Structure, Implementation Plan and Communications Strategy for the Parramatta River Catchment Group
Report
Structure, implementation Plan and Communications Strategy for the Parramatta River Catchment Group
REPORT
for
The Sydney Metropolitan Catchment Management Authority
by
Molino Stewart Pty Ltd ACN 067 774 332
JANUARY 2008 PO Box 614 Parramatta CBD BD NSW 2124 Tel (02) 9354 0300 Fax (02) 9893 9806 Email: [email protected] Web: www.molinostewart.com.au
CONTENTS
1 BACKGROUND 3 1.1 The Parramatta River Catchment Group 3 1.2 Indigenous cultural values 5 1.3 This project 5 1.4 Methodology 5 1.5 Limitations 5 1.6 This report 6
2 STRUCTURE 7 2.1 Findings 7 2.1.1 Similar group search 7 2.1.2 Interviews 8 2.2 Recommendations 10 2.2.1 Vision 10 2.2.2 Community engagement 10 2.2.3 Councillor support 10 2.2.4 Memorandum of Understanding 11 2.2.5 Format and focus of meetings 11 2.2.6 Funding 11 2.2.7 Administrative support 11 2.2.8 Sub-committees 11 2.2.9 Chairperson 12
3 IMPLEMENTATION PLAN 13 3.1 Findings 13 3.1.1 Analysis 13 3.1.2 Interviews 15 3.2 Recommendations 18 3.2.1 Implementation Plan 18
4 COMMUNICATIONS STRATEGY 19 4.1 Findings 19 4.1.1 Interviews 19 4.2 Recommendations 19
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Contents
4.2.1 Communications Strategy 19
APPENDICES
Appendix A Research into the structure of groups similar to PRCG
Appendix B Report on Councils’ NRM plans and actions
Appendix C PRCG Implementation Plan
LIST OF TABLES
Table 1 Indication of how plans and other documents address key NRM issues in the Parramatta River catchment 14 Table 2 Indication of most important NRM issues in Parramatta River catchment obtained from interviews 15 Table 3 Recommended communications strategy 20
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1 BACKGROUND
1.1 The Parramatta River Catchment Group
The Parramatta River Catchment Group aims to lead efforts to improve the condition and ecological function of the Parramatta River, its tributaries and catchment lands by improving and coordinating effort in natural resource management in the Local Government Areas (LGAs) of Ashfield, Auburn, Bankstown, Baulkham Hills, Blacktown, Burwood, Canada Bay, Holroyd, Hunters Hill, Leichhardt, Parramatta, Ryde and Strathfield. The Parramatta River Catchment covers all of the River’s drainage area extending from Blacktown Creek in the west to the confluence with the Lane Cove River in the east. It includes part or all of the following thirteen LGAs.
¾ Ashfield
¾ Auburn
¾ Bankstown
¾ Baulkham Hills
¾ Blacktown
¾ Burwood
¾ Holroyd
¾ Hunters Hill
¾ Leichhardt
¾ Parramatta
¾ Ryde
¾ Strathfield.
The Catchment also incorporates the lands owned by the Sydney Olympic Park Authority (SOPA). The PRCG includes the thirteen councils from the LGAs identified above. It also includes the following NSW Government agencies:
¾ Sydney Metropolitan Catchment Management Authority (SMCMA)
¾ NSW Maritime
¾ Department of Environment and Climate Change (DECC)
¾ NSW Fire Brigade
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¾ Sydney Olympic Park Authority (SOPA)
¾ Parramatta Park Trust
¾ Sydney Ferries
¾ Sydney Harbour Federation Trust.
The PRCG roles include:
¾ Identifying remedial measures and improvements
¾ Setting priorities
¾ Developing, initiating and overseeing waterway health projects
¾ Arranging technical help from other Government agencies
¾ Seeking and obtaining federal and State Government Grants
¾ Addressing threats to waterway health from surrounding catchments
¾ Building community support and involvement
¾ Helping develop the technical capabilities of councils and council staff
¾ Facilitating information exchange and mutual support.
SMCMA’s role is to:
¾ Encourage the member Councils to take ownership of the PRCG
¾ Provide advice and a regional perspective on issues
¾ Assist with contacts and networks, particularly in State Government
¾ Provide a voice within State Government
¾ Assist where possible with baseline information and grant funding for on-ground works.
¾ Assist with building community support and involvement.
¾ Assist where possible with training of officers and community groups.
¾ Provide technical advice where possible on projects that are consistent with the CAP.
¾ Provide advice and assistance on regional NRM grant applications that are consistent with the Catchment Action Plan (CAP).
¾ Provide advice on the management priorities and actions that need to be implemented on a catchment and regional basis within the CAP framework.
¾ Advance the PRCG’s knowledge and understanding of the SMCMA’s core functions, role and responsibilities under the Act within the context of State statutes relating to environmental management in the PRCG area.
¾ Consider PRCG actions and projects for inclusion in investment strategies, in consultation with PRCG members.
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1.2 Indigenous cultural values
An important part of many local, state and national NRM plans and policies is increasing the capacities of Aboriginal communities to engage in NRM and increasing the awareness of Aboriginal cultural values issues and incorporation of Aboriginal knowledge and cultural approaches in NRM. Indigenous issues and perspectives relating to NRM in the Parramatta River catchment are therefore a significant area of investigation in this report culminating in actions in the recommended PRCG Implementation Plan. Indigenous perspectives are not referred to separately to ‘NRM’ in general discussion in the report but included under this term.
1.3 This project
The Terms of Reference for the PRCG were created by the group in May 2006. As the structure of the PRCG has been determined in the Terms of Reference, only some aspects of the structure require refinement. However, the direction of the PRCG has not been formalised and therefore the PRCG requires an Implementation Plan and Communications Strategy to satisfy this need. Environmental consultancy Molino Stewart Pty Ltd was engaged in this project to research and then recommend refinements to the PRCG’s structure and prepare an Implementation Plan and Communications Strategy for the PRCG.
1.4 Methodology
Molino Stewart carried out its research for the project initially through an analysis of key NRM regional plans and actions within those plans to identify opportunities for the PRCG in its Implementation Plan. It also investigated the structures of similar groups to the PRCG. Molino Stewart then interviewed council officers, nominated Councillors, agency representatives and representatives from community groups involved in NRM and indigenous organisations to further its research into the PRCG structure, Implementation Plan and Communications Strategy.
1.5 Limitations
It should be noted that the research for this project was a ‘snapshot’ i.e. conducted within a short time frame of only three weeks. As a result, some important sources of information (both people and documents) were not researched due to their unavailability. For example, a major study into the Parramatta River estuary had not been completed and could not be referenced. Also, it was difficult to contact most Councillors and community group representatives due to their work and other commitments. Nevertheless, all Council and most agency officers were interviewed either in person or by phone and enough of the other groups interviewed to have some indication of their views and levels of interest in the PRCG.
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1.6 This report
This report summarises the findings of Molino Stewart’s research into the structure (Section 2), Implementation Plan (Section 3) and Communication Strategy (Section 4). It also provides recommendations in each of these sections for the PRCG to consider.
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2 STRUCTURE
2.1 Findings
2.1.1 Similar group search
Several structures for similar groups to the PRCG were located and examined. The neighbouring catchment group to the PRCG within the SMCMA area is the Georges River Combined Councils Committee (GRCCC). The GRCCC commenced in 1979 for the purpose of having a lobby group representing the nine Councils along the Georges River. The member Councils are:
¾ Wollondilly
¾ Campbelltown
¾ Liverpool
¾ Fairfield
¾ Bankstown
¾ Kogarah
¾ Rockdale
¾ Hurstville
¾ Sutherland.
Each Council is represented on the GRCCC by up to three Councillors or nominated staff. Over the years the GRCCC has taken on many environmental issues and has become a powerful lobby group, able to represent the needs of Councils when dealing with government policies as they affect the Georges River. In 1997, five Councils - Bankstown, Hurstville, Kogarah, Rockdale and Sutherland – funded and appointed the first Georges Riverkeeper. An additional part time staff member was also employed to assist the Riverkeeeper. The staff coordinated enthusiastic volunteers through various projects such as water quality testing, river clean ups and river patrols to identify environmental problems. In 2003, the Riverkeeper program headed in a new direction with the GRCCC establishing a joint venture with NSW Maritime. A new Georges Riverkeeper model was developed with an emphasis on monitoring the health of the River, halting pollution and regulating boat users. Seven Councils now contribute financially to the Riverkeeper program, with Liverpool and Fairfield having joined the program. In November 2003, the GRCCC, through the host Councils employed a part-time Project Coordinator to assist the Riverkeeper. In 2005, another part-time staff member was employed to manage administration of the GRCCC and the Riverkeeper program. The position was initiated to raise extra funds for the program (i.e. applying for grants),
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raise community awareness through education and media publicity and engage with the community though on-river activities such as rubbish cleanups. Molino Stewart also investigated the following other amalgams of local councils and other stakeholders:
¾ Sydney Coastal Councils Group
¾ Northern Sydney Regional Organisation of Councils (NSROC)
¾ Southern Sydney Regional Organisation of Councils (SSROC)
¾ Macarthur Regional Organisation of Councils (MACROC)
¾ Shore Regional Organisation of Councils (SHOROC)
¾ Western Sydney Regional Organisation of Councils (WSROC)
¾ Hunter and Central Coast Regional Environmental Management Strategy (HCCREMS)
¾ Lane Cover River Estuary Management Committee
¾ Hawkesbury Nepean Local Government Advisory Group
A report on the structure of each of these groups is provided in Appendix A. A Memorandum of Understanding developed for HCCREMS is also found in Appendix A. This search was particularly useful in obtaining information about the funding of council groups, MOUs, representation, use of sub-committees and number and focus of meetings. The GRCCC model appears to be the most appropriate to the structure of the PRCG as it includes local councils, government agencies and community groups in NRM coordination in a similar way to that proposed for the PRCG. The GRCCC model addresses issues discussed below such as community engagement, Officer and Councillor meetings, levying of councils and administrative support.
2.1.2 Interviews
Almost all of those interviewed mentioned the terms ‘coordinated action approach’ and ‘whole of catchment’ for inclusion in the PRCG’s Vision. There also was a call to ‘maximise communication’ between all involved in NRM in the catchment and to ’recreate the Parramatta River estuary as a living and functioning ecosystem’. A few interviewees suggested that the PRCG Vision should relate to the vision in the Sydney Metropolitan CAP. In terms of community engagement, some officers and Councillors felt that this could be achieved through a sub-committee of community groups. The community groups representatives interviewed were cautious about the time that could be involved in an ongoing sub-committee and felt that they could be best involved in a project sub- committee relevant to their area and activities. There were concerns raised about the lack of community engagement from the PRCG to date. This could be better established through a workshop with community groups to establish the best ways for the community groups to be involved in the PRCG. The GRCCC model may be chosen as the most appropriate where community group representatives attend the Councillor meetings and report back to there own and other community groups. Another model for consideration is that of the Parramatta City Council Residents Panel. Panel members in this approach could then be invited to
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comment on general plans, surveys or strategies in accordance with their interests or qualifications, and/or be appointed to a specific sub-committee. Indigenous interviewees believed that indigenous people wanted to be engaged about NRM through existing or planned networks e.g. Council Aboriginal advisory Committees (where they exist), SMCMA NRM Reference Group (planned), Local Aboriginal Lands Councils (LALCs). They recommended that the Reference Group be represented on the PRCG as a first step in engagement though these networks. Only a few of the councils appeared to have nominated a Councillor representative to the PRCG. Two councils did not want councillors to be involved at this stage. The rest of the councils were in the process of seeking representatives and briefing their Councillors about the PRCG. There appears to be more effort required to engage Councillors in the PRCG. This could be done through presentations at Council meetings. Councillors interviewed thought that meetings should be on a biannual basis. There was strong support for a Memorandum of Understanding that would formally outline the PRCG goals, commitments and relationship between its members. A couple of Council officers believe that an MOU might be too formal and was not required given the voluntary nature of the PRCG. There was an overwhelming desire for the PRCG meetings to focus on actions e.g. from the PRCG Implementation Plan. In fact, several of those interviewed made it clear that their organisation’s continuance in the PRCG would be dependent on it ‘getting runs on the board’ i.e. completing projects. Interviewees did not want a ‘talkfest’ at the PRCG and wanted to keep reporting of each organisation’s projects at a minimum (organisation reports could be circulated pre-meeting and only discussed if required). Although there was a general belief that the CMA should at least part fund projects and administrative supports if possible, there was strong support for other funding models. The majority of local councils and agencies were conducive to a council levy system similar to that used by the GRCCC at least to fund part-time administrative support. Interviewees also identified several grant opportunities including the Urban Sustainability Grant for possible project funding. Interviewees generally supported the rotation of meeting venues. The need for consistency in administrative support was stressed and most interviewed supported the appointment of a part-time administrative officer (e.g. 2-3 days per week) for this purpose. The use of sub-committees was generally supported. They should be used specifically to concentrate on the completion of projects or actions in the PRCG Implementation Plan. It was generally felt that the sub-committees should consist of interested PRCG members and co-opted technical experts and community group representatives where required. The sub-committees should be ‘sunset committees’ i.e. cease when their project or action is completed. Interviewees generally felt that the PRCG Officers meetings should oversee projects (and sub-committees) and should inform the Councillors meetings of progress. The Officers meetings should also put forward recommendations to the Councillor meetings who should ratify or amend them. There was strong support for the Parramatta River Estuary Management Committee (PREMC) to be a sub-committee of the PRCG. Interviewees believed that the PRCG covered the whole catchment, whereas the PREMC focused on the River itself and therefore PREMC activities would be a sub-set of those of the PRCG. One interviewee felt that PRCG should be a sub-committee of the PREMC. All interviewees felt that there was a need for a very competent chair for both Councillor and Officer meetings. Some believed that the chair should be independent (e.g. a CMA Board member, paid external) – others felt that the Chair could be identified from within the Officers and Councillors. To gain consistency across meetings, not burden
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participants with Chair duties and to obtain high level Chair competencies, it is suggested that the PRCG seek an external Chair.
2.2 Recommendations
The following recommendations are derived from the structures of similar groups and the interview findings.
2.2.1 Vision
The following visions are recommended for consideration of the PRCG: Coordinated natural resource management and improved understanding of indigenous heritage across the Parramatta River Catchment Coordinated natural resource management to improve the health of the many land and water environments across the Parramatta River Catchment To protect and enhance the natural resource and indigenous heritage values of the Parramatta River and its catchment by working together and delivering coordinated actions Three other visions were provided by PRCG members for consideration: Waterways have a sustainable biologically diverse function while balancing the needs of human activities (Rivers of Opportunity Strategy Vision) The Parramatta River should be celebrated and activated as a unique and significant corridor of healthy and dynamic natural systems, rich history and recreational opportunity (Draft Parramatta River Foreshore Plan). To protect and enhance the natural resource and cultural values of the Parramatta River, its tributaries and catchment lands by working together and delivering coordinated actions.
2.2.2 Community engagement
Community groups should be involved where appropriate in the PRCG in project sub- committees. If agreed to by Councillors and community groups, representatives of community groups could attend Councillor/community meetings and then report back to their own and other community groups. Indigenous people should be engaged through existing indigenous networks e.g. Council Aboriginal advisory committees, SMCMA NRM Reference Group (planned), LALCs. It is recommended that a representative of the Reference Group be invited to be part of the PRCG Officer meeting as an initial step in engagement with Indigenous networks.
2.2.3 Councillor support
An important initial action in the Implementation Plan would be to further engage Councillors and General Managers from each Council. This could be achieved by presentations to Council meetings and/or personal briefings. Councillor meetings should be held on a twice-yearly basis. The aim of the Councillor meetings should be to comment on and ratify actions from the officer meetings.
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2.2.4 Memorandum of Understanding
An MOU should be prepared and signed between the Councils and government agencies (this should be another action in the Implementation Plan). The MOU should outline the commitments of the parties to the PRCG goals and their relationships. The MOU of the HCCREMS could be a useful template for the PRCG’s MOU.
2.2.5 Format and focus of meetings
Officer meetings should focus on the delivery of actions in the PRCG Implementation Plan. This should also include reports from sub-committees including the PREMC. Council/agency reports should be kept to a minimum in the meetings and be circulated pre-meeting and only discussed if required. Officer meetings should be held on a quarterly or twice-yearly basis. Officer meetings will report to the Councillor meetings on progress of actions in the Implementation Plan and request Councillor meeting comment and ratification on certain issues.
2.2.6 Funding
Funding for administrative support should come from levying of Councils through a system such as the GRCCC and other similar groups use. Funding of actions in the PRCG Implementation Plan should be through Council/agency in-kind or core funding. Where this is not possible grant funding (e.g. Urban Sustainability Grants) should be applied for.
2.2.7 Administrative support
An administrative support staff member should be funded (see Section 2.2.5). This staff member should be appointed on a part-time basis (2-3 days/week). The position would organise meetings, take minutes and prepare and disseminate documents between meetings. It should assist in the implementation of the PRCG’s Communication Plan (see Section 4). The position description could extend to that of the GRCCC administration support officer if required.
2.2.8 Sub-committees
The PREMC should be a sub-committee of the PRCG and report to the Officer meeting and the Councillor meeting of the PRCG. Other sub-committees should be used, where required, to implement the actions in the PRCG Implementation Plan. These sub-committees should be comprised of interested PRCG officers, community group members and technical experts (where appropriate). Sub-committees should report to the PRCG Officer meetings. Four sub-committees are proposed for the Implementation (see Section 3.2.1).
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2.2.9 Chairperson
An external Chair should be sought to chair Officer and Councillor meetings. This Chair should be paid a stipend obtained from recommended funding (see Section 2.2.6). Sub- committees should be chaired by nominated members of the PRCG.
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3 IMPLEMENTATION PLAN
3.1 Findings
3.1.1 Analysis
Molino Stewart conducted an Internet search for NRM and indigenous heritage plans and actions carried out by the 13 Councils in the Parramatta River catchment. A report on the findings of this search is provided in Appendix B. The Draft Sydney Metropolitan CAP (July 2007) was also analysed in relation to its NRM targets and actions. Unfortunately, at the time of writing this report the Parramatta River Data Compilation Study (part of the development of the Parramatta River Estuary Management Plan) was incomplete and could not be analysed. The Study will be a useful resource in further identifying suitable actions for the PRCG’s Implementation Plan. Molino Stewart then conducted a gaps analysis to find out the extent to which NRM issues in the Parramatta River catchment were being addressed by the CAP, Council and other actions. The gap analysis was carried out using a spreadsheet to ascertain the extent of the actions and identify potential gaps. The main issues for Parramatta River catchment identified in the plans and actions sourced were: WATER - Water quality - Water consumption - Riparian zones management - Estuary management - Stormwater and drainage management - River flow - Floodplain management BIODIVERSITY - Pest animals - Weeds - Native vegetation - Habitat connectivity - Threatened species - Bushfire management LAND - Sediment and erosion control - Contaminated lands - Urban salinity
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COMMUNITY - Urban development - Aboriginal heritage - Community education - Community participation.
Note that many of these issues interrelate with each other e.g. riparian management and estuary management. Nevertheless, an attempt was made to quantify the extent to which the 46 plans and other documents cited addressed these themes. This analysis is provided in Table 1.
Table 1 Indication of how plans and other documents address key NRM issues in the Parramatta River catchment
No. of plans/other No. of plans/other Issue Issue documents documents
11. Water 1. Water quality 20 8 consumption
11. Habitat 1. Weeds 20 8 connectivity
3. Community 16 13. River flow 6 education
4. Stormwater 13. Floodplain 15 6 management management
5. Riparian zones 13. Threatened 14 6 management species
13. Contaminated 6. Pest animals 13 6 lands
17. Estuary 6. Native vegetation 13 5 management
8. Community 17. Bushfire 11 5 participation management
9. Urban 17. Sediment & 10 5 development erosion control
10. Aboriginal 9 20. Urban salinity 3 heritage
Table 1 maybe an indication of the importance of issues and not necessarily gaps. For example, water quality was addressed in 20 out of 46 plans cited. Nevertheless, it is arguably the most important issue anyway and still may not be adequately addressed by actions across the Parramatta River catchment.
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The reasonably low number of plans addressing indigenous heritage appears to be a gap. All 13 LGAs have indigenous heritage sites yet there are only nine documents that address them including the SMCAP. Estuary management is also poorly addressed although this could be covered partly under ‘riparian management’ and ‘native vegetation’. Also ‘sediment and erosion control’ could be a gap due to its low score although it could be covered by ‘water quality’ and ‘stormwater management’. From the analysis, there could be opportunities in coordinating across the catchment:
¾ Water quality monitoring
¾ Mapping and developing biodiversity corridors
¾ Community NRM education and participation
¾ Threatened species activities
¾ Consistency of stormwater management plans
3.1.2 Interviews
Molino Stewart interviewed 25 persons consisting of Council staff (members of the PRCG Officers meeting), Councillors, state government agency staff and community group representatives. These people were asked what they believed were the most important NRM issues in the Parramatta River catchment. The number of responses related to each issue (as listed in Table 1) are provided in Table 2.
Table 2 Indication of most important NRM issues in Parramatta River catchment obtained from interviews
Issue No. of responses Issue No. of responses
10. Sediment and 1. Water quality 21 3 erosion control
2. Stormwater 10. Water 13 3 management consumption
3. Riparian zones 13. Contaminated 12 2 management lands
4. Urban 10 14. Pest animals 1 development
5. Remnant 14. Threatened 9 1 vegetation Species
6. Estuary 8 14. River flow 1 management
14. Bushfire 7. Native vegetation 7 1 management
8. Weeds 6 14. Urban salinity 1
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Issue No. of responses Issue No. of responses
14. Community 9. Aboriginal heritage 4 1 education
10. Floodplain 14. Community 3 1 management participation
Note that ‘Groundwater’ and ‘Acid Sulphate Soils’ were also mentioned as issues by one Council officer. The findings in Table 2 should be seen as only an indication. As the majority of interviewees were officers the responses are biased their way (i.e. against other interviewees). Furthermore, the responsibilities of the officers (especially Council staff) can also bias responses e.g. a stormwater officer will respond in relation to his/her role and responsibility area and not necessarily have an oversight of all Council activities such as community education. Nevertheless, the findings in Table 2 do indicate that water quality is the most important issue in the catchment from the interviews. Issues that affect water quality – ‘stormwater management’, ‘riparian zone management’, ‘urban development’ – were also viewed as important issues. It should be noted that several officers interviewed were unaware of indigenous heritage issues although some wished to learn more. The lower importance (compared with Table 1) given to ‘weeds’, native vegetation’ and other biodiversity issues should also be noted. From the interviews there appears to be a gap in the indigenous-related NRM activities. Several Council officers interviewed were unaware of significant indigenous heritage studies carried out by their Council. Moreover, some believed that there was a gap in Council’s support for the engagement of Aboriginal perspectives in NRM activities. This gap was supported by the indigenous interviewees. There were several issues raised from the indigenous interviews that should be considered in the Implementation Plan. These issues were:
¾ All Councils need to carry out heritage site database search when doing assessments e.g. DAs
¾ Important that Councils and agencies work with indigenous communities in a equitable way i.e. not only talk with Local Aboriginal Lands Councils but also elders and broader indigenous community
¾ Important to spread understanding of traditional Aboriginal use of Parramatta River catchment throughout all communities and the indigenous view that ‘culture is the environment’
¾ Need for all Council and agency staff to be aware of indigenous sites in their area and relationships being built with indigenous communities e.g. through Council indigenous advisory committees, indigenous heritage studies.
When asked about possible actions that the PRCG could carry out based on the NRM issues and their priorities for the PRCG there were a range of responses including:
¾ Investigate and coordinate new funding opportunities across the catchment for NRM outcomes (HIGH PRIORITY based on number of mentions and prioritisation by interviewees)
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¾ Conduct a baseline study of NRM in the Parramatta River catchment (this is partly being done through the Data Compilation Study for the Parramatta River Estuary Management Plan) (MEDIUM PRIORITY)
¾ Further build partnerships and networks (e.g. with industries) in NRM across the catchment (HIGH PRIORITY)
¾ Standardise NRM planning and processes across catchment in relation to best practices e.g. Council stormwater plans in concert with Sydney Water stormwater plans (MEDIUM PRIORITY)
¾ Coordination of NRM monitoring and research programs across the catchment (LOW PRIORITY)
¾ Further identify regional NRM issues and opportunities and implement actions e.g. through the Estuary Management Plan (HIGH PRIORITY)
¾ Re-visit actions in the stormwater plan already developed for nine Councils in the Lower Parramatta River catchment (LOW PRIORITY)
¾ Act as an information hub for NRM in the catchment e.g. through a website (MEDIUM PRIORITY)
¾ Communicate the SMCAP effectively to all Councils and other stakeholders (this should be SMCMA core business) (LOW PRIORITY).
The following coordination of on-ground NRM activities were suggested in the interviews.
¾ Coordination of water quality monitoring across the catchment (HIGH PRIORITY)
¾ Expanding Leichhardt Council’s saltmarsh project across the catchment (MEDIUM PRIORITY)
¾ Mapping of biodiversity in the catchment to determine extent and quality (HIGH PRIORITY)
¾ Support for threatened species recovery plan implementation across the catchment (MEDIUM PRIORITY).
From the indigenous interviews, some actions for the PRCG were identified as follows:
¾ Implement indigenous cultural values training program for Council staff and PRCG officers (HIGH PRIORITY)
¾ Prepare an inventory of indigenous capacity (e.g. groups, indigenous employees, key people) related to NRM across the catchment (MEDIUM PRIORITY)
¾ Build PRCG relationships with Aboriginal communities through meetings, using existing structures e.g. Council indigenous advisory committees, Council Aboriginal workers, LALCs (HIGH PRIORITY)
¾ Develop education materials and program to build understanding of indigenous perspectives on Parramatta River catchment including traditional values (MEDIUM PRIORITY)
¾ Use SMCMA Aboriginal Reference Group (not formed) for advice on relevant PRCG strategies and actions (HIGH PRIORITY).
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Community group representatives suggested the following actions for the PRCG:
¾ Involve community representatives in sub-committees.
¾ If required, hold a workshop with community group representatives to establish their involvement in PRCG decision-making (e.g. through Councillor/community meetings, coordination of on-ground works) (MEDIUM PRIORITY)
¾ Conduct an audit to see where funding is going to identify gaps (MEDIUM PRIORITY)
¾ Develop a strategy across the catchment for community engagement and volunteer groups for best delivery of NRM outcomes (MEDIUM PRIORITY)
¾ Prepare a pamphlet such as that produced in the Georges River catchment that highlights NRM on-ground works across the catchment (LOW PRIORITY).
3.2 Recommendations
3.2.1 Implementation Plan
Using the suggested actions for the PRCG identified in Section 3.1 and the interviewees responses on lead roles and funding, the following PRCG Implementation Plan (see Appendix C) was developed. The plan is based on a five year timeframe. It outlines a series of actions that the PRCG should implement to work towards its vision. The plan also provides a timeframe for actions, responsibilities and funding sources. It should be noted that the plan initially calls for actions to ensure that its structure is implemented properly. It then concentrates on the roll out especially of high priority actions identified by interviewees. An evaluation program is built into the plan to encourage adaptive management and continual improvement of the plan. The evaluation includes a mid-term and summative (end-of-plan) review of the effectiveness and appropriateness of the plan. Four sub-committees of the PRCG are recommended to help implement the Plan. 1. Parramatta River Estuary Management Committee 2. Strategic sub-committee 3. Research/monitoring sub-committee 4. Communications sub-committee
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4 COMMUNICATIONS STRATEGY
4.1 Findings
4.1.1 Interviews
The existing capacity of the PRCG members was ascertained through the interviews. The SMCMA currently had no communications strategy due to its recent formation. Other members had communications networks and processes (e.g. through media sections). Interviewees were asked about the best way to communicate between council and agency officers. The meetings were seen as the main way to formally and informally communicate between officers. Agendas and briefing notes (e.g. organisation reports, sub-committee reports) should be sent out prior to meeting and minutes distributed after the meeting. The best way to distribute these was via email. Several officers also suggested use of a quarterly newsletter to update all about the achievements of the PRCG. These newsletters could be distributed to others in each organisation to build engagement with the PRCG. Interviewees were also asked about the best way to communicate with community groups and the broader public. Suggestions for this included:
¾ Quarterly PRCG newsletter highlighting achievements and opportunities for community participation in NRM (this could be an electronic newsletter)
¾ Webpage in SMCMA website about the PRCG with appropriate linkages e.g. to Council, community group websites
¾ Media releases with ‘good news’ stories
¾ Articles in Council newsletters
¾ Event opportunities (e.g. stall)
¾ Using Council networks e.g. Residents’ Panel and community group networks.
The indigenous interviewees believed that these strategies would be suitable for indigenous communities but added using indigenous media (e.g. ‘Koori Mail’), Koori interagency groups and an email network run by Bob Leslie (Blacktown Council).
4.2 Recommendations
4.2.1 Communications Strategy
Based on the interviewee responses the following communications strategy is recommended for the PRCG (see Table 3). It is suggested that the PRCG
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Communications sub-committee oversee and evaluate the progress of the Communications Strategy.
Table 3 Recommended communications strategy
Action Duration Responsibility
INTERNAL
COMMUNICATIONS
Prepare and distribute meeting agenda and briefing Distributed one week prior Administrative support notes (including reports from to PRCG Officer and officer member organisations, sub- Councillor meetings committees)
Distributed no later than Prepare and distribute Administrative support one week after Officer and meeting minutes officer Councillor meetings
Send out any other notes Administrative support As required between meetings via email officer, PRCG partners
Each PRCG partner (Officers, community groups, Councillors) to report to their respective organisations on the PRCG. Community group representatives to report to PRCG partners (officers, other community groups in After each meeting Councillors, community the Parramatta River group representatives) catchment, where possible, (e.g. by group email). All partners also to report on their activities to PRCG meetings
Administrative support Prepare and distribute a officer, Communications PRCG newsletter to all Quarterly sub-committee(design, PRCG members proofing)
EXTERNAL
COMMUNICATIONS
Prepare and distribute a PRCG newsletter to Administrative support communities through Council officer, Education sub- Quarterly and other networks (e.g. committee (design, indigenous, community proofing) group)
Add PRCG webpage to SMCMA website and make appropriate links to NRM As soon as possible SMCMA initiatives in the PR catchment including the
20 The Sydney Metropolitan Catchment Management Authority
Action Duration Responsibility
UPRCT site. Update website regularly
Use event opportunities (e.g. PRCG partners. Possible meetings, workshops, need for banners, displays festivals such as River As opportunities arise to support (funding from Beats) to raise profile of PRCG levy) PRCG
Write media releases of PRCG achievements and Administrative support circulate to local When appropriate officer, Communications newspapers, Council sub-committee (editing) newsletters, indigenous newspapers
Communicate with indigenous people through When appropriate NRM Reference Group NRM Reference Group and existing networks
Structure, implementation Plan and Communications Strategy for the Parramatta River Catchment Group 21 Report
Appendix A
Research into the structure of groups similar to PRCG
Research into structure of groups similar to PRCG
This document constitutes to outcome of a desktop search into the structure of organisations similar to the Parramatta River Catchment Group. Information is provided for the following groups: • Sydney Coastal Councils Group • Northern Sydney Regional Organisation of Councils (NSROC) • Southern Sydney Regional Organisation of Councils (SSROC) • Macarthur Regional Organisation of Councils (MACROC) • Shore Regional Organisation of Councils (SHOROC) • Western Sydney Regional Organisation of Councils (WSROC) • Hunter and Central Coast Regional Environmental Management Strategy (HCCREMS).
In addition, a sample Memorandum of Understanding (MoU) developed for HCCREMS is included at the end of the document. This MoU also contains information on communication and community consultation mechanisms.
1. Sydney Coastal Councils Group
About: The Sydney Coastal Councils Group Inc (SCCG) is a voluntary Regional Organisations of Councils established in 1993 and incorporated in 1998 under the Associations Incorporation Act, 1984.
The SCCG provides project facilitation and co-ordination on environmental and natural resource management (NRM) issues that relate to the sustainable management of the coastal urban environment. The Group provides strong advocacy and support for its 15 member councils on coastal and NRM issues. Being a member council also allows council elected and professional staff the opportunity to exchange ideas at a regional level through SCCG forums, presentations, meetings and conferences.
Sydney Coastal Councils Group has 15 member councils from Hornsby Council in the north to Sutherland Council in the south and Leichhardt Council marks the western boundary on the Sydney Harbour.
Aim: to promote cooperation between, and coordination of actions by member councils in consultation with the broader community on issues of regional significance concerning the sustainable management of the urban coastal environment
Objectives: The primary objectives of the Group are:
1. To co-ordinate and facilitate the exchange of information on urban coastal management to local councils.
2. To enhance community awareness on matters related to urban coastal management.
3. To expand the role of local government in the management of the urban coastal environment.
4. To represent the interests of the estuarine, embayment and ocean beach councils in the Sydney region to promote the sustainable development of the coastal environment.
5. To identify sources of funding available to local government for the management of the urban coastal environment and to facilitate the procurement and distribution of these funds.
Structure:
The structure of the Group consists of:
• Full Elected Group (52 representatives, meets quarterly and consists of one to three delegates of the member councils)
• Executive Committee (elected representatives) (meets between meetings of the full Group, and consists of up to seven elected representatives, five delegates and the Chairperson and two Vice-Chairpersons (Ocean and Estuary); Advisory Committees made up of Councillors and staff and which meet as required)
• Advisory Committee (made up of councillors and staff, which meet as required)
• Technical Committee (professional staff representatives - meets every two months and consists of one or more professional staff representatives (strategic planners, environmental officers, engineers, catchment liaison and policy officers and environment health officers) from each member council.
• Working groups (established from time to time by the Technical Committee to address key issues and projects)
• Secretariat (consists of 2 full time staff)
• External Committee Representation (including:
• Beachwatch Advisory Committe
• Sydney Regional Coastal Management Strategy - Regional Steering Committee
• Department of the Environment and Conservation (DEC) Local Government Groups forum
• Peak Environment Non Government Organisations (PENGOs)
• Sydney Harbour Catchment Authority Local Establishment Team
• Sydney Intertidal Protected Area / Aquatic Reserves – Review Committee
• Natural Resource Atlas (formerly CANRI)
• Sydney Harbour Councils Executive
• Phytopthora Working Group
• Butt Littering Trust
• Water Sensitive Urban Design Steering Committee
• Advisory Committee - Centre for Research and Ecological Impacts of Coastal Cities)
Membership Membership is of a voluntary and co-operative nature. The Group became an incorporated association in early 1998. Most proceedings follow the usual set-up of an incorporated association as on the Department of Fair Trading website.
The Secretariat of the Group is hosted by a member council for a period of three years. The Host Council is nominated and determined at the Annual General Meeting. A Service Provider Agreement lists the arrangements between the Group and the hosting council.
Meetings:
Full Group Meetings 2007 - quarterly
Meeting 1: 17 March 12 pm (Hosted by Botany Bay Council) Meeting 2: 9 June 12 pm Meeting 3: 15 September 12 pm Meeting 4: 9 December 12 pm
Technical Committee Meetings 2007 - every 2 months
Meeting 1: 15 February at Randwick City Council Meeting 2: 19 April (includes field trip)
Meeting 3: 21 June Meeting 4: 23 August Meeting 5: 15 October (includes field trip) Meeting 6: 13 December (Christmas Party)
The Constitution sets out the name; aims and objectives; membership; representation from member councils; details for determining the chairperson and meeting arrangements; voting; what represents a quorum; business at meetings; powers of the Group, Executive Committee and other types of committees; employment of staff; office location; financial matters; annual reporting; cooperative arrangements; termination of membership; amendments; termination of the Group and declaration of pecuniary interests.
Website: http://www.sydneycoastalcouncils.com.au
2. Northern Sydney Regional Organisation of Councils (NSROC)
About/Aim: NSROC is a voluntary organisation of local government established to provide strong local government leadership; to work co-operatively for the benefit of the Northern Sydney region; and to effectively advocate on agreed regional positions and priorities. A principal function of NSROC is to develop regional policies to address regional issues. Policies are usually developed by groups of council staff working closely
with the NSROC secretariat and then formally adopted by the NSROC Board. These policies take the form of strategies, submissions, protocols and action plans and are then used to guide and inform decision making by local government in the region, and also to provide information, raise issues and influence decisions of the state and federal government
Objectives: 1. To strengthen the role of Local Government in regional affairs, particularly where the region may be affected by Commonwealth or New South Wales Government policies; 2. To ensure that as a region we are providing leadership and participating in the development of; sound urban infrastructure; economic infrastructure and employment opportunities; 3. To facilitate the integration of transport, human and environmental infrastructure projects that support opportunities that meet community and business needs; 4. To improve the quality and access to human services infrastructure; 5. To improve the quality and efficiency of Local Government service delivery throughout the Northern Sydney Region; and 6. To ensure the Organisation develops as a highly credible and cost-effective organisation.
Membership:
Membership of the Organisation is open to, but not restricted to, the following Councils: Hornsby, Hunters Hill, Ku-ring-gai, Lane Cove, North Sydney, Ryde and Willoughby.
Representation:
A member Council is represented by The Mayor and one other Councillor.
A member Council shall, at its first ordinary meeting after the quadrennial election, appoint delegates from the Council membership to the Organisation, one of whom shall be the Mayor. Each such delegate shall hold office until the appointment of a successor.
The office of delegate shall become vacant if the delegate:
• ceases to hold the office as a Councillor;
• resigns by letter addressed to the member Council; or
• is absent from three (3) consecutive meetings of the Organisation without having obtained leave of absence from the Organisation;
• is replaced by the member Council at any time.
Where the office of a delegate becomes vacant, the member Council concerned, at the first convenient ordinary meeting held after such vacancy occurs, should appoint another delegate.
Where the Mayor of a Council is unable to attend a meeting of the Organisation, the Council may only be represented by the Acting Mayor for the purpose of being an alternative delegate.
Where any delegate, not being the Mayor, of a Council is unable to attend a meeting of the Organisation, the Council may be represented by another member of the Council duly appointed for the purpose of being an alternative delegate.
Structure:
NSROC is comprised of:
• NSROC Board;
• Executive;
• General Managers Advisory Committee (GMAC);
• NSROC Executive Director and Executive Assistant;
• Secretariat.
Role of the Executive:
NSROC elects a President and two (2) Vice Presidents from its membership that will form the Executive of the Organisation. Elections are conducted twelve (12) monthly in accordance with the provisions of the Local Government Act 1993 and regulations for the election of Mayor and Deputy Mayor.
Between meetings of the Board the role of the Executive is to determine matters relevant to the Board’ s responsibility in circumstances where:
• in the opinion of the Executive the matter is such that it must be determined prior to the next ordinary meeting of the Board, and
• it would be impractical to convene an extraordinary meeting of the Board.
This role does not have the authority to vary the adopted NRSOC Business Plan and Budget.
Role of the Board:
Delegates to the Organisation (The Mayor and Councillor from each represented Council) are collectively be known as the Board.
The role of the Board is to:
• Monitor the performance of the Organisation
• Establish a business plan and ensure outcomes therein
• Adopt annual estimates of revenue and expenditure having regard for the business plan
• Review the business plan and its contents as required
• Make broad policy decisions within the objectives of the Organisation.
Role of the President:
• The President presides at all meetings of the Organisation
• The President, unless otherwise directed by resolution of the Organisation will:
• Chair meetings of the Organisation
• Act as spokesperson for the Organisation
• Exercise leadership and give direction to the Organisation
• Represent the Organisation to other Agencies and Governments
• Present the Organisation and its decisions in a positive way to the community, media, government and other interested groups
• Together with the General Managers’ Advisory Committee authorise the expenditure of funds provided provisions has been made within the adopted budget
• Call special meetings as required.
Role of General Managers’ Advisory Committee (GMAC):
The Organisation appoints a GMAC, comprising of the General Manager of each of the member Council. One of the General Managers shall be appointed as Chairman.
The role of the GMAC is to:
• Advise on administrative and planning matters.
• Exercise general supervision of the Organisation’ s staff and resources including the authorisation of expenditure within the budget approved by the Board.
• Submit reports and recommendations to the Board for policy decision.
• Have general supervision of projects and activities in the Business Plan.
Meetings:
The Board of the Organisation meets quarterly in February, May, August and November on the first Thursday of the month (or an otherwise agreed to date) to consider policy and major issues. The Annual General Meeting is held in November.
The financial statements of the Organisation are submitted to the Annual General Meetings.
Each member Council and delegates are notified of meetings not less than seven days before each meeting. In the case of a Special Meeting, 48 hours notice is given.
The President presides at all meetings of the Organisation or, in the absence of the President, the Vice President.
In the absence of the President and Vice President, the delegates present at a meeting elect one of their members to preside.
Councillor of a member Council may attend and speak at meetings of the Organisation. Any senior staff of a Council, which is a member, may also attend and speak at meetings of the Organisation with the consent of the meeting.
A Special Meeting of the Organisation may be called by:
• The President
• Notice signed by three delegates.
Business at Meetings:
Business conducted at a meeting of the Organisation consists of:
• Matters of which due notice has been given.
• Matters, which the President determines to be of urgency of which due notices has not been given.
• Consideration of recommendations, reports and correspondence which are consistent with the objectives of the Organisation.
Voting:
• At meetings of the Organisation each delegate, or each bona fide alternative delegate representing a delegate, is entitled to vote.
• The President has both a deliberative vote and, in the event of equality of votes, a casting vote, other than in the election of President or Vice President.
• All votes must be given personally and there is no provision for voting by proxy.
Quorum:
A quorum at a meeting of the Organisation consists of a number being half of the number of Councils plus one. A quorum of a Sub-Committee of the Organisation is the majority of members appointed.
Procedure:
The procedure at a meeting of the Organisation is in conformity as far as possible with the procedure for meetings of Council and Committees as prescribed by regulations made under the Local Government Act 1993, as amended, and in accordance with standing orders adopted by the Organisation which are not in conflict with the above.
Resolution of Internal Disputes:
Disputes between delegates (in their capacity as members) of the Organisation, and disputes between delegates and the Organisation, are referred to a community justice centre for mediation in accordance with the Community Justice Centres Act 1983.
At least 7 days before a mediation session is to commence, the parties are to exchange statements of the issues that are in dispute between them and supply copies to the mediator.
Disciplining of Delegates:
A complaint may be made to the Board by any person that is a delegate of the Organisation:
• has persistently refused or neglected to comply with a provision or provisions of the rules;
o has persistently and wilfully acted in a manner prejudicial to the interests of the association.
On receiving such a complaint, the Board:
• must cause notice of the complaint to be served on the delegate concerned; and
• must give the delegate at least 14 days from the time the notice is served within which to make submissions to the Board in connection with the complaint; and
• must take into consideration any submissions made by the delegate in connection with the complaint.
• The Board may, by resolution, dismiss the council delegate from membership of the Organisation or suspend the delegate from membership of the Organisation if, after considering the complaint, it is satisfied that the facts alleged in the complaint have been proved.
• If the Board dismisses or suspends a delegate, the President must, within 7 days after the action is taken, cause written notice to be given to the delegate of the action taken, of the reasons given by the Board for having taken the action and of the delegate’ s right of appeal under Article 17.
Right of Appeal of Disciplined Delegate:
A delegate may appeal to the Organisation in general meeting against a resolution of the Board under Article 16 within 7 days after notice of the resolution is served on the delegate, by lodging with the Executive a notice to that effect.
The notice may, but need not, be accompanied by a statement of the grounds on which the delegate intends to rely for the purposes of the appeal.
On receipt of a notice from a delegate under Clause (i), the Executive must notify the Board which is to convene a general meeting of the Organisation to be held within 28 days after the date on which the Executive received the notice.
At a general meeting of the Organisation convened under Clause (iii):
• the Executive and the delegate must be given the opportunity to state their respective cases orally or in writing, and
• the members present are to vote by secret ballot on the question of whether the resolution should be confirmed or revoked.
• If at the general meeting the Organisation passes a special resolution in favour of the confirmation of the resolution, the resolution is confirmed.
Powers of the Organisation:
The Organisation has power, in accordance with this Constitution, to:
• Make submissions to Governments and other agencies in respect of the areas of the member Councils, consistent with the objectives of the Organisation and adopted Business Plan;
• Carry out the objectives of the Organisation; and
• Receive funds in respect of the:
• staffing of the Organisation
• carrying out of projects or studies agreed by the Organisation
• for any purpose that may be authorised by the Organisation.
The above does not affect the right of an individual Council acting in its own right on any matters.
The control, regulation, maintenance and management of the exercise of these powers is vested in the meetings of delegates in accordance with this Constitution subject to any delegation of authority which may have been granted.
By resolution, and within limits defined in such resolution, to authorise the Executive, a member Council’ s representative, a staff delegate or a properly appointed sub-committee consisting either whole of part of elected representatives, staff or other persons to exercise or perform on behalf of the Organisation any power, authority, duty or function other than any power, authority, duty or function, the Organisation, by resolution, reserves for itself.
Staffing:
The Organisation has the power to appoint such staff as the Organisation may require from time to time.
Advisory Sub-Committees:
• The Organisation may, from time to time, appoint any number of Committees in connection with any work, activity or object of the Organisation.
• The Organisation has the power to co-opt any person to assist and/or comprise a sub-committee.
Office:
The Office of the Organisation shall be at any one of the Member Councils.
Financial year:
The Organisation’ s financial year commences on 1 July and terminates on 30 June.
Finance:
• The Organisation determines, prior to the February Board Meeting each year, an Annual Budget which will includes:
• the amount of proposed revenue and expenditure by the Organisation
• the amount in hand available for such expenditure
• any additional amount required to be raised to meet such expenditure
• In the event of any expenditure not covered by the Annual Budget, the Organisation prepares a statement showing:
• the amount and nature of the extraordinary expenditure
• the amount in hand available to meet the expenditure after allowing for estimated ordinary expenditure for the balance of the year
• any additional amount required to be raised to meet the extraordinary expenditure
• The Organisation levies each member Council on a basis agreed by all member Councils, the member’ s proportion of the amount required to meet the expenditure referred to in Clause 20. The member’ s contribution is determined by resolution of the Organisation at the time of adopting the annual budget.
• The Organisation pays all moneys received by it to a bank account held in the name of the Organisation and shall use such moneys for the purpose of, and subject to, the terms of this Constitution.
• All accounts are operated in such manner and by such persons as the Organisation shall from time to time determine. Payments of accounts may be authorised by both the Board President and the Chairman of the General Managers’ Advisory Committee. All payments made shall be reported to the Board.
• The accounts of the Organisation are kept according to the same principles as the accounts of a member Council and in such books and form as are approved by the auditors to the Organisation.
Auditors:
The Organisation shall appoint an auditor who shall annually audit the accounts of the Organisation. The audited accounts shall be presented to a meeting of the Organisation prior to 30 November each year.
Annual Report
The Organisation shall submit an Annual Report to each of the member Councils with the notice of the Annual General Meeting.
Co-operation
For the purpose of performing any powers, duties or functions, the Organisation may make use of the services of an employee of a member Council if the prior approval of the Council is obtained.
Termination of Membership
A Council may withdraw from membership of the Organisation on giving twelve months notice of termination to the Organisation. When such termination takes effect, no contribution shall be refunded, no funds will be distributed, and the Constitution remains in force between the remaining members of the Organisation.
Amendments
This Constitution may be altered from time to time by a resolution passed at a meeting of the Organisation by votes equivalent to three-fourths the number of delegates entitled to vote, provided that the majority of member Councils are represented by at least one delegate.
Termination of Organisation
Upon the termination of this Organisation the debts and liabilities of the Organisation is discharged out of the assets of the Organisation. The balance of the assets is given or transferred in shares relative to the contribution by each member Council to the member Councils remaining immediately before the termination of the Constitution.
Member’ s Liabilities
The liability of a member council of the Organisation to contribute towards the payment of the debts and liabilities of the association or the costs, charges and expenses of the winding up of the association is limited to the amount, if any, unpaid by the member in respect of the association as required under Article 23 (iii).
Common Seal
• The common seal of the Organisation must be kept in the custody of the public officer (Executive Director).
• The common seal must not be affixed to any instrument except by the authority of the Executive and the affixing of the common seal must be attested by the signatures of either 2 members of the Executive or by 1 member of the Executive and of the Public Officer (Executive Director).
Website: http://www.nsroc.org/
3. Southern Sydney Regional Organisation of Councils (SSROC)
About/Aim: SSROC is an association of eleven local councils in the southern area of Sydney. SSROC provides a forum for the councils to deal with issues they all have in common, particularly those that cross boundaries. Key issues under consideration include planning, environment, transport, community development, sustainability, and local government management. SSROC also acts as a facilitator of joint activities between councils. By undertaking activities through SSROC, councils are able to take advantage of scale economies; they have access to a greater pool of staff and councillor talent; and can share in the costs of engaging external assistance if needed. By jointly undertaking new initiatives, member councils expose their staff and councillors to a wider network of expertise and views.
Structure: • Council Delegates (the 11 member councils nominate 2 councillors to represent them as delegates on the SSROC Board. SSROC asks that the Mayor and Deputy Mayor be nominated. Councils are entitled to nominate an additional two councillors as alternate delegates These delegates meet four times a year. The meetings are chaired by the President, and follow usual local government meeting procedure. Together, the 20 voting delegates comprise the SSROC board, which is the primary decision-making body of the Organisation.
• Executives (3 of the Council delegates are elected by the Board to fill the Executive positions annually. These are President, Senior Vice President and Junior Vice President. These members are elegated annually at the AGM of the Organisation. The President chairs the quarterly board meetings, carries out any representative duties, and in consultation with the other Executive members, makes policy decisions between meetings of SSROC. The Senior Vice President and Junior Vice President participate in Executive decision-making, and deputise for the President when required.
• Standing Committees (SSROC has 2 Standing Committees which make recommendations at quarterly board meetings. The Standing Committees meet four times each year. The Committees are chaired by the Vice Presidents of SSROC. Member Councils nominate a delegate to each Committee. The Standing Committees make recommendations to the quarterly board meetings. The areas of responsibility for the Standing Committees are:
Standing Committee No. 1 Standing Committee No. 2 Asset management Regional planning matters Public works Environmental management Transport planning and Joint tendering management Waste management Community development SSROC financial reports Road safety
• Committee Staff (A small team of three staff undertakes SSROC's day-to-day work. The three positions are: Executive Director, Regional Projects Manager, and Research/Administration Officer. The staff team is supported by project staff engaged using grant funding or additional council contributions) • Working Groups (Professional working groups of council officers work with the staff team to develop and implement SSROC policies and programs. These groups cover the broad spectrum of council activities.)
Meetings: Quarterly Board meetings chaired by the President (final meeting is the AGM). Standing Committee meetings are quarterly as well at different times. Website: www.ssroc.nsw.gov.au
4. Macarthur Region Organisation of Councils (MACROC)
About/Aim: MACROC is the association of the three local government authorities in the Macarthur region - Camden Council, Campbelltown City Council and Wollondilly Shire Council. To facilitate and promote economic, social development and protection of the environment and cooperation of mutual benefit to member Councils, Communities and Businesses, whilst maintaining the integrity of member Councils' autonomy.
The following information has been taken from MACROC’ s Charter (2006).
Objectives:
• Provide the opportunities for the exchange of information and knowledge to enhance the role of Local Government in the region. • Promote improved service delivery and lower costs to ratepayers through resource sharing, service sharing and the elimination of inefficiencies, together with identifying activities, which can be provided in a cooperative approach. • Formulate strategies that promote a regional approach to issues. • Develop a process of regional facilitation, planning, coordination and liaison to ensure the effectiveness and availability of services need in the region. • Service the specific needs of member Councils, by developing projects that are delivered more efficiently and effectively on a regional basis and achieve continuity with the region. • Develop and implement a regional economic growth strategy directed to the creation of job opportunities for the region. • Provide a voice for regional issues, whilst maintaining the ability of member Councils to promote individual views. • Improve the customer focus of Councils in the region by adopting regional strategies on the delivery of Commonwealth and State Government programs. • Operate effectively as a lobby group and attract Commonwealth and State Government projects and/or funds for member Councils. • Promote best practice by member Councils by examining regional approaches to bench marking and performance measurement. • Provide a forum to encourage member Councils, Business and Community groups to develop regional approaches.
5 STRUCTURE:
• MACROC Board of Directors (Twelve voting Delegates. Three from each member Council. The Mayor of each member Council, Non-voting Delegates Council General Managers, MACROC Executive Officer
• Executive Group (comprising the President and General Managers of the member Councils who will provide guidance and direction on issues between Board Meetings)
• Secretariat
• Executive Officer (will fulfil the role and objectives of MACROC as well as carry out the decisions of the Board.
• Staff: Executive Officer, Economic Development Officer, Administrative Assistant
President of MACROC The President of MACROC will be a Delegate of a member Council elected by the Board at the annual General Meeting of MACROC. The President will be from each Council by rotation. The President shall be elected for a term of two years, however if the President does not wish to serve a second year the Board may conduct an election to fill the vacancy.
The Deputy President will be elected in the same manner as the President, again by rotation.
Representation: Each Council will be represented by four delegates one being the Mayor of the day. Where any delegate of a Council is unable to attend a meeting of MACROC, the Council may be represented by another member of the Council appointed for the purpose or as an alternate delegate, provided that each Constituent Council shall be restricted to one alternate delegate. Such other member may during the absence of a delegate of this Council, sit in his/her place and be subject to vacation of office in the same way as the delegate,
A member Council shall at its first ordinary meeting after the Ordinary Local Government or bi-election as the case may be, appoint members of the Council to be the delegates of the Council to MACROC. Each such delegate may hold office until the appointment of his/her successor.
The office of delegate shall become vacant if:
i) the delegate ceases to hold the office of member of his/her Council; ii) the delegate resigns by letter addressed to the Council which appointed him/her; or iii) the delegate is absent from three consecutive meetings of MACROC without having obtained leave of absence from MACROC or their member Council.
Where the office of a delegate becomes vacant the Council concerned at the first convenient ordinary meeting held after such vacancy occurs shall appoint another member to the office.
Standing Committees:
• MACROC may appoint such standing committees or ad hoc committees as are deemed necessary to further the work of MACROC and shall define their functions. • All standing and ad hoc committees shall function only as authorised by MACROC.
6 MEETINGS
Frequency • MACROC Board meetings will be held every two months with the meeting held in October being the Annual General Meeting. • Meetings shall be held in rotation at an office of each member Council or as decided by MACROC.
Notice • A notice of every meeting will be sent to the Delegates and General Managers of all Member Councils at least thirty (30) days before the date of the meeting, with meeting agendas being distributed five (5) days before the date of the meeting. • Items to be included by member Councils on the agenda should be submitted to the Executive Officer fourteen (14) days prior to the meeting for consideration by the Management Committee.
Quorum A quorum at a meeting of MACROC shall consist of a majority of elected Delegates with each Council having at least one representative. A Delegate cannot be represented by a proxy.
A quorum at a meeting of a Sub-Committee of MACROC shall consist of at least half the members appointed to that Sub-Committee by MACROC.
Voting It will be a primary endeavour of MACROC to achieve consensus of all decisions of the organisation. If consensus cannot be reached, issues may be determined by a majority vote.
7 FUNDING
Member Councils are committed to MACROC being self funding. Member Councils shall contribute an equal agreed sum as its financial contribution towards the operating costs of MACROC. Such funds will be kept and managed by Campbelltown City Council. Financial Reports will be kept and managed by Campbelltown City Council for submission to each meeting of the Board.
Each Council will contribute equally to the cost of managing the financial affairs of MACROC.
8 STAFFING
• Subject to the availability of funding, MACROC may appoint an Executive Officer and other such staff, as the Board may consider appropriate in order to pursue its objectives. The Executive Officer shall report to the Board via the General Manager Of Campbelltown City Council. • The General Manager of Campbelltown City Council is the employer of all MACROC staff.
9 BUSINESS PLAN
A Business Plan will be adopted and updated annually or as required by MACROC and referred to member Councils for adoption.
10 REPORTING
The Executive Officer shall prepare a bi-monthly report for consideration by MACROC, which shall include (but not be limited by,) the following items:
• Overview of MACROC’ s activities highlighting progress of the group’ s objectives and updating the Business Plan of MACROC. • Analysis of the Financial Report and Budget associated with MACROC’ s operations. • Reports and recommends on policy issues and other matters as required
http://www.macroc.nsw.gov.au
5. Shore Regional Organisation of Councils (SHOROC) - waiting for Constitution
About/Aim: SHOROC is a cooperative group of councils on Sydney’ s Northern Beaches representing Manly, Mosman, Pittwater and Warringah.
SHOROC’ s vision is a ‘ strong co-operative group of councils taking a leading role on issues of regional significance’.
10.1.1 Structure:
• Executive: Consists of up to 4 Mayors and 4 General Managers from the 4 member Councils who meet at least quarterly). All member councils make an equal annual contribution to the operating costs of SHOROC.
• Management Committee: Supports the Executive
• Secretariat: Supports the Executive
• Key Working Groups: Consists of cross-council professional officers.
Meetings: Quarterly. All member councils have equal voting rights. The Mayor assumes the SHOROC chair and his General Manager supports the Secretariat in all administrative matters. These responsibilities are shared by each Council on a rotational basis.
Website: www.shoroc.nsw.gov.au
6. Western Sydney Regional Organisation of Councils
WSROC (pronounced 'wesrock') was formed in November 1973. It became a company limited by guarantee in 1991. All member councils make an equal annual contribution to the operating costs of WSROC and have equal voting rights.
The decision-making body of WSROC is the Board, consisting of two voting Directors from each member council. The Board's role in managing the organisation is supported by the Executive Management Committee (EMC) which meets between Board meetings. The organisation is resourced by a regional secretariat, with professional and support staff. A number of professional committees and staff working groups from member Councils also meet regularly to assist in implementing the work program and to discuss major regional issues.
The Board sets WSROC's Strategic Plan and work program through a strategic planning forum and workshops held every four years and reviewed at regular intervals. The work program centres on WSROC's primary role - to lobby for the councils and communities of Western Sydney. The organisation conducts research and prepares regional reports and submissions to support this advocacy role and also works to develop resource sharing and other cooperative projects between member Councils. WSROC also manages a number of projects, which are either funded jointly by its members or from external sources.
WSROC has a reputation for considered policy analysis and advocacy on a wide range of issues affecting the residents of Western Sydney. These include urban planning and management, public transport, roads, infrastructure, economic development, environment, employment, community services and a range of local government issues. WSROC has been responsible for improvements in many of these areas and has helped to create many of the region's institutions and agencies.
WSROC's Mission
Our mission is: to secure - through research, lobbying and the fostering of cooperation between councils - a sustainable lifestyle for the people of Western Sydney and the provision of infrastructure such that no one should have to leave the region to have access to the sorts of amenities, services and opportunities others in urban Australia take for granted.
Our Objectives
WSROC's objectives, as set out in its Constitution, are:
To consider the needs of the local government areas and of the people of the Western Region of Sydney and to make known those needs to the Commonwealth and New South Wales Governments and the wider community.
To submit to the Commonwealth and New South Wales Governments requests for financial assistance, policy changes and additional resources for the Western Region of Sydney and Members.
To strengthen the role of local government in regional affairs, particularly where the Western Region of Sydney may be affected by Commonwealth or New South Wales Government policy.
To foster cooperation between Members in addressing problems and projects of joint interest.
To advance the interests of the Western Region of Sydney.
To assist Members to carry out their duties, functions and powers under the Local Government Act, and any other statute making provision for duties, functions or powers of the Members.
WSROC Committees and Groups
WSROC's operations are supported by a number of committees and groups comprising staff from member Councils (and in some cases representatives from other relevant organisations). To find out more about these groups or to contact their convenors, please contact the WSROC Secretariat.
About/Aim: to secure - through research, lobbying and the fostering of cooperation between councils - a sustainable lifestyle for the people of Western Sydney and the provision of infrastructure such that no one should have to leave the region to have access to the sorts of amenities, services and opportunities others in urban Australia take for granted.
Objectives:
• To consider the needs of the local government areas and of the people of the Western Region of Sydney and to make known those needs to the Commonwealth and New South Wales Governments and the wider community.
• To submit to the Commonwealth and New South Wales Governments requests for financial assistance, policy changes and additional resources for the Western Region of Sydney and Members.
• To strengthen the role of local government in regional affairs, particularly where the Western Region of Sydney may be affected by Commonwealth or New South Wales Government policy.
• To foster cooperation between Members in addressing problems and projects of joint interest.
• To advance the interests of the Western Region of Sydney.
• To assist Members to carry out their duties, functions and powers under the Local Government Act, and any other statute making provision for duties, functions or powers of the Members.
Structure:
Executive Board: Consists of 2 voting Directors from each member Council. The Board sets WSROC's Strategic Plan and work program.
Executive Management Committee: The EMC manages the Board and meets between Board meetings. It consists of the President, Senior and Junior Vice President, Treasurer, and Councillors.
Secretariat: Assisted by professional and support staff.
Working Groups: A number of professional committees and staff working groups from member Councils also meet regularly to assist in implementing the work program and to discuss major regional issues.
Hunter and Central Coast Regional Environmental Management Strategy (HCCREMS)
HCCREMS is a collaborative initiative between fourteen councils in the Hunter, Central and Lower North Coast of NSW and is part of the Local Government Reference Group.
The Local Government Reference Group is composed of two representatives from each member council (a member of staff and an elected representative) and serves to facilitate information exchange between Councils and the Hunter-Central Rivers CMA. The Local Government Reference Group representatives provide the initial point of contact for the Catchment Management Authority and provide guidance on ‘ administrative’ , ‘ strategic” and ‘ general’ Council-related issues. The LGRG is not expected to meet all requirements for Council consultation. The technical nature and complexity of some of the issues being addressed by the CMA necessitates specific Reference Groups who are convened on an as-needs basis to provide advice or comment on technical issues.
The Local Government Reference Group (LGRG) has, over the last 18 months, engaged in ongoing dialogue with the Hunter Central Rivers CMA regarding the development of the Catchment Action Plan.
The role of the LGRG has included: • Providing, via bi-monthly LGRG meetings, feedback and advice to the CMA regarding CAP processes, content and timelines. • Coordinating local government representation on theme teams (Biodiversity, Water, Estuary-Marine and Land) to ensure local government input to the development of the Catchment Action Plan. • Coordination of a CMA-Local Government workshop (29 Sept 05) to address technical issues. • Identifying issues common across the region for inclusion in formal submissions to ensure Local Government concerns are addressed within the CAP.
The CMA has actively liaised with the Local Government Reference Group regarding the CAP, providing regular updates and feedback, including: • Bi-monthly updates regarding the progress to date, anticipated progress and overall timelines for completion of the CAP.
• How feedback from the LGRG has been incorporated into the CAP or CAP processes (e.g. how consultation with councils should occur, quantification of outcomes). • Overview of the changes to the CAP arising from issues identified during exhibition process. The Local Government Reference Group has worked with the CMA to develop a Memorandum of Understanding between local councils and the CMA. Several iterations of the document were produced to incorporate the comments of councils and the CMA.
The MoU is based on a set of general principles which define the roles of the different parties and aims to strengthen partnership approaches to NRM at the regional and local levels. It seeks to achieve this aim by guiding and directing working relationships between the two parties in planning for, investing in, and adaptively reviewing progress towards sustainable natural resource management throughout the Hunter – Central Rivers region.
Memorandum of Understanding Addendums A series of addendums to this MoU will articulate the specific actions, or protocols, agreed to address issues that have legal, political, policy, resource or financial implications.
Memorandum of Understanding
between
Hunter Councils Inc, on behalf of Member Councils
and
Hunter Central Rivers Catchment Management Authority
Memorandum of Understanding between Hunter Councils Inc, on behalf of Member Councils and Hunter Central Rivers Catchment Management Authority
This Memorandum of Understanding is referred to as ‘the MoU’ throughout this document.
1. Preamble This Memorandum of Understanding is between the Hunter – Central Rivers Catchment Management Authority (HCRCMA) established under the Catchment Management Act, 2003 (CMA Act 2003) and Hunter Councils Inc (HC), a Regional Organisation of Councils, that represents 12 councils in the Hunter and Lower-North Coast region.
Sections 14 and 15 of the CMA Act 2003 define the functions of the Catchment Management Authorities. Section 16 (2) of the CMA Act 2003 enables the Hunter Central Rivers Catchment Management Authority to assist another government agency carry out its functions.
The term of the MoU between the HCRCMA and HC shall be concurrent with the term of the HCRCMA. The MoU will be reviewed every 5 years to coincide with the review of the CAP, or if requested by any of the parties. The Addendums will be updated on an as needs basis. Such modifications as may be agreed to from time to time shall be permissible. Termination of the MoU shall be without penalty to any institution. Without limiting or affecting all and any existing contractual and other obligations of the parties inter se and any third parties, the MoU is only to express the intentions of the parties. The expressed intentions are not binding and no legally binding obligations are intended to, or do, arise as a consequence of the signing of this document.
Throughout this MoU, the word ‘investment’ is used to describe the total contribution to natural resource management (NRM). Based on a definition from Young (1992)1 this includes “all human actions to realise intended changes in social organisation as well as the accumulation of knowledge and does not confine the use of this term to the narrow financial sense”. Investment as used in this document refers to on-ground activity, knowledge,
1 Young, M (1992) Sustainably Investment and resource use: equity, environmental integrity and economic efficients, Man and the Biosphere Series, Volume 9, CSIRO, UNESCO and the Parthenon Publishing Group
policy, expertise, skills, research and data all of which Local Government contributes to NRM.
2. Background Catchment management has evolved over the past few decades through the work of the Catchment Management Committees and Catchment Management Boards, culminating in the passing of legislation to establish Catchment Management Authorities (CMA). This represents a new approach to natural resource management in NSW where a whole of government and community delivery model is supported. The community will have a bigger and better say in key decisions on the management of natural resources.
The CMA will provide a strategic regional view for the management of catchment issues. This will involve developing and regularly updating the Catchment Action Plan (CAP), through well planned and executed processes which involve all key stakeholders, and setting a strong strategic investment focus. The CMA is also the primary vehicle for the delivery of incentive programs funded by the NSW and Commonwealth Government to achieve the restoration and improvement of natural resources.
Councils play a significant role as land managers and an influential role as policy developers and regulators in the sustainable management of natural resources in NSW. This role includes significant contributions to NRM investment and other roles in NRM including as land managers, land developers, reserve managers and other vital functions essential for the overall health and well-being of the community.
Effective long-term natural resource management and land use planning can only occur through coordinated and cooperative action of the community and organisations at all levels of government. This integrated approach will be built by all stakeholders through a continuing commitment to, and consistency of, regional Natural Resource Management (NRM) plans, including the CAP, Water Sharing Plans, Vegetation Management Plans, Estuary Management Plans and Coastal Management Plans. The integration of NRM objectives into Environmental Planning Instruments and land use strategies is vital.
This MoU has been developed in recognition of the important current and future role that Local Government and the CMA play as genuine partners in the delivery of NRM outcomes in NSW. It recognises and supports the role of local government in the whole of government approach to NRM planning and management. It recognises the capacity of local government to coordinate local planning and deliver on-ground actions.
This MoU is based on a set of general principles which define the roles of the different parties. It aims to strengthen partnership approaches to NRM at the regional and local levels. It seeks to achieve this aim by guiding and directing working relationships between the two parties in planning for, investing in, and adaptively reviewing progress towards sustainable natural resource management throughout the Hunter – Central Rivers region.
3. General principles The following principles will guide actions and behaviours in relation to this MoU: o The relationship between Hunter Councils Inc, individual councils and the HCRCMA is one of partnership and cooperation o Implementation of the MoU provides mutually beneficial outcomes for all parties o Hunter Councils Inc, local councils and the HCRCMA have a commitment to maintaining a long-term relationship o Where common interests are recognised, there should be collaboration or clear separation of activities/roles to avoid duplication of effort where possible o Decisions relating to implementation of the MoU should be transparent and based on input from all partners and stakeholders o The rights and interests of all partners and stakeholders in natural resource management should be recognised and addressed o Adequate resources will be provided by the CMA for any agreed additional roles required of HC and/or local government by the HCRCMA o Existing resources (staff, systems and networks) will be utilised where practical to avoid duplication o The emphasis on interactions between the parties to this MoU will extend beyond communication to one of effective collaboration and commitment to implementation o At all times, the parties to this MoU shall recognise that each individual agency possesses knowledge, technical skills and experience that may assist the other agencies in the course of their decision-making and operation and shall strive to share such knowledge and skills o Clear and effective communication channels will be maintained between HC, individual councils and the CMA o Partnerships between the CMA, HC and local councils should be jointly acknowledged and promoted where appropriate. o All parties respect the independence, statutory responsibilities and reputation of the other parties o All parties acknowledge the principles of ecologically sustainable development o This collaborative approach will assist in building the capacity of all parties, in developing knowledge, skills and expertise which will improve the efficacy of implementation of NRM in the region
3.1. Communication In order to progress Natural Resource Management (NRM) and achieve desired outcomes it is essential to involve all stakeholders in NRM planning and investment. The CMA’s strategic regional view will utilise an investment focus which seeks to better harness the totality of public and private investment and capability in NRM to efficiently support and deliver on-ground outcomes, building on existing expertise, knowledge and resources.
Communication between the parties will occur at both a regional and local level, and between both these levels. Methods for communication can include but are not limited to: • Briefings/forums/meetings • E-mail discussion/reference/contact group • Reference/Technical Groups (eg issue or project specific) • Progress reports/consultation papers • Telephone contact with nominated persons • Relevant consultation forums eg Local Government Reference Group, CMA Community Reference Groups and other peak forums
3.2 Consultation Consultation shall be targeted, two-way and cover such themes as: development, review and implementation of the CAP; Three-year Investment Strategy, Annual Implementation Program, Individual Management Targets, Management Plans of Councils, Regional Strategies, Local Environment Plans and other NRM plans of local councils.
Regional Scale Consultation The Local Government Reference Group (LGRG), which is a representative group of the 12 member councils of Hunter Councils Inc, satisfies the requirements for a “Regional CMA/LG Forum” as described in the State-wide NRM Memorandum of Understanding. The charter of the LGRG will include strategic land use and NRM planning.
The CMA will nominate a primary contact officer for dialogue between the two parties. This relationship will form a two-way partnership and one of mutual benefit. The CMA will actively consult with the LGRG and individual councils in the development and future review of the Catchment Action Plan (CAP), relevant investment strategies and annual implementation plans and programs. The CMA will take into consideration other natural resource management (NRM) plans developed and implemented by councils in the development or implementation of the CAP. Individual councils will take into consideration CMA strategies and programs (eg CAP) when developing NRM programs, plans and strategies (eg Local Environment Plans, Estuary Management Plans, etc).
Local Scale Consultation Local councils and the CMA will liaise at a local level to ensure that strategic natural resource management planning occurs with the aim of aligning the objectives and strategies and targets contained within both council’s Local Environment Plan and Management Plans and the CMA Catchment Action Plan.
Both parties will actively consult regarding areas of operations that fall within the general functions of both the CMA and local government.
Local council and CMA staff will participate in knowledge and information sharing.
Specific Issues Consultation All parties agree to consult with each other on an as needs basis for specific issues as they arise. Small working groups of local government representatives (called Technical Advisory Groups) will be formed to participate in consultation based on specific issues, eg vegetation reforms, regional land use planning, emerging policy issues, monitoring and reporting on CAP targets, biodiversity, rural and urban water management.
Addendums to this MoU will be developed to articulate any specific agreed actions and/or protocols among parties arising from the consultation.
Scheduling of Consultation The CMA will be advised of relevant local and regional NRM meetings and invited where appropriate. Meetings should not be relied upon as the sole contact between organisations. Other forms of communications, including e- mail, telephone and letters should be used as alternative means of consultation and communication.
3.3. Resource sharing Cooperation and collaboration with regard to resource sharing will be undertaken by all parties. Protocols will be put in place to allow all parties access to relevant, current information and data.
Specific information relating to resource sharing/data management will be included in the appropriate addendum.
3.4. Information on NRM Funding The CMA will provide strategic information and advice to inform local councils, LGRG and HC of medium to longer term catchment and investment priorities and budgets. The CMA will consult local councils on potential natural resource management projects where necessary. Local councils will be given access to CMA investment strategy funds on the same basis as similar organisations.
The CMA will provide information to HC Inc and local councils regarding the distribution of their funds on an annual basis, including details on how the CMA allocates Hunter Catchment Contributions each year.
Reporting of NRM funding acquired by councils from sources other than the CMA will be detailed in the appropriate addendum.
3.5. Reporting, Monitoring and Evaluation The potential for local councils’ natural resource planning and management activities to contribute toward CAP Management Targets is recognised. The monitoring, evaluation and reporting of local councils’ NRM activities is an important implementation aspect of the CMA’s CAP.
Both councils and the CMA have statutory reporting responsibilities (State of Environment, catchment targets and NRC state-wide targets). It is
recognised that these may be modified over time. The CMA and councils commit to aligning monitoring and reporting programs over time to reduce any duplication of effort. To this end, the CMA will contribute to cost sharing, within the reasonable limits of available funding, on an agreed program that will meet the common monitoring and evaluation and reporting requirements of both organisations.
Any reporting to the Federal Government by the CMA must be separated into CMA funded work and council funded work, so as to show joint participation and the contributions from local government.
4. THE MEMORANDUM OF UNDERSTANDING
4.1 Role of Hunter Councils Inc a) Support and facilitate the functioning of the Local Government Reference Group b) Provide advice and assistance to the LGRG, member councils and the CMA in the implementation of this partnership MoU c) Will act as a mechanism for data sharing between councils and the CMA where appropriate d) Liaise regularly, or on an as needs basis, with the CMA on regional NRM and/or local government issues e) Manage regional data sets for local councils where appropriate and as resources permit f) Resources permitting, HC will facilitate any capacity building, networking, information sharing events and activities that local councils request in carrying out the obligations of the MoU
4.2 Role of Hunter – Central Rivers Catchment Management Authority a) Consult with all councils to develop a regional vision for the management of natural resources within the catchment and their local government area, and to support awareness, uptake and delivery of the vision b) Develop, promote, review and report on a strategic Catchment Action Plan that builds on existing expertise, knowledge and resources to ensure investment maximises high-quality NRM outcomes c) Provide all relevant NRM information in a form that is easily accessible by Hunter Councils Inc and councils d) Actively seek new investment avenues and explore innovative ways to increase the investment funds for natural resource management for partnerships between local government and the Hunter Central Rivers CMA e) Coordinate the development and implementation of a continuing capacity building strategy which provides all participants involved in the new and evolving improved approaches to NRM with the necessary knowledge, skills and expertise to be able to play an effective role f) To incorporate and support local councils’ NRM plans and priorities in the management policies and targets of the Catchment Action Plan g) Work with Hunter Councils Inc and local councils to align monitoring and evaluation programs and develop an agreed program
h) Develop an agreed and formally documented communication mechanism between the CMA and councils i) Support and participate in working groups (eg LGRG, Technical Advisory Groups)
4.3 Role of Local Government Reference Group a) Serve as a forum for the discussion of natural resource management issues raised by the member councils b) Provide advice on, and assist in the development, implementation, monitoring and reporting of local council roles in catchment management, including those identified in the Catchment Action Plan (CAP) and the Annual Implementation Programs c) Prioritise management actions and projects for inclusion in investment strategies, in consultation with member councils and the CMA, for regional collaborative projects d) Promote strategic collaborative opportunities and funding available to councils to deliver outcomes consistent with catchment management targets. e) Provide reciprocal advice to the CMA on any matter relating to natural resource management which it deems of relevance f) Provide advice to the CMA on policies, strategies and actions relating to natural resource management, including the Catchment Action Plan, and other environmental, vegetation and water planning strategies for the catchment g) Assist in developing partnerships with the CMA to achieve natural resource management h) Discuss proposals for projects, including capacity building and on-ground works that may be suitable for funding through the CMA Investment Strategy Process and Annual Implementation Plan i) Have active input into the determination of regional natural resource management investment priorities for the catchment, funding models and other investment opportunities j) Promote and support the establishment and role of the “technical advisory groups” (TAGs) with appropriate staff from local councils to provide specific advice on technical NRM issues as needed k) Provide regular feedback and advice to HC GMAC and Board on matters that support the implementation of this MoU
4.4 Role of Individual Councils 1) Identify opportunities to work collaboratively on NRM including; a) providing input into the development and implementation of the CMA’s Catchment Action Plan (CAP) b) developing plans, policies and projects in consultation with the CMA to enhance the compatibility with CAP Management Policies and Management Targets c) participate in joint projects with the CMA in areas of mutual interest d) data sharing e) engage and involve the community in the CAP and council’s NRM programs on private and public lands 2) Participate in establishing an agreed and formally documented mechanism to enable information sharing between the CMA, Hunter Councils and each local council 3) Working towards improved integration and consistency in regional NRM planning and local planning through; a) involvement of council in the development of the CAP b) consultation with the CMA regarding the development of the council’s LEP c) participation in collaborative initiatives and capacity building where appropriate d) identifying opportunities for Information Monitoring and Data Collection 4) Support the CMA and Hunter Councils through providing (within the reasonable limits of available funding) resources for regional NRM projects
5. Implementation of the MoU Specific actions required for the implementation of the MoU include: • Hunter Councils Inc will coordinate councils signing off on the MoU • Hunter Councils Inc will act as the conduit for the MoU to local councils and the CMA • Hunter Councils Inc agrees to establish and coordinate the LGRG and provide regular updates to the CMA on the activities of the LGRG • Hunter Councils will facilitate consultation for the development of addendums as requested by LGRG. Addendums to this MoU will articulate the specific actions or protocols agreed to address issues that have legal, political, policy, resource or financial implications • The CMA will undertake to consult with and brief HC, the LGRG, and local councils on their functions, Catchment Action Plans, Investment Priorities, catchment issues and options for information sharing and other partnership opportunities • The CMA will support the LGRG and Technical Advisory Groups. • Councils will undertake to support the LGRG as the primary conduit for the implementation of the MoU • The MoU will be reviewed every 5 years to coincide with the review of the CAP or if requested by any signatory. The addendums will be updated on an as-needs basis
6. Execution In witness whereof the authorised representatives of the Institutions have signed this Memorandum of Understanding.
Dated this ______day of ______2006.
For the Hunter – Central Rivers Catchment Management Authority: ______WEJ Paradice Chair Hunter and Central Rivers CMA Date: / / 2006
For the Councils of the Hunter and Lower North Coast:
______Name Position Organisation Date: / / 2006
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LANE COVE ESTUARY MANAGEMENT COMMITTEE
TERMS OF REFERENCE FOR THE COMMITTEE
The Lane Cove Estuary Management has been formed by Lane Cove, Hunters Hill, Ryde and Willoughby Councils with a Mission to identify the major issues affecting the estuary and then prepare a Management Plan to address these issues.
Lane Cove Estuary Management Committee endorses the following Vision of the Lane Cove River Catchment Management Committee;
To improve and protect the quality of the Lane Cover River catchment by recognising that waterways and the surrounding bushland of the Lane Cove River catchment are scarce and fragile resources which provide significant physical and recreational benefit to the community.
It is the Committees goal that activities undertaken within the Lane Cove River Catchment are such that the ecological sustainability of the catchment and estuary is achieved and maintained.
In accordance with the Estuary Management Process as outlined in the Government draft Estuary Management Manual (1992) the Committee will undertake the following steps to prepare a Management Plan for Lane Cove River estuary.
1. Compile and review all existing data and information on Lane Cove River.
2. Identify the impacts of the current development on the estuary and the issues that are likely to significantly effect future use of the catchment.
3. Identify Data gaps and develop strategies for their collection.
4. Undertake a process study to identify the dynamics and functioning of the estuarine system.
5. Prepare a management study which identifies and assesses management objectives by documenting current uses and conflicts of use in the estuary, identifying possible future land uses and assessing the need for nature conservation and remedial measures within the catchment and estuary.
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6. Prepare an Estuary Management Plan (EMP) which:
• identifies issues impacting on the long term Ecological Sustainability of the Catchment;
• nominates a range of options for the on-going management of the asset;
• recommends a draft preferred strategy which lists works, planning policies and maintenance programs to address the problems facing Lane Cove Estuary;
• will be subject to public display and review prior to adoption by the relevant Councils.
It will be the role of the Committee to ensure;
• that the Estuary Management Plan is compatible with the strategic plan of the Lane Cove River Catchment Management Committee,
• the quality and cultural resources of the estuary are sustained through co-ordination of development controls and natural resource management procedures,
• the agreed strategy for the management of the estuary is reflected in the various Councils’ Land Use Policies and Planning Instruments,
• the ongoing implementation of the EMP is monitored, and recommendations made to the various Councils where objectives of the plan are not being achieved,
• the effectiveness of the plan is reviewed annually and recommendations made to the various Councils for refinement of strategies where appropriate,
• the community is informed, educated and made aware of the implementation of the EMP and encouraged to become involved, and
• all potential sources of funding to assist in the development and implementation of the EMP are identified and recommendations made to the various Councils.
THE HAWKESBURY NEPEAN LOCAL GOVERNMENT ADVISORY GROUP The Hawkesbury Nepean Local Government Advisory Group (LGAG) is a sub- committee of the CMA Board with membership from 23 councils in the catchment. Each Council is represented by both an elected representative and professional staff member. The CMA Chair is a non voting member of the Local Government Advisory Group. The LGAG plays a strategic coordination role for natural resource projects and issues managed by the councils in the catchment. The LGAG works closely with the CMA Board to provide advice on a range of local government issues and assist to deliver the
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CMA's Local Government Partnership Program which funds on-ground projects in the catchment. The Chair of the Local Government Advisory Group is currently Clr Robert Bell.
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Appendix B
Report on Councils’ NRM plans and actions
Summary of Council programs, plans, strategies and policies, reports, studies, programs
Ashfield Council State of the Environment Report (2005/2006) Council Management Plan 2006/07 to 2008/09 Council’ s Strategic Plan - Ashfield Towards 2010 Sustainable Ashfield: An Ecologically Sustainable Development (ESD) Policy Sustainable Ashfield: Planting of Additional Trees and Shrubs in Parks and Reserves Policy
Auburn Council Auburn Council Strategic Plan - Auburn 2030 Major regeneration of Duck River Parklands State of the Environment Report 2006 Draft Water Savings Action Plan 2006-2010 Duck River Riparian Management Plan Flooding and Stormwater Management Program
Bankstown Council CityPlan 2007-2012 Biodiversity Strategy Stormwater Management Plans Estuary Management Plans Streamwatch Floodplain Management Studies State of the Environment Report 2005/2006 Bushland Plan of Management Noxious Weeds Officer Duck River Regional Stormwater Education Program Duck River Biodiversity Corridor Masterplan Frog Ponds; Habitat Boxes; Carp Removal
Baulkham Hills Council State of the Environment Report 2005/2006 Environmental Management Plan 2005 - 2010 Water Quality Monitoring Activities
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Strategic Plan 2006-2011 Blacktown Council Recreational Water Quality Monitoring Council Management Plan State of the Environment
Burwood Council Street Tree Management Strategy State of the Environment 2005/06 Burwood Council Environment Policy Statements Water Savings Action Plan
Canada Bay Council State of the Environment 2005/06 Bushcare Aboriginal Cultural Heritage Plan of Management
Holroyd Council Holroyd Parks/Reserves Plans of Management Holroyd City Management Plan Bushcare Groups Environmental Management Plan Living Holroyd: A Sustainable Future Stormwater Management Plans
Hunters Hill Council Council Strategic Management Plan 2007/08 - 2016/17 Government Funding Water Quality Monitoring Tarban Creek Stream Bank Rehabilitation Project 2006 Tarban Creek Community Bushcare Action Group
Leichhardt Council Streamwatch Stormwater Management Pollution Prevention Leichhardt 2020+ Hawthorne Canal Bushcare Groups
2
Leichhardt Park Plan of Management State of the Environment 2005/06
Parramatta Council Vineyard Creek Masterplan 2003 Toongabbie Creek Maintenance and Rehabilitation Masterplan 2002 Waterway Initiatives Parramatta 2025 Strategic Plan State of the Environment Aboriginal Cultural Heritage Study Waterways Prioritisation Methodology Discussion Paper 2005 Biodiversity Study Natural Areas Plan of Management Funding Received
Ryde Council Parramatta River Foreshores Improvement Program Parks on Track 2025 State of the Environment Council Management Plan 2007-10 Water Quality Monitoring Program at Archer’ s Creek Funding Received
Strathfield Council Bushcare Groups Funding Received
Joint Projects between Councils
Catchment Connections: Connecting Communities to Their Catchments - Partners: Hornsby Shire Council, Hunters Hill Council
Strathfield Council has received a grant to fund sustainability planning and design programs for the Parramatta River. The grant received from DECC is worth $2 million and will benefit sustainability programs for six councils adjacent to the Parramatta River.
TBL – A Model for Industrial Sustainability in the Duck River Catchment - Partners: Auburn Council, Parramatta City Council
3
10.1.2 Working together to Sustain the Parramatta River - Partners: Auburn, Ashfield, Canada Bay, Hunters Hill, Ryde and Strathfield Councils
4
LOCAL COUNCIL ACTIVITIES RELATING TO PARRAMATTA RIVER AND ITS TRIBUTARIES
1. INTRODUCTION
This report is a summary of the strategies and actions developed for restoring and maintaining the waterways within the Parramatta River catchment. The strategies in this report relate to: (i) natural resource management themes of land, biodiversity and water, (ii) aboriginal heritage, and (iii) community education and participation. This information has been sourced from the 13 councils within the catchment area, comprising: Ashfield, Auburn, Bankstown, Baulkham Hills, Blacktown, Burwood, Holroyd, Canada Bay, Hunters Hill, Leichhardt, Parramatta, Ryde and Strathfield.
2. COUNCIL ACTIVITIES
2.1 ASHFIELD MUNICIPAL COUNCIL
State of the Environment Report (2005/2006) Water • Join the Parramatta River Catchment Group to tackle water quality and other environmental issues in the Parramatta River • Enforcement and regulation of water pollution incidents • Reducing water consumption within the community by encouraging a number of water savings initiatives including infrastructure upgrades and educational activities Biodiversity • Be an active participant in the Sydney Weeds Committee which identifies initiatives to reduce weed invasion throughout the Municipality • Continue to operate the street tree program where community members plant native species • Continue bushland re-vegetation works in the Municipality
Council Management Plan 2006/07 to 2008/09 Actions include: • Street Tree Strategy ensure appropriate planting of native species to enhance the environmental quality of Ashfield • Re-plantings and upgrades of parks and reserves within the municipality area
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6
Council’ s Strategic Plan - Ashfield Towards 2010 The strategic objectives and priorities of the Plan are to: Integrate environmental and sustainability considerations into Council’ s operations, regulations, policies and programs; Promote a better understanding of environmental issues amongst our staff, Councillors and all members of the community; Enhance environmental planning and management through the development of strategies, policies and plans on key issues. Actions include: 1. Facilitate an annual community environmental forum to seek community input 2. Use annual SoE review and reporting process to inform and involve community 3. Prepare a plan of management for waterways to more efficiently manage water resources and improve water quality in catchments 4. Prepare Plans of Management for Ashfield parks and reserves 5. Prepare Native Vegetation Plan to protect remnant species 6. Establish native vegetation in appropriate areas 7. Continue to work with PRCG to improve water quality and sediment/erosion control 8. Review and develop strategies to address management of noxious weeds throughout the municipality 9. Participate in regionally significant projects 10. Investigation of the creation of viable habitat corridor
Sustainable Ashfield: An Ecologically Sustainable Development (ESD) Policy Objectives of the Policy are to demonstrate Council’ s commitment to ESD policies, develop a response to issues raised in SoE report, provide a framework for implementing ESD, gain effective community input in the development and implementation of these programs and provide leadership in Council’ s operations. These objectives are driven by the following principles: 1. Council will seek to be recognised as an org that shows leadership in ESD by est. and maintaining high environmental standards in its own operations 2. Council will devote resources to educating and informing residents how they can contribute to ESD 3. Where necessary, Council will use its powers to regulate local development 4. Council will seek community input into the development of the policies and programs and work co-operatively with groups that are actively involved in these initiatives 5. Council will incorporate environment initiatives into the annual Management Plan 6. Council will give priority to programs that improve environment 7. Council will play an active role in regional environmental initiatives
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Sustainable Ashfield: Planting of Additional Trees and Shrubs in Parks and Reserves Policy The planting of additional trees and shrubs is for the purposes of ecologically sound behaviour and a desire to restore the landscape to a pristine state. Actions include: preservation and regeneration of existing rainforest tree planting, planting of vegetation that is appropriate to the soil and topographical features of that particular area; and the establishment of an arboretum which displays plants and their scientific names to display different Australian species.
2. 2. AUBURN MUNICIPAL COUNCIL
Duck River Riparian Management Plan (Plan is not electronically available) The Plan defines a coordinated approach to the long term improvement of the Duck River Riparian Zone. The Plan focuses upon the provision of an adequate development setback from the foreshores of the River that enables a ‘ functional’ Riparian Zone to be rehabilitated and maintained. The study also addresses the integration of public access to the foreshores in a sustainable approach. (http://www.epnsw.com.au/PlansofManagement/DuckRiverRiparianManagementPlan.cf m?catDecID=3&project_id=117&imageobjid=93)
Major regeneration of Duck River Parklands The Duck River parkland is the largest open space in Auburn. To enhance this valuable green corridor and preserve the precious native bushland Council workers have been clearing, mulching and planting to clear the area of noxious weeds such as Privet, Green Cestrum, Morning Glory. An additional $100,000 has been secured from the Sydney Metropolitan Catchment Authority. These funds will enable an additional 180 metres of parkland to be rehabilitated along the river. Council also organises a bush volunteer day on a monthly basis with community members.
Auburn Council Strategic Plan - Auburn 2030 The Plan aims to create policies that contribute to a sustainable natural environment with well-managed ecosystems, a reduced ecological footprint, the incorporation of ESD principles into Council actions and community participation in the enhancement of natural and cultural heritage. Proposed actions include: • Develop a sustainability plan (review SoE, develop stormwater plan and Contaminated lands policy) • Restore river banks along Duck river and implement biodiversity project
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• Develop EMS and develop water savings program • Develop a community environmental education program
State of the Environment Report 2006 Aboriginal Heritage • Council will maintain a register identifying archaeological sites and potential archaeological sites • Development constraints will apply on potential archeological sites • Development and promotion of assessment guidelines for the cultural value of Aboriginal heritage places within the community Bushland and Biodiversity • Restoration of vegetation along Duck River using the grant from Sydney Metro CMA in partnership with Parramatta Council (more information on this grant in Parramatta Council section). Actions include: clearing weed species and planting native riparian vegetation along the river bank • Water • On-going monthly water quality monitoring program. Part of an overall plan to monitor the response of the waterways to management plans • On-going management plans including Lower Duck River and Haslam’s Creek Floodplain Risk Management Study (Duck River Management Plan not electronically available) • Building compliances and providing educational material to builders on good site practices Soil landscape • Development Control Plans for sediment and erosion control • Monitoring of builders and construction sites
Draft Water Savings Action Plan 2006-2010 Auburn Council has committed to reducing water consumption by 20% in the following three years. WSAP has reviewed Council’ s overall water management and has identified actions to increase the efficiency and effectiveness of Council’ s current water management through technical audits and continued monitoring. The WSAP will help fulfill key directions of Auburns Council Management Plan and form part of the SoE Report. Actions in the Plan include: • Quantify total water and wastewater costs, and create a separate line for these in the budget • Conduct water efficiency audit and identify opportunities for improvement • Conduct water efficiency audit of Council’ s buildings
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• Review irrigation techniques and compare to best practice • Set overall cost/volume reduction targets to incorporate water savings • Monitor site water consumption regularly • Water re-use project at Rosnay Golf Course • Investigate opportunity to retain and reuse water from swimming pools • Identify suitable properties of rainwater tanks • Monitor and reduce river water use • Develop maintenance program to ensure all sites are regularly inspected and any leaks are fixed • Identify where accountabilities and responsibility lie for water efficiency and compliance • Investigate compliance with trade waste agreements
Flooding and Stormwater Management Program Program primarily related to the construction; extension; augmentation; and maintenance of existing stormwater and drainage infrastructure. Activities include: • Construction of Gross Pollutant Traps as part of the Stormwater Program • Collection and review of data as part of Asset Management Plan for stormwater assets • Extension of hydraulic model to include additional areas in predictive flood modelling • Upgrade and extension of concrete grated pits to allow greater capacity in road drainage systems • Investigation of water reuse of Council parks using stormwater
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2. 3. BANKSTOWN CITY COUNCIL
CityPlan 2007-2012 CityPlan 2007-2012 contains the vision and mission of the City as well as detailing the strategies for reaching these targets. It is intended to guide Council's efforts strategically and operationally in the near future. A number of environmental strategies were proposed in this Plan, including:
• Habitat creation, protection, restoration
• Adopt a Tree Initiative
• Global positioning of threatened plants
• Management Plan for Class 4 Noxious Weeds
• Closure Plan for Kelso Tip site
• Bushfire management initiatives
No more detail on these strategies was provided in the document.
Biodiversity Strategy The Strategy was an outcome of Bankstown’ s City Plan and was prepared to ensure that Council meets its legal obligations for environmental protection and set a management direction for Council in this area. The objectives of the Strategy are to: 1. Maintain and improve indigenous flora and fauna species, populations and communities 2. Maintain and improve significant habitats 3. Allow for the natural protection and functioning of ecological systems 4. Establish, maintain and improve vegetation corridors 5. Ensure that the protection of flora and fauna is incorporated into other areas of Council’ s operations 6. Enhance community ownership of local flora and fauna The activities within the program are: 60 Strategies were developed as a result of the Biodiversity Strategy that provides an outline of the future management of biodiversity in Bankstown. They primarily aim to enhance and protect areas of high biodiversity, restore degraded areas and provide for a significant component of community participation to meet these objectives. The strategies include:
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• Planning strategies (including rezoning, DCPs) • Corridor strategies (networks of 9 potential corridors have been identified, including Duck River and its corridor, the Lansdowne Reserve, which has been identified as suitable for short-term implementation) - corridor planting, identifying and staking out ‘ no mow areas’ of natural bushland • Core Habitat Enhancement Strategies (the protection of areas of greatest significance for biodiversity and the reduction of threats to threatened species, in particular Lansdowne and Crest Reserves) • On-going Conservation Management Strategies (relating to fire, feral animals (feral fish removal, landscaping, and weed management). • Aquatic Strategies (protection of environmentally significant aquatic areas, including wetlands, saltmarshes, development controls, creek restoration and water quality improvement) • Community Participation Strategies (expansion of Community Bushcare Program, biodiversity enhancement strategies on privately- owned land and partnership strategies to involve local community/environment groups, schools, local business owners, ALC and other community groups), e.g. Bring back the Birds and Bring back the Frogs which are used in the Duck River Biodiversity Corridor. • Educational Strategies • Operational and Organisational Strategies (management of the day-to- day operations of Council’ s on-ground management of reserves) • Funding and Resources Strategies • Monitoring Strategy • Additional strategies (Birdwatch (community bird survey)/installation and monitoring of habitat boxes (http://www.bankstown.nsw.gov.au/env/biodiversity/index.cfm)
Estuary Management Plans So far these are only for Kelso and Little Salt Pan Creek which both drain to the Georges River.
Integrated Stormwater Management Plan (2000-2004) The purpose of preparing a SMP was to improve the health and quality of the urban waterways using ESD principles. SMP’ s must be prepared on an individual catchment basis. Due to the locality of Bankstown it has several waterways and had to initially develop five separate SMPs in conjunction with surrounding Councils. To prevent
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duplication of activities across all five plans, the actions specified in each have been integrated into a single Council-based SMP. They address all the issues and responsibilities, plus additional issues and management actions based on Council's existing strategic direction, operational responsibilities and priority for stormwater management. A study has been conducted for Duck River (1999) but is not available electronically.
(http://www.bankstown.nsw.gov.au/env/riversCreeks/estuary.cfm#1)/ (http://www.bankstown.nsw.gov.au/env/riversCreeks/stormwater.cfm)
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Floodplain Management Studies (http://www.bankstown.nsw.gov.au/env/riversCreeks/floodplain.cfm) Most studies have been concentrated on Georges River - but one is presently being conducted for Duck River. The study will map all areas that are at risk of flooding, including areas that are risk in a greater than 100 year flood event. Based on the extent of this mapping, the floodplain would be divided into three flood risk precincts; High, Medium and Low risk. The study would also reviewed Councils existing flood mitigation infrastructure and has made recommendations for improving emergency management issues and enhancing flood awareness in the community by linking Bureau of Meteorology flood gauge heights to flood levels for specific properties.
Streamwatch (Upper Parramatta Region)
Streamwatch is a school/community education and action program that raises awareness of the natural environment through testing water quality in local rivers and creeks. Water quality at a number of sites within the Upper Parramatta region is monitored regularly by this group. These groups measure a selection of the following water quality parameters: temperature; pH; turbidity; electrical conductivity; phosphates; dissolved oxygen; and coliform bacteria.
State of the Environment Report 2005/2006 Community Engagement/Environmental Education • Community Workshops and Presentations (covering topics such as encouraging wildlife back into your garden and making your home more sustainable) • Environmental Education in CALD communities (adaptation of educational materials for CALD speakers) • Western Sydney Environment Month and Biodiversity Month (interactive experiences with natural wildlife) Land • Adoption of Contaminated Lands Policy which addresses the procedures council officers must take for the rezoning and DA and remediation requirements • Floodplain Management Studies (map areas currently at risk of floods and risk level and potential impact on future land use on high flood risk land) • Promotion of linkages between the flood study works and Biodiversity Strategy Biodiversity • Initiate PoM for all bushland reserves • Native plant giveaways • Bushfire Management Plans
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• Bushcare groups • Habitat boxes, frog ponds • Removal of noxious fish • Plant giveaways to school and community • Community birdwatch survey
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Water • Continue to operate the water quality monitoring program throughout all 8 catchment areas (including Duck River which flows into Parra river) • Foreshore plantings, weed and pest control, and pollution control devices • Continue to implement Stormwater Management Strategy • Monitor water quality and macroinvertebrate data • Target community to directly and indirectly improve people’ s behaviour with regard to stormwater pollution • Continue to support co-operative arrangements with various other agencies • Reduce river and stream bank erosion and undertake bank restoration • Maintain pollutant traps including litter and sediment removal • Develop Water Sensitive Urban Design Policy Aboriginal Heritage • Support for ATSI Advisory Committee to advise Council on Aboriginal heritage and cultural history and potential cultural impacts of Council policy or operations • National Parks and Wildife Service maintain Aboriginal sites register
Bushland Plan of Management PoM’ s apply to natural areas in Council managed reserves in response to community concerns about the declining quality of the environment in 70 reserves. Plans of Management have been created for reserves surrounding the Parramatta River tributaries, including Lansdowne Reserve (Duck River). These plans were not available electronically.
Noxious Weeds Officer • Officer employed with grant funds to undertake aquatic noxious weed surveys and education within the LGA. This involved undertaking extensive field surveys on waterways and drainage lines throughout the catchment, along private, sate and local government controlled land. • Weedbuster Week - including native plant giveaways, bird watching walks.
Duck River Regional Stormwater Education Program This was a joint program between Bankstown City Council, Parramatta Council, Auburn & Holroyd Council to promote community awareness about the impact of stormwater pollution on the Duck River Catchment and encourage participation to minimise its affect on our health, the environment and recreation activities. The project was funded by Sydney Water ($28,000) and was project managed by Bankstown City Council. The project comprised community arts and education activities including:
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• Community Workshops • Development of artwork (based on outcomes of community workshops) for exhibition in libraries, customer service and community festivals). The exhibition can also be used as an outdoor art gallery or education tool. • Development of signage and story boards • Evaluation Report (evaluations before and after workshop) • Materials for artworks • Reprint EPA and ECC language appropriate brochures • Develop a community mural in Catchment (Woods Road)
The project included working with members of the community to increase the participant's skills, confidence and motivation to make lifestyle choices that will help minimise stormwater pollution. Participant outcomes included: • Increased understanding of the stormwater system in the Duck River Catchment • Increased understanding that the Duck River Catchment consists of four different Council areas (Bankstown, Parramatta, Holroyd and Auburn) • Increased awareness that stormwater from our homes and streets flows into the Duck River and of the damage caused by stormwater pollution • An understanding of ways that individuals contribute to stormwater pollution (www.bankstown.nsw.gov.au/env/campaignsProjects/community.cfm)
Duck River Biodiversity Corridor Masterplan 2003 The implementation of the Duck River Biodiversity Corridor was an outcome of BCC’ s Biodiversity Strategy. This Masterplan serves as a basis for planting and habitat creation as well as the enhancement of recreational opportunity in the reserves within and adjacent to Duck River. Actions identified in the Masterplan were on an individual reserve basis. A selection of these actions is: • Formalise entry nodes to park. Install biodiversity, interpretive and ordinance signs and litterbins for dog waste and rubbish • Increase indigenous planting throughout mown grass area. Line of view must be maintained along survey markers in the park • Barrier fencing is to be installed to protect fencing • Install native animal boxes in existing trees throughout the park • Inform residents of the biodiversity programme and enlist their help. Recommend that they plant indigenous species in their backyards • Consider long-term acquisition of properties by Council along residential streets within the reserves to maximize potential of biodiversity corridor
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• Install pit insert litter traps in streets around parks to reduce gross pollutants entering streams • Remove weed species from creek area, regrade banks and locally stabilize creek banks and replant creekline • Investigate possibility of constructing a frog pond adjacent to the creek in low-lying areas • Implement carp control programme in ponds in Sefton golf course to reduce turbidity in ponds and prevent the spread of carp through waterways of Duck River • Install movement sensor lighting within park to deter vandalism and anti-social behaviour • Provide shade tree planting around play area • Provide fenced off dog leash area including shaded seating areas • Provide connectivity to other reserves • Increase density and structure of planting along upper and lower creekline • Consult with local public schools to encourage the school to take a role in the management and biodiversity of the reserves • Remove piped crossing of creek causing creek bed erosion and construct service access bridge.
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Frog Ponds In 2003, Bankstown City Council constructed a series of purpose built frog ponds in Duck Creek and Morgan’ s Creek. At least 12 different species of frogs have been identified as living in the Bankstown area. In 2002 Council conducted a survey to look at the number and diversity of frogs. The results raised concern for the welfare of the areas frogs, as although there were over 500 individuals counted, there were only 5 species identified: the Striped Marsh Frog, Common Eastern Froglet, Eastern Dwarf Tree Frog, Peron’ s Tree Frog and the Smooth Toadlet. Purpose built frog ponds such as those that are being constructed at Band Hall Reserve, Maluga Passive Park and Sefton Golf Course on Duck Creek, and Morgan’ s Creek at Picnic Point aim to re-establish habitat that has previously been removed. The ponds have been designed with the desire to attract different species of frogs.
Installation of habitat boxes As part of Duck River Biodiversity Corridor plan, Bankstown City Council has installed habitat boxes in its bushland reserves. They provide habitat that would otherwise not be available. There have been a total of 100 boxes installed throughout Bankstown in Sefton Golf Course, Maluga Passive Park, Walshaw Reserve, Deepwater Park, Lambeth Reserve, The River Reserve, Mirambeena Reserve, Lansdowne Reserve and Salt Pan Creek Reserve. The nestboxes should be extremely beneficial to the local wildlife and give great pleasure to those that can watch our native animals use them.
Carp Removal from Maluga Passive Park (Duck River Catchment) The presence of feral fish species such as European Carp has lead to a decline in water quality and aquatic habitat. Their bottom feeding nature disturbs the sediment causing erosion, bank collapse and the uprooting of plants. BCC has been undertaking feral fish removal from ponds at Maluga Passive Park as well as Sefton Golf Course. Australian Bass are then released into the ponds to feed on the remaining European Carp and keep their numbers down.
2. 4. BAULKHAM HILLS COUNCIL
State of the Environment Report 2005/2006 Land • Council is a member of the Western Sydney Regional Organisation of Councils Salinity Working Group which developed a code of practice for Western Sydney. Actions include:
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• Take a proactive role in increasing community awareness of salinity and its impact through preparing appropriate information • Ensure salinity issues are considered when planning for new release areas and rural areas, and in the assessment of development, building and subdivision matters, • Carry out assessments on development in accordance with the Code of Practice
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Biodiversity • Baulkham Hills LEP 2005 requires the lodging of a DA prior to undertaking any bushland clearing. • Vegetation mapping project which looked at the overall land cover in the Shire and determined how much of that was native bushland. This project has been completed. • Council is a member of the Sydney North and Sydney West Regional Weed Committees • Council is a member of the Sydney North Regional Fox Baiting Program to ensure the survival of native species populations Water • Creek water monitoring program at sites in the Upper Parramatta catchment – conducted in conjunction with the school/community Streamwatch program Aboriginal Heritage • Incorporation of the Darug people into the role of managing the Excelisor Reserve and Darling Mills Forest. A new board will be formed with representatives from Darug descendents, BHSC, Baulkham Hills Bushland Conservation Committee and the local community
(http://www.baulkhamhills.nsw.gov.au/council_documents_policies/index.aspx)
Environmental Management Plan 2005 - 2010 The EMP forms Council’ s sustainability policy and sets out the goals and objectives in accordance with ESD to ensure that Council integrates these principles into its planning and management operations. Actions include:
Biodiversity • Recognise biodiversity in the conservation and rehabilitation of the Shire’ s natural heritage (This includes developing a biodiversity inventory and ensuring the retention and protection of aquatic and terrestrial ecosystems by identifying and mitigating threats to the Shire’ s biological diversity) • Manage and restore ecologically valuable natural areas so that diversity and ecological processes are maintained (This includes mapping and documenting the Shire’ s natural assets, such as landcover and vegetation communities and ecological value. These maps can then be used as a planning assessment to determine strategic objectives for the management, rehabilitation and protection of natural areas - completed 2005. Protecting and managing the Shire’ s natural assets through existing zoning or with the establishment of reserve estates and revising the LEP to ensure
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satisfactory zoning for the protection of diverse ecosystems, critical habitat, vegetation communities and endangered flora and fauna. • Identify existing and potential green links (including protecting and enhancing existing wildlife corridors by linking existing Council reserves, Crown land and road reserves to create extended green corridor through Shire and supporting the establishment of corridors to link critical habitat and remnant vegetation. • Promote the need to conserve biodiversity and ecological integrity through developing education policies to raise awareness within the Shire. • Identify and develop priorities for conservation, protection and rehabilitation of native bushland in the Shire by collecting and collating existing sources of information on bushland management and reviewing the criteria for identifying and assessing the conservation value of bushland in the Shire. • Identify the nature and degree of degrading impacts on Shire’ s bushland reserves by encouraging the retention, protection and enhancement of native vegetation on private and public lands, preparing and implementing site-specific PoM for Council and Council managed bushland sites, ensuring appropriate zoning in LEP to enhance conservation objectives and provide space for mitigation infrastructure, increasing Council’ s financial and human resources allocated for bushland conservation, developing a management plan for conservation of roadside habitat • Reduce the impacts of new and existing urban development on local bushland by using: appropriate zoning tools and development controls; utilising endemic vegetation species in local bushland rehabilitation; developing landscape codes for new developments; supporting the community nursery in supplying local native plants for bush regeneration and enforcing penalties for wholesale landclearing for new developments. • Develop fire management policies that ensure people/property are protected whilst considering natural fire regimes in local bushland (researching impacts of bushfire hazard reduction techniques and educating community on these and developing a fire management policy that contains appropriate responses to protect people/property whilst maximising species and habitat diversity. • Identify and conserve locally endangered, vulnerable or rare plant and animal species by setting up management priorities for the protection of threatened flora and fauna based on its status and co-ordinating recovery plans and threat abatement strategies for species with government agencies and private landowners. • Inform the public about the management of introduced plant and animal species through community education, publication of schedule of pest species to support restrictions on their sale, use and possession and community education about regulations against illegal dumping of garden refuse and unwanted pets.
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Land • Recognise rural lands as a valuable regional resource through increased community awareness of ecological values, review and update local planning controls and determine the impact of residential subdivision on productive farming activities in the Shire • Develop a strategic plan for agriculture in the Shire that includes the development and implementation of sustainable land management techniques for the restoration of degraded land and waterways • Support Landcare groups in providing community-based approaches to land degradation problems • Reduce the reliance on agrochemicals by encouraging and supporting the use of alternative products • Review and soil erosion and sedimentation policy and planning controls
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Water • Protect the Shire’ s aquatic resources through identified legislative procedures, including: including protection of aquatic species in Council planning and management processes, mapping Shire’ s wetlands and using zoning controls to protect wetlands and creek-line corridors. • Prevent further degradation of and rehabilitate existing areas of concern in Shire’ s aquatic ecosystems by: documenting the state of aquatic resources to ensure long-term sustainability; prepare PoM for restoration of creek systems; encourage maintenance and restoration of natural creek channels and vegetation buffers, develop long-term strategies for recovery of degraded creek lines including riparian bushland; and prepare pollution control plans based on identification of point and non-point pollution sources. • Utilise principles of Total Catchment Management (TCM) in developing a regional approach to the management of Shire’ s water resources and quality. Actions include educating the community on TCM so they can implement it, co-operate with integrated catchment management programs within the Shire, prepare wetland policies in co- operating with community organisations, State authorities and neighbouring Councils, and assist local catchment authorities in meeting targeted water quality standards. • Ensure community consultation and participation in protecting aquatic resources by utlising community knowledge and expertise in the management of waterways, wetlands and catchments, support existing community initiatives to research, manage and restore these. • Maintain the scenic, recreational, ecological and commercial values of the river system by identifying and documenting attribute of Shire aquatic resources and determine and manage the impact of these activities on Shire’ s aquatic resources • Develop flood management controls that recognise the ecological and scientific values of the waterways and wetlands by: evaluating and minimising the impact of flood mitigation schemes on aquatic environment; attempting to restore natural environmental flows; establishing WSUD within development controls; developing strategies to return, volume, erosivity and nutrient levels of run-off and discourage the alteration or filling of the natural riverine floodplain. • Reduce the discharge of point source pollutants into the river system by enforcing strict penalties, liaising with Sydney Water to ensure best practice management of STP’ s, identify and seek to replace ageing infrastructure
Aboriginal Heritage • Identify and manage Indigenous heritage sites in co-operation with traditional owners or custodians
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• Protect Indigenous heritage from damage or modification through policy making and identifying threats to the conservation and maintenance of Indigenous heritage sites • Promote and understanding and recognition of Indigenous heritage sites by increasing community awareness and documenting traditional Indigenous names for natural regions in the Shire.
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Strategic Plan 2006-2011 Strategies identified in the Plan for environment are: • Educate and engage all community stakeholders in protection and enhancement of natural and built environment • Maintain and improve the quality of the Shire’ s environment and recreation facilities • Preserve and enhance our heritage biodiversity and environmental health of the Shire Projects to be undertaken include: o Develop and implement an Environmental Education Strategy that includes a guided bushwalks program o Review the SoE report o Implement EMP action strategy o Encourage the reduction of contamination levels in both recycling and organic streams o Develop a database for flora and fauna in the Shire o Provide better access to bushland reserves including Eric Mobbs Reserve, Hawkins Lookout Reserve and Liverpool Reach Reserve
2. 5. BLACKTOWN CITY COUNCIL
State of the Environment 2004/05 Land • Monitor future development of the Blacktown LGA and align it with ESD principles • Continue to work with WSROC (as in Baulkham Hills) • Develop educational material for the community about reducing urban salinity • Develop an urban salinity workshop for the community • Ensure that development is in accordance with salinity guidelines • Investigate the implementation of WSUD for new developments
Water • Continue to undertake creek and catchment assessments • Develop a State of the Waterways Report • Participate in Streamwatch and Waterwatch programs • Implement stormwater quality improvement devices (such as GPT’ s) • Develop a Water Conservation Action Plan • Enforce the Stormwater Quality Control Policy (2005) that includes stream rehabilitation, effluent reuse, demand management and rainwater harvesting
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Biodiversity • Continue to increase the diversity and variety of open space facilities • Increase the number of indigenous species given away at the annual tree giveaway • Develop a plan of revegetation and regeneration within Council’ s open space network including targets to monitor the number of indigenous species • Prepare a Biodiversity Strategy to guide Council • Develop a Conservation Strategy as part of a Sustainability Policy
Aboriginal Heritage • Utilise the publication ‘ Ask First – A Guide to Respecting Indigenous Heritage Places and Values – aim is to assist archaeological assessments when developing land
http://www.blacktown.nsw.gov.au/blacktown/index.cfm?08DC0A44-20ED-8C0D-328B- 032E88E0C50B
Soil Erosion and Sediment Control Policy (1998)
This Policy aims to minimise soil erosion and sedimentation resulting from site disturbing activities within the City of Blacktown; promoting the protection and enhancement of the natural environment and maintain compatibility with the built environment; and to promote consistency and fairness in the application and regulation of erosion and sedimentation control measures. The policy applies to any development activity requiring the approval of Council; any activity on public land, including Council activities (by or on behalf of Council); and any activity that involves disturbance of the soil surface or placement of fill on any allotment that will change the shape of the land. Inspections are carried out by Council to ensure compliance with this policy. Non-compliance will result in notices or penalties depending on the degree of the offence.
Greystanes Creek Management Activities The Greystanes Creek Management Committee meets regularly to undertake regeneration and re-vegetation activities along Greystanes Creek in Toongabbie.
Salinity Management Western Sydney Regional Organisation of Councils Salinity Working Group - developed a salinity code of practice for WS endorsed in 2003. Code of practice intends to: take a proactive role in increasing community awareness of salinity and its impact through appropriate information; ensure salinity issues are considered in planning for new
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release areas, carry out assessments on new developments in accordance with the Code.
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2. 6. BURWOOD CITY COUNCIL
State of the Environment 2005/06 Land • Increase the quantity and quality of open space areas for use as passive and active recreational areas • Ensure that any contaminated land within Council area is identified and remediated in accordance with approved guidelines Water • Increase the quality of urban water runoff through community education and regulation of pollution incidents Biodiversity • Encourage the return of native species to the area by appropriate tree plantings and co- operation with adjoining Councils to establish ‘ green’ corridors throughout the region.
Burwood Council Environment Policy Statements
Ecologically Sustainable Development The policy is a set of principles to guide Council operations. Two of the principles are: to properly manage, develop, protect, restore, enhance and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ESD
Water Conservation and Quality Under this policy, BC supports the setting of realistic water quality and river flow objectives, and the development of innovative, cost effective water collection, recycling and re-use schemes as identified in BC Water Savings Action Plan.
2. 7. CANADA BAY COUNCIL
Funding Received
1. Envirofund grant project in Queen Elizabeth II Park (not sure if this is in the catchment). Focused on the expansion of conservation zones around the Turpentine Ironbark Forest, formalizing walking tracks and producing education signage.
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2. Nestle Environment Program in Lovedale Park. Focused on weed control in and around endangered Coastal Saltmarsh Vegetation Communities and the establishment of buffer planting areas as well as two stormwater detention basins.
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3. Oceanwatch Tide to Table: Additional recovery work around the Coastal Saltmarsh community in Lovedale Place
4. Stormwater Trust Grants: Pollution control devices across various catchments and community education projects in schools
Bushcare Bushcare locations include Lovedale Place in Concord West which contains the most significant remnant estuarine vegetation complexes in the Lower Parramatta River Catchment
Aboriginal Cultural Heritage Plan of Management 2006 Details archaeological evidence of Aboriginal occupation and how sites can be preserved. Actions include: • Manage sites in cooperation with the Aboriginal community and organisations • Initiatives for heritage to extend across many Council operations outside site management including community services, cultural events and education • Incorporate the management of Aboriginal heritage into the culture of CB which allows Aboriginal people to have maintained associations with the area • Recognise Aboriginal people as a source of information • Adopt the precautionary principal in the identification and management of Aboriginal cultural heritage sites and values • Management of sites in collaboration with the Metropolitan Local Aboriginal Land Council
2. 8. HOLROYD CITY COUNCIL
Holroyd Parks/Reserves Plans of Management HCC have prepared a number of PoM for parks/reserves within the Parramatta River Catchment (most are not available electronically)
Holroyd City Management Plan 2000-2004 This is a PoM up until the year 2004. One of the four key elements in the Plan is the environment with the following objectives:
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• Ensure that the City’ s parks and properties are efficiently managed and preserved (Bushland Management Plans, land use planning strategies, PoM, stormwater management plans) • Develop strategies to match the City’ s housing, industry, commercial and recreational needs • Promote awareness at all levels of the environmental issues and residents’ concerns on air, noise, water, land and crime issues affecting the city • Ensure clean, safe and healthy local facilities to promote public health and amenity Bushcare Groups There are currently two active bushcare groups within the catchment area: • Greystanes Creek Management Committee - a group that has been active for the past 10 years ensuring that the Greystanes Creek Reserve remains a public reserve for habitat, vegetation conservation and a valuable resource for regional and local reserve users. • Pendle Hill Creek Bushcare Group - a relatively new group working to rehabilitate Pendle Hill Creek to increase the creek's biodiversity.
State of the Environment 2005/2006 Biodiversity • Active in planting over 13,000 plants as part of re-vegetation programs. Greystanes Creek is the one relevant to Upper Parra River - during the reporting period the following actions were taken: • Seed collection for riparian vegetation along a tributary stream • Preparation of area of buffer planting along tributary • Removal of noxious and environmental weeds • Regeneration works to allow native plant regeneration adjacent to the revegetation area • In addition, planting works were carried out on the upper banks of Pendle Creek (trib of Upper Parra) using endemic plants sources from Greystanes Creek. Plant species were sourced from remnant River Flat Forest and comprised grasses, sedges and rishes, herbs, understorey shrubs and canopy trees. Have also secured funds for erosion control works, bank stabilisation and associated re-vegetation works to improve habitat through CWG. Stormwater • Stormwater Management Plans - Duck River SMP (not available electronically) • Cleaning and maintenance of stormwater treatment devices in Upper Parra and Duck River catchment as well as a say no to plastic bags campaign and floodplain management initiatives
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Living Holroyd: A Sustainable Future Water • Efficient management of water use and improved water quality in the Upper Parramatta River, Duck River and Prospect Ck Catchments. It is intended that this will improve water resource management, maximise the use of water from alternative sources to mains, and increased re-use of water, and reduce the pollution of waterways. This will be achieved through the following strategies: Council Actions • Implement actions in Council’ s EMP and SMP • Enforce Councils Sediment and Erosion DCP • Promote the advantages of rainwater tanks in dwellings • Promote the use of water saving devices such as dual flush toilets, drip irrigation systems, water saving shower heads and front loading washing machines • Promote the Streamwatch program to raise awareness and reduce water pollution • Commit to Sydney Water’ s Every Drop Counts Business Program • Investigate greywater reuse applications Community Actions • Plant indigenous plants and install a drip irrigation system • Have less lawn and more low water use garden beds • Water gardens in the early morning or evening • Use a broom to clean paths and driveways • Install a rainwater tank • Use water saving devices and dual flush toilets Partnerships • Work with new and existing networks around creeks and rivers with a focus of improving urban stormwater quality • Liaise with other government and private agencies and voluntary groups for joint water quality/conservation initiatives Biodiversity • Enhanced biodiversity within the City. It is intended that this will help manage and restore ecologically valuable natural areas, promote the need to conserve biodiversity, encourage community participation in this and reduce the impacts of new and existing urban development on natural areas. This will be achieved through the following strategies: Council Actions • Implement actions in Council’ s EMP and PoM’ s • Develop a database of existing flora, fauna and significant sites in the Shire • Identify location/extent of weed species to assist in management techniques
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• Promote advantages of indigenous plant species to residents • Identify and map remnant vegetation Community Actions • Plant indigenous species to provide habitat for native birds • Promote better lawn usage • Join a bushcare group • Be a responsible pet owner Partnerships • Extend, enhance and preserve green corridors • Liaise with other government and private agencies and voluntary groups for joint greening programs.
Aboriginal Heritage • Ensure that Holroyd’ s heritage is identified, protected and enhanced. This is to be achieved by promoting the heritage values of HC, identify CALD communities’ heritage in HC, identify and manage Aboriginal heritage sites in co-operation with traditional landowners or custodians, protect Aboriginal heritage from damage or modification, promote an understanding and recognition of Aboriginal culture and heritage and promote community awareness of issues of heritage significance. This will be achieved through the following strategies (relating to Aboriginal Heritage only): Council Actions • Develop and promote community heritage workshops, ie. Walk and talks • Promote local history Community Actions • Provide local history items, e.g. photos for the library to copy and include in local studies collection Partnerships • Record oral histories • Record local indigenous heritage, knowledge, dream time stories • Liaise with other government and private agencies and voluntary groups for joint heritage preservation/enhancement initiatives
Community Participation • Community empowerment and engagement in local sustainability issues and projects. This is to be achieved through raising awareness of local sustainability issues, increasing the community spirit, developing comprehensive and accessible information channels and encouraging a sustainable lifestyle. It is intended that this will be achieved through:
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• Conducting annual community bbq’ s • Investigate the feasibility of a ‘ Living Holroyd’ newsletter • Participate in local activities, e.g. leisure, recreational, festivals • Liaise with other government and private agencies and voluntary groups to foster community participation where appropriate.
Stormwater Management Plans In 1998, the NSW government sponsored the development of Stormwater Management Plans (SMPs) to address issues associated with degraded urban waterways. Since then Council has participated in the development, implementation and review of Stormwater Management Plans for the Upper Parramatta River, Prospect Creek and Duck River Catchments. These are not available electronically.
2. 9. HUNTERS HILL Hunters Hill Council Strategic Management Plan (including Environmental Management Plan) 2007/08 - 2016/17 Aim: to efficiently manage our water resources and improve water quality in local catchments, in streams of the lower Parramatta River and Lane Cove River. Actions include: development of a water resources management strategy (achieved through a specific project to look at the various needs for water in the Municipality, possible sources, and improving the methods of managing existing systems); conserving and re- using water (using demonstration projects to highlight how the Council’ s water budget may be reduced); reducing pollution of waterways within the Municipality (partnership projects with State Government for physical works and community education programs - including schools monitoring programs, StreamWatch groups and the Drain is for Rain program. Biodiversity Aim: To enhance the Municipality’ s biodiversity. Actions include: optimising the use of parklands to increase biodiversity in the Municipality (protecting and restoring and est. habitat for indigenous species in areas identified in each Park or Reserve PoM); biodiversity inventory including a survey and record of number, type and distribution of flora and fauna, including aquatic species; a habitat inventory detailing size, location and condition of areas designated as potentially suitable for creation of areas supporting indigenous species. Community involvement actions include undertaking bird surveys and developing habitats, such as frog ponds, to bring animals back.
Funding Received
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1. Conservation Management of Estuary Foreshores of Lane Cove River (walking track upgrades and environmental improvements along the foreshore, including constructing boardwalks to protect salt marshes and mangrove communities, stormwater rehabilitation works, bush regen. It is aimed that this will help cater for the increasing population and the broad range of users in the area. 2. Sediment Control and Mangrove and Saltmarsh Rehabilitation (NSW ET) - sediment accumulation over mangrove and saltmarsh communities has allowed weed species to colonise and trap more sediment. The project seeks to: • Set up sediment monitoring from top of catchment down slope to estuaries, to gauge sources and timescale of sediment movement • Measure health of mangroves • Remove terrestrial weeds to improve tidal flush and health and habitat values of waterway • Plant sedges on bank edges to stabilise disturbed areas • Install sediment trapping devices • Use data to ascertain locations for stormwater mitigation devices top of catchment in future data transferable to LGAs 3. Lower Parramatta River Wetland and Harbour Rehabilitation at Tarban Creek (installation of integrated stormwater treatment system, including source controls, GPT, detention basins and rehabilitation of degraded ecosystems along Tarban Creek within the Lower Parramatta River catchment. 4. DEC Urban Sustainability Grant (applying principles of WSUD to a spectrum of high- profile sites along the Parramatta River. Project undertaken with the PRCG. 5. Sustainability Plan. In late 2006 the Council successfully applied for a grant from the NSW Environmental Trust through their Urban Sustainability Program. The Trust awarded the Council $20,000 to write a Sustainability Plan for the Hunters Hill LGA. A new trainee position within the Council was subsequently made available to develop the framework for the Sustainability Plan and to complement work already being done by the Sustainability and Bushland & Environment Officers.
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Aims of the Sustainability Plan: • Produce a set of Key Performance Indicators specifically for sustainability that can be integrated into the existing Hunter’ s Hill Council Strategic Management Plan. • Create a measurable, transparent and accountable sustainability planning and reporting framework for Council to adhere to. • Incorporate enhanced participation and effective involvement of the community and other relevant stakeholders in decision making and implementation of sustainability. • Integrate economic, social and environmental dimensions of sustainability in a balanced manner resulting from both the sustainability planning and full GRI processes.
Water Quality Monitoring
10.2 Brickmakers Creek (Lane Cove River) and Tarban Creek (Parramatta River) are monitored routinely for pollution tolerant and sensitive taxa of macroinvertebrates. Samples taken at these sites are analysed and the results produced help scientists to assess the environmental stress being experienced by the waterways. These sites give council an ‘ indicator’ of the conditions of receiving waterways and help to show how well actions being taken to improve water quality are performing.
10.3
10.4 Tarban Creek Stream Bank Rehabiliation Project (2006)
This project is aimed at rehabilitating the creek line that drains to a stand of Mangroves on the Parramatta River over about 1km. Prior to works being undertaken, the heavily infested channel was home to mature willows, privet, mistflower, alligator weed and numerous other exotic weed species.
The mangroves towards the lower end of the site have been impacted over the years from sediment build up, nutrients and weed (Buffalo and Ehrharta grass) outbreaks. The project in the upper section of the river is Stage 1 of a larger attempt to increase the natural functioning of the creek and estuary through noxious weed excavation and bank contouring and stabilisation works (planting of native species by local Bushcare group). Stage 2 is planned for further downstream. Research is also taking place in the lower tidal reaches to explore how to manage sediment deposition and weed incursions upon salt marsh within the mangroves. Possible
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options include manual sediment removal, reintroducing tidal flushing by shallow channelling or letting global warming and subsequent water rise change conditions at the site.http://www.wetlandlink.com.au/content/tarban-creek-stream-bank-rehabiliation-project
Tarban Creek Community Action Group - Bushcare
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2. 10. LEICHHARDT COUNCIL
Streamwatch (http://www.leichhardt.nsw.gov.au/Water-Quality.html) Water quality is currently being monitored at: • Hawthorne Canal (which drains into Parramatta River) • Whites Creek Wetland (not draining to catchment) • Whites Creek (not draining to catchment)
Stormwater Management (http://www.leichhardt.nsw.gov.au/Water-Quality.html) The objective of Council’ s Stormwater Management Strategy is to ensure that stormwater is managed in a manner that conserves and enhances the ecological, environmental, social and economic values within the storm water catchments. Council’ s drainage and development section use Council’ s Stormwater Code as a guideline when assessing the impact of development applications on the drainage network.
Pollution Prevention To prevent large litter items entering the harbour, Council has installed several capturing devices including litter baskets and Gross Pollutant Traps (GPT’ s). However, these devices are not ideal as they do not stop the source of pollution; rather they are ‘ end of pipe solutions.’ The best protection against stormwater pollution is preventing it at the source before it enters the stormwater system. (http://www.leichhardt.nsw.gov.au/Water-Quality.html)
Leichhardt 2020+ The goal is to create a sustainable environment through inspiring, leading and guiding our social, environmental and economic activities. The objectives of the strategy are to: • Develop our commitment and capacity to consistently support environmental sustainability • Minimise our impacts on the environment • Protect, restore and enhance our natural environment and native biodiversity within our urban context Actions to achieve these objectives are: • Develop an integrated environmental strategy including: addressing impacts of climate change, develop, adopt and audit environmental sustainability benchmarks, encourage staff, business and local communities to promote environmental sustainability • Implement an integrated environmental strategy
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• Plan open space and other developments to increase open space, enhance the natural environment and native biodiversity
Hawthorne Canal Bushcare Groups http://www.leichhardt.nsw.gov.au/content.aspx?PageID=167 Leichhardt Council supports the reintroduction of local indigenous plants to parks and reserves throughout the Leichhardt Council area. Works to date have seen extensive plantings at Piper Street, near the aqueduct at Trafalgar Street, Smith and Spindlers Park, Annandale, Rose Street Annandale, Hogan Park Annandale, Punch Park Balmain, Fitzroy Avenue Balmain, Balmain High steps, King Georges Park and Ryan Street Lilyfield. The aim of the reintroduction of the bushland vegetation types is to reintroduce habitat for native animals to the area.
State of the Environment 2005/06 No actions identified as relating to Parramatta River or its tributaries. Almost all are related to Whites Creek and the Wetland which do not flow into the Parramatta River.
2. 11. PARRAMATTA CITY COUNCIL
Vineyard Creek Masterplan (2003) (www.parracity.nsw.gov.au) Aims to reinstate natural water flow and values (flora and fauna), maintain passive recreation and walking access, and address flooding. Actions in the Masterplan included: • Manage introduced vines, such as Madeira Vine and Balloon Vine (remove vines from native canopy trees, remove vines on steep slopes and stabilise the banks, monitor weed growth and treat as required • Manage woody weeds and aquatic weeds • Restore tree canopy and sub-canopy via plantings • Raise community awareness about important of natural areas • Provide a co-ordinated approach to Reserve edges
Toongabbie Creek Maintenance and Rehabilitation Masterplan (2002) Toongabbie Creek has undergone significant modification as a result of flood mitigation works for the adjoining residential developments. This has resulted in the loss of diverse remnant vegetation, including changes to the stream banks and increased weed invasion. The Masterplan will be used to balance the need to protect the creek environment whilst still managing the impacts of flooding. Actions in the Masterplan included:
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• Provision of riparian groundcover and understorey plantings on denuded embankment • Creation of rock riffle integrated with bank protection works • Construction of erosion protection to stormwater outlets • Removal of sediment berm which forms a remnant low-flow diversion channel • Provide top-shade plantings and undertake intensive weed management • Develop of monitoring activities, including monitoring bank erosion scarps along channel on a monthly basis • Consider the provision of interpretive signage for educational/recreational purposes • Possible location of viewing platforms to allow visitors to experience the remnant river corridor (http://legacy.parracity.nsw.gov.au/publications/toongabbie/masterplan/report.html)
Other Masterplans include Quarry Branch Creek Rehabilitation Masterplan
Waterway initiatives
Actions include: • litter booms on Duck River and the Ponds, Greystanes and Darling Mills creeks • protection and restoration of saltmarshes along the Parramatta River, that have been declared an Endangered Ecological Community • construction of fish ladders at the Charles and Marsden St weirs on Parramatta River, to allow fish to move up river as part of their natural breeding cycle.
Parramatta 2025 Strategic Plan
The main action in this plan was: • To protect and rehabilitate high priority waterways and manage major impacts on medium and low priority waterways by: reducing stormwater pollutants entering waterways, re-introducing native plants, fish and other animals to waterways, manage water flow and extraction to ensure that adequate natural environmental flows are maintained, reduce barriers and other obstructions which prevent migration of fish and the natural function of the waterways
State of the Environment
Aboriginal Cultural Heritage Study • To achieve in consultation with the relevant LALC’ s Traditional Owners and Native Title claimant organisations, the long term preservation of a representative sample of the range of Aboriginal site types which occur in the City
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• To actively conserve and manage sites within lands under the care and control of Council • To actively assist in the conservation and management of sites of particular significance to the local Aboriginal people • To actively assist in the development and promotion of Aboriginal cultural tourism experiences, in particular, the inclusion of interpretive signage at Councilreserves containing sites • To promote awareness of and an understanding of the value of Aboriginal heritage and to encourage community attitudes which are consistent with this objective. Strategies to achieve these objectives include: • Policy statement by Councils • Scheduling of significant items • Aboriginal site impact assessment during the DA process • Liaison with major Land Managers (such as Sydney Water, NPWS, DLWC) • Aboriginal Community Liaison • Staff Training Program in Aboriginal heritage management • Management Plans for Council reserves • Promotion of Aboriginal heritage within the community
Parramatta Biodiversity Plan The Plan was developed as a framework and a guide for the conservation and enhancement of biodiversity in the Parramatta LGA.
Actions include: • Develop and implement action plans for the restoration of terrestrial and riparian ecosystems in line with best-practice standards • Develop and implement action plans to protect and restore wetlands, recover native fish populations and return other fauna to our waterways • Develop a priority list for the review and renewal of PoM for natural areas • Develop PoM in line with the community land planning guidelines and development licensing requirements • Continue the local native plant seedbank and propagation program at Council’ s nursery • Ensure that opportunities are maximised for natural regeneration of remnant species and communities • Develop and implement action plans for the restoration of terrestrial and riparian ecosystems in line with best-practice standards of Recovery Plans and Threat Abatement Plans were possible
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• Implement actions from NPWS Recovery Plans for EEC, vulnerable or endangered species and populations • Maintain an indigenous seed bank through local seed collection • Use indigenous species when undertaking any planting or revegetation in natural areas • Apply appropriate management and conservation strategies for identified species, populations and communities • Involvement in regional environmental and biodiversity committees, training opportunities and conferences, and assist with the development of • Develop a process to link Section 94 planning and Plans of Management with natural area restoration works programs and action plans • Update and apply a TPO to all properties in the LGA • Assess and modify biodiversity conservation measures in ongoing reviews of Council’ s LEPs and DCPs • Provide input to the Parramatta REP on biodiversity conservation measures and recommendations • Apply NPWS Biodiversity Planning Guidelines and develop LGA-specific biodiversity conservation guidelines to assist DA and development proponents with implementing the LEP and DCP
Natural Areas Plan of Management This Plan of Management was created to ensure that in managing community land, Council will meet specific objectives through the implementation of a number of performance targets relating to each management issue. This specifically refers to the sustainable management and use of community land. Community Land Core Objectives (NRM-related) include: • To conserve biodiversity and maintain ecosystem function in respect of the land or the feature of habitat in respect of which the land is categorized as a natural area. • To maintain the land, in its natural state and setting • To provide for the restoration and regeneration of the land • To ensure the on-going ecological viability of the land by protecting the ecological biodiversity and habitat values of the land, the flora and fauna of the land and other ecological values of the land • To restore degraded bush land • To protect existing landforms such as natural drainage lines, watercourses and foreshores • To retain bushland in parcels of a size and configuration that will enable the existing plant and animal communities to survive in the long-term • To protect bushland as a natural stabiliser of the soil surface
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• To manage water courses so as to protect the biodiversity and ecological values of the in-stream environment, particularly in relation to riparian vegetation and habitats and bank stability • To promote community education and community access to the watercourse, without compromising the other core objectives of the category.
Actions to meet these objectives include: • Monitor water quality based on ANZECC Guidelines • Encourage rehabilitation for all natural creek systems to improve water quality • Maintain and expand planting in riparian corridors to provide a buffer zone to improve stream health and increase fauna habitat and movement • Improve bank stability by expanding riparian corridors along waterways through revegetation, reinstatement and restoration • Provide control systems at stormwater pipe outlets to reduce erosion, nutrients, sediment and pollution inputs into Natural Areas • Undertake stormwater control prior to initiating bushland restoration to reduce future impacts • Liaise with SW to minimise sewage discharge and reduce the environmental impacts of their infrastructure on Natural Areas • Encourage the adoption of WSUD into Council’ s DCP to improve the quality and reduce the quantity of stormwater from properties that drain into Natural Areas • Control feral animals which significantly impact upon local fauna, including foxes, rabbit, carp, cats and Indian mynah) • Liaise with neighbouring Councils and DPI to ensure co-ordinated control programs • Implement actions from relevant Threat Abatement Plans for fauna listed as ‘ Key Threatening Processes’ • Conduct regular targeted weeding of noxious and high priority environmental weeds utilising bushcare groups and contractors • Undertake regular weed removal along trail edges, riparian areas and vegetation corridors to prevent the further spread of the weeds • Encourage community participation in weed control through bushcare groups • Work with surrounding property owners to co-ordinate Monitor the effectiveness of revegetation corridors through regularly surveying fauna movement • Remove obstacles to fish movement or introduce fish ladders to provide breeding opportunities • Maintain a database of native fauna • Enhance natural linkages such as creeklines and watercourse corridors
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• Ensure standard conditions associated with development applications that impact on Natural Areas are enforced • Encourage consultation with Natural Resource staff regarding the use of local indigenous plant species in Council and external developments • Increase the proportion of Natural Areas that have Environmental Protection (7) zoning • Undertake all fire management activities in co-operation with other councils, fire brigades and community • Maintain a system of firebreaks, fuel reduction zones, location of water supply points and community education to minimise fire risks • Conduct controlled burning to reduce fuel loads and stimulate regeneration
Waterways Prioritisation Methodology Discussion Paper (2005) This paper constitutes a prioritisation methodology for the management of Council’ s waterways incorporating ecological, social and economic values. This process provides a strategic management tool to direct the application of valuable resources where they are needed most. No specific actions identified in this paper.
10.4.1 Funding Received:
10.4.2 1. (2006). TBL – A Model for Industrial Sustainability in the Duck River Catchment - Partner: Auburn Council
This project aims to unite the social, environmental and economic fabric of the Camellia and Silverwater industrial areas. Using a 'place management' approach, businesses, government and key stakeholders will work together over 3 years to collaboratively research, develop and implement a model which will deliver greater regional resource synergies. It will focus on how we inform, motivate and manage change towards sustainable business practices through: • enhanced governance; • futures thinking (future planning); • resource sharing (input/ output & supply chain); • mentoring; and • public domain and environmental works which create pride and shared responsibility in the 'place'. This will translate the theory of sustainability into practical action and change.
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10.4.3 2. (2006). Working together to Sustain the Parramatta River - Partners: Auburn, Ashfield, Canada Bay, Hunters Hill, Ryde and Strathfield Councils
This project demonstrates sustainability in an ultra-urban context by applying the principles of Water Sensitive Urban Design (WSUD) to a spectrum of high profile sites along the Parramatta River. The project will be undertaken collaboratively within the Parramatta River Catchment Group by planning for and providing attractive and functional treatment facilities within significant streets, town centres and public open spaces. By comprehensively interpreting WSUD, this project will create a distinct link between the ecology of the River and the urban environment. This action-learning project will include the research of Monash University to highlight and improve leadership-related competencies and strategies for councils to effectively govern and facilitate WSUD within the communities.
2. 12. CITY OF RYDE
Parramatta River Foreshores Improvement Program Cannot obtain an electronic copy of the document but it contains a number of developments along the Parramatta river. It is a Metropolitan Greenspace Program.
http://www.planning.nsw.gov.au/programservices/prfip/
Parks on Track 2025 This Plan aims to give direction to the management of Ryde’ s parks and reserves over the next 20 years. Actions include: Weed infestation: Address high levels of weed infestation and low levels of maintenance in these areas by using aerial vegetation mapping to identify the condition and quality of natural area. Using this information, develop an action plan that will identify priorities for bush regeneration and review maintenance requirements. Target annual bushcare funding and ensure funding is focused more heavily in one area - rather than spread over a number of sites. Develop management plans for noxious weed species. Investigate ways to increase and maintain Bushcare volunteer numbers. Review the action in the Section 94 Developer Contributions Plan to identify and purchase remnant bushland. Extend and improve access to bushland trails including signage. Trees:
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Improve and protect the tree canopy and associated habitat value by developing an Urban Tree Management Policy that documents and standardises process and procedure to ensure consistency in the management of trees in the City in the five key areas of: tree protection, tree planting and selection, tree asset management including risk management, tree replacement and removal, community consultation and involvement.
State of the Environment Report
Management Plan 2007-10
Water Quality Monitoring Program at Archer’ s Creek
The City of Ryde is implementing a biological and chemical water quality monitoring program targeting the following 5 main creek systems within its local government area:
• Shrimptons Creek
• Porters Creek
• Buffalo Creek
• Archers Creek
The program began in September 2004 and is being delivered over 7 years. The program is guided by the City’ s Water Quality Monitoring Steering Committee, which comprises of 4 community representatives and 5 City professional staff, with meetings held quarterly.
The City is also part of a separate macro-biological monitoring program being conducted in the Middle Harbour and Lane Cove River Catchments since 2001 involving Willoughby, North Sydney, Lane Cove, Hunters Hill, Kuringai and Ryde Councils.
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10.4.4 Funding Received:
10.4.5 1. (2006) Catchment Connections: Connecting Communities to their Catchments - Partners: Hornsby Shire Council, Hunters Hill Council Catchment Connections aims to build partnerships with the local community in order to develop an integrated approach to sustainability in the Terrys, Mars, Shrimptons and Buffalo Creek catchments. Working in conjunction with project partners, a project action plan will be developed which further integrates sustainability into the operations of project partners and identifies possibilities for sharing resources for: • education of the local community/ business; • giveaways of sustainable products; • training of volunteers and staff; and • undertaking on-ground works to improve sustainability (e.g., bush regeneration, etc). By connecting the community with their local catchments and developing and building partnerships, an impetus for ongoing improvements to local sustainability will be developed.
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2. 13. STRATHFIELD
Bushcare Groups
Council currently supports Bushcare groups working at:
• Mason Park Wetlands at Homebush, a remnant saltmarsh, mangrove forest and habitat to international and native migratory wader birds.
• Cox's Creek Reserve at Greenacre, a pocket of the endangered vegetation community the Cooks River Clay Plain Scrub Forest and habitat for the Green and Golden Bell- Frog.
• Maria Reserve, Strathfield South, is part of corridor of native plants that Strathfield Municipal Council and other Councils are planting along the Cooks River Foreshores.
Parramatta River Grants (2007)
1. Strathfield Council has received a grant to fund sustainability planning and design programs for the Parramatta River. The grant received from the Department of Environment and Climate Change is worth $2 million and will benefit sustainability programs for six councils adjacent to the Parramatta River. The funding will be applied to two prominent Strathfield areas in the Parramatta River catchment, a water sensitive design project at the heritage listed Mason Park, plus the latest water sensitive urban design principles will be applied to the redevelopment of the Strathfield Town Centre to minimise stormwater run-off and pollution.
The key elements of the project are to:
• Reduce runoff volumes and improve the quality of urban runoff at each of the sites and ultimately the Parramatta River
• Improve biodiversity in the catchment and aesthetics
• Reduce the amount of potable water being used at these locations through water sensitive urban design
• Educate the community about sustainable water management & encourage their participation
• Demonstrate that WSUD can be successfully implemented in constrained urban environments, not only applicable to green field sites.
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2. (2007) Urban water sustainability program. Council’ s sustainability program has been given a further boost following the receipt of a grant of $150,000 for a storm water re-use initiative at Mason Park. The grant received from the Department of Energy Utilities and Sustainability Water Savings Fund will enable Council to re-use storm water run off from an adjacent site to irrigate nearby Mason Park. The storm water runoff will be collected from the large hard surface area adjacent to the Park and redirected to irrigate the Park. The Mason Park sports field and walking areas are well used everyday, and because of the up-keep required, the Park is Council’ s second highest water use site in the municipality. In addition, the latest water sensitive urban design features are being applied to the redevelopment of the car park at Mason Park, to ensure water re-use and conservation.
2.14 JOINT PROJECTS BETWEEN COUNCILS
1. Strathfield Council has received a grant to fund sustainability planning and design programs for the Parramatta River. The grant received from the Department of Environment and Climate Change is worth $2 million and will benefit sustainability programs for six councils adjacent to the Parramatta River. The funding will be applied to two prominent Strathfield areas in the Parramatta River catchment, a water sensitive design project at the heritage listed Mason Park, plus the latest water sensitive urban design principles will be applied to the redevelopment of the Strathfield Town Centre to minimise stormwater run-off and pollution.
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10.4.6 1. (2006) Catchment Connections: Connecting Communities to Their Catchments - Partners: Hornsby Shire Council, Hunters Hill Council Catchment Connections aims to build partnerships with the local community in order to develop an integrated approach to sustainability in the Terrys, Mars, Shrimptons and Buffalo Creek catchments. Working in conjunction with project partners, a project action plan will be developed which further integrates sustainability into the operations of project partners and identifies possibilities for sharing resources for: • education of the local community/ business; • giveaways of sustainable products; • training of volunteers and staff; and • undertaking on-ground works to improve sustainability (e.g., bush regeneration, etc). By connecting the community with their local catchments and developing and building partnerships, an impetus for ongoing improvements to local sustainability will be developed.
10.4.7 1. (2006). TBL – A Model for Industrial Sustainability in the Duck River Catchment - Partner: Auburn Council
This project aims to unite the social, environmental and economic fabric of the Camellia and Silverwater industrial areas. Using a 'place management' approach, businesses, government and key stakeholders will work together over 3 years to collaboratively research, develop and implement a model which will deliver greater regional resource synergies. It will focus on how we inform, motivate and manage change towards sustainable business practices through: • enhanced governance; • futures thinking (future planning); • resource sharing (input/ output & supply chain); • mentoring; and • public domain and environmental works which create pride and shared responsibility in the 'place'. This will translate the theory of sustainability into practical action and change.
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10.4.8 2. (2006). Working together to Sustain the Parramatta River - Partners: Auburn, Ashfield, Canada Bay, Hunters Hill, Ryde and Strathfield Councils
This project demonstrates sustainability in an ultra-urban context by applying the principles of Water Sensitive Urban Design (WSUD) to a spectrum of high profile sites along the Parramatta River. The project will be undertaken collaboratively within the Parramatta River Catchment Group by planning for and providing attractive and functional treatment facilities within significant streets, town centres and public open spaces. By comprehensively interpreting WSUD, this project will create a distinct link between the ecology of the River and the urban environment. This action-learning project will include the research of Monash University to highlight and improve leadership-related competencies and strategies for councils to effectively govern and facilitate WSUD within the communities
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Appendix C
PRCG Implementation Plan
1
2
RECOMMENDED PRCG IMPLEMENTATION PLAN 2007-2012 1. SHORT TERM ACTIONS 2007-08
Number ACTION Priority Timeframe Responsibility Funding
Engage Councillors and General Managers from each Council in PRCG 1. High 2007-08 SMCMA, Local Councils In-kind through presentations at Councillor meetings or other appropriate methods
Engage with community groups through Co-ordinator, Local 2. sub-committees to establish groups’ High 2007-08 Councils, community In-kind involvement in PRCG groups
Develop and negotiate a scheme of levying Councils (and where possible 2007-08 for development SMCMA, Strategic Sub- 3. government agencies) for funding for High then 2008-12 for PRCG Levy committee administrative support and external implementation Chair
Prepare MOU for PRCG partners and SCMCA, Strategic Sub- 4. High 2007-08 In-kind broker signing committee
In-kind from all 5. Prioritise Implementation Plan actions. Medium 20008 PRCG members
Implement Communications Strategy Co-ordinator, SMCMA, In-kind, levy used for 6. and form Communications Sub- Medium-High 2008-2012 volunteers from PRCG education brochures as committee members endorsed by PRCG
7. Develop and update website linked with High 2008 SMCMA, Co-ordinator In-kind
1
Number ACTION Priority Timeframe Responsibility Funding
SMCMA website
Annual prioritisation of actions by full committee of PRCG. Reason: to allow PRCG Officers and 8. High 2008-2012 In-kind councils and agencies to align their Councillors budgets accordingly.
2
2. LONGER TERM ACTIONS 2008-12
Number ACTION Priority Timeframe Responsibility Funding
Evaluate progress of the PRCG and 9. Implementation Plan through joint High Mid-2008 PRCG PRCG levy Officer and Councillor meeting
Conduct an annual audit of locations SMCMA, PRCG strategic Grants for benchmark 10. of NRM expenditure in the catchment Medium 2008-12 sub-committee study to identify gaps
Investigate and coordinate new PRCG strategic sub- 11. funding opportunities across the High 2008-12 PRCG levy committee catchment for NRM outcomes
Investigate and establish research 12. Medium 2008-2012 All members In-kind, grants opportunities and networks.
Further build partnerships and 13. networks (e.g. with industries) in NRM Medium 2008-12 All members PRCG levy across the catchment
Conduct a mid-term review of the 14. progress of the PRCG and High Mid-2010 PRCG PRCG levy Implementation Plan
Conduct a summative review of the 15. effectiveness of the Implementation High End-2012 PRCG PRCG levy Plan
Train PRCG member officers and 16. Council staff about indigenous cultural Medium 20008-09 SMCMA, Local Councils SMCMA, council funds values & NRM
3
Number ACTION Priority Timeframe Responsibility Funding
Engage with landowners and/or SMCMA, Local Councils, In-kind work or funds 17. industry to assist with on-ground work Medium 2008-2012 DECC, landowners, from landowners, projects industry industry
Identify opportunities for information All members, Co-ordinator, 18. sharing between PRCG member High Continuous Communications sub- In-kind groups. committee
Build PRCG relationships with Aboriginal communities through SMCMA, PRCG meetings, using existing structures 19. Medium 2008-12 Communications sub- PRCG levy e.g. Council indigenous advisory committee committees, Council Aboriginal workers
Develop education materials and programs that build understanding of Communications sub- 20. Medium 2008-10 Grants, SMCMA funds indigenous perspectives and heritage committee across the catchment
Develop education materials and programs that highlight NRM on- Communications sub- Grants, SMCMA funds, 21. ground works across the catchment Medium 2008-09 committees in-kind from councils and encourage community volunteering
Investigate the potential for a River 22. Medium 2009 PRCG In-kind Keeper Programme or similar.
Develop consistency between Sydney Sydney Water, Local 23. Water’s and councils’ stormwater Medium 2008-09 Sydney Water quantity and quality development Councils objectives, in accordance with
4
Number ACTION Priority Timeframe Responsibility Funding
DECC/SMCMA’s Managing Urban Stormwater documents, to minimise receiving water impacts
Coordinate water quality monitoring (both community and agency) across DECC, Local Councils, the catchment. Determine key Sydney Water, SOPA, 24. objectives and cost-effective High 2008-12 Grants PRCG research/monitoring parameters to be measured. Analyse sub-committee and report on issues, ‘pollution’ hot spots as they arise
Identify and prioritise regional DECC, Sydney Water, Stormwater Service 25. stormwater management actions and Medium 2008-2012 SMCMA, Local Councils, Charge, In-kind, Grants implement priority actions. SOPA, DWE
Evaluate the effectiveness of street Local Councils, Research 26. sweeping in relation to water quality Low 2010 Grants, in-kind Institutions improvements
Identify high priority waterways for SMCMA, Local Councils, SMCMA, In-kind from 27. protection, bank stabilisation, High 2008-2009 DECC Councils rehabilitation, re-snagging
Implement on-ground works for bank SMCMA, Local Councils, Grants, SMCMA, Local 28. stabilisation, rehabilitation in priority Med-High 2008-2012 DECC Councils areas
Engage with the WSUD in Sydney SMCMA, In-kind from 29. Program to improve Council capacity High Commence 2008 SMCMA, Local Councils Local Councils in WSUD
5
Number ACTION Priority Timeframe Responsibility Funding
DECC, Estuary Support the development and Management Committee DECC, SMCMA, Local 30. implementation of the Parramatta High 2007-12 as a sub-committee of the Council funds River Estuary Management Plan PRCG, SMCMA
Investigate baseline study requirements for the upper catchment Local Councils and 31. High 2009-2011 Grants, Inkind lands and tributaries comparable with Agencies the Parramatta River EMP.
Investigate opportunities for Sydney Water, DWE, 32. dechannelisation of waterways in the Medium 2008-2012 Department of Lands, Grants, Channel owners catchment SMCMA, Local Councils
Investigate naturalisation options for Sydney Water, City of Sydney Water Local 33. Powell’s Creek concrete-lined channel Medium 2008-2011 Canada Bay Council, Councils and implement works Strathfield Council
Map the extent and quality of biodiversity across the catchment and SMCMA, DECC, Local identify key regional biodiversity Councils, PRCG 34. High 2007-09 SMCMA corridors, including riparian corridors, research/monitoring determine how these areas link with committee bushfire management
Identify areas for seed banks in the SMCMA, Local Councils, SMCMA, Local Council 35. Medium 2009 upper and lower catchment DECC In-kind
Identify priority areas for protection and rehabilitation for biodiversity Local Councils, SMCMA, Grants, Local Councils, 36. Medium 2009-2012 corridors and undertake on-ground DECC, SOPA SMCMA works
6
Number ACTION Priority Timeframe Responsibility Funding
Promote the protection and 37. rehabilitation of biodiversity corridors Medium 2009-2012 All Grants, In-kind on both public and private land.
Identify key areas for saltmarsh SMCMA, councils in 38. protection and rehabilitation allowing High 2008-09 estuarine areas, SOPA, Grants for sea level rise DECC, PREMC
Implement on-ground works for the SMCMA, councils in 39. protection and rehabilitation of Medium-High 2008-2012 estuarine areas, SOPA, Grants saltmarsh. DECC, PREMC
Prioritise for rehabilitation key biodiversity sites impacted by SMCMA, Local Councils, 40. Medium 2008-2009 Grants, In kind widespread priority weeds, and SOPA, DPI implement on-ground works.
Guidelines for development of cycleways, walking trails, picnic SMCMA, DECC, Local 41. Medium 2009-2010 Grants facilities etc in key natural resource Councils areas eg biodiversity corridors.
Support the implementation of threatened species Recovery Plans and Threat Abatement Plans across DECC, Local Councils, Recovery Plan funding, 42. the catchment e.g. implementation of Medium 2007-12 SMCMA, SOPA Grants the Lower Parramatta Green and Golden Bell Frog Local Management Plan
SMCMA, In-kind from 43. Identify high priority wetlands High 2008-2009 SMCMA, Local Councils Councils
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Number ACTION Priority Timeframe Responsibility Funding
Develop Plans of Management for Local Councils, SOPA, Local government In- 44. High 2008-2010 high priority wetlands advice from SMCMA kind, Grants
Undertake on-ground works to protect Local Councils, SOPA, SMCMA, In-kind from 45. Medium 2008-2012 and rehabilitate high priority wetlands SMCMA, DECC, DPI Local Councils, Grants
Remove barriers to fish passage and DPI, SMCMA, Local 46. Medium Ongoing Grants prevent the creation of new barriers Councils, SOPA
Coordinate management of CAMBA, DECC, Local Councils, 47. JAMBA and other listed migratory bird Medium 2008-2012 In-kind SOPA species
Coordinate management of pest fauna DPI, Local Councils, DPI, Local Councils, 48. Medium 2008-2012 species (Committees) SOPA, SMCMA Grants
Investigate opportunities to DECC, DPI, SMCMA, replace/modify seawalls/foreshore Grants, Owners of 49. Medium 2008-2012 NSW Maritime, Local protection works with biodiversity foreshore structures Councils friendly designs
Encourage all Councils to include in new development or redevelopment consents, requirements to enhance Local Councils, SMCMA, High 2008-2012 In-kind 50. water quality and biodiversity, eg DWE, DECC riparian setbacks, stormwater detention and retention measures and biodiversity–friendly seawall designs.
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