Partner involvement at all scales
RCS implementation depends on partnerships of many types and scales (see Chapter two, Appendix four and Figure 8).
The Goulburn Broken CMA facilitates these partnerships by helping to match decision-making processes, including governance arrangements, with the issue being addressed. The Goulburn Broken CMA encourages devolving decision making to the scale that is as close to the action as possible.
This RCS includes management measures that the Goulburn Broken CMA has a significant role in resourcing and implementing. While similar management measures have been emphasised previously at whole-of-Catchment scale, this RCS increases the focus on stakeholder involvement at the sub-Catchment SES scale. Goulburn Broken Catchment organisations also sometimes have a role in decisions that transcend the Catchment's borders, such as water reform policy.
The emphasis of management measures listed in this RCS is on keeping different SESs in desirable states: away from undesirable thresholds. Other management measures having less impact on SES resilience are not listed in this RCS, although they are likely to be listed in separate sub-strategies if they are important.
More specific actions that expand upon the higher level RCS management measures are listed in sub-strategies or will be developed as part of SES or implementation planning and the annual funding cycle.
Case studies and examples of specific actions in this RCS are indicative of the onground changes that ultimately result from decisions at whole-of-Catchment and sub-Catchment SES scales.
Successful implementation of this RCS also depends on investment levels that partners can gain from Victorian and Commonwealth governments and other sources.
The timing and extent of sub-Catchment SES planning will depend on available funding and the commitment of Catchment partners, especially SES communities.
While management measures listed in Chapters two and three and in the evauation section of this chapter will guide partners in developing and implementing projects over the next six years, priorities in the short-term include:
- establishing an RCS implementation plan (based on management measures collated in table 14 and as described in the evaluation section of this chapter)
- identifying opportunities for projects, especially those involving partners, given the immediate context (including the funding environment)
- building projects stemming from this RCS into business planning processes.
Figure 8. Overview of how the RCS will be implemented