Cover photographs: For an explanation of the mosaic of images that make up this year’s cover refer to page 155.

our purpose To achieve sustainable land management and protection of our natural resources.

our vision “Every community member inspired, empowered and actively contributing to improved land, water and biodiversity health.”

our mission To protect and restore our land and water resources, encourage the sustainable development of natural resource-based industries and conserve our natural and cultural heritage, we will: • facilitate the development of a healthy environment • encourage sustainable and economic use of natural resources • reduce our ecological footprint • implement sustainable landscape planning principles • develop cohesive innovative communities • develop partnerships between community and government.

‘Old Roo’ at Steiglitz in the Brisbane Ranges. Photograph: Donna Smithyman

2 ccma annual report 2008/09 Community engagement The catchment management framework is based on a model of community participation, and a special feature of Corangamite CMA contentsis our relationship with the regional community. 01 About us 05 integrated planning and co-ordination Region map 4 Results against Corporate Plan About this report 5 Key Performance Indicators 63 Our organisation 6 Regional Catchment Strategy 64 Funding 64 Our philosophies 7 Research and development 72 Year in review 8 - Highlights 8 WGC Research Network 73 - Challenges 9 06 lAnd management - Financial highlights 9 Results against Corporate Plan Chairman’s report 10 Key Performance Indicators 77 Chief Executive Officer’s report 12 Landcare Program 78 Pest plants and animals 82 02 Catchment condition Corangamite Sustainable Land Native vegetation 18 Management Program 83 Threatened vegetation communities and species 20 Victorian Volcanic Plains Program 88 Rivers and estuaries 22 07 Caretaker of river health Wetlands 24 Results against Corporate Plan Marine biodiversity 26 Key Performance Indicators 91 Land health 28 River Restoration Program 92 Statutory functions 94 03 Governance Barwon River through Geelong 97 Results against Corporate Plan Environmental water reserve 98 Key Performance Indicators 33 Wetlands 100 Organisational structure 35 Our executive team 38 08 Compliance and disclosures Results against Corporate Plan Our Board 40 Key Performance Indicators 103 Board committees 44 Staff matters 104 Community engagement model 47 Environmental initiatives 108 04 Community engagement Compliance with relevant legislation 111 Results against Corporate Plan Summary of financial results - last five years 113 Key Performance Indicators 49 09 financial statements EstuaryWatch 50 Auditor-General’s report 116 Waterwatch 52 Statutory certificate 118 Local government 54 Operating statement 119 Balance sheet 120 Communications and community education 58 Statement of changes in equity 121 Climate change 60 Cash flow statement 122 Notes to the financial statements 123  Appendix 1 – Whistleblowers Protection Act 142 Appendix 2 – Disclosure index 150 10 other items Index 152 Acronyms and terms 154

ccma annual report 3 2008/09 Macedon NORTH CENTRAL Beaufort Blackwood Riddells Creek

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Corangamite CMA Region

about us 4 ccma annual report 2008/09 About us The Corangamite CMA is committed to transparent, quality reporting to assure investors, partners and the community that we are managing the business efficiently, effectively and responsibly.01

About this report

This is the 12th annual report of the Corangamite Major sections begin with a table showcasing performance Catchment Management Authority (CMA). The report against the key performance areas of the Corporate Plan outlines the authority’s performance against its core in quick-reference form. These achievements are outlined business strategy, the Corporate Plan. in more detail in subsequent program reports. This report provides information about other areas of the business, The Victorian Government sets the structure of the including the achievements of partners such as other Corporate Plan according to the legislated responsibilities government agencies, business, Landcare and landholders. for catchment management authorities under the Water Act 1989 and the Catchment and Land Protection Act The Corangamite CMA is committed to transparent, quality 1994. reporting to assure investors, partners and the community that we are responsibly managing our business. This report strengthens reporting against the strategies, objectives and targets of the Corporate Plan. For ease of reference, there is an index and a list of acronyms at the back of this report. Electronic versions of The sections are: our annual reports are available on www.ccma.vic.gov.au • About us Hard copies are also available upon request. • Catchment condition

• Governance

• Community engagement

• Integrated planning and co-ordination

• Land management

• Caretaker of river health

• Compliance and disclosures

• Financial statements.

1. Wallaby Grass 2. Stevenson Falls, Otways

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about us ccma annual report 5 2008/09 About Us

01Our organisation

Our region Formation

The Corangamite CMA was established by the Victorian The Corangamite CMA was formed by an Order in Council Government to ensure the protection and sustainable dated June 23, 1997, to take effect from July 1, 1997, development of land, vegetation and water resources to oversee the management of land and water resources within a boundary stretching from Geelong to Ballarat and based on an understanding and commitment to sustainable along the coast to Peterborough. use, conservation and rehabilitation of those resources across the Corangamite CMA region. About 380,000 people live in the catchment’s 13,340 square kilometres of south-western Victoria and It was established under the Catchment and Land 175 kilometres of coastal fringe. Protection Act 1994.

The region is defined by four river basins – the Moorabool, On the same date, the Otway Region Water Authority was Barwon, Lake Corangamite and Otway Coast. It includes abolished and that part pertaining to the Lough Calvert all or part of the cities of Ballarat and Greater Geelong, the Drainage District was transferred to the Corangamite CMA. Borough of Queenscliffe and the shires of Moorabool, During the reporting period, the responsible minister Surf Coast, Corangamite, Golden Plains, Colac Otway was Gavin Jennings MLC, Minister for Environment and and Moyne. Climate Change.

The Corangamite CMA is accountable to the Minister for the Environment and Climate Change for functions under the CaLP Act and is accountable to the Hon. Tim Holding, Minister for Water, for its functions under the Water Act 1989.

Our business

The Corangamite CMA has a workforce of 50 people committed to improving the health of the region’s natural

1. Lake Corangamite in the background with resources. Head office is located in Colac, the geographic the shallow lakes of Red Rock dry from centre of the region, with a satellite office in Geelong. continuing drought To achieve natural resource management outcomes for 2. Torquay Landcare Group at Point Addis the region, the Corangamite CMA works with thousands of partners throughout the region, who contribute their knowledge, land, labour and/or capital.

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about us 6 ccma annual report 2008/09 Our philosophies

Our role Our values and behaviours

The Corangamite CMA’s role is to: The Corangamite CMA’s work values have been created and agreed to by staff and are a basis for practice for all • review, renew and co-ordinate the implementation of the members, specifically: Regional Catchment Strategy (RCS) • everyone is committed to the philosophy of the • identify priority activities and programs for Corangamite CMA and the objectives of the RCS implementation under the RCS • work is part of a well-balanced life that includes health, • ensure community involvement in regional decision- family, friends and well-being making and provide advice to the Victorian and Australian governments on priorities and allocation of • we are committed to partnerships and teamwork resources • everyone is equally valued and recognised for their • work with the Department of Sustainability and contribution Environment (DSE) and the Department of Primary • initiative is encouraged and staff development supported Industries (DPI) to ensure their work is co-ordinated with the Corangamite CMA and aligned with the goals of • we strive to be honest, tolerant and respectful the RCS toward others

• establish and support community committees for • we are committed to an environmentally RCS implementation sustainable workplace.

• provide services relating to integrated waterway, Our underlying principles floodplain and drainage management for the protection, maintenance and improvement of river health The Corangamite CMA has embraced the following underlying principles of operation: • provide direct service provision responsibility for waterway management, floodplain management and • community empowerment regional drainage functions (the Corangamite CMA has • integrated management these provisions under part seven and 10 of the Water Act 1989) • targeted investment, accountability and administrative efficiency. • provide advice to governments on regional priorities, guidelines for integrated management of resources and matters relating to catchment management, land protection and the condition of land and water resources in the region to comply with legislative requirements.

Corporate intent

Our purpose, vision, mission, values and behaviours and underlying principles have been developed over time by the Board and staff, in consultation with the community.

about us ccma annual report 7 2008/09 About Us

01Year in review

Highlights

• The environmental water reserve program for 2008- • Corangamite CMA recognised the contribution of 2009 achieved an increase in water set aside for the regional volunteers at the 2009 Corangamite Landcare Moorabool River. (Page 98) Awards. (Page 81)

• The Corangamite CMA’s 2007-2008 annual report won a • Significant investment in local government planning silver award for excellence in the Australasian Reporting scheme overlays to protect community infrastructure Awards. (Page 58) and development in unsuitable areas such as land that is flood-prone, pre-disposed to landslip, affected by salt or • Our EstuaryWatch team received state recognition, of high conservation value. (Page 54) winning a community action award at the Keep Australia Beautiful Clean Beaches Awards. (Page 51) • Twelve Corangamite CMA staff graduated from a 12-month leadership and management program. While • The Federal Member for Corangamite Darren the course strengthened the knowledge capacity of its Cheeseman, MP, and Victorian Parliamentary Secretary staff, it also allowed for the development of continuous for Water and the Environment Michael Crutchfield MP, improvement projects for the organisation. (Page 106) joined Corangamite CMA staff and Board Chairman Peter Greig on a journey down the Barwon River to learn  more about our long-term vision to care for the Barwon, Moorabool and Leigh catchments. (Page 91)

• Corangamite CMA Board Directors attended a series of workshops, including an indigenous and cultural heritage program, a risk management workshop and a governance workshop. (Page 42)

1. Corangamite CMA Community and Partnership Manager Peter Codd at the 2009 Landcare Awards with Indigenous award winner David Tournier. Photograph: Dominic O’Brien. 2. From left: Federal Member for Corangamite Darren Cheeseman and Victorian Parliamentary Secretary for Water and the Environment Michael Crutchfield tour the Barwon, Leigh and Moorabool Rivers, and the Authority’s Darren Wilkie and Chair Peter Greig

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about us 8 ccma annual report 2008/09 Challenges Financial highlights

• Establishing the Corangamite CMA as a leader in climate The authority has had another exceptional year with the change mitigation and adaptation in the natural resource delivery of natural resource outcomes through the regional management field. (Page 60) delivery model. A number of projects have been delivered from the previous year and the authority was able to secure • Adapting our business to the new priorities of Federal additional funding into the region for natural resource and State funding frameworks for natural resource outcomes late in the year. The additional funding and management. (Page 65) ability to deliver previous and the current year’s projects • Working with the community to develop our collective were only possible through strong partnerships with capacity to address issues identified in the Land and community and stakeholders. Biodiversity at a time of Climate Change green and white Our financial position remains positive and the strength of paper process. (Page 65) our balance sheet demonstrates the authority’s ability to • Increasing our focus and influence in marine and trade into the future. Investor priorities have continued to coastal issues. (Page 27) change according to the environment’s needs. Our organisation and the region have had to adapt to • Maintaining the momentum and enthusiasm of the those changes. region’s community environmental groups in the ongoing drought. (Page 98) A five year summary of results can be found on page 113 of this report, with full financials appearing thereafter. • Maintaining awareness of the importance of healthy and resilient waterways and wetlands in a time of climate change. (Page 101)

• Balancing available water resources between the needs of the community and the health of rivers and wetlands in a time of drought. (Page 98)

• Recognising and assisting the contributions of primary production methods toward catchment health outcomes. (Page 77)

1. Fish survey of the Moorabool River 2. Water quality monitoring of the Moorabool River 3. EstuaryWatch award winners 4. Loch Ard Gorge formation collapsed in June, 2009

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about us ccma annual report 9 2008/09 About Us

01Chairman’s report

Reconciling the different priorities of Australian and Long-term outcomes by their nature move slowly, often Victorian government investors on the one hand, and imperceptibly – and sometimes even negatively – over a regional co-investors on the other, is a pivotal function of one year reporting period. Nonetheless, we believe it is any CMA – including Corangamite. important to keep our eyes consistently on the long-term and try to see how shorter term results are contributing Our last Corporate Plan attempted such reconciliation, to long-term outcomes. The outcomes set out in the one made challenging by a focus on targeting by central Corporate Plan are: investors as against broad landscape improvement aspired to by regional co-investors (and Corangamite CMA for • all remnant EVCs and icons are protected and managed that matter). • all coastal estuarine and marine environments and These differences are entirely legitimate and natural, but ecologically significant waterways and wetlands are they do create a context that needs to be understood as protected and managed we come to report on what has been achieved against the • all farm properties are participating in environmental best undertakings made in the Corporate Plan. management practices or equivalent quality assurance The Corporate Plan welded the various priorities into a set systems of four strategic objectives, and adopted pro tem a number • all residents in the regional community are skilled, of measurable long-term outcomes, which we trusted knowledgeable and engaged in natural resource would follow from actions taken toward those strategic management (NRM). objectives.

1. Koala in the reids of the Aire Estuary 2. Aire Estuary

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about us 10 ccma annual report 2008/09 The CEO’s report, and the main report which follows, To central investors, especially Ministers, we are grateful contain details of achievements contributing to all of these for obtaining funds (no small task) and for making them outcomes. available to this CMA in particular and to all others involved in the great and ongoing task of restoring the Australian Though not foreseen at the time of the Corporate Plan, the landscape while maintaining its productive potential. current global financial crisis has had a negative impact on the capacity of residents to be engaged in natural resource This being the last annual report of the Board’s current management. Like governments, residents affected by the term, I wish to acknowledge and thank all Directors, crisis naturally focus more on jobs and the economy than on the CEO and staff for their loyalty, diligence and passion their longer-term environmental and climate change needs. for their part in the outcomes described in the following report. In accordance with the Financial Management Act While Corangamite CMA has been faithful to the priorities 1994, I am pleased to present the Report of Operations for set out in the Corporate Plan, its ability to achieve results in the Corangamite CMA for the year ending 30 June, 2009. those priorities is inevitably constrained by the budget.

Our $13 million expenditure fell short of the $20 million budget sought through our Corporate Plan. This simply translates to a delay in improvements in those indices of catchment condition. It does not deter us, however, from the long-term aims set out at the start.

What has been achieved is due to Victorian and Australian Dr Peter Greig government investors and a vast array of active co- Chairman investors, partners and stakeholders too numerous to specify. I hope they accept my gratitude in a collective Dated this 25th day of September 2009 sense, on behalf of the Board and staff of the Corangamite CMA, whom I also wish to thank most sincerely.

1. East Moorabool catchment 2. Barwon River at Pollocksford 3. Brisbane Ranges

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about us ccma annual report 11 2008/09 About us

01Chief Executive Officer’s report

A year of consolidation and review Remnant EVCs

The 2008-2009 year has been a year of consolidation In 2008-2009, with the help of many partners, we have and review for the staff and management of the actively worked on protecting 32 threatened flora species Corangamite CMA. at more than 100 sites across the Corangamite catchment. Targeted incentive programs such as Living Landscapes, Consolidation through the conclusion of old and ongoing Wetland Tender, Plains Tender and EcoTender have projects, and review in respect to planning new programs contributed significantly to the achievements. that balance the revised priorities of our investors with the needs of our regional community. As an example, more than 4,500 hectares of threatened native vegetation have been protected on the Victorian At the same time, we have maintained our statutory Volcanic Plains through landholder partnerships under the responsibilities and implemented new programs that reflect Plains Tender program. the long-term outcomes identified in the Corporate Plan. Remnant native woodland and forests have been protected This annual report contains details of achievements by covenants issued by Trust for Nature (and by Bush contributing to these outcomes, with illustrative examples Tender) as well as by many local Landcare and equivalent summarised under each heading below. volunteer groups. Full details are given in the main body of the report. The extent and condition of EVCs in the region has been mapped by DSE and attempts are being made to convert this information into a useful regional index of biodiversity.



1. Bearded Dragon along the Moorabool River 2. Fungi

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about us 12 ccma annual report 2008/09 Coastal estuarine, marine, wetlands and waterways

One of the highlights in this area has been the Great Ocean Further, coastal, estuarine and marine protection and Road Estuaries Program, largely funded from the Victorian management received a major boost through the release of Government’s Our Water Our Future program. the Victorian Coastal Strategy. This strategy confirms that new developments must allow for climate change impacts, This program, extensively commended for its initiative and including an anticipated sea-level rise of 0.8 metres by achievement, incorporates four key elements: 2010. • the Great Ocean Road Estuaries Restoration project This has significant implications for coastal communities implementing a broad range of onground river health and the Corangamite CMA, which is the floodplain referral works, including the protection of more than 100 authority for land-use developments. kilometres of coastal streams and the establishment of a Many river health improvement projects were completed quarter of a million indigenous seedlings in line with our River Health Strategy. Major works, such • implementation of the Estuary Entrance Management as rock chutes and woody weed removal on many severely Support System (EEMSS) to assist in managing risks eroded streams, were supported by landowners and associated with requests to artificially open sand-blocked Landcare groups undertaking the necessary associated estuaries work of pest control, livestock control and revegetation. Other works involving the re-snagging of rivers and • implementation of the Estuary Environmental Flow removal of fish barriers were designed to improve in-stream Assessment Methodology habitats. • the EstuaryWatch Program involving community Four 80 megalitre environmental flows were released monitoring of estuary health. into the flow-stressed Moorabool River from the Lal Lal The recent completion of high resolution mapping and Reservoir during another dry summer. These releases, the drafting of a Corangamite CMA Marine and Coastal supported by the community, have been vindicated by Biodiversity Strategy will be of great benefit to this program improved water quality and species survival in remnant and other coastal managers. habitat pools.

These actions and others outlined in more detail in the main part of this report were designed ultimately to lead to an improvement in the region’s Index of Stream Condition. This index is only measured every five years and, like all regional indices, moves slowly over time.

about us ccma annual report 13 2008/09 About us

01Chief Executive Officer’s report (continued)

Environmental Best Management Practices (EBMPs) At a broader community level, we built on environmentally- recognised celebration days, participated at regional shows, Many farmers, often with the help and encouragement distributed newsletters, issued media releases and produced of local Landcare groups and support from government numerous natural resource management brochures. initiatives, have adopted EBMPs in various forms. Waterwatch continues to be a standout program, The Corangamite CMA Soils and Salinity Program focuses providing support to 76 groups comprising more than on working with landholders on activities such as the 1800 participants. At the same time, our award-winning establishment of perennial indigenous and non-indigenous EstuaryWatch program is attracting keen interest from vegetation, erosion mitigation, whole farm planning schools and coastal residents. (EBMP), extension demonstration site field days and strategic planning. The Sue Hickey Memorial Grants program and numerous Corangamite CMA sponsorships aim to recognise and Groups such as Southern Farming Systems, WestVic Dairy, promote volunteerism across the broader community. Central Highlands Agribusiness Forum, Otway Agroforestry Network and Central Victorian Farm Plantations have It is pleasing to note that a recent survey reported an encouraged and supported farming practices that have increase in environmental volunteerism to 46 per cent beneficial impacts on the region’s catchments. Minimum within the Corangamite region over the last two years. tillage, precision farming, effluent recycling, stock It was equally pleasing to note that the Corangamite containment areas, re-vegetation projects and integrated CMA recorded the biggest single increase in unprompted pest management are examples of those practices. awareness of any CMA, from 13 to 17 per cent. This is an excellent result given the ongoing dry conditions Community engagement and global financial problems.

Community engagement remains a priority in promoting While the outcomes discussed above reflect our involvement and creating awareness and understanding of core operational program, we have clear statutory natural resource management. responsibilities for river management under the Water Act and for governance under the Catchment & Land Our Implementation Committee and Operational Portfolio Protection Act. Work in these areas is well covered within Group structure provides core community involvement the following report and demonstrates a high standard of while every project, plan or activity involves consultation compliance and achievement. with stakeholders.

Landcare remains a key delivery partner in implementing on-ground projects. This annual report demonstrates that despite changed and reduced funding arrangements, Landcare will survive and thrive through the goodwill and enthusiasm of our community volunteers. It is vital that organisations such as the Corangamite CMA acknowledges these efforts through events such as the Landcare awards.

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about us 14 ccma annual report 2008/09 Summary 

While total expenditure fell from $19 million last year to Finally, I trust that the achievements described throughout $13 million this year, land managers, Landcare groups, this report encourage investors, our many partner community volunteers, municipalities and industry groups organisations and individuals to continue their efforts to contributed land, labour and/or capital to achieve – an improve the condition of the Corangamite region’s unique estimated $30 million of natural resource management natural resources. outcomes.

This demonstrates the enormous value of strong partnerships between governments, the Corangamite CMA and the community.

From an organisational perspective, I acknowledge the leadership of our retiring Chairman Peter Greig and Board Directors, who have enthusiastically shared their skill, wisdom and time to the strategic management of the authority over the last three years.

I also commend staff members, who have worked with tireless commitment to achieve the outcomes detailed in this report. This is an exceptional effort given the greatly increased planning required to secure future funding for Donald A Forsyth the Corangamite CMA and its partners. Chief Executive Officer

1. Fence at Gnarpurt 2. Kennett River 3. The Barwon River running out to sea at Barwon Heads 4. Landholders at Heytesbury

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about us ccma annual report 15 2008/09 The presence of salt-loving algae has turned Lake Weering pink. Photograph: Donna Smithyman

catchment condition 16 ccma annual report 2008/09 Catchment condition An overarching goal of the Corangamite Regional Catchment Strategy is to improve the health of all regional landscapes by 2020 – in rural areas, cities and towns and conservation areas.02

The year 2020 was selected to reflect the time it takes to generate a change in resource condition. We have a huge Figure 1: VCMC RATINGS challenge tackling the past 200 years of environmental decline as well as ongoing pressures on our environment, Explanation of ratings including residential growth, intensification of agriculture, drought, climate change and increasing demands on water Data Quality data are comprehensive, and other natural resources. Rating statewide, using a consistent methodology, The following catchment condition section aims to benchmarked, monitored highlight the significance of various natural assets and over time, accessible, credible, ground-truthed describe current condition of those assets. It is difficult to demonstrate changes in catchment condition on a some of these criteria met yearly basis. However, we recognise the importance of few or none of these showcasing to investors and the community the work criteria met undertaken by the Corangamite CMA and our partners. Statewide overall resource Under each theme there are references to later sections Condition* condition demonstrated of the report where related information on program to be in good to excellent condition achievements, outputs and case studies can be found. resource demonstrated to be in moderate or somewhat variable condition

overall resource demonstrated to be in poor condition

Trend resource condition improving over the past five years and continuing to improve

generally stable over the past five years and likely to remain so

declining over the past five years and likely to continue to decline

Management strong legislative and Response policy framework, state-wide and regional strategies in place, and being implemented using an adaptive management approach

some of the above criteria met

few or none of above criteria met

* Note that ‘condition’ relates to quality and to the extent of resource to some degree.

catchment condition ccma annual report 17 2008/09 This figure Theme Data quality rating Condition Trend Management response Catchment condition summarises the Native vegetation largely intact overall decline condition, trend landscapes and management public land The scale of of native vegetation to tenure management able to in the Corangamite fragmented be implemented does region. private land landscape not currently reconcile The ratings are the level of negative explained on impact from a range of page 17 02 threatening processes.

Native vegetation

Significance Condition and trend

The Corangamite region’s native vegetation is unique, About 23 per cent of original native vegetation remains in diverse and a fundamental part of the landscape. It is an the Corangamite region. A significant proportion of this is important element in all ecological processes and a major reserved in national, state and other parks, state forests and part in everyday life through the services it provides. In public land reserves. Unfortunately, the current network of Victoria, there are 27 defined bio-geographic regions reserves is a poor representation of the region’s pre-1750 (bio-regions), five of which are in the Corangamite region. native vegetation. Much of the depleted areas of scrub, grasslands, heaths and woodlands are in fragmented areas They are: on private land. • Central Victorian Uplands While large-scale clearing of native vegetation is now • Otway Plain relatively rare, significant losses are still occurring through • Otway Range urban and peri-urban development, especially around coastal areas and the major urban centres of Geelong and • Victorian Volcanic Plain Ballarat. Some agricultural practices also contribute to loss • Warrnambool Plain. of native vegetation, particularly where native grasslands are being cleared for more intensive agriculture. With development around these and other areas expected to continue, the pressure on remnant vegetation will increase.

Over the past year, DSE has produced the Native Vegetation Net Gain Accounting: First Approximation Report (DSE 2008). This report makes a first approximation of the state of Victoria’s native vegetation based on available data and a recent methodological development. (See summary of state wide losses and gains presented in Table 1.)

1. Myriophyllum and moth on the Moorabool River at Morrisons gauging station 2. Brisbane Ranges

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catchment condition 18 ccma annual report 2008/09 Table 1: Summary of Victoria’s current native vegetation losses and gains

Note: HHa = Habitat Hectare, which is a composite Public land Private land measure of vegetation quality and extent Gains sub-total + 8,760 HHa/yr +4,560 HHa/yr Reference: Department of Sustainability and Losses sub-total -2,860 HHa/yr -14,550 HHa/yr Environment (2008) Native Vegetation Net Gain Accounting: First Approximation Report. Net outcome + 5,900 HHa/yr -9,990 HHa/yr

Of vegetation ‘loss’ throughout the state, approximately 90 per cent relates to a loss of quality, generally as the result Further information of clearing. Of particular note in the Corangamite region Section 6: Land management...... Page 77 is the difference between the net outcome in public versus (Program updates and related case studies) private land. The Corangamite region has a large area of private land (79 per cent of the total catchment area). Also Section 5: Integrated regional planning of note is the estimation of a higher rate of clearing within and co-ordination...... Page 63 grassy ecosystems compared to woody vegetation systems. (Investment) The rate of clearing in grassy ecosystems state-wide was conservatively estimated at 3,000 ha/yr compared to woody systems at 1,600 ha/yr. The Corangamite region has a significant area of grassy vegetation systems, particularly on the Victorian Volcanic Plains.

Data from the DSE report suggests significant losses of vegetation, both in extent and quality, across the region despite considerable efforts to reverse this decline.

Active intervention is required to halt a continual decline in quality and quantity of native vegetation on private land. This has been identified as one of the region’s most significant natural resource management challenges, requiring careful management at a regional, local and site- specific scale in partnership with the community.

1. Red gum on the Victorian Volcanic Plains 2. Black snail

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catchment condition ccma annual report 19 2008/09 This figure summarises the condition, trend of and management threatened vegetation communities and species in the Corangamite region. The ratings are explained on page 17 anagement response Management The scale of management able to be implemented does not currently reconcile the level of negative impact from a range of threatening processes. Threatened rend T vegetation and species vegetation and continuing likely to be a decline in to suffer most cases; however some locations and populations will be stable or improving due to management activities all of the grassy ecosystems within the region are are all of the grassy ecosystems within the region threatened often more vegetation communities are threatened located on private land. Condition and trend Threatened vegetation communities In Victoria, described as vegetation communities have been groupings are Classes (EVCs), which Ecological Vegetation particularly used to better communicate a range of issues, of for conservation management planning. A range which is an area area, described per bio-region EVCs are type, with common bio-physical elements, such as soil in the five bio-regions are There climate and topography. Corangamite catchment, as outlined on page 18. conservation status of EVCs within Victoria The bio-regional a range is described using a series of definitions across vulnerable, of categories - possibly extinct, endangered, and least concern. possibly depleted, rare EVCs listed as as also recognised or vulnerable are extinct, endangered vegetation communities. The status of being threatened the Corangamite region vegetation communities across in the native vegetation section of this report. is provided (Section 2, page 18). (DSE 2008), described in First Approximation Report DSE’s Section 2 (refer Catchment condition Native Vegetation section), indicates an overall decline in native vegetation the state, with particular impacts to private land, across loss in quality than extent. grassy systems and a greater All of these factors point to a considerable decline in vegetation communities in Corangamite where: threatened •  •  to Condition 2. Vegetation Vegetation communities Threatened species ata quality rating Data quality

2008/09 catchment condition ccma annual report Theme Threatened vegetation communities and species

The Corangamite region is home to many rare and is home to many rare The Corangamite region flora and fauna species as well as threatened threatened available, threatened vegetation communities. Where species data is used as an indicator of environmental state of biodiversity. the condition and, in particular, threatened to protect is a legislative requirement There these the range of values species. This legislation recognises to and is in line with international treaties species provide which Australia is a signatory. It is The economy depends on the wealth of biodiversity. and stock species and crop and future of current the source more of all wild varieties used to raise new, a repository strains. Most medicines are and disease resistant productive plants, bacteria or micro-organisms. derived from the value of the link between the realising Every day we are years, and socio-economics. In recent natural environment using the term this association has begun to be expressed ecosystem services. Threatened vegetation communities and species vegetation Threatened Significance 02 20 Catchment condition Threatened species The first objective has been realised while the second and third are in progress. In future, the Corangamite CMA The condition - and trend in condition - of threatened will be in a position to better report threatened species species is difficult to measure. Current monitoring efforts condition and trend for the region using the ABC database. for all but very few species are insufficient to provide trend data. Condition is influenced by numerous parameters, Despite the complexity in determining the trend of including but not limited to: condition of habitat, threatened species populations, given the significant seasonality, climate and extreme weather events, impact interdependence between species and habitat and the from other organisms and pest animals and plants. estimated trend in vegetation quality and extent described In addition, one population of a species may be above, it is likely that many threatened species are also experiencing significant pressure and decline while another suffering a decline across the region. of the same species may be recovering strongly.

To streamline the delivery of conservation management for threatened species in Victoria, the DSE has developed a Further information data management system known as Actions for Biodiversity Section 6: Land management...... Page 77 Conservation, or the ABC database. (Program updates and related case studies) This system’s main objectives are to: Section 5: Integrated regional planning

• enable actions for threatened species recovery to be and co-ordination...... Page 63 systematically organised and expressed and, in particular, (Investment) to prioritise actions and locations

• enable improved monitoring of threatened species status in terms of population condition and trend at both discrete scales and more broadly across the state

• enable the more efficient generation of future recovery plans and action statements for threatened species conservation management.

1. Brolgas 2. Skink, Lake Corangamite. Photograph: DSE

4. 1.1. 2. 2.

catchment condition ccma annual report 21 2008/09 *Assessed using Index *Assessed using of Stream Condition 2004. This figure summarises trend the condition, and management of rivers and estuaries in the Corangamite region. The ratings are explained on page 17 anagement response Management rend T • on Dependant location and protection measures in place. Continuing dry conditions condition affecting rating Barwon in marginal to in the Barwon Basin are Most streams in excellent or good poor condition, with a few streams than 80 per cent of the landscape condition. More to waterways, many threats are and there is cleared including high urban water demand, urban development, sedimentation and algal blooms. During 2008-2009, susceptible to the impacts of poor inflows. were streams the Barwon record This meant that for the first time on during River and many of its tributaries stopped flowing February and March. Moorabool in poor in the Moorabool Basin are A majority of streams to extensive to moderate condition. This can be attributed 2008- demand for water for urban and rural use. During of the Moorabool River remained 2009, the upper reaches boosted through were dry while the mid to lower reaches water flows aimed at improving of four fresh the release Reservoir. quality between Lal Lal Reservoir and She Oaks the lower Barwon and reconnected These “freshes” occurred Moorabool Rivers following a rainfall event, which release. during an environmental this year was particularly dry and Hovells Unfortunately, did not flow for most of the year. Creek Otway Coast Otway Coast Basin Barwon Basin Lake Corangamite and Moorabool Basins Condition ata quality rating Data quality

2008/09 catchment condition ccma annual report Gellibrand River Theme (ISC)* River Health 1. 1. Condition and trend Condition is used to rate river health The Index of Stream survey in 2004 led to the Victoria. The most recent across river following observations on the health of the four basins in the Corangamite CMA region. The Corangamite region is home to six ecologically healthy is home to six ecologically healthy The Corangamite region significance and environmental rivers, 17 rivers of regional additional are There River. the state heritage-listed Aire of high social significance, including the Barwon reaches near River estuary, Geelong and the Curdies River through Peterborough. water supply catchments in the special The region’s of high are Otway Ranges and the upper Moorabool River and economic value. These rivers support many wetlands systems wetland estuaries, including two Ramsar-listed region’s The and a dozen wetlands of national significance. Yarra pigmy rivers also support the nationally-significant Australian grayling and Dwarf galaxias, along with perch, the state significant Australian Mudfish. Rivers and estuaries Rivers and estuaries Significance 02 22 Catchment condition Lake Corangamite The Corangamite CMA monitors river health through index assessments on a five-yearly basis. It supports this A similar situation occurs in the Lake Corangamite Basin with water quality monitoring at long-term monitoring where streams are in marginal or very poor condition, with sites and community water quality monitoring programs, most of the catchment cleared for agricultural pursuits and such as Waterwatch and EstuaryWatch. During 2008- many wetlands drained. This year was particularly difficult, 2009, the Corangamite CMA undertook monitoring of with many lakes and wetlands remaining dry or drying refuge habitats on some river systems. This program was for the first time in decades. Despite this, many ecological particularly aimed at the protection of the Yarra pigmy values are still associated with these lakes. perch in Thompsons Creek, which rely on remaining pools Otway Coast for their habitat during dry conditions.

Streams in the Otway Coast Basin, which has 60 per cent forest cover, are in good or excellent condition, particularly in the central section where there are many high ecological Further information values. Section 7: Caretaker of river health...... Page 91 Streams in marginal or poor condition are generally in the (Program updates and related case studies) far western and eastern sections of the basin. Section 4: Community engagement...... Page 49 Lower than average stream flows were recorded in many (EstuaryWatch and Waterwatch programs) streams. In some cases, this resulted in estuary mouths Section 5: Integrated regional planning remaining closed for much of summer and autumn. Some and co-ordination...... Page 63 estuaries experienced poor water quality associated with (Investment) low flows and closed estuary mouths.

The next Index of Stream Condition assessment in 2009- 2010 will identify changes in river condition. This process will be complemented by an index of estuarine condition assessment.

1. Curdies River 2. Parker River

1. 2.

catchment condition ccma annual report 23 2008/09 *Assessed using Index Theme Data quality rating Condition Trend Management response Catchment condition of Wetland Condition. Index of Wetland Physical form This figure Condition (IWC)* summarises the Biota Declining due to condition, trend prolonged drought. and management Wetland of wetlands in the catchment Corangamite region. Water The ratings are properties explained on 02 page 17

Wetlands

Significance

The Corangamite region boasts more than 1,500 wetlands The Port Phillip Bay (western shoreline) and Bellarine covering 65,000 hectares, or five per cent, of the entire Peninsula Ramsar site is complex and fragmented and region. They support a rich array of unique flora and fauna extends into the Port Phillip and Westernport CMA region. and represent some of the most significant recreation and Eight different wetland types are represented. As a result tourism attractions in the south-west. of the site’s coastal location and the large amount of artificial wetlands, it is an important refuge during drought. The wetlands include coastal swamps, shallow seasonal The site hosts 36 bird species under the Japan-Australia meadows and marshes, stony-rise peatbogs and large Migratory Bird Agreement and 40 species under the China- permanent saline lakes. Nine are greater than 1,000 Australia Migratory Bird Agreement, making it one of the hectares, including Australia’s largest inland permanent top 10 sites for shorebirds in Australia. lake, Lake Corangamite, spanning more than 24,000 hectares. While the majority are relatively small, 58 per cent The site was listed due to its: are less than five hectares and up to 74 per cent less than • representativeness 10 hectares. • function There are several significant wetlands, including the major • rarity components of two internationally important Ramsar sites. The region also includes 24 nationally-significant sites listed • flora and fauna in the Directory of Important Wetlands Australia and • waterbird populations. 17 sites listed on the National Estate Register.

The Western District Lakes Ramsar site comprises 20 per  cent of the state’s permanent saline wetlands. Five different wetland types are represented within the site.

Environmental values include:

• representativeness

• flora and fauna

• waterbirds, with 67 species recorded.

catchment condition 24 ccma annual report 2008/09 Condition and trend

The condition of the region’s wetlands and lakes has not One thousand, six hundred and eighty wetlands were changed significantly since the previous year’s analysis, as reviewed from the 1994 wetlands layer. The majority of rainfall has generally continued to be below average. mapped wetlands needed some adjustment, such as re- shaping or classification correction. The trends for wetland condition are downwards, with very few lakes, away from coastal influence, containing water. The audit process also provided an opportunity to record Lakes classified as permanent water, such as Lake Colac, additional wetlands not identified in wetland or hydro are dry and only two of the nine Western District Ramsar spatial layers. Nine hundred and eighty-nine wetlands and lakes, Corangamite and Murdeduke, contain water. Salinity 419 impoundments were identified through this process. levels in lakes with water continue to rise to the higher end These impoundments were new features in the landscape of the salinity spectrum, leading them to become hyper- and to be picked up by the process needed to be more saline. This will result in a decrease of species richness. than one hectare in size. This represents a significant loss of Mobilisation of lake bed sediments has continued around runoff to streams and wetlands over the last 15 years. Lake Gnarpurt, impacting on surrounding farmland and road infrastructure.

Corangamite Wetland Extent Review Further information

The objective of the Wetland Extent Review Project was to Section 7: Caretaker of river health ...... Page 91 undertake a desktop assessment of the wetlands across the (Program updates and related case studies) Corangamite region relative to the 1994 wetland layer and Section 5: Integrated regional planning other spatial information. This review assisted in evaluating and co-ordination...... Page 63 progress toward targets in the RCS and the Corangamite (Investment) Wetland Strategy and will support future strategic wetland management.

1. Corangamite CMA, Greening Australia and Colac Otway Shire staff on a field trip to Lake Corangamite 2. Royal Spoonbills at Lake Colac bird sanctuary

1. 2.

catchment condition ccma annual report 25 2008/09 *Assessed using Index Theme Data quality rating Condition Trend Management response Catchment condition of Wetland Condition. Marine Biodiversity Unknown Unknown This figure summarises the condition, trend and management of wetlands in the Corangamite region. The ratings are explained on 02 page 17

Marine Biodiversity

Significance

The marine environment of the Corangamite region falls Victoria’s marine flora and fauna originate from: within Australia’s south-east marine region. • a western warm-temperate province

The area is recognised as having global significance for • an eastern warm-temperate province marine biodiversity and the occurrence of large numbers of • a southern cool-temperate province. endemic organisms. It is estimated 60 per cent of marine species found in temperate Australia are unique to the The western province species are typically abundant on area. the southern coast of Australia, west of Cape Otway, but many range as far east as Wilsons Promontory. The eastern The south-east marine region is dominated by two major province species are typically abundant along the south- ocean currents - the East Australian Current coming from eastern coast of Australia east of Wilsons Promontory. Most the north-east and the Leeuwin Current coming from the of these species reach their western limit of distribution at north-west. Port Phillip Bay, but a few occasionally extend as far west Marine habitats within the Corangamite region are as Cape Otway. Southern species, typical of the cooler highly diverse. General physical habitats include a range Tasmanian coast, extend into the central and western of rocky reef systems varying in depth from inter-tidal to regions of Victoria. approximately 50 metres, high energy sandy beaches, sub- The confluence or overlap of species from the different tidal sandy and muddy seabeds and inter-tidal mudflats. provinces is a major contributor to Victoria’s diverse range Habitats are also formed by certain types of plant and of species and community types. The Corangamite marine animal species. Biological habitats include kelp forests on environment benefits significantly from this factor in terms shallow rocky reefs, sponge and coral gardens on deep of its high level of biological diversity. rocky reefs, seagrass on sandy seabeds and mangrove and saltmarsh on sheltered inter-tidal sediments (Parks Victoria, 2003). As a result of these different habitats, the flora and fauna species within the marine environment are highly diverse.

catchment condition 26 ccma annual report 2008/09 Condition and trend

Unfortunately, the historic level of monitoring, coupled Further information with the complexity of the marine system, has meant Section 6: Land management...... Page 77 that measuring condition or trend within the marine (Program updates and related case studies) environment, particularly in terms of biological diversity, is Section 5: Integrated regional planning impossible at this time. and co-ordination...... Page 63 In recent years there has been a considerable effort to (Investment) establish an improved base-line of the condition of the marine environment across western Victoria, including the Corangamite region. This work has been led by Deakin University in partnership with a range of stakeholders and through Australian Government funding. The project has already provided substantially improved knowledge of marine ecosystems and is hoped to eventually provide a modelled layer of marine communities, not dissimilar to those currently available for terrestrial environments.

The condition of Corangamite’s coastal waters is generally good however, with low levels of nutrients, turbidity and bio-contaminants and generally good light conditions due to low turbidity. Many of the threats to marine biodiversity, such as pest animals or disease, may enter the region from distant sources or be artificially transported, through shipping ballast waters for example. While it is important to continue to improve catchment health, some impacts may be beyond the control of local mitigation efforts. 1. A high energy marine environment in the Twelve Apostles Marine National Park

1.

catchment condition ccma annual report 27 2008/09 Catchment condition 02

Land health

Significance

A number of processes and issues threaten land health. Changes in salinity affect the health of wetland ecosystems, Some of these and their significance are outlined below. including wetlands of international importance, and native vegetation communities. The threat may be from increasing Pests salinity or decreasing salinity. More than 6,400 ha of Pest plants and animals are a significant threat to vegetation of high and very high conservation significance biodiversity, land and water resources in Victoria. intersect with mapped salinity. In some cases, the presence of salinity may be critical to the stability of these vegetation Their management is generally a duty of care responsibility areas, such as halophytic herb lands. In other locations, for land managers, especially where the benefit of such secondary salinity is likely to threaten salinity-sensitive management results in an economic return for the vegetation classes. Recent research has highlighted the manager. sensitivity of groundwater-dependent ecosystems, defining Some species can have a greater impact on a region’s the critical need for salinity management. natural, economic and social values and must be managed Soils under legislation. Soils are the lifeblood of the Corangamite region. Once soil Salinity health begins to deplete, soil-threatening processes activate Salinity appears in the Corangamite region as saline land, and pose a risk to sustainability. saline wetlands or as changes in water quality in waterways Soil-threatening processes have affected a number of and water storages. priority regional assets, such as water quality, areas of There are approximately 17,250 ha of saline land in the environmental significance, agricultural production, built Corangamite region occurring in 1,500 locations. While the infrastructure and cultural heritage. Landslides, erosion, integrity of natural land and water salinity needs to remain secondary salinity, acid sulfate soils, water logging, intact, induced land and water salinity that threatens soil structure decline, acidification, nutrient decline, environmental and economic values needs to be mitigated. contamination and organic carbon and biota decline can have an adverse impact on regional assets.

1. Views over Lake Corangamite 2. Fox

1. 2. 2.

catchment condition 28 ccma annual report 2008/09 Soil-threatening processes are mostly caused by lack of Some indicators of condition include: knowledge, leading to the implementation of incorrect management practices and inappropriate land use. Actions Pests identified by the Corangamite Soil Health Strategy aim Weedy plant species tend to emerge when soils become to strategically address in a cost-effective manner soil- bare and degraded through lack of nutrients and moisture threatening processes that impact high-valued assets. and physical disturbance, such as inappropriate cultivation, vegetation removal and overgrazing.

Condition and trend Pest animals, such as rabbits and foxes, become prevalent In the absence of a land health index, a number of when control regimes are not factored into ongoing indicators can be used to reflect the relative health of land management responsibilities. within a location. The occurrence of introduced pest plants Land manager compliance in meeting these responsibilities and animals is often a symptom of poor land condition. can influence the health and condition of a particular area. Vegetation, native and pasture, landslides, erosion, Regional programs have resulted in more than 90 per cent salinity and land management practices also can be useful of landowners meeting this obligation. indicators of land health.

Figure 1: Map of pest plants and animals

catchment condition ccma annual report 29 2008/09 Catchment condition 02

Land health (continued)

Salinity despite the decline in local water tables. Salinity in this area has doubled in the past 30 years due to saline discharge The Corangamite CMA has undertaken groundwater from a regional groundwater flow system with a long monitoring in target areas. In recharge areas, groundwater lag-time. In other areas with local groundwater systems, levels across the salinity target areas have generally been there has generally been a slight decrease in salinised land, declining. This is thought to be a direct result of drought. but most areas have remained unchanged. The decline in In discharge areas, groundwater levels generally fluctuate groundwater levels has also impacted on numerous saline with the seasons and the longer term trend is stable. wetlands, with many dried out.

“Despite the general declines in groundwater The Corangamite CMA is establishing a number of land levels, salinity has remained a threat to many of salinity monitoring sites to better quantify the trends and the region’s assets, even expanding or increasing progress toward targets. The type and state of vegetation in some areas”. (Dahlhaus & Fawcett 2008) occurring at these sites will be one of the indicators for this. Salinity in the upper Moorabool River has continued to The occurrence of salt tolerant vegetation is an indicator increase, partly due to the decline in surface water runoff of salinity with different types indicating different levels of resulting in proportionally more saline groundwater base salting, both naturally occurring and induced. flow. In the Pittong area, saline land continues to increase

Figure 2: Map of annual salinity

catchment condition 30 ccma annual report 2008/09 Soils

Soil health is variable across the region, with different • Waterlogging occurs predominantly in the south-east threats dominating different locations. section and in central areas. Waterlogging poses a threat to agricultural production, particularly dairy and cropping • Landslides dominate the south-west section of the region areas. Waterlogging is indicated by the proliferation of where soil type, topography and rainfall characterise the vegetation that can tolerate long periods of inundation. area as susceptible. Approximately 5,000 landslide sites have been mapped across the region (Figure 3). • Soil structure decline, acidification, soil nutrient decline, contamination, soil organic carbon decline and soil biota • Erosion occurs predominantly in the north-east where decline are occurring throughout the region. soils are old, dispersive and prone to erosion processes Poor composition, condition and growth within pasture, due to lack of vegetation cover. Approximately 5,000 crop or native vegetation are indicators of such problems. erosion sites have been mapped (Figure 3). These threats mostly affect agricultural production. • Acid sulfate soils are mostly found in low lying boggy areas along of the coastline and in some inland sections, Further information particularly in lakes or waterways. These soils are only a

problem if disturbed and aerated, forming sulfuric acid Section 6: Land management...... Page 77 that can significantly impact aquatic ecosystems, built (Program updates and related case studies) infrastructure and human health. Section 5: Integrated regional planning

• Secondary salinity is found mostly where land has been and co-ordination...... Page 63 cleared for agriculture. (Investment)

Figure 3: Map of annual erosion

1. 2.

catchment condition ccma annual report 31 2008/09 Torquay Landcare group president Cherie Mordue at a planting day at Point Addis. Photograph: Andrew Chapman

governance 32 ccma annual report 2008/09 Governance Accountability, compliance, self-assessment and internal audit are important features of good governance. 03

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Develop, implement • Corporate Plan submitted By 30 April annually • Corporate Plan approved and and review corporate to responsible Minister submitted to Minister within and business plans and Treasurer (including given timelines statement of corporate intent, business plan and financial statement) • Regular monitoring Business Planning Committee of Corporate Plan to monitor Corporate Plan on a implementation quarterly basis and report to Board Enhance Board awareness of the CMA’s strategic outcomes and emerging issues

Completion and • Annual report submitted By 10 October annually (unless Annual report submitted to submission of the to the responsible Minister, varied by Minister) Minster on time. Report received annual report to including assessment a silver award for excellence in Parliament against KPIs & targets reporting at the Australasian Reporting Awards

• Audited financial Opinion from the Victorian Auditor- Financial statements audited statements General that the financial report and approved by the Victorian presents fairly the financial position Auditor-General’s office of the authority

Board performance • Complete and submit By 31 August annually Board assessment completed assessment CMA Board performance by all nine Directors; outcomes assessment report reported to the Minister in according to guidelines August, 2008 issued by Minister

• Participation by Board Number of Directors participating in Directors in development development activities activities

• Authority delegations (CaLP By 30 September annually Act s19F) reviewed

• Monitor Authority financial, At each meeting and as at 30 June social and environmental annually performance

• All policies adopted by or That Directors have ready access to relevant to the CMA are all Board policies readily available to all Board Directors (PAA Act s80)

Provide advice to • Provide briefings advice and 100% delivery achieved within Achieved government on reports within the timelines timelines regional priorities required and programs for implementation of the agreed RCS

governance ccma annual report 33 2008/09 Governance 03

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Establish and • Develop and implement Implement and monitor risk Quarterly reporting of business implement policies risk management plans mitigation according to risk plans performance provided to and procedures and systems, including Business Planning Committee to comply with reporting, and effectively risk and financial manage strategic, project, Audit Committee to review risk Policies and procedures management operational, environmental, profile quarterly and report to Board presented and approved by climate and financial risks Audit committee

• Compliance to risk Risk identified for each program and Complete management plans for each review annually program

• Review of governance Review all governance policies and Complete policies and procedures procedures by 30 June annually

1. Surf Coast and Inland Plains Network tour 2. Corangamite CMA Board Directors and CEO with Federal Agriculture Minister Tony Burke (second from left) and Federal Member for Corangamite Darren Cheeseman (second from right)

1. 2.

governance 34 ccma annual report 2008/09 Organisational structure

The Corangamite CMA has a workforce of 50 professionals Each team reports to a program manager, who reports to committed to improving the health of the region’s natural the Chief Executive Officer. resources. Head office is located in Colac, the geographic Our governance structure comprises a Board of nine centre of our region, with a satellite office in Geelong, Directors, who also serve on committees that guide the Victoria’s largest regional city. business of the authority. The committees cover water Our workforce is divided into three teams - Community and statutory functions, business planning, audit, staff and Partnerships, River and Catchment and Corporate. remuneration and regional implementation. The responsibilities and structure of these teams is outlined The authority reports to Gavin Jennings MLC, Minister for on pages 36-37. Environment and Climate Change.

governance ccma annual report 35 2008/09 Governance

03Organisational structure (continued)

Community and Partnerships management of 20 kilometres of the Barwon River through Geelong. The team encompasses strategic river health The Community and Partnerships team perform a diverse planning, a river health works contingent, environmental range of activities with a common goal of brokering water reserve, biodiversity and wetland management, strategic partnerships with regional partners. The team climate change, Victorian Volcanic Plains, EstuaryWatch and functions under the broad headings of funding, land Waterwatch programs. management, monitoring and evaluation and partnerships.

Staff provide key communication channels between Corporate government investors and the community. Positive natural The Corporate team provides specialised services to resource management outcomes are achieved through the authority and its staff, including accurate financial strategic planning in Landcare, investment, reporting, information, human resources support, business salinity, soil health, pest management, monitoring and planning, risk management, information technology and evaluation, knowledge brokering, indigenous engagement communication strategies. Corporate functions are also and local government. governed by a range of legislative requirements, including the Water Act 1989, the Catchment and Land Protection River and Catchments Act 1994, the Financial Management Act 1994 and the The river and catchment program engages major Public Administration Act 2004. Primary roles include stakeholders in the management of river, estuarine, producing an audited annual report, developing an annual wetland and biodiversity assets. The program also has Corporate Plan and implementing a corporate governance statutory responsibilities in floodplain management and the framework.

1. 2.

governance 36 ccma annual report 2008/09 governance ccma annual report 37 2008/09 Governance 03 Don Forsyth Peter Codd

Our executive team

Chief Executive Officer – Don Forsyth Community and Partnerships Manager – Peter Codd

The Chief Executive Officer is responsible to the Board for The Community and Partnerships Manager is responsible all operational aspects of the authority. He also must guide for a diverse range of natural resource management and facilitate input from the Board, various committees and programs, including the review and renewal of the Regional the broader community in establishing strategic direction. Catchment Strategy and development of the Regional Catchment Investment Plan. To achieve this, the CEO must build and maintain a core of staff with strong technical skills and a commitment to This position liaises and reports to Victorian and Australian working with the community to achieve improvements government investors for funding programs, such as the in environmental health and the region’s abundance of Natural Resources Investment Program and Caring for Our natural assets. Country Program. He is also responsible for managing and implementing major programs relating to salinity and soil Don’s family farming background and studies in agricultural management, Landcare, community and local government science and soil conservation have provided him with a engagement, monitoring and evaluation, research, data strong foundation for understanding and working with the management and reporting of project outputs, indigenous rural community. On establishment of the Corangamite liaison and knowledge and information brokering. CMA in 1997, Don was appointed Chief Executive Officer with the overall business management responsibility. A key area of responsibility has been the ongoing The community partnership focus of the Corangamite CMA development of partnerships with a broad range of was, and remains, his driving force. stakeholders to implement research and onground works. The goal of the team is to facilitate strategic partnerships and investment opportunities to broker positive NRM outcomes.

Peter has more than 25 years experience in natural resource management and has worked with the Corangamite CMA since November, 1997, being a program manager since that time across various areas of responsibility. Peter has a Bachelor of Applied Science in Environmental Planning and Land Use Policy.

During 2008, Peter spent three months on secondment to DSE working on the Victorian implementation plan for Caring for Our Country Program. During this time, Leigh Dennis, who is responsible for the Corangamite CMA’s soils and pest plants and animals program, assumed Peter’s role.

governance 38 ccma annual report 2008/09 Paul Rawson Trent Wallis

Corporate Manager – Paul Rawson River and Catchment Manager – Trent Wallis

The Corporate Manager’s role is to provide a wide range The River and Catchment Manager’s role ensures the of governance and corporate support to the organisation. efficient and cost-effective delivery of projects funded Key activities include providing accurate financial by Victorian and Australian governments to protect and information, human resources support, business planning restore biodiversity assets and the health of rivers, estuaries services, risk management, information technology and and wetlands. the co-ordination of communication strategies. He is also He is also responsible for the Authority’s role as the responsible for ensuring the Board and CEO are kept Caretaker of River Health, in onground river and wetland informed of any legislative changes and for organisational restoration projects in partnership with community and compliance with all legal requirements. agency stakeholders, management of the Environmental Paul has extensive management experience honed during Water Reserve and delivery of Water Act statutory the past 18 years in Australia and abroad. Coming from an functions. These include management of the Barwon River operational background, before moving into a corporate through Geelong, Lough Calvert Drainage Scheme, Woady services role with the City of Melbourne, Paul understands Yaloak Diversion Scheme, floodplain management and operational imperatives and is able to ensure corporate permits for works on waterways. compliance within a complex environment. Trent has been involved in natural resource management Paul has a Master in Business Administration (MBA) from for over 12 years. Initially, he worked at DSE in Edith Cowan University in Perth and is a Graduate Member environmental and land use planning, then spent seven of the Australian Institute of Company Directors (AICD). years with the Mallee CMA as the River and Wetland Health Unit Manager, where his role focussed on management of the Murray River and its floodplain. During his time in the Mallee, he was responsible for the Authority’s floodplain management functions and development and implementation of the Mallee River Health Strategy. He also worked on the Murray River Frontage Action Plan project and environmental water management projects at Lindsay, Mulcra and Wallpolla Islands and the Hattah Lakes under the Living Murray Program.

Trent has a Bachelor of Science and Master of Environmental Studies from the University of Melbourne.

governance ccma annual report 39 2008/09 Governance 03 Peter Greig

Our Board

The Corangamite CMA Board comprises a non-executive Board profiles Chairman and eight non-executive Board Directors. The Minister for Environment and Climate Change appoints Dr Peter Greig – Chairman the Board for up to four years. Chairman, Peter Greig, Corangamite It is a requirement that at least half the Directors are primary CMA Board Director since 2004, is a producers. Directors are appointed by the Minister for full-time beef and wine producer in Environment and Climate Change based on their skills and Murroon. backgrounds relevant to natural resource management. He trained in forest science, economics Directors played a critical role in the achievements of the and finance. His career spans public and Corangamite CMA in 2008-2009. Through their regional private sectors, in fields of corporate knowledge and participation in community life, they were finance, road, rail, water utilities and able to represent community values and priorities when the forestry. Peter also has a number of Board considered strategic issues on protecting and improving academic publications to his credit. our natural resources. He is an active member of Landcare and They also contributed through their direct involvement in was involved in organising the CMA committees, which strive to create a strong governance first Focus on Farm Trees Conference culture that enables a measured and strategic approach to all in 1980. business matters.

The opportunity to provide feedback to government on regional natural resource management issues is appreciated by the Board. One avenue for this is the Victorian CMA chairs forum, which meets regularly, often with the Minister and senior departmental staff.

The Corangamite CMA is fortunate to have a qualified, diverse and experienced group of Directors who enthusiastically debate issues and support agreed directions. This debate allows for continuous improvement in personal skills as well as the consideration of new initiatives, practices or partnerships that contribute to this region’s natural resources.

governance 40 ccma annual report 2008/09 Valerie Lang Julie Hansen Roger Hardley

Valerie Lang AM – Deputy Julie Hansen Roger Hardley Chairwoman Julie Hansen has extensive experience Roger, a primary producer, has Val is part of a farming family at the community - local government lived in the Otway Ranges near producing fine wool and cereal, interface as a former Surf Coast Apollo Bay for more than 20 years. legume and oilseed crops near Shire councillor (1995-2004), serving He has an extensive history in the Lismore in western Victoria. Her two terms as mayor, and President Landcare movement, having been tertiary training is in agriculture. of the Victorian Local Governance president or secretary of the Apollo She is a graduate of the Australian Association (2000-05). She has been Bay Landcare Group between 1994 Rural Leadership Program and has actively involved in developing policy and 2003. In 1997, he became the been honoured with an Australia initiatives in coastal, governance, founding Chairman of the Southern Day Award, AM, for services to rural community planning and consultation Otway Landcare Network and women. Val is an active member of and engagement issues from local to worked continuously within the the local Landcare group and is on state level. network in a number of capacities the executive of the Mount Elephant until his retirement in April, 2007. Julie is a retail pharmacist and a Community Management committee Roger was made the inaugural life member of the Greenfleet Australia and the National Trust Nature member on his retirement. He is a Board and Western Coastal Board. Reserve committee at Mooramong, past member of the Marine Board of She is also a Fellow of the Institute of near Skipton. She is involved Victoria and worked for many years Company Directors and was awarded with managing areas of remnant as the secretary of a maritime trade a Centenary of Federation Medal for vegetation on the farm. She has union. Roger has a tertiary degree services to local government and the been active for more than 30 years in economics and undertook further community. in local community organisations, studies at the London School of including school councils and hospital Economics and Political Science (UK). boards. She is currently president of He made a major contribution to the the Lismore Progress Association and development of the Great Otway the Lismore Derrinallum Community National Park and, in 2006, was Association. Her community appointed to the Otway Landscape experience translated to active Community Council, which involvement in state and national oversees community consultation women’s organisations and advisory on the park’s management. Roger groups to government. She initiated remains committed to community and ran a series of workshops to environmental activism. increase rural women’s skills in dealing with contentious issues.

governance ccma annual report 41 2008/09 Governance 03 Alain Purnell Dr Kaye Rodden Susan Salter

Our Board (continued)

Alain Purnell Dr Kaye Rodden Susan Salter

Alain is former General Manager Kaye is a representative of the Susan has been a teacher at Bellarine Environmental Affairs of BHP and a farming community. She has a tertiary Secondary College for more than 25 former director of Landcare Australia degree in agriculture and for the past years. She has an arts degree from Limited (1991-1998). He is a member 20 years has been involved in river Monash University and a Bachelor of several environmental and social basin management, both as a land of Education from Deakin. She committees, including Western manager and a farm representative teaches mathematics to Year 12 level Coastal Board, Landcare Australia on government and community and, since 2004, has taught VCAL Victorian Advisory Committee and a catchment management committees. landscape. co-founder and co-convener of the She is a foundation member of Surf Susan is passionate about Australian LorneCare community group. Coast Shire’s Rural Development native plants, especially eucalyptus Committee and a member of the Alain holds degrees in chemical and banksias. Barrabool Hills Landcare Group. engineering and business Kaye, her husband and two teenage She has been a long-time resident of administration and has corporate daughters farm beef cattle in the Queenscliff, promoting conservation governance, senior management, Barrabool Hills, west of Geelong. values for historical buildings and the strategic planning, community environment, and has been president engagement, land protection of the Queenscliff Neighbourhood and environmental conservation House for seven of the past 10 years. experience. Susan has extensive experience in community consultation projects and is committed to involving the community in change management.

governance 42 ccma annual report 2008/09 Hedley Thomson Debra Tsilfidis

Hedley Thomson Debra Tsilfidis

Hedley is a qualified town planner. Debra joined the Board in June, 2008. For the past 30 years, he has worked During a career spanning corporate at a local, regional and Victorian sales, grocery buying, environmental Government level and in the private and health services, she has built a sector, principally in strategic land use property investment portfolio in inner and environmental planning where Melbourne which now helps fund he has enjoyed developing integrated her real passion – growing Abbacchio environmental strategies and putting milk-fed lamb at her small farm at the recommendations to work on Creswick, Victoria. Debra sits on the the ground. For the past 20 years, Victorian Farmers’ Federation Young he has lived in Ballarat where he has Agribusiness Professionals Committee put this approach into action through and the Ballarat Health Service numerous projects, most notably Consumer Advisory Committee. through the implementation of the She is a member of the Australian LINCS Strategy and the Yarrowee Institute of Company Directors, River Landscape Management and has a Master of Marketing and is Master Plan. sponsored by Chief Executive Women Hedley is a passionate believer and to undertake the Australian Rural strong advocate for integrated Leadership Program. catchment management as a means of developing common approaches to action on key environmental issues, built around a strong sense of community.

Table 2: 2008-09 Board Members’ attendance

Name July Aug sept oct nov dec feb march t/c* march April may June

P Greig 4 4 4 4 4 4 4 4 4 4 4 4

V Lang 4 8 4 4 4 4 4 4 4 4 4 8

J Hansen 4 4 8 4 4 4 4 4 4 4 4 4

R Hardley 4 4 4 4 4 4 4 4 4 8 4 4

A Purnell 4 4 4 4 4 8 4 4 4 4 4 4

K Rodden 4 4 4 4 4 4 4 4 4 4 4 4

S Salter 4 4 4 4 8 4 4 4 4 8 4 4

H Thomson 8 4 4 4 4 4 4 4 4 4 4 4

D Tsilfidis 4 4 4 8 4 4 8 4 4 4 8 4

*T/C = Telephone Conference

governance ccma annual report 43 2008/09 Governance

03Board committees

The Board has established five business-focused Business Planning Committee committees. The Chairman and CEO attend committee The Business Planning Committee comprises four non- meetings together with members of the management team executive Board Directors. The committee is responsible as required. for overseeing annual and long-term strategic plans and Committees report to the Board and maintain and make directions and their monitoring and evaluation. available detailed minutes. The Chairman and CEO are Key achievement: ex-officio members on all committees. • had a lead role in instigating the new communication Audit Committee and engagement strategy, currently in its final stages of development The Audit Committee comprises three non-executive Board • development of the business excellence framework Directors. Meetings are held quarterly and when requested which complements and enhances the monitoring of the by a committee member or internal/external auditors. The authority’s strategic objectives. committee liaises with corporate staff, financial officers and internal and external auditors and evaluates the adequacy Members: Val Lang (Chairman), Roger Hardley, and effectiveness of the corporate governance framework, Debra Tsilfidis, Julie Hansen particularly the operation and implementation of the risk Ex-officio officers: Peter Greig and Don Forsyth management framework. Executive support: Paul Rawson Key achievement: • developed a new quarterly financial reporting regime  that allows a more in depth review of financial performance

• Oversaw the development of a new policy and procedure framework.

Members: Roger Hardley (Chairman), Julie Hansen (Independent), Hedley Thomson (Independent)

Internal Auditors: RSM Bird Cameron, Warwick Spargo

Ex-officio officers: Peter Greig and Don Forsyth

Executive support: Paul Rawson, Finance Manager Greg Peters

1. 2.

governance 44 ccma annual report 2008/09 Staff and Remuneration Committee The committee comprises three Board Directors, the River Health Operational Portfolio Group chair, the Barwon River The Staff Remuneration Committee comprises the Users Group chair (as required) and Corangamite CMA’s non-executive Board Chairman and three non-executive River and Catchment Manager as executive support. Directors. The committee meets as required and is responsible for overseeing the staffing complement, its Key achievements: structure, management and remuneration. • commenced implementing the 2008 Barwon through Geelong Management Plan, improving recreational Key achievements: opportunities and protecting the environmental and • establishing improved staff employment conditions under cultural values of the Barwon River through Geelong. the new Enterprise Bargaining Agreement; signed off on This included upgrades to the West Fyans and Barwon 8 August 2008 Valley Park Riverside car parks • establishing a human resource management policy • oversaw the completion of the draft Woady Yaloak • developing a staff wellbeing action plan. Drainage Scheme Review in response to climate change, ready for its inclusion in the State Government’s draft Members: Peter Greig (Chairman), Roger Hardley, Western Region Sustainable Water Strategy Kaye Rodden, Julie Hansen • oversaw the review of the Corangamite CMA’s statutory Executive support: Don Forsyth functions in response to the release of the Victorian Coastal Strategy and the State Government’s position on Water Statutory Functions Committee sea level rise.

The Water Statutory Functions Committee, formerly the Members: Susan Salter (Chairwoman), Kaye Rodden, Barwon through Geelong Committee, was established to Julie Hansen (until 19 September 08), Hedley Thompson formulate policy and directions on issues concerning the (from 19 September 08) and John McDonald (River Health statutory functions of waterway, floodplain and drainage OPG Chair) management. As these functions are significantly greater Executive Support: Trent Wallis for the Corangamite CMA than other CMAs, the creation of the committee ensures these functions continue to operate within a strong governance framework.

The committee’s role is to oversee the water statutory functions of the authority, including:

• management of the Barwon River through Geelong • operation of the Lough Calvert Drainage Scheme • operation of the Woady Yaloak Diversion Scheme • completion and implementation of the Regional Drainage Scheme Review • co-ordination of waterway and floodplain management functions • implementation of Waterway Protection By-Law No. 1 • maintaining close contact with the River Health Operational Portfolio Group and providing regular reports on activities to the River Users Group.

governance ccma annual report 45 2008/09 Governance

03Board committees (continued)

Corangamite Regional Implementation Committee

The Corangamite Regional Implementation Committee Members: Alain Purnell (Chairman), Val Lang, (CRIC) comprises two non-executive Board Directors (one Don Forsyth (CEO), Rachel Faggetter (coastal), being appointed by the board to chair the committee), Mike Stephens (agriculture), Reg Abrahams (indigenous), the CEO and the chairs of each of the Operating Portfolio Troy Clarkson (DPI), John Sherwood (research and Groups (OPG). The committee develops an annual Regional development), Kevin Knight (local government), Catchment Investment Plan (RCIP) outlining priority Ian Hastings (DSE), community members Laurie Norman programs and projects. The RCIP and associated projects and John McDonald are considered by government investors to ensure priorities Executive support: Peter Codd are addressed and maximum outcomes achieved for the funds invested. The committee operates by drawing on Operation Portfolio Group the expert and technical advice provided by the Operating Portfolio Groups. The Corangamite CMA has five Operational Portfolio Groups (OPG) comprising a broad mix of community Key achievements: members and stakeholder groups. Individuals on the OPGs • approved the establishment of the Integrated Landscape have a passion for and a strong understanding of issues Zone Implementation Groups related to catchment management.

• supported the adoption of the Investment Framework for OPG convenors are John McDonald, river health, John Fyfe, Environmental Resources (INFFER) tool for the process for landcare, Ian Crook, soils and salinity, Laurie Norman, pest developing Landscape Zone Action Plans plants and animals, and Patrick O’Callaghan, vegetation - see Community Engagement Model on • endorsed the recommended listing of weed species page 47. under phases 3a and 3b of the Victorian Noxious Weeds Review.

1. Board Directors at Corangamite CMA’s Landcare Award night. Photography: Dominic O’Brien.

1.

governance 46 ccma annual report 2008/09 Community Engagement Model

Strong community engagement is critical to achieving the Corangamite CMA’s natural resource management outcomes. The engagement model shown here has been in place since 2005. The targeted priority investment continues to challenge the authority’s ability to engage the community. The model is continually modified to enable the adoption of the best community engagement opportunities. 1. 2. 4.

governance ccma annual report 47 2008/09 Gillian Gurrie at a Waterwatch Bug Bonanza event, Lake Colac. Photograph: Tamzin McLennan

community engagement 48 ccma annual report 2008/09 Community engagement The catchment management framework is based on a model of community participation, and a special feature of Corangamite CMA is our relationship with the regional community.04

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Establish open • Engagement plan reviewed • By 30 September annually • Engagement plan reviewed and transparent and implemented at a and incorporated into project processes to engage regional level plans the community in development and • Encourage community • Increased area of coverage or • Targeted investment and implementation discussion and contribution increased diversity of groups prioritisation by funding bodies of the RCS and into the Land Health engaged is limiting the Authority’s supporting plans & Biodiversity Green/ ability to increase the diversity White Paper process and of groups involved implementation • CMA provide Green/White Paper • The Authority made a contributions via DSE submission to the Land Health and Biodiversity Green/White Paper process following regional community workshops

• The Authority also assisted regional landcare networks in making a submission Green/ White paper process

Maintain standing • Standing community • By 30 December annually During 2008-2009 the Authority community engagement structures established six Integrated engagement reviewed for effectiveness Landscape Zone Implementation structures to and inclusiveness Groups develop and review implementation of strategies and action plans

community engagement ccma annual report 49 2008/09 Community engagement

04EstuaryWatch

Program update

The EstuaryWatch Program began in 2006-2007 to Outputs/achievements raise awareness and understanding of the health of our • Further development of the EstuaryWatch database estuaries. to enhance the quality and usability

The four aims of EstuaryWatch are to: • Two exceptionally successful Estuaries Unmasked • raise community awareness of estuaries and their links to night seminars the catchment and coast • Completion of a bi-annual quality assurance and • create opportunities for community engagement quality control event with four EstuaryWatch groups on one occasion and one EstuaryWatch group on two • implement a framework for community monitoring and occasions assessment of estuary health

• encourage better communication between communities • Database training for EstuaryWatch data entry and government on estuarine health issues. • Monitoring procedure training days for Corangamite To establish a scientific background for our program, early CMA staff and volunteers emphasis was on creating monitoring guidelines to ensure • Development of a Data Confidence Plan, which a credible supply of data. An EstuaryWatch monitoring details the measures taken to ensure high quality data procedure was developed in consultation with Deakin for use by estuary managers University and in accordance with estuary monitoring protocols utilised by the Environment Protection Authority. • Finalists in the Victorian Coastal Awards innovation category Core activities by EstuaryWatch volunteers include recording observations on estuary mouth condition, taking • Winning the Keep Australia Beautiful, Clean Beaches photopoint images and depth profiling for temperature, Awards, Community Action Award oxygen and salinity. The program receives a minimum • EstuaryWatch bi-annual newsletter and monthly monthly dataset from EstuaryWatch volunteers along the email updates Barwon River, Thompson Creek, Spring Creek, Anglesea River, Painkalac Creek, Erskine River, St George River, • Development and roll out of an EstuaryWatch Kennett River, Skenes Creek, Wild Dog Creek, Barham River volunteer incentive scheme to reward volunteers for and Gellibrand River. their hard work and dedication. This year included three social barbecues, development of a CD with images captured by volunteers, and two different EstuaryWatch jackets embroidered with the program’s logo and given to volunteers for each year of service

• Attendance at the Barwon Heads Festival of the Sea and Apollo Bay’s Barham River Festival

• An EstuaryWatch presentation and demonstration for the Gordon Institute of TAFE’s Conservation and Land Management students, and an EstuaryWatch presentation for the Apollo Bay Landcare group.

community engagement 50 ccma annual report 2008/09 case study Volunteers receive 2009 Clean Beaches Award

In the past two years, the EstuaryWatch program has outstanding come of age, particularly in the areas of community achievement involvement and empowerment. Passionate and dedicated in community EstuaryWatch volunteers have developed an excellent organisation and understanding and knowledge of estuarine environments. pride expressed They have developed an array of skills in estuarine through its monitoring and database entry and successfully helped development and the Corangamite CMA to educate and raise community strong relationship awareness of an estuarine environment’s importance as within the local an ecosystem. As their knowledge and understanding beach community. have increased, so too has their ability to effectively On judging, two communicate with government on localised estuarine of the volunteers health issues. The professionalism of volunteers has provided a display that demonstrated the strength of the heightened their reputation locally and across the state. program and its volunteers. As a result, the volunteers Recent achievements, such as the Clean Beaches Awards, were nominated as a finalist and ultimately won this strongly highlight this. prestigious award.

In early 2009, our EstuaryWatch volunteers entered the This state-wide recognition augers well for EstuaryWatch Community Action category of the 2009 Keep Australia and the region’s estuarine environments. Beautiful Clean Beaches Awards. This award recognised

Inset: Community action award winners: from left Barham River EstuaryWatch volunteer Phil Lawson, Corangamite CMA EstuaryWatch co-ordinator Matt Khoury and Painkalac Creek EstuaryWatch’s Vicki Phillip 2. Princetown Estuary 2.

community engagement ccma annual report 51 2008/09 Community engagement

04Waterwatch

Corangamite Waterwatch - Communities Caring for Catchments

Waterwatch is a vibrant program that has provided The Coranga-mites Education Program has taken a community water quality monitoring across the country train-the-trainer approach to environmental education. since 1993. The successful Corangamite program has Waterwatch has provided professional development to developed since then to provide excellent regional 62 teachers at 40 schools to promote catchment health coverage. It currently involves 46 groups monitoring to 1688 students. The education program integrates 148 sites. water quality monitoring and environmental activities, such as plant-outs and clean ups, within the curriculum The program is now even stronger with the introduction through high standard education resources with classroom of the Data Confidence Plan (DCP) in 2005. In the last support. At the end of the 2008 school year, 14 reports four years, Waterwatch has maintained high standards were prepared for schools to provide feedback to those in equipment servicing and provided valuable training classes with greatest participation. Waterwatch, Central opportunities and a bi-annual quality assurance (QA) Highlands Water and Barwon Water have an important program. Much of the training in 2008-2009 was delivered place in the new AuSSI Vic (Australian Sustainable Schools through five community events. These were an efficient Incentive Victoria) framework and, as such, the demand forum to address monitors and present networking for Waterwatch equipment and resources will increase. opportunities for participants. The knowledge gained by primary, secondary and tertiary Waterwatch is also charged with the role of raising students today is important as they will be the keepers of community awareness. Throughout the year, Waterwatch Corangamite’s catchments tomorrow. was directly involved with the delivery of catchment health messages to 1945 people at various events and festivals. Activities included the Barwon River Catch a Carp event, the Geelong Waterwise Gardening Expo and Coast Action/ Coastcare Summer by the Sea activities.

1. Ray and Maia Draper and a Growling Grass Frog. Photograph: Christine Walsh 2. Primary school children check out the catchment trailer at a Creek Connections event in Geelong

1. 2.

community engagement 52 ccma annual report 2008/09 Key achievements for the year included:

• integration of community water quality data in the • resources and equipment were reviewed, refreshed and 2009 Index of Stream Condition survey across Victoria replaced, including a monitoring and equipment audit, recognises the high standard of data generated by reprint of macro card deck and results book, revision Waterwatch monitors. To prepare for this program, of field manuals to include updated safety policies and 17 monitors required facilitator visits to 30 sites, production of promotional materials. additional training and equipment A continuing challenge for Waterwatch is engaging the • linking community data to natural resource management whole community. These community events featuring projects has made Waterwatch data collection more speakers on topical issues e.g. eels and frog ecology, relevant to the Corangamite CMA. It has focused on attracted widespread interest. The success of presenting making the River Health Strategy relevant to Waterwatch interesting topics to a wide audience is made possible by monitoring and identified that 63 per cent of monitoring having an extensive network of contacts to publicise and plans are integrated with NRM activities. promote media opportunities. Five Waterwatch community events made training and Waterwatch will maintain these gains by providing group QA opportunities readily available to monitors while learning opportunities. It will also make greater use of linking monitors with other environmental programs the internet to provide online resources for schools and e.g. Weedspotters communities. • high participation in the May Saltwatch snapshot event resulted in greater community salinity awareness. Not  only do registered Waterwatch monitors participate in this event, but schools, scouts and Landcare groups are also involved and provide the Corangamite CMA and DSE with snapshot information. It provides people with real information about the fitness for use of water in streams, wetlands, dams and bores

1. Dragonfly 2. Water quality testing 3. Water monitoring 4. Jason Milenkovic taking part at the Bug Bonanza event in Colac

3.

1. 2. 4.

community engagement ccma annual report 53 2008/09 Community engagement

04Local government

Introduction Investment in planning overlays has achieved multiple benefits in creating community awareness in development A key role of the local government engagement program risk management and potential impacts on natural is to build effective working relationships with the nine resources. Eight councils, in partnership with the municipalities in the region. Local government partnerships Corangamite CMA, are developing overlays in areas such as are considered a key strategic alliance and fundamental to salinity, erosion and landslip, flooding and inundation. the delivery of positive NRM outcomes. A key objective of local government engagement is Local government planning and natural organising a co-ordinated approach to planning issues. resource management Typical responses centre on impacts to environmental assets nominated in strategic studies, planning scheme reviews, Local government’s strategic and statutory planning is a planning scheme amendments, planning permit application vital mechanism for providing information to decision- referral or notice and environmental effects statements. makers responsible for ensuring appropriate land use and Coastal councils are experiencing unprecedented pressure development protects natural assets. Planning overlays from urban development and population growth. A key developed through the Corangamite CMA protect the focus of local government planning engagement is the community from investing in unsuitable areas, such as land delivery of consistent NRM value messages in the region’s that is flood-prone, predisposed to landslip, affected by salt local government planning schemes. The development or of high conservation value. of NRM principles will be a key objective of 2009-2010 programs. NRM principles will support land managers with the necessary tools to protect the natural landscape and work with councils to deliver sustainable planning.



1. Borrell-a-Kandelop project participants on a field survey of the southern end of Lake Corangamite 2. Emma Wilkinson at a Waterwatch Creek Connections event in Geelong

1. 2.

community engagement 54 ccma annual report 2008/09 Strategic partnerships 

Key strategic partnerships between the Corangamite CMA and local government provides opportunities for greater understanding of the authority’s strategic vision and eliminates political and practical barriers and impediments to policy integration. A number of information forums were held over the last 12 months involving the City of Ballarat, City of Greater Geelong and Corangamite Shire.

The Corangamite CMA shares catchment management responsibilities in five of the nine municipalities in the Corangamite region. A consistent approach to partnerships and engagement ensures initiatives undertaken in local government programs are inclusive of Glenelg Hopkins, North Central and Port Phillip and Westernport CMAs.

1. Corangamite CMA and Glenelg Hopkins CMA executives with the Corangamite Shire Mayor, CEO and Environment Officer 2. Andrew Lucas from Surf Coast Shire accepts an award at the Corangamite CMA Landcare Awards. Photograph: Dominic O’Brien 3. Corangamite CMA and Glenelg Hopkins CMA executives with City of Ballarat Officers 4. Growling Grass frog 3.

1. 2. 4.

community engagement ccma annual report 55 2008/09 Community engagement

04Indigenous cultural heritage

Indigenous cultural heritage Educational swap cards

The Indigenous Cultural Heritage Program aims to The Corangamite CMA’s Indigenous Cultural Heritage strengthen relationships between the Corangamite CMA Program continues to engage and educate the and the three regional indigenous communities - the community. The program often employs The Connies Wathaurong Aboriginal Co-operative, Framlingham to provide interpretative information to the community Aboriginal Trust and Ballarat and District Aboriginal at regional events. This concept is based on former tram Co-operative. conductors, who once provided help to the community in understanding their local area. The Connies provide a well New administrative arrangements recognised and fun opportunity to educate the community through discussion and the delivery of swap cards with The relationship between the Corangamite CMA and these cultural heritage, social and environmental themes. During indigenous communities has recently been influenced 2008-2009, The Connies distributed 54,295 swap cards by new administrative arrangements under the Victorian at 21 events, including the Royal Geelong Show, Anglesea Aboriginal Heritage Act 2006. In particular, this legislation Wildflower Weekend and Art Show, Torquay Primary establishes new Regional Aboriginal Parties (RAPs) to School Easter Fair, Deans Marsh Pioneer Festival, Pirron empower Aboriginal people to manage and protect Yallock Indigenous Soccer Carnival and the National Celtic Aboriginal cultural heritage values in the Victoria. In June, Festival. 2009, the only approved RAP in the Corangamite region was the Wathaurong Aboriginal Co-operative, with four Coastal forum other RAP applicants awaiting approval. These RAPs do not exclusively represent the three regional indigenous Approximately 100 Aboriginal and non-Aboriginal people communities, adding another layer to the complexity of from across Victoria attended the Managing Country managing indigenous cultural heritage values. Together Coastal Forum at Point Nepean in November last year. The Corangamite CMA Indigenous NRM Land The Corangamite CMA Indigenous Cultural Heritage Facilitator provided steering committee support to the DSE Program co-ordinated a presentation by Aboriginal and Greening Australia partnership project. Affairs Victoria to identify the roles and responsibilities of the Corangamite CMA under this legislation and how Indigenous community members and traditional owners it may affect other regional stakeholders. The program met with land and resource managers at the forum to is now completing new Indigenous Cultural Heritage discuss aspirations and new opportunities for managing the Guidelines under the Act to guide the ongoing protection Victorian coast. Workshops explored different approaches of indigenous cultural heritage values and ensure that to management of coastal country. Forum participants activities and programs meet legislative requirements. learned of traditional natural resource management examples from across Victoria.

One of the major successes of the forum was the ability for indigenous people to speak about their work, showcase achievements and inspire others to work together in the future.

This forum was seen as a pilot for indigenous community leaders and agency staff within Victoria to meet and explore opportunities to co-ordinate similar events annually.

1. Roberto D’Andrea from The Connies at the Pirron 1. Yallock Indigenous Soccer Carnival, May, 2009.

community engagement 56 ccma annual report 2008/09 case study Wombeech Puyuun Reconciliation Park

The official opening of the Wombeech Puyuun 1, 2 & 3. Reconciliation Park celebrated the indigenous history Interpretative signs at the Wombeech Puyuun of the Camperdown area. Reconciliation Park Named after Camperdown’s last traditional owner, Wombeech Puyuun, or Captain George as he was fondly known, the Reconciliation Park is located on 1. land originally set aside by town surveyors as an Aboriginal reserve.

A feature of the park is local indigenous artists Vicki Couzens and Fiona Clarke’s two interpretative artwork panels documenting the history of the local area. The official opening included local primary school students helping plant a garden featuring indigenous plants. 2. The park is a symbol of reconciliation between the Camperdown community and the Indigenous community in south-west Victoria. The Corangamite CMA provided $10,000 for the park from its cultural heritage and biodiversity programs.

Corangamite CMA Board Director, Val Lang and Indigenous Natural Resource Management Land Facilitator Greg Edwards joined the official opening 3. celebrations.

4 & 5. Indigenous dancers from the Karweeyn Dance Group perform at the launch of the Wombeech Puyuun Reconciliation Park

4.

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community engagement ccma annual report 57 2008/09 Community engagement

04Communications and community education

Program update Annual report award

Communication and education programs continued to The Corangamite CMA’s 2007- motivate, educate and inspire the regional community 2008 annual report received toward improving the health of our catchment. recognition at the Australasian Reporting Awards (ARA), receiving This was undertaken through our publications, events and a silver award. This follows a silver actions raising awareness of responsible natural resource award in 2006-2007 and bronze in management. 2005-2006. These awards provide Media releases, quarterly online newsletters, a new an opportunity to participate in ARA corporate brochure, a guide to the wetland birds of the workshops, which provide feedback Corangamite region and a series of promotional banners to support further improvement. are among the many communication initiatives undertaken to promote a natural resource management role in the Sue Hickey Memorial Grant community. The Sue Hickey Memorial Grant was established in 2002 This year, the 2006-2009 three-year communications to perpetuate and honour the memory of friend and strategy expires and Corangamite CMA staff have been colleague Sue Hickey. The award recognises environmental working on a 12-month action plan to begin from volunteerism, providing up to $10,000 for individuals or September, 2009. This plan will form the basis of a groups to undertake formal learning, training or study five-year communication strategy to be implemented from tours relating to their voluntary work in natural resource September, 2010. management.

Table 3: Spreading the message

Action Number Example

Media releases 64 • Proactive relationships maintained with the media through media releases and contact

Newsletters 4 • Quarterly e-news emailed to about 500 recipients

Promotional material 5 • Tear drop banners for use at community events each representing the five key areas of natural resource management

Printed materials 4 • Corporate brochure • Waterwatch brochure • River Health Strategy • Wings over Wetlands booklet

Great Ocean Road • Created a DVD to support and promote our River Health team’s Estuary Restoration DVD 1 work restoring Great Ocean Road estuaries

community engagement 58 ccma annual report 2008/09 Table 4: Grants allocated to individuals or groups in 2008-2009

Recipient Purpose $

Surf Coast and Inland Plains To host a celebration weekend in May, 2009, for all regional Landcare 3,000 Landcare Network members. The two-day festival included presentations on water quality, revegetation, frogs, bats, national parks, pest plant and animal programs and direct seeding with practical demonstrations

Townies for Landcare Group Participation in Seeds to Success at the Ballarat Region Seedbank 2,500 and South West TAFE. This accredited course covered units from the Conservation and Land Management package and is designed for people interested in collecting seed from native vegetation, extraction, storage and preparation for propagation

Lorne P-12 College (in partnership Students attended the 2008 International Youth Coastal Conference in 2,000 with EcoLogic) Townsville in October, then embarked on community engagement activities upon their return

Landcare governance training Offered free Landcare governance training to interested members of 2,500 Landcare, friends of and other community groups

Community support through sponsorship

The Corangamite CMA supports a range of causes through sponsorship. A review of the sponsorship policy resulted in a stronger focus on programs and activities linked to the Corangamite CMA’s core business of improving natural resources.

Table 5: Community support through sponsorship

Recipient Purpose

Geelong Show Sponsorship allowed for The Connies to distribute our environmental collector cards while roving the show spreading the Corangamite CMA’s message

Victorian Junior Landcare Sponsorship of the conference helped encourage future generations to understand the Conference in Lorne importance of biodiversity and conservation

Association of Societies for Supported community groups growing native plants Growing Australian Plants Biennial Conference

Heytesbury Agriculture Show Supported the show’s short story competition and a Corangamite CMA display, that included our catchment model trailer

Great South West Dairy Awards Supported the awards category recognising sustainable natural resource management

Apollo Bay Community Health NAIDOC Week celebrations

Victorian Landcare Council Establishment meeting with representatives from Victoria’s 10 CMAs

Ballarat Environment Network Sponsorship of its annual awards and production of an environmental publication

community engagement ccma annual report 59 2008/09 Community engagement

04Climate change

‘Climate Change is one of the most important In summary, the modelling suggests the Corangamite challenges facing us today. Without action to reduce region will face: greenhouse gas emissions and prepare for a changing • more extreme weather events and temperature ranges climate, the direct and indirect impacts will have major adverse effects on the environment, our society • hotter and drier conditions and our economy’ (VCCAP 2008). • decreases in annual rainfall and higher evaporation rates

In February, 2007, the Corangamite CMA formally • storm surges and sea level rise recognised climate change as the most important strategic • less soil moisture and less runoff available for rivers challenge facing natural resource management values and streams in our region. Since then, many leaders from around the world have agreed that the risks associated with climate • increased bushfire risk resulting in greater threats to change are too great to ignore. Leadership at international, biodiversity values national, state, regional and local level is required to • coastal inundation and erosion prevent the world heading toward a more extreme and • risks to human health and safety dynamic climate. • demand on energy and resources In response to this challenge, the Corangamite CMA commenced a pilot climate change project to begin to • damage to infrastructure. understand the complexities and potential impacts of The Corangamite CMA is continuing to work with key climate change relevant to the Corangamite region. climate change networks, including the VCCAP, Future The project sourced a wide variety of information, including Coasts and the Corangamite RD&I Committee, to develop CSIRO climate change modelling data, provided by the and deliver the latest relevant climate change research Victorian Climate Change Adaptation Program (VCCAP) information in the future. for each of the 10 Victorian CMA regions (see website for brochure).

1. Tahlia Caldow with a local critter 2. Patrick Reid, James Longley and Brenda Skene planting trees at a Creek Connections event at Geelong

1. 2.

community engagement 60 ccma annual report 2008/09 In light of this information and the pilot project, the In particular, the Corangamite CMA Climate Change and authority is integrating climate change and sustainability Engagement Program, including the Corangamite CMA initiatives throughout the organisation. These aim to RD&I, indigenous cultural heritage, local government positively influence organisational culture and drive a and Waterwatch programs, extends support to regional continual improvement process to advance its social, stakeholders to lead policy changes, and innovative grass economic and environmental position. roots initiatives and engagement opportunities, that positively contribute, complement, influence climate Measurable targets have been identified through existing change adaptation and: processes, such as the Enterprise Bargaining Agreement and the introduction of the Resource Smart - Environmental • the Corangamite CMA’s ability to fulfil its functions and Management System (EMS). responsibilities under the Statement of Obligations under the Catchment and Land Protection Act (CaLP Act) and This agreed approach between management and staff Water Act (1989) empowers the organisation to appropriately respond, mitigate, adapt and continue to adapt to climate change • natural resource management values and outcomes impacts. It also positions the authority to embrace the • stakeholder and community participation potential low carbon economy proposed under the • educational opportunities for the Corangamite CMA Australian Government Carbon Pollution Reduction region. Scheme and proposed Victorian Government legislation that will follow the current Land and Biodiversity in a Time of Climate Change and Climate Change Green and White Acknowledgements: Paper processes. DSE, DPI, Barwon South West RMF, RMF Climate Change The authority is now also in a position to review and Working Group, Local Government, Western Coastal Board integrate relevant climate change information into the VCCAP, Future Coasts, CSIRO, DPCD, DHS, other Victorian various NRM strategies, such as the Regional Catchment Catchment Management Authorities, South West Climate Strategy and supporting sub-strategies. This will be Change Forum, BREAZE, Surf Coast Energy Group (SCEG) reviewed to ensure relevant natural resource management and Otway Ranges Climate Action Group (ORCA). values and threats in each strategy consider the potential impacts and appropriate management techniques to attempt to adapt to a more extreme future climate.

While these internal measures demonstrate leadership to internal and external stakeholders, the authority is continuing to foster relationships with key regional government and community stakeholders and networks.

community engagement ccma annual report 61 2008/09 Corangamite CMA Landcarer of the year, Susie Lunnon

Integrated regional planning and co-ordination 62 ccma annual report 2008/09 Integrated regional planning and co-ordination The Corangamite CMA has a responsibility to develop, review and gain approval for the Regional Catchment Strategy05 (RCS)

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Co-ordinate • Implementation plan • By June 30 annually Program implementation and monitor reviewed for effectiveness reviewed and reported as implementation of and key priorities required the RCS

Co-ordinate the • RCIP documentation Documents provided to DSE Priorities and guidelines provided development of a developed and negotiated according to RCIP process timetable to stakeholders as part of Regional Catchment annually, within timelines communication of the investment Investment Plan process (RCIP) • Annual RCIP reporting Report provided on time and in required format

• Quarterly financial reporting Provide DSE-RCIP with quarterly RCIP developed and submitted financial reports within agreed timelines

Partnership • Agreements documented Documentation completed within Documents completed and agreements and and signed (i.e. SLAs) two months from funding approval provided to service providers service delivery within required timelines agreements

Administration of • Program management Board monitors programs progress RCIP reports developed and State and Australian monitoring processes are in quarterly submitted within agreed times government place investment in natural resource • Level of adherence to Annually at 30 July and on Reports provided to relevant management reporting timelines completion of each project committees within agreed program funds in the timelines CMA region • Funds acquitted On completion of each project Funds acquitted within agreed timelines

Research and • Support investment in Number and percentage of One project funded under the capability research and capability projects and total amount of funds Corangamite CMA Research management in the building aligned with the supporting research and capacity Funding Initiative areas that support RCS priorities building the RCS or sub strategies’ priorities • Type and range of New and emerging areas addressed The Corangamite Research, projects expanded (e.g. coastal and climate change) Development and Investigation Priorities Document was reviewed

Corangamite CMA continued to provide executive support to the WGC Sustainability Research Network

1. 2.

Integrated regional planning and co-ordination ccma annual report 63 2008/09 Integrated regional planning and co-ordination 05

Regional Catchment Strategy Funding

The Corangamite CMA has a responsibility to develop, Regional Catchment Investment Plan review and gain approval for the Regional Catchment A key role of the Community and Partnerships Program Strategy (RCS) in accordance with guidelines issued by the is to lead the co-ordination of Victorian and Australian Victorian Catchment Management Council (VCMC). government funding opportunities. The main vehicle is Guidelines for the renewal of the RCS are not likely to be the RCIP. released until late 2009. The DSE has advised that the delay The RCIP is an investment prospectus that sets priorities is due to a number of key policy documents likely to be for implementing the RCS and state-approved regional released in the first half of the 2009-2010 financial year. sub-strategies and achieves agreed natural resource These policy documents include the Land and Biodiversity management outcomes. The RCIP is a culmination of at a time of Climate Change White Paper due for release funding from the Victorian and Australian governments. toward the end of 2009, the Victorian Competition and Efficiency Commission enquiry on environmental The Corangamite Regional Implementation Committee, regulations and the Bushfire Commission report due in with the assistance of Operational Portfolio Group August. These policy areas will form a key platform for members, makes recommendations to the Corangamite development of the RCS. CMA Board on RCIP funding. Board-approved project proposals are then forwarded to the Victorian and In the meantime, the Corangamite CMA has reviewed its Australian governments for consideration. RCS, which will inform the document’s renewal process. The Corangamite RCIP provides an opportunity to present a prospectus of projects that enhance the environmental values of the region. Funding greatly assists the Authority’s partners, such as Landcare, local government and environmentally-driven organisations, in contributing to specific targets to the RCS and support strategies.

1. Lake Connewarre 2. Lake Victoria

1. 2.

Integrated regional planning and co-ordination 64 ccma annual report 2008/09 Overarching principles for regional program design and • regional programs gave priority to the protection, development in 2008-2009 stipulated: enhancement and restoration of key environmental features and regional assets • regional programs were integrated and aimed at achieving multiple natural resource management • increased co-operative program implementation through outcomes partnerships with government agencies, community, local government and industry • regional programs were designed and developed using the assets-based approach and implemented • ecological sustainable development minimised impacts at a landscape scale incorporating ecosystem services on environmental features, including, land, river health, concepts wetlands and remnant vegetation • regional program planning was comprehensive and • investment delivered public benefits. provided a strong intervention logic

Table 6: Investment secured for each program area through the 2008-2009 RCIP process

Program area Caring for Our State investment Total combined Country ($) ($) investment ($)

Regional co-ordination, planning, governance and 758,000 3,162,000 3,920,000 capacity building for NRM assets protection

Lismore, Stony Rises, Woady Yaloak 360,000 961,000 1,321,000

Curdies and Gellibrand 368,000 915,000 1,283,000

Aire and Otway 180,000 906,000 1,086,000

Bellarine and Thompson 748,000 1,498,000 2,246,000

Hovells and Moorabool 389,000 606,000 995,000

Leigh, mid Barwon, Murdeduke and Upper Barwon 247,000 901,000 1,148,000

Total 3,050,000 8,949,000 11,999,000

Funding provided under the RCIP comprises: environment that is healthy, better-protected, well- managed and resilient, and provides essential ecosystem Victorian Government services in a changed climate. The Victorian Government provides funding under the Funding is focused on achieving strategic results by Water Act 1989 and the Catchment and Land Protection investing in six national priority areas: Act (CaLP) 1994 to the Corangamite CMA to strategically manage and integrate initiatives for protecting the health • a national reserve system of land, water and biodiversity resources. • biodiversity and natural icons Victorian funding approved for 2008-2009 was $8,949,000. • coastal environments and critical aquatic habitats

Australian Government Caring for Our Country • sustainable farm practices Caring for Our Country is the Australian Government’s • natural resource management in remote and northern funding initiative to invest in the conservation and Australia management of Australia’s natural resource assets - its land, • community skills, knowledge and engagement. water, native plants and animals. Caring for Our Country funding approved for 2008-2009 The goal of Caring for Our Country is to have an was $3,050,000.

Integrated regional planning and co-ordination ccma annual report 65 2008/09 469.00 5,250.00 35,000.00 62,400.00 80,000.00 38,568.00 10,328.00 25,000.00 12,135.00 80,000.00 350,000.00 123,000.00 300,000.00 128,156.00 968,650.00 109,890.00 369,000.00 214,735.00 116,880.00 148,880.00 148,880.00 243,186.00 129,108.00 Amount funded ($) itle T Project Monitoring and evaluation Second Generation Landcare Co-ordinator Regional Landcare Waterwatch Reserve Water Environmental and Information Technology Geographic Information Systems Corporate governance Communications Statutory functions Biodiversity co-ordination conservation for Nature Trust covenants Ballarat Seed Supply Australia Victoria - seed Greening supply DPI Soil Health VCAT Local government Local Government co-ordination Landcare Lismore co- Landcare Yaloak Woady ordination Monitoring and Evaluation Indigenous Facilitation Landscape zone action plans Soils and salinity Program Lismore, Stony Rises, Woady Yaloak Yaloak Stony Rises, Woady Lismore, Landscape Zones Regional co-ordination, planning, planning, Regional co-ordination, governance and capacity building for NRM asset protection

2008/09 Integrated regional planning and co-ordination planning and co-ordination Integrated regional ccma annual report Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA for Nature Trust Ballarat Seedbank Australia Greening Victoria Department of Primary Industries Corangamite CMA Corangamite CMA Corangamite CMA Land Lismore Group Protection Yaloak Woady Catchment Group Corangamite CMA Corangamite CMA Corangamite CMA Corangamite CMA Applicant Funding (continued) funding government for 2008-09 from Australian and Victorian 7: Projects funded by the RCIP process Table 05 66

Integrated regional planning and co-ordination Funding (continued)

Table 7: Projects funded by the RCIP process for 2008-09 from Australian and Victorian government funding. (cont)

Applicant Program Project Title Amount funded ($)

Corangamite CMA Waterwatch 15,000.00

Corangamite CMA Drainage schemes 278,000.00

Corangamite CMA Wetlands 53,550.00

Department of DSE threatened species 117,600.00 Sustainability and Environment

Greening Australia GAV wetlands 184,000.00 Victoria

Corangamite CMA River health operations 31,450.00

Corangamite CMA Local government 12,304.00

Heytesbury Landcare Heytesbury Landcare co- 80,000.00 Network ordination

Corangamite CMA Monitoring and evaluation 35,000.00

Corangamite CMA Indigenous facilitation 10,328.00

Corangamite CMA Landscape zone action plans 25,000.00

Corangamite CMA Soils and salinity 95,000.00

Corangamite CMA Waterwatch 15,000.00

Corangamite CMA Great Ocean Road restoration 382,805.00

Corangamite CMA River health planning 76,380.00

Department of DSE threatened species 95,368.00 Sustainability and Environment

Corangamite CMA River Health Operations 221,620.00

Corangamite CMA River health planning estuaries 60,000.00

Corangamite CMA Local government 37,813.00

Southern Otway SOLN Landcare co-ordination 106,880.00 Landcare Network

Corangamite CMA Aire and Otway Landscape Zones Monitoring and evaluation 35,000.00

Corangamite CMA Indigenous facilitation 10,328.00

Corangamite CMA Landscape zone action plans 25,000.00

Corangamite CMA Waterwatch 15,000.00

Integrated regional planning and co-ordination ccma annual report 67 2008/09 Integrated regional planning and co-ordination

05Funding (continued)

Table 7: Projects funded by the RCIP process for 2008-09 from Australian and Victorian government funding. (cont)

Applicant Program Project Title Amount funded ($)

Corangamite CMA Great Ocean Road restoration 713,445.00

Corangamite CMA River health planning 40,700.00

Department of DSE threatened species 55,000.00 Sustainability and Environment

Corangamite CMA River health operations 33,300.00

Corangamite CMA Local government 37,813.00

Bellarine Catchment Bellarine Swan Bay Landcare 212,880.00 Network co-ordination

Surf Coast & Inland SCIPN Landcare co-ordination 106,880.00 Plains Network

Corangamite CMA Bellarine and Thompsons Monitoring and evaluation 38,448.00 Landscape Zones

Corangamite CMA Indigenous facilitation 30,983.00

Corangamite CMA Landscape zone action plans 25,000.00

Corangamite CMA Soils and salinity 134,108.00

Corangamite CMA Waterwatch 15,000.00

Corangamite CMA Great Ocean Road restoration 105,750.00

Corangamite CMA Marine & coastal 128,156.00

Corangamite CMA Wetlands 20,000.00

Department of DSE threatened species 117,600.00 Sustainability and Environment

Corangamite CMA Barwon through Geelong 710,000.00

Department of DSE CoastCare 86,880.00 Sustainability and Environment

Corangamite CMA River health operations 117,124.00

Corangamite CMA Wetlands 53,876.00

Corangamite CMA Hovells and Moorabool Local government 12,944.00

Geelong Landcare Geelong Landcare co-ordination 80,000.00 Network

Corangamite CMA Monitoring and evaluation 35,000.00

Integrated regional planning and co-ordination 68 ccma annual report 2008/09 Table 7: Projects funded by the RCIP process for 2008-09 from Australian and Victorian government funding. (cont)

Applicant Program Project Title Amount funded ($)

Corangamite CMA Indigenous facilitation 20,656.00

Corangamite CMA Landscape zone action plans 25,000.00

Corangamite CMA Soils and salinity 139,108.00

Corangamite CMA Waterwatch 15,000.00

Corangamite CMA Wetlands 10,000.00

Department of DSE threatened species 150,400.00 Sustainability and Environment

Corangamite CMA River health operations 163,000.00

Corangamite CMA Leigh, Mid Barwon, Murdeduke and Local government 12,625.00 Upper Barwon Landscape Zones

Upper Barwon Upper Barwon Landcare co- 80,000.00 Landcare Network ordination

Leigh Catchment Leigh Landcare co-ordination 80,000.00 Group

Corangamite CMA Monitoring and evaluation 38,719.00

Corangamite CMA Indigenous facilitation 20,656.00

Corangamite CMA Landscape zone action plans 25,000.00

Corangamite CMA Soils and salinity 50,000.00

Corangamite CMA Waterwatch 15,000.00

Corangamite CMA River health planning 97,188.00

Department of DSE threatened species 93,000.00 Sustainability and Environment

Corangamite CMA River health operations 352,820.00

Department of Native vegetation 368,000.00 Sustainability and Environment

Department of Sustainable rural landscapes 719,000.00 Primary Industries (direct funding)

Department of Weeds and pests 895,000.00 Primary Industries (direct funding)

Total 11,999,000.00

Integrated regional planning and co-ordination ccma annual report 69 2008/09 Integrated regional planning and co-ordination

05Funding (continued)

Annual Report 2008-2009 - Second Generation Landcare Grants

The Second Generation Landcare Grants (SGLG) program The program funds projects in four broad categories: makes available Victorian Government funding to groups • onground works and local government for community projects. • support persons – co-ordinators, facilitators and The program is intended to build and enhance community project officers capacity to enable the community to actively participate in • awareness raising, education and training activities natural resource management. • Landcare support grants. Specifically it is designed to: Projects may contain elements of all four categories with at • enhance and maintain the capacity of community least one community capacity activity. groups/networks to undertake sustainable NRM

• increase the broad-based volunteer movement for NRM Second Generation grants in the Corangamite region – more individuals become more connected to Landcare, in 2008-2009 totalled $353,000. In addition, the $300 resources and knowledge Landcare Group Support Grant was taken up by 49 groups to meet running costs. • foster relationships and partnerships

• raise awareness and generate enthusiasm for participation and innovation in landcare/NRM

• enable community groups to undertake their priority NRM needs

• strengthen investment in community landcare/NRM

• provide a catalyst for changing land management behaviour/practices.

1. Swan Bay 2. Gellibrand Estuary, Princetown

1. 2.

Integrated regional planning and co-ordination 70 ccma annual report 2008/09 Table 8: Groups and projects funded under the Second Generation Landcare in 2008-2009

Applicant Project description Amount funded ($)

Alvie Landcare Group Indigenous revegetation and biodiversity enhancement - Coragulac 2,000.00

Bellarine Landcare Group Bellarine Landcare Group (BLG) integrated pest plant and animals (IPPA) 15,000.00 Project

Corangamite Shire Roadside community partnerships for biodiversity enhancement and 15,000.00 migration in a changing climate

Cundare Duverney Cundare Duverney education, weeds and revegetation project 5,100.00 Landcare Group

East Otway Landcare Small creatures of the Bambra wetlands 2,000.00 Group

Geelong Landcare Geelong Landcare Network building community capacity within Landcare 10,000.00 Network groups

Heytesbury District Heytesbury and District community pest plant and animal control program 18,000.00 Landcare Network

Irrewarra Farmcare Group Irrewarra Farmcare Group farm sustainability project 10,000.00

Leslie Manor Landcare Leslie Manor sustainable land management project 5,100.00 Group

Leigh Catchment Group Building on 10 years of success 18,000.00

Lismore Land Protection Lismore Network 2009 education and onground works program 5,100.00 Group

Mt Elephant Community Mt Elephant rabbit isolation, weed control and revegetation project 5,900.00 Committee

Mt Leura & Mt Sugarloaf Mt. Leura and Mt. Sugarloaf restoration and community education project 15,000.00 Development Committee

Southern Otway Landcare Community Groups and Landcare Project Support Centre Co-ordinator 18,000.00 Network

Surf Coast and Inland Building a cohesive Landcare-focused community within SCIPN through 18,000.00 Plains Network EBMP and the Old Bluestone School Landcare Centre

Upper Barwon Landcare Integrated Upper Barwon River catchment pest plant and animal project 18,000.00 Network

Weering Eurack Landcare Weering-Eurack education, pest plant and animal and revegetation project 5,100.00 Group

49 Landcare Groups Landcare support grants 14,700

Conservation Volunteers Community involvement program Australia 130,000

Corangamite CMA Administration 23,000

Total 253,000

Integrated regional planning and co-ordination ccma annual report 71 2008/09 Integrated regional planning and co-ordination

05Research and development

Program update Research Funding Initiative

This program is guided by a five-year Research, The purpose of the Corangamite CMA Research Funding Development and Investigation (RD&I) Strategy and an Initiative is to assist and support research institutions to annual priorities document. While attracting investment implement priority actions in the Corangamite Research, to implement RD&I priorities has been a challenge under Development and Investigation Priorities Document 2008- new funding programs, the Corangamite CMA successfully 2009. The application process, guided by the Research, launched the Corangamite CMA Research Funding Development and Investigation Steering Committee, Initiative in October, 2008. distributed a pool of $10,000 available for this inaugural initiative.

The successful applicant was Deakin University with the project, Driving water and land use futures: a visualisation tool. The project addresses the problem faced by communities and decision-makers about how to understand the likely impact of the decisions or tradeoffs they make regarding different landscape values and functions. The project will be complete in December, 2009.

Current membership of the RD&I Steering Committee (see table 9 below).

Corangamite CMA Research News

The Corangamite CMA initiated a quarterly research newsletter in August, 2008, to highlight current and completed agreed research projects. All completed project reports listed in the newsletter can be located in the Corangamite CMA Knowledge Base: www.aanro.net/ccma/page/search.htm

Table 9: Current membership of the RD&I Steering Committee

Committee members Organisation Sphere

Associate Professor John Sherwood (Chair) Deakin University CRIC member Hydrosphere, atmosphere

Professor Gerry Quinn Deakin University Hydrosphere, biosphere

Peter Dahlhaus University of Ballarat Lithosphere, hydrosphere

Nick McCristal Corangamite CMA Biosphere

Kevin O’Toole Deakin University Anthroposphere

Jon Fawcett Department of Primary Industries Lithosphere, hydrosphere

Simone Wilkie Corangamite CMA Hydrosphere

Steve Cameron Corangamite CMA Atmosphere

Sonia Mahony (Executive Officer) Corangamite CMA

Integrated regional planning and co-ordination 72 ccma annual report 2008/09 WGC Research Network

The Wimmera, Glenelg Hopkins and Corangamite (WGC) Forums or conferences that utilised the website discussion Sustainability Research Network is a collaborative, virtual forums in 2008-2009 included: research network for individuals and organisations • Victorian Volcanic Plains Knowledge Exchange Forum in interested in sustainability research in south-west Victoria. Geelong - July, 2008 The network has a website that is a portal to announce events, contact researchers, find partners to collaborate on • Drying Lakes Workshop in Ballarat- March, 2009 projects and identify new research needs. The Corangamite • Biodiversity Across the Borders Conference at the CMA has provided the 140 network members with University of Ballarat - June, 2009 executive and financial support since its inception in • Centre for Environmental Management Research Seminar November, 2007. Series at the University of Ballarat. The WGC website (pictured below) is used to link research, The network is currently developing a communication plan communities and managers. to consider tools other than the website. This collaborative The website provides space to attach presentations and the initiative involving multi-regions and many stakeholders is opportunity for presenters and network members to have complex. discussions.

Integrated regional planning and co-ordination ccma annual report 73 2008/09 Integrated regional planning and co-ordination case study Light Detect and Ranging (LiDAR)

A technology sharing partnership between all levels of All these projects have multiple long-term benefits, government and private industry is generating the image particularly for informing planning processes to prepare of success. more resilient biodiversity communities that can adapt to climate change. Increased flood modelling is also Regional natural resource management agencies, possible using this data, allowing for better planning and including the Corangamite CMA, DSE, DPI, municipalities, an opportunity to reduce financial and emotional loss water corporations and emergency services, have joined during extreme weather events. forces to acquire $1.2 million state-of-the-art, high- resolution digital elevation mapping for the Corangamite This new data will enable the authority to provide the region. information to each municipality and update floodplain information with more accurate measurements. The light detecting and ranging (LiDAR) technology has The LiDAR data provides a vital tool for planning and provided these agencies with better planning tools and other uses including: strengthened natural resource management partnerships and resource sharing across the region. • drought impact assessments on wetlands

LiDAR imagery technology has a range of industry • farm dam volume and number comparison to earlier applications. In the past, the acquisition of this type of 2003 data imagery had been ad hoc, resulting in inefficiencies of • drainage planning for land use change issues expenditure, varying quality and duplication of effort. • urban drainage and growth But combining resources has provided access to • floodplain recalculations for climate change intensity a technology that is otherwise difficult and expensive and frequency. to attain. The benefits of this technology include a decrease in In recent years, the Corangamite CMA has increasingly the duplication of investment and average cost benefit used geographic information systems (GIS) as a tool for of approximately $200,000. Also purchasing once environmental modelling, mapping and analysis. Integral and providing access to numerous agencies provides to the application of GIS within the Corangamite CMA is substantial savings. Sharing the acquisition of the the availability of data layers that offer higher accuracies digital mapping technology between water agencies, than those available regionally. This project has delivered nine regional municipalities, government and private an enormous step forward in digital elevation mapping enterprise allows all partners to have cost-effective accuracy, moving from plus or minus 10 metres to plus access to the latest technology. or minus half a metre. This accurate high resolution evaluation data has a broad range of applications. This, in turn, delivers the best possible natural resource management outcomes to the community. The digital evaluation model developed from LiDAR technology enables the data to be used in computer models for the following projects:

• landscape risk analysis • hydraulic modelling • waterway work assessment • floodplain management • climate change scenario development, both coastal and inland • landholder property plans • Landcare network plans.

Comparison elevation models created from existing data, top, and LiDAR data bottom Integrated regional planning and co-ordination 74 ccma annual report 2008/09 case study Landscape Zone Action Plans (LZAPs)

Optimising investment for improved community benefit To narrow this even further, the working group identified is the driving force behind a new Corangamite CMA and clarified high value locations to a more discernable natural resource management framework. level. Once these locations were spatially recognised, Landscape Zone Action Plans (LZAPs) using DSE a process to attribute values to these locations was guidelines aim to optimise governments’ environmental developed. This process involved the identification of investments in the catchment. attributes and rating them relative to their importance. Nationally recognised values were assigned a score of Landscape zones are the sub-catchments of the region’s up to 1, state important values a score of up to 0.7 four major catchments – the Barwon, Moorabool, Otway and locally important values up to 0.3. The relative Coast and Lake Corangamite. Developing action plans at importance of these locations could then be compared in a landscape zone scale will provide efficiency and savings a regional context. through integrated management. Assets received additional value if recognised as having Current planning and service delivery use the landscape iconic status under international, national or state level zone concept identified in the RCS. Unfortunately these recognised conventions, such as the Ramsar wetlands are often based on a single suite of assets - i.e. native convention, international migratory bird agreements vegetation, river health - or a single suite of threats - or state-wide designations, consistent with the first i.e. pest plants and salinity - and do not fully consider attribute scoring process. the benefits of integrated management. Finally, a location’s size and dimensions also received Recent trends in NRM investment have an asset-based recognition in determining asset value. In general, larger focus across large geographic locations delivered through sites are preferable to smaller sites as they provide a a multiple service provider model. The landscape zone greater scope for genetic diversity. Providing scope for concept enables such investment to occur by breaking a greater variety of species, a greater number of each the region down into realistic or similar management species and a reduced impact from the effects of edges areas. or ecotones that adjoin vastly altered land regimes. The Corangamite CMA’s first task in developing the Attributing a score to dimensions reflects how size framework was to determine a way to identify and value and shape add or detract from assets overall value and environmental assets. Staff responsible for overseeing ongoing potential. and implementing the organisation’s river health, native Each of the landscape zones included the impact of vegetation, wetlands, soil health, salinity and pests threatening processes on the assets. This identification strategies used the latest information and sound logic to allows for an assessment of impacts, or their likelihood develop that process. of occurring, and determines the action needed. Costs of Framework development also included geographic such mitigations can then be recognised and assessed as information system (GIS) layers to ascertain places of viable and cost-effective investments. interest in the region for managing natural resources. The Corangamite region now has landscape zone The GIS layers included ecological vegetation community documents that describe and value the assets in those bio-regional conservation significance, river health zones. strategy priority reaches, Ramsar and Directory of Important Wetlands in Australia (DIWA), wetlands and priority agricultural soils based on productivity. The maps produced from this process provided a starting point for narrowing down the places in the landscape where natural values occurred.

1. The Corangamite CMA’s Landscape Zone Action Plan process has highlighted Lake Connewarre as a priority asset due to its social, environmental and economic values 1.

Integrated regional planning and co-ordination ccma annual report 75 2008/09 Landholders at Heytesbury. Photograph: Tracey McRae

land management 76 ccma annual report 2008/09 Land management The Corangamite CMA was established to ensure the protection and sustainable development of land, vegetation and water resources within a boundary stretching from Ballarat to Geelong and along the06 coast to Peterborough.

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Targets Achievement

Strategic co- • Deliver the Regional Landcare Progress report by 30 September Ongoing delivery of the 2004- ordination and Support Strategy, including each year, and evaluation and 2009 Regional Support Strategy. support for co-ordination of Landcare at a revision of strategy every A mid- term review carried out in regional networks regional scale five years consultation with the Landcare of Landcare and community, co-ordinators and key community groups partners, allowing an assessment of the implementation of the strategy, its priorities and actions for the future

Co-ordinate the • Percentage of actions within 90% of actions within the RNVP Of the plan’s 40 Management development of the RNVP implemented implemented over the life of Action Targets, - 33 can be a Regional Native the plan considered as being complete or Vegetation Plan (RNVP) 82.5% complete

Land stewardship • Develop regional pest plans Pest plans revised by 30 June Timeline changed by the relating to pest applicable to all land tenures every five years Victorian Government. Plan to be management in the catchment completed 30 June, 2010 Monitor and implementation over the life of the plan

Contribute to • Corangamite CMA to respond EPA to receive all responses to One referral from EPA received regional and to planning referrals from planning referrals within the and responded to within the statutory planning the Environment Protection legislated timelines required timeframe Authority (EPA) in accordance with relevant legislation

• Provide advice on dryland salinity, irrigation Provide numbers of referral management, soil erosion or responses according to issue any other land management provided and trends over time issue identified in the local Municipal Strategic Statement as the referral body

Salinity management • Implementation and RSMP and LWMP available, Implemented and targets met periodic review of Regional incorporating annual actions to be Salinity Management Plans implemented (RSMP) and Land and Water Management Plans (LWMP)

• Progress against annual action All RSMP and LWMP actions and Implemented and targets met targets for 2008-2009 targets achieved.

• Develop regional salinity All annual salinity targets and Not applicable targets and corresponding works programs achieved by works programs in accordance applicable CMAs with the Murray Darling Basin Salinity Agreement (for applicable CMAs only)

• Annual report on the By 31 July annually or as Not applicable allocation and update of otherwise requested by the salt disposal entitlements responsible Minister submitted to the responsible Minister

land management ccma annual report 77 2008/09 Land management

06Landcare Program

During 2008-2009, the Corangamite Landcare Program Throughout the year, Landcare network chairs met to supported 207 community-based environmental volunteer discuss successes and issues and network with one another groups in the region. Of these, 86 were Landcare groups and the Corangamite CMA Board and CEO. Their tireless comprising more than 4,000 members. These committed work and commitment is commended. volunteers work together to protect, enhance and restore the landscape on private and public land while connecting Community Involvement Program (CIP) individuals to a common cause and social network. Supported through the Second Generation Landcare Grants Landcare networks continue to support and assist in program, a partnership between the Corangamite CMA reducing the administrative burden of individual groups and and Conservation Volunteers Australia (CVA) continues to the employment of locally-based Landcare co-ordinators. engage the community and assist Landcare groups and They also help achieve larger landscape-scale projects. individuals to implement NRM outcomes through the CIP.

This structure has attracted additional government and The CIP initiative connects the local community with CVA private funding, enabling local groups and communities to volunteers in restorating and rehabilitating natural areas undertake more complex, multi-outcome projects rather along streamsides, roadsides and private properties. than traditional single revegetation outcomes. It also has The 2008-2009 program achieved: allowed groups to concentrate on education and training initiatives for members and promote their local activities. • 30 new partnerships developed across 30 project sites

In 2008-2009, Landcare received funding from several • 2000 plants propagated investors and incentive grant programs. • 27,750 trees planted

This included Australian and Victorian government • 39,900m2 weeded areas programs such as Caring for Our Country, Coastcare, • 945 local volunteer days/training events with 369 Second Generation Landcare, the Victorian Recruitment international volunteers participating. Initiative and sponsorship from corporate, local government and philanthropic organisations. It is evident the program is achieving its objectives and registering outstanding results. More than $2.3 million was received for Landcare support staff, onground works and community engagement. 

1. A dairy farm on the Victorian Volcanic Plains at Warrion

1.

land management 78 ccma annual report 2008/09 Volunteer Recruitment Initiative (VRI) Victorian Landcare Program

The VRI is the Victorian Government’s commitment to Victoria remains a Landcare heartland and the Victorian helping Landcare grow. In the 2007-2008 budget, Government stands alone with its support through the $2 million was committed to the program over four years. Victorian Landcare Program (VLP). The VLP was established to complement the support provided by the Australian The key objectives of the initiative are to assist Landcare Government. The backbone of the VLP is the Victorian groups and networks maintain and increase their Action Plan for Second Generation Landcare, 2002-2012 memberships and encourage more Victorians to become Healthy Landscapes – Sustainable Communities (VAPSGL) involved in Landcare as volunteers. The state Landcare team, which leads the strategy, VRI works in partnership with existing Landcare networks comprises 10 regional Landcare co-ordinators (RLC) based and groups, new Landcare groups and volunteers, CMAs, in each of Victoria’s Catchment Management Authorities farmers and other landholders, public land management and the state-wide Landcare co-ordinator and project authorities and industry to generate more community officer based at DSE. In providing strategic leadership and involvement in Landcare. This, in turn generates multiple support for Landcare in Victoria, the team aims to increase benefits for local communities, the environment and the the capacity of communities to participate in Landcare economy. programs and other NRM activities. In Corangamite, VRI has invested $25,000 in developing The State Government committed $2 million to the six new Landcare groups, nine Landcare network program in 2008-2009. Of this, $1,300,000 was used promotional projects governance training workshops and to fund a State-wide Landcare co-ordinator and 10 RLC for Corangamite Landcare members to attend the Victorian positions. Landcare Expo. An amount of $190,000 was available through expressions  of interest for regional capacity building programs. The remaining $510,000 was used for state-wide VAPSGL support projects such as:

- Landlearn educational program through DSE

- Landcare Australia Limited initiative

- the Victorian Landcare Expo event

- development of the RLC induction kit and employment toolkit

- spatial mapping of the state-wide Landcare group and network boundaries

- development of the Victorian Landcare Network (VLN) survey and advocacy report for Landcare support staff

- the VLN forum

- evaluation of 2008 Victorian community forum

- research, social profiling, futures paper and NRM outcomes study

- building partnership with Landcare partners from around Australia.

land management ccma annual report 79 2008/09 Land management

06Landcare (continued)

Achieving actions of the Regional Landcare Support Strategy

Listed below are the regional Landcare activities in the • representation and support for the Victorian Landcare last year: Council

• continuous monitoring and evaluation of Landcare • support for the Network readiness program community capacity building and engagement learnings • implement key actions from the Landcare Operational • collection of most significant change stories Portfolio Group

• regional report card developed • training opportunities for support staff and community members • regular workshops of the regional Landcare co-ordinators working group • building on our partnerships with key regional stakeholders. • quarterly network chairs forum

• 2009 Corangamite Regional Landcare Awards

• support for the 2008 National Landcare Awards and regional nominees

• Victorian recruitment Initiative projects

1. Sheep on a property at Werneth 2. The Victorian State Landcare Team visit the Wimmera for its co-ordinators meeting in 2009

1. 2.

land management 80 ccma annual report 2008/09 case study Leading the way to control Sea Spurge

The motivated coastal community Spurge Purge Action Community Coastcare Group Group (SPAG) received the Community Coastcare Group Award winners Award at the 2009 Corangamite Regional Landcare - Spurge Purge Action Group Awards. (L-R) Denise Hooke, Anna SPAG is a community initiative to control sea spurge, O’Brien and Euphorbia paralias, on the foreshore dune system from Simon Wilkinson and Corangamite Barwon Heads to Lorne and Skenes Creek to Marengo. CMA Board Sea spurge is a highly invasive weed that disrupts native Director presenter Alain ecological processes. Purnell. The plant’s sap is highly toxic to the skin and eyes. Originally from Europe, its presence in coastal areas adversely affects native flora and fauna, including • Local Government and Landcare Partnership Award hooded plovers. - Surf Coast Shire and Barwon Water Community Nursery The group was originally formed by the Southern Otway • Coastcare Community Award - Spurge Purge Action Group from Apollo Bay Landcare Network (SOLN) to tackle weeds in Apollo Bay, but was expanded to incorporate LorneCare and the Surf • Landcare Indigenous Award Coast and Inland Plain Landcare Network (SCIPN). - David Tournier • Landcare Education Award The group allocates sections of beach to community - Woady Yaloak Primary School, Ross Creek Campus members to remove sea spurge plants and encourages working bees. These have included students from • Landcare Primary Producer Award Apollo Bay P-12 College and Oberon High School, - Lex Hadler, Woady Yaloak Catchment Group volunteers from Conservation Volunteers Australia and • Young Landcare Leader Award the Apollo Bay Townies Group. - Robert Cameron, Grenville Landcare Group Since the formation of SPAG, the weed has been reduced • Landcare Community Group Award - Mount Elephant Community Management to negligible levels. This is enhancing important ecological processes and making our beaches safer • Landcare Network Award for users. - Southern Otway Landcare Network • Corangamite Outstanding Achievement Award The result of combining SCIPN, LorneCare and SOLN’s - Jenny Sedgwick and Andrea Mason, resources to control the spread of this toxic weed along Leigh Catchment Group the coast from has been remarkable. SPAG has increased community awareness and engagement with coastal NRM issues through increased communication in the media, brochures at regional events, such as the Barham River Festival and the Apollo Bay Music Festival, and word of mouth. SPAG is one of the many inspiring stories from the 2009 Corangamite Regional Landcare Awards. Congratulations to the groups and individuals who were recognised for their extraordinary efforts and hard work to protect the health of our catchment. SPAG and Apollo Bay Secondary School students after a working bee

land management ccma annual report 81 2008/09 Land management

06Pest plants and animals

Prevention and eradication Containment

Prevention is the focus of the Corangamite CMA’s invasive Containment projects prevent invasive plants and animals plants and animals programs. There are 25 state prohibited spreading beyond their current distribution. This involves weeds and seven regionally prohibited weeds that are attempts to eradicate outlying or satellite infestations and barely present or are in such low numbers it is feasible to prevent spread at the boundaries of core infestations. eradicate them. Over the previous two years, there have been programs to Prevention programs are based on surveillance and contain serrated tussock to previous known infestations monitoring through targeted inspections and community and prevent their spread into areas of significant native programs, such as the Weed Spotters program. Much of vegetation and agricultural production. Landholders from the focus during 2008-2009 was on the state prohibited Bellbrae through to Rokewood have targeted action to weed Mexican feather grass, Nassella tenuissima, which remove all serrated tussock from these areas. had been sold through the nurseries as a stipa species. The containment of gorse and its removal from areas that The Corangamite CMA has had infestations of the state have isolated infestations has also begun. This program prohibited weeds salvinia, alligator weed, bear skin is concentrated along the upper Moorabool River and fescue and water hyacinth. However, these infestations Thompsons Creek. have not reappeared. Currently there are infestations of Mexican feather-grass, horsetails, orange hawkweed, Asset protection Japanese knotweed and black knapweed. These are Established invasive plants and animals in focus during the being eradicated, however, Black knapweed is the year included rabbits, gorse and serrated tussock. only state prohibited weed to have naturalised within All projects were aligned to high priority assets, including the Corangamite catchment. All infestations are being waterways, remnant grasslands, open woodlands, coastal monitored and treated. dune systems and agricultural production. Of the regionally prohibited weeds, only two species, This year, there was a significant increase in rabbit numbers amsinckia and African feather grass, were located at eight in the west of the catchment since the release of the sites in three parts of the catchment at Werneth, Scotsburn Rabbit Haemorrhagic Disease (RHD) in 1996. This could be and Warrenheip and a solitary African feather grass was attributed to seasonal conditions, but is a trend state-wide. found at Cressy.

All infestations were treated. Historically, infestations of St Barnaby’s thistle and African daisy have been found, although no plants emerged this year. Monitoring for two-leaf cape tulip will continue, although it is believed infestations in the Corangamite catchment are one-leaf cape tulip.

land management 82 ccma annual report 2008/09 Corangamite Sustainable Land Management Program

Soils and Salinity Program

This program focuses on the abatement of soil threatening Activities included: processes, primarily soil erosion and salinity, for priority • targeted extension to foster practice change assets in the Corangamite region. Activities undertaken to achieve this include the establishment of perennial • whole farm planning to assist landholders with change indigenous and non-indigenous vegetation, erosion • field days at demonstration sites showcasing examples of mitigation earthworks, whole farm planning (EBMP), targeted actions delivered through whole farm planning extension, demonstration site field days and strategic • a soil health training course for land managers to gain planning. a greater understanding of soil threatening process, Soil threatening processes are causing significant thereby providing a resource to which they can refer to sedimentation and salinisation affecting sustainable after the course agriculture, saline and freshwater ecology, terrestrial • project incentives to undertake onground works fostering biodiversity, grasslands and rural and urban water supply. further practice change This particularly applies in the Port Phillip Western Shore • strategic development and co-ordination of the Ramsar and Western Districts Lakes Ramsar sites where Corangamite Sustainable Land Management Program wetland ecology is deteriorating. • continued development of soil threatening processes Works were undertaken during the year in the Woady inventory for the refinement of strategic planning Yaloak, Lismore, Stony Rises, Bellarine, Thompson, Curdies, Gellibrand and Moorabool landscape zones to mitigate • fostering multiple partnerships to secure investment these threats. from the Australian Government - Caring for Our Country, Victorian State Government - Natural Resource The primary goal of the program was to protect water Investment Program (NRIP), DSE - Sustainable Landscapes quality and biodiversity assets from established and and National Action Plan for Salinity and Water Quality. emerging threats of salinity and soil degradation. These activities are contributing to our long-term goal Intermediate outcomes to achieve this include a reduction of protecting land and water assets from salinity and soil in the threat of soil erosion and a reduction in saline degradation. discharge.

1. Representatives from land management agencies taking part in a soil erosion workshop at the Moorabool catchment 2. Department of Primary Industries soil conservation expert Clem Sturmfels leading a soil erosion field trip

1. 2.

land management ccma annual report 83 2008/09 5 24 17 58 70 77 14 25 36 371 851 415 371 300 143 535 65.6 97.5 3251 1815 461.8 237.7 No of participants 6 3 8 8 5 23 17 58 25 17 11 11 984 140 310 342 otal in hectares Number of activities Unit of measure Area (ha) of wetland fenced Area (ha) of land fenced Area (ha) of indigenous revegetation Area pasture (ha) of perennial Area treated (ha) of soil erosion Area by plans (ha) covered Area T otals Summary of activities Output Self assessment completed (EBMP & Dairy SAT) action plans EBMP & Dairy SAT completed applications submitted Project courses delivered Training Field days delivered delivered Presentations Meetings attended Landholder visits of advice (letters, phone, Provision office visits & email) Media articles activities Others events & promotional displays Awareness Community education material developed Landholder stories captured Statutory planning referrals T Fence wetland Land managed to land class Revegetation with indigenous vegetation Revegetation with non-indigenous vegetation through for soil erosion Sites treated engineering works or fencing. management plans including Property (EMS)

2008/09 land management ccma annual report Soils and salinity extension and engagement activities Erosion and salinity Erosion mitigation onground works activities Corangamite Sustainable Land Management Program (continued) Program Sustainable Land Management Corangamite 10: Achievements for 2008-2009 Table 06 84 Land management Biodiversity program

The Corangamite region is renowned for its diversity The program is also responsible for the direct management of landscape and natural habitats, which support an of targeted landholder incentive programs, such as Living equally varied range of native flora, fauna and ecological Landscapes, WetlandTender, PlainsTender and EcoTender. communities. The authority’s biological diversity or These projects are developed in partnership with the biodiversity program is responsible for developing the Australian Government and DSE and implemented with a strategic direction for managing the region’s living range of land managers. assets and the ecosystem services they provide. It is also responsible for delivering biodiversity conservation  outcomes on a regional scale in line with targets established within the RCS and associated sub-strategies.

In particular, the Native Vegetation Plan and Regional Wetland Strategy provide a strong framework for the program to develop strategic projects in partnership with government agencies, non-government organisations and community organisations. Key partners include DSE, Greening Australia, Trust for Nature, local government, Landcare and a range of other community groups / organisations. Currently the team is developing a Marine and Coastal Biodiversity Strategy and has managed the development of a Native Fish Guide for Victorian Coastal Rivers and Wetlands in partnership with the Arthur Rylah Institute (ARI) and on behalf of the state’s coastal CMAs and Melbourne Water.

1. Port Campbell National Park 2. Ferns of the Otways 3. Coastal vegetation 4. Dragonfly

3.

1. 2. 4.

land management ccma annual report 85 2008/09 Land management

06Corangamite Sustainable Land Management Program (continued)

Threatened Flora Project Spiral Sun-orchid (thelymitra matthewsii) The Otways has four populations of the rare Spiral Sun- During the last five years, the Corangamite CMA has been orchid (thelymitra matthewsii). This species is nationally working closely with DSE to obtain Australian Government listed as vulnerable under the EPBC Act, vulnerable funding for managing nationally threatened flora species. in Victoria and threatened under the Flora and Fauna This funding is used to undertake various actions needed Guarantee Act. Three of the four populations have less to protect and manage these species. In 2008-2009, with than 25 plants and the fourth population around 200. One the help of many stakeholders, the authority worked on of these populations was only discovered in 2006-2007 32 threatened flora species at more than 100 sites in the and brought to DSE’s attention in 2007-2008. There are catchment. The following reports are a snapshot of also two historic locations in the Corangamite catchment, that work. but no plants have been detected for 10 years. Spiral Sun-orchids can be found in a range of habitats, including Spiny Rice-flower (Pimelea spinescens subsp. spinescens) heath woodlands, lowland forests and sand heathlands. The Spiny Rice-flower is nationally listed as a critically Key threats are inadequate burning regimes, disturbance endangered species, making it one of the most threatened from recreational activities, insect herbivory and the plants in Australia. There are only two other species in possible detrimental effects of small isolated populations. Victoria that have such a high threat status, including its very close relative, the Wimmera Rice-flower. Leafy Greenhood (coastal form) (Pterostylis cucullata subsp. cucullata) The species is endemic to Victoria and in the Corangamite region is found in native grasslands on the Victorian The Leafy Greenhood gets its name from the large fleshy Volcanic Plains. It is known to exist at only 23 sites, two of leaves that form around its base and the distinctive green which are on private land with the remainder on road sides hood. It is known from approximately 13 populations along and rail reserves. the Victorian coast, from Nelson in the west to Wilson’s Promontory in the east, and Tasmania’s Bass Strait islands. The decline of this species is a direct result of habitat loss. Within the Corangamite catchment there is one population The fertile soils and lack of tree cover on the grasslands at Cape Otway, and historic records from Barwon Heads. has meant these areas are ideal for agriculture and urban development. The few remaining grassland remnants are Threats include grazing by domestic stock, rabbits and small, highly fragmented and subject to several threats, insects, trampling by stock, inappropriate fire regimes, including soil disturbance (ploughing, cropping), works and competition from other vegetation and agricultural and maintenance (firebreaks, roadworks, utility installations), urban development. herbicide use, inappropriate grazing and fire regimes. In 2008, DSE engaged a group of Australian Native Orchid Funding through the Corangamite CMA has been essential Society volunteers to survey suitable habitat at Cape Otway. in DSE undertaking actions needed to protect and conserve The results were excellent with the discovery of two new this species. sub-populations, one on private land of approximately 4,000 plants and another in Cape Otway National Park of 75 plants. This discovery more than doubled the known 1. Spiral Sun-orchid extent of the population and the number of orchids. 2. Leafy Greenhood in flower 3. Spiny Rice-flower

1. 2. 3.

land management 86 ccma annual report 2008/09 case study Native fish guide EcoTender

A Guide to the Management of Native Fish: Protecting biodiversity in an urban landscape Victorian Coastal Rivers and Wetlands The region’s EcoTender project is helping to protect This major strategic document and associated web- and manage one of the last remaining remnant based management tool was completed this year. The patches of native vegetation in the coastal town of document will assist natural resource managers to Point Lonsdale. protect and enhance native fish populations in coastal Landholder Peter Sharp and his family have been Victorian catchments. The project was undertaken managing this property for many years. His great using Natural Heritage Trust funding from the grandparents originally bought the land early last Australian Government and involved the collaboration century and it is now surrounded by houses in a of scientific experts, policy makers and regionally- typical urban environment. based river health and biodiversity managers. This makes site management quite unique as the value The Corangamite CMA led the project in collaboration and threats to the site are very different from those in with the Arthur Rylah Institute (DSE) and on a rural setting. behalf of the other four Victorian coastal CMAs and Melbourne Water. A steering committee, scientific Funding over five years from the EcoTender project advisory panel and an independent advisory panel will assist in managing many of the threats to this supported the project team. These supporting groups extremely important site. Major threats to native represented a range of key stakeholder organisations, vegetation are the spread of exotic plants. including: Corangamite, Glenelg Hopkins, Port Phillip The EcoTender funding will help pay for the removal of / Westernport and West Gippsland CMAs, Melbourne major woody weeds such as introduced pine trees and Water, DSE, DPI, Arthur Rylah Institute and the Italian Buckthorn, as well as invasive garden escapees Murray-Darling Basin Commission. There were also like agapanthus, freesias and Buffalo grass threatening workshops throughout Victoria to gain input from a to take over the site. broader range of stakeholder groups and organisations. The funding also helps restore original vegetation The guide provides a significant knowledge about structure by reducing the impact of the Tea tree native fish management, including species ecology, dominating the site and allowing the Grass trees, current management arrangements and practices, Moonahs and other native understorey to thrive. threats and recommended management principles and actions. The Fish Activity Support Tool (FAST) is a The EcoTender project helps maintain this rare and web-based system that brings this knowledge together valuable landscape, providing a beautiful site for the in a web-based tool designed for organisations family, and the public with a historical view of what responsible for managing river health and/or native the town was once like. It also creates habitat for fish conservation. FAST can be accessed at remaining flora and fauna not lost to urban expansion. (https://fast-uat.dse.vic.gov.au) 1.

1. 2.

1. Spotted galaxias. Photograph: Neil Armstrong 1. Ecotender is helping to preserve remaining remnants of 2. Australian Grayling. Photograph: Tarmo Raadik native vegetation in Point Lonsdale

land management ccma annual report 87 2008/09 Land management

06Victorian Volcanic Plains program

PlainsTender – A new approach to conserving native vegetation on private land

A national biodiversity hotspot, the Victorian Volcanic Plains The unique features of this approach are: (VVP) bioregion, covers 2.3 million hectares, extending • landholders establish their own price for the across south-west Victoria from Melbourne to Portland. management services they are prepared to provide to Native vegetation remains on only 4.5 per cent of the area, improve their native vegetation. This price forms the most of which is on private land. These remnant areas basis for their bid, which is compared with the bids from of native grasslands, grassy woodlands and wetlands are all other participating landholders. Successful bids will be crucial for the conservation of endemic flora and fauna those offering the best value for money species, such as the eastern barred bandicoot, brolga and Corangamite water skink. • successful landholders will receive periodic payments for their services under management agreements signed The VVP is a highly productive agricultural region and the with PlainsTender. task of maintaining effective agriculture production while protecting and enhancing biodiversity remains a challenge for many landholders. To address this national priority, the Corangamite CMA, in partnership with the Glenelg- Hopkins, Wimmera, North Central and Port Phillip and Westernport CMAs, DSE and the Australian Government, developed a market-based incentive program, PlainsTender. PlainsTender offered landholders the opportunity to gain financial support for entering an agreement to maintain or improve the quality or extent of their native vegetation.

1. Milkmaids 2. Grasslands of the Victorian Volcanic Plains

1. 2.

land management 88 ccma annual report 2008/09 How did PlainsTender work?

Expressions of interest

Landholders located on the Victorian Volcanic Plains registered a formal expression of interest through PlainsTender.

Site assessment

A PlainsTender field officer contacted landholders who expressed an interest to arrange a site visit. During the site visit the field officer assessed the significance and quality of the native vegetation and discussed management options with the landholder.

Development of management plan

Landholders identified actions they proposed to undertake and with the field officer, prepared an agreed management plan as the basis for a bid. Landholders were also given the option of permanently protecting their native vegetation through a conservation covenant.

Submission of bid

Landholders then submitted a sealed bid nominating the amount of payment being sought by them to undertake the actions in the agreed management plan.

Bid assessment

All bids were assessed objectively on the basis of:

• current conservation value of the site

• amount of service offered

• cost.

Funds were then allocated on the basis of ‘best value for money’, subject to maintaining acceptable value.

Management agreements

Successful bidders then signed agreements based on the previously agreed management plan.

Reporting and payments

Periodic payments and reporting occurred as specified in the agreement.

PlainsTender engaged more than 65 landholders and provided financial incentives to protect and enhance 4,500 hectares of threatened native vegetation across the Victorian Volcanic Plain. This was deemed a great success by government investors and participating landholders.

land management ccma annual report 89 2008/09 Corangamite CMA’s Rhys Collins monitoring the Aire estuary

caretaker of river health 90 ccma annual report 2008/09 Caretaker of river health The river and catchment program engages key stakeholders to address the management of river, estuarine, wetland07 and biodiversity assets.

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Development and • % of projects/studies etc Not less than 90% All plans delivered as per originally implementation delivered to time, quality and proposed or based on approved of onground river cost parameters variations restoration works programs

Authorisation of • Breaches of statutory Nil Six reports of unauthorised activity works on waterways requirements have been investigated and permits resolved

Referral authority for • No. of days to process permits Not more than 20 working days 96% of applications processed any works on or in within 20 working days relation to a dam • No. of days to process referrals Not more than 20 working days

Integrated • % of integration complete 90% complete 100% management of the Environmental Water Reserve (EWR) into the river works program

Management of • % of multi-year 100% completed 100%* environmental Environmental Operating entitlement Strategy completed (under delegation by Minister for • % of Annual Watering Plan 100% completed 100%* Environment) completed included in EWR *The Corangamite CMA does not have an environmental entitlement. However, water provided under the qualification of water rights for the Moorabool River has been managed in accordance with an annual watering plan.

Provide advice • no. of days to process a Not more than 20 working days 98% of all referrals and direct about flooding and referral requests from the community controls on scheme processed within 20 working amendments, days planning and building approvals to local councils in the capacity as a referral authority

Provide technical • No. of days to process Not more than 20 working days Average number of days taken to advice to councils floodplain enquiries respond to enquiries - seven and the community on flooding

caretaker of river health ccma annual report 91 2008/09 Caretaker of river health

07River restoration

Key projects delivered under the River Health Restoration Program included:

• work to improve the Great Ocean Road estuaries • stream stabilisation continued in the upper Barwon River, continued through funding from the Victorian in partnership with the Upper Barwon Landcare Network. Government’s Large Scale River Restoration Program, Work included construction of three rock chutes to which is part of Our Water Our Future. Major halt erosion in the Pennyroyal catchment and repairs to achievements in the Great Ocean Road Estuaries an old concrete chute on Wormbete Creek. Stands of Restoration Project included removal of a fish barrier on willows were removed on Pennyroyal Creek, with fencing Wild Dog Creek, riparian improvement projects in the and revegetation to follow under landholder agreements Barham catchment in partnership with the Southern • river restoration works continued in the Leigh and Otway Landcare Network (SOLN) and Barwon Water, Moorabool catchments in high-priority areas. These riparian improvements on the Ford River in partnership included one kilometre of willow removal and riparian with SOLN, willow control through the gorge section restoration along Lal Lal Creek and restoration of a one- of the Aire River, construction of two major rock chutes kilometre stretch on the Yarrowee River through willow to halt erosion of Scott’s Creek and a dozen landholder control and the use of pile fields to prevent bank erosion agreements for waterway restoration projects, thereby protecting the Curdies River estuary, delivered in • improvements along the Gellibrand River included willow partnership with Heytesbury Landcare Network removal, stock-exclusion fencing and revegetation. This work, undertaken in partnership with Wannon Water, • an assessment of fish barriers along the Great Ocean aims to ultimately create a continuous corridor along Road waterways was undertaken under the Great Ocean the river, protecting water supply and the high-value Road Estuaries program Princetown wetlands. In 2008-2009, two kilometres of the river upstream of the Gellibrand township was the focus of works. In addition, two fish barriers were mitigated in the upper Gellibrand, near Stevensons Falls

• previously agreed projects along the Barwon River, upstream of Geelong, were completed, along with a new riparian project to protect two kilometres of the river. 1. St George River 2. Wild Dog Creek estuary on the Great Ocean Road

1. 2.

caretaker of river health 92 ccma annual report 2008/09 case study Scotts Creek rock chute story

A local waterway stabilisation project helping to protect Earlier attempts to slow erosion, including planting the Curdies River estuary is also helping local landowners willows and building weirs, proved inadequate. sleep better at night. The erosion, the result of large volumes of water moving In 2009, the Corangamite CMA’s river health team quickly through this steep section of waterway, meant completed two rock chutes in Scotts Creek as part of a in a 152-metre section the creek bed had dropped 3.15 waterway stabilisation project. metres in elevation. Project engineers recommended stabilisation works that included the introduction of the Funded through the Victorian Government’s Great grade control structures to prevent the erosion cutting Ocean Road Estuaries Restoration Project, the project is up creek channels. The rock structure modelled for the endeavouring to rehabilitate the creek bed which has waterway is able to withstand the force of the water. suffered from large-scale land clearing over a long period of time. The Scotts Creek project includes fencing to exclude stock and revegetating with indigenous plants. This will The Heytesbury Settlement brought economic wealth reduce the amount of nutrients entering the water and to the region, but some aspects of land use created an improve the habitat. environmental backlash. The clearing of 43,000 hectares of native vegetation, the straightening of waterways A Corangamite CMA field day at the stabilisation site in and draining floodplains between 1956 until 1971 has June, 2009, attracted 34 people. Landholders were shown had environmental and economic consequences for how the rock chutes function as stream stabilisers. One landholders. landholder, who lived along the creek before the rock chutes were installed, said she often wondered what Small creeks along the straightened section of the damage they would face in the morning as she listened waterway became deep gullies, bridges were destroyed to water roaring down the creek on stormy nights. and the widening tributaries ate into productive farmland and closer to sheds and houses. Sediment and The Corangamite CMA’s river health staff only became nutrient moved downstream to the Curdies estuary, also aware of the level erosion in Scotts Creek in 2002. They creating environmental issues. received funding to rectify the problem in 2007 and completed the work earlier this year. Friendly banter from landholders at the field day suggested it had taken 30 years to solve the problem.

While the stabilisation project has had positive outcomes for waterways, the work also means a better sleep for some landholders on those stormy nights.

Corangamite CMA River Health Officer Gene Gardiner talks with district landholders at a rock chute site field day along Scotts Creek.

caretaker of river health ccma annual report 93 2008/09 0 6 50 64 otals 120 7 0 0 09 13 20 Jun t 1 5 0 0 6 09 3 0 1 09 18 22 Apr may 6 6 0 1 09 13 6 2 0 0 8 09 3. 1. Lake Corangamite in fog River Yaloak 2. The Woady 3. Leigh River 0 7 0 0 7 09 Jan feb ar m 1 1 0 0 2 08 6 3 0 1 08 10 Floodwater would flow into the Lough Calvert system at Floodwater would flow into the Lough Calvert into the lower lough and, if sufficiently intense, continue the middle then upper lough. Due to the land-locked of the Lough Calvert basin, floodwater did not nature disperse for some considerable time (years), inundating flows from large tracts of farming land. The scheme diverts a Creek, Lake Colac via an earthen channel to Birregurra and enters the Barwon River tributary of the Barwon River, Lake near Conns Lane. During the summer of 2008-2009, Colac became dry. Yaloak The Lough Calvert Drainage Scheme and the Woady closed and no Diversion Scheme have again remained River either scheme was diverted to the Barwon water from for the 12th consecutive year. activities Normal asset management and maintenance assets such continued, including structural assessments of and channel crossings. as regulators Works on waterways permits on Works for 120 requests and processed The authority received authorised works and activities on designated waterways year. to 86 the previous during 2008-2009, compared of unauthorised works. The authority acted on six reports 0 3 0 1 4 08 3 0 4 2 9 08 3 0 3 0 6 08 Aug sep oct ov n dec 2. 2. 6 0 7 0 08 13 Jul

2008/09 caretaker of river health caretaker ccma annual report otal activities Activity Exemptions/other authorisation Refused Permits issued Compliance matters (resolved) T 1. 1. The Woady Yaloak Diversion Scheme was constructed in Diversion Scheme was Yaloak The Woady for agricultural program 1959 as part of a flood protection of Lake Corangamite and the shores around properties Woady the Lake Gnarpurt. The scheme diverts flows from Creek, to Warrambine River via an earthen channel Yaloak and enters the Barwon just a tributary of the Barwon River, above Inverleigh. of 23,000 hectares, Lake Corangamite, with a surface area is the largest permanent inland lake in Victoria. It provides habitat for thousands of waterfowl, and breeding a refuge species. In 1982, lakes in the Western including threatened were District, including Corangamite and Gnarpurt, designated wetlands of internationalimportance under the for Ramsar convention. Lake Gnarpurt has been dry at a very several years and water in Lake Corangamite is low level. rural The Lough Calvert Drainage Scheme protects loughs from middle and upper in the lower, properties construction and Lake Colac. Before flooding from 1950s, Lake following significant wet periods in the early Colac would fill and overflow near its north-eastern shore. Statutory functions schemes and Lough Calvert Yaloak Woady Table 11: Works on waterways permits waterways on 11: Works Table 07 94 Caretaker of river health Flood studies Planning referrals

The statutory functions team completed a flood study of A total of 510 requests for flood-related advice for planning the Barwon River through Winchelsea and the Barwon scheme and building permit applications were processed and Leigh Rivers through Inverleigh. The study revised during 2008-2009 year compared to 447 the previous year. flood levels and extents that are based on flooding that occurred in February, 1973. The Golden Plains Land Subject to Inundation Overlay and Floodway Overlay was amended during 2008-2009 and is based on the study results.

A review of flood levels and extents for Thompsons Creek and Spring Creek in Torquay was also completed.

Planning scheme amendments

The Corangamite CMA provided information to Colac Otway Shire and Golden Plains Shire to support amendments to the Land Subject to Inundation Overlay (LSIO) and Floodway Overlays (FO) in the relevant planning schemes. The authority also worked with Corangamite Shire and the City of Ballarat to provide new flood information.

Table 12: Floodplain referrals processed for 2008-09

Municipality Jul Aug sep oct nov dec Jan feb mar Apr may Jun totals 08 08 08 08 08 08 09 09 09 09 09 09 Ballarat 5 2 4 2 1 3 2 5 3 5 16 10 58 Geelong 9 8 12 19 17 12 16 20 11 10 17 34 185 Colac Otway 7 6 4 7 9 10 6 4 5 5 6 11 80 Corangamite 2 0 0 1 23 0 0 1 0 0 3 3 33 Golden Plains 23 3 6 12 4 2 5 5 4 7 3 10 84 Moorabool 1 1 0 0 0 0 0 0 1 1 0 1 5 Moyne 0 0 2 1 0 0 0 1 0 0 0 0 4 Queenscliffe 1 0 0 0 0 0 0 0 0 0 1 3 5 Surf Coast 4 6 2 5 2 2 8 4 3 6 6 8 56

Totals 52 26 30 47 56 29 37 40 27 34 52 80 510

caretaker of river health ccma annual report 95 2008/09 Caretaker of river health

07Statutory functions (continued)

Estuary and coastal projects

The Estuary and Coastal project role was established in Anglesea River, Spring Creek and Thompsons Creek. The November, 2008. It has taken on the Estuary Entrance resulting high resolution maps and digital mapping layers Management Support System (EEMSS) as a major project will not only be used for the EEMSS in assessing the impact combined with smaller projects and a regional role in of periodic inundation on vegetation communities, but will collaborative estuary management. assist in future planning for climatic variance and associated sea level fluctuations. The EEMSS is a decision support tool to determine threats to identified assets within an estuary from a potential On a finer scale, the project is developing an intimate artificial opening. As part of a state-wide DSE-funded knowledge of estuary functions and responses to change. rollout of the EEMSS, the Corangamite CMA has been A hydraulic model has been developed at the Aire River working with other CMAs and agencies, along with EEMSS showing flooding potential lag times of flood waters within developer Helen Arundel and staff from the School of Life the component lakes. This is also used to show effects of Sciences Deakin Warrnambool. artificial openings on the system.

With funding now secured, the Corangamite CMA has As part of the EEMSS process, each estuary is managed been working with agency partners to establish the EEMSS. individually and requires a consultation workshop where Many of the estuary projects instigated during 2008-2009 participants collaborate to assign threat scores to the pre- seek to provide the necessary data and meet other needs determined assets within the estuary. During 2008-2009, detailed within the River Health Strategy and Coastal and a workshop related to the Gellibrand River was conducted. Marine Biodiversity Strategy. This has been carried out During the next 12 months, six other community paying regard to the overarching management documents, workshops will be completed after which there will be new mainly the Victorian Coastal Strategy, Coastal Action Plans management relationships with partner agencies working and individual Estuary Management Plans. on artificial openings. The result is a management system for artificial openings of estuaries that alerts managers of The most widespread project has been the Estuary EVC all the potential risks of opening or not opening a closed mapping project, which has focused on lands within three waterway. metres below AHD at seven locations - Curdies River, Gellibrand River, Aire River, Barham River, Painkalac Creek,

1. Corangamite CMA River Health Officers, Dennis Lovric and Darren Wilkie surveying Curdies River 2. Gellibrand River Estuary, near Princetown

1. 2.

caretaker of river health 96 ccma annual report 2008/09 Barwon River through Geelong

Overview of functions Activities in 2008-2009 included:

The Corangamite CMA is responsible for managing • remodelling of the West Fyans and Barwon Valley public open space along 20 kilometres of the Barwon River carparks between Queens Park Bridge and the lower breakwater. • separating cyclists and pedestrians from motor vehicle The area provides popular recreational facilities, including traffic in a number of sections of the Barwon River path walking and biking paths, fishing platforms, boat ramps, • ensuring land adjoining the river is maintained - ie the rowing and picnic areas. The river and adjoining land tracks and fixtures are safe for public use provides important habitat and protects areas of significant indigenous remnant vegetation. There are important • continuation of bank revegetation and maintenance of cultural and archaeological sites that provide a link with established revegetated areas Aboriginal cultural and heritage values associated with the • suppression of woody weeds early settlement of Geelong. • removal of redundant fixtures along the river The authority’s objective is to protect and restore environmental cultural and social values along the river • management of the river for users, including rowing, and adjoining land. canoeing, water skiing, running and fishing, with safety a priority

• monitoring river health and the removal of rubbish.

1. Barwon River, Barwon Heads 2. Corporate Cup event on the Barwon River 3. Kayaking along the Barwon River 4. Yollinko Boardwalk

3.

1. 2. 4.

caretaker of river health ccma annual report 97 2008/09 Caretaker of river health

07Environmental Water Reserve

This program focussed on management of dry conditions Drought Employment Program and planning through the Western Sustainable Water For a third consecutive year, the Corangamite CMA Strategy. The program achieved an increase in the received funding through the Victorian Government’s emergency contingency water set aside for the Moorabool Drought Employment Program. Due to the severity River, release of four environmental flow releases, of drought in northern Victoria, the allocation to community support, increased media coverage and the Corangamite region was down $250,000. The significant input into regional planning processes. Corangamite CMA again partnered Central Highlands Community information days were held and presentations Water in delivering this program. made to a number of community and student groups. The Central Highlands Water directly employed four drought- program faced many challenges, including record low flows affected farmers or farm workers to form the Biodiversity in the Barwon River, amongst other river systems. Action Taskforce. The taskforce undertook works within Dry Inflow Contingency Plan implementation the Lal Lal and Moorabool Proclaimed Water Supply catchments. This work included weed control, fencing, The Dry Inflow Contingency Plan (DCIP) was updated in revegetation, rehabilitation of an educational garden and preparation for the continuation of dry inflow conditions. construction of a viewing platform and access track to the These conditions eventuated and flow stress was common Lal Lal Falls viewing area. across much of the region. Key actions from the DICP included water quality monitoring of remnant habitat This year’s participants received training and six months full pools, particularly in the Moorabool River and Thompsons time work. Feedback from the participants confirmed the Creek. Monitoring of the region’s estuaries through the program’s success. EstuaryWatch program also assisted implementation of Sustainable water strategies actions from the DCIP. A funding application for further activities identified in the plan was unsuccessful. Funding is Negotiations continued to deliver environmental flows secured for implementation of key actions for 2009-2010, to the Moorabool River from the Batesford quarry. This however. An important project was undertaken to identify project was identified in the Central Region Sustainable priority waterways for threatened fish species under dry Water Strategy to provide environmental flows to the lower inflow conditions. Recommendations from this project will Moorabool River and the lower Barwon River. be the subject of future updates of the DCIP and onground The Corangamite CMA also helped develop the Western works in 2009-2010. Sustainable Water Strategy due to be released in the new financial year. Key outcomes sought by the Corangamite CMA included improving environmental flows for the Gellibrand River during summer and improving environmental flows to Lake Corangamite.

1. The Biodiversity Action Taskforce, from left: Abraham Montana, Allan Hanrahan, Brian Nunn and Tony Hickey seated 2. Corangamite CMA and Central Highlands Water staff with members of the Biodiversity Action Taskforce

1. 2.

caretaker of river health 98 ccma annual report 2008/09 case study Moorabool flows

Moorabool River Environmental Flows. There were four 80-million litre environmental flow releases over summer in partnership with Central The Moorabool River flows from the Great Dividing Highlands Water and Barwon Water. Range, near Ballarat, to the Barwon River at Fyansford. It is Victoria’s most flow-stressed river and does not To maximise the benefit to the Moorabool River, most flow for the majority of the year. Lal Lal Reservoir is of the releases were in conjunction with Barwon Water’s an urban water supply dam located on the west branch operational releases to supply downstream communities. of the Moorabool approximately 19 kilometres north The co-operative timing boosted the total volume of Meredith. Both Barwon Water and Central Highlands and length of flows, with monitoring showing greater Water share this water. improvements to water quality in remnant habitat pools.

In November, 2006, the Minister for Water, Environment A fish survey completed in December, 2008, found the and Climate Change directed that passing flows from river still supporting populations of native species, Lal Lal reservoir temporarily cease. This was due to the including river blackfish, southern pigmy perch and Ballarat and district water supply system being under Australian smelt. The report highlighted the need stress from dry inflow conditions. This directive was still to continue using environmental water to maintain in place in July, 2009. the health of remnant habitat pools and ensure the continuing survival of these species. To manage the environmental impact of this decision, the Corangamite CMA was allocated water for environmental flow releases. This water has been used to protect environmental values between Lal Lal Reservoir and She Oaks, 50 kilometres downstream.

Graph 1: Coopers, continuous salinity data, pre and post release

3500 EC (us/cm) An additional benefit of the 3000 environmental water releases was 2500 an improvement to salinity levels in a number of remnant habitat 2000 pools, such as the Coopers pool. This 1500 helped ensure the pool remained suitable as a habitat for aquatic 1000 plants and animals in the short term. The table shows a drop in 500 salinity that occurred at Coopers. 0 1/11/2008 1/12/2008 1/01/2009

caretaker of river health ccma annual report 99 2008/09 Caretaker of river health

07Wetlands

The 2008-2009 Wetlands Program focused on the Provide opportunities to learn continued implementation of the Corangamite The Victoria CMA Wetlands Network held a Managing Wetlands Strategy. The aim of the strategy is to guide Wetlands in a Drying Climate Forum at Geelong in May, the maintenance and enhancement of the condition of 2009. The aim of the forum was to bring practitioners and regional wetlands through a broad range of mechanisms. researchers together to learn and exchange issues and ideas Priority actions undertaken during the last past 12 months in wetland management during difficult climatic conditions. included: Scope feasibility of remote sensing application to Integration with key projects in the region assess wetland condition Borrell-a-Kandelop is a joint project between Greening Water sampling across seven lakes continued under this Australia Victoria, the Corangamite CMA and Parks three year project for James Cook University. The university Victoria focusing on the Western District Lakes Ramsar aims to create a model utilising remote sensing, as well as site. The Australian Government provided further funding other data sources that will provide a decision-making tool to implement actions under the Borrell-a-Kandelop for wetland managers. This will help prioritise investment Conservation Action Plan, which aims to improve the and management actions as well as assisting in monitoring. ecological resilience of the lakes. Activities included revegetation of drainage lines leading to the Ramsar lakes, community education regarding wetland values, fencing and drainage lines, and monitoring of wetland condition

Revision of current wetland information system An audit of the wetlands 1994 geographic information systems (GIS) layer was completed. This project looked at the accuracy of the wetland mapping that culminated in the accepted GIS layer for wetlands. The desktop audit was undertaken using aerial photographs and picked up wetlands that had been completely missed, as well as spatial inaccuracies. There was also an opportunity to account for previously unmapped wetlands under one hectare. One of the most surprising findings was the increase in the number of artificial impoundments over the last ten years.

1. Bellarine field tour for the Wetlands Forum 2009 2. Swan Bay

1. 2.

caretaker of river health 100 ccma annual report 2008/09 case study Managing Wetlands in a Drying Climate Forum May, 2009

Environmental management organisations are The forum included two field trips, one to the Western strengthening partnerships to deal with issues associated District Ramsar Lakes with presentations from Colac with managing wetlands in a drying climate. Otway Shire, the DSE, Greening Australia, Parks Victoria and the Corangamite CMA and finishing at local More than 90 people attended a forum organised by the landowner Lorraine McKenzie’s property where she spoke Victorian Catchment Management Authority Wetlands about the management of Lake Coradgill. Network at the National Wool Museum, Geelong, in May. The second field trip explored the Bellarine wetlands Participants heard from experts and contributed where participants received an overview of catchment to panel discussions determining the best way to activities and learned about Alcoa’s constructed wetlands manage wetlands in continuing drought. The panel at Point Henry, the works undertaken on the Balyang highlighted the difficulties in communicating research wetlands on the Barwon River, the Corangamite CMA to practitioners and the community and determining EstuaryWatch program, Lake Connewarre and some of the investment priorities. management issues associated with the Port Phillip Bay Ecologist Dr Jane Roberts said to ensure more realistic and Bellarine Peninsula Ramsar site. goals when developing biodiversity programs, there was a need for a new strategic framework that reflected the changed environment condition based on past human intervention.

Peter Gell, from the University of Ballarat, provided evidence of the impacts of climate change in the Western District wetlands and said since the 1850s there had been a 15 per cent drop in rainfall. Paul Boon discussed managing the Gippsland Lakes and Darren Baldwin, from the CSIRO, spoke of the threat of acid sulfate soils on wetlands in the Murray-Darling Basin. Beth Gott spoke about the indigenous use of wetlands and Damien Cook, from Australian Ecosystems, talked about practical wetland management. Peter Kelly, from the Mallee CMA, spoke about watering programs to save river red gums.

Event organiser, Corangamite CMA wetlands officer Donna Smithyman, said feedback had been positive and participants had asked for more regular wetland forums.

“There is a definite need to bring together organisations working on the same issues and facing the same restrictions. This will allow them to share knowledge and develop a shared understanding of the way forward,” she said.

Wetlands Forum, May 2009

caretaker of river health ccma annual report 101 2008/09 Photograph: Andrew Chapman

compliance and disclosures 102 ccma annual report 2008/09 Compliance and disclosures Good reporting requires an open willing attitude, attention to detail and accuracy, sensitivity and responsiveness to stakeholders and a commitment to achieving and improving on08 standards.

Results against Corporate Plan Key Performance Indicators

Performance area Performance indicators Target Achievement

Develop strategies • Reduction in energy, Strategy developed implemented One year ResourceSmart EMS to implement water, paper, transport fuel and monitored Strategy in development. Strategy environmental consumption and greenhouse completion date is November, management gas emissions 2009 systems (EMS) within operational activities • Implementation of green Confirm 2007 benchmark usage ResourceSmart EMS Strategy procurement initiatives data for future comparison and development to include 2007 reporting data for future comparison and reporting • Reduction in the amount of Strategy developed and waste being disposed of to implemented landfill Strategy developed to achieve 45% reduction of 2007 level in solid waste by 2008 with ongoing reductions

Climate change and • Ensure that all NRM relevant All new published policies and All new/reviewed policies adaptation policies and strategies etc. strategies include or are amended incorporate sustainability and incorporate climate change to include climate change and climate change strategies and adaptation into their adaptation strategies assessments

CMA business • Improve capacity to produce Financial report tabled at each Achieved with reporting process processes financial reporting to Board Board meeting in a form that in place and investors provides clear monthly and year to date comparisons, including variances, in a transparent form that is easily understood by a Board Director

• Variation of actual to Presented monthly to Board budgeted expenditure shown meetings and at Audit Committee in reports meetings

Asset management • Assets managed according to Report to Board Assests managed in accordance financial reporting direction with financial directions and and in a sustainable manner reported to Audit Committee and Board quarterly

Financial • FMCF reported electronically FMCF assessment information Achieved and submitted on time. management to Minister for Finance via submitted electronically by Independently audited compliance DSE 30 September annually framework (FMCF) Demonstrate how previous non or partial compliance have been addressed

Grant management • Grant administration costs 10% less of grant funds spent on 10% or less of grant funds was minimised administration spent on administration

• Minimise time taken to assess Grant applications determined Grant applications determined grants within one month within one month

• All grants funding sponsors to All publications or merchandise All publications or merchandise be acknowledged associated with grants to include associated with grant programs all sponsor logos included sponsor logos and/or acknowledgement

compliance and disclosures ccma annual report 103 2008/09 Graph 2: Supervisor gender

10 Supervisors male Supervisors female Compliance and disclosures 9 8 7 6 5 4 3 2 1 080 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

Staff matters

Employment and conduct Occupational Health and Safety (OH&S)

The authority engages a diverse workforce. The Public The Corangamite CMA is continuing its commitment to Administration Act 2004 specifies a number of employment our employees, contractors and visitors’ health and safety and conduct principles that must be observed by public complying with the Occupational Health and Safety Act entities and their employees. 2004.

Similarly, the authority’s commitment to equal opportunity The Corangamite CMA OH&S Committee, consisting of employment and ensuring staff are selected on the basis of staff, Human Resource Officer and the Corporate Manager, merit is assisting in recruiting and retaining quality staff. met regularly to build a culture within the workplace that puts health and safety first. Employees are appointed after a comprehensive selection process involving a multi-gender selection panel. The Other aims of the OH&S Committee are to: authority encourages applications from suitably qualified • facilitate co-operation between employer and employees people regardless of gender, race, ethnicity or disability. to maintain a healthy and safe working environment

Workforce data • investigate and implement any developments in workplace safety The Authority employed 50 people in 2008-2009 • monitor, update or add to the Corangamite CMA OH&S compared to 58 people in the previous year. The general safety procedures. staff breakdown is 25 men and 25 women. (See Graph 2 showing supervisor gender pictured above). Staff have undertaken training in relation to OH&S including:

• defensive driver training • first aid training and updates • towing trailers for those staff that use trailers as part of their work duties • emergency evacuation training for fire wardens • emergency evacuation drills.

Table 13: Workforce data

Staff level 2008-09 2007-08

Executive officers (salary greater than $127,721) 1 1

Senior management (salary less than $127,721) 3 3

Staff 46 54

Total 50 58

compliance and disclosures 104 ccma annual report 2008/09 Graph 3: Corangamite CMA Workcover rate Graph 4: Corangamite CMA Workcover rate

1 CMA Workcover rate % Industry rate % 1 CMA Workcover rate % Industry rate % 0.9 0.9 0.8 0.8 0.7 0.7 0.6 0.6 0.5 0.5 0.4 0.4 0.3 0.3 0.2 0.2 0.1 0.1 0 0 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Driving is always a potential risk to our staff, not only in Staff wellbeing their work environment but in their home life. Accordingly The Corangamite CMA places great importance on the OH&S Committee, with the support of management, promoting a healthy workforce and a workplace culture has encouraged safe driving with driver safety tips on the that fosters wellbeing, diversity and equality. intranet and continued updates on driving conditions in our area. The authority has introduced a Positive Work Environment Action Plan involving the introduction of a number of Occupational Health and Safety is an agenda item on team initiatives including: meetings and monthly staff meetings. • the introduction of contact officers, who have received There were no lost time injuries during 2008-2009, adding training from our Employee Assistance Program providers to a prior statistics of no lost days to accidents since 2001- LifeWorks Geelong 2002. • workshops on employee rights and obligations There were no serious occupational health and safety • workshops scheduled for developing staff values, incidents reported during the past year. communication, performance management processes and leadership. How we compare to our industry The Corangamite CMA participated in the Worksafe Health Our indicative performance rating is 90.6 per cent. This Checks program with over half of employees participating. means our claims costs compared to our remuneration is Flu vaccinations were also provided in 2009. 9.4 per cent better than the average of like industries over Staff are encouraged to organise and participate in charity the last three years. fundraising events such as: The average premium rate for our industry is currently • the Corporate Cup held on the Barwon River in Geelong 0.6030 per cent with our projected premium rate for for United Way 2009-2010 being 0.5464 per cent. (see Graphs 3 & 4 • the Pink Ribbon breakfast pictured above). • Biggest Morning Tea for Cancer.

These charity events raise awareness of our individual health and welfare issues and their importance in both our home and work life.

LifeWorks Geelong, our employee assistance program provider, presented an overview of their confidential counselling services to staff. This not-for-profit organisation has a broad field of experts in counselling services. The service is available for either work or private related issues.

The Corangamite CMA has encouraged a family friendly workplace. This included supporting two staff members returning to work from maternity leave. Both have returned in a part-time capacity enabling a work and family life balance. This flexible approach to work and family responsibilities is confirmation of the Corangamite CMA’s commitment to staff wellbeing. 4. 1. 2.

compliance and disclosures ccma annual report 105 2008/09 Compliance and disclosures

08Staff matters (continued)

Professional development and In addition to specific training during the year the Authority performance management supported two staff members undertaking private study at tertiary level relevant to their roles. The Authority supports Staff development is an integral component in the these employees in a number of ways, including study Corangamite CMA’s operations. The enhancement of staff leave and assistance with course fees. One staff member skills ensures not only efficient performance but increases is undertaking a Graduate Certificate in River Health employees’ job satisfaction, leading to retention of quality Management. staff. The Corangamite CMA participated in the Victorian Diploma of management Floodplain Managers’ Forum Graduate Program during 2008. The program provides the incumbent with practical In June, 2008, the Corangamite CMA embarked on experience and training in floodplain management a leadership and management program for staff. The for a period of two years. Each year is divided into Australian Institute of Management tailored and delivered two placements, each spent working with a different the course, concluded in June/July, 2009. Catchment Management Authority. The incumbent spent The course strengthened the knowledge and capacity of nine months with Corangamite CMA during 2008. the authority’s staff. The program also allowed for the The Authority implemented a range of staff training introduction and development of a number of continuous opportunities during 2008-2009 including (refer table 14 improvement projects that will help the authority’s below). efficiency in the future.

Table 14: Staff training 2008-2009

Training Participants

Diploma of management 18

Assorted occupational health and safety courses 8

First aid 21

Workplace obligations 20

Assorted leadership and management course 5

LifeWorks – contact officer training 5

Defensive driver training 18

Towing trailers 8

Powerpoint training 12

Workplace issues , bullying, equal opportunity 25

20TH Annual Victorian Waterways Field Staff Conference 7

6th National Grasslands Conference 1

VicWaters - Water Educators’ Forum 1

Coast to Coast Forum 1

Building Indigenous Engagement with Corangamite CMA – Board and management 30

compliance and disclosures 106 ccma annual report 2008/09 Industrial Relations

The Corangamite CMA consultative committee has The committee and management are confident these KPIs performed an important role in developing and will be achieved within the first two years. implementing the current Corangamite CMA Workplace The Corangamite CMA has excellent industrial relations Agreement 2007-2010. and has experienced no lost days due to industrial action. The committee meets regularly and is made up of elected staff members and management representatives.

A main objective for the committee is to monitor the progress in achieving the key performance indicators (KPIs) including:

• training in project management and information systems

• staff safety, environmental sustainability and customer service

• project management, individual performance management and various cost efficiencies

• environmental sustainability.

1. Corangamite CMA diploma of management graduate Carolien Schoenborn receives her certificate from CEO Don Forsyth 2. Corangamite CMA CEO Don Forsyth with management course graduates Simone Wilkie and Nick McCristal

1. 2.

compliance and disclosures ccma annual report 107 2008/09 Compliance and disclosures

08Environmental initiatives

All environmental initiatives and activities of the Authority This year the Corangamite CMA has advanced this position have been guided by the Corangamite CMA Environmental by incorporating sustainability targets into the Corangamite Policy since 2005. This policy is reviewed annually and this CMA Workplace Agreement. year has provided an opportunity to integrate this policy as Designed to complement the sustainability targets in the the foundation for all Corangamite CMA policies. This is a Corangamite CMA Corporate Plan 2009-2014 major achievement and the Authority continues to show these include: leadership and by integrating sustainable decision making processes.

Sustainability targets into the Corangamite CMA Workplace Agreement

Performance area Performance indicators Target

Develop strategies to implement • Reduction in energy, water, paper, Strategy developed, implemented and Environmental Management Systems transport fuel consumption and monitored ‘EMS’ within operational activities greenhouse gas emissions

• Implementation of green procurement Confirm 2007 benchmark usage data initiatives management for future comparison and reporting

• Reduction in the amount of waste being Strategy developed and implemented disposed of to landfill over time

• Strategy developed, implemented and Strategy developed to achieve 45% monitored reduction of 2007 level in solid waste by 2008 with on-going reductions • Confirm 2007 benchmark usage data management for future comparison and reporting

• Strategy developed and implemented

• Strategy developed to achieve 45% reduction of 2007 level in solid waste by 2008 with on-going reductions

Climate change and adaptation • Ensure that all NRM relevant policies All new published policies and and strategies etc. incorporate climate strategies include or are amended to change and adaptation into their include climate change and adaptation assessments strategies

• All new published policies and strategies include or are amended to include climate change and adaptation strategies

With support from management and the staff Green Team, While the Corangamite CMA has been actively measuring, the Corangamite CMA has worked toward achieving the recording and minimising its environmental impact for environmental sustainability targets in the Corangamite many years, the development and implementation of the CMA Workplace Agreement 2007-2010. These targets Resource Smart Environmental Management System (EMS) incorporate the statutory obligations of the Authority, will guide the authority in providing leadership in this area. identified in the Catchment And Land Protection Act Statement of Obligations – Form of the Corporate Plan.

compliance and disclosures 108 ccma annual report 2008/09 ResourceSmart

In October 2008, the Corangamite CMA registered as a Actions to reduce our environmental impact included: participant in Sustainability Victoria’s (SV) ResourceSmart • ceiling insulation installed in the Colac building Government program. The program has been developed by SV and DSE to provide guidance and support to achieve • purchase of Green Power - 20 per cent improvements in environmental performance. The program • introduction of electronic pay slips is a framework for making the environment central to everything we do. • purchase of 80 per cent recycled paper

The Corangamite CMA will submit a one year • introduction of recycle bins for mobile phones Environmental Management System (EMS) strategy to • introduction of recycle bins for batteries Sustainability Victoria by November, 2009, followed by a two-year strategy to be designed by May, 2010. • recycling printer cartridges and toners • subscription to the Green Fleet Program

• purchasing policy introduced for green cars

• waterless urinals and dual flush toilet systems installed

• waterwise native garden planted at the Colac office

• installation of a water tank to help flush toilets.

1. Corangamite CMA staff members joined a community fundraiser for Men’s Health awareness 2. Monitoring the Thompsons Creek 3. Corangamite CMA Waterwatch Officer Rebecca Callea at Bug Bonanza, Lake Colac 4. Lake Wendouree in drought

3.

1. 2. 4.

compliance and disclosures ccma annual report 109 2008/09 Compliance and disclosures

08Environmental initiatives (continued)

Table 15: Monitoring our environmental impact

Strategic Measure Benchmark for Use for 2006-07 Use for 2007-08 Use for 2008-09 Percentage objective year ending (53 staff) (58 staff) (50 staff•) change June 30, 2006 (48 staff) Reduce energy use kWh per FTE 124,216/48 = 136,834/53 = 111,564/58 = 172,192/50 = 3443 54.3% (electricity) 2587 kWh per FTE 2582 kWh per FTE 1924kWh per FTE kWh per FTE

total greenhouse 172 tonnes or 3.25 186 tonnes = 3.5 146.5 tonnes = 210 tonnes = 4.2 43.3% gas emissions tonnes per FTE tonnes per FTE 2.5 tonnes per FTE tonnes per FTE

Purchase green % green power Nil 20% 20% 20% No change power Adjusted 172 tonnes or 3.25 149 tonnes = 2.9 117 tonnes = 2.01 168 tonnes = 3.36 43.6% greenhouse gas tonnes per FTE per FTE per FTE per FTE emissions

Reduce paper use A4 reams per FTE 726/48 = 15.25 505/53 = 9.52 1214/58 = 20.9 440/50 = 8.8n - 63%

Reduce fuel use Litres per FTE per 85,165/48 = 100,884/53 = 98,328J/58 = 91,265/50 = - 7.2% (LPG, ULP, annum 1795 1903 1695 1825 Premium ULP, Diesel)

Reduce vehicle greenhouse gas 193,000 kg 221,000 kg 223,000 kg 220,000 kg - 1.3% CO2 emissionsF emissions* (LPG, ULP, Premium ULP, greenhouse gas 4948 kg per FTE 5042 kg per FTE 4271 kg per FTE 4400 kg per FTE 3% Diesel) emissions*

Reduce water Litres per FTE 160,000/48 = 161,000/53 = 83,000 v/58 = 53,000X/50 = - 36.1% consumption 3333 litres per FTE 3073 litres per FTE 1432 per FTE 1060 per FTE

Reduce waste Litres per FTE per Not available Not available 34780/58 = 600 35120/50 = 702 1% annum litres per FTE litres per FTE

Diverted from Not available Not available 32960 = 568 litres 32000 = 640 litres - 1% landfill per annum per FTE per FTE

Adjusted waste to Not available Not available 1820 = 32 litres 3120 = 62 litres 71% landfill per FTE per FTE per FTE

Note: *Using www.greenhouse.gov.au - National Greenhouse and Energy Reporting calculator. Corangamite CMA is a member of greenfleet and offsets all vehicle emissions. Colac office ceiling was insulated in 2009. All official letterhead letters are printed on 100% recycled paper. All other office paper is printed on 80% recycled paper. • In addition 11 DPI/DSE staff were located at the Colac office for 13 weeks commencing July 2008. n Figures provided are for paper purchased in 2008-2009 F Vehicle emissions for each fuel type calculated separately and then totalled. X Water amount is for the Colac office only. 35000 litres also used at Cressy depot and unknown amount at rented Geelong office. v Incorrect figure provided in 0708 of 183000. Correct amount is 83,000 litres.  J Figure updated from 94,445.

The environment impact table above indicates areas of with the Colac building’s heating system. This is being achievement, including significantly reduced paper use addressed. There was also a considerable increase in the due to less printing. Reduced water consumption in the adjusted waste to landfill. This was mostly likely due to Colac office with the use of dual flush toilets, waterless the need for an accurate waste audit rather than an actual urinals, grey water and water-wise garden. There was a increase in volume of waste. considerable increase in electricity use due to problems

compliance and disclosures 110 ccma annual report 2008/09 Compliance with relevant legislation

National Competition Policy Victorian Industry Participation Policy

Competitive neutrality seeks to enable fair competition The Victorian Industry Participation Policy Act 2003 between government and private sector businesses. requires public bodies and departments to report on Any advantages or disadvantages that government implementation of the Victorian Industry Participation Policy businesses may experience, simply as a result of (VIPP). Public bodies are required to apply VIPP in all tenders government ownership, should be neutralised. The over $1 million in regional Victoria. No tenders were issued Corangamite CMA continues to implement and apply this by the Corangamite CMA greater than $1 million for the principle in its business undertakings. year ended June, 2009.

Information available for inspection Bank loans, bills payable, promissory notes,

Information relevant to the headings listed in Financial debentures and other loans Reporting Direction 22B of the Financial Management The Corangamite CMA did not have any bank loans, bills Act 1994 is held at the Corangamite CMA’s office and is payable, promissory notes, debentures or any other loans available on request, subject to the Freedom of Information during the year. Act 1982. Inventories by class N/A Information includes: Intangible assets N/A • statements that declarations of pecuniary interests have Overdrafts N/A been completed by all relevant officers Authorised and issued capital N/A • details of publications produced by the Corangamite Ex-gratia payments N/A CMA and how these can be obtained Amounts written off N/A • a list of major committees sponsored by the entity, the Charges against assets N/A purposes of each committee and their achievements Assets received without adequate consideration N/A • details of assessments and measures undertaken to Motor vehicle lease commitments N/A improve the OH&S of employees. Overseas travel N/A

Compliance with Building Act Community inclusiveness The Corangamite CMA complied with the building and The Corangamite CMA is committed to the Victorian maintenance provisions of the Building Act 1993 in its Government’s policies relating to people of culturally building and maintenance activities. and linguistically diverse backgrounds, women, youth and indigenous affairs. Additionally, the authority has Financing costs, lease liabilities an Indigenous Cultural Heritage Program that aims to The Corangamite CMA had a formal revaluation by strengthen relationships between regional indigenous LandLink Holdings on buildings and land in accordance communities and the Coragamite CMA. Refer to page 49. with directions from the Auditor General. Subsequent events For more information, refer to page 129 of the financial statements. There were no subsequent events between June 30, 2009 and the date this report went to print that had a material Disclosure index impact on Corangamite CMA’s financial position.

An index identifying the Corangamite CMA’s compliance with statutory disclosure requirements is contained in Appendix 2. (Page 150).

compliance and disclosures ccma annual report 111 2008/09 Compliance and disclosures

08Compliance with relevant legislation (continued)

Freedom of information Significant changes in financial position

The Corangamite CMA is considered to be a “government The Corporate Plan for 2008-2013 submitted to the agency” under the terms of the Freedom of Information Minister in April, 2008, had a projected revenue of Act 1982. Accordingly, it is required to comply with $20.4 million for the 2008-2009 financial year. This figure procedures prescribed under which members of the public was based on investment submissions to the Australian may gain access to information held by agencies. and Victorian governments. In March, 2009, this figure was revised to $12.9 million based on actual Australian A decision to release information is made by an authorised and Victorian governments’ investment agreements. officer. The authority has determined that the authorised officer is the DSE Freedom of Information Manager, Disclosure of major contracts Mr Luke Brown (03) 9637 8585. In accordance with the requirements of the directors of In the reporting period, there were two FOI requests, which the Minister for Finance, the annual report must include a related to the Corio Bay Rowing Club details. Full access statement about compliance with the disclosure of major was given to the requested documents. There was no contracts greater than $10 million. The Corangamite CMA appeal or review of the decision. Any requests for access to did not have any contract greater than $10 million. documents should be made to: Whistleblowers Protection Act The Corporate Manager The main objective of the Whistleblowers Protection Act Corangamite CMA 2001 is to encourage and facilitate the making of PO Box 159 COLAC VIC 3250 disclosures of improper conduct or detrimental actions by Applications must clearly identify the relevant documents. public officers and public bodies.

The current fee for applications in 2009-2010 is $23.40. A copy of Corangamite CMA’s policy begins on page 142.

Consultancies < $100,000 Risk management One hundred and thirty consultants and contractors were I, Dr Peter Greig, Chairman of the Corangamite CMA engaged throughout the year at a total cost of $3,250,852 Board, certify that the Corangamite CMA has risk management processes in place consistent with the Consultancies > $100,000 Australia/New Zealand Risk Management Standard and an There were three consultants or contractors whose costs internal control system is in place that enables the executive exceeded $100,000 at a total cost of $1,202,197. to understand, manage and satisfactorily control risk exposures. Name of the consultant - Barwon Water • Project summary -Barwon River Through Geelong works The Audit Committee verifies this assurance that the • Total cost (not including GST) $440,777 risk profile of the Corangamite CMA has been critically reviewed within the last 12 months. Name of the consultant - Department of Primary Industries • Project summary – Sustainable land management project • Total cost (not including GST) $430,008

Name of the consultant - Department of Sustainability and Environment • Project summary – Threatened species project Dr Peter Greig • Total cost (not including GST) $331,410 Chairman Dated this 25th day of September 2009

compliance and disclosures 112 ccma annual report 2008/09 Summary of financial results – last five years

The following financial reports provide a snapshot of the Late in the 2008-2009 financial year, the authority was able financial performance of the Corangamite CMA during the to secure additional investment into the region resulting in past five years. Results achieved are often influenced by a surplus of funds at year end. These funds will be utilised the ability of an organisation to gear up to the changing for project delivery in the coming year. opportunities. The authority still maintains a strong financial position, This has been no different for the Corangamite which is represented in the balance sheet as at June 30, CMA, which after a period of rapid growth and then 2009, (refer page 122). consolidation, has the infrastructure to better deliver investor and community expectations.

Table 16: Income and expenditure last five years

2009 2008 2007 2006 2005 $ $ $ $ $ Income and expenditure Victorian Government 9,177,821 6,525,680 5,672,512 8,730,380 9,549,302 Australian Government 5,271,023 9,479,416 10,746,905 6,794,971 7,328,094 Other Income 1,159,487 1,408,878 1,029,112 961,852 712,489

Total Operating Revenue 15,608,331 17,413,974 17,448,529 16,487,203 17,589,885

Total Expenses 13,324,295 19,677,307 18,259,942 18,367,011 14,648,689

Surplus / (Deficit) 2,284,036 (2,263,333) (811,413) (1,879,808) 2,941,196

Note: the surplus of $2,941,196 for 2004/05 does not include the de-recognition of land ($940,956)

Graph 5: Summary of financial results

20,000,000

18,000,000 Corangamite CMA total operating 16,000,000 revenue 14,000,000

12,000,000 Corangamite CMA 10,000,000 total expenses alue 8,000,000 $ V 6,000,000 Corangamite CMA total surplus / 4,000,000 (deficit) 2,000,000 - 2009 2008 2007 2006 2005 (2,000,000)

(4,000,000) Financial Years

compliance and disclosures ccma annual report 113 2008/09 Continuing drought at Lake Corangamite 2008. Photograph: Donna Smithyman

financial statements 114 ccma annual report 2008/09 Financial statements

Contents 09

Victorian Auditor-General’s report...... 116 c. Intangible assets...... 131 Statutory certificate...... 118 d. Depreciation/Amortisation...... 132 Operating statement...... 119 11. Payables...... 132 Balance sheet...... 120 12. Provisions...... 132 Statement of changes in equity...... 121 a. Employee benefits current...... 132 Cash flow statement...... 122 b. Non-current...... 132 Notes to the Financial Statements...... 123 13. Equity...... 133 1. Significant accounting policies...... 123 a. Equity contributed capital...... 133 1.1 Revenue recognition...... 123 b. Retained surplus...... 133 1.2 Recognition and measurement of assets...... 123 c. Asset revaluation reserve...... 133 1.3 Cash and cash equivalents...... 124 14. Superannuation...... 133 1.4 Receivables...... 124 15. Contingent liability...... 134 1.5 Trade and other payables...... 124 16. Capital commitments...... 134 1.6 Employee benefits...... 124 17. Cash flow disclosures...... 135 1.7 Changes in accounting policy...... 125 a. Reconciliation of net cash...... 135 1.8 Goods and services tax...... 125 b. Cash and equivalents at end of year...... 135 1.9 Financial instruments...... 125 18. Commitment of unexpended funds...... 135 2. Financial risk management objectives a. Operational commitments and...... 135 and policies...... 126 committed grants 2.1 Risk exposures...... 126 b. Operating lease commitments...... 136 2.1.1 Market risk...... 126 c. Commitment of unexpended funds...... 136 2.1.2 Market risk sensitivity analysis...... 127 for the financial year ended 30 June 2009 2.1.3 Credit risk...... 127 19. Financial instruments...... 137 2.1.4 Liquidity risk...... 127 a. Terms, conditions and accounting policies...... 137 2.1.5 Fair valuation...... 127 b. Interest risk rate...... 138 3. Revenue from operating activities...... 128 c. Net fair values...... 139 4. Victorian Government funding...... 128 d. Credit risk exposure...... 139 5. Australian Government funding...... 128 20. Responsible person disclosures...... 140 6. Other income...... 128 a. Responsible persons...... 140 7.a. Expenditure...... 129 b. Minister...... 140 b. Profit and loss on disposal of property,...... 129 c. Remuneration of responsible persons...... 141 plant and equipment d. Other transactions of responsible...... 141 c. Program expenditure...... 129 persons and their related entities d. Corporate expenditure...... 129 e. Retirement benefits of responsible persons...... 141 8. Receivables...... 130 21. Auditor’s remuneration...... 141 9. Other assets...... 130 22. Corangamite CMA details...... 141 10. Property, plant and equipment...... 130 Appendix 1 - Whistleblowers Protection Act 2001. 142 a. Property, plant and equipment in detail...... 130 Appendix 2 - Disclosure index...... 150 b. Reconciliation of the carrying amounts of...... 131 Index ...... 152 Continuing drought at Lake Corangamite 2008. Photograph: Donna Smithyman each class of property, plant and Acronyms and terms...... 154 1. 2. equipment at the beginning and end of the current financial year financial statements ccma annual report 115 2008/09 Financial Auditing in the Public Interest VAGO , my responsibility is to express an opinion on the financial report based Report Auditor’s Independent Victorian Auditor-General’s Office Victorian Auditor-General’s Level 24, 35 Collins Street, Melbourne Victoria 3000 Level 24, 35 Collins Victoria Street, Melbourne Audit Act Audit 1994

2008/09 financial statements ccma annual report making accounting estimates that are reasonable in the circumstances. making accounting estimates that are reasonable selecting and applying appropriate accounting policies selecting and applying appropriate accounting establishing and maintaining internal controls relevant to the preparation misstatement, whether due to fraud or error financial report that is free from material and fair presentation of the Telephone 61 3 8601 7000 Facsimile 61 3 8601 7010 Email [email protected] Website www.audit.vic.gov.au Website 61 3 8601 7000 Facsimile 61 3 8601 7010 Email [email protected] Telephone o the Members of the Board, Corangamite Catchment Management Authority Board, Corangamite Catchment Management o the Members of the Auditor’s Responsibility As required by the • Standards These Standards. Auditing Australian with accordance in conducted been has which audit, the on require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts the and financial disclosures in report. The audit procedures selected dependthe risks on judgement,of material misstatement includingof the the financial assessment of report,whether due torisk fraud or assessments, error. In consideration making those is given to the internal fair control presentation relevant of to the the financial entity’s report preparation and in ordercircumstances, but not for the purpose of expressing an opinion on the of effectiveness the entity’s internal to design audit procedures that are appropriatecontrol. An audit in the also includes evaluating the appropriateness of reasonableness the of accounting accounting estimates policies made used, by the and Board the Members, as well as presentation of the financial report. evaluating the overall audit my for basis a provide to appropriate and sufficient is obtained have I evidence audit the that believe I opinion. • . This responsibility includes: This responsibility Act 1994. Management • T The Financial Report The accompanying financial reportfor Management Authority which the comprises the operating year statement, balance sheet, statement ended of changes and to in notes 30 explanatory other and policies accounting significant of June summary a statement, flow cash equity, 2009 of the Corangamite Catchment the statutory certification has been audited. forming part of the financial report, and the Financial Report The Board Member’s Responsibility for The Board Members of Standards Accounting Australian the with accordance in report financial the of presentation fair and preparation Corangamite Catchment the of Management requirements reporting financial the and Interpretations) Authority Accounting Australian the (including are responsible for the 116 Financial Statements VAGO Victorian Auditor-General’s Office

Matters Relating to the Electronic Presentation of the Audited Financial Report This auditor’s report relates to the financial report published in both the annual report and on the website of the Corangamite Catchment Management Authority for the year ended 30 June 2009. The Board Members of the Corangamite Catchment Management Authority are responsible for the integrity of the website. I have not been engaged to report on the integrity of the website. The auditor’s report refers only to the statements named above. An opinion is not provided on any other information which may have been hyperlinked to or from these statements. If users of this report are concerned with the inherent risks arising from electronic data communications, they are advised to refer to the hard copy of the audited financial report to confirm the information included in the audited financial report presented on the Corangamite Catchment Management Authority website.

Independence The Auditor-General’s independence is established by the Constitution Act 1975. The Auditor-General is not subject to direction by any person about the way in which his powers and responsibilities are to be exercised. In conducting the audit, the Auditor-General, his staff and delegates compiled with all applicable independence requirements of the Australian accounting profession.

Auditor’s Opinion In my opinion, the financial report presents fairly, in all material respects, the financial position ofthe Corangamite Catchment Management Authority as at 30 June 2009 and its financial performance and cash flows for the year then ended in accordance with applicable Australian Accounting Standards (including the Australian Accounting Interpretations), and the financial reporting requirements of theFinancial Management Act 1994.

Melbourne D.D.R. Pearson 25 September 2009 Auditor-General

Level 24, 35 Collins Street, Melbourne Victoria 3000 Telephone 61 3 8601 7000 Facsimile 61 3 8601 7010 Email [email protected] Website www.audit.vic.gov.au

Auditing in the Public Interest

financial statements ccma annual report 117 2008/09 Financial Statements

09Statutory Certificate

Corangamite Catchment Management Authority

Statutory Certification

We certify that the attached financial statements for the Corangamite Catchment Management Authority have been prepared in accordance with the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the operating statement, balance sheet, cash flow statement, statement of changes in equity and notes to and forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2009 and the financial position as at that date.

We are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

P. Greig Chairperson

D. A. Forsyth Chief Executive (Accountable Officer)

P. Rawson Chief Finance and Accounting Officer

Dated this 25th day of September 2009

financial statements 118 ccma annual report 2008/09 Operating statement (for the year ended 30 June, 2009)

2009 2008 Note $ $ Revenue from ordinary activities 3 15,608,331 17,413,974

Expenses from operating activities Rivers and Catchments 7(c) 5,453,090 6,585,603 Community and Partnerships 7(c) 4,582,816 10,034,843 Corporate 7(d) 2,541,645 2,332,403 Depreciation/Amortisation 10(d) 746,744 724,458 Total Expenses 13,324,295 19,677,307

Net result for the year 2,284,036 (2,263,333)

The above operating statement should be read in conjunction with the accompanying notes.

financial statements ccma annual report 119 2008/09 Financial Statements

09Balance Sheet (for the year ended 30 June, 2009)

2009 2008 Assets Note $ $

Current Assets Cash and cash equivalents 9,606,764 7,001,537 Receivables 8 780,241 792,628 Other assets 9 55,831 86,895

Total Current Assets 10,442,836 7,881,060

Non-Current Assets Property, plant and equipment 10(a) 16,857,533 17,449,817 Intangible assets 10(c) - 34,511

Total Non-Current Assets 16,857,533 17,484,328

TOTAL ASSETS 27,300,369 25,365,388

Liabilities

Current liabilities Payables 11 960,827 1,345,578 Employee benefits 12 549,540 536,031

Total Current Liabilities 1,510,367 1,881,609

Non-Current Liabilities Employee benefits 12 85,534 63,347

Total Non-Current Liabilities 85,534 63,347

TOTAL LIABILITIES 1,595,901 1,944,956

NET ASSETS 25,704,468 23,420,432

Equity Asset revaluation reserve 13(c) 5,945,952 5,945,952 Contributed capital 13(a) 21,426,923 21,426,923 Accumulated funds 13(b) (1,668,407) (3,952,443)

TOTAL EQUITY 25,704,468 23,420,432

The above statement should be read in conjunction with the accompanying notes.

financial statements 120 ccma annual report 2008/09 Statement of changes in equity (for the year ended 30 June, 2009)

2009 2008 Note $ $ Total Equity at beginning of Financial Year 23,420,432 24,069,242

Gain/(Loss) on property revaluation - 1,614,523 Net income recognised directly in equity - 1,614,523 Net result for the financial year 2,284,036 (2,263,333) Total recognised income and expense for the year 2,284,036 (648,810)

Total equity at the end of the financial year 25,704,468 23,420,432

The above statement should be read in conjunction with the accompanying notes.

financial statements ccma annual report 121 2008/09 Financial Statements

09Cash flow statement(for the year ended 30 June, 2009)

2009 2008 Note $ $

Cash flows from operating activities

Receipts Interest received 443,127 584,542 Other income 610,024 774,182 Government contributions 14,338,269 15,675,244 Nett GST received from ATO 550,938 830,573

15,942,358 17,864,541

Payments Payments to suppliers and employees 13,216,012 19,749,161

13,216,012 19,749,161

Net cash (outflow) / inflow from operating activities 17(a) 2,726,346 (1,884,620)

Cash flows from investing activities Payment for property, plant and equipment (177,974) (530,996) Proceeds from sale of property, plant and equipment 56,855 171,943

(121,119) (359,053)

Net increase / (decrease) in cash held 2,605,227 (2,243,673)

Cash and cash equivalents at the beginning of the financial year 7,001,537 9,245,210

Cash and cash equivalents at the end of the financial year 17(b) 9,606,764 7,001,537

The above statement should be read in conjunction with the accompanying notes.

financial statements 122 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

Note 1 Significant Accounting Policies 1.1 Revenue Recognition

Basis of accounting Government contributions

This financial report of the Corangamite CMA is a general Government grants and contributions are recognised as purpose financial report that consists of an Operating operating revenue on receipt or when an entitlement is Statement, a Balance Sheet, Statement of Changes in established, which ever is the sooner, and disclosed in Equity, a Cash Flow Statement and notes accompanying the operating statement as government contributions. these statements. The general purpose financial report However, grants and contributions received from the complies with Australian Accounting Standards (AAS), Victorian State Government, which were originally other authoritative pronouncements of the Australian appropriated by the Parliament as additions to net assets or Accounting Standards Board, and the requirements of the where the Minister for Finance and the Minister of Water Financial Management Act 1994 and applicable Ministerial have indicated are in the nature of owners’ contributions, Directions. are accounted for as equity - Contributions by Owners.

Accounting policies Interest and Lease Income

Unless otherwise stated, all accounting policies applied are Interest is recognised as revenue when earned. Income consistent with those of the prior year. Where appropriate, from operating leases is recognised in income on a comparative figures have been amended to accord with straight-line basis over the lease term. current presentation and disclosure made of material changes to comparative. 1.2 Recognition and Measurement of Assets Classification between current and non current Property, plant and equipment represent non-current assets In the determination of whether an asset or liability is comprising land, buildings, drainage infrastructure, motor current or non current, consideration is given to the time vehicles, information technology and furniture and fittings when each asset or liability is expected to be realised or used by the Authority in its operations. Items with a cost paid. The asset or liability is classified as current if it is or value in excess of $1,000.00 and a useful life of more expected to be turned over within twelve months, being than one year are recognised as an asset. All other assets the Authority’s operating cycle. acquired are expensed.

Rounding Acquisition Unless otherwise stated, amounts in the report have been The purchase method of accounting is used for all rounded to the nearest dollar. acquisitions of assets, regardless of whether equity Historical cost convention instruments or other assets are acquired. Cost is measured as the fair value of assets given or liabilities incurred These financial statements have been prepared under the or assumed at the date of exchange plus costs directly historical cost conventions, as modified by the revaluation attributed to the acquisition. of financial assets and certain classes of property plant and equipment. Assets acquired at no cost or for nominal consideration by the Authority are recognised at the fair value at the date of Critical accounting estimates acquisition. The preparation of financial statements in conformity with AAS requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the entity’s accounting policies.

financial statements ccma annual report 123 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

Repairs and maintenance 1.3 Cash and cash equivalents

Routine maintenance, repair costs and minor renewal For the purpose of the Cash Flow Statement, cash and costs are expensed as incurred. Where the repair relates to cash equivalents include cash on hand, deposits held at call the replacement of a component of an asset and the cost with financial institutions, other short-term, highly liquid exceeds the capitalisation threshold, the cost is capitalised investments with original maturities of three months or and depreciated. less that are readily convertible to known amounts of cash, which are subject to an insignificant risk of change in value. Valuation of Non-Current Physical Assets Land and buildings are measured at the amounts for which the asset could be exchanged between knowledgeable, 1.4 Receivables willing parties, in an arms length transaction. Plant, Collectability of trade receivables is reviewed on an ongoing equipment and vehicles are measured at cost. basis. No provision has been made for any doubtful debts Depreciation and Amortisation of Non-Current Assets based on a review of all receivables at balance date. Where assets have separate identifiable components that have distinct useful lives and/or residual values, a separate 1.5 Trade and Other Payables depreciation rate is determined for each component. These amounts represent liabilities for goods and services Depreciation is calculated using the straight line method provided to the Authority prior to the end of the financial to allocate their cost or re-valued amounts, net of year and which are unpaid at financial year end. their residual values, over their estimated useful lives, The amounts are unsecured and are usually paid within commencing from the time the asset is held ready for use. 30 days of recognition. The assets residual values and useful lives are reviewed, and adjusted if appropriate. 1.6 Employee Benefits Major depreciation periods used are listed below and are consistent with the prior year, unless otherwise stated: Wages and Salaries, Annual Leave and Sick Leave

Liabilities for wages, salaries and annual leave expected Asset Years to be settled within 12 months of the reporting date Infrastructure Assets 4-100 are recognised in employee benefit liabilities in respect Buildings 40 of employees’ services up to the reporting date and are measured at the amounts expected to be paid when the Plant and Equipment 3-10 liabilities are settled, at their nominal values. Employee Motor Vehicles 3 benefits which are not expected to be settled within 12 months are measured as the present value of the estimated future cash outflows to be made by the entity, in respect of services rendered by employees up to the reporting date. Regardless of the expected timing of settlements, provisions made in respect of employee benefits are classified as a current liability, unless there is an unconditional right to defer the settlement of the liability for at least 12 months after the reporting date, in which case it would be classified as a non-current liability.



financial statements 124 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

Long Service Leave 1.8 Goods and Services Tax

The liability for long service leave which is recognised in Revenues, expenses and assets are recognised net of goods the provision for employee benefits and measured as the and services tax (GST), except where the amount of GST present value of expected future payments to be made incurred is not recoverable from the Australian Taxation in respect of services provided by employees up to the Office (ATO). In these circumstances, the GST is recognised reporting date. Consideration is given to expected future as part of the cost of acquisition of the asset or as part of wage and salary levels, experience of employee departures an item of expense. and periods of services. Expected future payments are Receivables and payables are stated inclusive of GST. discounted using market yields at the reporting date on The net amount of GST recoverable from, or payable to, national government bonds with terms to maturity and the ATO is included as a current asset or liability in the currency that match, as closely as possible, the estimated Balance Sheet. Cash flows arising from operating activities future cash outflows. Provisions made for unconditional are disclosed in the Cash Flow Statement on a gross basis long service leave are classified as a current liability, where – i.e., inclusive of GST. The GST component of cashflows the employee has a present entitlement to the benefit. arising from investing and financing activities which is The non-current liability represents long service leave recoverable or payable to the taxation authority is classified entitlements accrued for employees with less than seven as operating cash flows. years of continuous service.

Superannuation 1.9 Financial Instruments The amount charged to the operating statement in respect Recognition of superannuation represents the contributions made by the Authority to the superannuation plan in respect Financial instruments are initially measured at fair value, to the current services of entity staff. Superannuation plus in the case of a financial asset or financial liability contributions are made to the plans based on the relevant not at fair value through profit and loss, transaction costs rules of each plan. that are directly attributable to the acquisition or the issue of the financial asset or liability. Subsequent to the initial recognition, the financial instruments are measured as set 1.7 Changes in Accounting Policy out below: The accounting policies are consistent with those of the previous year, unless stated otherwise. Held to Maturity Investments These investments have fixed maturities and it is the Authority’s intention to hold these investments to maturity. Any held to maturity investments held by the Authority are stated at cost.

financial statements ccma annual report 125 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

Note 2 Financial risk management objectives 2.1 Risk Exposures

and policies The main risks the Authority is exposed to through financial The Authority’s activities expose it to a variety of financial instruments are as follows: risks: market risk, credit risk and liquidity risk. This note presents information about the Authority’s exposure 2.1.1 Market Risk to each of these risks, and the objectives, polices and processes for measuring and managing risk. Market risk is the risk that changes in market prices will affect the fair value or future cash flows of the Authority’s The Authority’s Board has the overall responsibility for financial instruments. Market risk comprises of foreign the establishment and oversight of the Authority’s risk exchange risk, interest rate risk and other price risk. management framework. The Authority’s overall risk The Authority’s exposure to market risk is primarily through management program focuses on the unpredictability of interest rate risk, there is no exposure to foreign exchange financial markets and seeks to minimise potential adverse risk and insignificant exposure to other price risks. effects on the financial performance of the Authority. The Authority uses different methods to measure different Objectives, policies and processes used to assess these risks types of risk to which it is exposed. These methods included are disclosed in the paragraphs below: sensitivity analysis in the case of interest rate, foreign i Interest Rate Risk exchange and other prices risks, ageing analysis for credit The Authorities exposure to market interest rates and beta analysis in respect of investment portfolios to relates primarily to the Authorities funds invested on determine market risk. the money market. Risk management is carried out by the Audit Committee The Authority has minimal exposure to interest rate under policies approved by the Board of Directors. risk through its holding of cash assets and other The finance department identifies, evaluates and hedges financial assets. The Authority manages its interest financial risks in close co-operation with the Authority’s rate risk by maintaining a diversified investment operating units. The Board provides written principals for portfolio. overall risk management, as well as polices covering specific areas, such as foreign exchange risk, interest rate risk, and ii Foreign Exchange Risk credit risk, use of derivative financial instruments and non- The Authority has no exposure to changes in the derivative financial instrument, and investment of excess foreign exchange rate. liquidity.

iii Other Price Risk The Authority has no significant exposure to other price risk.

financial statements 126 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

2.1.2 Market Risk Sensitivity Analysis

The following table summarises the sensitivity of the Authorities financial assets and liabilities to interest rate and other price risk.

Carrying Interest Rate Risk Other Price Risk 30 June 2009 Amount -1% +1% -10% +10% result equity result equity result equity result equity Financial Assets Cash and Cash Equivalents 9,606,764 (96,068) (96,068) 96,068 96,068 - - - - Receivables 780,241 ------

Financial Liabilities Payables 960,827 ------

Total Increase/(Decrease) - (96,068) (96,068) 96,068 96,068 - - - -

Carrying Interest Rate Risk Other Price Risk 30 June 2008 Amount -1% +1% -10% +10% result equity result equity result equity result equity Financial Assets Cash and Cash Equivalents 7,001,537 (70,015) (70,015) 70,015 70,015 - - - - Receivables 276,572 ------

Financial Liabilities Payables 1,345,578 ------

Total Increase/(Decrease) - (70,015) (70,015) 70,015 70,015 - - - -

2.1.3 Credit Risk The Authority manages liquidity risk by maintaining adequate reserves, banking facilities and reserve borrowing Credit Risk is the risk of financial loss to the Authority facilities by continuously monitoring forecasts and actual as a result of a customer or counterparty to a financial cash flows and matching the maturity profiles of financial instrument failing to meet its contractual obligations. assets and liabilities. Credit risk arises principally from the Authority’s receivables and financial assets available for sale. 2.1.5 Fair Valuation The Authority has no significant exposure to credit risk. The carrying value less impairment provision of trade receivables and payables is a reasonable approximation 2.1.4 Liquidity Risk of their fair value due to the short term nature of trade Liquidity Risk is the risk that the Authority will not be able to receivables. meet its financial obligations as they fall due. The Authority’s The carrying amounts and aggregate net fair values of policy is to settle obligations within 30 days and in the event financial assets and financial liabilities at balance date have of dispute make payments within 30 days from the date of been provided in Note 19. resolution.

financial statements ccma annual report 127 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

2009 2008 Note $ $ 3 Revenue from operating activities Victorian Government Funding 4 9,177,821 6,525,680 Australian Government Funding 5 5,271,023 9,479,416 Other Income 6 719,178 800,148 15,168,022 16,805,244 Revenue from non-operating activities Interest 440,309 608,730

Total Revenue from Ordinary Activities 15,608,331 17,413,974

4 Victorian Government Funding Base Funding 974,000 927,000 Programs - Catchment Planning 476,700 832,000 - Drought Employment 250,000 430,000 - Tackling Pests 20,000 100,000 - River Health 4,822,954 3,508,000 - Other 2,634,167 728,680

Total Victorian Government Funding 9,177,821 6,525,680

5 Australian Government Funding Natural Heritage Trust 48,750 2,395,288 National Action Plan 930,000 4,025,100 National Landcare Program - 1,137,256 Other Commonwealth Revenue 4,292,273 1,921,772

Total Australian Government Funding 5,271,023 9,479,416

6 Other Income Regional Contributions/Partnerships 286,666 205,455 Grazing Licences Cundare 7,392 13,780 Barwon River Permit Fee 6,809 2,542 Sundry 418,311 578,371

Total Other Income 719,178 800,148

financial statements 128 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

2009 2008 Note $ $ 7(a) Expenditure Programs 7(c) 10,035,906 16,620,446 Corporate 7(d) 2,541,645 2,332,403 Amortisation 10(d) 34,511 34,508 Depreciation 10(d) 712,233 689,950

Total Expenditure 13,324,295 19,677,307

7(b) Profit/(Loss) on disposal of property, plant and equipment Revenue from sale of plant and equipment 56,854 171,943 WDV of sold plant and equipment (58,023) (165,027)

Gain/(Loss) on disposal of plant and equipment (1,169) 6,916

7(c) Program Expenditure Community and Partnerships - Landcare 1,252,208 2,162,732 - Salinity 520,408 2,502,156 - Soils 407,058 370,083 - Pest, Plant and Animal 238,934 341,000 - Local Government 108,183 92,789 - Community and Partnerships 609,673 2,616,664 - Regional NRM 603,689 1,475,882 - Indigenous Cultural Heritage 85,457 93,102 - Monitoring and Evaluation 208,569 329,113 - EcoTender 272,351 51,322 - Waterwatch 276,286 -

Rivers and Catchments - Biodiversity 1,417,763 2,199,671 - River Health 1,766,141 2,091,553 - Environmental Flows 802,818 935,376 - Statutory Planning 1,235,805 1,094,844 - Rivers and Catchment 230,563 264,159

total Program Expenditure 10,035,906 16,620,446

7(d) Corporate Expenditure Executive 1,012,287 923,578 Board 231,459 228,702 Authority Administration 1,297,898 1,180,123

Total Corporate Expenditure 2,541,645 2,332,403

financial statements ccma annual report 129 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

2009 2008 Note $ $ 8 Receivables Accounts Receivable - Other 509,849 276,572 GST Refundable 270,392 516,056

total Receivables 780,241 792,628

All receivables are less than 30 days old.

9 Other Assets Accrued interest 37,134 39,951 Other - Prepaid Expenses 18,697 46,944

total Other Assets 55,831 86,895

10 Property, plant and equipment 10(a) Property, plant and equipment detail

2009 2008 N note $ $ $ $

Property, Plant and equipment Lough Calvert Assets at deemed cost 1,553,155 1,553,155 Less Accumulated Depreciation (326,164) 1,226,991 (272,064) 1,281,091

Land Woady Yaloak at Valuation 30/06/2008 450,000 450,000 Woady Yaloak Assets at deemed cost 7,169,389 7,169,389 Less Accumulated Depreciation (569,968) 6,599,421 (474,888) 6,694,501

Land Barwon River at valuation 30/06/2008 6,430,000 6,430,000 Barwon River Assets at deemed cost 1,447,449 1,447,449 Barwon River Assets at Cost 178,531 178,531 Less Accumulated Depreciation (1,120,727) 505,253 (986,683) 639,297

Office Furniture and Fittings, Motor Vehicles, Plant and Equipment at cost 1,851,274 1,779,482 Less Accumulated Depreciation (1,265,156) 586,118 (899,554) 879,928

Land 42-46 Hesse St at Valuation 30/06/2008 465,000 465,000 Building 42-46 Hesse St at Valuation 30/06/2008 610,000 - 610,000 - Less Accumulated Depreciation (15,250) 594,750 - 610,000

total Non-Current Assets 16,857,533 17,449,817

financial statements 130 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

10(b) Reconciliation of the carrying amounts of each class of property, plant and equipment at the beginning and end of the current financial year

Office, plant land & lough Woady barwon total & equipment buildings Calvert yaloak river assets assets assets $ $ $ $ $ $

Carrying Amount Balance at 1 July 2007 901,188 1,114,178 1,335,191 7,214,259 5,594,459 16,159,275 Additions 530,996 530,996 Disposals (165,027) (165,027) Revaluations (39,178) 25,500 1,628,200 1,614,522 Depreciation (387,228) (54,100) (95,259) (153,363) (689,950)

Balance at 30 June 2008 879,929 1,075,000 1,281,091 7,144,500 7,069,296 17,449,816

Additions 177,974 177,974 Disposals (58,023) (58,023) Revaluations ------Depreciation (413,762) (15,250) (54,100) (95,079) (134,042) (712,233)

Balance at 30 June 2009 586,118 1,059,750 1,226,991 7,049,421 6,935,254 16,857,533

2009 2008 Note $ $

10(c) Intangible assets Opening Balance 34,511 69,019 Amortisation expense 34,511 34,508

Closing Balance - 34,511

financial statements ccma annual report 131 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

2009 2008 Note $ $ 10(d) Depreciation/Amortisation Lough Calvert Drainage Assets 54,100 54,100 Office Furniture & Equipment and Buildings 429,012 387,228 Woady Yaloak Drainage Assets 95,079 95,259 Barwon River Assets 134,042 153,363 total Depreciation Charge for the Year 712,233 689,950

Amortisation Capitalised Software Development 34,511 34,508

11 Payables Trade Creditors 673,448 1,256,074 Sundry Accruals 287,379 89,504 Total Creditors 960,827 1,345,578

12 Provisions Current Employee Benefits (Note 12(a)) 549,540 536,031 Total Current Provisions 549,540 536,031

Non-Current Employee Benefits (Note 12 (b)) 85,534 63,347 Total Non-Current Provisions 85,534 63,347

TOTAL PROVISIONS 635,074 599,378

12(a) Employee Benefits Current Employee Benefits Annual leave entitlements 213,844 238,301 Unconditional long service leave entitlements 335,696 297,730 549,540 536,031

Current employee benefits that: Are expected to be utilised within 12 months after the end of the reporting period 213,844 238,301 Are expected to be utilised more than 12 months after the end of the reporting period 335,696 297,730

549,540 536,031

12(b) Non-current Conditional long service leave entitlements 85,534 63,347 Total Employee Benefits 635,074 599,378

The number of employees at reporting date 50 55

financial statements 132 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

2009 2008 Note $ $ 13 Equity

13(a) Equity Contributed Capital Opening balance as at 1 July 2008 21,426,923 21,426,923 Closing Balance as 30 June 2009 21,426,923 21,426,923

13(b) Accummulated Funds Opening balance as at 1 July 2008 (3,952,443) (1,689,110) Net Surplus/(deficit) for the year 2,284,036 (2,263,333) Closing Balance as at 30 June 2009 (1,668,407) (3,952,443)

13(c) Asset Revaluation Reserve Opening balance as at 1 July 2008 5,945,952 4,331,429 Increase in Valuations - 1,614,523 Closing Balance as at 30 June 2008 5,945,952 5,945,952

TOTAL EQUITY 25,704,468 23,420,432

14 Superannuation

The amount charged to the operating statement in respect employee earnings in accordance with the Superannuation of defined benefit plan superannuation represents the Guarantee Legislation. No further liability accrues to the contributions made by the Corangamite CMA to the employer as the superannuation benefits accruing to superannuation plan in respect to the current services of employees are represented by their share of the net assets current staff members. The Corangamite CMA currently of the fund. contributes to the Local Authorities Super (LAS), the Government Employees’ Superannuation Fund Victorian Superannuation Board (VSB) and other authorised superannuation entities on behalf of eligible Corangamite The Authority does not recognise any liability for any of CMA employees as per superannuation choice of fund the State’s defined benefit liabilities because the entity has legislation. In accordance with statutory requirements, the no legal or constructive obligation to pay future benefits Corangamite CMA contributes amounts determined by the in relation to its employees; its only obligation is to pay fund’s actuary for its defined benefit members in the VSB, superannuation contributions as they fall due and if the and 9 per cent for its accumulation fund members. entity ceases to employ members of the State’s plan(s), it will have no obligation to pay the benefits earned by these The Corangamite CMA makes employer superannuation employees in previous years. Instead, the Department of contributions in respect of its employees to the employees Treasury and Finance administers and discloses the State’s nominated superannuation fund. Employer contributions are defined benefit liabilities in its financial report. normally based on a fixed percentage of 9 per cent of

financial statements ccma annual report 133 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

14 Superannuation (continued) 2009 2008 Scheme T type of Scheme $ $

Allan Bassett Super Fund Accumulation - 5,460

AMP Superleader Accumulation 147 124 Asguard Accumulation 3,400 1,580

Asteron Workforce Super Accumulation 749 2,209

Australian Super Accumulation 15,915 7,854

Care Super Accumulation - 805

First Super Accumulation 321 -

G & R Hardley Super Fund Accumulation 799 799

Government Super Office Accumulation 26,037 31,490

Hesta Super Fund Accumulation 12,067 8,837

Hotplus Super Accumulation 5,779 8,161

MLC Ins (AEL) Accumulation 6,024 5,522

Recruitment Super Accumulation 2,304 -

REST Superannuation Accumulation 3,024 8,284

Telstra Accumulation 4,244 1,268

UniSuper Limited Accumulation 4,759 6,539

Vic Super Accumulation 50,395 44,614

Vision Defined Benefits Defined Benefits 5,887 5,829

Vision Super Accumulation 162,015 156,001

Wade Family Trust Accumulation 1,667 -

Total Contribution to all funds 305,533 295,375

There are no unfunded liabilities attributed to the Authority in respect of the defined benefit scheme. The Authority has no outstanding superannuation contributions at 30 June 2009 nor did it have any loans to or from any of the above superannuation funds.

15 Contingent liability

The Authority is unaware of any contingent liability as at 30 June, 2009.

16 Capital commitments

At 30 June, 2009 the Corangamite CMA had no outstanding capital commitments.

financial statements 134 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

17 Cash Flow Disclosures as at 30 June 2009

17(a) Reconciliation of net cash (used in) / provided by net result for the reporting period to operating surplus

2009 2008 $ $

net Result for the Year 2,284,036 (2,263,333)

Add / (Less) Non-Cash Flows in Net Result Depreciation and Amortisation 746,744 724,458 Loss (profit) on sale on disposal of non-current assets 1,169 (6,916)

Changes in Assets and Liabilities Decrease (increase) in receivables 12,387 (153,203) Increase (decrease) in provisions 35,696 78,425 Decrease (increase) in other current assets 31,066 (61,045) Increase (decrease) in payables (384,751) (203,006)

net cash (used in) provided by Operating Activities 2,726,346 (1,884,620)

17(b) Cash and equivalents at end of year as shown in the Cash Flow Statement is reconciled to the related items as follows: Cash and cash equivalents 9,606,764 7,001,537

Cash and cash equivalents at end of year 9,606,764 7,001,537

18 Commitment of unexpended funds

18(a) Operational commitments and committed grants

The Corangamite CMA has operational commitments in respect of unfinished works for incentive projects and other grants.

financial statements ccma annual report 135 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

18(b) Operating Lease Commitments

Commitments under non-cancellable operating leases but not provided for in the accounts are as follows:

2009 2008 Note $ $

Not longer than one year 18,368 19,914

More than one year, but not longer than 5 years 3,928 11,440

18(c) Commitment of unexpended funds for the financial year ended 30 June, 2009. Of the cash at end of the year, the following major amounts are unexpended:

2009 2008 Note $ $

Waterways 4,108,319 2,264,941 Partnership Program 1,248,668 1,355,906 Corporate and Governance 434,803 404,275 Total Unexpected Commitments carried forward 5,791,790 4,025,122

In addition to the above commitments, the CCMA have made provisional commitments for the following:

2009 2008 Note $ $

Capital replacement/works 421,554 226,766 CCMA Board recommendation 400,000 400,000 Annual Leave and Long Service Leave Provision 635,074 599,378 Lough Calvert Drainage Trust 263,682 247,917 Sue Hickey Memorial Trust 57,784 65,092 Total Provisional Commitment 1,778,094 1,539,153

total Commitment 7,569,884 5,564,275

2009 2008 Note $ $

Not longer than one year 6,751,330 4,771,153 More than one year, but not longer that five years 818,554 793,122

There were no significant changes to the Authority’s activities during the year. These unexpended commitments relate to projects that are still in progress that are being delivered by the Authority and its external partners.

financial statements 136 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

19 Financial instruments

19(a) Terms, conditions and accounting policies

The Corangamite CMA’s accounting policies, including the terms and conditions of each class of financial asset, financial liability and equity instrument, both recognised and unrecognised at balance date, are as follows:

Recognised financial balance Sheet Accounting policies Terms and conditions instruments Notes

(i) Financial Assets

Cash and Equivalents Cash and investments are Cash deposits are kept to carried at its principal cover cheques drawn and earn an interest rate of 1.0%. Surplus to requirement cash is placed in short term investments

Receivables 8 Other debtors are carried General debtors are at nominal amounts unsecured. Credit is allowed for a 30-day term

(ii) Financial Liabilities

Payables 11 Creditors and accruals General creditors are are recognised for future unsecured and not amounts to be paid in subject to interest respect of either goods charges and normally and services received, settled within 30 days whether or not invoices have been received

Bank Overdrawn No limit. Floating interest rate

financial statements ccma annual report 137 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

19(b) Interest Rate Risk

The Corangamite CMA’s exposure to interest rate risks and the effective interest rates of financial assets and financial liabilities both recognised and unrecognised at the balance date are as follows:

Financial floating 1 year over more non- total carrying Weighted average Instruments interest or less 1 to 5 than 5 interest amount per effective interest 2009 Rate years years bearing balance Sheet rate 2009 2009 2009 2009 2009 2009 2009 $ $ $ $ $ $ % (i) Financial assets Cash Assets 9,606,764 9,606,764 5.88 Receivables - Other 780,241 780,241

TOTAL 9,606,764 - - - 780,241 10,387,005

(ii) Financial Liabilities Payables 960,827 960,827

TOTAL - - - - 960,827 960,827

Financial floating 1 year over more non- total carrying Weighted average Instruments interest or less 1 to 5 than 5 interest amount per effective interest 2008 Rate years years bearing balance Sheet rate 2008 2008 2008 2008 2008 2008 2008 $ $ $ $ $ $ % (i) Financial assets Cash Assets 7,001,537 7,001,537 6.83 Receivables - Other 792,628 792,628

TOTAL 7,001,537 - - - 792,628 7,7694,165 -

(ii) Financial Liabilities Payables 1,345,578 1,345,578

TOTAL - - - - 1,345,578 1,345,578

financial statements 138 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

19(c) Net fair values

The carrying amounts and fair values of financial assets and financial liabilities at balance date are:

Total carrying amount per Aggregate fair value Statement of Financial Position 2009 2008 2009 2008 $ $ $ $

(i) Financial Assets Cash Assets 9,606,764 7,001,537 9,606,764 7,001,537 Receivables 836,072 879,523 836,072 879,523

Total Financial Assets 10,442,836 7,881,060 10,442,836 7,881,060

(ii) Financial Liabilities Payables 960,827 1,345,578 960,827 1,345,578

Total Financial Liabilities 960,827 1,345,578 960,827 1,345,578

19(d) Credit risk exposure

The Corangamite CMA’s maximum exposure to credit risk at balance date for each class of recognised financial assets, is the carrying amount of those assets as disclosed in the balance sheet.

financial statements ccma annual report 139 2008/09 Financial Statements

09Notes to the Financial Statements (for the year ended 30 June, 2009)

20 Responsible person disclosures for the financial year ended 30 June 2009.

20(a) Responsible persons

The relevant Minister and Members of Corangamite CMA and its Chief Executive are deemed to be responsible persons by ministerial direction pursuant to the provisions of the Financial Management Act 1994.

The responsible persons (Members) of Corangamite CMA at any time during the reporting period were:

Peter Greig Chairperson Kaye Rodden Member

Hedley Thomson Member Roger Hardley Member

Julie Hansen Member Val Lang Deputy Chairperson

Alain Purnell Member Susan Salter Member

Debra Tsilfidis Member Don Forsyth CEO/Accountable Officer

20(b) Minister

The responsible Minister for Corangamite CMA at any time during the reporting period was the Hon. Gavin Jennings MLC, Minister for Environment and Climate Change (1 July 2008 to 30 June 2009).

The remuneration of the responsible Ministers, (who did not receive any remuneration from the Corangamite CMA during the financial year) are reflected in the financial statements of the Department of the Premier and Cabinet.

financial statements 140 ccma annual report 2008/09 Notes to the Financial Statements (for the year ended 30 June, 2009)

20(c) Remuneration of responsible persons

Remuneration received, or due and receivable, from the Corangamite CMA in connection with the management of Corangamite CMA. The numbers of responsible persons whose remuneration from the Corangamite CMA was within the specified bands are as follows:

2009 2008 $ $ N number number

0 to 9,999 8 9 10,000 to 19,999 1 1 150,000 to 159,999 0 1 180,000 to 189,999 1 0

Total Remuneration $268,883 $247,000

20(d) Other transactions of responsible persons and their related entities

Other than travel and other reimbursements, there were no transactions between Corangamite CMA and the responsible persons and their related parties during the financial year.

20(e) Retirement benefits of responsible persons

The retirement benefits paid by the Corangamite CMA in connection with the retirement of responsible persons of the CMA amounted to: 2009 2008 $ $

7,193 6,527

21 Auditor’s remuneration

Auditor General for audit of financial statements: 2009 2008 $ $

8,200 7,400

22 Corangamite CMA details

The registered office of the Corangamite CMA is: 64 Dennis Street, Colac. Victoria. 3250

The principal place of business is: 64 Dennis Street, Colac. Victoria. 3250

financial statements ccma annual report 141 2008/09 Whistleblowers protection policy

09Appendix No 1 - Whistleblowers Protection Act 2001

WHISTLEBLOWERS PROTECTION POLICY The CMA will take all reasonable steps See 4.2 below for specific examples of to protect people who make such corrupt conduct. 1. Purpose of these procedures disclosures from any detrimental action These procedures establish a system in reprisal for making the disclosure. 4.2 Corrupt conduct It will also take all necessary measures for reporting disclosures of improper Corrupt conduct means: conduct or detrimental action by the to afford natural justice to the person Corangamite Catchment Management who is the subject of the disclosure. • Conduct of any person (whether or Authority (CMA) or its employees. not a public official) that adversely The system enables such disclosures 4. Definitions of key terms affects the honest performance of to be made to the protected Three key concepts in the reporting a public officer’s or public body’s disclosure co-ordinator or to one of system are improper conduct, corrupt functions; the nominated protected disclosure conduct and detrimental action. • The performance of a public officer’s officers. Disclosures may be made Definitions of these terms are set out functions dishonestly or with by employees or by members of the below. inappropriate partiality; public. Public Bodies include: • Conduct of a public officer, former These procedures are designed to public officer or a public body that complement normal communication All Government Departments and amounts to a breach of public trust; channels between supervisors administrative offices; Statutory Authorities; Municipal Councils; • Conduct by a public officer, former and employees. Employees are public officer or a public body encouraged to continue to raise Government appointed Boards and Committees; Government owned that amounts to the misuse of appropriate matters at any time with information or material acquired in their supervisors. As an alternative, companies; Universities; TAFE Colleges; Public Hospitals; State funded the course of the performance of employees may make a disclosure their official functions; or of improper conduct or detrimental Residential Care Services; Health action under the Act in accordance Services contractors; and Correctional • A conspiracy or attempt to engage with these procedures. Services contractors. in the above conduct. Public Officers include: Examples: 2. Introduction and Objectives Members of Parliament; Councillors; A public officer takes a bribe or The Whistleblowers Protection Act Council employees; Public Servants; receives a payment other than his or 2001 commenced operation on 1 University employees; Police her wages or salary in exchange for January 2002 The main objective of Officers; Protective Services Officers; the discharge of a public duty. the Whistleblowers Protection Act Administrative Staff of the Chief A public officer favours unmeritorious 2001 (the Act) is to encourage and Commissioner of Police; Teachers; and facilitate the making of disclosures applications for jobs or permits by Office holders appointed by Governor friends and relatives. of improper conduct or detrimental in Council or a Minister. action by public officers and public A public officer sells confidential bodies. The Act provides protection to 4.1 Improper conduct information. whistleblowers who make disclosures in accordance with the Act, and A disclosure may be made about 4.3 Detrimental action establishes a system for the matters improper conduct by a public body or public official. The Act makes it an offence for a disclosed to be investigated and for person to take detrimental action rectifying action to be taken. Improper conduct means conduct against a person in reprisal for a that is corrupt, a substantial protected disclosure. 3. Statement of Support to mismanagement of public resources, Whistleblowers or conduct involving substantial risk Detrimental action includes: The Corangamite CMA is committed to public health or safety or to the • Action causing injury, loss or to the aims and objectives of the environment. The conduct must damage; be serious enough to constitute, Whistleblowers Protection Act 2001 • Intimidation or harassment; and (the Act). It does not tolerate improper if proved, a criminal offence or conduct by its employees, officers or reasonable grounds for dismissal. • Discrimination, disadvantage or adverse treatment in relation to members, nor the taking of reprisals Examples: against those who come forward to a person’s employment, career, disclose such conduct. To avoid closure of a town’s only profession, trade or business, industry, an environmental health including the taking of disciplinary The Corangamite CMA recognises officer ignores or conceals evidence of action. the value of transparency and illegal dumping of waste. accountability in its administrative and management practices, and supports An agricultural officer delays or the making of disclosures that reveal declines imposing quarantine to allow corrupt conduct, conduct involving a a financially distressed farmer to sell substantial mismanagement of public diseased stock. resources, or conduct involving a A building inspector tolerates poor substantial risk to public health and practices and structural defects in the safety or the environment. work of a leading local builder.

appendix no 1 - whistleblowers protection act 2001 142 ccma annual report 2008/09 Examples: 5.2 Alternative contact persons 6.2 Protected disclosure officers

A public body refuses a deserved A disclosure about improper Protected disclosure officers will: promotion of a person who makes a conduct or detrimental action by the disclosure. Corangamite CMA or its employees, • Be a contact point for general advice about the operation of the A public body demotes, transfers, may also be made directly to the Ombudsman: Act for any person wishing to make isolates in the workplace or changes a disclosure about improper conduct the duties of a whistleblower due to The Ombudsman Victoria or detrimental action; the making of a disclosure. Level 22, 459 Collins Street Melbourne Victoria 3000 • Make arrangements for a disclosure A person threatens, abuses or carries to be made privately and discreetly out other forms of harassment directly (DX 210174) Internet: www.ombudsman.vic.gov.au and, if necessary, away from the or indirectly against the whistleblower, workplace; his or her family or friends. E: [email protected] Tel: 9613 6222 • Receive any disclosure made orally A public body discriminates against the Toll Free: 1800 806 314 or in writing (from internal and whistleblower or his or her family and external whistleblowers); associates in subsequent applications Ombudsman: Dr Barry Perry for jobs, permits or tenders. Tel: (03) 9613 6202 (As at 1/1/2002) • Commit to writing any disclosure The following table sets out where made orally; 5. The reporting system disclosures about persons other than • Impartially assess the allegation and employees of Corangamite CMA determine whether it is a disclosure 5.1 Contact persons within the should be made. made in accordance with Part 2 Corangamite Catchment of the Act (that is, a protected Management Authority. 6. Roles and responsibilities disclosure); Disclosures of improper conduct or • Take all necessary steps to ensure detrimental action by the Corangamite 6.1 Employees the identity of the whistleblower CMA or its employees, may be made Employees are encouraged to report and the identity of the person who to the following officers: known or suspected incidences of is the subject of the disclosure are • The protected disclosure co- improper conduct or detrimental kept confidential; and ordinator Judy Donald 5232 9100 action in accordance with these • Forward all disclosures and procedures. • A protected disclosure officer/s supporting evidence to the Tony Jones and/or Peter Codd All employees of the Corangamite protected disclosure co-ordinator. 5232 9100 CMA have an important role to play in supporting those who have made a 6.3 Protected disclosure co-ordinator • All correspondence, phone calls legitimate disclosure. They must refrain and emails from internal or external The protected disclosure co-ordinator from any activity that is, or could has a central clearinghouse role in the whistleblowers will be referred be perceived to be, victimisation or to the protected disclosure co- internal reporting system. He or she harassment of a person who makes a will: ordinator. disclosure. • Receive all disclosures forwarded • Where a person is contemplating Furthermore, they should protect making a disclosure and is from the protected disclosure and maintain the confidentiality of a officers; concerned about approaching the person they know or suspect to have protected disclosure co-ordinator made a disclosure. • Receive all phone calls, emails and or a protected disclosure officer in letters from members of the public the workplace, he or she can call or employees seeking to make a the relevant officer and request a disclosure; meeting in a discreet location away • Impartially assess each disclosure from the workplace. to determine whether it is a public interest disclosure; • Refer all public interest disclosures to the Ombudsman; • Be responsible for carrying out, or appointing an investigator to carry out, an investigation referred to the public body by the Ombudsman; • Be responsible for overseeing and co-ordinating an investigation where an investigator has been appointed; • Appoint a welfare manager to support the whistleblower and to protect him or her from any reprisals;

appendix no 1 - whistleblowers protection act 2001 ccma annual report 143 2008/09 Whistleblowers protection policy

09Appendix No 1 - Whistleblowers Protection Act 2001

• Advise the whistleblower of the 7. Confidentiality The Corangamite CMA will not email progress of an investigation into the The Corangamite CMA will take all documents relevant to a whistleblower disclosed matter; reasonable steps to protect the identity matter and will ensure all phone calls • Establish and manage a confidential of the whistleblower. Maintaining and meetings are conducted in private. filing system; confidentiality is crucial in ensuring 8. Collating and publishing statistics • Collate and publish statistics on reprisals are not made against a disclosures made; whistleblower. The protected disclosure co-ordinator will establish a secure register to • Take all necessary steps to ensure The Act requires any person who receives information due to the record the information required to be the identity of the whistleblower published in the annual report, and to and the identity of the person who handling or investigation of a protected disclosure, not to disclose generally keep account of the status of is the subject of the disclosure are whistleblower disclosures. The register kept confidential; and that information except in certain limited circumstances. Disclosure of will be confidential and will not record • Liaise with the Chief Executive information in breach of section 22 of any information that may identify the Officer of the public body. the Act constitutes an offence that is whistleblower. punishable by a maximum fine of 60 6.4 Investigator The register will contain the following penalty units ($6000) or six months information: The investigator will be responsible imprisonment or both. • The number and types of disclosures for carrying out an internal The circumstances in which a person investigation into a disclosure where made to public bodies during the may disclose information obtained year; the Ombudsman has referred a matter about a protected disclosure include: to the public body. An investigator • The number of disclosures may be a person from within an • Where exercising the functions of referred to the Ombudsman for organisation or a consultant engaged the public body under the Act; determination as to whether they for that purpose. • When making a report or are public interest disclosures; recommendation under the Act; • The number and types of disclosed 6.5 Welfare manager • When publishing statistics in the matters referred to the public The welfare manager is responsible annual report of a public body; and body by the Ombudsman for for looking after the general welfare • In criminal proceedings for certain investigation; of the whistleblower. The welfare offences in the Act. • The number and types of disclosures manager will: However, the Act prohibits the referred by the public body to the • Examine the immediate welfare and inclusion of particulars in any report Ombudsman for investigation; protection needs of a whistleblower or recommendation that is likely • The number and types of who has made a disclosure and to lead to the identification of the investigations taken over from the seek to foster a supportive work whistleblower. The Act also prohibits public body by the Ombudsman; environment; the identification of the person who • The number of requests made by a • Advise the whistleblower of the is the subject of the disclosure in whistleblower to the Ombudsman legislative and administrative any particulars included in an annual to take over an investigation by the protections available to him or her; report. public body; • Listen and respond to any concerns The CMA will ensure all files, whether • The number and types of disclosed of harassment, intimidation or paper or electronic, are kept in a matters that the public body has victimisation in reprisal for making secure room and can only be accessed declined to investigate; disclosure; and by the protected disclosure co- ordinator, protected disclosure officer, • The number and types of disclosed • Ensure the expectations of the matters that were substantiated whistleblower are realistic. the investigator or welfare manager (in relation to welfare matters). All printed upon investigation and the action material will be kept in files that are taken on completion of the clearly marked as a Whistleblower investigation; and Protection Act matter, and warn of the • Any recommendations made by criminal penalties that apply to any the Ombudsman that relate to the unauthorised divulging of information public body. concerning a protected disclosure. All electronic files will be produced and stored on a stand-alone computer and be given password protection. Backup files will be kept on floppy disc. All materials relevant to an investigation, such as tapes from interviews, will also be stored securely with the whistleblower files. 

appendix no 1 - whistleblowers protection act 2001 144 ccma annual report 2008/09 9. Receiving and assessing disclosures the Act. The protected disclosure In either case, the protected disclosure officer will decide how the matter co-ordinator will make the notification 9.1 Has the disclosure been made in should be responded to in consultation and the referral within 14 days of the accordance with Part 2 of the Act? with the protected disclosure co- conclusion being reached by the public Where a disclosure has been received ordinator. body. Notification to the whistleblower by the protected disclosure officer is not necessary where the disclosure or by the protected disclosure 9.2 Is the disclosure a public interest has been made anonymously. co-ordinator, he or she will assess disclosure? whether the disclosure has been Where the protected disclosure 10. Investigations made in accordance with Part 2 of officer or co-ordinator has received a the Act and is, therefore, a protected disclosure that has been assessed to be 10.1 Introduction disclosure. a protected disclosure, the protected Where the Ombudsman refers disclosure co-ordinator will determine a protected disclosure to the 9.1.1 Has the disclosure been made to whether the disclosure amounts Corangamite CMA for investigation, the appropriate person? to a public interest disclosure. This the protected disclosure co-ordinator For the disclosure to be responded assessment will be made within 45 will appoint an investigator to carry to by the Corangamite Catchment days of the receipt of the disclosure. out the investigation. Management Authority, it must In reaching a conclusion as to whether The objectives of an investigation will concern an employee, member or a protected disclosure is a public be: officer of the Corangamite Catchment interest disclosure, the protected • To collate information relating to the Management Authority. If the disclosure co-ordinator will consider allegation as quickly as possible. This disclosure concerns an employee, whether the disclosure shows, or tends may involve taking steps to protect officer or member of another public to show, that the public officer to or preserve documents, materials body, the person who has made the whom the disclosure relates: and equipment; disclosure must be advised of the • Has engaged, is engaging or • To consider the information correct person or body to whom the proposes to engage in improper disclosure should be directed. (See collected and to draw conclusions conduct in his or her capacity as a objectively and impartially; the table in 5.2). If the disclosure has public officer; or been made anonymously, it should be • To maintain procedural fairness in referred to the Ombudsman. • Has taken, is taking or proposes to the treatment of witnesses and the take detrimental action in reprisal person who is the subject of the 9.1.2 Does the disclosure contain the for the making of the protected disclosure; and disclosure. essential elements of a protected • To make recommendations arising disclosure? Where the protected disclosure co- from the conclusions drawn To be a protected disclosure, a ordinator concludes that the disclosure concerning remedial or other disclosure must satisfy the following amounts to a public interest disclosure, appropriate action. criteria: he or she will: • Did a natural person (that is, an 1. Notify the person who made the 10.2 Terms of reference individual person rather than a disclosure of that conclusion; and Before commencing an investigation, corporation) make the disclosure? 2. Refer the disclosure to the the protected disclosure co-ordinator • Does the disclosure relate to Ombudsman for formal will draw up terms of reference conduct of a public body or public determination as to whether it is and obtain authorisation for those officer acting in their official indeed a public interest disclosure. terms from the Chief Executive capacity? Where the protected disclosure co- Officer. The terms of reference will ordinator concludes that the disclosure set a date by which the investigation • Is the alleged conduct either report is to be concluded, and will improper conduct or detrimental is not a public interest disclosure, he or she will: describe the resources available to action taken against a person in the investigator to complete the reprisal for making a protected 1. Notify the person who made the investigation within the time set. The disclosure? disclosure of that conclusion; and protected disclosure co-ordinator may • Does the person making a disclosure 2. Advise that person that he or she approve, if reasonable, an extension have reasonable grounds for may request the public body to refer of time requested by the investigator. believing the alleged conduct has the disclosure to the Ombudsman The terms of reference will require occurred? for a formal determination as to the investigator to make regular Where a disclosure is assessed to be a whether the disclosure is a public reports to the protected disclosure protected disclosure, it is referred to interest disclosure, and that this co-ordinator who, in turn, is to keep the Protected Disclosure Co-ordinator. request must be made within 28 the Ombudsman informed of general The Protected Disclosure Co-ordinator days of the notification. progress. will determine whether the disclosure is a public interest disclosure. Where a disclosure is assessed not to be a protected disclosure, the matter does not need to be dealt with under

appendix no 1 - whistleblowers protection act 2001 ccma annual report 145 2008/09 The investigation is being obstructed for example, the non- by, cooperation of key witnesses; or The investigation has revealed conduct that may constitute a criminal offence. Conduct of the investigation The investigator will make all contemporaneous notes of and all discussions and phone calls, interviews with witnesses will be in an taped. All information gathered securely. investigation will be stored Interviews will be conducted in private and the investigator will take all the identity steps to protect reasonable of the whistleblower. of the identity of disclosure Where the whistleblower cannot be avoided, of the allegations, due to the nature the investigator will warn the whistleblower and his or her welfare manager of this probability. of the investigator It is in the discretion to allow any witness to have legal or support or other representation If a witness has a during an interview. special need for legal representation or support, permission should be granted. Referral of an investigation to the Ombudsman co-ordinator disclosure The protected the will make a decision regarding of an investigation to the referral on the advice of Ombudsman where, the investigator: •  •  Reporting requirements co-ordinator disclosure The protected the whistleblower is kept will ensure informed concerningregularly the and disclosure handling of a protected an investigation. co-ordinator disclosure The protected to the Ombudsman about will report of an investigation. the progress the Ombudsman or the Where information whistleblower requests of an investigation, about the progress that information will be provided within 28 days of the date of the request. 10.5 10.6 10.7 The person who is the subject of is entitled to know the disclosure the allegations made against him or her and must be given the right (This does not mean to respond. the person must be advised of the allegation as soon as the disclosure or the investigation has is received commenced); If the investigator is contemplating adverse to the making a report of any person, that person interests should be given the opportunity to further material that put forward may influence the outcome of the defence and that person’s report should be fairly set out in the report; parties to a matter All relevant and all submissions should be heard should be considered; A decision should not be made until inquiries have been all reasonable made; The investigator or any decision maker should not have a personal in the matter being interest or direct investigated; must be carried out All proceedings should fairly and without bias. Care bias be taken to exclude perceived and the process; from The investigator must be impartial of the in assessing the credibility whistleblowers and any witnesses. conclusions as appropriate, Where should be included in to credibility the investigation report. Natural Justice will The principles of natural justice be followed in any investigation The disclosure. of a public interest principles of natural justice concern fairness procedural and ensure by an a fair decision is reached Maintaining objective decision maker. fairness the rights procedural protects of individuals and enhances public confidence in the process. The Corangamite CMA will have to the following issues in regard fairness: ensuring procedural •  •  •  •  •  •  •  10.4

Notified by the investigator that he or she has been appointed to conduct the investigation; any additional material he or Provide she might have. What are the possible findings or What are offences?

• What are the facts in issue? • What are • How is the inquiry to be conducted? required? are • What resources At the commencement of the investigation, the whistleblower should be: •  • Asked to clarify any matters; and •  The investigator will be sensitive to of possible fear the whistleblower’s of the and will be aware reprisals to the provided statutory protections whistleblower. Investigation plan an The investigator will prepare by the investigation plan for approval co-ordinator. disclosure protected The plan will list the issues to be substantiated and describe the avenue the following It will address of inquiry. issues: • What is being alleged? •  2008/09 appendix no 1 - whistleblowers protection act 2001 ccma annual report

Whistleblowers Protection Act 2001 1 - Whistleblowers Appendix No 10.3 09

Whistleblowers protection policy 146 11. Action Taken After An 11.2 Action to be taken • Listen and respond to any concerns Investigation If the protected disclosure co-ordinator of harassment, intimidation or is satisfied that the investigation has victimisation in reprisal for making 11.1 Investigator’s final report found that the disclosed conduct has disclosure; At the conclusion of the investigation, occurred, he or she will recommend to • Keep a contemporaneous record of the investigator will submit a written the Chief Executive Officer the action all aspects of the case management report of his or her findings to the that must be taken to prevent the of the whistleblower including all protected disclosure co-ordinator. conduct from continuing or occurring contact and follow-up action; and The report will contain: in the future. The protected disclosure • Ensure the expectations of the • The allegation/s: co-ordinator may also recommend that whistleblower are realistic. action be taken to remedy any harm or • An account of all relevant loss arising from the conduct. All employees will be advised that information received and, if the it is an offence for a person to take investigator has rejected evidence as The protected disclosure co-ordinator detrimental action in reprisal for a being unreliable, the reasons for this will provide a written report to protected disclosure. The maximum opinion being formed; the Minister for Environment and penalty is a fine of 240 penalty units Conservation, the Ombudsman and ($24,000) or two years imprisonment • The conclusions reached and the the whistleblower setting out the basis for them; and or both. The taking of detrimental findings of the investigation and any action in breach of this provision • Any recommendations arising from remedial steps taken. can also be grounds for making a the conclusions. Where the investigation concludes that disclosure under the Act and can result Where the investigator has found the disclosed conduct did not occur, in an investigation. that the conduct disclosed by the protected disclosure co-ordinator Detrimental action includes: the whistleblower has occurred, will report these findings to the recommendations made by the Ombudsman and to the whistleblower. • Causing injury, loss or damage; investigator will include: • Intimidation or harassment; and • The steps that need to be taken by 12. Managing the Welfare of the • Discrimination, disadvantage or the Corangamite CMA to prevent Whistleblower adverse treatment in relation to the conduct from continuing or a person’s employment, career, occurring in the future; and 12.1 Commitment to protecting profession, trade or business whistleblowers • Any action that should be taken (including the taking of disciplinary by the CMA to remedy any harm The Corangamite CMA is committed action). or loss arising from the conduct. to the protection of genuine This action may include bringing whistleblowers against detrimental 12.2 Keeping the whistleblower disciplinary proceedings against action taken in reprisal for the making informed the person responsible for the of protected disclosures. The protected disclosure co-ordinator conduct, and referring the matter The protected disclosure co- will ensure the whistleblower is kept to an appropriate CMA for further ordinator is responsible for ensuring informed of action taken in relation consideration. whistleblowers are protected from to his or her disclosure, and the time The report will be accompanied by: direct and indirect detrimental action, frames that apply. The whistleblower and that the culture of the workplace will be informed of the objectives of • The transcript or other record of any is supportive of protected disclosures an investigation, the findings of an oral evidence taken, including tape being made. investigation, and the steps taken by recordings; and The protected disclosure co-ordinator the Corangamite CMA to address any • All documents, statements or other will appoint a welfare manager to improper conduct that has been found exhibits received by the officer and all whistleblowers who have made to have occurred. The whistleblower accepted as evidence during the a protected disclosure. The welfare will be given reasons for decisions course of the investigation. manager will: made by the Corangamite CMA in relation to a protected disclosure. All Where the investigator’s report is to • Examine the immediate welfare and include an adverse comment against communication with the whistleblower protection needs of a whistleblower will be in plain English. any person, that person will be given who has made a disclosure the opportunity to respond and his or and, where the whistleblower her defence will be fairly included in is an employee, seek to foster a the report. supportive work environment; The report will not disclose particulars • Advise the whistleblower of the likely to lead to the identification of legislative and administrative the whistleblower. protections available to him or her;

appendix no 1 - whistleblowers protection act 2001 ccma annual report 147 2008/09 Informed as to the substance of the allegations; Given the opportunity to answer the a final decision is allegations before made; Informed as to the substance of any adverse comment that may be arising from included in any report the investigation; and has His or her defence set out fairly in any report. Management of the Person Against Management of the Person Made Whom a Disclosure Has Been that The Corangamite CMA recognises employees against whom disclosures made must also be supported are during the handling and investigation of disclosures. The CMA will take all reasonable the confidentiality steps to ensure of the person who is the subject of during the assessment the disclosure Where and investigation process. investigations do not substantiate the fact that the disclosures, investigation has been carried out, of the investigation, and the results the identity of the person who is the will remain subject of the disclosure confidential. co-ordinator disclosure The protected the person who is the will ensure investigated subject of any disclosure by or on behalf of a public body is: •  •  •  •  the allegations in a disclosure Where have been investigated, and the person who is the subject of the of the allegations is aware disclosure or the fact of the investigation, the will co-ordinator disclosure protected formally advise the person who is of the the subject of the disclosure outcome of the investigation. The Corangamite CMA will give its full support to a person who is the subject the allegations where of a disclosure clearly are contained in a disclosure or unsubstantiated. If the wrong matter has been publicly disclosed, the Chief Executive Officer of the by that CMA will consider any request person to issue a statement of support setting out that the allegations were or unsubstantiated. clearly wrong 13. The intention to proceed with The intention to proceed disciplinary action is not causally connected to the making of the (as opposed to the disclosure or other content of the disclosure available information); good and sufficient are There that would fully grounds justify action against any non- whistleblower in the same and circumstances; good and sufficient are There any that justify exercising grounds to institute disciplinary or discretion other action. The Chief Executive Officer will make The Chief Executive Officer of the the final decision on the advice as co-ordinator disclosure protected action to whether disciplinary or other will be taken against a whistleblower. disciplinary or other action Where to conduct that is the subject relates the disclosure, of the whistleblower’s disciplinary or other action will only be taken after the disclosed matter has dealt with. been appropriately disciplinary or In all cases where other action is being contemplated, the Chief Executive Officer must be satisfied that it has been clearly demonstrated that: •  •  •  co-ordinator disclosure The protected document the process will thoroughly why the reasons including recording the disciplinary or other action is why being taken, and the reasons for the action is not in retribution The the making of the disclosure. will co-ordinator disclosure protected clearly advise the whistleblower of the action to be taken, and of proposed any mitigating factors that have been taken into account.

Advise the protected disclosure co- disclosure Advise the protected or chief executive officer ordinator of the detrimental action. Advise the whistleblower of his or her rights under the Act; and

•  The taking of detrimental action in for the making of a disclosure reprisal against the Act can be an offence for making a as well as grounds such Where further disclosure. the detrimental action is reported, will co-ordinator disclosure protected as a new disclosure assess the report the protected under the Act. Where is satisfied co-ordinator disclosure is a public interest that the disclosure it to he or she will refer disclosure, the Ombudsman. If the Ombudsman subsequently determines the matter the disclosure, to be a public interest Ombudsman may investigate the it to another body for matter or refer investigation as outlined in the Act. Whistleblowers implicated in improper conduct a person who makes a Where is implicated in misconduct, disclosure the Corangamite CMA will handle the and protect the disclosure in reprisals whistleblower from with the Act, the accordance guidelines and these Ombudsman’s The CMA acknowledges procedures. that the act of whistleblowing should the not shield whistleblowers from consequences flowing from reasonable conduct. any involvement in improper Section 17 of the Act specifically liability for his that a person’s provides by or her own conduct is not affected of that conduct disclosure the person’s in some under the Act. However, an admission may be circumstances, a mitigating factor when considering disciplinary or other action. Occurrence of detrimental action Occurrence of detrimental an incident If a whistleblower reports or of harassment, discrimination amount that would adverse treatment to detrimental action taken in reprisal the for the making of the disclosure, manager will: welfare details of the incident; • Record •  2008/09 appendix no 1 - whistleblowers protection act 2001 ccma annual report 12.4 Whistleblowers Protection Act 2001 1 - Whistleblowers Appendix No 12.3 09

Community engagement 148 14. Criminal Offences WHISTLEBLOWERS ACT • The number of requests by The Corangamite CMA will ensure Under the above Act a Public Body complainants to have their officers appointed to handle protected must prepare a report or an Annual disclosure investigated by disclosures and all other employees Report and in respect to disclosures the Ombudsman due to their are aware of the following offences include: dissatisfaction with the way the created by the Act: public body is investigating the • The Public Body’s established matter. (The circumstances are set 1. It is an offence for a person to take procedures (See this appendix) out in section 74 of the Act). detrimental action against a person • The number and type of disclosures There were no requests by in reprisal for a protected disclosure made to the public body since complainants to have their disclosure being made. The Act provides a the commencement of the Act (in investigated by the Ombudsman due maximum penalty of a fine of 240 January 2002). penalty units ($24,000) or two years to their dissatisfaction with the way No disclosures were made to the imprisonment or both. the CMA was investigating the matter. public body since the commencement • The number and types of disclosure 2. It is an offence for a person to of the Act. divulge information obtained that the public body has declined to • The number of disclosures referred as a result of the handling or investigate. to the Ombudsman (to determine investigation of a protected whether they are public interest There were no disclosures that the disclosure without legislative disclosures). CMA has declined to investigate. authority. The Act provides a maximum penalty of 60 penalty No disclosures were made nor were • The number and type of disclosed units ($6,000) or six months any referred to the Ombudsman. matters that were substantiated on imprisonment or both. • The number and types of disclosures investigation and the action taken on completion of the investigation. 3. It is an offence for a person to referred to the public body by the obstruct the Ombudsman in Ombudsman. There were no disclosed matters that performing his/her responsibilities No disclosures were referred to the were substantiated as no matters were under the Act. The Act provides a CMA by the Ombudsman. investigated or referred to the CMA or maximum penalty of 240 penalty • The number and types of disclosures the Ombudsman. units ($24,000) or two years referred by the public body to the • Any recommendations made by imprisonment or both. Ombudsman to investigate. the Ombudsman that relate to the 4. It is an offence for a person to No disclosures were referred by public body. knowingly provide false information the CMA to the Ombudsman to No recommendations were made under the Act with the intention investigate. by the Ombudsman relating to the that it be acted on as a disclosed • The number and types of Corangamite CMA as no matters matter. The Act provides a investigations of disclosures taken were referred to the CMA or the maximum penalty of 240 penalty over by the Ombudsman from the Ombudsman. units ($24,000) or two years public body. imprisonment or both. No investigations of disclosure were taken over by the Ombudsman from 15. Review the CMA. These procedures will be reviewed annually to ensure they meet the objectives of the Act and accord with the Ombudsman’s guidelines. ANNEXURE B – Model Register The register below records information about disclosures made to the Corangamite CMA that have been determined to be protected disclosures. File A File B File C File D File E ANNEXURE A – Reporting Structures for the Date Disclosure Received - - - - - Corangamite Catchment Management Authority Type of Disclosure - - - - - Is Disclosure a Public Interest Disclosure - - - - - CEO & Date Above Determination Made - - - - - Protected Welfare Date Whistleblower (WB) Informed of Determination - - - - - Investigator Disclosure Manager Co-ordinator Date Disclosure Referred to the Ombudsman - - - - - Determination Made by Ombudsman - - - - - Was The Investigation Referred Back to The Ombudsman - - - - - Did The Ombudsman Take Over The Investigation - - - - - Did the WB* Request The Ombudsman Protected Protected To Take Over The Investigation - - - - - Disclosure Disclosure Officer Officer Findings Of The Public Body - - - - - Recommendations Made By The Ombudsman - - - - - Date Reporting Requirements Satisfied - - - - - * WB refers to Whistleblower

appendix no 1 - whistleblowers protection act 2001 ccma annual report 149 2008/09 Disclosure index

09Appendix No 2 - Disclosure Index

Disclosure Requirements The Annual Report of the Corangamite Catchment Management Authority is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the authority’s compliance with statutory disclosure requirements.

FRD Disclosure Page

Report of operations Charter and purpose FRD 22B Manner of establishment and the relevant Ministers...... p.5-6 FRD 22B Objectives, functions, powers and duties...... p.5-7 FRD 22B Nature and range of services provided...... p. 2, 6, 7

Management and structure FRD 22B Organisational structure...... p.35-37

Financial and other information FRD 22B, Operational and budgetary objectives SD 4.2(k) and performance against objectives...... p.33, 34, 49, 63, 77, 91, 103 FRD 22B Employment and conduct principles...... p.104 FRD 22B Occupational health and safety...... p.104 FRD 29B Statement of workforce data for current and previous year...... p.104 FRD 15B Executive officer disclosures...... p.140 FRD 22B Summary of the financial results for the year ...... p.113 FRD 22B Significant changes in financial position during the year ...... p.112 FRD 22B Major changes or factors affecting performance ...... p.10-15 FRD 22B Subsequent events ...... p.111 FRD 22B Application and operation of Freedom of Information Act 1982...... p.112 FRD 22B Compliance with building and maintenance provisions of Building Act 1993 ...... p.111 FRD 22B Statement on National Competition Policy ...... p.111 FRD 22B Application and operation of the Whistleblowers Protection Act 2001...... p.112, 142-149 FRD 25 Victorian Industry Participation Policy disclosures...... p.111 FRD 22B Details of consultancies over $100,000 ...... p.112 FRD 22B Details of consultancies under $100,000...... p.112 FRD 12B Disclosure of major contracts...... p.112 FRD 24B Reporting of office-based environmental impacts ...... p.110 FRD 22B Statement of availability of other information ...... p.111 FRD 10 Disclosure index...... p.150/appendix 2



appendix no 2 – disclosure index 150 ccma annual report 2008/09 FRD Disclosure Page

Legislation Requirement Page Reference

Financial Statements Financial statements required under Part 7 of the FMA SD4.2(b) Operating Statement...... p.119 SD4.2(b) Balance Sheet...... p.120 SD4.2(a) Statement of Changes in Equity ...... p.121 SD4.2(b) Cash flow Statement ...... p.122 SD4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements...... p.123-127 SD4.2(c) Compliance with Ministerial Directions ...... p.118, 123 SD4.2(c) Accountable officer’s declaration...... p.118

Other disclosures in notes to the financial statements FRD 11 Disclosure of ex-gratia payments ...... p.111 FRD 21A Responsible person and executive officer disclosures...... p.140

Legislation Freedom of Information Act 1982...... p.112 Building Act 1993 ...... p.111 Whistleblowers Protection Act 2001 ...... p.112, 142-149 Victorian Industry Participation Policy Act 2003 ...... p.111 Financial Management Act 1994...... p.116-118 Multicultural Victoria Act 2004...... p.111

appendix no 2 – disclosure index ccma annual report 151 2008/09 Index

10Index

A Contact information...... Back page About us...... 5-7 Communications and community education ...... 58-59 Acronyms & terms...... 154 Community Engagement Model...... 47 Asset Protection...... 82 Corangamite CMA Research News ...... 72 Audit Committee...... 44 Corangamite Regional Implementation Committee...... 46

B D Bank loans, bills payable, promissory notes, Disclosure index...... 150-151 debentures and other loans...... 111 Drainage schemes...... 94 Barwon River through Geelong...... 97 Drought Employment Program...... 98 Biodiversity program...... 85 E Board committees...... 44-47 Employment and conduct...... 104 Board role and profiles...... 40-43 Environmental Water Reserve ...... 98 Business Planning Committee...... 44 EstuaryWatch ...... 50 C Executive team/senior office holders...... 38-39 Caring for our Country...... 65 F Case study: Volunteers receive 2009 Clean Beaches Award ...... 51 Financial statements...... 115 Case study: Wombeech Puyuun Reconciliation Park...... 57 Flood studies...... 95 Case study: Landscape Zone Action Plans (LZAPs)...... 75 Formation of Corangamite CMA...... 6 Case study: Leading the way to control Sea Spurge...... 81 Freedom of Information...... 112 Case study: Native fish guide...... 87 Figure 1: Map of pest plants and animals...... 29 Case study: EcoTender...... 87 Figure 2: Map of annual salinity...... 30 Case study: Scotts Creek rock chute story...... 93 Figure 3: Map of annual erosion...... 31 Case study: Moorabool flows...... 99 Funding...... 64 Case study: Managing Wetlands in a Drying Climate Forum May 2009...... 101 G Catchment condition report: Native vegetation...... 18 Graph 1: Coopers, continuous salinity data, pre and post release...... 99 Catchment condition report: Threatened vegetation communities and species...... 20 Graph 2: Supervisor Gender...... 104 Catchment condition report: Rivers and Estuaries...... 22 Graph 3: Corangamite CMA Workcover rate...... 105 Catchment condition report: Wetlands...... 24 Graph 4: Corangamite CMA Workcover rate...... 105 Catchment condition report: Marine Biodiversity...... 26 H Catchment condition report: Land Health...... 28 Highlights...... 8 CEO’s report...... 12-15 Chairman’s report...... 10-11 I Challenges...... 9 Indigenous program...... 56-57 Climate change...... 60 Industrial relations...... 107 Consultants...... 112

index 152 ccma annual report 2008/09 K T Key Performance Indicators against Team structures...... 35-37 Corporate Plan...... 33, 49, 63, 77, 91, 103 Table 1: Summary of Victoria’s Current Native Vegetation Losses and Gains...... 19 L Table 2: 2008-2009 Board Members’ attendance...... 43 Landcare...... 78-80 Table 3: Spreading the message...... 58 Local government...... 54-55 Table 4: Grants allocated to the following individuals or groups in 2008-2009...... 59 M Table 5: Community support through sponsorship...... 59 Map of region...... 4 Table 6: Investment secured for each program Marine Biodiversity...... 26 area through the 2008-2009 RCIP process...... 65 Merit and equity...... 104 Table 7: Projects funded by the RCIP process for 2008-2009...... 66-69 N Table 8: Groups and projects funded under the Second Generation Landcare in 2008-2009...... 71 NRM regional knowlegde...... 72-73 Table 9: Current membership of the O RD&I Steering Committee...... 72 Table 10: Achievements for 2008-2009...... 84 Occupational health and safety...... 104 Table 11: Works on waterways permits...... 94 Organisational structure...... 35 Table 12: Floodplain referrals processed for Operational Portfolio Group...... 46 2008-2009...... 95 P Table 13: Workforce data...... 104 Table 14: Staff training 2008-2009...... 106 Pest plants and animals...... 82 Table 15: Monitoring our environmental impact...... 110 Purpose, vision, mission...... 2 Table 16: Income and expenditure last five years...... 113 Projects funded under the RCIP...... 66-69 Threatened Flora Project...... 86 R V Report from Chief Financial Officer...... 9 Victorian Industry Participation Policy...... 111 Referrals for floodplain...... 95 Victorian Volcanic Plains...... 88 Regional Catchment Investment Plan...... 64

S W Water Statutory Functions Committee...... 45 Second Generation Landcare Grants...... 71 Waterwatch...... 52-53 Soils and Salinity Program...... 83 WGC Research Network...... 73 Sponsorship...... 59 Whistleblower’s Protection Act...... 142 Statutory functions...... 94 Workforce data...... 104 Staff and remuneration committee...... 45 Sue Hickey Memorial Grant...... 58

index ccma annual report 153 2008/09 Acronyms & Terms

10Acronyms & Terms

ABC Actions for Biodiversity Conservation LSIO Land Subject to Inundation Overlay A-IFRS Australian equivalents to International MAT Management Action Target Financial Reporting Standards ME&R Monitoring, Evaluation and Reporting AROT Australian Rare Or Threatened species MP Member of Parliament BPC Business Planning Committee MOU Memorandum of Understanding BRUG Barwon River Users Group NAP National Action Plan for Salinity and Corangamite CMA Corangamite Catchment Water Quality Management Authority NHT Natural Heritage Trust CaLP Catchment and Land Protection Act NLP National Landcare Program CAMS Catchment Activity No. number Management System NRM Natural Resource Management CEO Chief Executive Officer OAM Order of Australia Medal CIP Community Involvement Program OH&S Occupational Health and Safety CMF Catchment Modelling Framework OPG Operational Portfolio Group CPA Certified Practising Accountant RCIP Regional Catchment Investment Plan CRIC Corangamite Regional RD&I Research, Development and Implementation Committee Investigation CRNVP Corangamite Regional Native RCS Regional Catchment Strategy Vegetation Plan RLC Regional Landcare Co-ordinators CSIRO Commonwealth Scientific and Industrial Research Organisation RMT Regional Management Team CVA Conservation Volunteers Australia SCIPN Surf Coast and Inland Plains Network CWS Corangamite Wetlands Strategy RPAP Regional Pest Action Plan DCIP Dry Inflow Contingency Plan SLA Service Level Agreement DPI Department of Primary Industries SMO Salinity Management Overlay DSE Department of Sustainability and SOLN Southern Otway Landcare Network Environment VAGO Victorian Auditor General’s Office EBA Enterprise Bargaining Agreement VAPSGL Victorian Action Plan for Second EBMP Environmental Best Management Generation Landcare Practice VCMC Victorian Catchment Management EEMSS Esturary Entrance Management Council Support System VECCI Victorian Employers’ Chamber of EMS Environmental Management System Commerce and Industry EPA Environment Protection Authority VLN Victorian Landcare Network EVC Ecological Vegetation Class VROT Victorian Rare Or Threatened species FTE Full Time Equivalent VSB Victorian Super Board FMCF Financial Management Compliance Framework VVP Victorian Volcanic Plain GIS Geographic Information System WGC Wimmera, Glenelg Hopkins and Corangamite GST Goods and Services Tax Borrell-a-Kandelop Protection, enhancement and ha hectare restoration of waterways and ISC Index of Stream Condition wetlands in the Western District Lakes IWC Index of Wetland Condition (listed under the Ramsar Convention kg kilogram on Wetlands) km kilometre Ramsar Iranian town, location of the first convention (1971) where the Wetland LAS Local Authorities Super Conservation Treaty was signed LiDAR Light Detect and Ranging Ground-truthing Visiting sites to verify modelling

acronyms & terms 154 ccma annual report 2008/09 The Corangamite CMA 2008-2009 Annual Report

The front cover on this year’s annual report is a mosaic of catchment life.

The images are the work of many Corangamite CMA staff who took part in a photography workshop with environmental photographer Alison Pouliot early in 2009. The workshop uncovered some creative people amongst us, it also generated some fantastic images for our in-house photography competition and for this publication.

What the mosaic shows is the complexity and beauty of the Corangamite region. The images of landholders, volunteers, native flora and fauna, wetlands, rivers and staff are a statement of diversity. But each component is vital when creating the whole picture of the Corangamite catchment.

Particular photography credit to the Corangamite CMA’s Wetland Officer Donna Smithyman and Landcare Co-ordinator Tracey McRae.

Design and Production: GSDM 9130_2009 ccma annual report 155 2008/09 64 Dennis St, Colac, Vic 3250 T. 03 5232 9100 F. 03 5232 2759 [email protected] www.ccma.vic.gov.au

Copyright statement © State of Victoria, Corangamite Catchment Management Authority, 2009. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.