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Under section 23 of the Catchment Management Authorities Act 2003, I approve the Lachlan Catchment Action Plan.

The Hon Ian Macdonald MLC Minister for Natural Resources January 2007

Minister’s foreword

Our natural resources are our most

precious asset. They underpin the

prosperity of our society today, and

will determine the wellbeing of the

generations of tomorrow.

Today, more than ever, we are aware of the challenges facing our environment. Expanding population and industry can threaten the very natural resources which they survive upon. It is our task to ensure that sustainable practices are adopted so that our natural heritage is protected from these threats.

But the challenges faced vary enormously from region to region, and unfortunately do not come with a “one size fits all” solution.

We recognise that the people best-placed to combat these challenges, are the people that live in the community itself. That is why the Iemma Government has taken a new direction in natural resource management by creating our Catchment Management Authorities (CMAs), to face those challenges at a local level.

To tackle these issues, each CMA has developed its own Catchment Action Plan (CAP) in close consultation with their own communities – 13 in all.

Thirteen unique plans to address the myriad of unique and complex issues experienced in each of the 13 regions. From the Coast to the Far West, the challenges faced and the solutions required are vastly different. As a consequence these CAPs are as diverse as the people and landscapes of our wonderful state.

There can be no doubt that the CAPs represent a major step forward in our quest for continuous improvement in natural resource management in NSW. Their development has also provided an invaluable opportunity to assess the present condition of our lands and waterways.

The purpose of the CAP is to provide a roadmap to ensure that we not just protect these resources but enhance them for the enjoyment and viability of future generations. The CAPs tell us not just where we need to go but how we should get there. Most importantly, we can monitor our progress against the CAPs, providing the trigger to alert us, should we take a wrong turn.

The 10-year CAP models complement other natural resource management plans, including regional strategies, water sharing plans and

catchment action plans

regional conservation plans. Intertwined, they provide us with the tools to take control of our future and ensure that we use our natural resources in an intelligent, balanced and sustainable manner. Importantly, CAPs also have a key role in addressing the priorities in the State Plan.

CAPs however, should not be thought of as an end in themselves. They are a living breathing document, that will require revision as new information comes to hand, and as we learn from our experiences.

Within each CAP you will find a wealth of information about the natural resources of each catchment, as well as a blueprint for the future, including management targets and goals for us all.

The NSW Government has endorsed this CAP following the advice of the Commissioner of the Natural Resources Commission to me, in my capacity as the Minister for Natural Resources.

I would like to personally thank the Chairperson, Board members and staff of the CMA for their tremendous commitment and hard work in preparing this CAP. Not only are they pioneering the NSW Government’s new statutory model, but they have also had to ‘hit the ground running’ – and succeeded admirably.

They have worked in partnership with local communities, farmers, environmental groups, Aboriginal communities, local governments, industry, as well as the NSW and Australian Governments to identify the highest priorities and investments for their particular catchment. This CAP is the result of a great deal of effort from people with wide-ranging backgrounds and views on natural resource management, working in a spirit of cooperation.

I would also like to thank the individuals, groups and organisations that contributed to this CAP’s development by either making submissions or contributing their time, knowledge and expertise during its development.

I commend this CAP to you, and urge you, your group or organisation to consider how you may take part in its implementation. The CMA’s contact details are available at www.cma.nsw.gov.au.

Let’s work together to manage our precious natural resources for generations to come.

The Hon Ian Macdonald MLC

Minister for Natural Resources

January 2007

catchment action plans

http://www.cma.nsw.gov.au

Introduction __________________________________________________________________________________

© 2006 Lachlan Catchment Management Authority

ISBN 0 7347 5721 2

Written and published by the Lachlan Catchment Management Authority, February 2006

Post PO Box 726 FORBES NSW 2871 Phone 02 6851 9500 Fax 02 6851 6991 Email [email protected] Website www.lachlan.cma.nsw.gov.au

Information presented in this publication may be reproduced in whole or in part for study or training purposes, subject to inclusion of acknowledgment of the source and provided no commercial usage or sale of the material occurs. Reproduction for purposes other than those given above requires written permission of the Lachlan Catchment Management Authority.

Editorial Assistance: Sophie Powrie

Design and production: Peta Cooper Pty Ltd

Maps: Lisa Redmond, HLA Envirosciences Pty Ltd

Document Control Procedures

Controlled Copy:

The latest version of the Catchment Action Plan can be found on the Lachlan Catchment Management Authority website www.lachlan.cma.nsw.gov.au.

Document control rests with the Manager for Corporate Services and Performance Improvement, PO Box 726, Forbes NSW 2871.

The only valid copy of the Catchment Action Plan is the one which shows the latest version number. This is described as when the document was last printed and can be found in the Version and Amendment List. All other copies are uncontrolled copies.

Version and Amendment List Document Amendment Controller Version Number Date

Lachlan Catchment Action Plan

Inclusion of Ministers foreword, document control procedures and change of title to Lachlan Catchment Action Plan

Manager for Corporate Services and Performance Improvement – KLW.

Lachlan Catchment Action Plan Final Draft_V9

16/04/2007

Lachlan Catchment Action Plan Page i

http://www.lachlan.cma.nsw.gov.au/http://www.lachlan.cma.nsw.gov.au/

Introduction __________________________________________________________________________________

Contents Contents............................................................................................................................................... ii List of Figures .................................................................................................................................... iii Foreword ............................................................................................................................................ iv Acknowledgements ............................................................................................................................. v How to use this document .................................................................................................................. vi

1.0 Lachlan Catchment Management Authority ..................................................................................... 1 1.1 What is the Lachlan Catchment Management Authority (LCMA)? ............................................. 1 1.2 Our Vision, Mission, and Values Statements ................................................................................ 1 1.3 How to become involved in Natural Resource Management in the Lachlan ................................ 2

2.0 Setting the Scene ............................................................................................................................... 3 2.1 Natural Resource Management Reform in NSW .......................................................................... 3 2.2 Key Players in Natural Resource Management............................................................................. 4 2.3 Existing Policies, Strategies and Implementation Tools ............................................................... 7

3.0 Lachlan Catchment Action Plan........................................................................................................ 9 3.1 Purpose of the Lachlan Catchment Action Plan............................................................................ 9 3.2 Development of the Lachlan Catchment Action Plan ................................................................... 9 3.3 The Standard for Quality Natural Resource Management .......................................................... 10 3.4 How the Lachlan Catchment Action Plan (LAP) links with past Catchment Management........ 11 3.5 How the LAP will inform other processes .................................................................................. 12 3.6 How we will measure the success of the LAP ............................................................................ 12

4.0 Catchment Profile............................................................................................................................ 14 4.1 Physical Profile............................................................................................................................ 14 4.2 Social Profile of the Lachlan Catchment..................................................................................... 15 4.3 Economic Profile of the Lachlan Catchment............................................................................... 18

5.0 What is the CMA’s response to NRM issues? ................................................................................ 20 5.1 Catchment and management targets............................................................................................ 20 5.2 Catchment Targets – improving the resource condition.............................................................. 20 5.3 Management Targets – targeting NRM activities ....................................................................... 22

6.0 Biodiversity and Native Vegetation ................................................................................................ 23 6.1 Summary ..................................................................................................................................... 23 6.2 Overview ..................................................................................................................................... 24 6.3 Biodiversity and Native Vegetation Targets ............................................................................... 28

7.0 Water and Aquatic Ecosystems....................................................................................................... 69 7.1 Summary ..................................................................................................................................... 69 7.2 Overview ..................................................................................................................................... 70 7.3 Water and Aquatic Ecosystems Targets ...................................................................................... 73

8.0 Land Management......................................................................................................................... 100 8.1 Summary ................................................................................................................................... 100 8.2 Overview ................................................................................................................................... 101 8.2 Land Management Targets ........................................................................................................ 105

NSW Targets ............................................................................................................................... 105 9.0 People and Community ................................................................................................................. 128

9.1 Summary ................................................................................................................................... 128 9.2 Overview ................................................................................................................................... 129 9.3 People and community targets .................................................................................................. 131

NSW Targets ............................................................................................................................... 131 10.0 Planning for the Future................................................................................................................ 148

Why do we need to monitor, evaluate and review the LAP? .......................................................... 148 State Wide Auditing. ....................................................................................................................... 148 Monitoring the implementation of the LAP. ................................................................................... 149 Monitoring, evaluation and reporting at the local level................................................................... 151 Glossary........................................................................................................................................... 152

Lachlan Catchment Action Plan Page ii

Introduction __________________________________________________________________________________

Abbreviations .................................................................................................................................. 166 11.0 Bibliography................................................................................................................................ 168 Appendices .......................................................................................................................................... 172

Appendix 1 National, State and Regional policies, plans and laws considered in the development of the catchment and management targets ........................................................................................... 173 Appendix 2 JSC Investor preferences and National Matters of Environmental Significance......... 176 Appendix 3 Consultation Summary ................................................................................................ 182 Appendix 4 – Additional information on biodiversity and environmental assets within the catchment......................................................................................................................................................... 183

List of Figures Figure 1: Relationships formed during the development of the Lachlan Catchment Action Plan .......... 4 Figure 2: Implementation of the Lachlan Catchment Action Plan........................................................ 13 Figure 3: The main features of the Lachlan catchment ......................................................................... 14 Figure 4: Age Distribution in the Lachlan catchment 2003. Adapted from (ABS, 2004)..................... 16 Figure 5: Local Governments of the Lachlan catchment adapted from Geoscience Australia (2003).. 17 Figure 6: Aboriginal Land Council Boundaries and AIATSIS Language Groups................................ 19 Figure 7: Outlines the relationship between statewide targets, catchment and management targets,

catchment activities and the resources and inputs required........................................................... 21 Figure 8: Interim Biogeographic Regionalisation of Australia ............................................................. 25 Figure 9: Lachlan CMA Extant Vegetation........................................................................................... 26 Figure 10: Surveyed wetlands within the Lachlan catchment............................................................... 94 Figure 11: General landscape divisions in the catchment ................................................................... 101 Figure 12: Areas of sodic surface soils and land naturally acidic or susceptible to acidity. ............... 103

Lachlan Catchment Action Plan Page iii

Introduction __________________________________________________________________________________

Foreword The development of the Lachlan Catchment Action Plan (LAP) marks an important occasion in the delivery of natural resource management in the Lachlan Catchment. This strategy provides a framework for the investment in works, projects, planning and research that are necessary to achieve sustainable and productive landscapes in the catchment. Importantly, the strategy also reflects the intention of the Lachlan Catchment Management Authority (LCMA) to develop and deliver innovative and integrated projects to address the causes that have led to a decline in the quality of our natural resources.

The Lachlan catchment is a unique landscape in the context of the Murray-Darling Basin, terminating in the Great Cumbung Swamp. Its rich natural resource base provides essential environmental services, wealth and productivity to the Lachlan community and it needs to be managed sustainably to ensure that these assets are available for future generations. This strategy builds on the growing awareness of the Lachlan community of the work that needs to be done to repair, protect and enhance these assets.

Natural resource management (NRM) requires a holistic approach that recognises the inter-connectedness of natural systems and the place that humans have in those systems. The LCMA intends to work effectively in partnership with the community, NSW and Australian Governments, local government, industry and other organisations to draw on the collective skills, knowledge and experience within the whole community.

The priorities recommended for funding in this strategy have been developed in consultation with the community. The programs put forward by the LCMA for investment is set out in the four themes of:

1. Biodiversity and Native Vegetation.

2. Water and Aquatic Ecosystems.

3. Land Management.

4. People and Community.

The programs outlined under these themes provide the investment necessary to support the initiative of all levels of government and the community. Adoption and implementation of the Lachlan Catchment Action Plan will ensure regional communities:

• protect and enhance the region’s unique native vegetation and biodiversity

• improve water quality and aquatic ecosystems

• improve and protect the productive values of soil ecosystems

• prevent, stabilise and reverse salinity impacts

• identify and protect Aboriginal cultural heritage values

• provide community wellbeing.

Working together with trust and respect, we can make a difference right now in the way in which we use and manage our natural resources that will provide a legacy for future generations.

Mr. Robert Gledhill

Chairman

Lachlan Catchment Management Authority

Lachlan Catchment Action Plan Page iv

Introduction __________________________________________________________________________________

Acknowledgements This document is the culmination of months of consultation and work by many individuals, all striving to improve the Lachlan Catchment. The LCMA Board and staff would like to recognise the contributions of the Lachlan Community (who continue to support planning processes). We look forward to working together on its implementation.

The authors wish to thank all of the organisations and groups who have contributed to the development of the Lachlan Catchment Action Plan (LAP). Technical advice, planning guidance and encouragement were provided by the federal departments of ‘Environment and Heritage’ and ‘Agriculture Forests and Fisheries’, the NSW departments of ‘Environment and Conservation’, ‘Natural Resources’, ‘Planning’, ‘Primary Industries’ and Lands NSW, and the NSW Natural Resources Commission.

The authors wish to thank the members of the Joint Steering Committee, the Lachlan Aboriginal Reference Group, the Lachlan Regional Landcare Reference Group, the Lachlan Local Government Reference Group and members of the LCMA External Panel for their valuable insights into community values across the catchment.

The LCMA would also like to thank catchment staff for their contributions to this document, in particular Alan McGufficke and Jane Young for their project management.

Lachlan Catchment Action Plan Page v

Introduction __________________________________________________________________________________

How to use this document The Lachlan Catchment Action Plan is divided into ten chapters. Chapters 1 - 2 set the scene by introducing the Lachlan CMA’s vision for the catchment, the natural resource management framework and the institutional framework. This explains why this plan has been prepared and the guiding legislation behind the catchment planning process. A quick glance at ‘The purpose of the Lachlan Catchment Action Plan’ will show how you can be involved in looking after the health of the Lachlan Catchment. Chapters 3 - 5 outline the purpose and process completed to develop the LAP, a description of the catchment profile, and the LCMA’s response to NRM issues. Chapters 6 - 9 are the core of the document. Each chapter tackles a natural resource topic and contains targets and actions designed to improve catchment health. Refer to the ‘Overview’ at the beginning of each chapter for an explanation of the topic and current issues in the Lachlan Catchment. This section will also explain the guiding principles used to develop the targets. Chapter 10 outlines the adaptive management approaches that the LCMA will take to maintain the best course of action to achieve catchment goals. The Glossary and Bibliography are recommended reading to unlock some of the necessary technical terms and concepts used in catchment management. Where more detailed information lies behind a chapter, it has been included in the Appendices.

Lachlan Catchment Action Plan Page vi

Introduction __________________________________________________________________________________

1.0 Lachlan Catchment Management Authority 1.1 What is the Lachlan Catchment Management Authority (LCMA)? The Lachlan Catchment Management Authority (LCMA) is a locally driven organisation with a board that reports directly to the New South Wales Minister for Natural Resources.

Established in 2004, the LCMA is the regional body that delivers natural resource management (NRM) whether it is a local, regional or statewide issue. Through the LCMA, funding is available to landholders for sustainable land management activities.

The Lachlan Catchment Management Authority Board consists of a Chairperson and six Board members, who together provide a range of experience, skills and knowledge in areas such as primary production, cultural heritage, biodiversity conservation, business administration and governance (Lachlan Catchment Management Authority, 2005a). The Board is supported by a team of qualified staff, situated in ten offices across the Lachlan Catchment, with the central office at Forbes.

The work of the LCMA builds on a rich history of previous NRM in the catchment. We recognise the efforts of individuals, community groups and representative committees who have previous contributed to planning and implementation in the Lachlan particularly in relation to the Lachlan Catchment Blueprint (Lachlan Catchment Management Board, 2003a), Water Sharing Plans, Groundwater Management Plans, and the preliminary work undertaken in the development of the Regional Vegetation Management Plans including the Mid Lachlan Regional Vegetation Management Plan and an additional two draft Regional Vegetation Management Plans for North Bogan/Lachlan and Western Riverina.

The Lachlan Catchment Action Plan (LAP) outlines the priority issues of concern and the strategic direction for NRM over the next ten years.

1.2 Our Vision, Mission, and Values Statements The establishment of the LCMA saw the development of a set of values including the vision, mission, and outcomes that should be followed to achieve the vision in an efficient and effective manner during the development of Corporate Plans (LCMA, 2005a).

Our Vision Inspiring our community to work together for improved management of our natural resources and to build a sustainable future.

Our Mission To ensure the protection and restoration of land and water resources, the sustainable development of natural resource based industries and the conservation of our natural and cultural heritage.

Our Aim To provide an environment that supports a community based team approach to the integrated management of our catchment.

Our Values • Community empowerment through involvement in planning and implementation of natural

resource management programs

• Integrated management recognising the linkages between land and water processes and their impact on sustainable resource management

• Targeted investment to ensure resources are used to address regional priorities and deliver maximum on-ground benefits

Lachlan Catchment Action Plan Page 1

Introduction __________________________________________________________________________________

• Accountability to Government and the community as partners for service delivery, program outcomes and financial management

• Monitor and evaluate the effectiveness of the Catchment Action Plan and investment decisions and its approach to sponsor the collection of data to evaluate the long-term effects of our programs

• Administrative efficiency to ensure efficient administration and program delivery.

Our Desired Outcomes • Broad and improved understanding of catchment management • Community ownership, involvement and the development of partnerships • Mindful and sustainable use of natural resources • Prosperous and vibrant communities • Thriving natural ecosystems

1.3 How to become involved in Natural Resource Management in the Lachlan Although the LAP has been written by the LCMA, the document is a strategic plan for the whole of catchment. No one organisation would be able to resource the implementation of all activities outlined within the LAP.

The LAP will create many opportunities where collaboration can occur including: • helping to implement catchment activities • involvement in the prioritisation of funds in the development of the Investment Strategies • involvement in the development of implementation plans to achieve management targets • involvement in project and/or technical committees • helping with the monitoring of catchment and management targets.

The LCMA is currently finalising a ‘Policy for the Implementation of the Standard for Quality Natural Resource Management’ (Lachlan Catchment Management Authority, 2006a) which will outline the types of collaborations and the expectations of the LCMA in relation to collaboration.

If you are an individual, group or organisation that has funding to put towards NRM activities, technical skills to assist the implementation of targets, or a particular interest in NRM, please outline your proposal in writing to: The General Manager

Lachlan Catchment Management Authority

PO Box 726

Forbes NSW 2871


Setting the Scene __________________________________________________________________________________

2.0 Setting the Scene 2.1 Natural Resource Management Reform in NSW The NSW Government established thirteen Catchment Management Authorities (CMAs) across the State as part of broad natural resource management reforms. These reforms are based on the principles put forward by the Wentworth Group of Concerned Scientists and key recommendations of the Native Vegetation Reform Implementation Group (NVRIG), appointed by the NSW Premier to identify ways to improve the management of native vegetation in NSW (NSW Government, 2005a). NVRIG considered the environmental, economic and social impact of current and previous land management policies and regulations. It then recommended a comprehensive suite of reforms to ensure a viable and sustainable State for current and future generations. The NSW Government welcomed the NVRIG and Wentworth Group reports and used the recommendations as a basis for NRM reform in NSW.

The Authorities are established under the Catchment Management Authorities Act 2003, which came into force on 23 January 2004. CMAs are statutory authorities, with responsible and accountable Boards that report directly to the Minister for Natural Resources. Each CMA Board consists of a Chairperson and up to six Board members with all appointments being skill and merit-based. While CMAs are a new initiative of the NSW Government to manage natural resources, they build on work previously undertaken by the Catchment Management Boards (CMBs) and Regional Vegetation Committees. CMAs also integrate the Catchment Blueprints developed by the CMBs and endorsed by the NSW and Commonwealth Governments, into their Catchment Plans.

Catchment Management Authorities were established to engage regional communities in the key natural resource management issues facing their catchments. CMAs are the primary vehicle for the delivery of incentive programs funded by both State and Commonwealth Governments to achieve restoration and improvements in the natural resources of the State.

The specific functions of CMAs as described in section 15 of the Catchment Management Authorities Act 2003 are:

• to develop catchment action plans and to give effect to any such approved plans through annual implementation programs

• to provide loans, grants, subsidies or other financial assistance for the purpose of the catchment activities it is authorised to fund

• to enter contracts or do any work for the purposes of the catchment activities it is authorised to carry out

• to assist landholders to further the objectives of its catchment action plan (including providing information about native vegetation)

• to provide educational and training courses and materials in connection with natural resource management

• to exercise any other function relating to natural resource management as is prescribed by the regulations.

More broadly the responsibilities of the Lachlan CMA can be described as: Plans: integrate the existing catchment, water, native vegetation and other natural resource management plans into the Lachlan Catchment Action Plan; and manage community involvement in preparation of water sharing and groundwater plans.

Onground works: e.g. native vegetation management, programs to improve water quality and water delivery, cropping and grazing management programs.

Community education and support: provision of advice and support to stakeholders and community, Aboriginal consultation and engagement; community education and capacity building; and technical advice on vegetation management, soil and land management, riparian management and other natural resource management issues.



Investment: implementation of the Lachlan Catchment Action Plan; development of investment strategies; delivery of approved National Action Plan for Salinity and Water Quality (NAP) and Natural Heritage Trust (NHT) 2 programs.

Property Vegetation Plans: certify property vegetation plans (PVPs) for establishing continuing uses and delivery of incentive payments, and assessment of all vegetation consents under the Native Vegetation Act 2003 including PVPs for land clearing.

2.2 Key Players in Natural Resource Management There are many individuals, groups and organisations with an interest in NRM within the catchment. To ensure efficiency in managing our natural resources at all levels, existing and potential partners need to align themselves to be consistent with the priorities set out in the LAP.

The LAP development phase has strengthened existing bonds and forged new partnerships between stakeholder groups. The LAP targets have been built and priorities set on the understanding that this dedication and investment will continue into the future. In the implementation phase of this LAP, the LCMA will work to build on existing partnerships while further strengthening stakeholder engagement. Refer to Figure 1. Figure 1: Relationships formed during the development of the Lachlan Catchment Action Plan

Criticism of NRM Plans and forecasts often focuses on whether targets are realistic or aspirational. Apart from climatic issues, the actual result will be determined by the role of the players in the Lachlan institutional landscape over the next 10 years. These players include:

Australian Government

The Australian Government has a major NRM agenda providing substantial financial support to the LCMA. The process establishing targets in the LAP has ensured that there are functional linkages to National and State Targets. The Australian Government has the major role of setting statutory directions as well as providing funding through the LCMA Investment Strategies. Other external funding such as Envirofund, Community Water Grants and the Strategic Reserve will play key roles in target achievements.

State Government Agencies

The LCMA is an active member of the Premier’s Department Regional Coordination Managers group and NRM sub committee. Through this, and direct engagement of staff at all levels, all NRM agencies



regionally have participated in the LAP development and seen contributory roles for their agency in achieving the targets. These roles are varied, from planning advice, technical project support, and data storage and manipulation, to regulatory planning and implementation of compliance.

The LCMA has received specific involvement from Department of Natural Resources (DNR), Department of Environment and Conservation (DEC), Department of Primary Industries (DPI), Department of Planning (DoP) and Natural Resources Commission (NRC) in the development of the LAP, and there is current partnerships in place with Roads and Transport Authority (RTA), State Water, DNR, DEC, Rural Assistance Authority (RAA) and DPI to implement onground works.

The NRC provides a specific role in NRM in NSW. It provides the broad function of providing independent advice on natural resource issues to the NSW Government, statewide targets and on how best practice NRM should be expressed.

Local Government

The LCMA sees local government as a key partner in our area if we are to attain the Catchment and Management Targets. The 25 local councils within the Lachlan catchment will be major contributors to a number of targets. These range from areas like their statutory roles in land use planning and development, vegetation management, weed control, water use efficiency and ratepayer and tourist education.

Through the Lachlan Local Government Reference Group, valuable input was provided in developing the LAP. This input included the identification of issues and the development of specific management targets to be implemented by Local Government.

Rural Lands Protection Boards

The Rural Lands Protection Boards (RLPBs) are key partners with the LCMA. The 14 RLPBs within the catchment manage a large amount of land within their districts via travelling stock routes and travelling stock reserves. The management of this land for biodiversity conservation will become a key activity in implementing the LAP.

The RLPBs have been consulted during the development of the LAP via the Regional RLPB Forum, representation on the Lachlan Local Government Reference Group and membership on the Lachlan External Panel.

Aboriginal Organisations and Groups

The LCMA Aboriginal Cultural Heritage program has established ongoing links to the Aboriginal nations and communities in the area. This has included setting up 12 community groups and an Executive Reference Group throughout the catchment to assist with the engagement of Aboriginal people into NRM within their communities. This relationship enabled information and knowledge exchange to be ongoing, both in the development of the LAP and in projects that target both resource condition and Aboriginal values (LCMA, 2006b).

Peak Industry

All levels of industry are important for the development and implementation of the LAP.

Primary industry, through rural industries, represents the major group that relies heavily on the natural resources of the catchment and the health, availability and condition of these resources. These industries include dryland graziers, farmers and silviculture, irrigation industries such as farming, grazing, dairying and horticulture. The LCMA is working with all of these major rural industry groups to coordinate and accelerate the adoption and implementation of sustainable land management practices. There are currently partnerships with Grain and Graze, Central West Farming Systems, and Central West Conservation Farming Association. These groups collaborate with organisations such as the Grains Research and Development Corporation (GRDC), Meat and Livestock Australia (MLA) and Land and Water Australia (LWA).

In addition to the formalised partnerships, the LCMA is working with other peak industry groups such as the dairy community, irrigation and the horticulture industries.



Secondary industry located in the Lachlan valley largely relies on the rural primary industry group for resources to support their activities. The principle industries included are livestock and cotton processing, packing houses and food manufactures such as the Cowra Cannery. The provisions of high quality resources, such as clean water, are crucial to their success and viability. Their activities can also impact on the condition of natural resources through effluent and waste management.

Tertiary industries rely on the condition and viability of both primary and secondary industry for its direction, success and viability and the condition of natural resources. These industries include professional support, rural suppliers, agents, wholesale and retailers, and largely support the townships in the valley.

The three levels of industry are intimately linked and each relies on, and is impacted by, the health and robustness of the other. This also means that by improving one the others can also be improved. However as new technologies are introduced, and new demands and opportunities are presented, adoption impacts need to be realised and managed.

Representatives from each of the peak industries have provided input into the LAP by attending and contributing at the community consultation meetings.

Environmental Organisations

The LCMA has existing partnerships with the National Parks Association, Nature Conservation Trust, Greening Australia and local groups such as the Cowra Woodland Birds. In a regional context, these partnerships will assist in reaching the NRM targets in the LAP. On a negotiation scale, extensive discussion has meant not only are objectives understood, but those organisations’ issues are not threatened by the activities proposed, and documents endorsed, by the LCMA. On an engagement scale, the organisations have encouraged their member organisations and subcommittees to participate and become partners and collaborators on projects.

Private Companies

The LCMA would like to develop partnerships with private companies. This will help increase the effectiveness and efficiency of both planning and implementation. Most of these will be private rural companies who will be implementing incentive programs. Major listed companies such as Barrick Gold, Transgrid, and Smorgon Steel will partner with such projects as joint works, funding partnerships and the joint promotions of NRM issues.

Community Interest Groups

The LCMA is fortunate to have existing partnerships with a number of community groups including Landcare, Tidytowns, town progress groups and special interest groups such as Cowra Woodland Birds.

The role of these groups will be important in achieving the catchment and management targets outlined in the LAP. This can be through physical work on ground or providing a point for information exchange between individuals and organisations.

Community groups have been consulted throughout the development of the LAP including attending community consultation meetings, via the Regional Landcare Reference Group and through the membership of the Lachlan External Panel.

The Individual Operator

Whilst groups, organisations and governments are often the focus of change and recognition of achievement, the LCMA recognises that there are landholders who do not participate in organised or financially supported activity. Very often these individuals are undertaking practices and activities that support the LAP targets, and have a substantial impact on the resource condition of the area. Whilst this independent activity has not been used in calculating the projected outcomes of management actions, it is likely that longer term monitoring of resource condition targets will conclude these activities have resulted in positive change and may in fact enable the LAP targets to be exceeded.



Adjacent CMAs

The LCMA has common boundaries with five similar organisations, including the Central West CMA, Hawkesbury-Nepean CMA, Murrumbidgee CMA, Western CMA and Lower Murray Darling CMA. To date, synergies have been developed by having joint activities which cross boundaries and enable streamlined project management. This has occurred in relation to salinity with the Central West CMA, wetlands with the Murrumbidgee CMA, and enterprise based conservation with Western CMA and Lower Murray Darling CMA.

2.3 Existing Policies, Strategies and Implementation Tools One of the greatest challenges in delivering strategic catchment management is to improve the coordination of existing legislation, policies and programs.

In developing the LAP, the LCMA has reviewed existing NRM strategies and plans. This has informed the development of Catchment Targets, Management Targets and Catchment Activities. In this way, the LCMA have been mindful not to ‘reinvent the wheel’ or propose unnecessary duplication, but rather to build on existing momentum for NRM in the Lachlan.

As far as possible, the LAP is consistent with the National and State Strategies. The LAP implements elements of those strategies and plans at the regional catchment scale.

The relevant policies, strategies and legislation used in developing each catchment target (CT) and management target (MT) have been listed in Appendix 1. An example of how each reference is used is as follows: Mid Lachlan Regional Vegetation Management Plan was identified as being relevant to the biodiversity and native vegetation targets CT1, CT2, MT1, MT2, MT3, MT4, MT6, MT7, MT8, MT9, and MT10. These catchment and management targets have been listed beside this reference in the table in Appendix 1.

The main policies that have shaped the LAP include:

• National Framework for NRM Standards and Targets

• National NRM Monitoring and Evaluation Framework

• Murray-Darling Basin Natural Resources Management Strategies

• National Water Quality Management Strategy

• Australian and New Zealand Guidelines for Fresh and Marine Water Quality (ANZECC guidelines)

• National Water Initiative

• National Vegetation Framework

• National Strategy for the Conservation of Australia’s Biological Diversity

• National Weeds Strategy

• NSW Salinity Strategy

• State Water Management Outcomes Plan (promotes the objectives of the Water Management Act 2000)

• NSW Biodiversity Strategy

• NSW Weeds Strategy

• Groundwater Management Plans

• Water Sharing Plans.

The LAP addresses the legislative requirements under the Catchment Management Authorities Act 2003, and the CMAs functions under the Native Vegetation Act 2003, Threatened Species Conservation Act 1995, Water Management Act 2000 and the Environmental Planning and



Assessments Act 1979. The LAP has also considered the Matters of Environmental Significance under the Commonwealth Environment Protection and Biodiversity Conservation Act 1999.

The previously accredited Catchment Blueprints identified a range of regional priorities for investment based around the Matters of Environmental Significance. However, the NSW Government saw the need for clearer state priorities for NRM investment. In response the NSW Government statewide targets were developed (NSW Government, 2006). The CMA’s have reassessed where necessary the regional investment priorities addressed in the Catchment Blueprints to be included them in the LAP.

A brief overview of the relationship between the National Matters of Significance and the Joint Steering Committee (JSC) Investor Preferences (Joint Steering Committee, 2005) with the Statewide, Catchment and Management Targets for each theme is detailed in Appendix 2. The LAP meets all the Investor Preferences except for those not applicable in the Lachlan relating to State and National Marine and Estuarine Targets.


Lachlan Catchment Action Plan __________________________________________________________________________________

3.0 Lachlan Catchment Action Plan 3.1 Purpose of the Lachlan Catchment Action Plan

The LAP is the strategic document that outlines the direction for NRM activities within the catchment over the next ten years. It sets the framework for this by specifying Catchment and Management Targets.

The aim is to coordinate all NRM within the catchment through partnerships and collaborations. By listing the most important issues in the whole catchment, the LAP can guide effort where it is most needed. It also means that everyone in the catchment can work together towards a common goal.

This strategic direction combines community goals for the catchment with local, state and federal government guidelines for NRM.

3.2 Development of the Lachlan Catchment Action Plan The planning process will ensure the LCMA has comprehensively addressed the NRM issues in the catchment by applying the Standard (NSW Government, 2005b). It will measure ecological improvements, the effectiveness of funding disbursements and partnerships, and identify areas for further work and improvements to the LCMA delivery of LAP projects.

NRM requires a holistic approach that recognises the inter-connectedness of natural systems and the place that humans have in those systems. The plan employs a step by step approach that identifies issues of concern to the community and responds by developing catchment targets that support improved management of the catchment’s resources to ensure sustainability. Figure 1 outlines the relationships formed during the development of the LAP.

Community consultation was the first priority so that early input to the planning process could be achieved. This allowed greater consideration of the community issues in the final document. The community appreciated the opportunity to input at an early phase. This would provide the foundations for effective planning. Participants were asked to identify where draft targets based on information developed in the Blueprint did not adequately address their issues.

Eleven meetings were held along the length of the catchment with approximately 150 people attending including landholders, Landcare members, industry groups and Local Government representatives. Additional meetings gave Local Government and the Lachlan Aboriginal Reference Group a specific opportunity to review targets and develop targets that met their concerns. See Appendix 3 for more detailed information about consultation within the community.

LCMA staff split into four technical working groups based on the four themes: biodiversity and native vegetation; water and aquatic ecosystems; land management; and people and community. The technical working groups went through the following planning process:

• threats were identified relating to each of the state targets;

• an extensive literature review of information relevant to the Lachlan was undertaken on each of the threats;

• the threats were grouped, prioritised, ranked and extent assessed based on best available information and community comments;

• LCMA staff and agency experts reviewed, identified gaps and interpreted the information for the establishment of the development of targets;

• catchment targets were developed to contribute to the statewide targets;

• management targets were developed from priority actions to contribute to catchment targets;

• draft targets were reviewed through consultation with Australian and State Government Agencies, the LCMA Board, External Panel, Local Government, Lachlan Aboriginal Reference Group, and the Lachlan Landcare Steering Committee;



• catchment and management targets were adjusted to address issues identified by these groups. The comments relating to pressures were reviewed to determine whether there were additional pressures not considered during the development of the targets. The comments relating to the management actions were reviewed to determine whether the issue had been considered, and if not, how to incorporate it;

• a large proportion of the comments related to the implementation of the target, best management practices (BMPs) and how to educate the wider community. These comments have been passed onto the Implementation Unit for consideration during the review of the Incentives Program;

• the knowledge gaps have been passed onto the Monitoring and Evaluation Officer, and where applicable have been incorporated into the benchmarks, assumptions and performance indicator headings under each catchment and management target.

3.3 The Standard for Quality Natural Resource Management Development of the LAP is consistent with the Standard for Quality Natural Resources Management (NSW Government, 2005b), referred to as ‘the Standard’. For more information on the Natural Resources Commission (NRC) Standard go to www.nrc.nsw.gov.au or contact the LCMA or NRC.

The Standard has been integrated in all aspects of LCMA business through the development of policies covering the standard’s seven components, numerous operating procedures to implement the policies and through the development of a project-planning template (LCMA, 2006c). Complying with the Standard will mean that NRM in the Lachlan will be of the highest possible quality. To ensure the LCMA meets these standards, the NRC will audit the LCMA at regular intervals throughout the ten-year period. The LCMA will also monitor, report and evaluate its activities so that management can be improved, as a result of new information, techniques and changing priorities through an adaptive management approach. The LCMA is developing a comprehensive information system that will be available to the catchment community.

Risk management

Risk management has been considered at various levels during the development of the LAP and will be implemented throughout the organisation.

During the development of the LAP risk was considered in the following ways:

• ranking identifying pressures to natural resources in the catchment;

• identifying risks to each target and modification of the target to address risk;

• identifying risks when implementing catchment activities.

The key risks have been listed under each of the catchment and management targets.

Scale

Priorities for action were identified with consideration of the spatial scale, temporal scale and institutional scale. Other considerations included the frequency, intensity and significance of the action to landholders, as well as impacts on the catchment and the potential to improve a resource condition.

The scale of time between the completion of catchment activities and the observed change within a resource condition is a challenging concept to implement. Within the LAP, the LCMA has taken this into account by:

• including the assumptions in the targets that outline the activities that should in the long term provide the required improvement in resource condition;

• tailoring the monitoring, evaluation and review of the catchment and management targets to ensure the right balance between the frequency of monitoring to ensure a change can be shown i.e. a change in resource condition of an area revegetated will be


http://www.nrc.nsw.gov.au/


over the longer term compared to a change in the resource condition following the protection of an area of remnant vegetation; and

• the implementation of the catchment activities will be based on the assumptions that the activities will provide the required resource condition outcomes and will be regularly revised to ensure the correct activities are being implemented to achieve the appropriate outcomes.

Collaboration

The community, agencies, Landcare groups, local government, all LCMA staff and Aboriginal people were consulted. The relationships established during the consultation process will be strengthened during the investment and implementation stages.

Information management

A library (electronic and physical) containing the information from the literature research has been developed. This information is available for LCMA staff and other interested parties for project development, implementation and further LAP refinement. LAP working documents, both electronic and hard copies, are maintained and are available at the Forbes Office.

Monitoring and evaluation

The LCMA is currently developing the Lachlan Monitoring and Evaluation Plan (LCMA, in press) using the DNR draft framework (Watts and McGloin, 2005). This will identify, monitor, report, evaluate and review procedures and responsibilities for all business, strategic and operational activities within the LCMA. The key outcome of these activities is to support the process of adaptive management and continual improvement.

The four major components in monitoring and evaluation, with respect to the LAP are:

• resource condition monitoring to evaluate the progress in achieving the catchment targets;

• activity monitoring to evaluate the overall performance in achieving management targets;

• project monitoring to evaluate whether best practice recommendations are effective and achieving the intended physical change in the landscape;

• contract management reporting to ensure funds have been spent legitimately.

For each catchment and management target, the benchmarks, assumptions and performance indicators have been identified.

In this document, Chapter 10 ‘Planning for the future’ outlines the roles, responsibilities and constraints associated with the monitoring, evaluation and reporting program.

3.4 How the Lachlan Catchment Action Plan (LAP) links with past Catchment Management Prior to 2003 the Lachlan catchment was managed by the Lachlan Catchment Management Board (LCMB). This Board developed an Integrated Catchment Management Plan known as the Lachlan Catchment Blueprint (LCMB 2003a) that was accredited by the Australian Government. Since then there have been significant changes in how natural resources are managed in NSW with the Native Vegetation Act 2003, Water Management Act 2000, Natural Resources Commission Act 2003 and Catchment Management Authorities Act 2003 coming into force.

As a result of the Catchment Management Authorities Act 2003 the LCMB became the LCMA. This LAP builds on the previous Catchment Blueprint. As a result, the issues, targets and activities in the Blueprint remain valid and have been included in the LAP. The LAP also incorporates new and improved science and understanding of how the natural resources in the catchment should be managed. Therefore, a number of issues not previously included in the Blueprint have been included in the LAP.



3.5 How the LAP will inform other processes The LAP gives direction to and improves efficiency of State, Commonwealth and community efforts to implement natural resource management activities for the improvement of the Lachlan Catchment. Actions outlined in the LAP allow all sections of the community to contribute to an improvement in condition. Future generations will benefit from the activities outlined in this plan by inheriting more robust and diverse natural resources.

Business processes of the LCMA such as: the development of the 3-year Rolling Investment Strategy; Annual Investment Plan; Project Planning; Implementation; and the Monitoring, Evaluation and Review program will be directly based on the information and targets contained in the LAP.

These processes, their development and implementation will be monitored, evaluated and reviewed to inform further improvement in the LAP and the processes themselves.

Investors (including State and Australian Government) will direct funding through the LCMA to priority issues identified in the LAP. Industry, individuals and community groups will be able to use the LAP to identify targets that suit their investment ideals and to identify other like-minded partners to improve the effectiveness of their investment. Organisations such as local government and RLPBs will be able to use the LAP to attract funding through regionally identified priorities. The LAP will guide LCMA staff in directing funding for community development and on-ground projects.

3.6 How we will measure the success of the LAP • The recommendation of the LAP to the Minister for Natural Resources by NRC and its

acceptance will be the first indication of success. This will indicate acceptance of the LAP by State and Australian Governments. It will indicate that the LAP is a reasonable plan for the improvement of natural resources in the Lachlan valley and that it was developed in an acceptable manner.

• Secondly, the successful adoption of a robust adaptive management cycle, that monitors, evaluates, audits, reviews and improves both the plan and implementation processes. Figure 2 gives a diagrammatic representation of how the LCMA is proposing to develop and implement an adaptive management process.

• Thirdly, the acceptance and implementation by the community as a whole, and particularly the Lachlan community, will be a major indicator of success. This will be measured through reviews of the implementation process and the feedback received relating to the LAP.



Figure 2: Implementation of the Lachlan Catchment Action Plan


Catchment Profile __________________________________________________________________________________

4.0 Catchment Profile 4.1 Physical Profile The Lachlan catchment is located in central western New South Wales and covers an area of approximately 84,700 km2. It is home to more than 106,000 people and includes the towns of Crookwell, Cowra, Young, Forbes, Parkes, Condobolin, West Wyalong and Hillston among others. A number of major centres are situated outside the catchment boundary including Orange, Bathurst, Dubbo, Griffith and Goulburn, are used by the Lachlan community.

Agricultural production is the main landuse in the Catchment, with dryland cereal production and grazing enterprises the main industries. Whilst the Lachlan catchment is only 10% of NSW (in land area), it is estimated to produce 14% of the State’s agricultural production. The catchment is part of the Murray-Darling Basin and covers 8% of that basin system. Figure 3 shows the location of the catchment and the main features of the Lachlan River catchment. The catchment takes in all or part of 25 council areas.

Figure 3: The main features of the Lachlan catchment

The Lachlan catchment is unique in the Murray-Darling Basin as the Lachlan River terminates in wetlands and effluent (diverging) creeks in the lower part of the catchment. The catchment has a number of natural features that are listed as being of national importance including Lake Cowal, the Booligal wetlands and the Great Cumbung Swamp. There are a number of other reserves and high quality Crown land in the catchment. With many natural assets and unique features in the Lachlan catchment it is important to invest in the best possible natural resource management to protect these valuable assets for the Lachlan community and environment.

The Lachlan River rises near Lake George and terminates in the Great Cumbung Swamp near Oxley, 1450 river kilometres to the west. There are an unusual number of effluent streams along its lower section including Willandra, Merrowie and Middle Creeks. These effluent streams flow intermittently from the Lachlan River, delivering water as far as 160-180 kilometres west of the main channel. The



Lachlan River itself is only intermittently connected to the Murrumbidgee River when both rivers are in flood.

Major tributaries above the township of Forbes include the Abercrombie, Boorowa, Belubula and Crookwell Rivers. The Bland and Goobang Creeks flow into the Lachlan River upstream of Condobolin.

The landscape of the Lachlan catchment varies markedly from east to west and can be split into three general divisions: the headwaters in the tablelands, the slopes and the plains (see Figure 11). The tablelands are characterised by fast to moderately flowing streams with sandy and pebbly beds, steep, densely vegetated ranges to extensively cleared grazing lands. The slopes are characterised by undulating to hilly cleared lands, graduating to flatter areas, with some pockets of remnant vegetation. The plains are characterised by intact native vegetation, flat topography and the occasional rocky range outcrop. The land flattens to the west, with wetlands and rich alluvial river flats associated with braided channels and effluent streams becoming increasingly characteristic of the landscape. In the far west of the catchment the gradient is as low as 1 in 20,000 and the river channel has a meandering ratio of two to one (that is approximately two kilometres of winding river for every one kilometre of land.) The velocity of flow is low at this point and there are extensive silt deposits.

The geological formations throughout the catchment are quite complex and have a significant impact on salinity and the management options available to land managers. The soil types throughout the catchment vary considerably ranging from robust and durable to fragile soils; naturally acidic and sodic soils. This variability in soil types creates significant management issues for erosion control, nutrient management and salinity management. Climate zones also vary significantly, giving rise to sub-alpine ecosystems in the east and semi-arid rangeland ecosystems in the west of the catchment. These systems provide habitat for several threatened and endangered species.

Rainfall also varies on an east-west gradient across the catchment. Annual average rainfall in the catchment decreases from around 780 mm in the east to 370 mm in the west while annual evaporation increases from 1351 mm in the east to 1825 mm in the west. The catchment is affected by two weather systems: to the south, winter rainfall dominates, whereas to the north, summer rainfall is dominant (NSW Government, 2003a)

The major environmental threats to the health of natural resources in the Lachlan catchment are dryland salinity, declining surface water quality, declining health and abundance of native vegetation, gradual loss of biodiversity from the ecosystems, degradation of riparian and wetland ecosystems and the deterioration of the soil resource. The ‘Salinity Audit of the Murray-Darling Basin’ (Murray-Darling Basin Commission, 1999) identified the Lachlan catchment as amongst the most “at risk” for serious salinity problems in the basin. The LCMA recognises these catchment issues are exacerbated by social and economic influences.

4.2 Social Profile of the Lachlan Catchment Settlement of the Lachlan catchment began in around 1815 and population increased dramatically in the 1850s following the discovery of gold. Agriculture is now the predominant industry and irrigated agriculture has been growing in significance since the beginning of the 1900s (LCMB, 2003b).

Population demographics

Figures from the Australian Bureau of Statistics (2004) record the population of the Lachlan catchment as greater than 106 000 people; with an estimated population of 3 000 Aboriginal people (or 2.8%). The data shows a very slight growth rate in the catchment of 0.1% per year.



Population Demographics

Aged 14 years and younger

22%

Aged 15 years to 44 years

36%

Aged 45 years to 64 years

26%

Aged 65 years and over

16%

Figure 4: Age Distribution in the Lachlan catchment 2003. Adapted from (ABS, 2004).

The 2003 census figures also indicate a slight ageing of the Lachlan population. The average age of the LCMA’s major client, landholders, is 51. This has shown an increase of 3 years since the 1996 census.

The LCMA has made the following interpretations from this demographic (Refer to Figure 4):

• The children and teenagers in the catchment are the future generation of catchment custodians. Extension and education activities in schools will be targeted to this 0-14 year age group.

• The group aged between 15-44 years represents the majority of working-age people who will be making new investments and management decisions in the catchment. Catchment activities will aim to engage this group to address future sustainability.

• The group aged between 45-65 years are generally those who have established business interests. It is important that the LAP activities engage this population group to bring about changes to current land management practices.

• Those aged 65 years and older are either retired or close to retirement age. This group has been found to be actively interested in Landcare issues and value community building projects.

The distribution of age is reasonably balanced across all sub catchments in the Lachlan catchment as indicated by the 2003 census. Most of the catchment’s population lives in 14 council areas.

Recent information from local government indicates that there is pressure for rural residential subdivision that is likely to impact on population demographics. This has also impacted on land values and property size, pushing many areas of land beyond economically viability for agricultural enterprises.

Political context

The LAP is developed by the LCMA to coordinate investment in NRM across the catchment, which spans several State and Federal electorates. The State electorates of Murray-Darling, Dubbo, Bathurst, Lachlan, Orange, Murrumbidgee and Burrinjuck are represented within the catchment. Similarly, the Federal electorates of Parkes, Calare, Hume, Riverina and Farrer are represented within the catchment.

There are 25 LGAs within the catchment. Figure 5 lists the area and percentage of each LGA within the catchment boundary.



Figure 5: Local Governments of the Lachlan catchment adapted from Geoscience Australia (2003) Local Government Area Total area of LGA (ha) % of LGA within the

Lachlan Catchment Area (ha) within the Lachlan Catchment

BALRANALD 2 171 405 20% 431 493 BATHURST REGIONAL 382 168 17% 65 134 BLAND 854 921 62% 531 789 BLAYNEY 152 490 89% 135 918 BOOROWA 257 856 100% 257 237 CABONNE 602 164 47% 285 919 CARRATHOOL 1 892 873 71% 1 341 012 CENTRAL DARLING 5 359 439 9% 494 945 COBAR 4 556 296 24% 1 083 314 COOTAMUNDRA 152 292 42% 64 271 COWRA 280 861 100% 280 861 FORBES 470 824 100% 470 824 GOULBURN MULWAREE 322 238 5% 15 591 HARDEN 186 713


of the Lachlan. These valuable cultural heritage assets within the catchment increase the importance of sensitive natural resource management.

4.3 Economic Profile of the Lachlan Catchment The recent, prolonged drought experienced across NSW has had a significant impact on the economic health of the Lachlan Catchment. Relevant economic data is not yet available to describe the full impact of this five-year drought; however agricultural production has declined as a result. The drought, together with the age of landholders, is likely to create a period of review possibly resulting in a change of industry and/or land ownership.

The irrigation water for ‘general security’ licence holders has not been available for three years and this has directly impacted on production levels and the ability of those areas to value add to dryland products e.g. fat lambs. ‘High security’ water users have had access to a proportion of their allocation, which has allowed them to operate at a lower level and maintain permanent plantings.

Property values in the Lachlan are influenced by increases in the Sydney and coastal areas. This is putting pressure on local land previously used for agricultural purposes. Buy-in prices for many rural areas or activities are in excess of economic return. In addition to the direct influences of these price changes, changes are predicted within the Lachlan as a result of similar changes in other catchments: for example, some dairy businesses are moving from coastal areas to inland locations including the Lachlan Catchment.

Dryland production of cereals is still the major income source for most rural production on the slopes and near plains. This is frequently associated with fat lamb, cattle and wool production. Grazing-based industries, wool, sheep meat and cattle are the main activities in the tablelands and western plains. Other income from rural areas includes native pine milling, charcoal, red gum sleepers and brush cutting for fencing.

Mining is becoming a stronger contributor to the Lachlan economy. North Parkes, Lake Cowal and Cadia, near Orange, are operating mines. Proposals for further mining ventures at Black Range and Mineral Hill, at Condobolin, and Bumbaldry, at Grenfell, are likely to proceed. These Mines will require water for processing extracted materials and will impact on surface and ground water availability and sharing in the catchment.

Service industries are also important for the wellbeing of the catchment. These include transport, government support agencies, banking, and wholesale and retail businesses. Natural resource based tourism in the Lachlan includes hunting, fishing and camping. There are limited resort based enterprises in the catchment.

Farm Income and Sustainability

Information on farm income and economic viability in the catchment was researched by the Lachlan Benchmarking Project. Findings of that project have been considered in the preparation of this plan. A consideration for enhancing NRM participation is the low level of on-farm income, coupled with the reliance of off-farm income to support rural production in the catchment.

On-farm and off-farm income varies across the catchment and is dependent on property size. Just over half of all respondents in the Lachlan catchment made an on-property profit for the 2001/2002 financial year and the average on-property income was $22 000 (BRS, 2006). Almost three-quarters of respondents reported an off-property profit for the 2001/2002 financial year and the average total household income for all respondents was $49 000. Less than half of respondents reported a combined income in excess of the $50 000 threshold considered necessary to maintain the natural and capital assets of a property (Rendell, O’Callaghan and Clark, 1996). The combined total household income for all respondents in the Lachlan catchment was approximately $20 million. Of this, off-property income was just over $11 million or 54% of the total income for the 2001/2002 financial year.

Income figures are not yet available for recent drought years.



Figure 6: Aboriginal Land Council Boundaries and AIATSIS Language Groups


CMA response to NRM Issues __________________________________________________________________________________

5.0 What is the CMA’s response to NRM issues? 5.1 Catchment and management targets The catchment and management targets have been grouped into four themes - biodiversity and native vegetation; water and aquatic ecosystems; land management, and people and community. This grouping broadly reflects the NRC statewide targets. Figure 7 outlines the relationship between statewide targets, catchment and management targets, catchment activities and the resources and inputs required.

The ‘National Framework for Natural Resource Management Standards and Targets’ (Natural Resource Management Ministerial Council, 2003) outlines the federal government’s expectations for setting targets and establishing monitoring, evaluation and review procedures.

Targets are required to be achievable, technically valid and realistic, including being justified with well-referenced supporting information, data gaps acknowledged and strategies to fill the gaps identified, and key risks articulated and management strategies identified (Natural Resources Commission, 2006).

5.2 Catchment Targets – improving the resource condition Catchment targets provide a statement on the desired condition of the resource at a specified point in time that:

1. Provides a broad indicator of catchment health.

2. Is achievable, technically valid and realistic.

There may be more than one catchment target for each theme. Catchment targets are sometimes referred to as ‘Resource Condition Targets’ by other organisations involved in NRM in NSW.

How the Catchment Targets are set out


STATEWIDE TARGET The catchment targets have been developed to feed into the statewide targets (NSW Government, 2005a). The link between the statewide target and the catchment target is explained. SHORT TITLE Abbreviated title of the catchment target. CATCHMENT TARGET The complete wording of the catchment target. INTENT Explains the issue and the main focus of the target. It also incorporates a justification of the target levels and the links with other catchment and management targets. BENCHMARK Outlines the point, or window, in time against which comparison will be made. If the benchmark does not exist, the process to develop the benchmark, and the collaborators to be involved, has been listed. ASSUMPTIONS Outlines the assumptions made in the development and monitoring of the target. PERFORMANCE INDICATORS Identifies the way the target will be measured and how much of the target has been achieved by measuring a specific parameter. COLLABORATORS Lists both the existing and potential collaborators to implement the catchment target. KEY RISKS The main risks for each target are listed with an appropriate strategy to mitigate the risk. A more extensive list of risks is included in ‘Risk assessment of the Lachlan CMA’ (LCMA, 2006d).


Figure 7: Outlines the relationship between statewide targets, catchment and management targets, catchment activities and the resources and inputs required.



5.3 Management Targets – targeting NRM activities Management targets address issues identified as having the most significant impact on the four themes - Biodiversity and Native Vegetation, Water and Aquatic Ecosystems, Land Management, and People and Community.

Management targets have a time frame of ten years or less. Actions to achieve the Management Targets in the plan will start immediately after the LAP is approved.

Management targets are specific outputs that the LAP plans to achieve in 10 years. When combined, the management targets identify the level of on-ground work (catchment activities) needed to achieve the catchment targets. Management targets must be specific, measurable, achievable, relevant and time bound and have a timeframe of ten years or less. Actions to achieve the management targets have been defined as starting immediately the LAP is approved.

In the short to medium term (within three years), management targets and actions will be amended to be more specific and quantifiable as the necessary information to establish benchmarks and determine the realistic potential for possible progress becomes available.

How the Management Targets are set out

MANAGEMENT TARGET Provides the full title of the management target. This goal specifically refers to the level of on-ground work that will be achieved rather than the expected improvement in the condition of a particular resource. This is because the measurement of each different resource would require a large amount of resources that the LCMA would rather spend on on-ground work. INTENT Explains what the issue is and the main focus of the target. It also incorporates a justification of the target levels and the links with other catchment and management targets. BENCHMARK Outlines the point of reference, or window in time, against which comparisons will be made. If the benchmark does not exist, the process to develop the benchmark, and the collaborators to be involved, is outlined. ASSUMPTIONS Outlines the assumptions made in the development and monitoring of the target. It is assumed that the average level of funding for the 2004/07 investment strategy (i.e. $10.5 million) will be maintained and existing funding body and LCMA priorities are maintained. PERFORMANCE INDICATORS Identifies the way the target will be measured and how much of the target has been achieved by measuring a specific parameter. PRIORITIES There is a limit to the amount of money available. The LAP cannot address all NRM issues in the catchment. Therefore, money will be spent where it is needed most and where it will lead to the greatest improvement in the resources. This section describes the known priorities for each target. These priorities are based on existing published information if available or the priorities determined by the LCMB during the development of the Lachlan Catchment Blueprint (LCMB, 2003a) CATCHMENT ACTIVITIES Outlines how the management target will be achieved COLLABORATORS Lists both the existing and potential collaborators to implement the target. KEY RISKS The main risks for each target are listed with an appropriate strategy to mitigate the risk. A more extensive list of risks is included in the ‘Risk assessment of the Lachlan CMA’ (LCMA, 2006d) LINKS TO OTHER TARGETS Lists the other catchment and management targets that implementation of this target will contribute to. This is an attempt to show the interconnectedness that exists within nature, and to highlight the multiple benefits that are achieved in each target.

SHORT TITLE Abbreviated title of the management target

A detailed description of the LAP management targets begins on page 22.


Response to NRM Issues __________________________________________________________________________________ 6.0 Biodiversity and Native Vegetation 6.1 Summary


By 2015 there is an increase in the number of sustainable populations of a range of native fauna species.

By 2015 there is an increase in the recovery of threatened species, populations and ecological communities.

By 2015 there is a reduction in the impact of invasive species.

By 2015 there is an increase in native vegetation extent and an improvement in native vegetation condition.

CT1 By 2016 there is an increase of 145 000 hectares of terrestrial native vegetation that is being actively managed for biodiversity conservation.

CT2 By 2016 the highest priority terrestrial and aquatic threatened flora and fauna species, endangered populations and significant species will be managed for conservation.

CT3 By 2016 restrict the extent of priority pest animals and environmental weeds.

MT1 By 2016 20 000 hectares of terrestrial native vegetation managed for biodiversity conservation in perpetuity.

MT2 By 2016 100 000 hectares of terrestrial native vegetation are actively managed for biodiversity conservation through management agreements.

MT3 By 2016 20 000 hectares of native vegetation established through revegetation using local endemic species.

MT4 By 2016 5 000 kilometres of corridor habitat is established and/or protected.

MT5 By 2016 10 Councils within the catchment have prepared and are implementing local biodiversity strategies consistent with the National and State Biodiversity Guidelines for local government.

MT6 By 2016 all regional and local land use strategies and environmental planning instruments (EPIs) incorporate provisions which support the protection of environmental assets for the sustainability of the landscape and its native flora and fauna.

MT7 By 2016 20 councils are managing roadside reserves in line with Roadside Vegetation Management Plans.

MT8 By 2016 14 RLPBs develop and implement management plans for travelling stock routes and travelling stock reserves.

MT9 By 2016 maintain and improve the populations and diversity of 25 threatened flora and fauna species, and/or endangered populations.

MT11 By 2010 an Integrated Weed Management Strategy will be developed. By 2016 priority actions identified in the Integrated Weed Management Strategy will be implemented.

MT10 By 2016 identify and implement actions to increase the recovery of significant terrestrial and aquatic populations.

MT12 By 2010 an Integrated Pest Animal Management Plan will be completed. By 2016 populations of priority environmental pest animals will be controlled and suppressed in accordance with the pest animal management plans.

Biodiversity and Native Vegetation __________________________________________________________________________________

6.2 Overview

To enhance and conserve the natural ecological processes, the abundance and diversity of native species found.

Biodiversity is a shortening of the two words biological and diversity. Biodiversity refers to the variety of life forms including the different plants, animals and micro organisms, the genes they contain and the ecosystems they form. It is usually considered at three different levels: ecosystem diversity, species diversity and genetic diversity.

The biodiversity of the Lachlan contributes significantly to the economy providing a basis for agricultural production such as foods, fibre, fertilisers and other chemicals, genetic material and even some medical materials. These are ‘direct values’ of biodiversity.

The biodiversity in the catchment supports maintenance of essential ecosystem services such as the water cycle and provision of clean air. These are ‘indirect values’ of maintaining a biologically diverse and healthy catchment.

Many community members place a high value on native plants, animals and ecosystems and this was reported through the consultation process. Examples include the Great Cumbung Swamp, local rivers and other recreational areas, and areas of cultural significance for Aboriginal people. These scenic, recreational and cultural values all contribute to the enjoyment and custodianship of living in the Lachlan Catchment.

In addition, the biodiversity of the Lachlan has an unquantifiable ‘future value’. This could be for uses of species or genetic diversity yet to be discovered. As social values change, what is not valued today might be more highly valued in the future. Therefore the LCMA recognises the importance of maintaining the biodiversity assets of the catchment for future generations.

Ecosystem Diversity The diversity of ecosystems found in the catchment broadly reflects the three differing landscapes of the tablelands, slopes, and plains (refer to Figure 11 in section 8.0).

The broad vegetation types of the Lachlan catchment consist of forests, woodlands, mallee, riverine communities, shrublands, heaths and grasslands. Within these broad types, over 114 different plant communities have been identified within the Lachlan Catchment. This diversity is largely a result of the meeting of the temperate forests, woodlands and grasslands of the east with the semi-arid woodlands, mallee and shrublands of the west.

The diversity of the Lachlan catchment is reflected by the fact that it is intersected by five bioregions as shown in Figure 8. The bioregions include: the Cobar Peneplain (22%); South-West Slopes (37%); South-East Highlands (9%); Murra

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