landcare
Programme, Murray Darling Basin Authority, and The Living Murray), and
although this internal requirement is often in addition to existing investor
standards; it does support the collection and reporting of consistent data.
While this review does not anticipate that all regional providers will apply the DELWP Output Data Standard
to the monitoring and reporting of their management activities; it is expected that further work can be done
in the short term to collect existing information in its current format and apply the output standards where
appropriate; allowing for the collation and reporting of a consistent data set.
This review also acknowledges that there are currently a limited number of regional scale investigations into
the extent and value of assets; the extent, incidence and impacts of key threatening processes, and the
impact/appropriateness of associated management interventions. These assessments form the basis of
regional prioritisation processes and consequently, influence the effectiveness of investment.
It is also recognised that while MERI requirements/expectations are increasing, there are limited resources
made available at the project/program scale to deliver against regional requirements. This review has
identified that new and innovative technologies are being applied at a state and regional scale for MERI related
activities and that there may be the potential to apply this information at a regional scale and address key
data gaps.
One example of this is the recent work undertaken by the Fenner School of Environment and Society which
collates spatial information on environmental conditions for 13 indicators, across 6 Themes: land cover,
bushfire, water availability, rivers and wetlands, landscape health, and carbon storage. All associated data can
be accessed online at Australia's Environment in 2015.
Figure 20: Example data available from Fenner School of Environment and Society: % exposed soil (2015) and %
change (2000-2015); and % tree cover (2015) and % change (1972-2015).
Another shortcoming in the implementation of the RCS MERI framework identified by this review is the
limited promotion of whole of region (i.e. whole of RCS) and priority landscape activities and achievements.
It is recognised that communication of regional NRM activities tends to focus on project/program outcomes;
with limited resources available to support broader applications.
In 2012-13, the ten Victorian CMA’s piloted an annual report to highlight the actions and achievements
delivered both collectively and individually. This and subsequent reports (2013-14, 2014-15, and 2015-16)
applies the DELWP output standards to document actions delivered annually by all funding administered by
each of the CMA’s, through partnerships with government agencies, industry, land managers and the wider
community.
This review has recognised the potential for further expanding the scope
of this report to incorporate (where possible) outputs delivered under
funding administered by other regional providers. The production of a
stand-alone ‘Mallee’ document would also support improved
communication and promotion of the RCS.
Figure 21: Link to Victorian Catchment Management Authorities Actions
and Achievements Report (2014-15)
Recommendations
4.2.1: Identify opportunities for wider application/interpretation of output data standards
to deliver against the region’s annual management reporting requirements.
4.2.2: Establish an inventory of regional monitoring activities/methodologies and consider
opportunities for improving the consistency and application of associated data.
4.2.3: Identify new state and federal scale monitoring activities/data and apply to regional
MERI processes where appropriate.
4.2.4: Develop and publish a regional version of the VCMA’s Actions and Achievements
Report to promote RCS delivery annually.
4.2.5: Change Strategic Action 15.1.1 to – Conduct reviews of Catchment Asset prioritisation
outcomes and the RCS Implementation Plan when substantial information impacting on
management action priorities becomes available.
Appendices
APPENDIX 1: VICTORIAN CATCHMENT MANAGEMENT COUNCIL GUIDELINES FOR REVIEW OF
REGIONAL CATCHMENT STRATEGIES
(i) How is the RCS performing?
Is it effective in supporting delivery of its priority strategic actions?
(ii) How is implementation going?
How are we progressing with delivery of the 6 year programs?
Is any corrective action required? If so, then what?
(iii) Is the RCS still saying the things we think it should?
What new information has appeared?
Is there new or additional information which needs to be considered (for the remaining life of this RCS, and
to initiate our thinking for the 2019 RCS?
Is there anything which we plan to not take any further action on?
(iv) What do our key stakeholders think?
What might any consultation look like?
(v) What do we need to do to prepare for renewal in 2019?
Issues to be monitored?
Issues to be investigated?
APPENDIX 2: MALLEE RCS MONITORING, EVALUATION, REPORTING AND IMPROVEMENT
(MERI) FRAMEWORK
A critical component of any strategic instrument such as this RCS is the capacity for adaptive
management. That is can it be flexible in the face of new information, unexpected outcomes and the
uncertainty that is inherent to natural resource management. A monitoring, evaluation, reporting and
improvement (MERI) framework is one way to provide that flexibility.
This framework is a simple mechanism that can be used to incorporate the principles of MERI into the
implementation of the RCS. It will provide the capacity to understand and record the successes (or otherwise)
and knowledge that comes from RCS implementation.
The primary intention of the framework is that it will form the basis to adequately review and report on the
RCS at key points throughout its implementation period.
A secondary intention is that it supports all regional stakeholders to incorporate their achievements into the
implementation and reporting of the RCS. For this to occur as part of each stakeholders own annual reporting
requirements, the framework must provide for a variety of delivery and reporting approaches.
Table 6 provides an outline of the foundational activities required to implement the MERI framework and
associated actions to be delivered over the life of the RCS. Delivery of these strategic actions will be
incorporated into the wider RCS implementation process.
Table 6: Foundational activities and strategic directions for continuous improvement and RCS
evaluations.
Foundational Activity
Strategic (6 yr.) actions
Applying an Asset Based Approach: Continuous
improvement through enhancement of the
regions evidence base on:
• our asset values;
• the incidence, severity and potential impacts of
threatening processes; and
• the effectiveness and efficiency of available
interventions.
Continue to support investigations
into the extent and distribution of
the region’s natural, cultural and
agricultural assets.
Continue to support investigations
into the values and services
provided by the region’s natural,
cultural and agricultural assets.
Continue to support investigations
into the extent, incidence and
potential impacts of key threatening
processes.
Continue to support the
identification and validation of
management actions which address
key threats to the region’s natural,
cultural and productive landscapes.
Monitoring Asset Condition (long-term):
Evaluation of the long term changes in the
condition of our cultural, natural and agricultural
assets at the whole of region scale.
Support the ongoing measurement,
and where required development of
asset condition indicators to allow
for effective and efficient long-term
evaluation and reporting at the
regional scale.
Monitoring Delivery Outcomes (short-term):
Evaluation of the short term impacts of program
/ project delivery at the landscape (Catchment
Asset) scale (i.e. threat abatement at point of
investment).
Support the ongoing measurement,
and where required development of
integrated threat incidence and
impact monitoring programs to
allow for effective and efficient
short-term evaluation and reporting
at the landscape (i.e. Catchment
Asset Scale).
Adaptive Management: Identify and respond to
improved knowledge and new/emerging threats
and opportunities.
Conduct annual reviews of
Catchment Asset prioritisation
outcomes and of the RCS
Implementation Plan.
Conduct mid and full term reviews
of the 2013-19 RCS.
Recording and Communicating Outputs and
Outcomes: Evaluation of RCS achievements
against each of its objectives and strategic
directions.
Provide an annual report on the
condition and management of the
region’s natural, cultural and
agricultural assets.
Provide a mid and full term report
on progress against the RCS’s stated
long-term objectives and short-term
measures.
Maintain and update a Regional
Evidence Base to record and
communicate all aspects of RCS
delivery
APPENDIX 2: ANNUAL MANAGEMENT OUTPUTS AND ACTIVITIES
WATERWAY MANAGEMENT OUTPUTS AND ACTIVITIES
OUTPUT
ACTIVITY
UNIT
2013-14
2014-15
2015-16
TOTAL
(2013-16)
DELIVERY
Crossing
Install
No.
-
-
9
9
Earth works
Establish
No.
-
5
30
35
Fence/Bollards
Install, maintain, remove,
replace
Km.
10
26
13
49
Pest animal control
Maintain
Ha.
24,168
32,646
15,262
72,076
Pump
Establish, maintain
No.
13
15
7
35
Road/Trail
Install, maintain, modify
Km.
33
70
52
155
Rubbish removal
Establish
Ha.
5
10
118
141
Vegetation (native
indigenous)
Establish, maintain
Ha.
15
12
6
33
Water regime
Deliver, dewater
No.
44
45
58
147
Waterway structure
Install, maintain
No.
1
18
25
44
Weed control
Maintain
Ha.
4,406
5,898
2,687
12,991
THREATENED SPECIES/COMMUNITIES OUTPUTS AND ACTIVITIES
OUTPUT
ACTIVITY
UNIT
2013-14
2014-15
2015-16
2013-16
DELIVERY
Fence
Install, maintain, replace
Km.
10
5
62
77
Pest animal control
Maintain
Ha.
24,151
14,900
38,294
77,345
Rubbish removal
Establish
Ha.
-
-
24
24
Threatened species response
Establish
No.
-
2
-
2
Vegetation (native indigenous)
Establish, maintain
Ha.
173
102
135
410
Weed control
Maintain
Ha.
24,151
268
15,663
40,082
TERRESTRIAL HABITAT OUTPUTS AND ACTIVITIES
OUTPUT
ACTIVITY
UNIT
2013-14
2014-15
2015-16
2013-16
DELIVERY
Earth Works
Establish, modify
No.
-
-
6
6
Fence
Install, maintain, replace
Km.
1
48
79
128
Pest animal control
Maintain
Ha.
26,939
24,908
28,678
80,525
Rubbish removal
Establish
Ha.
-
2
-
2
Vegetation (native indigenous)
Establish, maintain
Ha.
293
436
1,145
1,874
Weed control
Maintain
Ha.
19,177
8,557
25,675
53,409
SOILS AND AGRICULTURAL LAND OUTPUTS AND ACTIVITIES
OUTPUT
ACTIVITY
UNIT
2013-14
2014-15
2015-16
2013-16
DELIVERY
Agricultural practices
Modify
No.
5
44
15
64
Earth Works
Establish, modify
No.
-
-
39
39
Fence
Install, maintain, replace
Km.
-
-
12
12
Irrigation infrastructure
Install
Ha.
230
289
1,167
1,686
COMMUNITY CAPACITY FOR NRM OUTPUTS AND ACTIVITIES
OUTPUT
ACTIVITY
UNIT
2013-14
2014-15
2015-16
2013-16
DELIVERY
Approval and advice
Establish, maintain
No.
117
159
367
643
Assessment
Establish, maintain
No.
432
553
708
1,693
Engagement event
Attend, coordinate, establish
No.
participants
8,895
7,487
8,585
24,967
Information management
system
Establish, maintain
No.
29
23
18
70
Management agreement
Establish, maintain
No.
76
164
359
599
Monitoring structure
Install, maintain
No.
15
35
18
68
Partnership
Establish, maintain
No.
317
302
168
787
Plan
Establish, review, modify
No.
306
245
126
677
Publication
Establish, maintain
No.
229
197
346
772
Mallee Catchment
Management Authority
www.malleecma.vic.gov.au
PO Box 5017 Mildura 3502
Telephone 03 5051 4377
Facsimile 03 5051 4379