Southern Loddon Mallee Regional Strategic Plan 1 - Macedon ...

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STRaTegIC DIReCTION 5 PROTeCT aND eNhaNCe OuR NaTuRaL aND buILT eNvIRONMeNT Climate change projections for Bendigo 2030: > More hot days (52 days over 30°C per year) and fewer frosts (26 per year). > Average temperatures to increase by 0.9°C. > Fewer rainy days (5%) with decrease in average rainfall (4 %) but increase in rainfall intensity. > Increase in potential evaporation (2%), with slight increases and reductions in solar radiation and humidity, respectively ( More hot days (59-75 days over 30°C) and fewer frosts (11 to 20 per year). > Average temperatures to increase by 1.4 to 2.8°C. > Fewer rainy days (8 to -16%) with decrease in average rainfall (6 to 11%). Extreme rainfall events more intense. > Increase in potential evaporation (4 to 8%), increase in solar radiation (up to 2.2%), decrease in humidity (by up to 2.3%). Climate change is likely to lead to a redistribution or contraction in aquatic and terrestrial habitat and changes in species composition. It may contribute to reduced agricultural production and may increase exposure of soils to wind and/or water erosion. Priority actions: 6.1 36 Southern Loddon Mallee Regional Strategic Plan Water resource availability for consumptive uses and environmental flows is likely to decline. Algal blooms and some other water incidents may increase in frequency. Climatic change may also allow new pest plants or animals to become established or entrenched in the region. As a consequence of these changes, the ecosystem services generated by our region’s natural environments may be diminished. While it is understood that climate change may have far-reaching implications for natural environments, their nature is often not well understood. This reflects uncertainty in climate change projections and an inadequate understanding of the sensitivity of many natural systems to changes in climate. Synergies exist between some measures to mitigate or offset greenhouse gas emissions and climate change adaptation. For example, building carbon stocks in agricultural soils also improves soil biological activity, which helps to improve water storage and enhances crop growth in dry environments. Our region is home to active sustainability groups who seek to promote awareness regarding climate change, adaptation and mitigation programs. These groups work with various levels of government and the community playing a key role in creating sustainable, climate-aware communities and profitable, climatefriendly economies in our region. The work of these groups is supported. Engage our communities in actions such as the BushTender program and Landcare activities to protect rural land and improve connectivity of native vegetation along major corridors, ultimately linking to the Murray River. Key initiatives: 6.2 Provide land and natural environment management training directed towards non-farming landholders in rural areas. 3 6.3 Develop cultural heritage and other sensitive tourism opportunities around our natural heritage such as a Box-Ironbark interpretation program. 3 6.4 Supporting assessment of Aboriginal and Torres Strait Islander cultural significance in biolinks. Develop and implement a regional model for voluntary environment condition reporting by vendors of 3 6.5 agricultural and lifestyle properties, building on examples such as Macedon Ranges Voluntary Environmental Resource Inventory. 3 6.6 Encourage opportunities in emerging carbon markets. Identify areas of private land that can be reconnected with public land conservation reserves and are suitable for 3 6.7 inclusion in biodiversity offset markets and programs (e.g. Bush Broker) and develop market awareness campaign with landholders. 3 6.8 Continue to use offset markets to purchase high priority natural areas that can be reconnected with public land conservation reserves. Assess risks to the region’s natural environments and agricultural systems from climatic change to identify 3 6.9 priorities to maintain or build resilience of natural and rural environments ecosystems and dryland and irrigation farming systems. 3 6.10 Build on existing structures to keep community informed of planning tools to effectively manage rural areas. 3 Horizon (years) 1-5 >5 3 Horizon (years) 1-5 >5
Working together to implement the plan The Regional Strategic Plan provides a framework to guide future directions of the Southern Loddon Mallee and represents the first step of a continuous process of regionally based and focused planning and implementation. Leadership and commitment are important elements underpinning the success of the Plan. Collaborative effort will enable the delivery of positive outcomes for the region and sub-regions. The following two regional groups have been integral to the development of the Plan and will have an equally important role in its implementation: • The Regional Development Australia Committee is a volunteer committee of key local government, business, industry and community representatives providing advice and advocating for regional priorities to the three tiers of Government across the Loddon Mallee Region. • The Regional Management Forum is made up of the ten Chief Executive Officers of the Loddon Mallee Councils, together with Directors and Regional Managers of the Victorian Government, and provides a mechanism for a whole of government approach to regional issues. Both groups have committed to promote and champion the Plan, assist in the implementation of actions to deliver priority outcomes and also assist the Leadership Group with the monitoring and facilitation of priorities in the Plan. Individual members have also stated their intention to lead the implementation of some actions within the Plan and to leverage resources to achieve the Plan vision. Victorian State Government Loddon Mallee Regional Management Forum (RMF) GOVERNMENT and TECHNICAL INPUT Loddon Mallee Regional Strategic Plans Australian Government Regional Development Australia (RDA) Loddon Mallee Committee Loddon Mallee RSP Leadership Group COMMUNITY and BUSINESS INPUT Implementation processes The Leadership Group will oversee the delivery of a twelve month implementation plan for the Regional Strategic Plan that will include: • Development of project prioritisation criteria. • Identifying appropriate lead agencies and stakeholders to implement projects. • The completion of a communication plan to promote priorities, engagement and outcomes. • A six monthly and annual report on the progress of implementation, including indicators and performance measures relevant to objectives, regional aspirations and implementation. • Review and revision recommendations of the Plan’s priorities. Stakeholders Key stakeholders of the Plan will be involved in the development and implementation of projects, sometimes as a lead agency. Key stakeholders include: • Southern Loddon Mallee industry and community organisations. • Southern Loddon Mallee regional organisations. • Local Government. • Regional Development Australia Committee. • Regional Management Forum. • State Government agencies. • Commonwealth Government agencies. The Leadership Group Representatives from the Regional Management Forum and the Regional Development Australia Committee have formed a Leadership Group to monitor and facilitate the implementation of the Plan, through its stakeholders. This is an important achievement as it demonstrates ongoing multi-stakeholder commitment to this new way of working together. The Leadership Group will actively participate in governance and operational structures that promote the Regional Strategic Plan and foster an environment that enables all stakeholders to contribute to its implementation. They will develop leadership capacity across the region by supporting community leadership programs and other skill strengthening strategies and will gather and share information and resources to support projects that address the strategies presented in the Plan. The Leadership Group recognises the importance of strengthening existing and building new partnerships to achieve shared goals and will engage with programs, advisory bodies and policy networks both within and outside the region to source additional expertise and capacity. Executive Support Executive support will be provided by Regional Development Victoria for Leadership Group functions including administrative support, provision of resources to assist with the monitoring of the implementation of the Plan, preparation of quarterly reports, and facilitation of meetings with potential lead agencies to develop and implement priority projects. Strategic actions: Confirm support for this governance model or another variation from stakeholders of the Plan, particularly the RMF, Councils and the RDA Committee. Confirm initial membership of the Leadership Group. Prepare and confirm Terms of Reference for the Leadership Group. Leadership Group to prepare 12 month implementation plan and have it endorsed by the RMF and RDA. Horizon (years) 1-5 >5 Southern Loddon Mallee Regional Strategic Plan 37 3 3 3 3
Page 1 and 2: Southern Loddon Mallee Regional Str
Page 3 and 4: contents About this Plan 4 Location
Page 5 and 6: STRaTegy 1: Manage our population g
Page 7 and 8: A snapshot of the Southern Loddon M
Page 9 and 10: our people The strong and widely ac
Page 11 and 12: Strategic Direction 1 - Manage our
Page 13 and 14: Basis for action: The projected gro
Page 15 and 16: MaNage OuR POPuLaTION gROwTh aND Se
Page 17 and 18: Basis for action: Our region has ma
Page 19 and 20: STReNgTheN OuR COMMuNITIeS, eSPeCIa
Page 21 and 22: Basis for action: Overall, the regi
Page 23 and 24: STReNgTheN aND DIveRSIfy OuR eCONOM
Page 25 and 26: Basis for action: As our population
Page 27 and 28: IMPROve OuR INfRaSTRuCTuRe Telecomm
Page 29 and 30: IMPROve OuR INfRaSTRuCTuRe Southern
Page 31 and 32: Basis for action: Tertiary educatio
Page 33 and 34: IMPROve eDuCaTION aND TRaININg OuTC
Page 35: Basis for action: Our region’s na
Page 39 and 40: eferences Australian Bureau of Stat

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