NSW CMAs Celebrate Five Years of Achievements

Summary statements and significant features

Background and overarching statements

  • Significant achievements have been achieved by the 13 NSW Catchment Management Authoritiesand their communities in the last 5 years to protect and improve the health of our landscapes.
  • The 5 year anniversary booklet,which I am launching publically, showcases the successthat these Catchment Management Authorities, landholders and groups have had in improving the health of the landscape across NSW – both rural and coastal.
  • The facts and figures which I will outline to you in a moment cannot have been achieved without the support and hard work of individual farmers, land managers, groups and networks across the State.
  • Almost 90% of NSW land is owned by private landholders, and their involvement is critical to the state’s long-term environmental health.

Return on investment

  • Since 2004, the NSW Catchment Management Authorities have more than doubled returns on Government investment. CMAs have received $838.5 million of investment by the NSW and Australian Governmentswhich has seen a total massiveinvestment of $2.45 billion in practical environmental worksto repair and improve our vital natural resources.
  • For every $1 invested by Government the NSW CMAs have attracted $2.20 in cash and in kind from private landholders, industry and organisational partnerships.

Working to a plan

  • These successes have not come about without careful planning and implementation which has been dome in consultation with local communities.
  • The unique CMA regional delivery model was built upon regional bodies to represent real people with real dollars to achieve real returns.
  • By their very nature, CMAs are flexible, adaptive and robust organisations dealing with local situations and coming up with local solutions within a transparent and ????.
  • The 13 CMAs strive to meet the state wide goal of “resilient, ecological sustainable landscapes which function effectively at all scales to support environmental, economic, social, and cultural values”– that is a triple bottom line for their communities.
  • Each CMA developed a Catchment Action Plan (CAP) which is a 10 year plan to address government targets and community priorities that outline strategies for the investment and management of their respective catchment assets.
  • The needs and aspirations of communities on the far north coast vary from those of western NSW or the Murrumbidgee or Hunter so every Catchment Action Plan varies according to the needs of every landscape and every catchment community.
  • That is what makes CMAs unique.
  • In order to account for the significant investment of all levels of government and landholders, groups and industry, all NSW CMAs have implemented Monitoring Evaluation Reporting and Improvement programs to allow objective evaluation and progress across catchment and State targets.

Partnerships – CMAs can not do it alone

  • CMAs have played an important role in gathering funds from a variety of sources and delivering these to priority regional projects.
  • CMAs have taken the initiative to develop their own investment strategies and to broaden their revenue streams to complement government funding.
  • Through trust and respect the NSW CMAs bring people together to make things happen. CMAs have brokered hundreds of effective partnerships to protect and repair our natural resources.
  • CMAs provide an important extension role and have built their capacity in this area, with highly trained and committed staff working hard to build these relationships by providing technical advice, coordinating projects and organising field days and education workshops and awareness activities.
  • CMAs have built strong regional profiles and credibility based on these partnerships where they all work together towards shared goals for their catchment and communities.
  • Over the last five years the regional model has been an effective, cost efficient approach with many positive inroads made into some of the State’s greatest environmental challenges.
  • The success in achieving catchment priorities for all CMAs is working in partnership with individuals, landholders, landcare and community groups, Aboriginal networks, industry groups, businesses, contractors, local councils, and other agencies. It is all about communities driving change.

Facts and Figures in Five Years

  • In total at least five million ha of land which is equivalent to six per cent of the state has been protected, repaired and enhanced
  • 13,206 voluntary management agreements where private landholders commit to activities that address local environmental issues have been negotiated.
  • This is the equivalent of 10 contracts or on-ground agreements signed every working day for the five years of the CMAs operation.
  • CMAs have worked closely with Aboriginal communities to care for country. Not only have valuable relationships been established there have been direct employment opportunities created which have enabled a transference from unemployment to employment and acknowledgement of the valuable cultural values to younger generations. The returns will not be overnight but will be seen in the years to come.
  • 1,064 conservation covenants were negotiated with landholders which will lead to the protection and conservation of native flora and fauna.
  • 2.8 million ha of native vegetation has been enhanced or protected. This is an area more than one third the size of Tasmania. This equates to seven per cent of the entire 40.5 million ha of native vegetation on private land in NSW.
  • Significant species and ecological communities have been specifically protected through CMA activities.
  • 2.2 million ha or more than three million football fields have been improved in soil condition.
  • 69,551 ha of soil erosion has been prevented.
  • Over one million ha of weeds have been controlled in NSW due to CMA investment with the support of private landholders.
  • CMAs organised almost 9,000 events to increase the capacity of communities to manage their natural resources sustainably with over 141,039 participants attending.
  • CMA communities are now better informed, trained and skilled in natural resources due to increased capacity from CMA activities and support.
  • 500 CMA staff have been employed and operate from 73 regional offices which contributes to strengthening and building regional communities
  • CMAs directly support networks of community organisations, with over 1,300 NSW Landcare groups or sub-catchment groups receiving practical advice and information, investment in projects, and fostering partnerships.

Summary

Since 2004, the NSW Catchment Management Authorities have made enormous inroads into establishing credibility with their local catchment communities, engaging landholders, groups and industry in the massive road ahead to repair and improve the health of the natural resource assets in their respective communities.

This has been done by building trust and respect, showing that they are prepared to be flexible and hard working and willing to work outside the ‘norms’ of government.

The approach of regional delivery based on regional needs is in its infancy but in all respects the CMA regional model has shown that it is achievable and most importantly accountable.

The results in the long term are showing progress but they will not be seen for quite some time. Yet the early signs are that the approach shown in adopting the regional delivery will deliver improved health of our natural landscapes, more prosperous communities and stronger social fabrics.

ENDS…

Anne Ferguson

0429 048 867

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