Image: © Reinhard. Annu Southern Rivers Catchment ManagementAuthority Healthy landscapes Healthy a 2011-12 l Repo r t Local people leading

IMAGES: (front cover) Sunset at Braidwood. (this page) Braidwood farmer, Martin Royds. Southern Rivers Catchment Management Authority Annual Report 2011-12 r Letter to the Ministe

The Hon. Andrew Stoner MP Deputy Premier Minister for Trade and Investment and Minister for Regional Infrastructure and Services Level 30, Governor Macquarie Tower

1 Farrer Place SYDNEY NSW 2000

The Hon. Katrina Hodgkinson MP Minister for Primary Industries Minister for Small Business Level 30, Governor Macquarie Tower 1 Farrer Place SYDNEY NSW 2000

Dear Ministers, We have great pleasure in presenting the Annual Report of Southern Rivers Catchment Management Authority (CMA) for the financial period from 1 July 2011 to 30 June 2012, for submission to New South Wales Parliament. This report has been prepared in accordance with Section 17 of the Catchment Management Authorities Act 2003, the Annual Reports (Statutory Bodies) Act 1984 and Annual Reports (Statutory Bodies) Regulation 2010. The report details the activities and achievements of our organisation and includes the relevant statutory and financial information for Southern Rivers CMA.

Yours sincerely,

Noel Kesby General Manager Pam Green Chair CONTENTS 1. 2010-11 Highlights at a glance...... 4 2. Our organisation...... 6 2.1 Our vision and purpose...... 7 2.2 Our role and function...... 7 2.3 Our region...... 8 2.4 Our performance...... 10 2.5 Chairperson’s message...... 12 2.6 Our Board...... 13 2.7 Our people...... 16 2.8 Our business...... 19 2.9 Southern Rivers CMA Strategic Plan...... 20 2.10 Catchment Action Plan...... 20 2.11 Sub-regional NRM Action Plans...... 20 2.12 Investment program...... 21 2.13 Monitoring, Evaluation, Reporting and Improvement...... 21 2.14 Natural Resources Commission audit...... 22 2.15 Research and Development...... 24 2.16 Our investment in natural resources...... 25 2.17 Our partnerships...... 25 2.18 NSW 2021...... 28 3. 2010-11 On-ground achievements...... 29 3.1 Community and partnerships program...... 30 3.2 Biodiversity program...... 36 3.3 Soil and land capability program...... 42 3.4 Water program...... 48 3.5 Coastal and marine program...... 54 3.6 Native vegetation...... 60 3.7 The year ahead...... 62

4. Corporate governance...... 63 4.1 Corporate Governance...... 64 4.2 Sub commitees...... 64 4.3 Risk management...... 65 4.4 Southern Rivers CMA Board performance assessment...... 65 4.5 Internal Audit and Risk Attestation 2010-11...... 66

5. Financials...... 68 Statement by Board Members...... 69 Independent Auditor’s Report...... 70 Statement of comprehensive income...... 72 Statement of financial position...... 73 Statement of changes in equity...... 74 Statement of cash flows...... 74 Notes ...... 75 Financial summary...... 89 6. Managing our business...... 91 6.1 Consumer response and customer service...... 92 6.2 Privacy and Personal Information Protection Act 1998...... 92 6.3 Government Information (Public Access) Act 2009...... 92 6.4 Public Interest Disclosures Act 1994...... 93 6.5 Minimising our impact...... 95

Acronyms ...... 96 About this annual report...... 96 Compliance checklist index...... Inside back cover Contact us ...... Inside back cover 2011-12 Highlights

1 at a glance $11.58 million invested: Southern Rivers CMA delivered $11.58 million of investment in natural resource management projects to protect and improve Southern Rivers catchments. Southern Rivers CMA -

5Highlights at a glance

outhern Rivers Catchment The strong performance of Traineeships Management Authority (CMA) Southern Rivers CMA in 2011-12 was S During the financial year Southern is one of 13 NSW CMAs established achieved through effective planning, Rivers CMA was successful in its bid for under the Catchment Management management and engagement with an Elsa Dixon Aboriginal Employment Authorities Act 2003, to improve the partners to produce positive NRM Program (EDAEP) grant to fund management of natural resources outcomes that protect and enhance four school based trainees. EDAEP – the land, water and sea of the the region’s catchments. provides funding to organisations Southern Rivers region. to support Aboriginal education, In 2011-12 Southern Rivers CMA NRM investment employment and training. The continued to work in partnership program aims to promote diversity, with local communities, farmers and $11.58 million invested innovation and service responsiveness land managers, resident and non- in the NSW workforce by reducing Southern Rivers CMA delivered $11.58 resident landholders, local government, barriers to employment and improving million of investment in NRM projects government agencies, non-government opportunities for Aboriginal people. to protect and improve Southern organisations, Aboriginal people, Rivers catchments. Traineeships will be offered to Year 11 businesses and industry to: students in the Southern Rivers region • develop plans and actions that commencing in 2013. Trainees will be reflect the unique and distinctive Achievments located within the Wollongong and character of the catchment and its Nowra offices for a two year period. Plans communities • address priority natural resource The Eden Land and Sea Country management (NRM) issues Plan was launched in 2010-11. Job creation in NRM has been one of the IMAGE: • help build the capacity of local main outcomes for local Aboriginal (left) Grevillea (Grevillea sp). communities to carry out NRM communities. As a direct result of projects on public and private land this plan and consultation with other • ensure the region’s catchments Aboriginal communities, Southern continue to be healthy and Rivers CMA has invested $200,000 productive for the benefit of future over two years in employment in NRM generations. and directed $96,000 to community groups for small NRM projects.

Achievements • Rehabilitated or enhanced: - 1,845 hectares of native vegetation - 1,238 hectares of riparian vegetation - 48 kilometres streambank riparian vegetation - 63 hectares of coastal native vegetation

• Installed 48 off-stream watering sites to improve water quality in creeks and streams • Protected 3,557 hectares of native vegetation by voluntary agreements • Controlled 7,306 hectares for animal pests • Treated 4,232 hectares for plant pests • Supported 295 NRM groups OUR ORGANISATION

2 Southern Rivers CMA Southern Rivers CMA -

Our organisation7 2.1 Our vision and purpose

Our vision Healthy landscapes – local people leading. Our mission upporting local people to live Sand work in ways that lead to a We express these values in the following ways: healthy and productive environment. Our people Local communities The Board, management and staff Our values We are responsive to community are a team working together to achieve the vision and mission. In addition to the Model Code of needs, recognising and valuing We foster team spirit and loyalty, Conduct for NSW Public Agencies, community structures, Aboriginal encourage innovation and Southern Rivers CMA has adopted a custodial responsibility and flexibility, recognise passion and commonly held set of values across cultural heritage and working with commitment and strongly support Board, management and staff that professional and personal integrity time to reflect, plan and evaluate guide the way we work as individuals to gain the respect and trust of the our work. and as an organisation. communities with which we work. These values are: Partnerships Reliability • trust and respect Real, lasting and meaningful We aim to deliver project • professional and personal commitments on time, efficiently integrity partnerships with communities, non-government organisations, and effectively. This delivery is • reliability, honesty, transparency other government agencies and underpinned by quality standards and accountability industry are recognised as essential. and policies, honesty, transparency, • passion, commitment and loyalty We actively seek to be inclusive, fairness and accountability in all areas of our work. • innovation and flexibility to encourage open and regular dialogue, planning and working • team spirit and inclusiveness. together, joint monitoring and evaluation and opportunities for mutual support and growth. IMAGE: (left) Hakea seed.

About CMAs • enter contracts or do any work for 2.2 Our role and the purpose of catchment activities function Southern Rivers CMA is one of 13 CMAs established in 2004, as part • assist landholders to achieve the of broad NRM reforms. CMAs were objectives of the CAP About Southern Rivers CMA established to engage regional • provide educational and communities in key NRM issues. training courses and materials in outhern Rivers CMA is a locally connection with NRM based and governed organisation CMAs are statutory authorities that S • exercise any other function relating that facilitates and coordinates report directly to the NSW Minister for Primary Industries. Each CMA Board to NRM as prescribed by the regional whole of community and regulations. whole of government strategic consists of a chairperson and up to six board members with all appointments planning for the management More broadly, the responsibilities of being skill and merit based. of natural resources. It provides CMAs can be described as follows: technical assistance, allocates Funding is provided to CMAs by the priority based funding and facilitates NSW and Australian Governments to Plans networking, between the wide range help build understanding and capacity • Integration of existing catchment, of stakeholders concerned with NRM of the community and land managers, native vegetation and other NRM in the region. and to assist in carrying out works that improve the State’s natural resources plans into a CAP. Through Southern Rivers CMA and its on public and private land. • Manage community involvement in partnerships and programs, the NSW preparation of water sharing and and Australian Governments provide The specific functions of CMAs groundwater plans. funding for strategic on-ground works as described in Section 15 of the Catchment Management Authorities and the building of landowner skills On-ground works Act 2003 are to: and knowledge to help protect and • On-ground works through funding restore the functionality of natural • develop Catchment Action Plans from Catchment Action NSW, NSW resources. (CAP) and give effect to any such Environmental Trust, Water for approved plans through annual Natural resources underpin the Rivers, the Australian Government’s implementation programs economic and social wellbeing of the Caring for our Country initiative region with food and fibre production • provide loans, grants, subsidies and significant contributions from or other financial assistance for and tourism dependent on a healthy landowners and volunteers in cash catchment activities environment. and in-kind. Community education and • Assessment of all vegetation 2.3 Our region support consents under NV Act including PVPs for land clearing consents. • Provision of advice and support to stakeholders and community on a Region Legislation under which we range of NRM issues. he Southern Rivers region covers operate • Support Landcare and other “care”, Ta 32,000 square kilometre area of “friends of” and industry groups. In carrying out its role, Southern Rivers south-east NSW—from Stanwell Park • Aboriginal consultation on CAPs, CMA operates under the following in the north to the Victorian border in NRM planning, programs and NSW legislation: the south and three nautical miles to sea. It extends westward to include investment strategies. • Annual Reports Act (Statutory the catchments of the Snowy, Genoa Bodies) 1984 • Provision of community education and Shoalhaven Rivers. and capacity building. • Annual Reports (Statutory Bodies) • Technical advice on vegetation Regulation 2010 Landscape management, soil and land • Catchment Management management, riparian management Authorities Act 2003 The Southern Rivers region is and other NRM issues. • Government Information (Public characterised by a high level of Access) Act 2009 diversity in its landscapes, land uses Investment • Native Vegetation Act 2003 and communities. Landscapes range from the temperate rainforests of the • Native Vegetation Regulation 2005 • Implementation of CAPs. coast to the wide and open grasslands • Development of investment • Natural Resources Commission Act of the Monaro, from extensive coastal strategies. 2003 estuaries and lakes to small upland • Approved Caring for our Country • Occupational Health and Safety Act freshwater wetlands, and from programs. 2000 (repealed 1 January 2012) intermittently flowing coastal streams to marine waters. • Approved Catchment Action NSW • Occupational Health and Safety projects. Regulation 2001 (repealed 1 January 2012) • Delivery of incentives through Catchments • Privacy and Personal Information Property Vegetation Plans (PVPs) Protection Act 1998 The landscape is dominated by many and other mechanisms. river systems, including the Minnamurra, • Public Finance and Audit Act 1983 Shoalhaven, Clyde, Deua, Tuross, Brogo, PVPs/vegetation consent • Public Finance and Audit Moruya, Bega, Bemboka, Towamba, Regulation 2010 Genoa and Snowy Rivers with a total of • Provision of advice and support to • Public Interest Disclosures Act 1994 102 diverse estuary systems. landowners and managers regarding exempt or Routine Agricultural • Public Sector Employment and Management Activities under the Management Act 2002 Native Vegetation Act 2003 (NV Act). • Soil Conservation Act 1938 • Certification of PVPs for • Water Management Act 2000 • Work Health and Safety Act 2011 establishing continuing uses and IMAGE: delivery of incentive payments. • Work Health and Safety Regulation 2011 (Below) Silage harvest, Bega Valley, NSW. Our organisation 8 - Southern Rivers CMA Southern Rivers CMA -

9Our organisation

Cities and towns in the region small business becoming increasingly Southern Rivers CMA covers all or include Wollongong, Shellharbour, important to the functioning of local part of 12 local government areas: Kiama, Nowra-Bomaderry, Ulladulla, economies in the smaller settlements. Wollongong, Shellharbour, Kiama, Braidwood, Batemans Bay, Moruya, Shoalhaven, Eurobodalla, Bega Valley, About 65% of the region is publicly Narooma, Bermagui, Bega, Merimbula, Bombala, Snowy River, Cooma - managed (mostly in national parks Bombala, Cooma and Jindabyne. Monaro, Palerang, Goulburn Mulwaree or state forests and Crown lands). and Wingecarribee. The remainder is privately managed Population agricultural, lifestyle and urban land. Culture and heritage The Southern Rivers region is home The large amount of publicly managed Scattered throughout the region are to approximately half a million people. land provides an excellent base for many significant historical Aboriginal Population levels are trending strongly biodiversity conservation and also and non-Aboriginal cultural heritage upwards in most of the coastal centres. provides a range of ecosystem services sites. These can be found in and around The South Coast and Southern including clean water, clean air and towns and cities, along beaches, rivers Tablelands include many holiday aesthetic amenity which are highly and tracks and in open plains and dense destinations-towns and villages whose valued by residents and visitors. The forests. Southern Rivers CMA actively populations often double at peak main threats to the quality of ecosystem engages in partnerships, projects and holiday times. services come from the impacts of opportunities which develop, protect historic and current human activities. and maintain cultural awareness within These include settlement patterns, land Land use catchment communities. use practices, industrial and recreational The Southern Rivers region supports a use of natural resources and the Southern Rivers CMA has close variety of land uses including a range of introduction of pest species. In addition, working relationships with: agricultural industries, commercial and the threat posed by climate change is • State Aboriginal Land Council, recreational fishing, aquaculture, water potentially significant. Sydney harvesting, heavy industry, forestry, The diversity of the region provides surface and underground mining, urban • Regional Aboriginal Land Councils, challenges in terms of solutions for and lifestyle development and tourism Queanbeyan local landscapes, local people and local and recreation. • Aboriginal Community Council, land uses. The Southern Rivers CMA Wreck Bay The current economic and social region is divided into six sub-regions: prosperity of the region is based on Illawarra, upper Shoalhaven, lower • 13 Local Aboriginal Land Councils natural resources and includes primary Shoalhaven, Eurobodalla, Bega/Eden (LALCs). industries such as sheep, beef, dairying, and Snowy/Monaro, in recognition of fishing, timber production, oyster the differing NRM issues affecting each farming, horticulture and a suite of region. The location of CMA offices “boutique” products. Other industries largely corresponds with these sub- such as recreation, tourism and nature regions. Wollongong conservation rely heavily on the region’s natural resources. Electorates Shellharbour Manufacturing is significant in the There are 17 state electorates and four Kiama northern part of the region, with federal electorates in the region. Berry Nowra

Huskisson

Ulladulla FIGURE 1 - SOUTHERN RIVERS CMA CATCHMENT REGIONS Braidwood Illawarra Batemans Bay Shoalhaven

Upper Shoalhaven Moruya

Eurobodalla

Far South Coast Narooma

Snowy Monaro Bermagui

Bega

Bombala Merimbula NEW SOUTH WALES Eden 2.4 Our performance Progress against CAP targets as at 30 June 2012

Community and Partnerships Program

Figure 1 - Progress against CAP CAP target C1 - Target exceeded targets as at 30 June 2012* From 2006 the willingness of communities to engage in NRM and the quality of that engagement will be enhanced, with the number of people working collaboratively maintained or increased.

CAP target C2 - Target exceeded From 2006 the support system that resources local communities to contribute to NRM will be improved. Target met 40% Target exceeded CAP target C3 - Target met 60% From 2006 Indigenous communities will be better engaged in NRM planning and resources and opportunities to “Care for Country” are increased.

CAP target C4 - Target exceeded By 2016 there will be an increase in community awareness, knowledge and skills in relation to NRM and an increase in the adoption of practices that improve natural resource outcomes.

Target exceeded Target met CAP target C5 - Target met By 2016 an effective mix of incentives, regulation, education and community support Target on track Below target programs will be in place to achieve the biophysical targets of the CAP.

BIODIVERSITY CAP target B1 - Target exceeded Figure 2 - Progress against CAP By 2016 there will be an increase in the number of land managers who adopt targets as at 30 June 2012* management practices that conserve biodiversity and promote sustainable production.

CAP target B2 - TARGET ON TRACK By 2016 through voluntary participation by land managers, the area of land actively managed to conserve priority vegetation types will increase from 11,000 hectares to at least 41,000 hectares. Target met 33% Target on track CAP target B3 - Target exceeded 17% By 2016 through voluntary participation by land managers, an additional 10,000 hectares of native vegetation will be actively managed to build a resilient landscape

Below target with good connectivity that conserves biodiversity. Target exceeded 17% 33% CAP target B4 - BELOW TARGET By 2016 the priority recovery actions identified in the Southern Rivers threatened species strategy will have been implemented.

CAP target B5 - Target met Target exceeded Target met By 2016 vertebrate pest species will be controlled in key locations.

Target on track Below target CAP target B6 - Target met By 2016 priority weed species will be controlled in key locations.

COASTAL AND MARINE

Figure 3 - Progress against CAP CAP target CM1 - TARGET ON TRACK targets as at 30 June 2012* By 2016 the condition of coastlines will be maintained or improved through the development and implementation of NRM plans.

CAP target CM2 - TARGET ON TRACK By 2016 the condition of estuaries will be maintained or improved through development Below target 20% and implementation of NRM plans (including estuary management plans).

CAP target CM3 - TARGET ON TRACK By 2016 best management practices will be developed and adopted by aquatic/marine industries. Target on track 80% CAP target CM4 - Below TARGET By 2016 active management will protect or improve key aquatic habitat areas (including for listed threatened/endangered species and ecological communities) in partnership with relevant authorities and user groups.

CAP target CM5 - TARGET ON TRACK Target exceeded Target met By 2007 a research strategy will be developed to improve the scientific knowledge and understanding of coastal, estuarine and marine environments and processes. To be Target on track Below target progressively implemented by 2016.

*This figure represents five years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. Our organisation 10 - Southern Rivers CMA SOIL AND LAND CAPABILITY CAP target SLC1 - Target exceeded There will be 300 land managers per year with increased skills, Figure 4 - Progress against CAP knowledge and support to manage land within its capability. targets as at 30 June 2012* CAP target SLC2 - Target responsibility of other agencies and/or information not available By 2008 there will be greater integration of NRM with planning instruments and processes to ensure that land use change recognises land capability and suitability.

CAP target SLC3(a) - BELOW TARGET By 2016, 300 kilometres of gully erosion will be stabilised including Target exceeded Below target - 125 kilometres of minor and moderate gully erosion 43% 57% - 175 kilometres of severe and very severe gully erosion.

CAP target SLC3(b) - BELOW TARGET By 2016 a minimum of 10,000 hectares will be protected from the threat of erosion including land: - identified as having a severe or very severe wind erosion hazard - susceptible to severe and very severe sheet and rill erosion.

CAP target SLC4 - BELOW TARGET Target exceeded Target met By 2016 manage according to best practice: - all exposed acid sulfate soils Target on track Below target - all land identified as having an active acid sulfate soil risk within its capability.

CAP target SLC5 - BELOW TARGET By 2016 manage at least 200 hectares of land affected by dryland salinity.

CAP target SLC6 - Target exceeded By 2016 an additional 10,000 hectares of land will be managed with appropriate soil and pasture management practices to improve soil health and productivity.

CAP target SLC8 - Target exceeded By 2016 there will be a 20,000 hectare increase in the area of land actively managed to control pest animal species (and/or impact of these species) that threaten agricultural sustainability.

CAP target W1 - Target responsibility of other agencies and/or information not available WATER By 2008, 80% of surface water sources and priority groundwater sources of the Southern Rivers region will be managed according to a water sharing/management plan. Figure 5 - Progress against CAP targets as at 30 June 2012* CAP target W2 -Target responsibility of other agencies and/or information not available By 2016 the quality of priority water bodies will be maintained or progressively improved.

CAP target W3 - Target responsibility of other agencies and/or Target met information not available 25% By 2016 all water utilities within Southern Rivers CMA area will be managing their water systems consistent with the NSW Government’s Best Practice Management of Water Target exceeded Supply and Sewerage Guidelines approach. 50%

CAP target W4 (a) - Target responsibility of other agencies and/or Target on track information not available 25% By 2016 the residential consumption (per capita) of potable water in urban areas will progressively reduce from the 2001-02 benchmark (as per the NSW Water Supply and Sewerage Performance Monitoring Report).

CAP target W4(b) - Target responsibility of other agencies and/or information not available Target exceeded Target met Water savings (through adoption of improved water use efficiency and conservation Target on track Below target measures) will be progressively improved against the 2005 benchmark, so by 2016 a 20% improvement in water conservation and use efficiency will be achieved by at least 80% of licensed irrigators within Southern Rivers catchments.

CAP target W5 (a) - Target exceeded By 2016 an additional 2,000 hectares of riparian vegetation will be actively managed for improved riverine ecosystem condition.

CAP target W5(b) - Target MET By 2016 streambed and bank stability over 150 kilometres of priority watercourse will be rehabilitated and protected through the construction of a minimum of 50 streambed and bank control structures.

CAP target W5(c) - Target exceeded By 2016 in-stream habitat will progressively be improved by appropriate in-stream works, such as re-instatement of large woody debris, sandy riverbed reconfiguration and removal of a minimum of 15 barriers to fish passage in priority reaches.

CAP target W5(d) - TARGET ON TRACK By 2016 priority actions and works will be implemented to protect and enhance 40 wetlands of national and regional importance identified as priorities.

CAP target W5(e) - Target responsibility of other agencies and/or information not available By 2011 local environmental plans will incorporate minimum vegetated buffer distances to protect waterways from impacts of development. people and organisations’ efforts together, the CAP will be a guide for 2.5 Chairperson’s together to achieve common goals. everyone and will provide a lens for whole of community and whole of message Another important area of partnership government investment and action in development has been the work of the NRM for the next 10 years. five coastal CMAs. A comprehensive investment prospectus built across The new shape of management the whole of the NSW coast has and investment in NRM by both been very productive. Considerable the NSW Government and the progress has also been made towards Australian Government will drive any common themes and shared scientific amendments to the approved Annual understanding in preparation for the Implementation Program which upgrade of CAPs. forecasts the current program and project delivery for the next 12 months. Awards and milestones The review of the Native Vegetation Regulation 2005 is continuing and Landcare and Community Support our commitment to assisting the Officer (CSO) Megan Rowlatt won the community to voice their issues and coveted NSW Young Landcare Leader concerns has included pre-drafting of the Year award and now goes on to meetings and a series of workshops the National Landcare Awards. This across the region. We look forward to award recognises her passion and working with the community to assist skills in leadership and support of the t is with pleasure that I present the in understanding the new legislation community and new and innovative Southern Rivers CMA Annual Report once it has been gazetted. I ways to interest younger people in for 2011-12. management of the environment. The challenges of a variable climate with flood, drought, fire, pest animals Investment 2012 is the Year of the Farmer and to and weeds are ever present for the celebrate this important milestone, landowners and managers in our Southern Rivers CMA continued Southern Rivers CMA held a Women region. Our focus remains on being to receive strong support from in Farming gathering at Majors Creek. as responsive as possible to their the NSW Government through This provided an opportunity to needs acknowledging the increasing operational funding and investment via explore the links between soil health, importance of the balance of food Catchment Action NSW. This has been food integrity and human health and and fibre production and conservation complemented by base-level funding wellbeing as well as recognising the that will give future generations the and a number of competitive based immense contribution made by women widest range of opportunities. Our projects under Biodiversity Fund in the farming community. programs and projects are built on and other elements of the Australian As part of Reconciliation Week, these foundations. Government’s Caring for our Country Southern Rivers CMA hosted the Sistas initiative. Southern Rivers CMA’s focus Speak Art Exhibition, launched at on people, relationships and Batemans Bay on 1 June. The artworks Over the past 12 months, Southern partnerships, which is the hallmark were produced by nine talented Rivers CMA’s projects and programs of this organisation, will continue Narooma High School students have delivered $11.58 million in on- to be central to our business and and the launch attracted over 30 ground investment including: achievements. community members from Wallaga • $2.60 million in community and Lake, Narooma, Moruya, Mogo and I take this opportunity to thank my partnerships programs Batemans Bay. fellow Board members for their • $3.89 million in biodiversity commitment and support during programs the year and I acknowledge and Our future focus • $2.89 million in soils and land pay tribute to the dedicated staff of programs The coming year is full of opportunities Southern Rivers CMA. • $2.20 million in water programs and challenges. Southern Rivers CMA (including coastal and marine). is focused on the broadest possible involvement of its communities, partners and government agencies Strength in partnerships and in the development and completion project delivery of the updated CAP for the region. It will be underpinned by thinking Work has continued in strengthening of the region in three landscapes – partnerships across Landcare South Coast, tablelands and far South Pam Green and other “care” groups, industry, Coast and the social, economic and Chairperson Aboriginal people and organisations, environmental systems that operate local government and tertiary within them. institutions together with a focus Southern Rivers CMA is gathering the in the Illawarra area on increasing latest scientific and statistical data engagement of younger people. and exploring where the thresholds We recognise the importance of of continuing functionality might supporting existing networks and be to identify the best actions and institutional arrangements such as investments. While the CMA’s task is Landcare as well as seeking new to draw all the information and analysis partners and relationships that knit Our organisation 12 - Southern Rivers CMA Southern Rivers CMA -

13Our organisation 2.6 Our Board Advisory function Appointment In its advisory role, the Board is Board appointments are skill and merit he Southern Rivers CMA Board responsible and accountable for based. Board members reside in the reports directly to the NSW T Southern Rivers CMA region and are Minister for Primary Industries. The providing advice to the Minister on appointed by the Minister for up to Board consists of a Chairperson and issues such as: six Board members. three years. The Board comprises • the CAP persons who in the opinion of the The Board has a governing, advisory • regional environmental standards Minister have combined skills and and strategic operational role. It is knowledge in primary production, • natural resources planning accountable and responsible for the environmental, social and economic overall control and direction of the CMA. • the effectiveness of NRM programs analysis, state and local government in the catchment. administration, negotiation and Responsibilities consultation, business administration, Strategic function community leadership, biodiversity Board members have two roles, conservation, cultural heritage and advisory and strategic, and are In its strategic operational role, the water quality. responsible and accountable for: Board is responsible and accountable All Southern Rivers CMA Board • the development of Southern for issues such as: members are required to implement Rivers CMA’s strategic direction • ensuring that resources are used the function as defined by their and priority and goal setting efficiently and expenditure is Ministerial letter of appointment, the • stakeholder liaison and maintaining accountable Catchment Management Authorities advocacy in the community Act 2003 and by the CMA Corporate • ensuring compliance with • developing and maintaining a Governance Manual. All Board Southern Rivers CMA’s statutory strong community development/ members, except the recently requirements education program that is focused appointed board member Andrew on catchment issues and the • managing risk (operational, Knowlson, have completed the benefits to be achieved in NRM legal, financial, regulatory and Certificate in Directors Essentials • monitoring, evaluation and others) by ensuring appropriate by the Australian Institute of reporting of outcomes procedures are in place and Company Directors as a condition • developing and driving resources are appropriately of appointment. Andrew Knowlson implementation of a CAP that will allocated will complete the certificate prior to enable Southern Rivers CMA to March 2013. • selection and evaluation of the focus on NRM investment performance of the General • developing an annual Investment Manager (GM) Program for approval by the Minister and overseeing its • evaluating its own performance IMAGE: implementation. and that of the Chairperson. (below) Murrays Beach, Jervis Bay, NSW. Board Members Howard Charles John Kerin AM (Board member to October 2011) Howard is from Nimmitabel in southern Pam Green NSW where he runs beef and sheep on John holds a Bachelor of Arts from (Chairperson) more than 1,500 hectares. He has held the University of New England and Pam grew up in a rural north-east a number of advisory and advocacy a Bachelor of Economics from the Victoria farming community and has positions. These include community Australian National University as a wide range of NRM and governance representative on the South-East well as three Honorary PhDs. He is experience and knowledge. Pam Waste Board (2001–02) and member a Fellow of the Agricultural Institute served the Eurobodalla community as of the Elizabeth Macarthur Agricultural of Science and Technology and the a Councillor and Mayor and is a trained Institute’s Beef Industry Liaison Academy of Technological Sciences planning and development mediator. Committee (1990–97), South-East and Engineering. John is a former Pam champions balanced land use Forests Regional Advisory Committee Commonwealth Parliamentary Minister planning and supports sustainable (1994–97), National Johne’s Disease (1983–93) holding portfolios including Coordinating Committee (1993–97) agriculture, water sharing and coastal Primary Industries and Energy. During and NSW Higher Education Board and marine management. A dedicated this time he chaired the Murray Course Advisory Committee for worker for a sustainable future through Darling Basin Council and initiated the Farm Secretarial Studies and Horse her skills and knowledge and involvement Ecological Development Process and in many NRM advisory bodies, she Management (1976–78). Howard Resource Assessment Commission. has a passion for people, their place has also been involved with the He chaired the Queensland Fisheries in the landscape and local community Maclaughlin River Landcare group, Management Authority, Reef involvement in decision making. Royal Agricultural Society, Beef Improvement Association, Murray Management Advisory Committee, Grey Beef Cattle Society and NSW Trawl Management Advisory Michael Muston Farmers’ Association. Howard is Committee, NSW State Forests, (Deputy Chairperson) currently Chair of Maclaughlin River Board of the NSW Water Advisory Michael holds a Bachelor of Engineering Landcare Group and is a member Council and Premier’s Taskforce on from the University of Sydney and is a of the Upper Snowy Landcare Resource Sustainability and Farm Fellow of the Institution of Engineers Committee. Since 2005, he has been Viability. John has been a farmer and Australia, a Fellow of the Australian a member of the NSW Agriculture agricultural economist with a long- Institute of Company Directors, a Ministerial Advisory Council. term interest in agriculture, research qualified commercial mediator through and natural resource policy. He the Australian Commercial Disputes currently sits on the Board of CSIRO, Centre and a Justice of the Peace. Board of Governors of the Crawford Michael has held a number of senior Fund, a Technical Advisory Committee management positions in Sydney on Weed Research and Management, Water. He was the Managing Director is Chair of the Poultry Cooperative of the Illawarra Ports Authority and GM Research Centre, honorary member of of Wingecarribee Shire Council. He is the Australian Veterinary Association

currently a consultant working in water IMAGES: and a Governor of the World Wildlife cycle and environmental management (below) Southern Rivers Board members, Fund. John has been awarded the and is an Honorary Principal Fellow clockwise from far left; Pam Green, Chair; Centenary Medal and Agricultural Michael Muston; Iris White; Andrew Knowlson; in the Faculty of Engineering at the Howard Charles; Mandi Stevenson; and Medal and is a Member of the Order University of Wollongong. Kerry Pfeiffer. of Australia. Our organisation 14 - Southern Rivers CMA Southern Rivers CMA -

15Our organisation

Kerry Pfeiffer Agribusiness, including Landcare, a number of regional consultative and Livestock Health and Pest Authority advisory committees. Iris has recently Kerry is a business owner/manager and private consultancy. She has been appointed as Chairperson of and company director. Kerry was a represented the community on NSW Gulaga Board of Management and has general councillor with NSW Farmers’ Farmers General Council, Monaro a passion for Aboriginal engagement Association (1992–98) and chaired Exceptional Circumstances Committee, and community education in Caring for the Eden Region Forest Forum, Greening Australia Board, Monaro our Country. Comprehensive Regional Assessment Rural Financial Counselling Service Process (1996–98), Far South Coast Committee amongst others. Mandi is Catchment Management Committee Andrew Knowlson currently Chair of Landcare NSW Inc., (1997–99). He was a member of the (Board member from March and President of Panboola Wetlands NSW State Catchment Management 2012) Coordinating Committee (1997–98), Advisory Committee and a member of Andrew holds a Bachelor of NSW Landcare Working Group (1996– Far South Coast Landcare Association. 1997), Native Vegetation Advisory Mandi brings to the Southern Rivers Science from Macquarie University Council (1998), NSW State Assessment CMA Board expertise in agriculture and and a Graduate Diploma in Local Panel for the Natural Heritage Trust corporate governance, a strong desire Government Management from Deakin (NHT) (1996–2002) and NSW State to promote holistic management and University and is a Member of the Noxious Weeds Advisory Committee biological farming and a passion to Planning Institute of Australia and (1999–2002). He was deputy involve community in the decision Certified Practicing Planner. Andrew chair of the South-East Catchment making process. recently retired from a 40 year career Management Board (2000–03) and in local government having worked for six rural and urban councils in convenor of the Twofold Bay and Iris White Hinterland Management Planning south-east NSW, including senior Process (2001–02). Kerry was a board Iris holds a degree in Adult Education, management roles. Andrew has member of the Sapphire Coast Marine an Executive Certificate in Managerial represented local government on Discovery Centre (2006–2007) and Skills and an Associate Diploma in the Sydney Catchment Authority chaired the Marine Discovery Centre Adult Education (Aboriginal). She was Local Government Reference Panel, Board (2008-2009). formerly Manager Aboriginal Education Wollongong University Science and Training for the Illawarra Institute Faculty Advisory Committee, Illawarra of Technical and Further Education NRM Reference Group, Small Farms Mandi Stevenson (TAFE) NSW and has held a variety of Network Management Committee Mandi grew up in a farming family management and training positions and Illawarra Urban Development on the Monaro and ran a grazing with Australian and NSW Government Committee. Andrew has a keen interest property there with her husband institutions. Iris has been a member in sustainable management of the and four children for 30 years until of the Batemans Marine Park Advisory environment, agricultural production recently. They moved to Merimbula Committee and is a former chairperson and diversification and urban growth on the South Coast, where she and of the Queanbeyan Regional Council and as a rural landowner has been her husband run South-east Soil of the Aboriginal and Torres Strait involved with Landcare Illawarra and Solutions promoting biological Islander Commission. She played a the Duck Creek Catchment Community farming systems. Mandi has tertiary key role in the development of the Group. Andrew is also a member of qualifications in Business, Science Aboriginal Cultural Heritage section the Square Meaters Cattle Association, and Systems Agriculture and has of the Kosciusko National Park Plan of Birdlife Australia, Illawarra Bird had numerous roles in Professional Management and has participated in Observers Club and Illawarra Birders.

Meetings The Southern Rivers CMA Board aims to meet monthly. This includes Board meetings and strategic board briefing sessions. During 2011–12 the Board held seven meetings. The Board also participates in conferences, field days and technical presentations about NRM issues and Southern Rivers CMA projects.

TABLE 1 - SOUTHERN RIVERS CMA BOARD TERMS AND MEETING ATTENDANCE 2011-12

Remuneration Possible Actual Name Position Tenure 2011-12 Attendance Attendance Pam Green Chairperson 31 December 2013 $52,508.40 7 7 Michael Muston Deputy Chairperson 13 March 2015 $19,269.57 7 7 Howard Charles Board member 17 October 2013 $19,269.57 7 6 John Kerin Board member 30 October 2011 $6,519.78 3 2 Kerry Pfeiffer Board member 13 March 2015 $12,242.69 5 5 Mandi Stevenson Board member 13 March 2015 $19,269.57 7 6 Iris White Board member 28 February 2013 $19,269.57 7 3.5 Andrew Knowlson Board member 13 March 2015 $5,650.47 2 2

In addition to the annual stipend, Southern Rivers CMA Board members claim reimbursement of out-of-pocket expenses in accordance with NSW Government policy. Board members receive superannuation entitlements consistent with public sector employees. 2.7 Our People The Southern Rivers CMA, Chairperson By 2007 Southern Rivers CMA reviews the GM’s performance annually, had a total of 57* staff. During this Southern Rivers CMA or as determined by the Southern Rivers growth period, line management CMA Board, by assessing organisational responsibilities remained with Executive and personal performance against Landscape Managers who, at times, outhern Rivers CMA GM, Noel key accountabilities, result areas and directly managed up to 30 staff. This SKesby is responsible for the day- outcomes. structure presented difficulties for to-day operations and business of the Landscape Managers to provide an CMA. He leads a team of professional Organisational structure adequate level of direction, guidance permanent and temporary staff to and support to staff. deliver services to communities Southern Rivers CMA’s initial across the Southern Rivers region. organisational structure was In late 2008, the Southern Rivers CMA established in 2004, following Executive established an additional The GM reports directly to the Southern negotiation with the NSW Catchment Coordinator position at Rivers CMA Board. Three line managers Government. The CMA adopted Batemans Bay office. This fourth support the GM and contribute to the a “landscape model” organisation Catchment Coordinator provided the management of Southern Rivers CMA’s structure with 44* staff organised organisation with an opportunity to operations: Brett Miners, Landscape within two geographical areas redefine its management and Manager (Snowy/South Coast), (Snowy/South Coast and Shoalhaven/ reporting structure. Chris Presland, Landscape Manager Illawarra) and led by a Landscape (Shoalhaven/Illawarra) and Teresa Manager. A Catchment Coordinator At its meeting in October 2009, Hughes, Business Manager. (Snowy/South Coast, based at Bega Southern Rivers CMA’s Executive office and Shoalhaven/Illawarra, based reviewed and recommended changes The Southern Rivers CMA Senior at Wollongong office) reported to to the organisation’s line management Executive meets monthly to plan, each Landscape Manager. At this arrangements in order to improve staff coordinate and lead the business of time Catchment Coordinators were management support, project delivery the organisation. not assigned staff management and organisational capacity to deliver a responsibilities. This structure suite of strategic objectives. Remuneration and facilitated the delivery of integrated performance assessment – GM, NRM projects to local communities by In February 2010, after Southern Rivers CMA a geographically based team. comprehensive consultation with staff, senior management and the The position of GM is graded at In 2007 an additional Catchment Board, the Executive implemented Senior Officer Grade 1. The GM’s Coordinator position was established the following new line management remuneration package for 2011-12 was at the Braidwood office to focus arrangements: $147,245. The position is currently on native vegetation management. filled by Noel Kesby who was This position had line management • Catchment Coordinator, Bega: appointed on 1 July 2004 through a responsibilities for native vegetation manages Cooma and Bega office competitive recruitment process. consent staff. teams and sub-regions

*23 permanent full-time positions with the balance of staff funded through program and project funding from the NSW and Australian Governments, partnerships and other sources.

IMAGES: (left) Southern Rivers Board executives, clockwise from far left; Noel Kesby, General Manager; Brett Miners, Landscape Manager Snowy/South Coast; Teresa Hughes, Business Manager and Chris Presland, Landscape Manager Shoalhaven/Illawarra. (below) Wattle, (Acacia sp). Our organisation 16 - Southern Rivers CMA Southern Rivers CMA -

17Our organisation

• Catchment Coordinator, management roles have resulted in operations and accountabilities. Staff Braidwood: manages Braidwood improved accountability and more are employed under the Public Sector office team, sub-region and native efficient management. Employment and Management Act vegetation team 2002 and common NSW Government In 2010-11 Executive roles and industrial awards and policy provisions. • Catchment Coordinator, responsibilities were refined to provide Wollongong: manages Wollongong an appropriate mix of accountability All industrial and human resources and Nowra office teams and sub- and management. policy, practices and issues are regions managed for Southern Rivers CMA The Executive team also reorganised • Catchment Coordinator, Batemans by its host NSW Government agency, its meeting structure. This has halved Bay: manages Batemans Bay office the NSW Department of Trade and the number of Executive meetings. team, sub-region, the Information Investment, Regional Infrastructure and A Senior Executive meeting was Management, Monitoring and Services (NSW Trade & Investment) established which meets monthly for Evaluation Unit, including including: three hours, mostly by teleconference. coordination of Southern Rivers Changes to the meeting structure have • Industrial Relations CMA program teams and manages resulted in more effective and efficient monitoring, evaluation, reporting • Equal Employment Opportunity decision making. and improvement and CAP reviews (EEO) • office administration and The organisational structure was • Multicultural Policies and Services coordination to be delegated to further refined in 2011-12 with the Program (formerly Ethnic Affairs a Catchment Officer (Grade 7/8) introduction of the following line Priorities Statement) in each office and rotated on a 12 management arrangements: • Disability planning month basis. • Catchment Coordinator, Nowra: • Occupational Health and Safety Southern Rivers CMA Executive manages CAP upgrade and NRM (OH&S). continually seeks to ensure the planning in general organisational structure and the roles Payroll administration, recruitment • Catchment Coordinator, Cooma: and responsibilities of staff provide the advertising, leave and other related coordinates NRM activities in the most relevant and effective approach entitlements and activities are provided Snowy/Monaro region. to support community based NRM. under a service level agreement for The Executive team undertook Corporate Services by the NSW In August 2010 the new line executive training in 2011-12 with very Government through Service First. management arrangements were positive results. subject to a review, to identify the strengths and weaknesses and to make Equal Employment any necessary adjustments to roles, Personnel policies and Opportunity responsibilities and workloads. practices Southern Rivers CMA is an equal The review indicated the new line The Southern Rivers CMA Board opportunity employer and values management arrangements of 2009-10 tasks the GM with the operation gender balance and cultural diversity have improved the level of support of the organisation. The GM has in the workplace. EEO is an integral available to staff. Clearly defined responsibility for staff in terms of daily component of Southern Rivers

FIGURE 6 - SOUTHERN RIVERS CMA MANAGEMENT STRUCTURE.

Chairperson and Board

General Manager Noel Kesby Location: Wollongong Qualifications: Graduate Diploma (Applied Agricultural Science)

Program Manager Business Manager Program Manager Shoalhaven/Illawarra Teresa Hughes Snowy/South Coast Chris Preslend Brett Miners Location: Wollongong Location: Nowra Qualifications: Master of Commerce Location: Cooma Qualifications: Bachelor of Business (Accounting) Qualifications: Bachelor of Science (NRM)

Catchment Catchment Catchment Catchment Catchment Catchment Coordinator Coordinator Coordinator Coordinator Coordinator Coordinator Laura Babian Neil Rendell Donna Hazell Don McPhee Kaye Bysouth Sue-Anne Nicol Location: Nowra Location: Location: Braidwood Location: Bega Location: Location: Qualifications: Bachelor Batemans Bay Cooma Wollongong Qualifications: Qualifications: of Applied Science Qualifications: Bachelor of Qualifications: Master (Geography) Diploma of Qualifications: Diploma of Applied Science of Applied Science Bachelor of Applied Science Bachelor of Arts (Environmental Applied Science (Hons) PhD Environmental (Agriculture) (Hons) Management & Horticulture (Agriculture) Restoration) Table 2 - REPRESENTATION OF WOMEN ON SOUTHERN RIVERS CMA BOARD

Board Members Men Women

Chairperson - 1

Board members 4 2

Table 3 - NUMBER OF SOUTHERN RIVERS CMA STAFF

Category 2011-12 2010-11 2009-10 2008-09

Recurrent staff 21 22 22 22 Temporary staff 39 40 38 33 TOTAL 60 62 60 55

Note: All Southern Rivers CMA staff numbers are as at 30 June 2012 and reflect both full and part-time staff.

Table 4 - SOUTHERN RIVERS CMA STAFF CLASSIFICATION

2011-12 2010-11 2009-10 2008-09

Salary Scale/Grade T M F T M F T M F T M F Salary equivalent to Clerk 2/3 7-78-85-54-4 $56,510- $61,505 Salary equivalent to Clerk 4/5 642853963963 $63,426 - $72,703 Salary equivalent to Clerk 6/7 ------4-4 $75,552 -$82,492 DPO Grade 2 $75,552 -$82,492 1 1 - 1 1 - 1 1 - 1 1 - Salary equivalent to Clerk 7/8 36 19 17 37 18 19 37 17 20 30 15 15 $80,096 - $88,660 Salary equivalent to Clerk 9/10 624422422321 $91,303 - $100,613 Salary equivalent to Clerk 10/11 1-11-11-11-1 $97,202 - $110,078 Salary equivalent to Clerk 11/12 22-22-22-22- $105,601 - $122,128 Salary equivalent Senior Officer 1 11-11-11-11- $147,125 TOTAL 60 29 31 62 29 33 60 29 31 55 27 28

T = Total staff;M = Male; F = Female. Note: Southern Rivers CMA employs no Senior Executive Service staff.

Table 5a - TRENDS IN THE REPRESENTATION OF EEO GROUPS1

NSW Government % of total of CMA staff2 EEO group benchmark or target 2011-12 2010-11 2009-10 2008-09 Women 50% 51.7% 53.2% 51.7% NA Aboriginal people and Torres Strait Islanders 2.6%3 5.7% 5.8% 6.7% NA People whose first language was not English 19% 18.8% 19.0% 21.8% NA People with a disability NA4 5.7% 5.8% 10.0% NA People with a disability requiring work-related adjustment5 1.5% (2013) 2.7% 3.0% 3.6% NA

Source: NSW Government.

Table 5b - TRENDS IN THE DISTRIBUTION OF EEO GROUPS6

NSW Government Distribution Index7 EEO group benchmark or target 2011-12 2010-11 2009-10 2008-09 Women 100% 94 93 95 NA Aboriginal people and Torres Strait Islanders 100% NA NA NA NA People whose first language was not English 100% NA NA NA NA People with a disability 100% NA NA NA NA People with a disability requiring work-related adjustment 100% NA NA NA NA

Source: NSW Government. 1. Staff members as at 30 June 2012 2. Excludes casual staff 3. Minimum target by 2015 4. Per cent employment levels are reported but a benchmark level has not been set 5. Minimum annual incremental target 6. A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than 100 mean the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. An index of more than 100 indicates that the EEO group is less concentrated at the lower salary levels. 7. Excludes casual staff NA = Data not available Our organisation 18 - Southern Rivers CMA Southern Rivers CMA -

19Our organisation

CMA’s recruitment, business and Multicultural Policies and Government introduced new work organisational culture. EEO directs Services Program health and safety legislation that made the way in which Southern Rivers CMA some changes to the way consultation recruits it board members and staff Southern Rivers CMA is committed is carried out. Southern Rivers CMA is and the manner in which it works with to the principles of the Community currently liaising with staff as to their partners and local communities. Relations Commission and Principles of preferred method of consultation. Multiculturalism Act 2000. Southern In the interim the OH&S Committee Southern Rivers CMA supports the Rivers CMA’s Multiculturalism Program established under previous legislation NSW Government’s EEO policy which aims to ensure all people regardless will continue to operate. aims to achieve fair practices and of linguistic, racial, cultural or religious The current OH&S Committee has behaviour in the workplace, including: background, have full access to six employee elected representatives appropriate service provision. A • recruitment, selection, and who meet quarterly. The Committee statutory responsibility for Southern promotion practices operates under the CMA’s host Rivers CMA is to promote community agency’s, NSW Trade & Investment, • access for all employees to training participation in NRM across the safety and wellbeing system. and development opportunities region. The CMA encourages cultural • flexible working arrangements diversity and community participation Through a consultative process • grievance handling procedures in activities that support diversity. the Committee is responsible for Multiculturalism is a consideration identifying OH&S issues, developing • communication procedures for when Southern Rivers CMA undertakes and monitoring safe work practices access to information planning for consultation programs to and systems, responding to staff • unbiased management decision ensure the community and their needs safety concerns, promoting available making are identified and addressed when training and information on the • respect for the cultural backgrounds NRM activities are implemented and risks of all employees’ activities and of all employees and stakeholders CMA staff are provided with cultural raising awareness of safety laws and diversity training opportunities. regulations. • a workplace free from any form of discrimination and harassment. Southern Rivers CMA field staff are supplied with personal protective All NSW Government agencies are Disability Plan equipment and clothing, satellite required to have 2.6% of staff structures Under the NSW Disability Services Act phones, emergency position indicating filled by Aboriginal employees by 2015. 1993, all NSW Government agencies radio beacon and mobile phones. Southern Rivers CMA currently has 5.7% must have a Disability Action Plan The CMA continues to operate a lone of staff positions filled by indigenous that sets out how they will make worker check-in system. employees. their services and their employment opportunities accessible to people with The target for the NSW Government’s disabilities. Workers’ compensation, disability employment strategy for NSW Government agencies is 1.5% by Southern Rivers CMA supports the accidents and injuries 2013. Southern Rivers CMA currently NSW Government’s vision for disability In late June 2012 one workers’ has 5.7% of staff positions filled by action planning, that is, people with compensation claim was lodged for a people with disabilities. a disability in NSW are able to access sprained ankle sustained by a Southern government services, facilities and Rivers CMA staff member as a result Southern Rivers CMA is committed to jobs on an equitable basis through the of carrying equipment downstairs and providing employment opportunities for delivery of better services that promote missing a step. people in the target groups. All CMA fairness and opportunity. Southern staff are provided with opportunities for Rivers CMA recognises that people There were nil lost days during 2011-12, learning and development. with disabilities are valued members compared with 1.75 lost days in 2010-11. of the community and the legal rights Two minor injuries were sustained by staff members: Making the Public Sector of people with disabilities will be Work Better for Women recognised and protected. • a staff member burnt a finger Staff and visitors have access to after lifting a hot plate from the The NSW Government’s Making the Southern Rivers CMA offices and microwave and Public Sector Work Better for Women disabled toilets and parking. During • a staff member sustained an ankle aims to: 2011-12 there were no disabled parking injury as a result of slipping on • encourage women to consider the facilities available at Southern Rivers rocks. public sector as a career choice CMA’s Bega office due to a major Seven near miss incidents were • support and develop women who building reconstruction. reported by CMA staff. These involved animals (kangaroos, a wedge-tailed are establishing their careers Over the next two years Southern eagle and a snake), road debris and • encourage women to pursue careers Rivers CMA will progress its assessment driver error. in non-traditional occupations of the organisation’s provision of appropriate employment opportunities • provide new opportunities for and access to information, services and women to move into senior roles. office facilities. 2.8 Our business Southern Rivers CMA provides flexible working conditions for all staff, Planning including paid maternity leave, working Work Health and Safety from home and teleconference As part of the NSW Government’s outhern Rivers CMA’s strategic arrangements. commitment to staff health, safety Splanning and subsequent and wellbeing, Southern Rivers CMA reporting is intended to actively As at 30 June 2012, three of the seven is committed to providing a safe, determine the future nature of Southern Rivers CMA Board members healthy work environment for its Board the CMA and guide its direction. were women, five of the 10 senior staff members, employees, volunteers, Southern Rivers CMA’s Strategic were women, and from a total of 60 visitors and contractors in compliance Plan is the foundation for a coherent Southern Rivers CMA staff, 31 were with current legislation. and integrated internal planning women working in full and part-time process. It is also the springboard for positions. On 1 January 2012 the NSW development of the CAP which is the mechanism for aligning and helping available and/or priorities change. The existing CAP was evaluated to to deliver a range of state policies, ensure that the lessons learnt from Southern Rivers CMA’s CAP comprises non-statutory and statutory plans and the past six years of CAP delivery five resource programs or themes: Australian and NSW Government NRM were captured. Detailed analysis of plans at the regional scale. • community and partnerships NRM issues was completed at the • biodiversity state, regional and landscape scale. Information on the values, capacity • soil and land capability and aspirations of the people who 2.9 Southern Rivers • water live in the region was gathered, CMA Strategic Plan • coastal and marine. through landholder surveys, online Each Southern Rivers CMA CAP forums and reviews of existing outhern Rivers CMA’s Strategic program includes a catchment target community based plans. Plan was approved and adopted S setting out the desired condition for by the Board in October 2010. It To maximise the exposure of CAP the catchment. Catchment targets are incorporates the organisation’s vision, 2023 to a wider range of people, the supported by management targets mission, values and key result areas. website, yoursaysouthernriverscma. which describe the necessary outputs It defines Southern Rivers CMA’s com.au was established. Information to achieve the catchment targets. direction and assists the organisation has been provided and will be in allocating its resources. To develop the CAP, Southern gathered from this website during the Rivers CMA conducted an extensive development of the CAP 2023. The Strategic Plan guides and drives consultation process across the region common threads across work plans for The completion of CAP 2023 for to identify the community’s NRM each Southern Rivers CMA sub-region submission to the Minister on 1 priorities. and for CMA staff. The Strategic Plan February 2013 is one of the highest will also provide significant context for Southern Rivers CMA’s CAP (January priorities for the CMA during the next Southern Rivers CMA’s CAP upgrade. 2007) can be downloaded from financial year. The Board recognises Southern Rivers CMA’s website at the importance of having a clear and The Strategic Plan defines Southern www.southern.nsw.gov.au. well defined vision and plan for the Rivers CMA’s strategic directions. The natural resources of the region for the Board and staff of Southern Rivers CMA will work co-operatively with all CAP upgrade next decade, and one that has been stakeholders to achieve the following developed with, and owned by, the strategic objectives by 2020: During the year Southern Rivers CMA regional community and CMA partners. worked to upgrade the Southern • improving the health and Rivers CAP. The upgraded CAP, sustainable use of our land and referred to as CAP 2023, will be seascapes submitted to the Minister for approval 2.11 Sub-regional • promoting a community based on 1 February 2013. NRM Action Plans approach to NRM CAP 2023 will set the direction and • securing our institutional and framework for managing natural he Southern Rivers region is financial viability resources in the Southern Rivers region Tdivided into six sub-regions to reflect the differences in the • improving our performance. for the period 2013 - 2023. The NSW Government has set clear expectations communities, issues and natural The CAP will develop the quantitative for improved regional service delivery environment and to facilitate targets and the sub-regional plans will across the State. CAP 2023 will define effective service delivery to local operationalise them. the NRM service priorities for the communities. These include: Southern Rivers region. Illawarra, Shoalhaven, Upper Shoalhaven, Eurobodalla, Bega and Southern Rivers CMA is applying Snowy/Monaro. To better identify 2.10 Catchment resilience thinking approaches to and describe the region’s biophysical improve its understanding of the and social structures in local terms, Action Plan landscapes of the region and to and the activities required to manage identify the critical things that requires and conserve them, Southern Rivers What is the CAP? the organisation to focus effort on. A CMA has developed a CAP upgrade key part of this approach is to fully he development of a CAP is a process which will develop detailed understand the interdependencies of requirement of all NSW CMAs NRM Action Plans for each sub- T people and the natural environments under the Catchment Management region in partnership with community that they live, work and play in. Authorities Act 2003. CAPs are based local management teams and whole of government regional For the last decade, natural resource NRM reference groups. plans which drive and integrate managers have recognised and community and government action acknowledged the important part These NRM Action Plans will ensure and investment in NRM. A CAP people play in managing the natural that each of the six sub-regional includes the results that are expected environment. What is becoming areas contribute to Southern Rivers to be achieved and time frames for increasingly clear through the work in CMA’s CAP targets and capture the achieving them as well as priorities upgrading the CAP is the important local priorities of communities and for funding and carrying out of part that the natural environment partners. Local targets within the catchment activities in the CMA plays in underpinning the social and plans will describe how Southern region. economic wellbeing of the people Rivers CMA’s CAP management targets will be applied in each region. Southern Rivers CMA CAP was across the region. CAP 2023 will strongly advocate the important approved in January 2007. It identifies During 2011-12, Southern Rivers role the natural environment plays in and describes the Southern Rivers CMA completed additional work in supporting the social and economic region’s biophysical and social prioritising NRM assets in all sub- wellbeing of people, industries and structures and sets out the activities regions. The other focus has been communities. needed to conserve and manage them. to assess the implications of the The CAP is not legally enforceable. It As a part of the CAP upgrade impacts of climate change and initiate is a document that will be modified process, a number of key activities development of a “Climate Change over time as new information becomes were undertaken during the year. ready” CAP. Our organisation 20 - Southern Rivers CMA Southern Rivers CMA -

21Our organisation 2.12 Investment 2.13 Monitoring, systems to enable high quality data collection, data storage, effective Program Evaluation, mapping of project sites and quality assurance. outhern Rivers CMA submits an Reporting and Sannual Investment Program to Improvement meet one of the requirements in the 2011-12 MERI achievements Catchment Management Authorities outhern Rivers CMA’s Monitoring, Five draft program theme evaluations Act 2003. The Investment Program SEvaluation and Reporting were completed. These evaluations describes the estimated income and Improvement (MERI) planning, compare the targets from the CAP expenditure for the coming year and guides how the organisation gathers, with the achievements over the past the planned goals to meet the 13 NSW analyses, reports and improves on NRM targets. 7 years. Recommendations for future the Southern Rivers CMA’s progress works have been made. Evaluation Estimated income is itemised for towards achieving its CAP targets. panels were held with representative Southern Rivers CMA has established funding from the NSW Government, from the CMA Board, managers a MERI Unit, lead by a Catchment the Australian Government and for and project staff to review the data, Coordinator, with a Monitoring and other funding sources. The goals which methodology and recommendations. are planned to be achieved with this Evaluation Officer and a Geographic funding are described using “standard Information Systems (GIS) Officer Implementation of mapping project output descriptions” to enable who develop and implement work sites has continued using the GIS consistency between NSW CMAs. monitoring, evaluation and reporting and the Land Management Database

FIGURE 7 - SOUTHERN RIVERS CMA’S PLANNING PROCESSES

Internal planning process Statutory requirements; multi-stakeholder planning processes STATE PLAN: 2021

Strategic Plan (10 years) Sets the direction for the whole organisation. It defines Catchment Action Plan the vision, mission and the strategic directions which we intend to take in order to fulfill our mission in the mid to long term.

Corporate Business Plan (5 years) Converts the Strategic Plan into work programs for the CMA as a whole and sets priorities within key performance areas.

Operational Unit Plan (3 years) Defines the specific actions (or tactics) which each Sub-regional NRM section of the organisation will employ to achieve Action Plans the strategic objectives. The Operational Plans will (Multi-stakeholder groups) also facilitate measurement of progress against Subject to strategic objectives. funding

Annual Action Plan Is prepared by each operational unit within the context of the 4-5 year Operational Unit Plan and defines Investment expected inputs (budget) and outputs (targets) for a Program twelve month period. In the sub-regions, the Annual Subject to funding Action Plans will represent a consolidated picture of all Project Plans for the sub-region in a given year.

Individual Work Plans Are prepared by staff within each section of the organisation within the context of each Operational Unit’s Annual Action Plan. (LMDB). This system has enabled In 2009 NRC contracted external Action: Prioritisation and integrated more accurate reporting and analysis consultants GHD to undertake the assessment across themes is being of the relationship between work sites audit of Southern Rivers CMA. considered as part of the CAP and environmental issues. The audit findings were delivered in planning process. A resilience systems approach has been used which The contract management system - November 2009. incorporates social systems with Catchment Information Management biophysical ecological systems. System (CIMS) is continuing to be Summary of findings implemented. This system stores Spatial data analysis forms the basis data related to projects, budgets, The auditor made 10 suggestions of the planning process and enables achievements, risks and client on how Southern Rivers CMA could prioritisation to be completed across contacts. Information from this system improve their implementation of the themes. Over 200 spatial datasets is being used for reporting and for Standards. These suggestions have have been evaluated for their use planning purposes. been carefully considered and actions for planning and understanding the have taken place as follows: Southern Rivers CMA evidence library condition of the resource. is being expanded as evidence is Data captured and managed in the sourced for the CAP review process. 1. Use the CAP review process CIMS and the LMDB has enabled to update the CAP with new Large amounts of spatial data have reporting of multiple outcomes across been sourced for the CAP review, knowledge from the sub- all projects. with many new maps being produced regional planning process. and statistics calculated. A Spatial Action: The CAP review process has 3. A review process is Analyst has been employed part-time commenced with new information implemented to ensure the on a contract basis to help complete being sought and added to the system for documenting for the work. Southern Rivers CMA evidence library. long-term project outcomes New spatial data has been sought from in internal documents is the NSW and Australian Governments, consistently applied. 2.14 Natural with new maps and statistics being Action: Southern Rivers CMA is produced. The CAP update process Resources developing and implementing a is incorporating a rigorous analysis of monitoring, evaluation, reporting Commission audit socio-ecological systems at different and improvement framework. This scales within the region. he Natural Resources Commission process is linked where possible to T(NRC) has a statutory role to audit the NSW Government monitoring whether the state’s 13 CAPs are being 2. Develop a prioritisation systems to determine long-term implemented in a way that complies system that allows integrated project outcomes. Program logics in with the Standard for Quality Natural assessment across themes and the MERI Plan document long-term Resource Management to achieve supports delivery of multiple project outcomes in each theme. state-wide targets. outcomes. Intermediate level outcomes are Our organisation 22 - Southern Rivers CMA Southern Rivers CMA -

23Our organisation

Images: (above) Spider web with early morning dew. (right) Pelicans (Pelecanus onocrotalus). (bottom left) Corang River, South Coast, NSW.

identified in all project plans. Project from government, non-government Southern Rivers CMA project staff use plans are prepared using a common and landholders. the LMDB to record on-ground works template and guidelines to ensure on a spatial layer. Ongoing, region-wide research into consistency. the knowledge, attitudes and practices In order to improve the effectiveness of key stakeholders seeks to capture and use of the LMDB Southern 4. Ensure the risk mitigation information on practice change Rivers CMA: upgraded to Arc GIS 10 measures are monitored benefits achieved as a result of CMA (from 9.3); trained “Super-Users” in throughout projects and inputs, as well as broader attitudes to each sub-regional office; developed the risk profile reviewed and NRM. Southern Rivers CMA is working a detailed “Attribution Guide”; updated as necessary. with Landcare to improve the capture commissioned a consultant to enter of Landcare work information and have historical data on on-ground works; Action: Southern Rivers CMA has in an accessible form which allows incorporated a risk management and trained all staff in the use of the integration with the CMA systems. recording system into the project system. Spatial data is being entered planning template and into the by staff as part of normal duties. contract management systems. CIMS 6. As part of regular review Data entry is quality assessed on a records the type of risk, the actions of implementation of the MERI regular basis and reports provided to taken to mitigate this risk and the plan ensure the system to management. collect and record project changes to the risk over time. A Data is extracted from the systems, and program data is applied quarterly project review process using Crystal Reports, to produce a consistently. has been implemented which allows range of internal and external reports time for staff and their managers to Action: A project and contract including: review each project’s Risk Assessment management database has been • project status reports to Matrix to register any changes in the implemented by Southern Rivers CMA Catchment Coordinators direction or level of risk along with the continuation of the (including information on spatial recording system. Training, Risk trends are plotted annually. The expenditure, outputs, milestones resource materials and ongoing Southern Rivers CMA Executive and achieved) Board updated the organisational risk support to staff has been provided to • Executive and Board reports profile in 2010 and 2011 and are now ensure consistent data collection and recording. Quality control reports are on achievements versus head initiating the 2012 risk profile update. run to identify errors and are sent on contract targets (using a traffic a regular basis to line managers. light system) 5. Where relevant, seek to • formal reports to investors. document all project benefits An information management group to better demonstrate the has been formed within Southern Southern Rivers CMA uses the leverage that some of the Rivers CMA, which meets regularly, comprehensive project management projects are providing. to manage the implementation system CIMS across the entire of the various data collection and operations of the CMA. Action: Project achievements and recording systems. This group outcomes are recorded in detail in contains representatives drawn from In addition, Southern Rivers CMA uses the CIMS and LMDB programs. This every level of the organisation. It the Objective Records Management data can be queried as needed to makes decisions about data, quality System and the Zotero reference determine project benefits. Data control, processes and makes specific system to manage evidential includes Southern Rivers CMA inputs recommendations to the Southern resources and research used to and cash and in-kind contributions Rivers CMA Executive for approval. support decision making. 7. Develop detailed supporting and the use of consistent methods for the collection and documentation as part of the has been encouraged. The CMA reporting of data within the implementation of the MERI Information Management Group (IMG) information management Plan. also reviews the implementation of system. the MERI Plan and it has a focus on Audit reports have been Action: MERI plan sections have been consistency of application. Action: added to the project and contract written using the Crystal Report database where types of monitoring program. These reports check the and evaluation data is recorded. 9. Review and determine data for errors or omissions. The priorities for development An evidence library is managed to reports are provided to Southern of the information system support this documentation. Site Rivers CMA staff and their managers in including integrating MERI assessments have been added to order to improve the data quality and Plan requirements. the LMDB program which record consistency. information about site condition at the Action: A review of priorities for The NRC audit findings of Southern time of assessment and to allow future development of an information Rivers CMA’s CAP implementation can comparisons. management system has been be obtained from the NRC’s website: completed with the continued www.nrc.nsw.gov.au implementation of a new project 8. Implement the MERI plan and contract database. The IMG will including a system of regular monitor and review priorities for review to ensure consistent development on an ongoing basis 2.15 Research and application and identify and make recommendations to the opportunities for continual Executive. Development improvement. outhern Rivers CMA continued Action: Monitoring methods at project 10. Ensure that the MERI plan Sits partnership in a pilot project planning phase have been reviewed establishes clear procedures being undertaken by the University

TABLE 6 - Southern Rivers CMA investment income received 2011-12

Community and Soil and land Biodiversity Water Total partnerships capability

Catchment Action NSW $422,730 $983,904 $460,560 $627,124 $2,494,317 Caring for our Country $610,000 $1,433,000 $686,000 $110,000 $2,839,000 Other $1,720,299 $2,055,188 $1,840,103 $1,757,326 $7,372,915 Total $2,753,028 $4,472,092 $2,986,662 $2,494,449 $12,706,232

FIGURE 8 - sOuthern Rivers CMA investment FIGURE 9 - Southern Rivers CMA investment income received 2011-12 expenditure incurred 2011-12

Caring for our Country Catchment Action NSW Other

$2,500,000 Community Water and $2,000,000 partnerships

$1,500,000

Soil and land $1,000,000 capability

$500,000 Biodiversity

$0 Community and Biodiversity Soil and land Water partnership capability

TABLE 7 - Southern Rivers CMA investment expenditure incurred 2011-12

Community and Soil and land Biodiversity Water Total partnerships capability

Catchment Action NSW $422,730 $983,904 $460,560 $627,124 $2,494,317 Caring for our Country $610,000 $1,433,000 $686,000 $110,000 $2,839,000 Other $1,562,415 $1,475,746 $1,740,795 $1,462,588 $6,241,544 Total $2,595,145 $3,892,650 $2,887,355 $2,199,712 $11,574,861 Our organisation 24 - Southern Rivers CMA Southern Rivers CMA -

25Our organisation

IMAGE: is to provide an assessment on the resource base continues to support (above) Calf on farmland, South Coast, NSW. potential impacts on water resources the extensive tourism industry which and other assets of coal seam gas and/ is a major contributor to the regional or large coal mining development. This economy. of Wollongong to develop a web- project will be delivered in 2012-13. based spatial information portal to The CMA has engaged the University Investment in 2011-12 was directed to assist the Australian oyster industry of Wollongong to complete a desktop the CMA’s five programs - community adapt to climate change. Funding study on the possible impacts of coal and partnerships, biodiversity, soil for the project is provided by the seam gas mining. and land capability and water (which Fisheries Research and Development incorporates coastal and marine), and Corporation, Bega Valley Shire Council more specifically toward: (BVSC) and Southern Rivers CMA. 2.16 Our investment • achieving biodiversity outcomes A prototype of the portal was under Caring for our Country created in 2011-12 that included base in natural business plan maps, water quality data from major monitoring programs, industry related resources • supporting sustainable land use data, in particular from the Shellfish with dairy and tableland grazing Quality Assurance Program, and outhern Rivers CMA receives industries, particularly through spatial data on aquatic vegetation, Srecurrent funding from the NSW uniform adoption of new skills Government to meet its operational oyster leases and catchment • engaging and supporting coastal responsibilities. In 2011-12 the CMA related data. community groups to improve the received investment funds from the health of wetlands and estuaries Two rounds of consultation with the NSW Government (Catchment Action oyster industry and NRM stakeholders NSW) and Australian Government • rehabilitating rivers identified as were held across NSW. This included (Caring for our Country). priorities in Southern Rivers CMA’s workshops with oyster growers from CAP and sub-regional plans Southern Rivers CMA’s Investment the Shoalhaven River and Pambula Program addressed all but one of • undertaking weed control works Lake, where the portal was trialled the known national priorities – NRM to protect biodiversity and and feedback was provided to in remote and northern Australia. agricultural sustainability. improve its content, ease of use and Investment funding was targeted relevance to the industry. towards CAP catchment and The project will be completed by the management targets which best end of 2012. It will include a final, reflected the relevant national, state 2.17 Our improved version of the portal, case and regional priorities. partnerships studies that demonstrate its value, Further, Southern Rivers CMA’s technology development options uilding effective relationships with investment program contributed to and a strategy to expand the portal local communities is fundamental environmental, economic and social B towards a national scale. to delivering positive NRM outcomes. values by targeting investment In 2011-12 Southern Rivers CMA towards regionally significant Southern Rivers CMA recognises received funding from the Australian industries which underpin the regional the importance of supporting and Government for the Phase 1 Bioregional economy. Natural and cultural investing in quality engagement that Assessment of the Southern Rivers values are protected and enhanced builds the community’s capacity to region. The purpose of the project to ensure the nature-based tourism deliver sustainable NRM. The intent of Southern Rivers CMA’s Community year the CMA supported the three Image: and Partnership program is to form local governments in the Illawarra Batemans Bay Public School students Torren Mann, Meg Maxworthy, Blayne Abela, Liana Davie and Treigh Stewart meaningful, long-term partnerships region to implement a biodiversity learn about the unique qualities of the Clyde River. with industry, government and strategy, work continued in supporting community organisations, including local weed control efforts along the valuable wetlands and riparian areas. Landcare and Aboriginal groups. coast and tablelands which continued As a result of its Environmental the implementation of the regional Community support for, and Management System (EMS), Bega weeds strategy. participation in, sustainable NRM is Cheese was announced the winner of the foundation of the development Over summer the Love our Lakes the Peabody Energy, Environment and and delivery of the CAP. Change campaign provided local residents and Landcare Award, at the NSW Regional on the ground requires individuals, visitors to the Merimbula and Pambula Achievement and Community Awards. groups and organisations to involve areas with an increased understanding Bega Cheese continues to set the themselves in bringing about of estuary health issues, particularly benchmark for the involvement of the improvements to biodiversity, soils and the importance of healthy catchments dairy industry in NRM across Australia. land, water and coastal resources. and waterways for sustaining oyster On the Monaro, sheep and cattle production. This was a joint initiative During 2011-12 Southern Rivers CMA’s graziers are working with Southern of BVSC, local oyster producers and Engagement and Partnership Strategy Rivers CMA, the Cooma-Monaro, Snowy Southern Rivers CMA. continued to be implemented. A River and Bombala Shire Councils, and key component of the strategy is The CMA has a strong partnership agronomic and grassland specialists to hold regular sub-regional NRM with the Southern Councils Group, to continue to implement projects to stakeholder forums. The Illawarra, which represents six of the 12 manage native grasses for productivity Upper Shoalhaven and Shoalhaven councils in the Southern Rivers CMA and conservation. Southern Rivers NRM Reference Groups and the Local region. This involves strategic advice CMA provides support for a capacity Management Teams in the Eurobodalla, through involvement on the NRM building initiative that assists a group of Bega and Snowy Monaro sub-regions subcommittee, collaboration on graziers (Monaro Farming Systems) to met regularly to discuss NRM priorities funding proposals to address cross- undertake research and development and the progress of projects. council NRM priorities, co-hosting which underpins the evolution of forums with local government staff profitable farming systems in the An initiative that was held and received and the provision of a small farms challenging natural, economic and positive support was the annual support network. Contact has been social environment of the Monaro. The NRM summit for a broad range of established with the new South East improved performance by landholders community groups and government Region of Councils. agencies in the Bega sub-region. The in maintaining ground cover during the most common feedback was how drought reflects the increased capacity of landholders to manage sustainably in valuable it was to hear and network Industry partnerships with the many organisations working a harsh climate. Partnerships with the dairy industry on to improve the sustainability of the Coastal and marine issues are given the coast and the grazing industry on local natural resource base. strategic focus through Southern Rivers the Monaro continue through the joint CMA’s Coast and Marine Working delivery of projects. Local government Group, which provides a regular forum for marine and coastal stakeholders to partnerships Working with Bega Cheese, Southern Rivers CMA is delivering on-farm meet. This group includes government, The CMA works closely with the 12 improvements in nutrient and industry, community, research and local governments in the region. This effluent management and protecting educational representatives. Our organisation 26 - Southern Rivers CMA Southern Rivers CMA -

27Our organisation

Partnerships with local oyster growers A partnership with the University Southern Rivers CMA and South East continue to strengthen. EMSs of Wollongong is developing an Landcare (the regional Landcare were developed in the Shoalhaven, oyster information portal for the body) hold regular forums to discuss Wagonga and Tuross estuaries, with oyster industry, this web-based support issues for DLAs and local existing EMSs in place for the Clyde tool will provide growers with best groups. A district based Champions and Pambula, Wonboyn, Wapengo, management practice information. of the Catchment Awards process Merimbula estuaries. Southern Rivers was developed with awards events CMA, in partnership with Oceanwatch held at Mollymook and Gerroa. The Australia, provided assistance to Community Partnerships partnership has attracted Caring for implement projects to improve water In 2011-12 partnerships continued and our Country funding to implement quality, including replacement of tar strengthened with Landcare through the Tending to the Grass Roots based infrastructure. South East Landcare and the seven project which provides funds for local District Landcare Associations (DLAs), Landcare projects. The CMA hosts a A major outcome which was facilitated Aboriginal and other community Regional Landcare Facilitator to work by Southern Rivers CMA during the with Landcarers. organisations across the region, financial year was the development providing support to local groups of the Bega Coast Oyster group A long standing partnership with for the implementation of on-ground Conservation Volunteers continues to which fosters collaborative action works. deliver significant educational, on- by oyster farmers across four major ground and community engagement oyster producing estuaries. LALCs Southern Rivers CMA continued to outcomes. Conservation Volunteers are continuing to assist in the control work to deliver Landcare community is the host employer for the CSO of the Pacific oyster, providing NRM support services to the Southern Rivers (Illawarra). employment opportunities for local community through a team of locally Aboriginal people. based staff.

Young Natural - Be r Award care Leade Land Be Natural Illawarra) won the owlatt, CSO ( egan R Award in September 2011 Landcare Leader As a result Young Landcare Awards. M Territory Landcare at the State and or a National egan has been nominated f M tanding achievements in recruiting ement by founding Award for her outs Landcare mov . young people to theL andcare group the Illawarra Youth ith In 2009 Megan saw there was a need to engage Landcare activities in the area. W more youth in oups having a much Landcare and Bushcare gr many older membership and with few recruitmentLandcare efforts,group she worked towards establishing a exclusively for young people. Megan’s success comes from her efforts to attract y of the attention to the group andLandcare keep volunteers issues. Man engaged and learning about local volunteers have no prior knowledge about natural area restoration. Megan works alongside these volunteers teaching them the techniques and skills they need. If certain skills are beyond her knowledge or expertise, she engages other local experts in the community to teach the young volunteers and sources projects which would provide a valuable opportunity for youngLandcare inexperienced activities. volunteers to increase their skills in ed great success in Megan has also achiev communicating and promoting the group through media and at events. She organises the group’s website and social media pages and has engaged a range of local and high-profile media to write stories about the group. erested in Megan has worked with the young volunteers to create s which allow others who are int training DVD bush regeneration to develop basic knowledge in weed removal techniques. Landcare Megan will be one of 88 finalists in the National Awards to be announced in September 2012. The Awards celebrate the achievements of individuals and groups that make a valuable contribution to the land and coast where they live and work.

IMAGE: (left) Megan Rowlatt, CSO (Illawarra) winner of the Be Natural Young Landcare Leader Award, September 2011. A team of locally based Aboriginal land management. This has resulted contribute to integrated outcomes at support staff are employed by Southern in 3,557 hectares under agreement. A all scales. The standard does this by Rivers CMA to establish and foster further 304 hectares of land is now establishing quality processes to deliver relationships with LALCs, Aboriginal more sustainably managed. best practice NRM. Elders groups, Traditional Owners groups, Aboriginal corporations and NSW 2021 Goal 23 - Increase NSW 2021 Goal 31 - Improve other groups. CMA staff worked with opportunities for communities to look transparency by increasing access to Regional Development Australia and after their own neighbourhood and Government information Aboriginal groups to develop proposals environments to protect cultural heritage and provide In 2010, Southern Rivers CMA employment opportunities for local Southern Rivers CMA supports implemented the GIPA Act. It replaced Aboriginal people. approximately 300 NRM groups the former Freedom of Information annually. This support includes Act 1989. The new legislation created Southern Rivers CMA worked with providing training opportunities for a public right to access government Moruya Public School students to people to enable them to better information with the exception of produce an educational booklet care for their properties and local information which is deemed not to the Deua – A Moruya River Story, environment, providing resources to be in the public interest to release. incorporating the local Dhurga language. the groups so they can achieve their Subsequently, Southern Rivers CMA has Partnerships with community goals and helping the groups to plan implemented a range of specific actions organisations to provide marine and more effectively. to promote easier community access to coastal education continued. This information through the Southern Rivers Monitoring, evaluation and reporting includes support for marine monitoring CMA’s website and via other means. protocols have been implemented to and educational initiatives conducted measure progress against the State- The CMA’s Board and Executive by the Sapphire Coast Marine wide NRM targets. advocate public access to non- Discovery Centre and the Nature Coast confidential documents through the Marine Group. Southern Rivers CMA website or by NSW 2021 Goal 24 – Make it easier personal contact through the CMA’s for people to be involved in their regional offices. Electronic access communities 2.18 NSW 2021 to Southern Rivers CMA information Southern Rivers CMA focuses ensures that the CMA’s stakeholders, SW 2021 is the NSW on supporting landholders and partners and the community are kept NGovernment’s 10-year plan to community members to achieve informed on NRM issues, available guide policy and budget decision environmental outcomes. This is project funding and options for making and, in conjunction with achieved through employing staff at technical support. Southern Rivers the NSW Budget, to deliver on regional offices who are responsible CMA monitors the type of information community priorities. It sets long- for directly working with local being sought by the public and where term goals and measurable targets, communities, Aboriginal communities, possible expands the content of its and outlines immediate actions that Landcare and other care groups and website accordingly. will help achieve these goals. These NRM groups. As part of the GIPA Act, Southern reflect the Government’s commitment Rivers CMA is also required to publish to whole of state growth and delivery, NSW 2021 Goal 26 - Fostering a Publications Guide. This guide is to improve opportunities and quality opportunity and partnership with located on the Southern Rivers CMA of life for people in regional and Aboriginal people website at www.southern.cma.nsw.gov. metropolitan NSW. au. It contains a list of publications Southern Rivers CMA has designed There are five key strategies within and information products which are the plan: rebuild the economy, and implemented an Aboriginal publicly available. The CMA reviews return quality services, renovate support program which supports the this document every 12 months. infrastructure, strengthen our local development and implementation environment and communities, and of land and sea country plans. The NSW 2021 Goal 32 - Involve lastly to restore accountability to program aims to build local capacity, community in decision making on Government. to undertake on-ground projects, and to develop capacity within Government policy, services and Southern Rivers CMA is working to Aboriginal communities to capitalise projects guide investment to protect and on employment opportunities in NRM The CMA is upgrading its CAP restore the region’s natural resources. over the long-term. and following requests from local Healthy and productive landscapes government, is committed to underpin the social and economic developing a spatially represented viability of local communities. The Strategy – Restore CAP. This has necessitated drawing CMA encourages local community accountability to information from a broad range of decision making and promotes Government agencies at the state, regional and Government accountability. NSW 2021 Goal 30 – Restore trust local scale. Through this process Following is a list of NSW 2021 plan in State and Local Government as a important information layers will be targets and how Southern Rivers CMA service provider accessible for the first time to the has contributed towards these targets community, as well as being integrated Southern Rivers CMA is required in the 2011-2012 financial year. across all land tenures. to meet the Standard for NRM set by NRC and is audited regularly on The public can participate directly Strategy - Strengthen our performance against these standards. in Southern Rivers CMA’s functions local environment and Implementation of this standard gives by accessing funding and training communities: confidence to the public, stakeholders, opportunities, by becoming a government, natural resource managers project partner, participating in NSW 2021 Goal 22 - Protect our and other interested parties that on-ground works arising from a natural environment investment in NRM is cost effective, project, contributing to information Southern Rivers CMA has negotiated protects and improves high value and knowledge sharing forums and 117 voluntary arrangements with natural resource assets and maximises attending Southern Rivers CMA landowners to achieve conservation benefits through actions which workshops. Our organisation 28 - Southern Rivers CMA On-ground achievements

Community and partnerships program 3 Biodiversity program Soil and land capability program Water program Coastal and marine program Native vegetation COMMUNITY AND PARTNERSHIPS

3.1 PROGRAM Catchment target: By 2016 communities of the Southern Rivers region are willing and adequately supported to actively engage in NRM.

Figure 10 - Progress against CAP targets Performance against CAP targets as at 30 June 2012. To more accurately report on progress towards achieving the targets in the CAP, Southern Rivers CMA has collated the achievements from the 2004- 09 years and has also presented information for the past three years. Planned targets have been presented from the Annual Implementation Program for 2012-13. Not all Target met outputs have planned targets. 40% Target exceeded Two new databases have been used to collect and 60% store project information since the 2010-11 year. Over time some of the methodologies for collecting this data have changed.

Target exceeded Target met

Target on track Below target

This figure represents six years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. On-ground achievements On-ground 30 - Southern Rivers CMA Southern Rivers CMA -

31On-ground achievements

outhern Rivers CMA’s community support program aims to develop robust Landcare groups and peer support Snetworks that can undertake on-ground works, raise awareness of local environmental issues and build their own capacity for NRM. It also supports and encourages individual landholders and Aboriginal and non-Aboriginal community groups, who are not part of a group or network, to undertake NRM improvements or adopt more sustainable practices. A COMMUNITY AND team of Aboriginal support staff is supporting local Aboriginal PARTNERSHIPS communities and groups to participate in NRM more effectively. The core element of this program is a team of CSOs and a regional PROGRAM facilitator located across the Southern Rivers region to deliver support at a local level.

2011-12 Highlights These positions are: During 2011-12 295 NRM groups were • Regional Landcare Facilitator supported through the community and • Regional Facilitator (Coasts) partnerships program. This support • CSO (Eurobodalla Landcare)* assisted groups in their applications for funding, helping them plan and • CSO (Landcare Illawarra)* implement works programs and • Far South Coast Landcare Coordinator provided learning opportunities. • Upper Shoalhaven Landcare Coordinator • Snowy River Interstate Landcare Coordinator* • Upper Snowy Landcare Coordinator • Lower Shoalhaven Landcare Coordinator • Land Management Officer (Small Farms and Rural Living)* • Catchment Officer Aboriginal Communities (Far South Coast) • Catchment Officer Aboriginal Communities (Illawarra/ Shoalhaven) *Denotes officers hosted by organisations external to Southern Rivers CMA.

In addition, there are also four Landcare Project Officers appointed in the region which Southern Rivers CMA supports. IMAGES: (left) Panboola wetland, South Coast, NSW. (bottom left) Mogo LALC Environmental Officer, Andrew Stewart with Mogo Public School students helping to plant native trees along Mogo Creek.

TABLE 13a - Community and partnerships program (continued overleaf)

Catchment Action Plan targets Achievements

Community and partnerships management target C1: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Engagement 2012-13

From 2006 the willingness of communities to engage in NRM and the quality of that engagement will be enhanced, with the number of people working collaboratively maintained or increased.

CB5.1 Total groups supported (Southern Rivers CMA supports over 300 NRM groups each year. The support provided 2,750 302 304 295 DNC1 94 No. includes helping groups with funding applications, for planning NRM works and helping to implement these works).

Total landholders or individuals supported 9,581 1,134 174 157 DNC - No.

Community and partnerships management target C2: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Community support 2012-13

From 2006 the support system that resources local communities to contribute to NRM will be improved. CB1.1 Awareness raising events such as demonstrations, field days or study tours 1,563 129 158 40 1,850 29 No. CB1.2 Written products such as brochures, newsletters, posters or fact sheets MC 149 494 50 693 60 No. CB1.21 Recipients for written products (estimated) NR NR 35,114 8,0342 DNC - No. CB1.4 Media opportunities resulting in articles in newspapers or radio or TV 1,103 84 124 38 1,349 31 No. CB1.3 Displays for use at events such as regional meetings developed 59 10 50 23 142 - No. CB2.1 Training sessions, workshops, seminars or other skills and training events 854 111 125 29 1,119 39 No.

(2009-12) Workbooks, course notes or other key materials developed 1,077 5 9 1 - No. CB2.2 15 CB3.2 Formally documented collaborative arrangements developed 20 13 7 8 48 - No. CB3.3 Arrangements for effective collaboration negotiated without formal agreement 53 15 26 43 137 - No. Case studies removed and replaced with over 700 significant funds towards implementing native riparian seedlings. the training component of the project. Bringing Mogo Creek back to life The broader community was engaged Holistically the focus has been on through a field day which focused integrating the environmental and Introduction on communicating the importance social aspects of the project in a way Mogo Creek runs through Mogo village of Mogo Creek’s natural values. that maximises the opportunity for on the NSW South Coast. It drains Attendees included 65 Mogo Public Aboriginal people to participate. To into the Tomaga River, a Recreational School students, Aboriginal Elders and facilitate a “hands on” approach, the Fishing Haven within Batemans Bay local community members. Conservation and Land Management Marine Park. Years of neglect lead to training has been delivered on site by Mogo Creek becoming polluted and Project challenges TAFE NSW. The trainees spend a day in choked with weeds. Concerned about the classroom and then put into practice the impact Mogo Creek was having Mogo Creek is more than a restoration what they have learnt on-ground. on the health of the local Aboriginal project. To realise the full range of Literacy and numeracy issues are being community living adjacent to the creek environmental and social benefits, local addressed by placing a tutor in the Mogo LALC Chief Executive Officer, Aboriginal community participation classroom and onsite as necessary. Norman Russell approached Southern in the project was critical. Training Rivers CMA with a view to restoring and support was required, not only to A barrier to Aboriginal participation in the ecological health of the creek, increase skills and knowledge in NRM past projects has been the recipient to help contribute to positive health but also in numeracy and literacy. responsibilities associated with social outcomes for local people. service providers such as Centrelink. Funding to undertake the Southern Rivers CMA and Mogo LALC on-ground works component of engaged Auswide to liaise directly Project results the project was sourced through with the social service providers the NSW Environmental Trust. The The Mogo Creek project has enabled on behalf of the trainees to provide challenge was to develop and fund local Aboriginal people to work on job placement support. The result a comprehensive training program Country and express their strong sense has been trainees are able to attend and position trainees for future of pride. Importantly the project has training and work days without fear of employment opportunities. provided an opportunity for Aboriginal losing access to social services. Elders to pass on traditional ecological To do this, Southern Rivers CMA knowledge. The project is due to be worked collaboratively with Mogo Looking ahead completed in March 2013. To date, LALC and the local community to trainees have completed 70% of their identify the necessary skills required by A strong partnership between qualifications in Conservation and Land trainees to undertake the on-ground Southern Rivers CMA and Mogo Management (Certificate II) and are on works. Project partners, TAFE NSW LALC has developed and will continue track to achieve their training and on- and Auswide Projects came onboard into the future with a project officer ground objectives. Over 5,000 square to deliver training and mentoring employed to manage current and metres of invasive species have been programs. TAFE NSW also provided future projects. Mogo LALC has

TABLE 13b - Community and partnerships program

Catchment Action Plan targets Achievements

Community and partnerships management target C3: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Caring for Country 2012-13 From 2006 indigenous communities will be better engaged in NRM planning and resources and opportunities to “Care for Country” are increased. Aboriginal CSOs and Aboriginal Catchment Officer 4/year 3 4 2 DNC - No. Aboriginal support projects NR 16 26 8 50 - No. LALCs supported (12 LALCs and one Aboriginal Community Council) 13/year 13 13 12 DNC - No. Aboriginal community groups supported including: Elders, men’s, women’s, Yes Yes Yes Yes DNC Yes - youth, health groups, community centres Support to Southern Rivers CMA staff in relation to Aboriginal programs and issues Yes Yes Yes Yes DNC Yes -

Community and partnerships management target C4: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Capacity and practices 2012-13 By 2016 there will be an increase in community awareness, knowledge and skills in relation to NRM and an increase in the adoption of practices that improve natural resource outcomes.

Community and partnerships management target C5: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Social and economic 2012-13 By 2016 an effective mix of incentives, regulation, education and community support programs will be in place to achieve the biophysical targets of the CAP. Southern Rivers CMA projects and programs which have been audited or NR 2 1 4 7 - No. evaluated

1 = A client management system is being implemented in Southern Rivers CMA to determine unique numbers of groups and individuals supported each year. 2 = 2011-2012 reporting variation can be attributed to greater efficiencies in data recording to distinguish between unique recipients and repeat recipients. 3 = Data collected using a different methodology DNC = Data not cumulative. NR = Not recorded MC = Methodology changed On-ground achievements On-ground 32 - Southern Rivers CMA Southern Rivers CMA -

33On-ground achievements

applied for funding to undertake Deua National Park, there have been IMAGE: Mogo LALC Environmental Officers working to protect Mogo Creek. additional restoration works and for considerable impacts on other sections further training in conservation and of the river. Goldmining in the 19th land management. Century disturbed the sediments in Project results the Araluen Valley and weeds are spreading throughout the catchment. The Deua Rivercare group has Partners undertaken Bushcare weed control Mogo LALC, TAFE NSW (Illawarra Deua Rivercare commenced with a training provided by the Eurobodalla Institute), Auswide Projects, South focus on controlling riverbank erosion Landcare CSO, funded by Southern East Aboriginal Regional Management on the lower section of the river. A Rivers CMA. Deua Valley residents Service and Mogo Public School. rock sausage erosion control device attended to learn native plant was installed in the river to reduce identification weed identification and Funding impact from flood water on the weed control techniques. riverbank. The device still remains The NSW Environmental Trust – intact and effective after 15 years. The group completed a project to Protecting our Places Program and remove woody weeds from 103 Aboriginal Education Unit, TAFE NSW In recent years the group has been hectares of riparian lands and planted (Illawarra Institute, Moruya Campus). concentrating on controlling the 500 native plants. spread of noxious and environmental Value of the project: $80,000 weeds along a 42 kilometre stretch of Project insights the Deua River between Araluen Creek Growing strength in Deua and Burra Creek downstream, assisted Due to the group’s involvement in such a Rivercare by skilled weed control contractors. large range of projects in recent years the Over the past twelve months Southern group is becoming more confident and Introduction Rivers CMA has supported planning capable in managing Rivercare projects. and on-ground works in the Deua River The Deua River is located on the NSW catchment. The Eurobodalla Landcare Project challenges South Coast. It enters the sea near CSO has provided administrative Moruya and is known as the Moruya support and training, while Southern The Rivercare group activities and the River in its lower reaches. While much Rivers CMA’s Biodiversity Officer, has work of the weed control contractors of the catchment is in almost pristine supplied weed control and project have been affected by periods of condition where it flows through the monitoring equipment. heavy rain and resulting floods. Looking ahead NRM and the organisational capacity • Twenty-three per cent of of Southern Rivers CMA. landholders indicated they sought The Deua Rivercare group, supported support or advice in the past two Environment and Behaviour Change by Southern Rivers CMA, is extending years about improving the health Consultants (EBC) were engaged by the its weed control works outside of of their property, with the three CMA to undertake the project. Southern Eurobodalla Shire to develop an all most commonly reported sources Rivers CMA staff worked with EBC landholder cooperative approach to of advice being Landcare (34%), to review and refine the 2008 survey weed control in the Deua River, its Southern Rivers CMA (31%) and questions, adding new questions that tributaries and subcatchments. local government (31%). would inform the update of the CAP. Private landholders on strategic • More non-government organisations upstream tributaries are being A series of interviews and surveys were felt vulnerable to change (90%) engaged and weed control buffer conducted with 1,400 rural landholders, than in 2008 (61%). including for the first time, absentee zones are in the process of being • The three most important issues for landholders. In addition, 65 government established by Southern Rivers CMA. Aboriginal people in relation to the and non-government stakeholder health of Country are the decline in organisations were interviewed and Partners native animals (85%), the impacts surveys were undertaken with Landcare of climate change (71%), and weeds Eurobodalla Shire Council, NSW groups, Aboriginal people and CMA (65%). National Parks and Wildlife Service Board members and staff. A new (NPWS) and NSW Department of survey of urban residents from villages, • Since 2008 there has been a Primary Industries (DPI) (Fisheries towns and cities was also included for significant improvement in trust, NSW and Forests NSW). the first time. communication and commitment between the CMA and Landcare groups, and significantly, more Funding Project results Landcare groups are now more NSW Recreational Fishing Trust A sample of some of the findings likely to believe the CMA provides Value of the project: $24,300 follows: leadership in relation to NRM. • Amongst all urban residents, the • In 2008 and 2012 the two most most valued attributes of the Social Benchmarking Project common land management issues local area are the ecological and for rural landholders were weeds environmental values. In the next 10 Introduction and introduced pest animals. years of most concern is an increase This project was the second • Across all land management in development and population benchmarking project undertaken in issues, absentee landholders growth. the Southern Rivers region, the first have significantly lower capacity being in 2008. It provides a basis for to address issues than resident monitoring the engagement, capacity landholders. and participation of key partners in

2012 CELEBRATING FARMER YEAR OF THE

Women in farming event CMA Southern Rivers n March 2012 Icelebrated Women in Farming as part of the 2012 Year of theGround. Farmer at Recreation Majors Creek ttended the Over 60 local people a celebration focussed on the role of women in farming and the valuable contribution women make to the family enterprise. Women play a critical role in the well- being of their families, the prosperity IMAGE: Southern Rivers CMA Chair, Pam Green of the family enterprise and make Liaison Manager, at the Women in Farming event held at Majors major contributions to local Hollie Baillieu, Staff w Creek in March 2012 to celebrate the 2012 Year ear of the Farmer, gre of the Farmer. communities. Women’s roles in family Australian Y farming are varied and numerous, and up in Exeter on a small farm. Hollie like their husbands or partners, their discussed agriculture as a career choice time is rarely acknowledged. for women. Hollie highlighted the many Alison Elvin plunged head-long into career opportunities available to women Those attending the event enjoyed farming 15 years ago and spoke of in agricultures. the opportunity to network and ation farmer, the importance of sustainable food share their stories as farm managers, Rhonda Daly, a fourth gener production. wives, mothers, shearers, drovers, spoke about her farming experiences In his presentation, Rob Gourlay rouseabouts, cooks, bookkeepers, and well-being journey. An interesting outlined the link between soil health, stock transporters and home insight was her contention that everyone integrity in food production and schoolers. is connected to farming because “we all human health. Presenters on the day included Hollie have to eat”. Rhonda strives to promote Daly, Alison Elvin and Baillieu, Rhonda and grow nutrient dense foods. Rob Gourlay. Southern Rivers CMA -

35On-ground achievements

A series of reports containing all the findings have been produced including a landholder report, landholder spatial atlas, Aboriginal community report, Landcare report and NRM stakeholders report. These are available on the CMA website at: www.southern.cma.nsw.gov. au/news_publications-reports

The results of the benchmarking project will be utilised in the update of the CAP, including the development of interventions to strengthen landholder adaptive capacity and to identify where new partnerships can help address capacity gaps.

Looking ahead The project will be further extended through the development of a software tool that will allow on-line public access to the rural landholder survey data. It will mean CMA staff and any other users can zero in on geographic areas that are of interest to them and compile and print survey results choosing the survey variables to use via a web-based “dashboard”.

Funding

NSW Government and Australian IMAGES: Government’s Caring for Country (above) Stanwell Park. During 2011-12 Southern Rivers CMA conducted a series of interviews and surveys of urban residents from villages, towns and cities across the region. Amongst all urban initiative. residents, ecological and environmental values were identified as the most valued attributes of the local area. Value of the project: $130,000 (below) Moruya River. Over the past twelve months Southern Rivers CMA has supported planning and on-ground works in the Deua River catchment including the Araluen Valley. Biodiversity program Catchment targets: By 2016 there is an improvement in native vegetation 3.2 condition and an increase in connectivity and extent. By 2016 the regional status of priority threatened and regionally significant species, ecological communities and populations within the Southern Rivers catchment is maintained or improved.

Performance against CAP targets Figure 11 - Progress against CAP targets To more accurately report on progress towards as at 30 June 2012. achieving the targets in the CAP, Southern Rivers CMA has collated the achievements from the 2004-09 years and has also presented information for the past three years. Planned targets have been presented from the Annual Implementation Program for 2012-13. Not all Target met 33% outputs have planned targets. Target on track 17% Two new databases have been used to collect and store project information since the 2010-11 year. Over time some of the methodologies for collecting this Below target data have changed. Target exceeded 17% 33%

Target exceeded Target met

Target on track Below target

This figure represents six years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. On-ground achievements On-ground 36 - Southern Rivers CMA Southern Rivers CMA -

37On-ground achievements

he aim of Southern Rivers CMA’s biodiversity program is to retain, Tand where necessary increase, BIODIVERSITY the extent and quality of all native vegetation community types in order PROGRAM to maintain and improve catchment health and protect biodiversity. Native 2011-12 Highlights vegetation community types include terrestrial forest, rainforest, woodland, During 2011-12 the biodiversity program heathland, grassland, saltmarsh, worked with 409 land managers to increase mangrove and wetland communities. their knowledge and skill related to native Each of these community types vegetation management on their properties. provides a special habitat for different A further 3,557 hectares of land was put species of native plants and animals. under voluntary management agreements The Southern Rivers region includes and 1,845 hectares of native vegetation was large areas of NSW National Park, State enhanced and rehabilitated. The program Forest and Crown Land containing a implemented 7,306 hectares of pest animal diversity of landscapes and habitats. control focussed on wild pig and fox control. The state of the region’s biodiversity A total of 4,232 hectares of pest plant control resources and the continuing pressure measures were implemented including bitou on these, directs Southern Rivers CMA’s bush, lantana, blackberry and willow as well efforts to improve their condition. as numerous other weed species. Southern Rivers CMA’s biodiversity program also aims to protect, improve and connect remnant vegetation in over-cleared and impacted landscapes.

IMAGES: (left) Botany Bay weevil (Chrysolopus spectabilis). (bottom left) Minnamurra rainforest, NSW.

TABLE 14a - BIODIVERSITY PROGRAM (continued overleaf)

Catchment Action Plan targets Achievements

Biodiversity management target B1: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Community and landholder knowledge and skills 2004-12 2012-13 By 2016 there will be an increase in the number of land managers who adopt management practices that conserve biodiversity and promote sustainable production.

CB 14.8 SR Land managers with increased knowledge and skills related NR NR 332 409 741 - No. to native vegetation management

Biodiversity management target B2: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Native vegetation conservation 2004-12 2012-13 By 2016 through voluntary participation by land managers, the area of land actively managed to conserve priority vegetation types will increase from 11,000 hectares to at least 41,000 hectares.

OG1.2 Voluntary management contracts - not tied to title 488 283 138 118 1,027 46 No. OG1.21 Area of voluntary management contracts - not tied to title 19,560 5,336 4,115 3,557 32,568 665 ha 32 out 19 out 25 out 23 out 42 out Number of priority vegetation communities with works - No. of 59 of 59 of 59 of 59 of 59

Biodiversity management target B3: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Native vegetation conservation 2004-12 2012-13

By 2016 through voluntary participation by land managers, an additional 10,000 hectares of native vegetation will be actively managed to build a resilient landscape with good connectivity that conserves biodiversity

OG2.4 Terrestrial native vegetation protected by fencing 9,698 117 341 297 10,453 80 ha OG3.4 Terrestrial native vegetation enhanced/rehabilitated 5,705 990 1,210 1,845 9,750 163 ha OG4.6 Terrestrial native species planted 463 35 27 19 544 - ha OG4.1 Native plantation established 116 1 0 0 117 - ha Case studies control baiting which has contributed Value of the project: $100,000 to reducing their numbers to very low. ($60,000 cash $40,00 in-kind) It is predicted this will allow potoroo Protecting the long-nosed numbers to increase and expand into potoroo - Wallaga Lake and Tanja areas away from dense vegetation Far South Coast Conservation Management Network- Introduction cover which offers protection from foxes. Monitoring shows that the slow landholder training day on The project aims to increase the breeding potoroo numbers are steady. monitoring wildlife vulnerable long-nosed potoroo numbers The quicker breeding bandicoot in the Wallaga Lake and Tanja-Wapengo numbers are increasing as a result of Introduction areas by reducing fox predation. It very low fox numbers in the landscape. has also introduced landholders to The Far South Coast Conservation Aboriginal culture and heritage. Management Network (CMN) supports Looking ahead private landholders in the Bega Valley The project is conducted by two part- This successful program will be Shire to recover and manage native time officers: a Southern Rivers CMA expanded over the next five years to vegetation on their properties. project officer has assisted landholders protect native animals in the critical in controlling the European red fox, The CMN aims to inspire and motivate weight range for fox predation. one of Australia’s most successful landholders, increase their knowledge Southern Rivers CMA will continue exotic predators and a NPWS project about native vegetation management to engage and support landholders officer has introduced landholders to and develop their skills to do this the Aboriginal cultural significance of in fox control with support from work. The CMN coordinator produces potoroos and other native animals. the Australian Government’s Clean quarterly seasonal newsletters, Energy Future Biodiversity Fund and organises workshops and field Over the past few years these officers the Gulaga National Park Board of days, manages a website and keeps along with representatives from the Management. landholders up-to-date with events Livestock Health and Pest Authority and information via a mailing list. have helped landholders with animal Partners monitoring and baiting. They have also Wapengo Watershed Association, Project results conducted a number of workshops on Gulaga National Park Board of survey techniques and results, habitat There is clearly a demand for the Management, Livestock Health and management, Aboriginal culture and CMN’s quality workshops. All Pest Authority and NPWS. heritage, fox baiting and 1080 bait workshops that have been conducted handling certification training. have been fully booked and great Funding feedback has been received from NSW Government (Catchment Action participants. This year workshop topics Project results NSW) and Australian Government’s included weeds in wet areas, planting A total of 29 properties have Caring for Country grant to Wapengo methods and wildlife monitoring. participated in quarterly wide-scale fox Watershed Association. Other topics covered by the CMN have

TABLE 14b - BIODIVERSITY program

Catchment Action Plan targets Achievements

Biodiversity management target B4: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Native species conservation 2004-12 2012-13 By 2016 the priority recovery actions identified in the Southern Rivers threatened species strategy will have been implemented.

OG7.1 Total area protected by fencing specifically for significant flora 6,517 244 952 1,389 9,102 8 ha and fauna OG7.55R Habitat management specifically for significant flora and fauna 4,860 2,785 855 128 8,628 583 ha

Biodiversity management target B5: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Invasive species threats 2004-12 2012-13 By 2016 vertebrate pest species will be controlled in key locations.

OG8.3 Pest animal control (vertebrates) measures implemented 135,696 5,219 39,274 7,306 187,495 2,550 ha OG8.4 Pest control (invertebrates) measures implemented 1,108 56 92 0 1,256 - ha

Biodiversity management target B6: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Invasive species threats 2004-12 2012-13 By 2016 priority weed species will be controlled in key locations.

OG8.1 Pest plant control measures implemented 2,176 11,712 3,710 4,232 21,830 1,821 ha OG8.11 Area of this pest plant control measures that represent 182,725 7,150 1,605 2,669 194,149 - ha initial treatment.1 Total pest plant control measures implemented 2,844 169 122 80 3,215 - km

1 = Pest animal control figures vary considerably between years depending upon which projects are funded. In the 2010-2011 financial year a project for trapping and shooting pigs in the Clyde River catchment was completed. DNC = Data not cumulative. NR = Not recorded MC = Methodology changed On-ground achievements On-ground 38 - Southern Rivers CMA Southern Rivers CMA -

39On-ground achievements been native seed propagation, plant identification in grassy woodlands, managing pest animals, a coastal plants field day and a eucalypt identification day. Landholders have said they appreciated hearing from such experienced practitioners, they liked the opportunity to talk to other CMN members, and they learnt from demonstrations of techniques in small groups and from the hands-on activities. Many landholders have committed to taking next steps on their properties as a result of attending the workshops. The seasonal newsletters offer inspiring stories about landholder activities and keep people up-to-date on events and new publications. Since June 2011, the CMN has increased its membership by 32 people with a total of 475 people receiving newsletters and emails from the CMN.

Project insights A good workshop looks almost effortless on the day but requires a Golding © Kristian great deal of background work. This includes finding the right issue and presenters, a good site, catering, IMAGES: leaving sufficient space for landholders Southern Rivers CMA is working to protect the long-nosed potoroo in the Wallaga Lake and to interact and ensuring people leave Tanja-Wapengo areas by reducing exotic predators such as the European red fox. with enough information and a feeling (above) Long-nosed potoroo, (Potorous tridactylus). © Kristian Golding. that they can implement the things (below) Wallaga Lake, South Coast, NSW. they have seen at home. The most popular stories in the Escarpment to Sea – have been working with Boral over a seasonal newsletters have been Boral quarry, Dunmore number of years to implement projects about landholders who have tried to improve the condition of native something interesting or have vegetation and habitat for fauna species. Introduction an inspirational story, as well as In addition to work with flying foxes, articles that tackle topics which The Dunmore Hills contain the largest fencing has been installed to restrict are considered “dry”, such as weed and most intact remnants of native stock access to high conservation value control, with humour. vegetation between the Illawarra areas, weeds have been controlled and escarpment and coast. The area nesting boxes have been installed for includes four endangered ecological micro chiropteran bats. Project challenges communities and provides habitat for The video project is a platform to One of the challenges for the CMN is three threatened plants, five vulnerable tell this story to a broad audience, remaining positive in the face of big mammals and a number of regionally with the potential of encouraging issues that confront landholders, for significant species. other landholders to develop similar example: climate change, tackling As the largest landowner in the area, projects on their land. It is also seen difficult weeds, dealing with pests and Boral is an important partner in as a vehicle to further develop the diseases, and battling species decline. biodiversity conservation. Southern relationship with Boral. The CMN’s role is to provide the best Rivers CMA’s association with Boral and available information and support other partner organisations provides landholders to continue with their encouragement, advice and support Project results conservation management efforts. to maximise practical conservation “Quarrying for Conservation” is a initiatives in the area. The video, seven minute documentary style “Quarrying for Conservation” has been Looking ahead video. It includes interviews with produced to highlight the company’s representatives from Boral, OEH, The first orkshopw for 2012-13 will contribution to biodiversity conservation WIRES and Southern Rivers CMA. It cover the use of fire on properties as in this highly significant area and tells of promotes the partnership between a management tool for weeds and the importance of protecting and linking the various organisations and Boral’s to enhance biodiversity, particularly remnants of native vegetation. long-term commitment to protect high in lowland grassy woodland The video focuses on work to protect conservation values land within its care communities. vulnerable grey headed flying foxes from and control. habitat loss and injury. This nomadic Partners species feeds primarily on the flowers Project insights Local agencies involved in NRM and fruit of native trees and is extremely including BVSC, South East Livestock important as a pollinator and seed It is important to ensure that projects Health and Pest Authority and NPWS. vector. They help to distribute native do not just occur at the local quarry plants across large distances and ensure level, but that communication paths viability and genetic diversity within Funding are developed and maintained at a populations. higher, corporate level. Further, the NSW Government (Catchment Action partnership needs to be long-term so NSW), Australian Government’s Caring Southern Rivers CMA, the NSW Office that every small step and each success for our Country initiative and BVSC. of Environment and Heritage, Landcare Illawarra and Wildlife Information can lead to new initiatives and a Value of the project: $30,000 Rescue and Education Service (WIRES) stronger relationship. On-ground achievements On-ground 40 - Southern Rivers CMA Southern Rivers CMA -

41On-ground achievements

Project challenges While environmental impacts such as water and air quality and noise pollution are high priority issues for Boral’s quarry operations, biodiversity conservation has not always had such a profile. The concept of producing a video to promote Boral’s work with flying foxes seemed to come from left field, however once approval had been given for the project to proceed, the company were happy to participate and generous with their time.

Looking ahead The video will be made available to Boral, and to the broad community through Southern Rivers CMA’s website and social media platforms. It is anticipated that ongoing relations with Boral will not only see continuing progress in current on-ground projects, but will help in the development of relationships with other landholders in the Dunmore Hills and beyond.

Partners Boral Construction Materials NSW/ACT, OEH, Landcare Illawarra and WIRES.

Funding The video was commissioned by Southern Rivers CMA with funding IMAGES: from the Australian Government’s The Far South Coast CMN supports private landholders in the Bega Valley Shire to recover and manage native vegetation; (top left) Botanist, Stuart Cameron leads a coastal plant Caring for our Country initiative. identification field day at Tathra; (above) Landholders, Jens Birchall and John Buckley get hands on at a planting methods field day. Value of the project: $6,800 (below) Sandra Leonard (WIRES) with a young grey headed flying fox. Soil and land capability program

3.3 Catchment target: By 2016 the area of land that is managed within its capability and suitability is increased and the impacts of land degradation are systematically reduced on a priority basis.

Figure 12 - Progress against CAP targets Performance against CAP targets as at 30 June 2012. To more accurately report on progress towards achieving the targets in the CAP, Southern Rivers CMA has collated the achievements from the 2004-09 years and has also presented information for the past three years. Planned targets have been presented from the Annual Implementation Program for 2012-13. Not all outputs have planned targets. Target exceeded Below target 43% 57% Two new databases have been used to collect and store project information since the 2010-11 year. Over time some of the methodologies for collecting this data have changed.

Target exceeded Target met

Target on track Below target

This figure represents six years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. On-ground achievements On-ground 42 - Southern Rivers CMA Southern Rivers CMA -

43On-ground achievements

eological processes, grazing Soil and land and agricultural management capability program Gactivities, drainage of wetlands and the clearing of riverbanks have reshaped a variety of landforms and 2011-12 Highlights landscapes across the Southern Rivers region. The aim of the soil and land The soil and land capability program capability program is to improve ran a series of farm planning training land management and address land events and activities. The program degradation processes, such as soil supported 143 land managers with loss and soil quality decline, water land management advice and over contamination, weed invasion and 500 people attended training events the impact of weeds on natural and focussing on soil management. agricultural environments.

IMAGES: (left) Lamb, Bibbenluke, NSW. (bottom left) Soil profile.

TABLE 15a - Soil and land capability program (continued overleaf)

Catchment Action Plan targets Achievements

Soils and land capability management target SLC1: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Land manager skills 2004-12 2012-13 There will be 300 land managers per year with increased skills, knowledge and support to manage land within its capability.

Total number of landholders or individuals supported NR 214 21 143 378 - No.

CB1.1 Awareness raising events such as demonstrations, field days or study tours NR 8 10 30 48 - No.

CB1.11 Participants at awareness raising events NR NR 88 538 626 - No.

CB1.2 Written products such as brochures, newsletters, posters or fact sheets NR 55 1 40 96 - No.

CB1.21 Recipients of written products (estimate) NR NR 300 1,005 1,305 - No. CB14.7 SR. Land managers with increased knowledge and skills related NR NR 390 263 653 - No. to soil health

CB2.1 Training sessions, workshops, seminars or other skills and training events NR 14 1 7 22 - No.

CB2.11 Participants at the training sessions NR NR 72 140 212 - No.

Soils and land capability management target SLC2: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Development controls 2004-12 2012-13

By 2008 there will be greater integration of NRM with planning instruments and processes to ensure that land use change recognises land capability and suitability. 2008-09 achievements: Kiama and Eurobodalla Local Environment Plans (LEPs) were commented on and 70 Development Applications were reviewed.

2009-10 achievements: Comments were made on the Bombala, Shellharbour, Wollongong and West Dapto LEPs. Further comments on the Eurobodalla LEP were made. Comments were also made on Part 3a Developments at Tallawarra, Bamarang Power Plant and Killalea State Park. Comments were made on the Eurobodalla Recreational Plan and 21 development applications.

2010-11 achievements: Comments were made on the Bega Valley, Bombala, Wollongong LEPs and the Goulburn Mulwarree Draft Rural Lands Strategy 2010. 2011-12 achievements: Comments were made on the Shellharbour, Eurobodalla, Palerang and Shoalhaven LEPs and Goulburn Mulwaree Draft Rural Lands Strategy.

Soils and land capability management target SLC3: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Erosion 2012-13

SLC3(a) By 2016 300 kilometres of gully erosion will be stabilised including: • 125 kilometres of minor and moderate gully erosion • 175 kilometres of severe and very severe gully erosion.

SLC3(b): By 2016 a minimum of 10,000 hectares will be protected from the threat of erosion including land: • identified as having a severe or very severe wind erosion hazard • susceptible to severe and very severe sheet and rill erosion. OG9.1 Treated for soil erosion via engineering works 271 49 2 13 335 204 ha Severe to very severe eroding gully stabilised on property 3 3 NA NR NR km Minor/moderate eroding gully stabilised on property 7 14 NA NR NR km OG9.2 Treated for soil erosion via exclusion fencing 688 145 22 3 858 30 ha

Soils and land capability management target SLC4: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Acid sulfate soils 2012-13

By 2016 manage according to best practice: • all exposed acid sulfate soils • all land identified as having an active acid sulfate soil risk within its capability. OG9.3 Acid sulfate soils identified and treated/protected 87 5 0 0 92 - ha

Soils and land capability management target SLC5: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Salinity 2012-13

By 2016 manage at least 200 hectares of land affected by dryland salinity.

OG9.42 Saline discharge treatment NA NA 4 0 4 - ha

Soils and land capability management target SLC6: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Soil health 2012-13

By 2016 an additional 10,000 hectares of land will be managed with appropriate soil and pasture management practices to improve soil health and productivity. OG9.4 SR Pasture managed to improve soil health 2,629 6,802 5,670 168 15,269 - ha OG 9.4 Soil treatment for other than erosion or acid sulphate soils - - - 2,306 2,306 OG9.12 SR Upstream catchment protected by soil conservation works 1,704 198 25 NR 1,927 - ha

Soils and land capability management target SLC7: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Agricultural weeds 2012-13

By 2016 an additional 50,000 hectares will be actively managed for invasive plant species that threaten agricultural sustainability. Reported under the biodiversity program. ------

Soils and land capability management target SLC8: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Pest animals 2012-13

By 2016 there will be a 20,000 hectare increase in the area of land actively managed to control pest animal species (and/or impact of these species) that threaten agricultural sustainability. Reported under the biodiversity program. ------Catchment Action Plan targets Achievements

Soils and land capability management target SLC1: Planned 2004-09 2009-10 2010-11 2011-12 Total Units Land manager skills 2012-13 Case studies and implement drought feedlots, are actually up and running that you There will be 300 land managers per year withsupporting increased skills, their knowledge efforts during and support the to managelearn land a heap within more” its capability. said one farmer. Total number of landholders or individuals supporteddifficult seasonal conditions.NA* Training 214 21 143 378 - No. Monaro grasslands project - sessions run by NSW DPI at Cooma CB1.1 Awareness raising events such as demonstrations, field days or study tours NA 8P 10roject 30 insights 48 - No. review of stock containment and Bombala used the Stockplan areasCB1.11 (drought Participants feedlots) at awareness raising events manual to guide farmers throughNA the NA A 88 timely 538rapid response626 to client - needsNo. lessons of the past and the choices can greatly assist with stressful situations IntroCB1.2du Writtenction products such as brochures, newsletters, posters or fact sheets NA 55 1 40 96 - No. currently available to them. such as drought. Drought feedlots also TheCB1.21 protection Recipients of pasof writtentures fromproducts over- (estimate) NA NA 300play a significant 1,005 1,305role in protecting - theNo. CB14.7 SR. Land managers with increased knowledge and skills related farm pasture base, reducing soil loss and grazing and maintaining adequate Project results NA NA 390 263 653 180 No. groundcoverto soil health is critical in times of the retention of core breeding stock to drought,CB2.1 Training especially sessions, for workshops, the protection seminars or otherThirty-five skills and trainingarmersf events attendedNA the 14assist 1 the farm 7 enterprise 22 in the - postNo. and management of native grasslands compulsory Stockplan training with drought recovery phase. CB2.11 Participants at the training sessions NA NA 72 140 212 - No. of high conservation value. Confining 16 farms then deciding to implement stockSo ilsfor andfeeding land allows capabilit rapid pasturey management a drought target feedlot. SLC Grants2: of up to Planned 2004-09 2009-10 2010-11Project 2011-12 challTotalenges Units recoveryDevelopment after the controls drought breaks and $7,000 were made available to each 2012-13 property to assist with material and Deciding to put livestock into greatlyBy 2008 assists there in will the be reduction greater integration in weed of NRM with planning instruments and processes to ensure that land use change recognises land construction costs, thereby protecting drought feedlots as part of the farm establishment.capability and suitability. groundcover and native grassland management is not for everyone. This2008-09 program achievements: offered KiamaMonaro and Eurobodalla Localhealth Environment over 10,000 Plans (LEPs)hectares. were commented“The on andThe 70 optionsDevelopment of selling, Applications agistment were reviewed. or farmers2009-10 support achievements: to help Commentsthem plan were made ontraining the Bombala, was good Shellharbour, but it is notWollongong until you and Westsupplementary Dapto LEPs. Further feeding comments in the paddock on the Eurobodalla LEP were made. Comments were also made on Part 3a Developments at Tallawarra, Bamarang Power Plant and Killalea State Park. Comments were made on the Eurobodalla Recreational Plan and 21 development applications.

2010-11 achievements: Comments were made on the Bega Valley, Bombala, Wollongong LEPs and the Goulburn Mulwarree Draft Rural Lands Strategy 2010. TABLE2011-12 15 achievements:B - Soil and Comments land capabilit were made yon pr theo gramShellharbour, Eurobodalla, Palerang and Shoalhaven LEPs and Goulburn Mulwaree Draft Rural Lands Strategy.

Catchment Action Plan targets Achievements

Soils and land capability management target SLC3: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Erosion 2004-12 2012-13

SLC3(a) By 2016 300 kilometres of gully erosion will be stabilised including: • 125 kilometres of minor and moderate gully erosion • 175 kilometres of severe and very severe gully erosion.

SLC3(b): By 2016 a minimum of 10,000 hectares will be protected from the threat of erosion including land: • identified as having a severe or very severe wind erosion hazard • susceptible to severe and very severe sheet and rill erosion. OG9.1 Treated for soil erosion via engineering works 271 49 2 13 335 204 ha Severe to very severe eroding gully stabilised on property 3 3 NR NR NR - km Minor/moderate eroding gully stabilised on property 7 14 NR NR NR - km OG9.2 Treated for soil erosion via exclusion fencing 688 145 22 3 858 30 ha

Soils and land capability management target SLC4: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Acid sulfate soils 2004-12 2012-13

By 2016 manage according to best practice: • all exposed acid sulfate soils • all land identified as having an active acid sulfate soil risk within its capability. OG9.3 Acid sulfate soils identified and treated/protected 87 5 - - 92 - ha

Soils and land capability management target SLC5: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Salinity 2004-12 2012-13

By 2016 manage at least 200 hectares of land affected by dryland salinity.

OG9.42 Saline discharge treatment NR NR 4 - 4 - ha

Soils and land capability management target SLC6: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Soil health 2004-12 2012-13

By 2016 an additional 10,000 hectares of land will be managed with appropriate soil and pasture management practices to improve soil health and productivity. OG9.4 SR Pasture managed to improve soil health 2,629 6,802 5,670 168 15,269 - ha OG 9.4 Soil treatment for other than erosion or acid sulphate soils - - - 2,306 2,306 - ha OG9.12 SR Upstream catchment protected by soil conservation works 1,704 198 25 NR 1,927 - ha

Soils and land capability management target SLC7: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Agricultural weeds 2004-12 2012-13

By 2016 an additional 50,000 hectares will be actively managed for invasive plant species that threaten agricultural sustainability. Reported under the biodiversity program. ------

Soils and land capability management target SLC8: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Pest animals 2004-12 2012-13

By 2016 there will be a 20,000 hectare increase in the area of land actively managed to control pest animal species (and/or impact of these species) that threaten agricultural sustainability. Reported under the biodiversity program. ------

DNC = Data not cumulative. NR = Not recorded MC = Methodology changed On-ground achievements On-ground 44 - Southern Rivers CMA Southern Rivers CMA -

45On-ground achievements

are choices available to farmers. The day on their property. In early 2012, IMAGE: onset of drought and therefore the with the Australian Government’s (above) Monaro, NSW. The Monaro grasslands demand for drought feedlots was not Carbon Farming Initiative (CFI) in project helps farmers plan and implement drought legislation, the timing was right to feedlots, supporting their efforts during the predictable. Investment in feedlots difficult seasonal conditions. therefore required major adjustment of hold a field day that would raise existing program budgets in order to awareness and clear some of the respond to client needs. confusion around carbon farming. Southern Rivers CMA and Clover Hill Looking ahead Dairies hosted a two-day event at area. The use of herbs/legumes has Jamberoo to raise awareness about also demonstrated improvements in The development of feedlots on- Australian Government’s CFI and animal health and milk quality. farm will assist landholders now and showcase a series of paddock trials into the future. With the current being conducted on Lemon Grove favourable seasons, the improved Project results research farm. infrastructure is proving useful for Both events were very well attended stock handling and quarantine. As Participants heard Mick Keogh we plan for and adapt to a changing talk of the challenges of a carbon- with over 70 people including at least climate, the use of these stock constrained economy and the 12 dairy farmers. Feedback from the containment areas will give Monaro relatively limited opportunities two days was, in general, excellent. for farmers in the current CFI farmers more flexibility to sustain The event presented an opportunity setup. Richard Eckard focussed on production and protect the natural for Southern Rivers CMA to be resource base of their farms. emissions abatement opportunities, involved in a field day focussed in particular methane and nitrous primarily on productivity. Partners: NSW DPI. oxide emissions from agriculture. Richard emphasised that under Participants came from a range of backgrounds and it was clear that Funding current conditions, the CFI alone did not offer a significant incentive conversations in the paddock and NSW Government and Australian to change practices. Louisa Kiely over lunch were contributing to a Government’s Caring for our Country provided some of the basics of the greater shared understanding of initiative. scheme’s mechanics and emphasised agriculture that could contribute Value of the project: $110,000 the need to be innovative. to production and environmental outcomes. The second part of the event was a The soil carbon field days, field day at Lemon Grove. This was Jamberoo followed by a tour of biodiversity Project insights conservation activities at Clover Hill. This field day represented a significant Introduction Both properties are being farmed by the Strong family. Consultant Neil team effort and relied heavily on the Jamberoo dairy farming family, the Moss provided a detailed description use of networks to market the event. Strongs, were named Southern Rivers of the perennial trials using legumes Clear communication of expectations Carbon Cocky of the year in 2010. As and herbs that fill feed gaps in and early coordination of events part of taking out this award, they the kikuyu/rye grass rotation that calendars would have made a great agreed to host a carbon farming field predominates dairy farming in the event even better. provides real advice on where to position works like tree plantings, mobilisation. Twenty-four different HGL units were described within the and improved grazing management Hydrogeological Braidwood 1:100,000 map sheet.w these to maximise water use, on their report discusses ho properties. landscape mapping The HGL areas respond to land use and the Shoalhaven hts – upper likely impacts in relation to salinity Project insig on land and in stream, as well as region The HGL mapping has been utilised potential impacts (risk) of salt loads tive approach to aid in in our streams. Recommendations in an innova on identifying likely locations of wetlands Introducti are made on best practice salinity mitigation activities for each of the and other groundwater dependant alinisation of land and rivers is HGL landscape units. ecosystems. a major environmental problem. S Strategy Enhancement The HGL mapping has been utilised by The Salinity ’s Local Property orks Project results H. ool, Southern Rivers CMA o gain an Program has funded DPIw and OE NSW L mapping is a powerful t Vegetation Consent Officer t undertaken by volving production, The HG A pilot program in aiding in CAP and subcatchment understanding of salinity impacts of ground-truthing and staff training planning, project planning, clearing applications on the greater in the use of a product known as preliminary site assessment and landscape. This approach has recently hydrogeological landscapeo mapping Southern intervention/project design. been adopted in the Environmental (HGL) has been delivered t The mapping product enables Outcomes Assessment Methodology. under this program. Rivers CMA consideration of salinity at a relevant scale. Strategic approaches to ing ahead HGL mapping describes the he way Look t addressing the issue can then be “plumbing” of our region. T discussed. At the property level, HGL mapping is being developed a in which water and dissolved salts HGL is providing landholders with a coarser scale to aid in the strategic move through our landscape is new knowledge about landscape prioritisation process employed by modelled and mapped using factors functions that are difficult to see the Southern Rivers CMA CAP including, parent geology, regolith (underground plumbing). This 2023 process. depth, vegetation, soil type, slope provides landholders with a concept and climate. Modelling based on of where their property fits in the these factors enables the division of landscape plumbing picture. It also our landscape into areas of similar salt store and pathways for salt

been engaging Towamba Valley landholders in weed management Funding planning and works. Project challenges Australian Government’s Caring for The field day targeted the dairy our Country and Regional Landcare Project results industry which includes 90 farms Facilitator initiatives, Bega Cheese – in the area. Twelve dairy farmers Dairy Australia Future Ready Dairy The Towamba Valley Landcare Group attended the event. This number Systems, Sefton and Associates, has a vision of every landholder having reflected the challenge of providing National Australia Bank (NAB), an intelligent and effective weed events that will attract farmers away Bishops and Clover Hill Dairies. management plan. A farm planning from their busy schedules. The product has been developed that provides a plan of a property and an uncertainty around the CFI and the Value of the project: $20,000 agreed schedule of works to improve perception of limited opportunities weed control and grazing management contributed to this low attendance. Towamba weeds/native at an acceptable budget and time vegetation program frame which is tailored to each farm. BVSC is currently trialling the plan as Looking ahead Introduction the minimum standard accepted for Case studies produced for this event A joint project between Towamba noxious weed compliance. will be distributed through dairy Valley Landcare, BVSC and Southern networks. Similar carbon farming Rivers CMA is mapping the spread Project insights information events will be carried out of noxious weeds such as serrated as part of the CFI communications tussock, African lovegrass and St Success of this project can be program, which is continuing to raise John’s wort in the Towamba Valley. measured in trust. Trust takes time awareness and clear the confusion and comes from being the eyes and The mapping is the latest addition ears for the farming community and around this important topic. in a targeted approach to weed responding to the needs of farmers control that commenced in 2008 who are often making compromises. Partners with community working bees by Clover Hill Dairies, NSW Government, Towamba Valley Landcare to remove Australian Government, Caring for our noxious weeds from Towamba’s road Project challenges and river corridors. Country - Lemon Grove Trial project, An early lesson from the project Bega Cheese - Dairy Australia Future Southern Rivers CMA joined was that weed management alone Ready Dairy Systems, Sefton and the program three years ago to was not sustainable without there Associates Climate Change Research provide support to local farmer and being equal changes to groundcover Program and Parmalat. contractor Derek Lewis who has and stock management. Last year On-ground achievements On-ground 46 - Southern Rivers CMA Southern Rivers CMA -

47On-ground achievements three information sessions on soil condition, conventional cropping and cocktail pasture cropping attracted over 40 local farmers to each session. This represented half of the farmland in the Valley.

Looking ahead The next level is considered to be how comfortable landholders will feel with the direction of change being promoted. During 2013 this approach will be tested in an information session on the “five grazing rules of thumb for surviving the next five years in the Towamba Valley”. The end of 2013 will mark five years of this partnership arrangement. At this time if a reduction in weeds is achieved the model will be used for the other five grazing localities in the Bega Valley Shire.

Partners Towamba Valley Landcare and BVSC.

Funding Far South Coast Landcare Association, BVSC and NSW Government.

Value of the project: $50,000 per year per locality. IMAGES: (above) Local project contractor, Derek Lewis (left) and former BVSC Weeds Officer, Greg Madden discuss control options for a patch of St Johns wort on a property at Rocky Hall. (below) Root causes - improved soil health and dairy production research on show at the Clearing the Carbon Confusion field day at Jamberoo. SBScibus consultant, Dr Neil Moss; Landcare representative, Ian Proctor; Associate Professor and Director, Primary Industries Climate Challenges Centre, Dr Richard Eckard and landholder, Julia McKay. WATER program Catchment target: By 2016 river and water body health is

3.4 maintained or improved in priority stressed river subcatchments and priority high conservation value rivers.

Performance against CAP targets Figure 13 - Progress against CAP targets To more accurately report on progress towards as at 30 June 2012. achieving the targets in the CAP, Southern Rivers CMA has collated the achievements from the 2004-09 years and has also presented information for the past three years. Planned targets have been presented from the Annual Implementation Program for 2012-13. Not all Target met Target met outputs have planned targets. 33% 25% Target on track 17% Two new databases have been used to collect and Target exceeded store project information since the 2010-11 year. Over 67% time some of the methodologies for collecting this Below target data have changed. Target on track 17% Target exceeded 25% 17%

Target exceeded Target met

Target on track Below target

This figure represents six years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. On-ground achievements On-ground 48 - Southern Rivers CMA Southern Rivers CMA -

49On-ground achievements

he Southern Rivers region’s rivers and wetlands are unique and varied. They Trange from pristine natural systems that support diverse aquatic flora and fauna and productive estuaries, to highly modified systems through developed urban and industrialised areas. The rivers and aquifers support diverse agricultural production, including dairying, WATER forestry beef, sheep, fruit and aquaculture. The recreation and tourism industries are also very PROGRAM important to the region in social and economic terms. The natural and scenic qualities of rivers 2011-12 Highlights and wetlands are directly linked to the future success of these industries. The water program has directed The region has highly variable, and at times funding to works which have led to scarce, water resources that are crucial for the 1,238 hectares of land with improved economic, social and environmental wellbeing land management. Forty-eight of the region. Southern Rivers CMA’s water off-stream water sites have been program aims to improve the productivity and installed to improve water quality in efficiency of water use, while maintaining healthy creeks and streams. rivers (riverbanks and riverbeds), wetlands and groundwater systems.

About the water program targets The water program targets have been written as whole of government targets. This means that the targets are being met not only by Southern Rivers CMA, but by other organisations and other government agencies. Southern Rivers CMA thanks the NSW Government agencies for providing the information on the water sharing IMAGES: plans, waste water and residential consumption (left) Wetlands plants and fauna. of water. (bottom left) Brown Mountain Creek, South Coast, NSW.

TABLE 15a - WATER PROGRAM (continued overleaf)

Catchment Action Plan targets Achievements

Water management target W1: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Water sharing 2004-12 2012-13 By 2008, 80 per cent of surface water sources and priority groundwater sources of the Southern Rivers region will be managed according to a water sharing/management plan.

During 2011-12, preparation of draft water sharing plans for unregulated water sources in the Clyde, Deua and Tuross catchments recommenced. The South Coast working group met in November 2011 to discuss specific water sharing issues and to develop options for the regional panel to consider. The South Coast regional panel met twice (November 2011 and May 2012) to discuss issues and make recommendations regarding the water sharing plans. In developing the draft plans, the NSW Office of Water (NOW) has met with the Araluen Community Water Users’ Group, officers from Eurobodalla Shire Council, and irrigators from the Tuross Valley. The draft water sharing plans are scheduled to be publicly exhibited in late 2012. During 2011-12, NOW, Southern Rivers CMA and NSW DPI worked with water users to implement the Far South Coast water sharing plans (Murrah, Bega and Towamba). Specific issues that were addressed include the rostering of water along the Bemboka and Bega Rivers, and the implementation of an accreditation scheme which permits greater access to water for those landholders who meet certain requirements regarding the management of land and water resources.

Water management target W2: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Water quality 2004-12 2012-13 W2: By 2016 the quality of priority water bodies will be maintained or progressively improved. Rehabilitation and protection works have been carried out in all of the nine main river catchments within Southern Rivers CMA. These works are described in detail below under management targets W5.

Water management target W3: Total Planned 2007-08 2008-09 2009-10 2010-11 Units Management of water supply and wastewater 2004-12 2012-13 W3: By 2016 all water utilities within Southern Rivers CMA area will be managing their water systems consistent with the NSW Government’s Best Practice Management of Water Supply and Sewerage Guidelines approach. Compliance with the NSW Government’s Best Practice Guidelines relates to local water utilities apart from Sydney Water. Data for this target has a delay of 12 months. There are six best practice criteria with four subset 85 85 82 85 - - % criteria. Percentage compliance refers to how many local water utilities comply with each best practice criteria.

Water management target W4: Planned 2007-08 2008-09 2009-10 2010-11 Total Units Water conservation and efficiency 2012-13 W4(a): By 2016 the residential consumption (per capita) of potable water in urban areas will progressively reduce from the 2001-02 benchmark (as per the NSW Water Supply and Sewerage Performance Monitoring Report). There are six local water utilities in Southern Rivers CMA plus the Illawarra which is part of the Sydney Water area. 1. Bega Valley 144 154 165 129 NA - kL/p 2. Bombala 249 266 193 189 NA - kL/p 3. Eurobodalla 119 129 116 109 NA - kL/p 4. Palerang 141 163 187 138 NA - kL/p 5. Shoalhaven 144 152 145 136 NA - kL/p 6. Snowy River 126 156 127 108 NA - kL/p 7. Sydney Water services Illawarra (i.e. data for Illawarra includes Sydney) 182 198 205 197 NA - kL/p Planned 2004-09 2009-10 2010-11 2011-12 Total Units 2012-13 W4(b): Water savings (through adoption of improved water use efficiency and conservation measures) will be progressively improved against the 2005 benchmark, so that by 2016 a 20 per cent improvement in water conservation and use efficiency will be achieved by at least 80 per cent of licensed irrigators within the Southern Rivers catchments.1 OG13.1 Improved irrigation practices (land managers) 83 0 5 4 92 - No. OG13.1 Improved irrigation practices (land effected by change) 4,581 0 22 21.24 4,624 - ha OG13.2 Improved farm water re-use options (land managers) 29 3 3 0 35 - No. ML saved 2,221 39 47 6 2,313 - ML

Water management target W5: Planned 2004-09 2009-10 2010-11 2011-12 Total Units River and wetland protection and rehabilitation 2012-13 W5(a): By 2016 an additional 2,000 hectares of riparian vegetation will be actively managed for improved riverine ecosystem condition. OG2.3 Riparian native vegetation protected by fencing 1,377 263 111 341 2,092 27 ha OG2.31 Streambank enhanced/rehabilitated with riparian vegetation 334 81 30 48 493 32 km OG3.3 Riparian native vegetation enhanced/rehabilitated 981 352 920 1,238 3,491 365 ha OG3.31 Riparian vegetation (length) 218 92 189 191 690 - km OG4.4 Planted to riparian native species 271 99 48 48 466 - ha OG4.41 This vegetation that are locally occurring natives DNC 47 43 48 138 - ha OG4.5 Streambank planted with riparian vegetation 125 25 13 14 177 - km W5(b): By 2016, streambed and bank stability over 150 kilometres of priority watercourse will be rehabilitated and protected through the construction of a minimum of 50 streambed and bank control structures. OG9.1 Treated for soil erosion via engineering works 271 49 2 13 335 - ha TABLE 15b - WATER PROGRAM

Catchment Action Plan targets Achievements

Water management target W4: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Water conservation and efficiency 2004-12 2012-13 W4(a): By 2016 the residential consumption (per capita) of potable water in urban areas will progressively reduce from the 2001-02 benchmark (as per the NSW Water Supply and Sewerage Performance Monitoring Report). There are six local water utilities in Southern Rivers CMA plus the Illawarra which is part of the Sydney Water area. 1. Bega Valley 144 154 165 129 - - kL/p 2. Bombala 249 266 193 189 - - kL/p 3. Eurobodalla 119 129 116 109 - - kL/p 4. Palerang 141 163 187 138 - - kL/p 5. Shoalhaven 144 152 145 136 - - kL/p 6. Snowy River 126 156 127 108 - - kL/p 7. Sydney Water services Illawarra (i.e. data for Illawarra includes Sydney) 182 198 205 197 - - kL/p Total Planned 2004-09 2009-10 2010-11 2011-12 Units 2004-12 2012-13 W4(b): Water savings (through adoption of improved water use efficiency and conservation measures) will be progressively improved against the 2005 benchmark, so that by 2016 a 20 per cent improvement in water conservation and use efficiency will be achieved by at least 80 per cent of licensed irrigators within the Southern Rivers catchments.1 OG13.1 Improved irrigation practices (land managers) 83 0 5 4 92 - No. OG13.1 Improved irrigation practices (land effected by change) 4,581 0 22 21.24 4,624 - ha OG13.2 Improved farm water re-use options (land managers) 29 3 3 0 35 - No. ML saved 2,221 39 47 6 2,313 - ML

Water management target W5: Total Planned 2004-09 2009-10 2010-11 2011-12 Units River and wetland protection and rehabilitation 2004-12 2012-13 W5(a): By 2016 an additional 2,000 hectares of riparian vegetation will be actively managed for improved riverine ecosystem condition. OG2.3 Riparian native vegetation protected by fencing 1,377 263 111 341 2,092 27 ha OG2.31 Streambank enhanced/rehabilitated with riparian vegetation 334 81 30 48 493 32 km OG3.3 Riparian native vegetation enhanced/rehabilitated 981 352 920 1,238 3,491 365 ha OG3.31 Riparian vegetation (length) 218 92 189 191 690 - km OG4.4 Planted to riparian native species 271 99 48 48 466 - ha OG4.41 This vegetation that are locally occurring natives NR 47 43 48 138 - ha OG4.5 Streambank planted with riparian vegetation 125 25 13 14 177 - km W5(b): By 2016, streambed and bank stability over 150 kilometres of priority watercourse will be rehabilitated and protected through the construction of a minimum of 50 streambed and bank control structures. OG9.1 Treated for soil erosion via engineering works 271 49 2 13 335 - ha OG9.1 Sites treated with soil erosion engineering works NR 47 10 14 71 - No. OG9.2 Treated for soil erosion via exclusion fencing 688 145 22 3 858 - ha OG9.3 Acid sulfate soils identified and treated/protected 87 5 - - 92 - ha OG11.1 Streambank stabilised with engineering works 114 25 0.411 4 143.4 0.8 km OG11.11 Streambank stabilisation structures 119 48 4 20 191 - No. OG11.2 Streambed stabilised 77 16 3 3.11 99.11 0.8 km OG11.21 Streambed stabilisation structures 154 104 7 26 291 4 No. OG11.3 Alternative off-stream watering sites installed 481 107 46 48 682 4 No. W5(c): By 2016 in-stream habitat will progressively be improved by appropriate in-stream works, such as re-instatement of large woody debris, sandy riverbed reconfiguration and removal of a minimum of 15 barriers to fish passage in priority reaches. OG11.4 In-stream habitat established/enhanced 85 - - 9.6 94.6 - km Large woody debris replaced 32 60 - - 92 - No. OG11.5 Fish barriers addressed 100 - - - 100 - No. Stream opened up to fish passage 1,783 - - - 1,783 - km Foreshore (estuary/coast) stabilised 5 0.85 - - 5.85 - km W5(d): By 2016 priority actions and works will be implemented to protect and enhance 40 wetlands of national and regional importance identified as priorities. OG2.2 Wetland native vegetation protected by fencing 519 212 22 10.30 763.3 - ha OG3.2 Wetland native vegetation enhanced/rehabilitated 2,324 119 28 21 2,492 - ha W5(e): By 2011, local environmental plans (LEPs) will incorporate minimum vegetated buffer distances to protect waterways from impacts of development.

Eurobodalla, Shellharbour, Palerang and Shoalhaven LEPs were commented on in 2011-12

1 = Between 2004 and 2009 projects contributing to management target W4b were funded. These projects are not currently funded, hence the lower figures in the past three years.N R = Not recorded. DNC = Data not collected. kL/p = Kilolitres per property. On-ground achievements On-ground 50 - Southern Rivers CMA Southern Rivers CMA -

51On-ground achievements

Case studies the Snowy River Rehabilitation Project a process of natural recovery. It will focused on willow and blackberry be a slow journey, but already river Snowy River environmental follow-up work in the Byadbo users are commenting on the massive flow response Wilderness Area and Dalgety uplands. transformation they have witnessed since October 2011, particularly in the Improving river health as a result Initial control and follow-up of lower wilderness reaches. of increased environmental flows, willows and blackberries is essential Snowy River Rehabilitation Project for allowing the natural energy of environmental flows to scour sediment Project insights that had accumulated since 1967. Introduction An initiative such as the Snowy River Informal observations made by Rehabilitation Project requires a The health of the Snowy River was Southern Rivers CMA staff have long-term commitment. The scale of severely impacted in 1967 when works is such that investment must 99% of the mean annual flow was confirmed that in-stream sediment has indeed moved thereby restoring be coordinated over multiple years to captured by Jindabyne Dam. The allow implementation of a staged three essential in-stream habitat. These loss of the river’s natural flow resulted pass control strategy, scheduled within observations have been supported by in significant channel contraction, the constraints of land ownership feedback from kayakers who made the degradation of aquatic habitat and changes, season and topographical most of the opportunity to paddle the extensive colonisation by willows and challenges. blackberries. environmental flow release. Members from the Canberra Canoe Club Following a tripartite government observed that on their first run down Project challenges agreement in 2001, 21% of Jindabyne gorge the water was brown environmental flows were to be Removing willows and blackberries and soupy but that within the week it from the Snowy River has been a long returned to the Snowy River by 2012. was crystal clear. The largest environmental release to and difficult task. Challenges have date occurred in October 2011. This included poor road and track access, 84,000 megalitres spring flushing flow Project results remote area logistics, obtaining approvals from all riparian landholders has kick-started fundamental river Removing over 750 hectares of willows recovery processes. over 186 kilometres has conservatively To prepare the river for increased saved over 6,000 megalitres of water environmental flows, Southern Rivers per annum for the Snowy River. It IMAGE: CMA has undertaken the most has also improved the biodiversity Snowy River. To prepare the river for increased extensive willow and blackberry control values of riparian vegetation, including environmental flows, Southern Rivers CMA program in eastern Australia - over threatened ecological communities and has undertaken the most extensive willow and blackberry control program in eastern Australia 186 kilometres from Jindabyne dam to fauna. Most importantly, it has allowed - over 186 kilometres from Jindabyne dam to the the NSW-Victorian border. In 2011-12, a degraded Snowy River to commence NSW-Victorian border. (many of whom do not live in the visible effect of an unstable riverbed) is Value of the project: $200,000 area), bushfires and extreme climatic predicted to be significantly reduced. ($150,000 cash and $50,000 in-kind.) conditions. All landholders, and the Terragong Drainage Union, are very happy Bega River rehabilitation – Looking ahead with the results. They consider this Bega River Reserve Southern Rivers CMA is committed to be a great partnership that has successfully addressed their fear of to at least another three years of Introduction willow and blackberry follow-up their farms washing away. Southern on the Snowy River trunk stream. Rivers CMA will continue to work The Bega River and a number of Commencing in 2012-13, new control with project partners in the follow-up floodplain etlandsw fringe the township works will extend to tributaries within stage of the project, including fencing, of Bega. The Bega River Reserve is the Snowy catchment, including tree planting, controlling weeds, and the main Council managed public Bombala, Delegate, Collumbooka and monitoring the success of the works. river reserve adjacent to the township. Little Plains Rivers. Over many years it has been a popular recreational area for local residents, Project insights passers-by and tourists. Partners Good experience was gained for the Following the March 2011 floods and Riparian landholders and NPWS. Southern Rivers CMA Rivers team limited maintenance, the reserve was in in managing historical bed erosion a poor state with a rutted road that was Funding resulting from floodplain drainage. commonly used for fast and reckless 2011-12 NSW Government (Catchment Many other streams on the eastern off-road driving. Grassed areas were Action NSW), NPWS and landholders. seaboard have similar issues. in poor condition and river banks were Practical consideration for fish weedy and overgrown with access 2011-12 $230,000 Value of the project: passage issues was also built into to the river difficult. Popular public this project, with the potential for opinion was that the area felt “unsafe Minnamurra River bed this site to become a showpiece for and unfriendly”. A lack of access to stabilisation others interested in similar issues. the river also reduced community Community engagement skills were appreciation of the natural and further developed by successfully recreational values of this area. Introduction negotiating with local landholders In 2010 Southern Rivers CMA, BVSC, The bed of the Minnamurra River and the Terragong Drainage Union to NSW DPI (Crown Lands) and Bega had become unstable at Terragong produce quality outcomes which were River and Wetlands Landcare Group Swamp, Jamberoo as a result of acceptable to all parties. partnered to commence rehabilitation past agricultural activities, floodplain drainage and channel straightening. of a small area downstream of the main Project challenges This resulted in the banks undercutting river reserve. Following positive public in floods, severe bank erosion, and The most significant challenge was feedback, project partners commenced the loss of valuable farm land. Cattle working with community expectation. rehabilitation of the main reserve in 2011 access into the main channel also Many Drainage Union members with the aim of enhancing the riparian resulted in bank erosion. and landholders were previously condition and community value for unfamiliar with Southern Rivers CMA’s the Bega River whilst simultaneously Works were done in the upstream interpretation and solutions to the improving recreational use. section of Terragong Swamp about 15 problem of bed erosion. Conservation years ago, but no funding was available The project included decreasing the works impact on adjoining farmers until now to continue downstream as extent of the road, installing bollards to some degree, and the process was far as was necessary. to define access, construction of a handled respectfully, with all partners new picnic area and development of Southern Rivers CMA in partnership listening before putting their opinions a walking track to the rivers edge. with local landholders and the forward. Partners remained flexible Bush regeneration activities were also Terragong Drainage Union developed to each others’ needs and a very undertaken along river banks and a plan to deal with the cause of this productive partnership was formed. floodplain areas to reduce weeds, issue. Three large rock ramp structures Construction difficulty due to rainy minimise ongoing maintenance and with integral fishways, and two bank weather, and very soft ground in improve riparian vegetation condition. revetment structures, were designed the work site were also constant On-ground works were implemented and installed by Southern Rivers CMA challenges and caused many delays. by a number of local contractors and in the main channel of the Minnamurra community volunteers with assistance River. These structures act in concert from staff across all agencies involved with the upstream works to slow Looking ahead in the project. floodwaters. They stop bed erosion There is a small works component and also aid in retaining channel remaining - some fencing and ongoing sediments left behind after floods. Project results tree planting. Maintenance works are built Other works, by landholders has into the landholder agreements, including Community feedback as a result of the included fencing of cattle from the weed control and site monitoring. project has been extremely positive. entire waterway, and some replanting Key results have included engagement and weed control. Terragong Drainage Partners of the local Landcare group and a Union contributed significant project number of short-term volunteers in Terragong Drainage Union Inc., funding directly to the river works. revegetation and maintenance works. Jamberoo and eight local landholders On-ground works have resulted in with river frontage to works areas. 1.5 hectares of weed control/riparian Project results enhancement over 200 metres of The rock works have been tested by Funding stream length. Recreational outcomes numerous high flows, and have proven NSW Government (Catchment Action include picnic areas, defined vehicle able to withstand floods, as they were NSW) and Terragong Drainage Union access, construction of a bike path designed. It will be a number of years Inc. An estimated $50,000 in-kind and a walking path to the river. A sign until the full results of the project contribution by landholders over the has also been erected and two media are realised, when bank erosion (the next 10 years. articles were released in the local On-ground achievements On-ground 52 - Southern Rivers CMA Southern Rivers CMA -

53On-ground achievements paper to inform the community of rehabilitation works.

Project challenges The most significant challenges were associated with coordination of various agencies during project development and dealing with vandalism whilst works were underway.

Looking ahead Funding has recently been secured by the Bega River and Wetlands Landcare Group through the NSW Government’s Environmental Trust Bush Regeneration Fund to complete rehabilitation of the remaining area of this reserve. This work will commence in the 2012-13 financial year.

Partners BVSC, NSW DPI (Crown Lands) and Bega River and Wetlands Landcare Group.

Funding NSW Government (Catchment Action NSW), BVSC’s Environmental Levy and NSW DPI (Crown Lands’ Weeds Fund).

Value of the project: A total of $66,500 cash and $61,500 in-kind. IMAGES: (above) A rock ramp structure installed in the Minnamurra River helps to slow water flows and prevent erosion. (below) Local residents Noel Whittem and Mali Jones-Whittem with their dog Zebbie enjoy the upgraded environment created at the Bega River Reserve. Coastal and marine program

3.5 Catchment target: By 2016 the condition of coasts, estuaries and the marine environment is maintained or improved through active management, best management practice and strategic research.

Figure 14 - Progress against CAP targets Performance against CAP targets as at 30 June 2012. To more accurately report on progress towards achieving the targets in the CAP, Southern Rivers CMA has collated the achievements from the 2004- 09 years and has also presented information for the Below target past three years. 20% Planned targets have been presented from the Annual Implementation Program for 2012-13. Not all outputs have planned targets. Two new databases have been used to collect and Target on track store project information since the 2010-11 year. Over 80% time some of the methodologies for collecting this data have changed.

Target exceeded Target met

Target on track Below target

This figure represents six years of progress towards implementation of Southern Rivers CMA’s 10 year CAP targets. On-ground achievements On-ground 54 - Southern Rivers CMA Southern Rivers CMA -

55On-ground achievements

he Southern Rivers CMA region covers 40% of the NSW coastline and 102 diverse Testuary systems including drowned river Coastal valleys, barrier rivers and lakes and intermittently open creeks and lagoons. The region takes in and marine 2,972 square kilometres of ocean within three nautical miles of the coast, 33% of which is program protected in marine parks. The coastal and marine program aims to promote awareness 2011-12 Highlights of how coastal and marine resources are used and to develop partnerships with industries and During the financial year actions were recreational uses to address issues of concern. implemented on 19 estuary management The coastal and marine program is supported plans that will lead to better water quality by the Coastal and Marine Working Group. and land management surrounding estuaries. This group provides Southern Rivers CMA with expert advice relating to research, program EMSs are continuing to be developed with development and funding opportunities, as the Shoalhaven/Crookhaven and Tuross River well as being a creative forum for discussion and Wagonga Inlet oyster farmers. Actions of coastal and marine ideas. It includes are being implemented from the Clyde representatives from Southern Rivers CMA, River and Pambula, Wapengo, Wonboyn and NSW Government, Southern Councils Group, Merimbula Lakes EMSs. The implementation Coastcare, Oceanwatch Australia and Eden of these management systems will lead to a Marine Discovery Centre and representatives more sustainable aquatic resource. from six local government areas. Furthermore, through ongoing consultation with industry and local government, input is received from the oyster industry and local government estuary management committees.

IMAGES: (left) Fishermans Beach, Twofold Bay, NSW. (bottom left) Soldier crabs, Merimbula Estuary.

TABLE 16a - COASTAL AND MARINE program (continued overleaf)

Catchment Action Plan targets Achievements

Coastal and marine management target CM1: Total Planned 2004-09 2009-10 2010-11 2011-12 Units Protecting and rehabilitating the coastline 2004-12 2012-13 By 2016 the condition of coastlines will be maintained or improved through the development and implementation of NRM plans. OG2.1 Coastal vegetation protected by fencing 583 10 - - 593 - ha OG3.1 Coastal native vegetation enhanced/rehabilitated 9,033 795 846 63 10,737 750 ha OG4.2 Planted to coastal native species 112 27 15 5 159 - ha Coastal and marine management target CM2: Protecting and rehabilitating estuaries By 2016, the condition of estuaries will be maintained or improved through development and implementation of NRM plans (including estuary management plans). Significant funding has been allocated to implementing estuary management plans by grants OEH. These estuary management plans have been listed below along with the Estuary Management Plans which have been funded by Southern Rivers CMA grants.

Estuary Management Plans (2011-12) • Bega River Estuary Management Plan • Pambula Estuary Processes Study • Burrill Lake Estuary Management Plan • Shoalhaven River Estuary Management Plan • Clyde River Estuary Management Plan • St Georges Basin Estuary Management Plan • Lake Conjola Estuary Management Plan • Swan Lake Estuary Management Plan • Lake Curalo Estuary Management Plan • Tabourie Estuary Management Plan • Lake Illawarra Estuary Management Plan • Tuross River Estuary and Coila Lake Management Plan • Lake Wollumboolla Estuary Management Plan • Wagonga Inlet Estuary Management Study and Plan – • Merimbula Estuary Management Plan review 2010 • Moruya/Deua Estuary Management Study and Plan • Wallaga lake Estuary Management Plan • Narawallee Estuary Management Plan • Wonboyn Estuary Management Plan

NRM Plans (2011-12) • Reserve Plan of Management 2003 • NPWS Draft Clyde River National Park Plan of Management • Bass Point Reserve Weed management Strategy 2000 • Panboola Plan of Management • Batemans Bay Marine Park Operational Plan • Perkins Beach Dune system Vegetation Management • Best Practice Management Guidelines for the Management of Beach Plan 2006 Nesting Birds NSW 2008 • Puckeys Estate Bushland Management Plan 2003 • Conservation Management Plan, Puckeys Bushcare 2001 • Seven Mile Beach Bush Regeneration Plan • Currarong Natural Resources Management Strategy • Shoalhaven City Council Foreshore Reserve Policy • Draft Greater Metropolitan Region Water Sharing Plan • Shoalhaven City Council Community Land Generic Plan of • Draft Recovery Plan for Hooded Plovers Management • Eurobodalla National Park Plan of Management • South Coast Regional Bitou Bush and Boneseed Regional Management Plan (2007-12) • Illawarra Regional Biodiversity Strategy 2010 • South Coast Regional Bitou Bush Strategy 2002 • Jervis Bay Regional Environmental Plan • Southern Foreshore Reserve Narrawallee Management • Killalea State park plan of management 1998 Strategy • Lantana Regional Weed Management Plan 2005-10 • Towradgi Creek Landscape Masterplan 2005 • Little Tern Recovery Plan • Waterbird Sanctuary Plan of Management • Long Beach Foreshore and Wetlands Reserve Plan of Management • Werri Beach Community Land Plan of Management 2000 • NPWS Comerong Island Nature Reserve Plan of Management 1998

Coastal and marine management target CM3: Sustainable management of aquatic/marine resources By 2016, best management practices will be developed and adopted by aquatic/marine industries. 2008-09 and 2009-10 Best management plan actions were implemented with the oyster industry in the Clyde River, Tuross Estuary, Wagonga Inlet, Wapengo Lake, Pambula Estuary and Shoalhaven Estuary. These actions were informed by discussions with industry and the NSW Oyster Industry Sustainable Aquaculture Strategy. Activities included the removal of derelict infrastructure from the Clyde River Estuary. This is a partnership project conducted with local oyster farmers, the Batemans Local Aboriginal Lands Council and NSW Government.

2010-11 EMSs are being developed with the Shoalhaven/Crookhaven River, Tuross River and Wagonga Inlet oyster farmers. Actions are being implementation from the Clyde River and Pambula, Wapengo, Wonboyn and Merimbula Lakes EMSs. The implementation of these management systems will lead to a more sustainable aquatic resource. Oyster farmers in several estuaries have also developed working partnerships with other primary producers, assisting with projects such as revegetation of the riparian zone on dairy farms in the Tuross River estuary.

2011-12 The Southern Producers Achieving Together (SPAT) project was managed during the 2011-12 year. This project implemented high priority actions emerging from oyster industry EMSs that will deliver the greatest possible environmental improvements for oyster-producing estuaries and their catchments and develop EMSs for three more estuaries in the region. The project will also include on-ground works such as restricting stock access to waterways and revegetating riparian areas, which are proven effective measures for: reducing sediments, nutrients and faecal contamination in waterways; improving estuarine water quality and habitat, on which the oyster industry depends; and enhancing riparian zones that serve as critical biodiversity corridors in the largely agricultural landscape of oyster-producing catchments. EMSs are continuing to be developed with the Shoalhaven/Crookhaven River, Tuross River and Wagonga Inlet oyster farmers. Actions are being implemented from the Clyde River and Pambula, Wapengo, Wonboyn and Merimbula Lakes EMSs. The implementation of these management systems will lead to a more sustainable aquatic resource.

Coastal and marine management target CM4: Protecting aquatic marine biodiversity By 2016 active management will protect or improve key aquatic habitat areas (including for listed threatened/endangered species and ecological communities) in partnership with relevant authorities and user groups. 2008-09 The Protecting our Migratory Shorebirds and Seabirds project consolidated and built on knowledge of populations through biodiversity surveys and threat assessments of critical coastal habitats including eight offshore islands and coastal wetlands in seven estuaries. These actions were implemented from plans such as the Wildlife Conservation Plan for Migratory Shorebirds, Little Tern Recovery Plan and Hooded Plover Draft Recovery Plan. Pacific oyster control work was undertaken in the Clyde River, Wagonga Inlet and Pambula Lake at identified hotspots following the discovery of outbreaks in these three estuaries. A combined control approach was taken which included local oyster farmers, volunteers and agencies, in addition to follow-up work by Local Aboriginal Lands Councils. A cross regional and strategic approach was applied to establish a NSW containment line for Sea Spurge.

2009-10 The protecting our migratory shorebirds and seabirds project continued to be implemented into the 2009-10 financial year and was completed in March 2010. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from the previous year.

2010-11 A predator control project aimed at protecting threatened shorebird nesting sites in the Shoalhaven was implemented. This project, run by Shoalhaven City Council recruited, trained and mobilised landowners and volunteers into an effective community-based effort to protect threatened nesting shorebirds at priority sites in the Shoalhaven. Various proven, as well as some experimental predator protection techniques, were deployed, depending on their suitability for the situation. European green shore crab control and monitoring impacts on the oyster industry continued through the collaborative project. Developing guidelines to minimise crab impacts on stock losses through appropriate farming practices was also commenced. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from previous years. NSW Underwater Volunteers Project was undertaken, involving training and development of best practice guidelines for groups. A new underwater group was formed on the Far South Coast, and marine debris clean-up was completed in Twofold Bay by the new group.

2011-12 Twenty-one CMA Environmental Improvement Grants were awarded to oyster growers to upgrade to more environmentally-friendly oyster growing infrastructure. The health of aquatic habitats and seagrass will be improved as a result of these projects. Case studies Clean and healthy waterways are of a series of community education a key component of Bega Valley projects. This was in response to Love Our Lakes stormwater Shire’s “natural advantage” over other oyster farmers flagging pollution from awareness and local business destinations. This natural advantage townships and industry as being a is important for both existing stormwater impacts audit priority for improving the sustainability businesses and for providing further program of the oyster industry. economic opportunity in attracting new enterprise, which would like to Introduction capitalise on the Shire’s natural values. Project results There are 30 estuaries within the Love Our Lakes is the umbrella program A Love Our Lakes Project Officer was Bega Valley Shire, representing for various estuary focused initiatives engaged to work with local schools, one-sixth of the State’s estuaries. and campaigns that will be progressed organisations and businesses to raise The Love Our Lakes program aims in coming years: including encouraging awareness of stormwater impacts. to highlight and protect the things community and industry participation During the past year, program that the community loves about in conservation, rehabilitation and achievements include: local estuaries. This includes the education initiatives. The initial focus sustainable management of estuaries, of the program was to highlight the • presentations to over 850 students and promotion of their economic, impact stormwater has on estuaries and and their teachers at five local social and environmental values. the development and implementation schools on stormwater impacts

TABLE 16B - COASTAL AND MARINE program (continued overleaf)

Catchment Action Plan targets Achievements

NRM Plans (2011-12) • Reserve Plan of Management 2003 • NPWS Draft Clyde River National Park Plan of Management • Bass Point Reserve Weed Management Strategy 2000 • Panboola Plan of Management • Batemans Bay Marine Park Operational Plan • Perkins Beach Dune system Vegetation Management • Best Practice Management Guidelines for the Management of Beach Plan 2006 Nesting Birds NSW 2008 • Puckeys Estate Bushland Management Plan 2003 • Conservation Management Plan, Puckeys Bushcare 2001 • Seven Mile Beach Bush Regeneration Plan • Currarong Natural Resources Management Strategy • Shoalhaven City Council Foreshore Reserve Policy • Draft Greater Metropolitan Region Water Sharing Plan • Shoalhaven City Council Community Land Generic Plan of • Draft Recovery Plan for Hooded Plovers Management • Eurobodalla National Park Plan of Management • South Coast Regional Bitou Bush and Boneseed Regional Management Plan (2007-12) • Illawarra Regional Biodiversity Strategy 2010 • South Coast Regional Bitou Bush Strategy 2002 • Jervis Bay Regional Environmental Plan • Southern Foreshore Reserve Narrawallee Management • Killalea State park plan of management 1998 Strategy • Lantana Regional Weed Management Plan 2005-10 • Towradgi Creek Landscape Masterplan 2005 • Little Tern Recovery Plan • Waterbird Sanctuary Plan of Management • Long Beach Foreshore and Wetlands Reserve Plan of Management • Werri Beach Community Land Plan of Management 2000 • NPWS Comerong Island Nature Reserve Plan of Management 1998

Coastal and marine management target CM3: Sustainable management of aquatic/marine resources By 2016, best management practices will be developed and adopted by aquatic/marine industries. 2008-09 and 2009-10 Best management plan actions were implemented with the oyster industry in the Clyde River, Tuross Estuary, Wagonga Inlet, Wapengo Lake, Pambula Estuary and Shoalhaven Estuary. These actions were informed by discussions with industry and the NSW Oyster Industry Sustainable Aquaculture Strategy. Activities included the removal of derelict infrastructure from the Clyde River Estuary. This is a partnership project conducted with local oyster farmers, the Batemans Local Aboriginal Lands Council and NSW Government.

2010-11 EMSs are being developed with the Shoalhaven/Crookhaven River, Tuross River and Wagonga Inlet oyster farmers. Actions are being implementation from the Clyde River and Pambula, Wapengo, Wonboyn and Merimbula Lakes EMSs. The implementation of these management systems will lead to a more sustainable aquatic resource. Oyster farmers in several estuaries have also developed working partnerships with other primary producers, assisting with projects such as revegetation of the riparian zone on dairy farms in the Tuross River estuary.

2011-12 The Southern Producers Achieving Together (SPAT) project was managed during the 2011-12 year. This project implemented high priority actions emerging from oyster industry EMSs that will deliver the greatest possible environmental improvements for oyster-producing estuaries and their catchments and develop EMSs for three more estuaries in the region. The project will also include on-ground works such as restricting stock access to waterways and revegetating riparian areas, which are proven effective measures for: reducing sediments, nutrients and faecal contamination in waterways; improving estuarine water quality and habitat, on which the oyster industry depends; and enhancing riparian zones that serve as critical biodiversity corridors in the largely agricultural landscape of oyster-producing catchments. EMSs are continuing to be developed with the Shoalhaven/Crookhaven River, Tuross River and Wagonga Inlet oyster farmers. Actions are being implemented from the Clyde River and Pambula, Wapengo, Wonboyn and Merimbula Lakes EMSs. The implementation of these management systems will lead to a more sustainable aquatic resource. On-ground achievements On-ground 56 - Southern Rivers CMA Coastal and marine management target CM4: Protecting aquatic marine biodiversity By 2016 active management will protect or improve key aquatic habitat areas (including for listed threatened/endangered species and ecological communities) in partnership with relevant authorities and user groups. 2008-09 The Protecting our Migratory Shorebirds and Seabirds project consolidated and built on knowledge of populations through biodiversity surveys and threat assessments of critical coastal habitats including eight offshore islands and coastal wetlands in seven estuaries. These actions were implemented from plans such as the Wildlife Conservation Plan for Migratory Shorebirds, Little Tern Recovery Plan and Hooded Plover Draft Recovery Plan. Pacific oyster control work was undertaken in the Clyde River, Wagonga Inlet and Pambula Lake at identified hotspots following the discovery of outbreaks in these three estuaries. A combined control approach was taken which included local oyster farmers, volunteers and agencies, in addition to follow-up work by Local Aboriginal Lands Councils. A cross regional and strategic approach was applied to establish a NSW containment line for Sea Spurge.

2009-10 The protecting our migratory shorebirds and seabirds project continued to be implemented into the 2009-10 financial year and was completed in March 2010. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from the previous year.

2010-11 A predator control project aimed at protecting threatened shorebird nesting sites in the Shoalhaven was implemented. This project, run by Shoalhaven City Council recruited, trained and mobilised landowners and volunteers into an effective community-based effort to protect threatened nesting shorebirds at priority sites in the Shoalhaven. Various proven, as well as some experimental predator protection techniques, were deployed, depending on their suitability for the situation. European green shore crab control and monitoring impacts on the oyster industry continued through the collaborative project. Developing guidelines to minimise crab impacts on stock losses through appropriate farming practices was also commenced. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from previous years. NSW Underwater Volunteers Project was undertaken, involving training and development of best practice guidelines for groups. A new underwater group was formed on the Far South Coast, and marine debris clean-up was completed in Twofold Bay by the new group.

2011-12 Twenty-one CMA Environmental Improvement Grants were awarded to oyster growers to upgrade to more environmentally-friendly oyster growing infrastructure. The health of aquatic habitats and seagrass will be improved as a result of these projects. Southern Rivers CMA -

57On-ground achievements

IMAGE: (above) Love Our Lakes Project Officer Brett Weingarth and Eden LALC members Ethan Aldridge, Dennis Cruse and Lee Cruse (front) with their haul from a marine debris clean-up. (right) Merimbula oyster farmer John McKay, with local primary school students, discusses the importance of healthy water for healthy oysters.

• development of the Love Our tourism and business community will Eden marine debris clean-up Lakes logo and brand, building be central to the success of the Love project (Eden LALC crew) on the Love the River campaign Our Lakes program. conducted by Southern Rivers CMA in the Shoalhaven region Introduction Looking ahead • development of a self audit The coastline is considered to be checklist and certification process The Love Our Lakes program is set to the “jewel in the crown” of the Bega for local businesses to assess their be expanded throughout Bega Valley Valley Shire, which forms part of potential impacts on lakes Shire, commencing with expansion of Australia’s Coastal Wilderness (one the business audit program to other • construction of a working three- of Australia’s 16 iconic national townships beyond Merimbula and dimensional model of the Pambula landscapes). Although relatively Pambula. Completion of the catchment and Merimbula catchments undeveloped, with 70% of the coastline model will also provide an opportunity protected by national parks, factors • promotion of the project launch for students to learn about the dynamic such as urbanisation, industry and and oyster shucking event via print nature of coastal catchments. Through use of waterways by commercial and and broadcast media this activity, Love Our Lakes will recreational fishers contributes to • completion of the Eden marine continue to enhance partnerships with marine debris accumulating in bays debris clean-up event community, agencies and businesses. and on beaches. • development of the Love Our Lakes To help protect this Coastal website Partners Wilderness, a marine debris clean- BVSC, Bega Coast Oyster Group, • development of signage, including up was organised for the Eden area, Bega LALC, Bournda Environmental educational signs for lake focusing on remote and relatively Education Centre, Eden LALC, foreshores and a competition inaccessible sites on this rugged local fishing clubs, local businesses, conducted in local schools to and wild coastline. Southern Rivers Merimbula oyster farmers, Merimbula design street signage CMA, in collaboration with NSW DPI Imlay Historical Society, NSW DPI • presentations to local fishing clubs (Fisheries NSW), BVSC, Sapphire Coast (Fisheries NSW), OEH, NPWS, Pambula Marine Discovery Centre and the Love • collaboration and partnership oyster farmers, Pambula Wetlands and Our Lakes Project Officer, mapped out formation with numerous agencies Heritage Committee Inc., Sapphire the debris hotspots from Twofold Bay and stakeholders. Coast Tourism, Sapphire Coast Marine to Disaster Bay. This included a boat Discovery Centre and South Coast tour of the area combined with the Project challenges Birdwatchers Inc. extensive local knowledge of NSW DPI The need to influence ttitudinala (Fisheries NSW) staff. change in the community in relation to Funding stormwater is a challenging aspect of Australian Government, NSW Project results the project, particularly with seasonal Government, BVSC and Oceanwatch tourism influxes and the impacts Australia. The Love Our Lakes Project Officer on local resources. Continuing to and a work crew from Eden LALC then strengthen partnerships with the Value of the Project: $50,000 conducted a week-long marine debris clean-up, targeting the hotspot areas. lowered expected debris loads in some Partners All areas accessible by land were of the locations. Eden LALC, NSW DPI (Fisheries NSW), cleaned by the crew with debris being The bulk of the debris was plastic, Love Our Lakes, BVSC and Sapphire removed to a trailer and then skip bin polystyrene foam and rope off-cuts Coast Marine Discovery Centre. for disposal. possibly from fishing net repair. Some Project achievements include: of this rubbish poses an entanglement Funding danger to marine animals, as it can NSW Government and Australian • removed of over 4 cubic metres of be ingested. It can persist in the Government’s Caring for our Country marine debris from the coastline environment for many decades. initiative (through Northern Rivers CMA). • catalogued 15 bays, beaches or points cleared of marine debris, Project challenges Value of the Project: $5,000 with type and amount of debris Challenges included determining • engaged local Koori work crew debris hotspots, negotiating the terrain SPATS - Southern Producers which contributed to one of the and removing the debris from steep Achieving Together aims of the Eden Land and Sea and remote locations. Country Plan Introduction • shared project results with a local Looking ahead fishing group, with strong support The future of the oyster industry shown for the work. Marine debris by its very nature can depends on healthy estuaries and move on tides and currents. Follow-up sustainable use and management of Project insights events should be conducted at different surrounding natural resources. times of the year e.g. following a storm Southern Rivers CMA has teamed with The Koori work crew members were event. Funding will be essential to OceanWatch Australia to assist oyster invaluable not only in the debris enable this work to continue on a regular growers on the NSW South Coast removal but also their knowledge basis. Strong support for a future to improve management practices of the best way to access sites, community marine debris clean-up and the health of the twelve oyster and knowledge of additional debris event has also been shown. While still producing estuaries. accumulation sites. High tides and under development, this event is set to large swells prior to the debris clean- involve local organisations, agencies, Five existing industry EMSs for the up may have swept many areas and schools, fishers and aquaculture farmers. Clyde River and Wapengo, Merimbula,

TABLE 16C - COASTAL AND MARINE program

Catchment Action Plan targets Achievements

Coastal and marine management target CM4: Protecting aquatic marine biodiversity By 2016 active management will protect or improve key aquatic habitat areas (including for listed threatened/endangered species and ecological communities) in partnership with relevant authorities and user groups. 2008-09 The Protecting our Migratory Shorebirds and Seabirds project consolidated and built on knowledge of populations through biodiversity surveys and threat assessments of critical coastal habitats including eight offshore islands and coastal wetlands in seven estuaries. These actions were implemented from plans such as the Wildlife Conservation Plan for Migratory Shorebirds, Little Tern Recovery Plan and Hooded Plover Draft Recovery Plan. Pacific oyster control work was undertaken in the Clyde River, Wagonga Inlet and Pambula Lake at identified hotspots following the discovery of outbreaks in these three estuaries. A combined control approach was taken which included local oyster farmers, volunteers and agencies, in addition to follow-up work by LALCs. A cross regional and strategic approach was applied to establish a NSW containment line for Sea Spurge.

2009-10 The protecting our migratory shorebirds and seabirds project continued to be implemented into the 2009-10 financial year and was completed in March 2010. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from the previous year.

2010-11 A predator control project aimed at protecting threatened shorebird nesting sites in the Shoalhaven was implemented. This project, run by Shoalhaven City Council recruited, trained and mobilised landowners and volunteers into an effective community-based effort to protect threatened nesting shorebirds at priority sites in the Shoalhaven. Various proven, as well as some experimental predator protection techniques, were deployed, depending on their suitability for the situation. European green shore crab control and monitoring impacts on the oyster industry continued through the collaborative project. Developing guidelines to minimise crab impacts on stock losses through appropriate farming practices was also commenced. Pacific oyster control work continued in identified hotspots in the Clyde River, Wagonga Inlet and Pambula Lake using the combined partnership approach proven from previous years. NSW Underwater Volunteers Project was undertaken, involving training and development of best practice guidelines for groups. A new underwater group was formed on the Far South Coast, and marine debris clean-up was completed in Twofold Bay by the new group.

2011-12 Twenty-one CMA Environmental Improvement Grants were awarded to oyster growers to upgrade to more environmentally-friendly oyster growing infrastructure. The health of aquatic habitats and seagrass will be improved as a result of these projects.

DNC = Data not cumulative. NR = Not recorded MC = Methodology changed On-ground achievements On-ground 58 - Southern Rivers CMA Southern Rivers CMA -

59On-ground achievements

Pambula and Wonboyn Lakes are and better for the estuaries, as they Partners being reviewed, while new EMSs are promote seagrass recovery. South Coast oyster industry, being developed for the Shoalhaven, Oceanwatch Australia, University of A further $101,000 is being allocated Tuross and Wagonga estuaries. Wollongong and NSW DPI (Fisheries to projects that help protect wetland The EMS process considers internal NSW). and riverbank vegetation, keep cattle issues on oyster farms and wider and sediment out of waterways, and environmental issues in the catchment Funding raise community awareness on the that could impact on the estuary and NSW Government and Australian oyster production. Guided by local importance of maintaining healthy Government’s Caring for our Country oyster farmers, the EMS provides a list waterways and estuaries. These works initiative. of actions to respond to these issues will not only improve water quality and and improve the health of the estuaries. sustainable aquaculture productivity, Value of the Project: $680,000 they will also enhance native (Southern Rivers CMA projects) and $450,000 (Oceanwatch Australia Project results vegetation and increase biodiversity conservation. project). In November 2011, through their commitment to the EMS, 23 South Coast growers received over $180,000 Looking ahead in grants to remove old tar-coated and The success of the SPAT project led treated timber growing equipment. to Southern Rivers CMA securing Old toxic materials that can leach into a further $440,000 through the the water and harm the environment Australian Government’s Caring for our are being removed from more than 50 Country initiative in September 2011. hectares of lease area and replaced The funding will be used to employ with more environmentally friendly IMAGE: oyster industry extension officers products such as recycled plastic. (below) Shoalhaven oyster growers discuss their and assist growers to continue to new EMS; Robert Mank, Leon Riepsamen, The projects also help many farmers Chris Munn, Lyn and Rob Desoto, Anthony Munn, change from old growing trays to implement their EMSs to improve the Garry Collison and Marc Newnham with Andy health of the estuary and increase Myers and Simon Rowe from Oceanwatch Australia plastic floating baskets, which are and Adam Gietzelt from Southern Rivers CMA. more efficient for their business business viability. (Courtesy of Adam Wright, South Coast Register). NATIVE VEGETATION NSW CMA’s have responsibility for administering the NV Act. 3.6

Native vegetation staff Development of new LEPs across Native the Southern Rivers region has Southern Rivers CMA staffing levels continued in 2011-12. Southern Rivers vegetation dedicated to administration of the NV CMA has provided detailed input and SW CMA’s have responsibility for Act decreased to 3.5 full time employees recommendations on native vegetation Nadministering the NV Act which during 2011-12 (from 4.4 full time staff). protection within many of these new came into effect on 1 December 2005. Recruitment of an additional full time LEPs. LEPS have great potential to staff member has commenced. tailor protection of high conservation value native vegetation to the local The NV Act sets a framework for: When the NV Act was initially context in a way that is beyond the • ending broadscale clearing introduced in 2005, Southern Rivers scope of the state-wide NV Act. unless it improves or maintains CMA encouraged a majority of staff to environmental outcomes undertake basic training, as the ongoing Some councils have continued to • encouraging revegetation and level of demand for PVP assessments encourage or require particular landholders to obtain a conservation rehabilitation of land with native was unclear. The need to shift staff PVP from Southern Rivers CMA to vegetation from basic training to full accreditation has remained low as development of protect areas of significant vegetation • reward farmers for good land as a condition of consent for PVPs has proven to be specialised work, management. development applications. most effectively done by a small team Under the system Southern Rivers of staff. Initial demand for incentive CMA is responsible for: PVPs has also been low. Within the Native vegetation Southern Rivers CMA region the regulation review • providing technical advice and option has remained for landholders to assistance to local landholders to sign management agreements rather Southern Rivers CMA has invested prepare voluntary PVPs than PVPs to protect areas of native considerable resources into the review • allocating incentive funding for vegetation. This is expected to continue. of the Native Vegetation Regulation improving management of native and the Environmental Outcomes vegetation Assessment Methodology that guides Working with local the assessment of clearing applications. • using discretion and professional government Consultations with landowners and judgement when assessing clearing managers regarding their issues and proposals In 2011-12 Southern Rivers CMA concerns were undertaken in Cooma • developing and implementing a continued to invest substantial staff in 2011 and in Cooma, Bega, Narooma CAP that identifies priorities for resources into working with local and Kiama in 2012. The issues raised investment in natural resource councils. Key issues have been were provided directly to government assets such as native vegetation development requiring clearing for consideration and landowners and consent under the NV Act and land managers were encouraged to make • establishing local policies for use planning issues relating to native independent submissions to the Review. delivering long-term environmental vegetation. The need for NV Act Key areas of concern for Southern benefits consent for certain local government Rivers CMA have been the need for • monitoring the progress of PVPs infrastructure and clearing activities reforms to reduce dual consent, protect and the CAP. has presented particular challenges. high conservation value vegetation and On-ground achievements On-ground 60 - Southern Rivers CMA Southern Rivers CMA -

61On-ground achievements the development of more appropriate TABLE 17 - Native vegetation statistics clearing assessment for grasslands in grazing landscapes. This work will Native vegetation 30 June 30 June 30 June continue in 2012-13. 2010 2011 2012 Enquiries 124 254 205

Biobanking Site visits 65 134 159

The profile of the NSW Government’s Clearing PVPs approved 3 11 2 new Biodiversity Banking and Offsets Incentive PVPs approved 13 1 1 Scheme (or biobanking) is building momentum. Southern Rivers CMA Conservation PVPs approved 2 3 1 staff are keeping up-to-date with Hectares protected 2,857 754 9 developments in biobanking by Hectares protected in perpetuity 31.25 15.57 9 attending workshops and forums. Southern Rivers CMA currently has two Clearing consent (hectares) 2.9 11.62 1 accredited officers that can undertake Hectares under active management 96.4 125.49 37.5 biobanking assessments of clearing associated with development on urban or rural land. Accredited staff are also able to develop biobanking agreements TABLE 18 - Native vegetation staFF for landholders who wish to obtain 30 June 30 June 30 June biodiversity credits that they may sell Staff 2010 2011 2012 to developers who wish to offset loss of native vegetation, or to conservation Staff trained (basic) 24 24 24 groups, philanthropists and government Accredited consent staff 4 5 4 departments interested in conserving biodiversity in perpetuity. Accredited incentive staff 2 2 2 Staff undergoing expert buddy training 2 0 0

Accredited experts 2 2 1

IMAGE: (above left) Native vegetation. Snowy Monaro, NSW. (left) Native vegetation, Ettrema Creek, NSW. (below left) Beach spinifex, female flower (Spinifex sericeus). (below) Rainforest, Kangaroo Valley, NSW. THE YEAR AHEAD 2012 -13 Message from Southern Rivers CMA General Manager 3.7

to assess and determine the application and GM effectiveness of the various programs at the Message from our farm scale. t is expected that regional NRM institutional During 2012-13 the CMA will work with partners Iarrangements will undergo improvement and landholders to further link production and change during 2012-13. Implementing land use with NRM and landscape resilience. these improvements once determined, along This will include progressing the linking of with change management, will be major land use planning with NRM planning. The activities for the CMA during 2012-13. application of the Australian Government and NSW Government’s food security plans will be During 2012-13, Southern Rivers CMA will assessed for application and integration with facilitate the preparation of a comprehensive NRM at the regional scale. upgrade of the Southern Rivers CAP. The CAP upgrade will be based on the resilience During the 2012-13 financial year, the NSW systems model, which will include integrated Government will provide Southern Rivers CMA landscape function, with the determination with a recurrent budget of $3.565 million to of natural resource resilient thresholds and fund its core operational activities, including targets. The upgraded CAP will also explore implementing the PVP program, and $2.494 regional socio-economic and community million through the Catchment Action NSW resilience and integrate these systems with program. The Australian Government will biophysical systems. Southern Rivers CMA will provide $3.240 million through its Caring for engage the community and stakeholders in the our Country initiative and $251,000 through development of the upgraded CAP. its Clean Energy Futures program. Other partnership program funding of $2.489 million The NSW Government has determined that the is planned for 2012-13. Southern Rivers CMA, upgraded CAPs will be, whole of government through its various funding partners, will invest and community regional CAPs. A significant $12.251 million in the regional implementation area of work will involve the coordination of NRM activities during 2012-13. When and input of all the NSW NRM agencies in combined with our partners and landholders the Southern Rivers CAP upgrade. Southern in-kind contributions the total regional Rivers CMA will work closely and cooperatively investment through Southern Rivers CMA will with these agencies to develop a whole of be $42.88 million for the year. government CAP and implement joint venture programs and priorities. The Australian Southern Rivers CMA will continue to foster Government will also have input into the and expand partnerships with Aboriginal upgraded CAP. communities and the 12 local governments in the region, to further establish joint ventures The Native Vegetation Regulation 2005 and cooperative NRM delivery and outcomes. is also undergoing a review which will be completed during 2012-13. The review is The CMA will continue to build on its very aimed at reducing red tape and application successful industry partnerships program with complexity and streamlining and simplifying a suite of industry stakeholders, particularly; the assessment and decision making process. Bega Cheese and the Bega dairy farmers, the Southern Highlands and Illawarra Dairy People and partnerships will continue to Industry Group, the oyster and fishing be a Southern Rivers CMA priority for NRM industries, the Monaro Farming System, the delivery. Engaging and equipping people are highlands grazing industry, Landcare and the keys to the successful delivery of long-term landholders across the Southern Rivers region. NRM outcomes. Support for Landcare and other landholder and environment groups will continue to be an important focus for Southern Rivers CMA. The seven DLAs and their 120 active groups contribute significant resources and know-how to the implementation of NRM at the local level. The Landcare community will be actively engaged in NRM on-ground Noel Kesby delivery and the upgrading of the CAP. General Manager Carbon Farming and climate change adaptation measures will progress during 2012-13. The CMA will liaise with landholders On-ground achievements On-ground 62 - Southern Rivers CMA Corporate governance The Southern Rivers CMA Board 4 and management are committed to excellence in corporate governance and to complying with key NSW and Australian Government legislation and policy. of responsibility and lines of • monitored the financial performance 4.1 Corporate accountability to preserve the of Southern Rivers CMA governance distinction between the Southern • completed an administrative audit Rivers CMA Board (strategic) and staff of Braidwood Office. he Southern Rivers CMA Board (operations). Tand management are committed In 2012-13 Southern Rivers CMA will: to excellence in corporate governance and to complying with key NSW and Ethical behaviour • review the CMA’s accounting Australian Government legislation records, financial statements, key Southern Rivers CMA’s ethical and policy. performance indicators, budgets framework is detailed in policies and and financial analysis to assess Southern Rivers CMA’s role in guidelines relating to ethical conduct, whether planning milestones set implementing its statutory functions managing complaints and allegations, by the Southern Rivers CMA Board is monitored and audited by the preventing fraud and corruption, and are met NSW Government, regarding making a protected disclosure under financial management and corporate the Public Interest Disclosures Act • monitor the Southern Rivers CMA governance, and the NRC, for the 1994. The Code of Ethical Conduct processes for compliance with implementation of NRM functions. applies to everyone employed or relevant laws and regulations engaged by the CMA and describes • review significant changes to Internal audit functions are coordinated the ethical framework that should accounting policy and reporting by the Southern Rivers CMA’s Finance guide actions, decisions and behaviour. and Audit Subcommittee. • review and evaluate the adequacy In 2011-12 NSW Trade & Investment and effectiveness of the Southern Southern Rivers CMA’s governance introduced an on-line learning site, Rivers CMA Board’s accounting, objectives are supported by its i-Learn@Trade. One of the compulsory delegation, internal auditing, participation in external committees modules is Code of Conduct. All reporting and other financial that promote coordinated governance Southern Rivers CMA staff are required management systems, and internal and policy development in partnership to complete this module. controls and practices of the Board with the CMA’s host agency and the 13 to minimise fraud and waste. NSW CMAs. As part of CMA’s internal audit program, Southern Rivers CMA Board members key controls were tested in 2011–12 to ensure they were effective in minimising Governance and Risk carry out their roles based on their Subcommittee identified skills. As required by the fraud and corruption. The risk of fraud Catchment Management Authorities and corruption is also reduced through Members of the Governance and Risk Act 2003 and Board practice, Southern the Code of Ethical Conduct. These Subcommittee are Andrew Knowlson Rivers CMA Board members are formally policies guide CMA’s relationships with (Chair), Howard Charles and Iris White. required to disclose any actual or external providers and stakeholders. perceived conflicts of interest. Conflicts Southern Rivers CMA has established Governance and Risk of interest and pecuniary interests two subcommittees to support the Subcommittee meetings and are recorded in Board minutes and/ Board’s governance role. operations or Southern Rivers CMA’s Pecuniary Interests Register prior to the In 2011-12 the subcommittee formally commencement of each Board meeting. met twice: 17 August 2011 and 4.2 Subcommittees 31 May 2012. For Southern Rivers practising good governance means: he Southern Rivers CMA Board implements its statutory functions 2011-12 Governance and Risk • clear definition of roles, T through Board member participation Subcommittee achievements responsibilities, delegations in Board subcommittees and In 2011-12 the Southern Rivers CMA’s and lines of accountability in working groups. implementing strategic objectives Governance and Risk Subcommittee: • systematic monitoring of The Southern Rivers CMA Board has established the following • identified the organisation’s next performance against investor 10 risks targets and goals and strategic subcommittees: • reviewed the Corporate objectives Governance Manual • systematic and active management Finance and Audit of risks Subcommittee • developed the Motor Vehicle Fleet Risk Management Plan • full and timely disclosure of Members of the Finance and Audit • developed a compliance checklist decisions and performance Subcommittee are Michael Muston information to a broad range of to ensure appropriate controls (Chair), Kerry Pfeiffer and Mandi are in place to mitigate risk and stakeholders, including internal Stevenson. stakeholders governance standards are applied. • assurance that staff are behaving Finance and Audit In 2012-13 Southern Rivers CMA will: ethically Subcommittee meetings and • assurance that applicable laws, operations • review the next 10 identified risks regulations and codes are being met In 2011-12 the Finance and Audit • review the Legislation Compliance • assurance that key processes Subcommittee met once: 20 July 2011. Register are operating properly and that • develop a Business Continuity Plan the information used in decision- • implement requirements under the making and to report performance 2011-12 Finance and Audit new Work Health and Safety Act is accurate, timely, available and Subcommittee achievements 2011 relevant. In 2011-12 the Southern Rivers CMA’s • apply to become independent Finance and Audit Subcommittee: Southern Rivers CMA has developed members of the Audit and Risk and adopted a policy for governance • reviewed the annual financial Committees through the NSW and interaction between Board statements 2010-11 prior to the Procurement Prequalification and staff to provide clear areas Board approval Scheme. Corporate governance Corporate 64 - Southern Rivers CMA Southern Rivers CMA -

65Corporate governance

4.3 Risk 2011-12 risk management Images: actions (above left) Red Kennedy pea. (above right) Fishermans Beach, Twofold Bay, NSW. management During 2011–12, Southern Rivers CMA concentrated on promoting its outhern Rivers CMA has Sdeveloped a risk management investment in risk management by: plan to identify risks that could affect • reviewing and updating the Risk the implementation of the CAP and Management Policy 4.4 Southern has developed procedures to reduce • developing a Legislative Rivers CMA Board these risks. This risk management Compliance Register plan draws on information from a • conducting internal audits as per performance detailed risk assessment and the the CMA’s Internal Audit Plan CMA Finance Policy Manual (June assessment • operating the Governance and Risk 2009). This framework is continually Management Subcommittee as set he Southern Rivers CMA updated to ensure that risks are out in the Internal Audit and Risk Chairperson’s role and function identified, prioritised and managed in T Management Committee Charter. is directed by the CMA’s corporate a coordinated manner. governance guidelines and the terms Business processes have been The CMA participated in the NSW of the Chairperson’s appointment. Treasury Managed Funds self- developed to deal with the highest The Chairperson’s performance insurance scheme that provides priority risks in the key areas of the in executing the role is assessed workers compensation, legal liability organisation: CAP, annual Investment individually by Board members and motor vehicle, property and Program, catchment activities and and analysed as a collective. The miscellaneous insurance coverage. performance of Southern Rivers contracts and agreements. Managers One of the conditions of this insurance are responsible for applying risk CMA Board members is assessed coverage is a requirement to place a by the Chairperson using similar management strategies in their high priority on the implementation of criteria. The outcomes of these areas of responsibility to ensure risk sound risk management practices. assessments are used to inform and management is considered at all levels plan Board professional training and of Southern Rivers CMA’s operations. During 2011-12 some CMA staff participated in Accidental Counsellor development needs, improve Board In 2006-07 Southern Rivers CMA’s training as a result of a Health Impact performance and effectiveness, Governance and Risk Subcommittee Assessment (HIA) undertaken in the and improve strategic operational identified the organisation’s top 50 Upper Shoalhaven. The HIA revealed outcomes. risk priorities. To address the top 10 stress and mental health present a high Performance reviews for 2010-11 risk for staff and Southern Rivers CMA areas of risk, a comprehensive risk of Board effectiveness, individual management plan was developed. clients when challenging situations arise, such as drought. Board member performance and the An internal review of these risks, to Chairperson’s performance reviews determine their continuing priority Risk management is a standing agenda were completed and submitted to the and relevance to the organisation was item on all Southern Rivers CMA Board Minister in August 2011. undertaken in 2009-10. The Southern and Executive meeting agendas. Rivers CMA Board reviews the risk All Southern Rivers CMA project The full Board undertook an mitigation strategies annually and plans incorporate comprehensive induction program in March 2012 to updates risk management plans as risk assessments and risk mitigation encompass newly appointed Board appropriate. measures. Risks are monitored and members. Performance reviews will evaluated throughout the life of a be undertaken in July/August 2012 in Southern Rivers CMA’s Governance project. Quarterly sub-regional project order to allow new Board members and Risk Subcommittee will review the meetings address risk assessment and time to familiarise themselves with next 10 identified risks in 2012-13. risk management issues. Board procedures and requirements. 4.5 Internal Audit and Risk Attestation 2011-12 Internal Audit and Risk Management Statement for the 2012 Financial Year for Southern Rivers CMA I, Pam Green, Chairperson of Southern Rivers Catchment Management Authority, am of the opinion that the Southern Rivers Catchment Management Authority has internal audit and risk management processes in place that are, excluding the exceptions described below, compliant with the core requirements set out in Treasury Circular NSW TC 09/08 Internal Audit and Risk Management Policy. I, Pam Green, Chairperson of Southern Rivers Catchment Management Authority, am of the opinion that the internal audit and risk management processes for Southern Rivers Catchment Management Authority depart from the following core requirements set out in Treasury Circular NSW TC 09/08 and that (a) the circumstances giving rise to these departures have been determined by the Portfolio Minister and (b) the Southern Rivers Catchment Management Authority is implementing the following practicable alternative measures that will achieve a level of assurance equivalent to the requirement:

Ministerially determined departure Reason for departure and An Internal Audit function has been established and description of practicable alternative maintained. measures implemented An Audit and Risk Committee has been established. All 13 Catchment Management Authorities are covered by a comprehensive Corporate Governance Manual, which has The Audit and Risk Committee has an independent chair been prepared with the assistance of the Internal Audit and a majority of independent members. The Audit and Risk Bureau. A copy of this Manual will be provided to Treasury Committee has at least three members, and no more than upon request for assessment purposes. five members. The basis for this exception from the core requirements is The Audit and Risk Committee has a Charter consistent with that the Catchment Management Authorities operate as the content of the ‘model charter’. independent organisations governed by boards separate An enterprise risk management process that is appropriate to the Department of Trade & Investment, Regional to the department or statutory body has been established Infrastructure and Services (DTIRIS). and maintained. The enterprise risk management process The existence of independent audit committees reporting is consistent with the current Australian/New Zealand to statutory boards is an important feature of good Standards (AS/NZS) on risk management. corporate governance and we are seeking to maintain The operation of the Internal Audit function is consistent with IIA internal Audit and Risk Committee arrangements International Standards for the Professional Practice of Internal independent of the DTIRIS committee. Audit. In addition, the following requirements must be met: The NSW Catchment Management Authorities sought an a) the Chief Audit Executive has implemented a risk based exception from the core requirements from the Portfolio audit methodology for assessing and responding to audit Minister. findings, and this approach has been endorsed by the The Portfolio Minister granted the exception from Audit and Risk Committee compliance with the terms of the policy. b) the Chief Audit Executive has ensured a risk rating Members of the Finance and Audit Subcommittee and has been provided on every audit finding and those audit the Governance and Risk Subcommittee fulfil the findings considered by the Chief Audit Executive to be requirements of the Prequalification Scheme and will the most significant have been reviewed by the Audit and be undertaking the necessary steps to be included on Risk Committee the Scheme as members. c) the Chief Audit Executive has recommended a course of action for every audit finding, and these actions have been referred to operational management for response d) the department head or governing board of the statutory body has ensured that operational management has prepared an ‘agreed action plan’ for every internal audit e) the department head or governing board of the statutory body has ensured that operational management has reported and tracked the implementation of ‘agreed action plans’ to both the Audit and Risk Committee and the department head or governing board of the statutory body to ensure all agreed actions are implemented within agreed timeframes.

These processes, including the practicable alternative measures being implemented, provide a level of assurance that will enable the senior management of the Southern Rivers Catchment Management Authority to understand, manage and satisfactorily control risk exposures. In accordance with a resolution of the Governing Board of the Statutory Body.

Pam Green Chair, Southern Rivers CMA Date: 31 August 2012 Corporate governance Corporate 66 - Southern Rivers CMA Southern Rivers CMA -

67Corporate governance

NSW Government’s Figure 15 - exception letter from portfolio Internal Audit and Risk minister to nsw treasurer Management Policy for the NSW Public Sector During the financial year ending 30 June 2012 Southern Rivers CMA sought an exception from the six core requirements of the policy in relation to Audit and Risk Committees, Treasury Circular NSW TC 09/08 Internal Audit and Risk Management Policy. This submission was approved by the Minister for Primary Industries, The Katrina Hodgkinson MP on 22 November 2011. In 2012-13 the Southern Rivers CMA Chair and some CMA Board members will undertake the necessary steps to be included on the Prequalification Scheme to be eligible for membership to the Audit and Risk Committee as per the Internal Audit and Risk Management Policy.

IMAGE: (left) Candle Bark (Eucalyptus rubida). (below) Ice on the Tuross River, South Coast, NSW. Financial Statements

5 For the financial year ended 30 June 2012 Financial Statement Contents Statement by Board Members...... 69 Independent Auditor’s Report...... 70 Statement of comprehensive income...... 72 Statement of financial position...... 73 Statement of changes in equity...... 74 Statement of cash flows...... 74 Notes...... 75 Financial summary...... 89 Southern Rivers CMA -

69Financial statements

MEMBERS BY BOARD STATEMENT ) of the (1B) and (1C Section 41 C Certificate under udit Act 1983 Public Finance and A

Pursuant to the Public Finance and Audit Act, 1983, we declare that in our opinion: uthority as at 30 June 2012, and its (a) The accompanying financial statements exhibit a true and fair view of the financial position of the Southern Rivers Catchmentear Managementthen ended. A financial performance for the y

ements have been prepared in accordance with: (b) The financial stat • applicable Australian Accounting Standards, which include Australian Accounting Interpretations and other mandatory professional reporting requirements; • the requirements of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2010 and the Treasurer’s Directions; and • the Financial Reporting Directions published in the Financial Reporting Code for NSW General Government Sector Entities or issued by the Treasurer.

cumstances which would render any particulars included in the financial There are no cir (c) o be misleading or inaccurate. statements t

For and on behalf of the Board

M. Muston Board Member

P. Green Chair and Board Member

ober 2012 Dated: 11 Oct INDEPENDENT AUDITOR’S REPORT Financial statements 70 - Southern Rivers CMA Southern Rivers CMA -

71Financial statements Start of audited financial statements

Statement of comprehensive income for the year ended 30 June 2012

Actual Budget Actual 2012 2012 2011 Notes $’000 $’000 $’000 Revenue Grants and contribution 3 11,659 8,974 10,175 Investment revenue 4 207 140 195 Other revenue 5 852 125 667 Total revenue 12,718 9,239 11,037

Expenses excluding losses Employee related expenses - 5 - Personnel services expenses 6 5,789 - 5,386 Other operating expenses 6 1,960 4,386 3,497 Depreciation and amortisation 6 34 37 50 Grants and subsidies 6 3,823 5,333 2,166 Finance costs 6 3 - - Total expenses excluding losses 11,609 9,761 11,099

Gain / (loss) on disposal 7 (12) - -

NET RESULT 14 1,097 (522) (62)

Other comprehensive income - - -

TOTAL COMPREHENSIVE INCOME 1,097 (522) (62)

The above statement of comprehensive income is to be read in conjunction with the attached notes. Financial statements 72 - Southern Rivers CMA Southern Rivers CMA -

73Financial statements

Images: (above) PigeonHouse Mountain, South Coast, NSW. (right) Hay bails, South Coast, NSW. (bottom left) Snow gum, (Eucalyptus pauciflora).

Statement of financial position as at 30 June 2012

Actual Budget Actual 2012 2012 2011 Notes $’000 $’000 $’000 ASSETS

Current assets Cash and cash equivalents 8, 14 3,982 3,437 3,436 Receivables 9 950 422 235 Total current assets 4,932 3,859 3,671

Non-current assets Property, plant and equipment Leasehold improvements 10 41 21 28 Plant and equipment 10 104 106 113 Total property, plant and equipment 145 127 141

Total non-current assets 145 127 141

Total assets 5,077 3,986 3,812

LIABILITIES Current liabilities Payables 11 1,229 2,018 1,152 Provisions 12 658 410 579 Total current liabilities 1,887 2,428 1,731

Non-current liabilities Provisions 12 67 54 55 Total non-current liabilities 67 54 55

Total liabilities 1,954 2,482 1,786

Net assets 3,123 1,504 2,026

EQUITY Accumulated funds 3,123 1,504 2,026 Total equity 3,123 1,504 2,026

The above statement of financial position is to be read in conjunction with the attached notes Statement of changes in equity for the year ended 30 June 2012

Notes Accumulated Funds Total $’000 $’000 Balance at 1 July 2011 2,026 2,026 Net result for the year 1,097 1,097 Other comprehensive income for the year - - Balance at 30 June 2012 3,123 3,123

Balance at 1 July 2010 2,088 2,088 Net result for the year (62) (62) Other comprehensive income for the year - - Balance at 30 June 2011 2,026 2,026

The above statement of changes in equity is to be read in conjunction with the attached notes.

Statement of cash flows for the year ended 30 June 2012

Notes Actual Budget Actual 2012 2012 2011 $ $’000 $’000 ’000 Cash flows from operating activities Payments Employee related expenses - (5) - Personnel services (5,252) - (5,075) Grants and subsidies (3,823) (5,333) (2,166) Other (2,702) (3,485) (5,023) Total payments (11,777) (8,823) (12,264)

Receipts Interest received 207 140 195 Grants and contributions 10,982 - 10,158 Other 1,170 8,708 1,235 Total receipts 12,359 8,848 11,588 Net cash flows from operating activities 14 582 25 (676)

Cash flows from investing activities Purchase of plant and equipment (31) (23) (49) Net cash flows from investing activities (31) (23) (49)

Cash flows from financing activities Leasehold improvements (5) - - Net cash flows from financing activities (5) - -

Net increase / (decrease) in cash and cash 546 2 (725) equivalents Opening cash and cash equivalents 3,436 3,435 4,161 Closing cash and cash equivalents 8 3,982 3,437 3,436

The above statement of cash flows is to be read in conjunction with the attached notes. Financial statements 74 - Southern Rivers CMA Southern Rivers CMA -

75Financial statements Notes to and forming part of the financial statements for the year ended 30 June 2012 NOTE 1 - REPORTING ENTITY The Southern Rivers Catchment Management Authority (the Authority) was established pursuant to the Catchment Management Authorities Act 2003. The objects of the Act are:

(a) to establish Authorities for the purpose of devolving operational, investment and decision-making natural resource functions to catchment levels;

(b) to provide for proper natural resource planning at a catchment level;

(c) to ensure that decisions about natural resources take into account appropriate catchment issues;

(d) to require decisions taken at a catchment level to take into account State-wide standards and to involve the Natural Resources Commission in catchment planning where appropriate;

(e) to involve communities in each catchment in decision making and to make best use of catchment knowledge and expertise;

(f) to ensure the proper management of natural resources in the social, economic and environmental interests of the State;

(g) to apply sound scientific knowledge to achieve a fully functioning and productive landscape; and

(h) to provide a framework for financial assistance and incentives to landholders in connection with natural resource management.

The Authority is a Statutory Body and a separate reporting entity. There are no other entities under its control. The reporting entity is consolidated as part of the NSW Total State Sector Accounts.

The Authority is a not-for-profit entity (as profit is not its principal objective) and it has no cash- generating units.

These financial statements have been authorised for issue by the Board of the Authority on 11 October 2012.

NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of preparation The Authority’s financial tatementss are general purpose financial statements which have been prepared in accordance with:

• the applicable Australian Accounting Standards, which include Australian Accounting Interpretations and other mandatory professional reporting requirements; • the requirements of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2010 and the Treasurer’s Directions; and • the Financial Reporting Directions published in the Financial Reporting Code for NSW General Government Sector Entities or issued by the Treasurer.

Property, plant and equipment, assets (or disposal groups) held for sale and financial assets at ‘fair value through profit or loss’ and available for sale are measured at fair value. Other financial statement items are prepared in accordance with the historical cost convention.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.

(b) Statement of compliance The financial statements and notes comply with the Australian Accounting Standards, which include Australian Accounting interpretations.

(c) Significant accounting judgements, estimates and assumptions (i) Significant accounting judgement In the preparation of the financial statements, management is required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may vary from these estimates.

Key judgements are disclosed as part of accounting policies notes.

(ii) Significant accounting estimates and assumptions The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. Judgements made by management in the application of the Australian Accounting Standards that have significant effects on the financial statements and estimates, with a significant risk of material adjustments in the next year are disclosed, where applicable, in the relevant notes to the financial statements. (d) Revenue recognition Revenue is measured at the fair value of the consideration or contribution received or receivable. Additional comments regarding the accounting policies for the recognition of revenue are discussed below:

(i) Contributions from Government and other bodies are generally recognised as income when the agency obtains control or the right to receive the contributions. Control over contributions is normally obtained upon the receipt of cash.

(ii) Sale of Goods: Revenue from the sale of goods is recognised as revenue when the Authority transfers the significant risks and rewards of ownership of the assets.

(iii) Rendering of Services: Revenue is recognised when the service is provided or by reference to the stage of completion (based on labour hours incurred to date).

(iv) Investment Income: Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement.

(e) Insurance The Authority’s activities are insured through the NSW Treasury Managed Fund scheme of self insurance for Government agencies. The premium expense is determined by the Liability Fund Manager based on past experience and the insurance coverage is reviewed periodically to ensure that it is adequate.

(f) Accounting for the Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except:

• The amount of GST incurred by the Authority as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense, and • Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from or payable to the Australian Taxation Office is included as part of receivables or payables respectively.

Cash flows are included in the statement of cash flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities which is recoverable from, or payable to, the Australian Taxation Office are classified as operating cash flows.

(g) Acquisition of assets The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the Authority. Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to the asset when initially recognised in accordance with the specific requirements of other Australian Accounting Standards.

Assets acquired at no cost, or for nominal consideration during the year, are initially recognised as assets and revenues at their fair value at the date of acquisition. Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in an arm’s length transaction.

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. deferred payment amount is effectively discounted at an asset-specific rate.

(h) Capitalisation thresholds Property, plant and equipment and intangible assets costing $5,000 and above individually (or forming part of a network costing more than $5,000) are capitalised. All amounts below $5,000 are expensed to profit and loss as incurred.

(i) Revaluation of plant and equipment Physical non-current assets are valued in accordance with the ‘Valuation of Physical Non-Current Assets at Fair Value’ Policy and Guidelines Paper (TPP 07-01). This policy adopts fair value in accordance with AASB 116 Property, Plant and Equipment and AASB 140 Investment Property.

Property, plant and equipment is measured on an existing use basis, where there are no feasible alternative uses in the existing natural, legal, financial and socio-political environment. However, in the limited circumstances where there are feasible alternative uses, assets are valued at their higher and best use.

Fair value of property, plant and equipment is determined based on the best available market evidence, including current market selling price for the same or similar assets. Where there is no available market evidence, the asset’s fair value is measured at its market buying price, the best indicator of which is depreciated replacement cost.

The Authority revalues each class of property, plant and equipment at least every five years or with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date.

Non-specialised assets with short useful lives are measured at depreciated historical cost, as a surrogate for fair value. Financial statements 76 - Southern Rivers CMA Southern Rivers CMA -

77Financial statements

When revaluing non-current assets by reference to current prices for assets newer than those being revalued (adjusted to reflect the present condition of the assets), the gross amount and the related accumulated depreciation are separately restated. For other assets, any balances of accumulated depreciation at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net assets accounts are then increased or decreased by the revaluation increments or decrements. Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net result, the increment is recognised immediately as revenue in the net result. Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of asset, they are debited directly to the asset revaluation reserve. As a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-current assets but not otherwise. Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation reserve in respect of that asset is transferred to accumulated funds.

(j) Impairment of plant and equipment As a not-for-profit entity with no cash-generating units, the Authority is effectively exempt for AASB 136 Impairment of Assets and impairment testing. This is because AASB 136 modifies the recoverable amount test to the higher of fair value less costs to sell and depreciated replacement cost. This means that, for an asset already measured at fair value, impairment can only arise if selling costs are material. Selling costs are regarded as immaterial.

(k) Depreciation and amortisation of plant and equipment Depreciation is provided for on a straight line basis for all depreciable assets, as detailed below, so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Authority. All material separately identifiable components of assets are depreciated over their shorter useful lives. Estimates of remaining useful lives are made on a regular basis for all assets, with annual reassessments for major items. The following depreciation rates were applied in 2011/12 and 2010/11:

2012 2011

Leasehold Improvements Life of lease agreement Life of lease agreement Plant and equipment: Computer equipment 25% 25%

Motor Vehicles 20% 20%

Others1 14% 14%

1 = The depreciation rates disclosed were average rates of different types of assets in the Others category.

(l) Major inspection costs When each major inspection is performed, the labour cost of performing inspections for faults is recognised in the carrying amount of an asset as a replacement of a part, if the recognition criteria are satisfied.

(m) Maintenance The day-to-day servicing or maintenance costs are charged as expenses as incurred, except where they relate to the replacement of a part or component of an asset, in which case the costs are capitalised and depreciated.

(n) Receivables Receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables. Any changes are accounted for in the Statement of comprehensive income when impaired, derecognised or through the amortisation process. Short term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

(o) Investments Investments are initially recognised at fair value plus, in the case of investments not at fair value through profit or loss, transactions costs. The Authority determines the classification of its financial assets after initial recognition and, when allowed and appropriate, re-evaluates this at each financial year end. Fair value through profit or loss - The NSW Treasury Corporation Hour-Glass Investment Facilities are designated at fair value through profit or loss using the second leg of the fair value option i.e. these financial assets are managed and their performance is evaluated on a fair value basis. In accordance with the Authority’s risk management strategy, information about these assets is provided internally on that basis to the Authority’s key management personnel. Designation at fair value through profit or loss is consistent with the Authority’s risk management policy. The movement in the fair value of the NSW Treasury Corporation Hour-Glass Investment facilities incorporates distributions received as well as unrealised movements in fair value and is reported in the line item ‘investment revenue’.

(p) Impairment of financial assets All financial assets, except those measured at fair value through profit and loss, are subject to an annual review for impairment. An allowance for impairment is established when there is objective evidence that the Authority will not be able to collect all amounts due. For financial assets carried at amortised cost, the amount of the allowance is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. The amount of the impairment loss is recognised in the net result for the year. Any reversal of impairment losses are reversed through net result for the year, where there is objective evidence, except reversals of impairment losses on an investment in an equity instrument classified as “available for sale” must be made through the reserve. Reversals of impairment losses of financial assets carried at amortised cost cannot result in a carrying amount that exceeds what the carrying amount would have been had there not been an impairment loss.

(q) Derecognition of financial assets and financial liabilities A financial asset is derecognised when the ontractualc rights to the cash flows from the financial assets expire; or if the Authority transfers the financial asset: • Where substantially all the risks and rewards have been transferred or; • Where the Authority has not transferred substantially all the risks and rewards, but has not retained control. Where the Authority has neither transferred nor retained substantially all the risks and rewards of ownership or transferred control, the asset is recognised to the extent of the Authority’s continuing involvement in the asset, and an associated liability for amounts it may have to pay.

(r) Other assets Other assets are recognised on a cost basis.

(s) Liabilities (i) Payables These amounts represent liabilities for goods and services provided to the Authority and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

(ii) Personnel Services (a) Personnel services The Authority does not employ staff but utilises the personnel services of the Department of Trade and Investment, Regional Infrastructure and Services. The costs of personnel services in respect of wages and salaries, superannuation, annual leave, long service leave, and for sick leave are recognised when it is probable that settlement will be required and they are capable of being measured reliably. Provision made in respect of benefits that fall due within 12 months are measured at their nominal values using the remuneration rate expected to apply at the time of settlement. Provisions made in respect of employee benefits which do not fall due within 12 months are measured at the present value of the estimated future cash outflows to be made by the Authority in respect of services provided by employees up to reporting date. The outstanding amounts of payroll tax, workers compensation insurance premium and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses when the benefits to which they relate have been recognised. Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

(b) Defined contribution plans Contribution to a defined contribution funds, such as Basic Benefit and First State Super, are expensed when incurred. It is calculated as a percentage of the employees’ salary. In 2011/12 and 2010/11, 9% was contributed. (c) Long service leave and defined benefits superannuation The Authority has no liability for long service leave and defined benefit superannuation. Personnel services are acquired from the Department of Trade and Investment, Regional Infrastructure and Services and the liability of these items has been assumed by the Crown Entity. Financial statements 78 - Southern Rivers CMA Southern Rivers CMA -

79Financial statements

(iii) Provision for restoration of leased premises A provision has been made for the present value at anticipated costs for future restoration of leased premises. Changes to the estimated future costs are recognised in the statement of financial position.

(t) Assistance provided by other organisations at no cost to the Authority The maintenance of the Authority’s accounting records and provision of corporate services (excluding IT services) were provided by Service First a unit of the Department of Finance and Services and the Department of Trade and Investment, Regional Infrastructure and Services, under the provisions of the Corporate Services, Service Level Agreement. Some agreed services were provided by Service First on a cost recovery basis. The Office of Environment and Heritage a unit of the Department of Premier and Cabinet, provide services on native vegetation and environmental issues. The Department of Finance and Services, Department of Trade and Investment, Regional Infrastructure and Services and Department of Premier and Cabinet cannot reliably estimate the fair value of these services to individual Authorities. In addition, other organisations including community groups provide in kind assistance at no cost to the Authority.

(u) Budgeted amounts The budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the reporting period, as adjusted for section 24 of the PFAA where there has been a transfer of functions between departments. Other amendments made to the budget are not reflected in the budgeted amounts. Refer Note 11.

(v) Comparative information Except where an Australian Accounting Standard permits or requires otherwise, comparative information is disclosed in respect of the previous period for all amounts reported in the financial statements.

(w) New Australian accounting standards issued but not effective In the current year the Authority has adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to the operations and effective for the current reporting period. Details of the impact of the adoption of these new accounting standards are set out in the individual accounting policies notes in the financial statements. Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2012 reporting period. In accordance with the NSW Treasury mandate (TC 12/04), the Authority did not early adopt any of these accounting standards and interpretations that are not yet effective. The Authority’s assessment of the impact of these new standards and interpretations is that they will not materially affect any of the amounts recognised in the financial statements or significantly impact the disclosures in relation to the Authority. It is considered that the impact of these new standards and interpretations in future years will have no material impact on the financial statements of the Authority.

NOTE 3 – GRANTS AND CONTRIBUTIONS

2012 2011 $’000 $’000

Contributions received from: Joint State/Commonwealth contributions1 5,333 4,356 Operating grant funding1 3,456 3,426 Federal Government 1,501 430 NSW Government 1,090 1,400 Local Government 70 - Non-government organisations 209 563 11,659 10,175

1 = Contributions were received from the Department of Trade and Investment, Regional Infrastructure and Services, towards achieving pre-negotiated natural resources management outcomes. NOTE 4 – INVESTMENT INCOME

2012 2011 $’000 $’000 Interest revenue from financial assets not at fair value through profit or loss 43 62 TCorp Hour-Glass Investment Facilities designated at fair value through profit or loss 164 133 207 195

NOTE 5 - OTHER INCOME

2012 2011 $’000 $’000 Rental Income 87 58 Bega cheese environmental partnership program 223 292 Insurance recoveries 22 2 Other 95 55 The following liabilities and / or expenses have been assumed by the Crown Entity or other government entities. Liability assumed by the crown – Long service leave 369 173 – Superannuation 52 82 – Payroll tax 4 5 852 667

NOTE 6 - EXPENSES 2012 2011 $’000 $’000 Personnel services expenses Salaries and wages (including recreation leave) 4,611 4,456 Staff on-costs 1,178 930 5,789 5,386 Other operating expenses Auditors remuneration1 13 13 Board member’s remuneration2 154 159 Board member’s and committees costs 71 72 Contractors 121 127 Fees for services 202 1,020 Insurance 7 8 Operating lease expenses – minimum lease payments 514 482 Accommodation and related expenses 207 176 Stores, materials and minor equipment 153 960 Plant/vehicle expenses 203 195 Travel 133 126 Advertising 40 26 Other 142 133 1,960 3,497 Depreciation and amortisation 34 50

Grants and subsidies Caring for Our Country 1,254 778 Caring for Our Country competitive bids 175 589 Catchment Action NSW 999 292 Caring for Our Coast 88 279 Biodiversity Funds 360 - Other 947 228 3,823 2,166 Finance costs 3 - Total 11,609 11,099

1 = Audit fee to the Audit Office of New South Wales for audit of financial report. The auditors received no other benefits. 2 = Board members received no other benefits. Financial statements 80 - Southern Rivers CMA Southern Rivers CMA -

81Financial statements NOTE 7 – GAIN / (LOSS) ON DISPOSAL

2012 2011 $’000 $’000 Gain / (Loss) on disposal of property, plant and equipment Proceeds from sale - - Written down value of assets disposed 12 - Net loss on asset disposed (12) -

NOTE 8 - CURRENT ASSETS – CASH AND CASH EQUIVALENTS

2012 2011 $’000 $’000 Current assets – Cash and Cash equivalents Cash at bank and on hand 451 419 NSW Treasury Corporation – Hour Glass cash facility 3,531 3,017 3,982 3,436

Also refer Note 14 and 17 – Financial Instruments.

NOTE 9 - CURRENT ASSETS - RECEIVABLES

2012 2011 $’000 $’000 Accounts receivable 125 104 Goods and services tax recoverable 126 94 Accrued income 695 18 Other amounts receivable 4 19 950 235

Debts written off during the period amounted to $182 (2011 - $nil). Details regarding credit risk, liquidity risk and market risk, including financial assets that are either past due or impaired, are disclosed in Note 17.

NOTE 10 – NON-CURRENT ASSETS – PLANT AND EQUIPMENT

Leasehold Plant & Total Improvement Equipment $’000 $’000 $’000 At 1 July 2011– fair value Gross carrying amount 49 225 274 Accumulated depreciation and amortisation (21) (112) (133) Net carrying amount 28 113 141

At 30 June 2012– fair value Gross carrying amount 56 235 291 Accumulated depreciation and amortisation (15) (131) (146) Net carrying amount 41 104 145

Reconciliation A reconciliation of the carrying amount of each class of leasehold improvement, plant and equipment at the beginning and end of the current reporting year is set out below.

Leasehold Plant & Total Year ended 30 June 2012 Improvement Equipment $’000 $’000 $’000 Net carrying amount at start of year 29 113 142 Additions 10 31 41 Disposals - (13) (13) Movement in provision 9 - 9 Depreciation and amortisation expense (7) (27) (34) Net carrying amount at end of year 41 104 145 Leasehold Plant & Total Year ended 30 June 2012 Improvement Equipment $’000 $’000 $’000 At 1 July 2010 – fair value Gross carrying amount 49 189 238 Accumulated depreciation and amortisation (2) (94) (96) Net carrying amount 47 95 142

At 30 June 2011 – fair value Gross carrying amount 49 225 274 Accumulated depreciation and amortisation (21) (112) (133) Net carrying amount 28 113 141

Reconciliation A reconciliation of the carrying amount of each class of leasehold improvement, plant and equipment at the beginning and end of the current reporting year is set out below.

Leasehold Plant & Total Year ended 30 June 2011 Improvement Equipment $’000 $’000 $’000 Net carrying amount at start of year 47 95 142 Additions - 49 49 Disposals - - - Depreciation and amortisation expense (19) (31) (50) Net carrying amount at end of year 28 113 141

NOTE 11 – CURRENT LIABILITIES – PAYABLES

2012 2011 $’000 $’000 Accrued personnel services 109 78 Creditors 392 190 Accruals 131 376 Unearned revenue 2 - Other 595 508 1,229 1,152

Details regarding credit risk, liquidity risk and market risk, including the maturity analysis of the above payables, are disclosed in Note 17.

NOTE 12 - CURRENT/NON-CURRENT LIABILITIES – PROVISIONS

2012 2011 $’000 $’000 Personnel services provisions and related on-costs Personnel services provision 437 414 On-costs 230 171 667 585

Other Provisions Restoration of lease premises 58 49 Total Provisions 725 634

Aggregate employee benefits and related on-costs Provisions – current 658 579 Provisions – non-current 67 55 725 634

All current provisions are expected to be payable within the next 12 months. Financial statements 82 - Southern Rivers CMA Southern Rivers CMA -

83Financial statements

Movement in provisions (other than employee benefits)

2012 2011 Provision for leasehold improvements $’000 $’000 Carrying amount at beginning of the financial year 49 49 Amounts used during the period (5) - Unwinding of discount during the period 3 - Unused amounts during the period (7) - Additional provisions recognised 18 - Carrying amount at end of financial year 58 49

NOTE 13 – BUDGET REVIEW The Catchment Management Authorities Income and Expenditure budgets are allocated by NSW Treasury on a source of funds basis. The actual figures in these Financial Statements are on a total funds basis. Therefore a reliable comparison between budget and actual figures should only be made in total. In this table below the Actual and Budget figures have been realigned on a more consistent basis. The Statement of Comprehensive Income for the year ended 30 June 2012 would then look as follows. Actual figures are aligned with Treasury Budget and variances explained:

Actual Budget Variance Explanation $’000 $’000 $’000

REVENUE

Grants & contributions (Treasury allocated funds) Recurrent operating 3,456 3,456 - NSW Catchment Action 2,494 2,494 - Commonwealth Caring for our Country 2,839 2,839 - Long service leave & superannuation 425 185 240 Change in Treasury Long Service Leave calculation rates

Investment Income Interest on bank and TCorp 207 140 67

Other revenues Other revenues and contributions 3,297 125 3,172 Additional funding obtained by the Authority from external sources other than Treasury. TOTAL REVENUE 12,718 9,239 3,479

EXPENSES

Employee related expenses Contractors & short term staff - 5 (5) Other Operating expenses Personnel services 3,168 2,692 476 Increase in expenditure as a result of the additional funding received Other operating 3,065 1,694 1,371

Depreciation 34 37 (3)

Grants & Subsidies (Treasury investment funding) Personnel services 2,621 2,674 (53) Other operating 2,721 2,659 62

TOTAL EXPENSES 11,609 9,761 1,848

Loss on asset disposal (12) - (12)

NET RESULT 1,097 (522) 1,619 The budget process is finalised prior to the beginning of each financial year. Events can arise after finalisation that necessitates variations to the planned activities of the Authority for that year. This in turn may cause variations to the financial activities. Main reasons for variations are outlined below.

Net result The Net Result variance of $1.619m to budget was due to the Authority receiving additional funding of $609k from the Biodiversity Fund and $500k from the NSW Environmental Trust - Snowy River Rehabilitation Project during the year which will be spent in forward years on priority natural resource management outcomes.

Assets and liabilities $1.619m variance in Net Assets reflects the additional cash of $500k from the NSW Environmental Trust - Snowy River Rehabilitation Project generated by the Authority. Receivables increase is due to the accrual of $609k from the Biodiversity Fund.

Cash flows Variations to the total payments and receipts relate to additional funds generated of $500k from the NSW Environmental Trust - Snowy River Rehabilitation Project.

NOTE 14 - NOTES TO THE STATEMENT OF CASH FLOWS

Cash For the purpose of the Statement of Cash Flows, cash includes cash on hand, in banks and investments in NSW Treasury Corporation (NSW TCorp) Hour Glass facilities. Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the Statement of Financial Position as follows:

2012 2011 $’000 $’000 Cash and cash equivalents – Note 81 3,982 3,436 Closing cash and cash equivalents (per Statement of Cash Flows) 3,982 3,436

1 = Contributions which are unexpended at the balance date are considered to be restricted assets. Contributions which were unexpended as at 30 June 2012 were $1.872m (refer Note 15(c)).

Reconciliation of cash flows from operating activities to net result

2012 2011 $’000 $’000 Net cash from operating activities 582 (676) Depreciation (34) (50) Increase / (Decrease) in receivables 715 (115) (Decrease) / Increase in payables (77) 813 (Decrease) in provisions (90) (34) Movement in Leasehold provision 9 - Write back of Leasehold provision –Batemans Bay Office 7 - Interest Leasehold obligations (3) - Loss on disposal of asset (12) - Net result 1,097 (62)

The Authority operates on a multi year investment strategy; consequently the net result for any one financial year should not be viewed in isolation. Financial statements 84 - Southern Rivers CMA Southern Rivers CMA -

85Financial statements

NOTE 15 - COMMITMENTS FOR EXPENDITURE

2012 2011 $’000 $’000 (a) Other expenditure commitments Not later than one year 487 372 Later than one year and not later than 5 years - - Total (including GST) 487 372 2012 2011 (b) Operating lease commitments $’000 $’000 Aggregate operating lease commitments for office accommodation and motor vehicles. Contracted but not provided for at balance date, payable: Not later than one year 557 473 Later than one year and not later than 5 years 691 351 Later than five years 82 - Total (including GST) 1,330 824

The commitments above include GST of $120,952 (2011: $79,909), expected to be recoverable from the Australian Taxation Office. Operating lease commitments include contracted amounts for various offices and motor vehicles under operating lease contracts. Office leases vary from 1 to 10 years with, in some cases, options to extend. These leases have various escalation clauses. On renewal, the terms of the leases are renegotiated.

2012 2011 $’000 $’000 (c) Natural resources investment projects commitments Aggregate commitments under contract for projects to deliver agreed natural resource outcomes. Contracted but not provided for at balance date, payable: Not later than one year 1,872 1,446 Later than one year and not later than 5 years - - Total (including GST) 1,872 1,446

The commitments above include GST of $170,172 (2011: $131,478), expected to be recoverable from the Australian Taxation Office.

(d) Finance lease commitments The Authority did not have any finance lease payable commitments at balance date (2011:$nil).

NOTE 16 - CONTINGENT LIABILITIES/ASSETS There are no known contingent assets or liabilities at balance date.

NOTE 17 - FINANCIAL INSTRUMENTS The Authority’s principal financial instruments are outlined below. These financial instruments arise directly from the Authority’s operations or are required to finance the Authority’s operations. The Authority does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Authority’s main risks arising from financial instruments are outlined below, together with the Authority’s objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout this financial statement. The Authority’s Board has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Authority, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by the Authority’s Board on a continuous basis. a) Financial instrument categories

Financial Assets Notes Category Carrying Amount Carrying Amount

2012 2011 Class: - - $’000 $’000 Cash and cash 8,14 N/A 3,982 3,436 equivalents Loans and receivables Receivables1 9 820 122 (at amortised cost) Financial Liabilities Notes Category Carrying Amount Carrying Amount 2012 2011 Class: - - $’000 $’000 Financial liabilities Payables2 11 measured at 1,164 1,152 amortised cost

1 = Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7). 2 = Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7).

b) Credit risk Credit risk arises when there is the possibility of the Authority’s debtors defaulting on their contractual obligations, resulting in a financial loss to the Authority. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment). Credit risk arises from the financial assets of the Authority, including cash, receivables and Authority deposits. No collateral is held by the Authority. The Authority has not granted any financial guarantees. Credit risk associated with the Authority’s financial assets, other than receivables, is managed through the selection of counterparties and establishment of minimum credit rating standards. Authority’s deposits held with NSW TCorp are guaranteed by the State.

(i) Cash and cash equivalents Cash comprises cash on hand, in banks and investment with the NSW TCorp Hour Glass facilities. The NSW TCorp Hour Glass cash facility is discussed in paragraph (d) below.

(ii) Receivables - trade debtors All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including letters of demand. Debts which are known to be uncollectible are written off. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30 day terms. The Authority is not materially exposed to concentrations of credit risk to a single trade debtor or group of debtors. Based on past experience, debtors that are not past due 2012:$109,357; (2011: $100,645) and not less than 1 month past due 2012: $864; (2011: $Nil) are not considered impaired and together these represent 88% of the total trade debtors. Most of the Authority’s debtors have a good credit rating. The only financial assets that are past due or impaired are in the ‘receivables’ category of the statement of financial position.

Past due but not Considered Total impaired impaired ($’000) ($’000) ($’000)

2012 < 3 months overdue 15 15 - 3 months – 6 months overdue - - - > 6 months overdue - - -

2011 < 3 months overdue 3 3 - 3 months – 6 months overdue - - - > 6 months overdue - - -

1. Each column in the table reports ‘gross receivables’; 2. The ageing analysis excludes statutory receivables, as these are not within the scope of AASB7 and excludes receivables that are not past due and not impaired. Therefore, the ‘total’ will not reconcile to the receivables total recognised in the statement of financial position. Financial statements 86 - Southern Rivers CMA Southern Rivers CMA -

87Financial statements

(iii) Other financial assets The Authority has placed funds on deposit with NSW TCorp, which has been rated “AAA” by Standard and Poor’s. These deposits are similar to money market or bank deposits and can be placed “at call” or for a fixed term. For fixed term deposits, the interest rate payable by NSW TCorp is negotiated initially and is fixed for the term of the deposit, while interest rate payable on at call deposits can vary. Deposits at 30 June 2012 were earning an interest rate 3.96% (2010/11 4.75%) while over the year the weighted average interest rate was 4.90% (2010/11 5.37%). None of these assets are past due or impaired. c) Liquidity risk Liquidity risk is the risk that the Authority will be unable to meet its payment obligations when they fall due. The Authority continuously manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high quality liquid assets. The objective is to maintain a balance between continuity of funding and expenditure. During the current and prior years, there were no defaults or breaches on any payables. No assets have been pledged as collateral. The Authority’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk. The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSW Treasury Circular TC 11/12. For small business suppliers, where terms are not specified, payment is made not later than 30 days from date of receipt of a correctly rendered invoice. For other suppliers, if trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. For small business suppliers, where payment is not made within the specified period, simple interest must be paid automatically unless an existing contract specifies otherwise. For payments to other suppliers the Head of an authority (or a person appointed by the Head of an authority) may automatically pay the supplier simple interest. The rate of interest applied during the year was nil% (2011: nil %). The table below summarises the maturity profile of the Authority’s financial liabilities, together with the interest rate exposure.

Interest Rate Exposure Maturity Dates

Weighted Fixed Variable Average Nominal Interest Interest < 1 year 1-5 years > 5 years Effective Amount rate rate 2012 Int. Rate Payables: ‘$000’s ‘$000’s Accrued salaries and wages N/A 109 109 - - Creditors and accruals N/A 1,055 1,055 - - 1,164 1,164 - - Weighted Fixed Variable Average Nominal Interest Interest < 1 year 1-5 years > 5 years Effective Amount rate rate 2011 Int. Rate Payables: ‘$000’s ‘$000’s Accrued salaries and wages N/A 78 78 - - Creditors and accruals N/A 1,074 1,074 - - 1,152 1,152 d) Market risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Authority’s exposures to market risk are primarily through price risks associated with the movement in the unit price of the NSW Treasury Corporation Hour Glass Investment facilities. The Authority does not have any borrowings. The Authority has no exposure to foreign currency risk and does not enter into commodity contracts. The effect on profit and equity due to a reasonably possible change in risk variable is outlined in the information below, for interest rate risk and other price risk. A reasonably possible change in risk variable has been determined after taking into account the economic environment in which the Authority operates and the time frame for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the statement of financial position date. The analysis is performed on the same basis for 2011. The analysis assumes that all other variables remain constant. e) Interest rate risk As the Authority has no interest bearing liabilities its exposure to interest rate risk is minimal. The Authority does not account for any fixed rate financial instruments at fair value through profit or loss or as available for sale. Therefore for these financial instruments a change in interest rates would not affect profit or loss or equity. A reasonably possible change of +/- 1% is used, consistent with current trends in interest rates. The basis will be reviewed annually and amended where there is a structural change in the level of interest rate volatility. The Authority’s exposure to interest rate risk is set out below. $’000 -1% +1% Carrying amount Profit Equity Profit Equity

2012 Financial assets Cash and cash equivalents 3,982 (40) (40) 40 40 Receivables 820 - - - - Financial liabilities Payables 1,164 - - - -

2011 Financial assets Cash and cash equivalents 3,436 (34) (34) 34 34 Receivables 122 - - - - Financial liabilities Payables 1,152 - - - -

f) Other price risk Exposure to ‘other price risk’ primarily arises through the investment in the NSW TCorp Hour Glass Investment facilities, which are held for strategic rather than trading purposes. The Authority has no direct equity investments. The Authority holds units in the following NSW TCorp Hour-Glass investment trusts:

2012 2011 Facility Investment Sectors Investment Horizon $’000 $’000 Cash Facility Cash, Money market instruments Up to 2 years 3,531 3,017

The unit price of each facility is equal to the total fair value of net assets held by the facility divided by the total number of units on issue for that facility. Unit prices are calculated and published daily. NSW TCorp as trustee for each of the above facility is required to act in the best interest of the unit holders and to administer the trusts in accordance with the trust deeds. As trustee, NSW TCorp has appointed external managers to manage the performance and risks of each facility in accordance with a mandate agreed by the parties. However, NSW TCorp acts as manager for part of the Cash Facility. A significant portion of the administration of the facilities is outsourced to an external custodian. The Authority uses Level 2 hierarchy for the NSW TCorp Hour Glass Investment Cash Facility as the prices are observable, however, no active market exists for the facilities as they are only accessible to government agencies. Investment in the NSW TCorp Hour Glass facilities limits Authority’s exposure to risk, as it allows diversification across a pool of funds, with different investment horizons and a mix of investments. NSW TCorp provides sensitivity analysis information for each of the facilities, using historically based volatility information collected over a ten-year period, quoted at two standard deviations (i.e., 95% probability). The NSW TCorp Hour Glass Investment facilities are designated at fair value through profit or loss and therefore any change in unit price impacts directly on profit (rather than equity). A reasonably possible change is based on the percentage change in unit price (as advised by NSW TCorp) multiplied by the redemption value as at 30 June each year for each facility (balance from NSW TCorp Hour-Glass statement).

Impact on profit/loss Change in unit price 2012 2011 $’000 $’000 +1% 35 30 NSW TCorp Hour Glass Investment Cash Facility -1% (35) (30)

g) Fair value Financial instruments are generally recognised at cost, with the exception of the NSW TCorp Hour Glass facilities, which are measured at fair value. As discussed, the value of the NSW TCorp Hour Glass Investments is based on Authority’s share of the value of the underlying assets of the facility, based on the market value. All of the NSW TCorp Hour Glass facilities are valued using ‘redemption’ pricing. The amortised cost of financial instruments recognised in the statement of financial position approximates the fair value, because of the short-term nature of many of the financial instruments.

NOTE 18 - AFTER BALANCE DATE EVENTS There are no significant events subsequent to balance date.

End of audited financial statements. Financial statements 88 - Southern Rivers CMA Southern Rivers CMA -

89Financial statements Financial summary

Quarterly summary of accounts payable

Current Less than 30 Between 30 Between 60 More than 90 Quarter (i.e. within due days overdue and 60 days and 90 days days overdue date) $ $ overdue $ overdue $ $ All suppliers September (56,713) - - - - December (8,541) - (2,926) - - March (282) - - - (11,202) June (392,392) - - - - Small Business Suppliers September - - - - - December - - - - - March - - - - - June - - - - -

Accounts paid on time within each quarter

Measure September December March June

All suppliers Number of accounts due for payment 20 10 6 39 Number of accounts paid on time 554 457 580 667 Actual percentage of accounts paid on time (based on 100% 100% 99% 99% number of accounts) Dollar amount of accounts due for payment (56,713) (11,467) (11,484) (44,809) Dollar amount of accounts paid on time (1,328,963) (1,296,380) (836,122) (2,582,538) Actual percentage of accounts paid on time (based on $) 100% 100% 99% 99% Number of payments for interest on overdue accounts - - - - Interest paid on overdue accounts - - - -

Small business suppliers Number of accounts due for payment - - - - Number of accounts paid on time - - - - Actual percentage of accounts paid on time (based on - - - - number of accounts) Dollar amount of accounts due for payment - - - - Dollar amount of accounts paid on time - - - - Actual percentage of accounts paid on time (based on $) - - - - Number of payments for interest on overdue accounts - - - - Interest paid on overdue accounts - - - -

Due date is calculated base on *Government Terms payment made by the end of the month following month in which an invoice is received excluding Small Business Vendors. This report selects transactions made in SAP under Document type “RE”,”KR”.

Payment by corporate credit card Subject to meeting the CMA’s requirements, eligible staff members are issued with corporate cards to facilitate travel, accommodation and limited purchases. The CMA’s corporate card policies represent best practice in accordance with NSW Treasury and the Auditor General’s guidelines. The Corporate Card Guidelines/Procedures satisfy the requirements of the Revised Treasurer’s Directions TD 205.01-205.08 and was based on the NSW Treasury Review of Credit Card Use Best Practice Guide (TPP 99-2). Corporate card expenditures are monitored for compliance with guidelines on a transaction basis and usage was considered to comply with best practice guidelines. The CMA incurred no late payment fees as a result of corporate card usage.

Consultants engaged No expenditure was incurred by Southern Rivers CMA on consultants during the financial year. Funds to non-government organisations

Recipient Purpose of Grant Amount ($)

Projects Aboriginal Culture Monaroo Bobberrer Koori Cross Regional Project 10,000.00 Gudu Incorporated Batemans Bay LALC Clyde River Project 5,931.82 Bega River and Wetlands Landcare Maintenance works Bega River Anabranch Project site 1,920.00 Group Community Environment Network Caring for our Coasts Program 10,000.00 Eden LALC Improve Genoa Rivers 17,500.00 Eden LALC Koori Cross Regional Project 2,203.27 Eden LALC Caring for our Coasts Program 3,122.00 Far South Coast Landcare Bega Dairy Project 390.00 Far South Coast Landcare Snowy River rehabilitation 5,100.00 Friends of the Curtis Park Arboretu Escarpment to Sea Project 4,159.00 Illawarra LALC Koori Cross Regional Project 40,000.00 Landcare Illawarra Inc Caring for Landcare - Illawarra 2,400.00 Landcare Illawarra Inc Escarpment to Sea Project 10,000.00 Milton Rural Landcare Caring for Landcare - Shoalhaven 4,000.00 Mogo LALC Koori Cross Regional Project 2,272.73 Nowra LALC Koori Cross Regional Project 10,000.00 Pambula Wetlands and Heritage Project Caring for our Coasts Program 718.90 Shellharbour Aboriginal Community Koori Cross Regional Project 7,000.00 Snowy River Interstate Landcare Improve Genoa Rivers 2,100.00 Snowy River Interstate Landcare Coolumbooka Willow Removal Project 15,458.32 Snowy River Interstate Landcare Snowy Interstate community support 33,000.00 Snowy River Interstate Landcare Caring for Monaro grasslands 66,000.00 Snowy River Interstate Landcare Snowy River rehabilitation 127.62 Springvale Landcare Group Inc Bega River catchment rehabilitation 4,240.00 Wreck Bay Aboriginal Community Escarpment to Sea Project 35,000.00 Council Total $ 292,643.66

Resources

Support to Landcare members attendance at the 2011 NSW Shoalhaven Landcare Association 500.00 Landcare and Catchment Management Forum, Parkes

Support to Landcare members attendance at the 2011 NSW Far South Coast Landcare Association 1,000.00 Landcare and Catchment Management Forum, Parkes Support to Landcare members attendance at the 2011 Upper Snowy Landcare Committee NSW Landcare and Catchment Management Forum, 1,014.00 Parkes Shoalhaven Landcare Association Purchase of marquee 1,650.00 Far South Coast Landcare Association Purchase of marquee 1,650.00 Upper Snowy Landcare Committee Website development 1,540.00 Upper Shoalhaven Landcare Council Various Landcare committee support resources 1,650.00 Landcare Illawarra Various Landcare committee support resources 1,650.00 Small Farms Network Purchase of marquee 1,650.00 Snowy River Interstate Landcare Various Landcare committee support resources 1,435.00 Committee South East Landcare Various Landcare committee support resources 2,984.30 Total $ 16,723.30

IMAGE: (right) Bodalla Public School students Chandler Nelson-Edwards and Kieran Hitchins learn the ancient Aboriginal art of making fish hooks from abalone shells as part of a catchment excursion organised by Southern Rivers CMA. Financial statements 90 - Southern Rivers CMA Managing our Business 6 6.1 Consumer Southern Rivers CMA aims to ensure How to access information - information that it holds is accurate, Informal requests complete, up-to-date, is retained for response and Southern Rivers CMA has two the purpose it was provided and takes Information Officers appointed from customer service reasonable steps to protect information CMA staff to respond to access inquiries. outhern Rivers CMA provides during transfer and storage. As part Sa range of media releases, of its commitment to protecting the Informal requests for information that brochures, reports and guidelines, privacy of its stakeholders and staff, all is not available on the Southern Rivers published in hard copy and on its Southern Rivers CMA contracts must CMA website can be made during internet site to inform stakeholders include a standard privacy clause. business hours by contacting the of its services, plans and initiatives. CMA’s Right to Information Officers In 2011-12 there were no requests for Southern Rivers CMA has six offices by telephone on (02) 4224 9700 or in access to documents, no applications throughout the region to service the writing by email at: for an internal review and no complaints [email protected] needs of local communities. Southern under the Privacy and Personal or by post: Rivers CMA staff communicate Information Protection Act 1998. with stakeholders face-to-face, by Right to Information Officer telephone and email, and via the Privacy inquiries can be forwarded to: Southern Rivers Catchment CMA’s website. Management Authority Southern Rivers CMA Wollongong Office Staff, as part of their employment PO Box 3095 Level 1, 84 Crown Street contract, are required to comply Wollongong NSW 2520 (PO Box 3095) with the CMA’s host agency’s, the WOLLONGONG NSW 2520 NSW Trade & Investment Code of or by visiting Southern Rivers CMA’s Conduct in order to uphold the website at www.southern.cma.nsw.gov.au Website address: values and reputation of the NSW www.southern.cma.nsw.gov.au Government. This Code of Conduct provides employees with an ethical 6.3 Government How to access information - framework for decisions, actions and Information (Public Formal requests behaviour. It outlines the principles for appropriate conduct and explains Access) Act 2009 Section 41 of the GIPA Act provides for the standard of behaviour expected formal applications to: by employees. he Government Information T(Public Access) Act 2009 (GIPA • be in writing (Southern Rivers CMA Southern Rivers CMA welcomes Act) aims to promote openness, requires this to be letter form) feedback from stakeholders accountability and transparency. • state that it is made under the on its programs, projects and Government Information (Public service delivery. This important The GIPA Act applies to all information Access) Act 2009 (NSW) communication helps the CMA to created and/or held by NSW government • have an Australian postal address address stakeholders concerns or agencies and sets out how and when for return correspondence issues, and identify good performance agencies should release information or improvement measures. The based on a public interest test. To • provide enough details to help CMA aims to respond efficiently withhold information from public access Southern Rivers CMA identify the and effectively to feedback from its under the GIPA Act, agencies must information required and stakeholders. establish that there is an overriding public • be accompanied by an application interest against disclosure. fee of $30. During 2011-12 Southern Rivers CMA received no formal complaints. This A formal written application can be is consistent with previous reporting Program for the proactive mailed, together with the appropriate periods. release of information fee to:

Feedback can be forwarded to: Southern Rivers CMA is committed Right to Information Officer to implementing the GIPA Act. Southern Rivers Catchment Southern Rivers CMA Southern Rivers CMA’s policy is to PO Box 3095 Management Authority be transparent and accessible and Wollongong Office Wollongong NSW 2520 Southern Rivers CMA encourages Level 1, 84 Crown Street or by visiting Southern Rivers CMA’s the public’s right to access most (PO Box 3095) website at www.southern.cma.nsw.gov.au information held by the CMA, as long WOLLONGONG NSW 2520 as it does not infringe privacy laws or Basic fees and charges under the GIPA other laws or may be detrimental to Act are shown in table, 19, right. 6.2 Privacy any person or the environment. Southern Rivers CMA can refuse a For example Southern Rivers CMA and Personal request for information if there is would consider withholding certain an overriding public interest against Information parts of information if it identified the disclosure or if searching for the location of a threatened species habitat. Protection Act 1998 requested information would require unreasonable and substantial diversion outhern Rivers CMA is required In most cases Southern Rivers CMA of the CMA’s resources. Any decision to comply with the provisions of publishes as soon as practicable, if S to withhold or release the documents the Privacy and Personal Information there is no overriding public interest is appealable by either the applicant or Protection Act 1998. Southern Rivers against disclosure, its knowledge third parties (i.e. other parties involved CMA’s host agency NSW Trade & products/documents on the CMA’s in the documents). Investment as part of its operational website. Where it is not possible to support services to NSW CMAs, provide certain information on the Members of the public have the right has a Privacy Code of Practice and CMA’s website it will be made available to request a review of a decision Management Plan governing the in another format. Members of the regarding the release of information if collection, retention, accuracy, use and public may request to obtain that they disagree with any of the decisions disclosure of personal information, information and Southern Rivers CMA as set out under the GIPA Act Further including rights of access and correction. will email or mail it by request. information on right of review are On-ground achievements On-ground 92 - Southern Rivers CMA Southern Rivers CMA -

93On-ground achievements

TABLE 19 - Basic fees and charges under the GIPA Act

Images: Nature of application Application fee Processing charge (above) Werri wetlands, NSW. (right) Evergreen shrub, Boronia. Access to information/ $30.00 $30.00 per hour records - other requests after the first hour1

1 = A 50% reduction in processing fees may apply if the applicant suffers financial hardship or if there is deemed to be a special public benefit to the public generally. There is no 50% reduction in the application fee.

available from the OIC: Manager. Southern Rivers CMA is Trade & Investment) PID – internal www.oic.nsw.gov.au satisfied that the information held by reporting policy establishes the the CMA is currently made available to reporting procedures for CMA staff Decisions about open access information the public. The CMA will continue to to make public interest disclosures in that may not be disclosed due to monitor the type of information being accordance with the requirements of an overriding public interest will be sought by the public and expand the the Act. This includes keeping their published on the Southern Rivers CMA content of its website accordingly. identity as confidential as possible, website as they occur, with details providing support and protection for non-disclosure of the information from detrimental action related to including the information/topic and the Number of access applications making a disclosure. reason for not disclosing the information. received The PID – internal reporting policy During the reporting period, Southern applies to all agencies, divisions Implementation and review of Rivers CMA received no formal access and authorities within NSW Trade & the program for the proactive applications (including withdrawn Investment. It covers public interest release of information applications but not invalid applications). disclosures made under the PID Act The GIPA Act requires Southern by permanent, temporary and casual Rivers CMA to publish a Publication Number of refused employees, contractors, volunteers and Guide which is made available on the applications members of advisory committees and Southern Rivers CMA website at www. During the reporting period, Southern boards. southern.cma.nsw.gov.au, along with Rivers CMA refused a total of nil Southern Rivers CMA is strongly other open access documentation. formal access applications because the committed to furthering the principles The guide contains a summary of the information requested was information and objects of the PID Act and role of the CMA – what it does, how referred to in Schedule 1 to the GIPA Act. the PID – internal reporting policy. it does it, and the type of information Of those applications nil were refused in Southern Rivers CMA is required to it holds and generates through full, and nil were refused in part. nominate a PID receiver for receiving exercising its functions, with a focus on disclosures directly and reporting how those functions affect members purposes. Southern Rivers CMA must of the public. Statistical information about access applications also ensure its staff are informed and During the reporting period Southern have access to information about Rivers CMA revised and updated its Statistical information about access the PID Act and related policies and Publication Guide and administration applications is shown in tables 20 to procedures. procedures to comply with the GIPA 26, overleaf. Southern Rivers CMA staff are Act, which requires agencies to review informed of the PID Act and internal the document every 12 months, and reporting policy and have intranet to enable the efficient response to the 6.4 Public Interest access to this information. CMA staff receipt of formal access applications. Disclosures Act 1994 and other people are encouraged to make relevant disclosures in Information released he Public Interest Disclosures accordance with the Act if they Act 1994 (PID) provides proactively as a result of T encounter any matters identified in protection for NSW Government this review this policy. employees reporting genuine Southern Rivers CMA reviews concerns regarding corruption, Southern Rivers CMA’s GM has overall its information as it is produced. maladministration, substantial waste accountability for implementation Information is released on an ongoing of public money or government of the Act at an organisation level. basis with the approval of the Southern information contraventions. Southern Southern Rivers CMA’s program Rivers CMA Chair and/or General Rivers CMA’s host agency’s (NSW managers are receivers for CMA Government Information (Public Access) Act 2009

Table 20 - Number of applications by type of applicant and outcome*

Information Refuse to Refuse to confirm/ Access Access Access refused Information Application already deal with deny whether granted in full granted in part in full not held withdrawn available application information is held Media ------Members of Parliament ------Private sector business ------Not for profit organisations or community groups ------Members of the public (application by legal representative) ------Members of the public (other) ------Personal information applications* ------Access applications (other than personal information applications) ------Access applications that are partly personal information ------applications and partly other

Table 21 - Invalid applications Table 23 - Other public interest considerations against Reason for invalidity Number of applications disclosure: matters listed in table to section 14 of the Act Application does not comply with formal requirements (section 41 of the Act) - Application is for excluded information of the agency (section 43 of the Act) - Number of occasions when application not successful Application contravenes restraint order (section 110 of the Act) - Responsible and effective government - Total number of invalid applications received - Law enforcement and security - Invalid applications that subsequently became valid applications - Individual rights, judicial processes and natural justice -

Table 22 - Conclusive presumption of overriding public interest against disclosure: Business interests of agencies and other persons - matters listed in Schedule 1 of the Act Environment, culture, economy and general matters - Number of times consideration used* Secrecy provisions - Overriding secrecy laws - Cabinet information - Exempt documents under interstate Freedom of Information - legislation Executive Council information - Contempt - Table 24 - Timeliness Legal professional privilege -

Excluded information - Number of applications Documents affecting law enforcement and public safety - Decided within the statutory timeframe (20 days plus any - Transport safety - extensions)

Adoption - Decided after 35 days (by agreement with applicant) - Care and protection of children - Not decided within time (deemed refusal) - Ministerial code of conduct - Aboriginal and environmental heritage - Total - Southern Rivers CMA -

95On-ground achievements disclosures. The CMA’s Business • purchasing stationery items web conferencing solution. This has manager is the PID coordinator. containing recycled content and reduced the number of staff that are products that are manufactured required to travel to meetings and During the 2011-12 reporting period no using environmentally friendly increased work efficiency. public interest disclosures were made to practices Southern Rivers CMA relating to corrupt In 2012-13 the CMA is relocating its conduct, maladministration, serious and • recycling paper, cardboard, glass, Bega Office to new premises. These substantial waste of public money and cans, plastics and other packaging premises will be new and to NSW government information contraventions. through the provision of dedicated Government building code standards, recycling bins including energy efficiency and • recycling office supplies by disabled access. returning used facsimile and toner 6.5 Minimising our Since the initial energy audit was cartridges to suppliers impact undertaken as part of the Green Steps • minimising publication numbers by Program which included four of the outhern Rivers CMA’s Strategic producing publications and printed six Southern Rivers CMA offices – SPlan 2010-2020 information electronically and via Batemans Bay, Bega, Braidwood and the CMA’s website and intranet Cooma – the CMA has: By 2020 Southern Rivers CMA will • minimising printing and utilising reduce its carbon footprint by 50%. • improved lighting design and best duplex printing use of natural lighting Southern Rivers CMA is committed to • composting food waste at • removed an appropriate number reducing its impact on the environment Batemans Bay and Bega offices of light tubes from light banks by reducing waste, employing • provision of electronic Board to reduce electricity costs and strategies to improve recycling papers to reduce the use of paper. greenhouse gas emissions and continuing to reduce energy consumption. The CMA aims to create • placed signs on computers, awareness amongst staff, encourage Energy management doorways, near light switches and exits to encourage staff to turn off participation and develop practical Southern Rivers CMA energy lights and electronic and electrical strategies to avoid, waste, increase efficiency andesource r use appliances. resource recovery and increase the assessment purchase of recycled products. During 2011-12, Southern Rivers In recognition that a more CMA continued to promote comprehensive assessment of Waste reduction and recycling energy efficiency to staff – energy energy use is required, Southern Rivers CMA engaged Sustaining Southern Rivers CMA is committed to consumption, motor vehicle use Our Towns to undertake a detailed the aims and objectives of the NSW and the purchase of energy efficient energy efficiency and resource use Government’s Waste Reduction and equipment. Southern Rivers CMA continues to lease four Hybrid motor assessment for each of its six offices. Purchasing Policy (WRAPP). The Comprehensive energy assessments CMA continues to implement the vehicles. As per Biofuels Act 2007 and NSW Government policy the have been undertaken for three of WRAPP to reduce waste and increase the six Southern Rivers CMA offices the purchase of recycled content CMA purchases biofuel for all suitable motor vehicles. – Braidwood, Cooma and Bega. materials for paper products and office Baselines of energy consumption consumables. During 2011-12 the CMA purchased have been determined and cost two electronic Smartboards which Initiatives during 2011-12 included: effective energy savings identified for have enabled video conferencing each office. For each of the offices • using recycled office paper – a between Batemans Bay and the potential savings of between 30-50% number of CMA offices have Wollongong office. As part of this of the yearly electricity costs were moved to 100% post consumer initiative Southern Rivers CMA also identified with a reduction of between waste of office paper introduced the use of Messagestick a 3-25 tonnes of carbon emissions.

Government Information (Public Access) Act 2009

TABLE 25 - Number of applications reviewed under Part 5 of the Act (by type of review and outcome)

Decision varied Decision upheld Total

Internal review - - - Review by Information Commissioner* - - - Internal review following recommendation under - - - section 93 of Act Review by ADT - - - Total - - -

TABLE 26 - Applications for review under Part 5 of the Act (by type of applicant)

Number of applications for review Applications by access applicants - Applications by persons to whom information the subject of access - application relates (see section 54 of the Act) About this annual report cronyms A erritory One hundred copies of this Annual Report were Australian Capital T ACT ouncil printed, at a total cost of $44.04 per copy. Bega Valley Shire C BVSC Southern Rivers CMA is committed to minimising Catchment Action Plan costs and sustainable annual reporting. An CAP tion Management electronic copy of this report can be downloaded Catchment Informa CIMS from http://www.southern.cma.nsw.gov.au/news_ System publications-annual_reports Carbon Farming Initiative FI C ISSN 1835-2715 (Print) Catchment Management Authority CMA ork ISSN 1835-2723 (Online) Conservation Management Netw CMN © Southern Rivers Catchment Management Community Support Officer Authority Annual Report 2011-12 CSO tion District Landcare Associa DLA Produced by: Southern Rivers Catchment Data not cumulative Management Authority DNC NSW Department of Primary Industries Design: Mantis Design DPI Images: All images in this report are subject to Environment and Behaviour Change am EBC copyright ©. Elsa Dixon Aboriginal Employment Progr EDAEP Images were provided by Southern Rivers Equal Employment Opportunity EEO stem CMA staff and Michael Fiedler, unless Environmental Management Sy otherwise stated. EMS tion (Public Access) Government Informa GIPA Requests and enquiries concerning the contents Act 2009 ystem of this report should be addressed to: Geographic Information S GIS Southern Rivers CMA General Manager GM Level 1, 84 Crown Street Hydrogeological landscape HGL PO Box 3095 Health Impact Assessment WOLLONGONG 2500 HIA Information management group IMG Telephone: 02 4224 9700 Local Aboriginal Land Council Facsimile: 02 4224 9669 LALC Email: [email protected] Local Environment Plans LEP Land Management Database www.southern.cma.nsw.gov.au LMDB Local Water Utilities LWU Methodology changed MC tion and Reporting Monitoring, Evalua MERI Improvement Not available NA Not applicable N/A alia Bank National Austr NAB ter NSW Office of Wa NOW Not recorded NR ce Commission Natural Resour NRC ce Management Natural Resour NRM New South Wales NSW ildlife Service NSW National Parks and W NPWS tion Act 2003 Native Vegeta NV Act onment and Heritage Office of Envir OEH Occupational Health and Safety OH&S Property Vegetation Plan PVP ving Together Southern Producers Achie SPAT Technical and Further Education TAFE tion Rescue and Education Wildlife Informa WIRES Service Waste Reduction and Purchasing Policy WRAPP Compliance checklist index Contact Us Access...... Inside rear cover outhern Rivers CMA’s head office is After balance date events...... N/A Slocated at Wollongong. Office hours are Aims and objectives...... 7 Monday to Friday from 9.00 am to 5.00 pm. Application for extension of time...... N/A Level 1, 84 Crown Street Agreements with the Community Relations Commission...... N/A PO Box 3095 Availability of annual report...... 96 WOLLONGONG 2500 Budgets...... 12, 24, 62 Telephone: 02 4224 9700 Charter...... 7 Facsimile: 02 4224 9669 Consultants...... 89 Email: [email protected] Consumer response...... 92 www.southern.cma.nsw.gov.au Credit card certification...... 89 Disability plans...... 19 Southern Rivers CMA also has offices at: Disclosure of controlled entities...... N/A Disclosure of subsidiaries...... N/A Batemans Bay Economic or other factors...... 12, 24, 62 25 Old Princes Highway Energy management...... 95 PO Box 1350 Equal employment opportunity...... 17 BATEMANS BAY 2536 Exemptions...... N/A Telephone: 02 4475 1000 Financial statements...... 72-88 02 4475 1099 Funds granted to non-government community Facsimile: organisations...... 90 Government Information (Public Access) Act Bega 2011/Freedom of Information Act 2010...... 92-94 Human resources...... 16-19 Suite 2, Bega Centre Identification of audited financial statements...... 70-88 106 Auckland Street Internal audit and risk management policy attestation..... 67 PO Box 118 Investment performance...... 5, 12, 24, 25, 62 BEGA 2550 Implementation of price determination...... N/A Telephone: 02 6491 8200 Land disposal...... N/A Facsimile: 02 6492 3019 Legal change...... N/A Letter of submission...... 2 Braidwood Liability management performance...... N/A Making the Public Sector Work Better for Women...... 19 42 Ryrie Street Management and structure...... 16-17 PO Box 9 Multicultural Policies and Services Program...... 19 BRAIDWOOD 2622 Occupational Health and Safety...... 19 Telephone: 02 4842 2594 Payment of accounts/time for payment of accounts...... 89 Facsimile: 02 4842 2655 Performance and numbers of executive officers...... 16-17 Promotion - overseas visits by employees...... N/A Cooma Privacy and Personal Information Protection Act 1998...... 92 26 Soho Street Production costs...... 96 Public interest disclosures...... 93 PO Box 26 Requirements arising from employment COOMA 2630 arrangements...... 18 Telephone: 02 6452 1455 Research and development...... 24-25 Facsimile: 02 6452 2080 Risk management and insurance activities...... 65-67 Summary review of operations...... 5, 12 Nowra Unaudited financial statements...... N/A Waste...... 95 5 O’Keefe Avenue PO Box 309 NOWRA 2541 Telephone: 02 4429 4444 Facsimile: 02 4429 4458

IMAGE: (rear cover) Root causes - improved soil health and dairy production research on show at the Clearing the Carbon Confusion field day at Jamberoo. Local people leading Healthy landscapes Healthy

Local people leading

Southern Rivers Catchment Management Authority Level 1, 84 Crown Street, Wollongong, NSW, 2500 PO Box 3095, Wollongong, NSW, 2500

Telephone: (02) 4224 9700 Facsimile: (02) 4224 9669 Email: [email protected]

www.southern.cma.nsw.gov.au