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Goulburn Broken Catchment Management Strategy

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Regional Catchment Strategy 2013-2019

Strategic objective: To embed resilience

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What this will mean:  Goulburn Broken CMA and partner plans factor in sub-Catchment and local differences, uncertain futures and knowledge, appropriate governance support, and adaptive management.

Catchment partners have been thinking about the resilience approach to catchment management for over a decade, stemming back to pioneering work with CSIRO on ecosystem services (CSIRO 2001, 2003). Holistic thinking and management, which the resilience approach promotes, has become increasingly valued within the Catchment over this time. With the embedding of a resilience approach as a strategic objective over the next six years, this RCS represents a commitment to ensure the resilience approach becomes central to decision making, emphasising 'the links between social, economic and biophysical domains and the links across scales' (Possingham & Biggs 2012).

Embedding a resilience approach in developing and implementing the RCS is a significant step in helping individuals, communities and organisations achieve their goals in the face of ongoing change (Table 2).

Table 2.  Whole-of-Catchment scale priorities to embed the resilience approach

Context

Management measure

As described previously in this chapter, existing sub-strategies are important in guiding the management of natural assets. Reviewing 20 to 30-year objectives for biodiversity, land, water and people listed in these sub-strategies against resilience thresholds and at whole-of-Catchment and SES scales will be important in ensuring management is guided according to a resilience approach.

Strategic priority: Update and develop strategies

Review and update existing strategic documents and sub-strategies and create new ones according to need

See management measures listed in Chapter four

The resilience approach encourages progress towards long term objectives by fostering integrated management of assets at the scale of six discrete SESs across the Catchment. Although the drivers of change are significant across most of the Catchment, the way they impact in different parts varies considerably and is subject to ongoing change, requiring communities and organisations to develop locally tailored and readily updated responses.

Strategic priority: Plan at a social ecological system scale

Develop an adaptive planning process for social-ecological systems to build and enhance their resilience

Key partners need to work with each other and provide leadership in catchment management on behalf of the Catchment's communities. Adaptive management requires partners to always have the best available understanding.

Strategic priority: Provide leadership and adaptive management

Build community and agency capacity to respond together to drivers of change

Research resilience knowledge gaps to inform decision-making based on thresholds and tipping points