GLENELG HOPKINS CMA 2009-10 ANNUAL REPORT Contents
3 GLENELG HOPKINS CMA 58 FINANCIAL STATEMENTS 3 Vision, Mission & Values 58 Certification 4 Highlights and Challenges 59 Auditor General’s Certificate 5 Financial Performance at a Glance 61 Financial Statements 5 About us and Our Region 89 Disclosure Index 8 Year in Review 91 Glossary of Terms 10 Corporate Plan Activities and Performance Indicators 15 Annual Natural Resource Management Report
24 HEALThY LANDSCAPES 24 Catchment Health Overview 25 Regional Biodiversity Protection and Management 28 Regional Pest Plans 29 Land Health Preparation for Emerging Threats 31 Waterway Health Overview 36 The Coastal Program This Report: > covers the period from 37 Community & Environment 1 July 2009 to 30 June 2010 37 Connecting Communities with Environment > is the 12th Annual Report for the Glenelg Hopkins Catchment Management Authority Our People, Our Business 43 > is prepared for the Minister for 43 Governance Structure Environment and Climate Change, 45 Board Committees Parliament of Victoria and the community 46 Board Directors > is a public document freely available 47 Organisational Structure on our website 48 Corporate Program > is prepared in accordance with 51 Reporting Requirements government and legislative 55 Legislative Compliance requirements and ARA criteria 56 Financial Summary > provides an accurate record of our activities and achievements against our core business strategy, the Corporate Plan > acknowledges the support of our community.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 2 Glenelg Hopkins CMA
In this section: > Chief Executive Officer’s and > HIGHLIGHTS and CHALLENGES Chairperson’s Report > About us and Our Region > Corporate Plan Activities and Performance indicators > Financial performance at a Glance > Annual NRM Report
our vision
A healthy and sustainable relationship between the natural Annual Report Format environment and the community. This Annual Report has been produced for online distribution and OUR MISSION is available on the Glenelg Hopkins Catchment Management Authority Improving relationships between the environment and the website – www.ghcma.vic.gov.au. community to achieve wise use of our regional natural resources in partnership with the government. Disclaimer: While every effort is made to provide a high quality publication, OUR VALUES Glenelg Hopkins CMA does not give We behave towards people and conduct our business by displaying: any guarantees, undertakings or warranties concerning the accuracy, > Respect – towards all individuals, the community and the completeness or up-to-date nature environment of the information provided in the > Accountability – for what we do and set out to achieve in an document and therefore disclaims ethical manner all liability from error, loss or other consequence that may arise from > Teamwork – in the way we work and support each other to reliance on information in this strive for outstanding NRM outcomes publication. ISSN 1837 - 1078
> Fairness and Transparency – in considering different needs © State of Victoria, Glenelg and views of stakeholders Hopkins CMA 2010. This publication is copyright. No part may be > Honesty and Trust – in our interactions and communications reproduced by any process except in with our clients and the community accordance with the provisions of the > An Outcomes Focus – that recognises the ultimate objective of Copyright Act 1968. achieving positive NRM outcomes in everything we do.
Photographers: Linda Jemmett, Tania Parker, Rob Addinsall, Jarred Obst, Kerry Cheeseman, Deb Howcroft. Thanks to Southern Grampians Shire and DSE.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 3 Glenelg Hopkins CMA
Highlights and Challenges
HIGHLIGHTS CHALLENGES
> The Glenelg Hopkins CMA Board approved the adoption > Setting new directions for natural resource management of INFFER as a tool for planning and prioritising public as provided in the Victorian Government’s Securing Our investments in natural resources and the environment Natural Future: White Paper for Land and Biodiversity at from 2011 and beyond. a Time of Climate Change. > Five Brush-tailed Rock Wallabies were released into the > The merger with Corangamite CMA and Western Grampians National Park. Current known animals are Coastal Board involves institutional change to form five females and three males (collared) with the location the new entity, Western Districts Natural Resource and of one female and two males (uncollared) unknown. Catchment Authority. > Launch at Sheepvention of the Glenelg Hopkins Soil > Addressing the impact of land use change where Health Strategy and Soil Health Plan 2009-2014. increased cropping, plantations and deep-rooted > Launch at Sheepvention of the Glenelg Hopkins Regional perennial pastures are altering hydrology. Weed Plan and booklet Weeds of the Glenelg Hopkins > Planning for the impact of lower rainfall and water flow Region (2008-12). quantities on environmental water reserves and the > Visit to Glenelg Hopkins CMA by the Wentworth Group resultant increase in usage of groundwater reserves. of Concerned Scientists. > Reducing nutrient loss from high input dairy farming > Presentation of “The Glenelg Story” to members of the areas. Australian Environmental Grantmakers Network. > Resourcing our capacity to work with our local > Construction of a weir to reinstate water to Lake government partners as the major managers of planning Condah, with the biodiversity assessment reaching the and land use change. finals of the Banksia Awards. > Providing support for the region’s Landcare groups. > Three local government and community forums held in > Increased focus on planning and implementing programs partnership with the Department of Sustainability and to reduce threats to priority wetlands. Environment in Casterton, Lake Bolac and Port Fairy following the release of the Victorian Government’s Securing Our Natural Future: White Paper for Land and Biodiversity at a Time of Climate Change. > 7,405 million litres were released as Glenelg River passing environmental flows between August and December 2009 and a further 3,747 million litres of regulated entitlement were released between November 2009 and May 2010.
Below left: Brush-tailed Rock Wallabies were released into the Grampians National Park Below centre: The CMA welcomed environmental flows Below right: Poll Herefords grazing
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 4 About Us and Our Region
ABOUT US
Glenelg Hopkins Catchment Management Authority Glenelg Hopkins CMA is the link between the community was established in July 1997 under the Catchment and and government. In particular, it is the regional Land Protection Act 1994 and reports to the Minister community’s voice on issues involving land and water for Environment and Climate Change, The Hon. Gavin management. Jennings, MLC. The Glenelg Hopkins CMA region is divided into three The annual financial reporting requirements are embodied basins based on watersheds. The Hopkins and Glenelg in the Financial Management Act 1994. Glenelg Hopkins basins are the total catchments for these two rivers. The CMA is also responsible for specific functions under the Portland basin includes all rivers flowing into the ocean Water Act 1989 and for these functions reports to the between the two major rivers. Minister for Water, Hon. Tim Holding, MP. Glenelg Hopkins CMA has 50 full-time equivalent Glenelg Hopkins CMA is responsible, with others, for employees and a gross turnover of $11.09 million. natural resource management within the region. It takes an integrated, whole-of-catchment approach by combining strategic planning with co-ordination for all natural resources.
FINANCIAL PERFORMANCE AT A GLANCE
Financial Summary
2010 2009 2008 2007 2006 Financial Summary ($ ‘000) ($ ‘000) ($ ‘000) ($ ‘000) ($ ‘000)
Victorian Government contributions 7,457 7,079 4,324 4,276 4,999
Federal Government contributions 2,541 3,786 7,191 8,051 9,254
GlenelgOther revenue Hopkins CMA 913 1,136 977 960 501
Total revenue 10,911 12,001 12,492 13,287 14,754
Corporate expenditure 1,872 2,097 1,723 2,216 1,849
Project expenditure 9,214 10,957 10,692 11,126 12,620
Total expenditure 11,086 13,054 12,415 13,342 14,469
Surplus/(Deficit) for the year (175) (1,053) 77 (55) 285
Current assets 4,349 4,713 5,723 5,463 5,496
Non-current assets 1,913 2,186 2,299 2,105 1,699
Total assets 6,263 6,899 8,022 7,568 7,195
Current liabilities 467 956 1,089 863 768
Non-current liabilities 164 136 73 166 118
Total liabilities 631 1,092 1,162 1,028 886
Net assets 5,632 5,807 6,860 6,540 6,309
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 5 Glenelg Hopkins CMA
About Us and Our Region
OUR REGION
The Glenelg Hopkins region lies south of the Great Dividing The region has three major river drainage basins - the Range and contains areas of scenic beauty, a magnificent Hopkins, Glenelg and Portland Coast. The lower section of coastline, outstanding national parks, rich biodiversity the Glenelg River is heritage-listed for its environmental and significant indigenous cultural heritage. There is an significance. Salt-wedge estuaries at the mouth of rivers abundance of arable land, secure surface water storages entering the sea are environmentally significant. and a broad agricultural production base. Extensive wetlands provide significant habitat for native The region attracts large numbers of people to its biodiversity. The catchment contains substantial reserves world-class tourist attractions and boasts a variety of of groundwater with varying salinities. Three regional educational and research institutions. A deepwater port is groundwater systems underlie the region - the Otway, located in Portland and the region is strategically located Murray and Highland - with other shallow local aquifers with road access to Melbourne and Adelaide. present. The region contains 44 per cent of Victoria’s The region covers about 2.6 million hectares and extends wetlands. from Ballarat in the Central Highlands of Victoria, west to Healthy and productive soils are a major natural asset and the South Australian border and south to the coast. The support a world-scale agricultural sector as well as native southern two thirds are characterised by flat, volcanic vegetation. plains while the Grampians, the Dundas Tablelands and the The coastal areas have no parallel. Towering cliffs, Black Ranges dominate the northern third. extensive dune systems and unique inter-tidal areas are The catchment supports a permanent population of 95,000 home to a variety of species and are a world-class tourist with year-round tourism adding significantly to that attraction. number. Major cities and towns include Warrnambool, South-western Victoria is a unique and diverse area of Hamilton, Portland, Ballarat, Ararat, Casterton, Port Fairy Australia. Glenelg Hopkins CMA strives to maintain and and Beaufort. The main economic drivers are agriculture, protect this region through its Vision and Mission. fisheries, retail, manufacturing, health and community services, education and construction. Manufacturing in the region generates almost $4 billion and agriculture generates nearly $2 billion annually (Great South Coast Regional Strategic Plan Project Control Group, 2010). Four of the most important industries in south-west Victoria - agriculture, fisheries, forestry and tourism - depend on maintaining a healthy natural resource base. South-western Victoria has a range of natural assets in the form of biodiversity, waterways and wetlands, soils, forests and coastal areas. These natural resources support a unique quality of life.
Below left: The Glenelg River estuary at Nelson Below centre: Fulhams Hole, Glenelg River Below right: Discovery Bay Coastal Park is an important bird site
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 6 Glenelg Hopkins CMA
Glenelg Hopkins Catchment
CATCHMENT FACTS
Total major stream length in region 4,961km
Total major stream length in Glenelg basin 2,431km
Total major stream length in Hopkins basin 1,835km
Total major stream length in Portland basin 695km
Area of the region 2.68 million ha
Area of the Glenelg basin 1,293,996 ha
Area of the Hopkins basin 988,336 ha
Area of the Portland basin 399,482 ha
Area of Crown Land 480,917 ha
Length of Coastline 220km
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 7 Glenelg Hopkins CMA
Year in Review
Report from the Chairperson and the Chief Executive Officer
On behalf of the Board of Directors, management and Glenelg Hopkins CMA has taken the opportunity to assist staff we are pleased to present the 12th Annual Report with drafting the Western Region Sustainable Water of Glenelg Hopkins Catchment Management Authority. Strategy as this will shape the future of regional water resource management. The CMA was instrumental in What a difference a year makes – especially when we have moving groundwater management, land use change and near average rainfall. Almost all primary producers in the the conversion of Wimmera Mallee Pipeline water savings region benefited from the return to wetter conditions to to new environmental entitlements for the Glenelg and some extent, especially with prime lamb prices at near Wimmera Rivers to the forefront of the Sustainable record levels. The other side of this equation is that flows Water Strategy agenda. The strategy has been released in the Hopkins River and many of the smaller streams are as a draft for public consultation. As well as preparing still a long way below average. There is a similar concern its own detailed submission, the CMA has been actively over the continuing decline in the levels in some aquifers. encouraging the wider community to have its say on this Glenelg Hopkins CMA and its partners attracted influential strategy. investment of $10.2 million in 2009-10 for natural Substantial benefits have already been secured for the resource management in our catchments, with significant Glenelg River from Wimmera Mallee Pipeline water contributions from the Commonwealth ($2.5 million) and savings. As the pipeline project is rolled out, millions of the Victorian Government ($7.4 million). litres of water that would previously have seeped into The release of the Victorian Government’s White Paper the sands of the Wimmera and Mallee are now being on Land and Biodiversity, Securing Our Natural Future, in returned to the environment. Some 7,405 million litres December 2009 presented an array of opportunities and were released as Glenelg River passing environmental challenges for the region and the CMA. flows between August and December 2009 and a further 3,747 million litres of regulated entitlement were released Foremost of these was the announcement that Glenelg between November 2009 and May 2010. Hopefully, this Hopkins would be merged with Corangamite CMA and the is just the start of a process that sees flows in the upper Western Coastal Board in July 2011 to form the Western Glenelg River return to something more like conditions Districts Natural Resource and Catchment Authority. This before the construction of Rocklands Reservoir and the authority will be given numerous new planning powers Moora channel. and increased responsibility for regional natural resource coordination via a raft of legislative amendments that will The weir wall that will partially reinstate water levels at be introduced into the Victorian Parliament beginning in Lake Condah is nearing completion. The CMA is proud July 2010. of its contribution to this project which will support the restoration of world-class indigenous cultural heritage The White Paper also introduced a new framework for at this location and bolsters our partnership with the action on land and biodiversity and prioritising natural Gunditjmara people. That partnership was further resource investment in the form of Flagship Areas strengthened by a Caring for our Country project with and Biolinks for improved biological connectivity and the Gundijt Mirring Traditional Owners to record their ecosystem resilience. Fortunately, some of the CMA’s indigenous ecological knowledge and make it available to existing strategic planning arrangements are well aligned non-indigenous land managers. with this new framework although large areas of the Victorian Volcanic Plains Bioregion and the south west coast have not been identified as state priorities. Glenelg Hopkins CMA has publicly welcomed Securing Our Natural Future and has already started working with Corangamite CMA and the Western Coastal Board to smooth the way for the introduction of Western Districts Natural Resource and Catchment Authority.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 8 Glenelg Hopkins CMA
Year in Review
Other highlights included:
> Fencing, weed control and vegetation protection of the The end of the financial year brought with it the departure Hopkins River, Mt Emu Creek at Framlingham and Fiery of our Chief Executive Officer Peter Butcher. Peter had Creek through High Environmental Return Opportunities provided strong leadership which had been instrumental in funding. leaving the CMA as a successful and vibrant organisation. > Four landholders who have fenced off 465 hectares of In accordance with the Financial Management Act 1994, wetlands in the Wannon River floodplain near Cavendish we are pleased to present the Report of Operations for and have agreed to exclude stock over the winter and Glenelg Hopkins CMA for the year ending 30 June 2010. spring under the Wetlands of the Wannon Program. > A stronger partnership with Conservation Volunteers Australia that has secured additional resources for regional revegetation projects. > Hosting a regional forum with the Wentworth Group of Concerned Scientists on Terrestrial Carbon and Accounting for Nature. > Through our continued participation in the South West Sustainability Partnership’s Natural Assets Alliance we have secured Sustainability Accord funding for a triple bottom line regional indicators report for the south- west. > The successful launch in August of the Glenelg Hopkins Lilian Parker Soil Health Plan by Mr Ben Hardman MP at (Acting) Chief Executive Officer Sheepvention in Hamilton.
Mark Wootton Chairperson 27 August 2010
Below left: Wannon River at Cavendish Below centre: 76kms of fencing was funded under Second Generation Landcare Below right: Glenelg Hopkins region’s primary economic driver is agriculture
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 9 Glenelg Hopkins CMA Corporate Plan Activities and Performance Indicators
Our People, Our Business
Overarching Activity Performance Indicator Timeline Status/Progress at 30 June 2010 Policies
April 2010-11 Corporate Plan submitted to Corporate Plan submitted 2010 the Minister.
Develop, implement and Board provided strategic direction review Corporate Plan Enhanced Board awareness and oversight of the Business Plan. of strategic outcomes and Quarterly Board met the Wentworth Group emerging issues of Concerned Scientists to discuss emerging issues. Catchment Health and Waterway Health advisory groups incorporate Advisory Group is engaged community engagement and closer June to assist implementing of Advisory Group role assessed links to the Board. Advisory Groups 2010 the RCS were considered in the review of the RCS and will have a role in the development of the next RCS. Complete CMA Board Board performance Assessment Undertake Board August performance assessment submitted to the Minister on performance assessment 2009 submitted to Minister 27 August 2009. Board members involved in a Risk Participation by Board Number of Directors June Identification Workshop in June 2010. members in development participating in development 2010 activities activities Strategic Workshop to take place later in the year. The Board monitors the performance of the organisation with both lead Board monitors financial, Board meeting and annual June and lag Key Performance Indicators social and environmental performance of key 2010 (KPI). performance performance indicators KPIs are presented to the Board on a Our People, six-monthly basis. All policies adopted by or Our Business All Directors have access to the relevant to the Authority Members have ready access to Ongoing Glenelg Hopkins CMA Intranet which are readily available to all all Board policies contains all policies and procedures. Directors Annual Report submitted including Annual Report submitted status/progress against the Corporate including assessment against Plan activities and performance KPI and targets Complete and submit indicators. October Annual Report to Auditor General provides 2009 Auditor General signed off that the Parliament opinion that the Financial Financial Statements present fairly Statements present fairly the financial position of Glenelg the financial position of the Hopkins CMA. Authority Appropriate policies in Policies and Procedures completed. operation Implement the recommendations of the Business Management Joint CMAs conducting an audit to be June 2010 Business Improvement Framework developed completed by November 2010. Project Business Management Framework is Procedures updated now irrelevant. Develop and implement risk Establish, implement and Risk Framework developed. management framework monitor risk management plans and systems Implement and monitor risk including reporting and mitigation according to risk June 2010 New strategic and business risks effectively managing plans identified at Risk Workshop by CMA strategic, project, Risks identified for each Board, Audit & Risk Committee, operational, climate and program and reviewed Executive and Senior Managers. financial risks annually
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 10 Glenelg Hopkins CMA Corporate Plan Activities and Performance Indicators Our People, Our Business
Overarching Activity Performance Indicator Timeline Status/Progress at 30 June 2010 Policies
Whilst the People Matter Survey (2009) did not directly address Improved internal Maintain and enhance internal communications there communication as measured June 2010 internal communication were positive findings in relation to by the People Matter survey the CMA keeping staff informed of decisions. Positive information flow Information flow for Directors, Information flow involving reported in the Board advisory groups and executives has Directors, staff and Assessment Survey, Advisory June 2010 been identified as positive in review advisory groups Group Review and the and surveys. executive officer evaluation 10% or less of grant funds Corporate Overheads were set Grant management spent on administration at 4.5% on all projects. Grant administration costs Grant applications applications were assessed within minimised, time taken to determined within one month June 2010 the timeframes depending on their assess grants minimised complexity. Sponsorship from CfOC and grant funding All sponsor logos included and Victorian Government were sponsors acknowledged on grants publications and noted on communication materials. merchandise Preparation of an Environment Policy Preparation and implementation of Develop, implement and Environmental Management monitor strategies to System GH Resource Smart Plan: implement Environmental > Draft completed February 2010 Strategy and action plan June 2010 Management Systems > SV response May 2010 for the reduction of energy, within operational > Final approved by ET June 2010. water, paper, transport fuel activities consumption and greenhouse gas emissions against 2007/08 benchmarks and the amount Our People, of solid waste being disposed Our Business of to landfill Provide advice to All advice and reports on regional Government on regional 100% delivery achieved of priorities and programs regarding priorities and programs briefings, advice and reports Ongoing implementation of the RCS (including for implementation of within the timelines required the RCS Review) were provided to the agreed Regional Government as requested. Catchment Strategies Regional pest plans are based on the Ensure that all NRM All new published policies biosecurity approach in the Invasive relevant policies and and strategies include or are Plants and Animal Framework which strategies incorporate amended to include climate Ongoing considers climate change threats. climate change and change and adaptation adaptation into their GH Soil Health Strategy and Plan strategies assessments recognised and considered climate change threats. The Board is currently provided Improve capacity to Financial reports tabled at with adequate financial reports that produce financial each Board meeting in a form include clear monthly and year to reporting to Board and that provides clear monthly and year to date comparisons, date comparisons together with investors Ongoing including variances, in a easily understood variations. Variation of actual to transparent form that is The reports are also reviewed for budgeted expenditure easily understood by Board appropriateness by the Audit & Risk shown in reports members Committee and Reporting Committee. Financial management compliance framework Report scheduled to be completed FMCF assessment information (FMCF) reported July 2010 and sent to DSE no later than 22 July is submitted electronically electronically to Minister 2010. for Finance via DSE Assets managed according to Financial Reporting Balance Sheet report to Board Balance Sheet included as part of the Ongoing Direction and in a monthly monthly Finance Report to the Board. sustainable manner
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 11 Glenelg Hopkins CMA Corporate Plan Activities and Performance Indicators
Connecting community and environment
Overarching Activity Performance Indicator Timeline Status/Progress at 30 June 2010 Policies
A new community engagement strategy is being prepared based Community engagement on limited resources and a project Increased area of coverage or plan reviewed and focus. This has occurred due to the increased diversity of groups June 2010 implemented at a regional broader community engagement and engaged level education programs delivered by Landcare and Water Watch no longer being funded to previous levels. Final report from consultant was sent to ET in January 2010 with recommendations from Public Affairs Manager not to pursue the Implementation of Incorporation of community Community Engagement Pathway any community engagement engagement pathway into June 2010 further, particularly in light of the pathway project development process White Paper. ACE 2 is a new improved community engagement recording tool and will be implemented by September 2010. Maintain community Community engagement Community engagement is a engagement advisory processes reviewed component of both new Advisory group to ensure June 2010 for effectiveness and Groups – Biodiversity and Land continuing appropriate inclusiveness Health and River and Wetland Health. consultation No breaches of statutory Authorisation of works on requirements The authority acted on five breaches Ongoing waterways permits Not more than 35 days to of statutory requirements. process permits Referral authority for any Not more than 28 days to Connecting works on or in relation to Ongoing None. process referrals community a dam and Not more than 14 days to environment Provide advice about Section 52 and 55 referrals: 136. respond to a Section 52 flooding and controls notice under the Planning & 75% responded on time for period on scheme amendments, Environment Act (1986) January-June 2010. planning and building Ongoing Not more than 28 days to approvals to local councils respond to a Section 55 Overall, 77% on time for all referral in the capacity as a referral under the Planning & and flood advice responses for referral authority. Environment Act (1986) 2009-10 financial year.
Provide technical advice Flood advice requests: 309. Not more than 14 days to to councils and the Ongoing process floodplain enquiries 77% responded on time for period community on flooding January-June 2010. Strategic coordination Deliver and report on and support for regional the Regional Landcare Landcare group health scores were Landcare groups, networks Support Strategy, including June 2010 evaluated and reported in 2010. and other community coordination of Landcare at a groups regional scale CMA to respond to planning referrals from the Environment Protection Authority (EPA) in accordance with relevant legislation and timelines Contribute to regional and Ongoing Nil received. statutory planning Provide advice on dryland salinity, irrigation management, soil erosion, or any other land management issue identified in the local Municipal Strategic Statement as the referral body GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 12 Glenelg Hopkins CMA Corporate Plan Activities and Performance Indicators
Healthy Landscapes
Overarching Activity Performance Indicator Timeline Status/Progress at 30 June 2010 Policies
The RCS review was conducted and submitted October 2009. This involved a consideration of Coordinate and monitor Implementation is reviewed June implementation as well as outcomes the implementation of the for effectiveness and key 2010 achieved, content of document and RCS priorities communications. These key learnings will be considered for development of the next RCS. VIF and CfOC documentation developed and negotiated CfOC and VIF developed and April annually according to submitted within the guidelines Coordinate the 2010 Victorian and Australian provided by both the Australian and development and Government process Victorian Governments. implementation of the timetable Victorian Investment Framework (VIF) and Annual VIF and CfOC RCIP performance report submitted August Caring for Our Country reporting provided on time as requested with respect to content 2009 (CfOC) and in required format and timing. Quarterly financial reporting Appropriate quarterly financial Quarterly provided to DSE provided to DSE. Agreements documented and signed (i.e. Service Service Level Agreements with DSE Partnership and service To be Level Agreements) within and CfOC signed September 2009 with delivery agreements confirmed two months from funding funding approved in July 2009. approval Board provided variance and Healthy Board monitors program Quarterly exception reporting on a quarterly Landscapes progress quarterly Administration of basis. State and Australian Level of adherence to annual Government investment August Annual reporting submitted within reporting and project in natural resource 2009 timelines. completion timelines management program funds in the CMA region Project Final reports for 2008-09 projects to Funds acquitted on completion be submitted and funds acquitted by completion of each project reporting August 2010. 90% of river restoration program Development and Not less than 90% of projects/ for 2009-10 completed with riparian implementation of on- studies etc. delivered to time, June 2010 restoration projects implemented ground river restoration quality and cost parameters as per business plan. Variation for works programs Sandford fish passage obtained. Integrated management of 100% of multi-year the Environmental Water Environmental Operating Reserve (EWR) into the Strategy completed river works program EOS and AWP term extended to cover Management of June 2010 period in which BE for Wimmera- environmental entitlement Glenelg Rivers will be amended. 100% of Annual Watering Plan (under delegation by completed Minister for Water) included in EWR Implementation of the 90% of actions within the 90% of actions within the 2001 Regional Native Vegetation RNVP implemented over the Ongoing Plan have been implemented where Plan (RNVP) life of the plan appropriate and where funded.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 13 Glenelg Hopkins CMA Corporate Plan Activities and Performance Indicators Healthy Landscapes
Overarching Activity Performance Indicator Timeline Status/Progress at 30 June 2010 Policies
Regional Pest Animal Plan was Develop and monitor Regional developed in 2010 with community Land stewardship relating Pest Plans applicable to all Ongoing consultation being completed in July to pest management land tenures in the catchment 2010. The Regional Weed Plan was launched in August 2009.
Implement annual actions of Soil Health Strategy and Plan was the Soil Health Plan launched in August 2009 and is Maintaining soil health currently being implemented through within sustainable Integration of Environmental June 2010 DPI Land Health programs and the agricultural systems Best Management Practice CfOC Sustainable Farm Practices website into farm planning project to reduce the risk of soil processes acidification.
Support investment in Number and percentage of Five projects to a value of $1,113,800 research and capability projects and total amount supported research and capacity building aligned with RCS Ongoing of funds supporting research building which is 11% of projects priorities or sub-strategies’ and capability building funded in 2009-10. priorities Coastal climate change policy Healthy implemented. Sea level rise impacts Landscapes on coastal flooding modelled and new data included in flood advice and statutory referrals.
Carbon Smart project assessments.
Biochar pilots.
New and emerging areas Type and range of projects addressed (e.g. coastal or Ongoing CVA joint projects. expanded climate change)
Recognising Farming Women project (DAFF). Regional Sustainability Indicators (Sustainability Accord).
National Landcare facilitator (DAFF).
Indigenous Ecological Knowledge (CfOC).
Below left: The draft Regional Pest Animal Plan was completed this year Below centre: Relationships with our community are a key focus Below right: A Poll Hereford grazes in the shadow of Mount Rouse
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 14 Annual Natural Resource Management Report
Executive Summary
> Management summary
Biodiversity
Management activities in the context of the Biodiversity Other proposals for similar works and weed control Headline Theme can be considered broadly across habitat projects have been developed. Some of these will be improvement (revegetation and protection) and reducing carried out prior to December 2010. the risk of extinction for threatened species. The Department of Sustainability and Environment The majority of management activities have occurred as implemented actions from the National Recovery Plans for expected with intermediate outcomes being achieved Threatened Flora and Fauna Species. This project delivery is according to targets. Habitat improvement for biodiversity ongoing and aims to reduce critical threats to threatened has exceeded expectations. species and enhance the condition, connectivity and The following highlights demonstrate this successful resilience of their habitats through the implementation of achievement: specific National Recovery Plan and high priority Actions for Biodiversity Conservation (ABC) actions. This was Under a coastal habitat enhancement and protection delivered in three components. project, devolved grants were provided to landholders to enhance and rehabilitate critical coastal assets through 2009-10 biodiversity activities included: stock exclusion and revegetation with indigenous > Glenelg – recovery actions for six fauna and 30 flora vegetation. Grants were provided to 12 projects (individual species listed as threatened under the Environment landholders and community groups). Activities included Protection and Biodiversity Conservation Act 1999 6.36 hectares of revegetation, fencing of 20.72 hectares of > Hopkins – recovery actions for four fauna and one flora riparian areas, 16.5 hectares of wetlands and 5.2 hectares species listed as threatened under the Environment of vegetation. An additional 15.69 hectares were managed Protection and Biodiversity Conservation Act 1999 for natural regeneration. > Victorian Volcanic Plain – recovery actions for two Dartmoor Woodland Protection Conservation Plans were fauna and 14 flora species listed as threatened under the developed with a focus on remnant woodland or areas Environment Protection and Biodiversity with the potential to create a link between neighbouring Conservation Act 1999. patches of woodlands within the Dartmoor-Hotspur region. The project was able to engage 26 properties and to date 153.36 hectares have been protected with more in the planning stage. On-ground works included revegetation corridors (20.9 hectares of revegetation with 3,648 plants in the ground) and fencing remnant vegetation (8.75 kilometres of fencing constructed).
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 15 Glenelg Hopkins CMA
Annual Natural Resource Management Report
Marine Delivery of the Large Scale River Restoration project has involved the implementation of Waterway Action Plans The Marine Headline Theme considers improvements in (WAPs) in the upper G5 subcatchment. This has resulted marine habitat (including the intertidal zone). For the in the protection and stabilisation of 50 kilometres of 2009-10 year, Glenelg Hopkins CMA did not have direct waterway, 75 kilometres of fencing and protection of 667 responsibilities for habitat improvement in the marine hectares of remnant riparian vegetation. Further works, environment. However, the CMA contributes by managing including revegetation and off-stream watering, are due land-based threats likely to impact on marine habitat for completion by December 2010. quality or quantity. In addition, Glenelg Hopkins CMA is currently contributing to a DSE Marine Assets project. This Along the Lower Mount Emu Creek and Hopkins River first pass assessment will document marine assets in the around Framlingham Forest, landholders have commenced area adjacent to the Glenelg Hopkins region. remnant riparian vegetation protection. For 2009-10, Glenelg Hopkins CMA will not report against As part of the Fiery Creek restoration, fencing incentive the Marine Headline Theme in terms of activity and payments were made to participating landholders. The condition. project is not yet due for completion but has already achieved fencing and protection of three kilometres of river on two properties. Inland aquatic ecosystems Parks Victoria has overseen protection of nationally Activities have been completed under the Inland Aquatic important wetlands. This has led to 464 hectares being Ecosystem headline theme but some projects have protected with changed watering regimes. This is well approved variations until December 2010. These have above the 250 hectare target. been reflected in intermediate outcomes. It should also be The Wimmera Mallee Pipeline will provide an increase recognised that a number of activities that impact inland to environmental flows in the Glenelg River. The present aquatic ecosystems are actually reported on under other drought has demonstrated the importance of this project headline themes. in providing water for the health of the Glenelg River. The A range of key activities that have been achieved to date. CMA is working closely with DSE and Water Corporations to ensure Glenelg River receives an appropriate share of Year one of a project on the Wetlands of the Wannon the water savings. has successfully been completed with the following key achievements: > stock excluded from project areas between June 2009 and February 2010 and again in June 2010 > pasture measurements at each project site taken between October 2009 and June 2010 > a seed bank analysis completed in March 2010, trialling germination of damp and flooded seed bank samples from each project site.
Below left: Grangeburn Wetland Below centre: Aerial Photo of Port Campbell Below right: A Grevillea species
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 16 Glenelg Hopkins CMA
Annual Natural Resource Management Report
Land health
Management of land health is considered in the context of While Glenelg Hopkins CMA sets the strategic direction soil health as well as the management of pest plants and for pest plant and animal control, the majority of animals. regional delivery is coordinated by the Department of In terms of soil health, the Glenelg Hopkins Soil Health Primary Industries. There are two distinct management Strategy recognises that individual land managers are best approaches – a “species-led approach” which prevents the placed to make land management decisions and implement introduction and spread of high risk invasive plants and soil improvement actions. Therefore the focus of activities animals and an “asset-based approach” which manages is to improve the knowledge and understanding of the established invasive plants and animals to protect high nature of soils and best management practices to achieve value assets. improvements in soil health, farm productivity and profit. Glenelg Hopkins CMA has coordinated activities as On this basis, many of the management activities components of other projects. associated with soil health occur under the banner of While there are a number of these activities, there were community capacity and are therefore reported under several highlights: the Community Capacity headline theme. The following > Devolved grants were provided to landholders to examples illustrate how these capacity building activities achieve protection, enhancement and rehabilitation can lead to on-ground effort. of critical coastal assets and habitats through pest DPI officers worked directly with more than 350 farmers management. Weed inspections were carried out with providing technical advice that resulted in a significant 1.3 hectares treated. The location, type and severity of improvement in farm management: infestations will be included on a coastal weed GIS layer > 50 hectares of wetlands were managed for natural > In the Lower Glenelg High Conservation Value Aquatic regeneration Ecosystem, priority pest plant and animal threats have > 40 agreements for devolved grants were formed with been addressed across 22,294 hectares. This has involved landholders to reduce the impact or risk of dryland interagency coordination (Parks Victoria, DSE and DPI) salinity of pest plant and animal management across both private and public land tenures > more than 450 hectares were revegetated to reduce the risk of groundwater recharge, including more than > Landholders have commenced weed control along 20 hectares of indigenous revegetation the Lower Mt Emu Creek and Hopkins River around Framlingham Forest. This project has provided the > the contribution of Landmate has seen the delivery of CMA with insights into the true cost of weed control 72 hectares of indigenous revegetation. particularly with consideration of varying factors An incentives program was delivered to improve such as weed type, methods employed and terrain. It nutrient management practices to reduce the risk of soil was discovered that weed control was more expensive acidification. This applied to 5,300 hectares of land. than first anticipated and will result in less works being completed. This project has provided the CMA with the data necessary to cost and plan weed control projects in the future.
Below left: Our wetlands are ecologically important Below centre: A number of waterways have had high salinity levels Below right: Second Generation Landcare funded 101kms direct seeding
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 17 Glenelg Hopkins CMA
Annual Natural Resource Management Report
Environmental stewardship
In 2009-10 there were a number of activities delivered The Priority Crown Frontage Review project, which against the Environmental Stewardship headline theme. is delivered jointly by Glenelg Hopkins CMA and DSE, This has largely involved a covenanting and stewardship achieved well above the output target with good uptake program, tender programs and a review of Crown frontage in some areas such as the Upper Glenelg and Lower licences. In many cases these activities were delivered in Mt Emu Creek area. There are now 32 new agreements partnership with Trust for Nature and the Department of that will greatly benefit river health with long-term Sustainability and Environment (DSE) and involved the protection of the sites (the licence will run with the title, development of management agreements. not the landholder). It is expected that an additional 100 In terms of intermediate outcome achievement, there agreements will be amended by December 2010. have been some over-achievements but also some under- One observation that can be made from the Priority achievements. In some cases these under-achievements Crown Frontage Review project is that adoption is are attributed to projects that are not scheduled for dependent on the ability of the CMA to offer incentives completion until December 2010. Additionally, some to entice landholders to review their Crown frontage projects have been varied to ensure delivery by licences. December 2010. The Trust for Nature covenanting and stewardship program achieved its forecast outputs for two projects: conservation of the Victorian Volcanic Plain and Wetlands of the West Glenelg. This leads to the protection in perpetuity of 373 hectares. One of the major factors assisting the adoption of this program is the provision of accurate information and advice on the site and an understanding of landholder needs. One of the factors that can sometimes impede the adoption of stewardship and covenanting is a lack of understanding by the landholder and a view held by some that natural areas do not need to be managed.
Below left: Mt Emu creek Below centre: Direct seeding at Allansford Below right: Parts of the Volcanic Plains were identified as a flagship area
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Annual Natural Resource Management Report
Community capacity
Community capacity activities, to various extents, form > A woodland protection project occurred in the a component of many CMA projects. In 2009-10, where Dartmoor area, an area with which there has historically project delivery has occurred as planned, intermediate been little contact with landholders from the CMA or outcome achievement has been close to target or in many any other government agencies. For this reason, the case in excess of targets. community engagement process focused on building rapport with a few individuals in a consultative way. One project that has impacted on overall intermediate These individuals then assisted by spreading the word outcome achievement is the delivery of Second Generation about the project’s incentives through existing social Landcare Grants. Funds and outputs for this project are and professional networks committed with 80 per cent of funds being devolved to groups to undertake projects. The final 20 per cent of > Fifty-seven women participated in a project titled funds will be paid out on completion of projects and “Women Leading Farming Futures and Landcare”. submission of final reports. A timing variation has been This project delivered a number of workshops to bring approved for this project until December 2010 and there women together to introduce skills and concepts and is a high level of confidence that the project will be to build new networks to potentially look at landscape- successfully completed within this extended timeframe. scale on-ground project development > Waterway action planning has been occurring for the However, the majority of projects have occurred as upper G3 and G5 sub-catchments. This form of planning planned. is primarily about increasing the CMA’s institutional There are numerous activities that could be drawn on for capacity to deliver river health protection works – discussion to highlight the success of community capacity the best value for money environmental outcomes. activities in the region, however the following main A secondary outcome is that landholders gain a observations can be made: greater appreciation of aspects of a healthy riverine > A large component of the land health program, environment and what they can do to protect river particularly with respect to sustainable farming and health. They are also exposed to opportunities to get managing soil assets, has drawn strongly upon the financial assistance to carry out waterway protection community capacity element. The objective of projects works of this nature is to promote knowledge and skills of > A wetlands media campaign is the first step in a sustainable farm management practices. This has led to program logic towards achieving protection and better more than 200 farms developing property management management of ephemeral wetlands on private land. plans through completion of the Environmental Best Its aim is for landholders, who often do not realise that Management Practice (EBMP) program or e-Farmer. This they have ephemeral wetlands, to recognise them and brings some 80,000 hectares under improved farming understand their ecological importance. practices and in excess of 130 farmers commencing implementation of property management plans > The acid soil management project aimed to encourage farmers to adopt land management practices that enhance the capacity of agricultural lands to produce commodities, deliver ecosystem services and reduce the risk of soil acidification. This encouragement was delivered in the form of seminars, field days, awareness raising articles and site management planning. Key achievements (in excess of targets) that have resulted from these capacity building activities include 7,950 hectares covered by nutrient management plans and 5,300 hectares under improved land management practices. An additional benefit of this project has been the opportunity for the development of delivery partnerships with service providers in addition to DPI
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Annual Natural Resource Management Report
> Catchment condition statement
Biodiversity
Excellent native vegetation is present on public land in The following observations were made during threatened the rich and diverse forests of the national parks, but flora and fauna project delivery: there are also significant portions of nationally important > Another release of Brush-tailed Rock Wallaby into the wetlands and some priority EVCs on private land. This Grampians National Park and the first signs of breeding vegetation is often fragmented, as much of the native > Extensive surveys of Southern Brown Bandicoot and vegetation has been cleared for agricultural use. Riparian Long-nosed Potoroo detected numbers at numerous vegetation along the waterways often provides good sites, with dense understory vegetation cover found to habitat corridors and provides opportunities for creating influence occupancy linkages. > Grid monitoring for Striped Legless Lizard revealed a Native vegetation on private land in the area is under large number of individuals threat from land use practices such as grazing and > Successes in identifying new populations of threatened cropping, which result from a combination of insufficient flora species including threatened grassland flora knowledge and incentives for landholders. Native > Recovery directions for the Orange-bellied Parrot vegetation is often fragmented, especially across private have changed dramatically with news that the wild land, resulting in a loss of ecological function. Pest plants population was in peril and animals are competing with, or reducing native > The largest number of Southern Right Whale recorded vegetation. Threatened fauna species suffer from a loss off the coast in recent times in quality, quantity and connectivity of habitat and also > Substantial numbers of the Southern Bent-wing Bat at from predation and competition from introduced animals. three sites Drought and climate change are aggravating factors. > An increase in numbers of the Eastern-barred Bandicoot A number of species listed under the Australian Federal at the Hamilton Parkland population and confirmation Government’s Environmental Protection and Biodiversity that fox predation is the leading cause behind the Conservation (EPBC) Act and the State Government’s Flora decline of the mammal species. The Hamilton Parklands and Fauna Guarantee (FFG) Act are present in the project will become the key population for conservation on area and are considered key biodiversity assets. mainland Australia and will provide stock establishment for other populations.
Below left: Volunteers collect water samples Below centre: Eastern-barred Bandicoot numbers increased at Hamilton Parklands Below right: Endangered Orange-bellied Parrot
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Annual Natural Resource Management Report
Inland aquatic ecosystems This problem of insufficient data is common to many catchment regions in Victoria. For this reason, DSE is Three high value reaches have agreed ecological flow currently developing a methodology to assess landscape objectives (Glenelg River between Rocklands and condition. Glenelg Hopkins CMA will participate in the the estuary), with flow levels being monitored daily. trialling of this methodology over 2010. The eventual Land Objectives are not being met at any of these reaches Health Index will utilise existing knowledge to evaluate due to low flows, climate change and limited or no current condition. It is expected that this tool will provide environmental allocations. Glenelg Hopkins CMA with the capacity to evaluate Overall, the condition of water quality could be current land and soil condition against a Victoria-wide considered poor, with two targets being met (or having standard. the potential to be met) and another four not being met. In the meantime, it can be observed that approximately Water quality is judged against two sets of criteria - State 81 per cent of the region has been cleared for agriculture. Environmental Planning Policy (SEPP) guidelines and This has increased susceptibility to such threats as regional guidelines (developed from SEPP but modified to dryland salinity and acidification. Area-specific threats take account of regional conditions). include erosion (wind and water), soil structure decline Nutrient targets are consistently not met across the and nutrient decline. Decline of soil organic matter is an catchment, with nutrient concentrations showing emerging threat across the catchment which is linked to increases over short (five-year) and long (20-year) the drying conditions associated with a changing climate. periods. This trend can be attributed to a number of Invasive plants and animals pose some of the most factors, including land use change from grazing to significant threats to Glenelg Hopkins regional assets. broad acre cropping in large parts of the catchment and Invasive animals declared under the Catchment and Land intensification in some animal industries. In spite of these Protection Act 1994, such as rabbits and foxes, are well conditions there has been no increase in reported algal established. In addition, feral goats, carp and pigs are also blooms within the region. present in smaller isolated populations. These declared Salinity is the second worst performing target with almost pest animals have caused widespread economic and half of surveyed sites not meeting objectives. In their environmental impact and have significant potential for natural state, a number of waterways of the Glenelg further impact. Hopkins region have had high salinity. This has been The Glenelg Hopkins Regional Weed Plan 2008-2012 exacerbated by historical land clearing as well as water describes weeds as among the most serious and costly abstraction and an extended period of low inflow leading threat to primary production and native biodiversity to reduced discharge. However, it should be noted that in the region. The environmental impact of weeds is salinity has been decreasing over the short and long term. considered significant. Targets for turbidity and pH have both consistently been The Department of Sustainability and Environment (DSE) met, however turbidity has been increasing over the last species-led approach (prevention and early intervention) five years. to invasive plants and animals has minimised the risk of high risk invasive plants and animals from establishing and Land health adversely impacting on regional environmental, economic and social assets. All 23 infestations of State Prohibited To form a condition statement around land health, two Weeds have been monitored and successfully treated aspects need to be considered – soil health and pest plants towards eradication. All 45 infestations of Regionally and animals. For the Glenelg Hopkins catchment, there is a Prohibited Weeds have been monitored and successfully recognised lack of quality information that can be used to treated towards containment and were prevented from define land health condition, both current condition and spreading. No new high risk invasive animal introductions any condition change. have been recorded in the region. In terms of the condition of regional soils, there is DSE’s implementation of the asset-based protection insufficient knowledge to form assessments of salinity, approach to invasive plants and animals has contributed erosion, acidification, compaction, organic carbon level to the protection of several high priority regional assets or other threats to soil health. Until such time as sufficient including: data is available and/or a methodology for evaluation of > Lower Glenelg River High Conservation Aquatic soil condition using existing data or technology becomes Ecosystem available, soil condition in the Glenelg Hopkins catchment cannot be evaluated. > Harrow-Kanagulk encompassing the upper Glenelg River > Grampians National Park and surrounds > public land areas adjacent to the Lower Glenelg River.
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Annual Natural Resource Management Report
Environmental stewardship Community capacity
It is acknowledged that land managers should meet a basic It is difficult to form a condition statement around the level of environmental responsibility or duty of care. The capacity of the regional community to support Natural support of environmental stewardship activities provides Resources Management (NRM) outcomes. Similarly, it is a means of remunerating landowners and managers difficult to measure success (against targets) or provide who provide a longer-term public benefit that exceeds quantifiable evidence on the impact of community their environmental responsibilities. An example of a capacity activities. This would require research and a longer-term public benefit is the protection of remnant comprehensive survey exercise which is not likely to be vegetation from stock access for improved water quality achievable on an annual basis. in a catchment. Generally, most projects in the region contain a There are no targets to measure environmental community capacity element which differs depending on stewardship in the Glenelg Hopkins region, neither is the scale and objectives of the project. there a direct condition statement that can be made. The following observations may provide an impression of However, reference can be made to the effectiveness of how the capacity of the regional community to support environmental stewardship activities. NRM outcomes has been influenced: For example, Trust for Nature covenants remain an > To increase participation in environmental activities, the effective means of protecting private bushland because provision of information will better inform landholders they are a legally binding agreement that remains on about environmental issues the property title. Supplementing these covenants is the > By empowering people, they are more likely to adopt Trust for Nature stewardship support program whereby good environmental practices landowners are provided with ongoing land management > Increased awareness and skills create better land support. managers It is expected that the delivery of the Trust for Nature > Direct contributions from industry groups into the program in 2009-10 will lead to the protection in development of projects can enhance the quality and perpetuity of 373 hectares of high priority, ecologically effectiveness of delivery significant vegetation types, including plains, grassy > Utilising existing networks and reputations of industry woodland and freshwater meadows. In addition, important groups has enabled efficient communication and drought refuges will be provided for species such as the engagement and has enhanced relationships Flora and Fauna Guarantee Act - listed Brolga. > Funding and provision of support to groups remains an One of the major outcomes of the Crown Frontage Review effective means of project delivery is the security and protection that is provided for Crown > Various monitoring activities increase community water frontages. The long-term protection that remains awareness and understanding (as well as institutional with the title (not the landholder) will lead to improved capacity) on environmental, social and economic river health. impacts Observations from CMA projects reveal that the success of > Significant change in the knowledge and skills of environmental stewardship activities (and environmental farmers and farm advisors was achieved as a result of outcomes) rely on the provision of accurate information participation in workshops, field days and incentives and advice on the site, incentives, effective marketing programs. and good field staff. Empathy with landholders and an understanding of their needs is equally important.
Below left: Environmental monitoring raises community awareness Below centre: Large scale revegetation at Caramut Below right: Planting Day volunteers
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 22 Glenelg Hopkins CMA
Annual Natural Resource Management Report
> Management activity locations
Figure 1 presents a map of activity locations for the 2009-10 year. This map represents project locations. At each location a number of activities have occurred the outcomes of which may address multiple headline themes. In addition, the scale of the map makes it difficult to distinguish between activities in “cluster areas”. For these reasons, this map under-represents both activity and the depiction of headline themes. It should also be noted that these activity locations depict a point on the map and are in no way representative of project area or area of impact.
Figure 1: Management activity locations by headline theme
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 23 Healthy Landscapes > catchment health overview > waterway health overview > the coastal program
Catchment Health Overview
Catchment Health coordinates the protection and improvement of land health and biodiversity within our region. Sustainable and integrated management of soils, flora and fauna, pest plants and pest animals are key factors for the achievement of a healthy ecosystem. These activities include maintaining relations and service delivery with key land and biodiversity stakeholders and the regional Landcare program.
Catchment Health
The Catchment Health portfolio incorporates community CHALLENGES capacity building, biodiversity, pest plants and animals, soil decline and salinity programs. > In spite of the ongoing implementation of the Orange- bellied Parrot recovery plan, the numbers of this species have declined seriously. The OBP recovery team is HIGHLIGHTS implementing response actions, focusing on habitat protection and breeding in captivity > Scar Tree Identification in the Upper Glenelg > Feedback from Landcare groups consistently nominates > The Glenelg Hopkins Soil Health Strategy and Plan 2009- the loss of a facilitator as the number one limiting factor 2014 was launched at Sheepvention in August 2009 by inhibiting group function. Facilitators have assisted Victorian member for Seymour Mr Ben Hardman MP in application writing, submission of reports, group > Glenelg Hopkins CMA partnership with the Gunditj planning, project management and group governance. Mirring traditional owners In the 2008-09 year, the Glenelg Hopkins CMA employed > The release of the draft Regional Pest Animal Plan seven facilitators working across the catchment. 2010-2014 Through funding changes the CMA no longer has the resources to provide this level of service to groups. > The launch of the Regional Weed Plan 2009-2012 and booklet Weeds of the Glenelg Hopkins Region in August 2009.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 24 Healthy Landscapes
Regional biodiversity protection and management
Key Objective: To improve the quality of native vegetation on private land and improve protection and management of significant biodiversity assets.
Biodiversity program achievements include: > Another round of Wetland Tender > Bush Tender participants compliant with management agreements > Discovery of new population of threatened flora species.
Bush Tender Threatened Species
Under the Bush Tender 2007-08 project, management plans The delivery of Threatened Species Recovery Plans for 39 were signed to protect and enhance 2,800 hectares of species of flora and fauna involves on-ground works to native vegetation on private land. Landholders who signed increase habitat quality or quantity, active manipulation up their sites under Bush Tender have implemented the to increase species and population viability, monitoring, management actions agreed for the first year. evaluation, reporting and ensuring a high level of Monitoring has showed compliance by more than community interest and contribution. 90 per cent of all landholders. A total of 751 hectares In Spring 2009, five new Brush-tailed Rock Wallabies were of native vegetation under the Bush Tender agreement released into the Grampians National Park. The release will be protected by newly established legal covenants. had excellent media coverage. Current known animals at During the establishment of the agreements a number of the site are five females and two males with the location landholders have increased the area to be permanently of other animals - one female and two males - unknown. protected beyond the boundaries of their Bush Tender Food and water conditions remain excellent. The next sites. supplementation is planned for Spring 2010. In addition to the release of the Brush-tailed Rock Wallabies, other highlights include a new population of 50 Elegant Spider-orchids which was discovered in the Black Range State Forest. Several new sub-populations of the Maroon Leek-orchid were also discovered. Natural pollination levels of several species of orchids were much higher than in previous years. As a result, hand pollination was not required. There may be a correlation between rainfall and pollinator limitation.
Below left: Second Generation Landcare funded 51,638 trees and guards Below centre: Australian native orchid Below right: Partnership project at Caramut
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 25 Healthy Landscapes
Regional biodiversity protection and management
Partnership Projects Scar Tree Identification in the Upper Glenelg There was a review of guidelines and the introduction of new processes in the Partnership Projects in the past 12 Under the Large Scale River Restoration program funded months following a change in focus from CMA investors. by the Victorian Government, Waterway Action Plans The concentration on specific areas within our catchment (WAPs) are being implemented through the Upper Glenelg has allowed some projects to achieve a high degree of catchments. biodiversity connectivity between adjoining landholders. Part of the action plans involves identifying any significant Examples of this approach are the River HEROs (High cultural heritage sites that may be discovered during the Environmental Return Opportunities) program in the field survey works. Framlingham area and the G5 Waterway Action Plan along Aboriginal Scarred Trees come under this category and the Glenelg River near Balmoral. during the Upper G5 and G3 WAPs, quite a few trees were The Framlingham HEROs project resulted in 15 kilometres identified. of riparian fences established and 121 hectares of riparian Not all trees will be authentic as there are a variety of land improved through weed eradication and stock causes for scars appearing on trees including: exclusion. The G5 WAP project resulted in 22 kilometres of river protected through fencing and 667 hectares of > trauma damage remnant vegetation protected. > lightning strikes Other Partnership Project highlights included the > fire damage protection and enhancement of 155 hectares of wetland > branch tears in the Glenelg Basin and the protection of 405 hectares of remnant vegetation on the Victorian Volcanic Plain, > insect damage including 17 kilometres of stream frontage. > bird damage. A cross property management plan was established in All the trees found during the survey work have had the Dartmoor area that was supported by 12 Partnership GPS coordinates noted and photographs taken and will Projects, protecting and linking 153 hectares of remnant eventually be formally identified through consultation vegetation. with Aboriginal Affairs Victoria. More than a decade since its inception, the Partnership It is vitally important to protect these sites as clearing and Project scheme is still a vital source of technical and fire damage have reduced the number of Scarred Trees left. resourcing support for land managers undertaking to They provide an important link with indigenous history. protect and enhance the more important natural assets of our landscape.
Below left: Aboriginal Scarred Tree in the Upper Glenelg region Below centre: A survey of the condition of 250 wetlands was conducted Below right: Glenelg Hopkins supports agricultural field days
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 26 Healthy Landscapes
Regional biodiversity protection and management
Second Generation Landcare Wetland Tender Grants 2009-10 The pilot Wetland Tender has had a very successful uptake This year Glenelg Hopkins CMA received $300,000 through this year. The project is still being implemented, but due to the Second Generation Landcare Grants program which high landholder interest, the CMA has been able to secure the CMA administers to Landcare groups and networks. funding for a second round. The Wetland Tender targets This funding provides a stream of State Government funds wetlands and adjacent remnant vegetation on private land to support Landcare groups in activities which include in the project area covering the area west of Hamilton, on-ground work, such as pest control, remnant vegetation from Edenhope in the north down to the coast. protection, revegetation and community engagement. The tender was promoted through advertisements and This year the Second Generation Landcare Grants were articles in the local media and a direct mail-out to all oversubscribed with many good quality applications from eligible landholders with a wetland on their property in community groups. Glenelg Hopkins CMA received 34 the project area. applications and of those, 22 applicants where successful. The mail-out resulted in 22 landholders registering their Second Generation Landcare Grants snapshot interest in the tender. So far, 85 per cent of all registered > 6,082 hours in-kind group labour from landholders sites have been assessed and management plans are currently being developed. > 76kms fencing The landholders will use the management plans to develop > 51,638 trees and guards a bid that will reflect their costs. Bids will be evaluated > 101kms direct seeding on a value for money basis early in the 2010-11 financial > 8 newsletters, 5 pamphlets, 5 fact sheets and year. This process mirrors the successful tender process 13 newspaper articles undertaken for Bush Tender. > 3 workshops, 11 field days and events > 2 signs > 1,134 ha sprayed and removal of pest plants > 20.5 ha rabbit habitat destruction.
Bush Tender concept makes Additional information was provided by the CMA on weeds, economic sense pest animals and networks such as Landcare. The information helped James and Sue form an action plan, James and Sue Smith own a property near Glendenning which included protection and enhancement of five different to the west of Rocklands Reservoir. The Smith family sites of remnant vegetation on their property. has successfully applied the tender concept to help The actions in the management plan formed the basis on manage the family’s property. which James and Sue calculated their bid. They considered James and Sue farm sheep and have various sections of their costs like material and labour and ongoing weed control. property that contain good quality native vegetation. The five-year management plan involved the Smiths receiving “The bush blocks were open to grazing but the area wasn’t annual payments for controlling rabbits and foxes, erecting very productive to stock. We wanted to fence off the bush fences and managing weeds. blocks but had other priorities to spend money on. “When our bid was successful we were both very excited about “We thought that Bush Tender would provide the financial the prospect of getting paid for conservation measures on the means to fence and manage the bush blocks,” James said. farm,” Sue said. James and Sue read about Glenelg Hopkins CMA’s Bush “We have already seen a remarkable change at some of the Tender incentive program in 2007. sites. The vegetation is coming back and the sites also provide After registering their expression of interest, the site was us with a great escape from everyday life on the farm,” James assessed by Glenelg Hopkins CMA. The CMA calculated and Sue agreed. the biodiversity values of the block and found a number of significant species. “I would highly recommend the tender process as an alternative way for people to make a financial return from their property. “One of the blocks has a number of spider orchids and a rare grass tree which the CMA were very interested in,” James ”We pay rates on the bush blocks, so why not get a return said. on them? This tender has provided a win-win for us and the The information collected at the site was developed into a environment,” James concluded. management plan containing specific management actions. 27 Healthy Landscapes
Regional Pest Plans
Draft Pest Animal Plan 2010-2014 Regional Weed Plan 2009-2012
Effective pest animal management is a key element in The Regional Weed Plan was launched at Sheepvention protecting the biodiversity, maintaining land health 2009 by Mr Ben Hardman MP. The plan provides direction and improving the economic, social and environmental on preventing the introduction and establishment of new wellbeing of the Glenelg Hopkins community. weeds in the region as well as reducing the impact of The draft Glenelg Hopkins Regional Pest Animal Plan will established weeds on environmental, social and economic guide the direction for effective pest animal management assets. A booklet – Weeds of the Glenelg Hopkins Region across the region for the next four years. The plan has – was also released. It provides all land managers with a been developed in accordance with the Invasive Plants locally relevant field guide for identifying environmental and Animals Policy Framework and Glenelg Hopkins CMA and agricultural weeds. Regional Catchment Strategy. The plan outlines prevention, early intervention and eradication, reduction and containment and asset- based protection as the key strategies for pest animal management. The plan also outlines a series of principles, goals and actions to guide government and community investment in pest animal management. A technical reference group comprising representatives from Glenelg Hopkins CMA, Department of Primary Industries, Department of Sustainability and Environment, Parks Victoria and Southern Grampians Shire has collaborated over the past year to develop the plan. Community consultation will take place for six weeks commencing in June 2010. A final Glenelg Hopkins Pest Animal Plan is expected to be endorsed by early 2011.
Below left: The draft Glenelg Hopkins Regional Pest Animal Plan was released Below centre: Carp management is a challenge Below right: Willows at Grassmere on the Merri River
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 28 Healthy Landscapes
Land Health preparation for emerging threats
Key Objective: Maintain healthy and stable soils by addressing threats such as erosion, acidification and salinisation.
The Land Health program achievements include: > Launch and implementation of Soil Health Strategy and Plan > National Landcare Facilitator role based in the region > Industry partnerships to deliver sustainable farm practices.
The Land Health program has included three programs during 2009-10:
Victorian Investment Framework Land Health Reducing the risk of Soil Acidification
The partnership between Glenelg Hopkins CMA and Glenelg Hopkins CMA formed partnerships with Southern DPI Sustainable Landscapes has further developed over Farming Systems and WestVic Dairy to increase knowledge 2009-10. DPI staff have provided a service to farmers of and skills of farmers to reduce the risk of soil acidification the Glenelg Hopkins catchment, with the majority of the on farm land. Eight workshops and two field days were output targets set for the year’s delivery fully delivered or held with 201 farmers attending. exceeded. Under the facilitation of WestVic Dairy, 54 dairy farmers More than 200 farmers have received technical advice that developed Nutrient Management Action Plans to support has contributed to farm operation. More than 50 farm their decision-making on fertiliser and lime applications plans have been developed bringing about 20,000 hectares over three years. A workshop informed 24 agronomists of farm land under improved management. DPI officers and farm service providers of the latest developments in have directly supported the progressive implementation of soil acidity research and management. 35 existing farm plans. RMIT University Hamilton will provide an independent Thirty-nine Partnership Project agreements have been assessment of the 2009-10 project delivery. On all key established to support on-ground works to reduce the assessment areas, the project had achieved improved threat and impacts of dryland salinity. As a result of these knowledge and skills. The target for workshop and field works, almost 250 hectares of salinity discharge have been day attendance of 300 participants was not met. revegetated in high priority groundwater recharge areas. There are plans for the partnerships to continue into An improved cooperative and consultative approach to 2010-11 with a target of 25 croppers improving nutrient project planning has produced improved quality Land management through the adoption of precision Health projects to be included within the CMA’s Victorian agriculture technology and another 50 dairy farmers Investment Framework bid for 2010-11. The process will develop Nutrient Management Action Plans. DPI provided an opportunity for all DPI staff to contribute to Sustainable Landscapes will work with 25 grazing or mixed- project development. operation farmers to adopt farm practices that will reduce Projects were aligned to Victorian Government priorities salinity and acidification risks to soils and improve organic and will contribute to the ongoing implementation of the carbon levels. Glenelg Hopkins Soil Health and Salinity Plans.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 29 Healthy Landscapes
Land Health preparation for emerging threats
National Landcare Facilitator S O I L H E A L T H P L A N L A u N C H A T Sheepvention The National Landcare Facilitator has been a Caring for our Country initiative to promote the adoption of sustainable The Glenelg Hopkins Soil Health Strategy and Plan farm practices. 2009-2014 was launched at Sheepvention in August 2009 In the delivery of this role, the Land Health program has by Victorian member for Seymour Mr Ben Hardman MP. supported six field days and 10 workshops over 2009-10 in The strategic document was launched to an audience partnership with community Landcare and productivity of farmers, agency staff and media. The plan will guide groups and industry bodies. More than 15 articles government agencies in supporting farmers in their efforts promoting Caring for our Country priorities have been to improve soil health within productive and profitable published in industry newsletters and local, regional and agricultural enterprises. state newspapers. Three brochures have been published promoting soil health and Caring for our Country initiatives. Sponsorship was provided to the Dairying For Tomorrow Natural Resource Management Award at Great South West Dairy Awards. In partnership with the CMA, Heytesbury District Landcare Network and Dairy Australia prepared a Caring for our Country Open Grant application to extend the Reducing the Risk of Soil Acidification project into the Heytesbury catchment of the Corangamite CMA. In recognition of the fishing industry in the south-west, a relationship has been established with OceanWatch to increase awareness of land-based activities impacting upon the fishing industries of south-west Victoria.
Below left: Landcare is active in the catchment Below centre: The CMA engages with the community at Sheepvention Below right: The CMA and partner agencies focused on soil health
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 30 Healthy Landscapes
Waterway Health Overview
Key Objective: Maintain and enhance the ecological health of the region’s water resources and waterways while maintaining economic and social development.
H I G H L I G H T S
> The allocation of environmental flows to the Glenelg > Sea level rise policy was implemented through the River through regulated summer releases as well as translation of predicted sea level rise into flood advice passing flows in winter/spring were monitored to and planning referrals. The impact of sea level rise of evaluate the impacts on in-stream ecology. These 0.8-metre on flood levels at Warrnambool, Port Fairy environmental flows resulted in a significant increase and Narrawong has now been modelled and made in wetted habitat and stream connectivity, diverse fish available. The Portland flood study started in June populations, and improvements in water quality this year > HEROs (High Environmental Return Opportunities > The ‘Our Coast 2009-10’ program commenced with projects) on the Hopkins River and Mt Emu Creek at community engagement activities and an on-ground Framlingham had a good uptake resulting in works component of remnant vegetation protection, 12 kilometres of fencing and weed control along indigenous revegetation, weed identification and 21 kilometres of waterway management and protective fencing. > The Crown Frontage Review and update focused on the upper G5 subcatchment where there was a substantial CHALLENGES response to review licences and fence off frontages. Two projects were the largest Crown frontages reviewed and > Adequate resourcing of statutory functions updated in Victoria to 30 June 2010 > Sourcing adequate resources to support integrated > As a result of the Wetlands of the Wannon project, planning and project delivery in the coastal area four landholders fenced 465 hectares of wetlands in > Sourcing adequate resources for community the Wannon River floodplain and agreed to exclude engagement in estuary entrance management stock over winter and spring. They will participate in > The Glenelg River is under significant ecological stress monitoring over four years to assess the impact on and will require future support through environmental wetland ecology, soil health, and water quality water deliveries > Implementation of the G5 WAP and completion of > Finding solutions for the oversubscription of the G3 WAP with roll out of incentives for riparian environmental works in the Upper Glenelg catchments. protection > Index of Wetland Condition assessments were completed for 250 wetlands in the region in conjunction with DSE. This was the first comprehensive wetland survey in the region > The Beaufort flood levels were declared and a new flood study for the Merri River in North Warrnambool was completed
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 31 31 Healthy Landscapes
Waterway Health Overview
W ater flowing into the G L E N E L G Regulated releases R I V E R F R O M R O C K L A N D S R E S E R V O I R Regulated environmental allocations for 2009-10 water With limited environmental water available in the year (commencing 1 November 2009) were positive drought, there was not enough to meet all river flow aims compared to recent years. A total of 3,747ML was released for the Glenelg River in 2009-10. Therefore, the aim of between November and May 2009-10. In addition, 1,661ML water delivery was to provide a summer base flow through were allocated and released to the Glenelg River through the high-value section of river from the 5-mile outlet to compensation flows which were managed in conjunction Fulham Bridge as a priority, and then through the length with the environmental entitlement. of river from Rocklands Reservoir to the Chetwynd River. According to the Annual Watering Plan (AWP) this amount As in the previous year, the base flow was aimed at allowed full implementation of priority summer baseflows connecting key habitat for aquatic life and improving into the Glenelg River between Rocklands Reservoir and water quality in drought refuge pools for platypus and Harrow. native fish over the summer and following seasons. However, monitoring showed summer base flows were consistently below flow recommendations because a Passing flows lot more water than was available would be needed for greater improvement in river health. The targeted section There were sufficient inflows into Rocklands Reservoir to of the river, along with the rest of the Glenelg River, is still justify unregulated releases into the Glenelg River over the under significant ecological stress and will require future winter and spring in 2009-10. This was the first time since support through environmental water deliveries. Rocklands Reservoir’s construction that passing flow rules have been in place, which are a result of water savings from the Wimmera Mallee pipeline being returned to the Carp management environment. A scientific review of the Glenelg River Carp monitoring Passing flow rules require GWMWater as the storage program has been completed by Kingfisher Research operator to pass specified inflows to Rocklands Reservoir, on behalf of Glenelg Hopkins CMA to determine the which means a portion of inflows to the reservoir cannot cost and time efficiency of current methodologies, the be harvested for consumptive use and must be released appropriateness of the number and range of monitoring into the river downstream. The passing flow rules were locations and the effectiveness of program delivery developed by Glenelg Hopkins CMA in conjunction with to ensure retention of knowledge and maintenance of GWMWater and require up to 75ML/day to be passed at regional capacity. Rocklands Reservoir into the Glenelg River from June to The review found that since 2001, the monitoring program November. has been delivered to a high standard and produced In total, 7,405ML were delivered to the Glenelg River via excellent field data on the distribution and abundance of passing flow rules from August to December 2009. carp. Recommendations for improving the program included: > reducing effort and cost by moving the focus of the program from netting to boat electrofishing
Below left: Wannon River, Cavendish > using a series of regularly sampled baseline and Below centre: There were good inflows into Rocklands Reservoir rolling sites Below right: Screens assist with carp management > prioritising a number of research priorities > integrating carp management and broader NRM projects.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 32 Healthy Landscapes
Waterway Health Overview
Carp Monitoring For the Framlingham/Mt Emu Creek project, 15 landholders have carried out projects which include 12 kilometres of Carp monitoring in the Glenelg River in conjunction with fencing and weed control over 90 hectares and Victorian Environmental Flows Monitoring Assessment 21 kilometres of waterway. Program (VEFMAP) was completed this year, with preliminary reports showing juvenile carp were caught at Coupled with existing fencing, both sides of the Hopkins 5-Mile and Clunies Hole (both known carp sites) and Moree River from Framlingham township to the bottom of Reserve. Framlingham Forest (river length 18 kilometres) will be fenced upon completion of this project. This indicates recruitment occurred in the last 12-14 months and that carp had moved downstream from Another HEROs project is along Fiery Creek in the Upper Clunies Hole since the last surveys. An adult carp was also Hopkins Catchment. Along Fiery Creek, works completed caught further downstream near Dergholm. A total of 33 include the installation of three kilometers of fencing with carp were found during the surveys, most at Clunies Hole an additional eight landholders agreeing to fence and Moree Reserve. 11.5 kilometres.
H I G H E nvironmental R et u R N Crown frontage review project Opportunities (HEROs ) ‘The Review of the Management of Riparian Land The HEROs program funded by the Victorian Water Trust in Victoria’ report undertaken by The Public Land has assisted landholders and land managers to undertake Consultancy highlighted the renewal of Crown frontage waterway protection works in the Framlingham and licences across Victoria. Within the Glenelg Hopkins CMA lower Mt Emu Creek areas which had previously not been region there are 630 Crown frontage licenses covering priority funding areas for many years. 4,290 hectares. The project area extends from Framlingham on the Hopkins Formal meetings were held with landholders in one of River to the junction with Mt Emu Creek, then along Mt the priority areas in the Upper G5 subcatchment with an Emu Creek to Ayrford Road near Terang, an area identified unprecedented response to review licences and fence off as having significant environmental and cultural values. frontages. Two of these projects are the largest Crown frontages to be reviewed and updated in Victoria. The project has undertaken new river health projects to link prior river health works to create a continuous protected corridor along both rivers. Many projects already exist along these rivers and filling in the gaps creates maximum environmental benefits at low cost and effort.
Upper Glenelg Crown Frontage review Uptake in this area was due to the increased incentives provided to landholders to undertake protection works on their Glenelg Hopkins CMA undertook the Crown Frontage frontages. They also benefited from reduced rental on their Review in the Upper Glenelg region in conjunction licences, not to mention improved stock management and with a Waterway Action Plan. This action plan enabled stock health. landholders to undertake fencing and revegetation works to protect both freehold and Crown Frontages along this “There are a number of reasons why I agreed to fence off the section of the Glenelg River. Crown Frontages,” said Ian Ross one of the landholders taking There was unprecedented response to the priority Crown part in the program. Frontage Review in this area. Landholders agreed to renew “I have been here all my life. I have seen the decline; I have conditions on 12 licences and protect approximately 29 kilometres and 436 hectares of Crown frontage and an seen the impact of the drought. What you see here are the last additional 110 hectares of other Crown land tenure. of the remnant trees. This is a beautiful part of the river and we Two landholders in particular have agreed to protect a need to provide protection from stock. considerable amount of Crown frontage. One landholder has “Taking up the CMA incentives and fencing out the stock agreed and has already commenced fencing off four licences will provide community benefit. People camp in the area, with an area of 195 hectares of Crown frontage and another 110 hectares of additional Crown land. The other landholder it will increase the diversity of the birds and wildlife and the will protect five licences constituting an area of 191 hectares. recreational fishing will be improved.” 33 Healthy Landscapes
Waterway Health Overview
W etlands of the W A N N O N between Moree and Salt Creek, including the Chetwynd River and Powers Creek catchments. Additional WAPs to The floodplain wetlands of the Wannon River between cover the rest of G3 sub-catchment will be developed over Cavendish and Dunkeld are the largest floodplain wetlands the next two years. in the Glenelg River system and have the capacity to act as a substantial nutrient sink to the priority waterways of the South West Flagship area. Implementation of G5 WAP The Wetlands of the Wannon project aims to maximise the A major fencing and revegetation project is underway filtering capacity of these floodplain wetlands and restore along waterways in the Upper Glenelg River catchment. them as the ‘kidneys’ of the Glenelg/Wannon system. It The works, which are being carried out by 25 local also aims to take the preventative measure of reducing landholders from the Balmoral community in partnership nutrient and saline inputs to the river from surrounding with the CMA, will result in more than 70 kilometres of agricultural land through improved farming practices. waterway being protected, including over 100 kilometres This year has seen four landholders fence off broad of fencing, 800 hectares of remnant vegetation protected sections (465 hectares) of the floodplain and strategically and 145 hectares of revegetation. exclude stock from this area between June and February More than $500,000 will be distributed to the Balmoral each year, with grazing for the remainder. Landholders landholders towards the cost of works over two years. The received grants towards the land-class fencing, as well as project is part of the Victorian Government’s Large Scale the first of four annual stewardship payments (four-year River Restoration Program. program). Monitoring of ecological change is being undertaken Index of Wetland Conditions (IWC) by a consultant, with DPI officers undertaking the soil health and pasture components of the monitoring Glenelg Hopkins CMA was involved in assessing the program. Several potential new species of Nitella (a green condition of wetlands across the region between October freshwater macroalgae) were identified in the seed bank and December 2009 using a method called the Index of trials, along with the Ranunculus diminutus (Brackish Wetland Condition (IWC) developed by DSE. Plains Buttercup) and an unidentified species of orchid Approximately 250 wetlands were assessed, many in the during the vegetation surveys. Anecdotal assessments Boiler Swamp, Mundi-Selkirk and Lindsay-Werikoo systems from participants of the environmental, productivity and in the west of the Glenelg catchment, as well as some in aesthetic benefits of the project have been extremely the Lower Glenelg and Discovery Bay National Parks and positive. the Cobden, Terang, Woorndoo Hopkins and Willaura areas. Assessments were also conducted across other G 3 W A T E R W A Y A C T I O N P L A N Victorian CMA regions.
The G3 sub-catchment is located in the north-western Data collected has been entered into the IWC Data section of the Dundas Tablelands bio-region. G3 has been Management System, with scorecards to be produced classified as a high priority sub-catchment within the for each wetland detailing condition of its catchment, Glenelg Hopkins River Health Strategy. physical form, hydrology, water properties, soil, and biota. Threats to the environmental assets of the G3 area include existing sand and sediment, loss of in-stream habitat, bed These scores will provide a better understanding of instability, degraded riparian vegetation, stock access, wetland health across Victoria, enabling CMAs to better poor water quality, invasion of weeds, salinity and rabbits. target programs and funding to assist landholders in wetland management. To address these issues, a Waterway Action Plan (WAP) identified sites of environmental degradation and set the strategic direction for an improvement in waterway Beaufort flood levels health, including identification and implementation of on- The 2008 Beaufort Flood Study determined one per cent ground works. Annual Exceedance Probability (AEP) flood levels and The study area covered approximately 520 square extents for Yam Holes Creek, Cemetery Creek, Ding Dong kilometres and incorporated the Glenelg River catchment Creek and Cumberland Creek. The CMA advertised the intent to declare flood levels in February 2010, with the submissions invited until 10 April 2010. No submissions were received and flood levels were declared without alteration in May 2010.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 34 Healthy Landscapes
Waterway Health Overview
Revised flood levels for S u ccessf u L F u N D I N G P R O P O S A L F O R North Warrnambool Portland Flood Investigations project
Following revision of the 2003 North Warrnambool Flood The CMA, supported by Glenelg Shire Council, was Study, the CMA lost confidence in the one per cent AEP successful is securing funding from the 2010 Victorian flood levels and extents determined by the study. In Flood Studies program to undertake the Portland Flood response, Warrnambool City Council, supported by Glenelg Investigations Project. The project will develop and Hopkins CMA, commissioned the North Warrnambool calibrate a detailed hydraulic model of Salt Creek, Floodplain Management Plan Implementation Project. Fawthrop Lagoon and lower reaches of Finn Creek and The project has two objectives and is intended to be Wattle Hill Creek before determining one per cent AEP delivered in two distinct stages: flood levels and extents. > to develop and calibrate a detailed hydraulic model to The project will also identify the impact on flood levels determine revised one per cent AEP flood levels for the of 0.8-metre sea level rise by 2100. It is expected that the Merri River and Russells Creek floodplains within the project will be complete by the end of 2010. North Warrnambool area S ea level rise policy > to use the calibrated hydraulic model to develop detailed designs for flood mitigation works along In December 2009, the Minister for Water issued interim Russells Creek, including determination of post- guidelines for the inclusion of provision for sea level mitigation flood levels. rise into coastal flooding advice. To implement these guidelines, the Glenelg Hopkins CMA has provided flood The first stage of the project has been completed and advice and planning referral responses that include revised flood levels and extents are now available. These allowance for a 0.8-metre sea level rise. To provide reliable results are considered to be the best available information information on the impacts of sea level rise on flood levels, for the North Warrnambool floodplain and will now be the CMA has now completed models for Warrnambool, used for providing flood advice and responses to planning Port Fairy and Narrawong, and has commenced a study permit referrals. for Portland.
Works on Waterways permitting processes for 2009-10
Number of applications received 104 Number of applications approved 98 Number of applications rejected 4 Number of investigations 10 Number of illegal/unauthorised works 5 Number of field/site inspections (208) Number of permits inspected on expiry (217)
Planning Referrals Number of referrals received (Section 55 and 52) 136 Percentage responded to by due date 83% Number of flood level enquiries 309 Percentage responded to by due date 76% Number of certification of plans (Sub division) 6 Percentage responded to by due date 83% Advice provided for Bore, Dam and Surface Water referrals 8
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 35 Healthy Landscapes
The Coastal Program
Key Objective: Protect and enhance the coastal areas of the catchment while providing opportunities for sustainable use and development along the coast.
‘Our Coast 2009-10’ Surry estuary nutrient project comm u N I T Y G R A N T S There is a history of anoxic surface water events in the These community grants provide funds to groups and Surry River estuary, which has led to mass fish deaths individuals to undertake works to enhance or protect following unlicensed, and to a lesser extent, natural coastal biodiversity assets. The ‘Our Coast 2009-10’ openings of the estuary mouth. program combines community engagement activities with A study was undertaken by Deakin University to determine on-ground works components such as remnant vegetation which factors are contributing to anoxic surface water protection, indigenous revegetation, weed identification in the estuary. The report analyses physicochemical data and management and protective fencing. between June 2005 and February 2010 with most sampling Two highlights of the coastal grants program are effort concentrated in the two years 2008 and 2009. protection of approximately 12 hectares of wetland and Results of the study indicated that nutrient loads from riparian habitats at the Glenelg estuary and protection the catchment are not excessive; instead internal nutrient and revegetation of a wetland on the Surry estuary at cycling is an important driver of the high photosynthetic Narrawong. production ultimately responsible for anoxia. Factors such as long water residence times (due to low flow) and good Glenelg estuary telemetry station light climate and sheltered waters in the upper estuary all enhance high productivity. Installation of a telemetry station in the Glenelg estuary The study improves our knowledge of the Surry estuary at Nelson further contributes to the Glenelg Hopkins but importantly contributes more broadly to our CMA’s comprehensive water quality monitoring program understanding of intermittently-closed estuaries. This type by continuously measuring water level, dissolved oxygen of estuary is common along the Victorian open coast and and temperature. The station uses telemetry, which allows the study enables generalised hydrological models of this measurements to be accessed remotely via the phone and estuary type to be further refined. internet. A summary of the data is provided on a weekly basis and included in the CMA’s estuary update and on the website. Other telemetry stations are located in the Surry, Fitzroy and Eumerella estuaries.
Below left: Coastal communities are eager to learn about estuaries Below centre: Telemetry station Below right: The Surry estuary
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 36 36 Community & Environment
> community advisory groups > Victorian Landcare gateway > Organisational partnerships > indigenous nrm project Connecting Communities with Environment
Key Objective: To strengthen community capacity in natural resource management by developing and maintaining key regional relationships.
Community engagement achievements include: > Formation of the Biodiversity and Land Health Advisory Group and the Wetland and River Health Advisory Group > Local Government Liaison > Gundijt Mirring Indigenous Ecological Knowledge partnership project > Recognising Farming Women project.
The relationships and communication with our community 2009-10 community engagement activities included: are central to the Glenelg Hopkins CMA ethos. Close > Lake Bolac Eel Festival working partnerships with residents, landholders and > National Landcare Conference in Adelaide investors thread through all CMA objectives. > local government and community forums It is the integral and respected relationships that have > Waterway Action Plan public meetings driven community engagement between the CMA and the > Glenelg Hopkins Soil Strategy and Plan 2009-2014 launch south west Victorian community for more than 12 years. > Regional Weed Plan 2009-2012 launch and Weeds of the The Glenelg Hopkins communities and the CMA worked Glenelg Hopkins Region release together to deliver community engagement activities > Flood Study community engagement for Portland throughout south-western Victoria. > formation of the Biodiversity and Land Health Advisory Activities included World Wetlands Day, tree planting, Group and the Wetland and River Health Advisory Group revegetation, farm planning, soil testing, catchment > partnership with Wannon Water for publicity and health, fauna protection and funding assistance. awareness raising of water issues While relationships with our community are our key > Estuary Watch program launch focus, strong partnerships have also been forged with > partnership with Conservation Volunteers Australia organisations in the public and private sectors to assist > support for South West Sustainability Partnership and the CMA in delivering its messages and the facilitation of Natural Assets Alliance natural resource management. > field days and environmental sponsorships > Landcare Gateway website training > Recognising Farming Women workshop series.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 37 Community & Environment
Connecting Communities with Environment
Community Advisory Groups Organisational partnerships
Glenelg Hopkins restructured its Community Advisory As an active member of the Natural Assets Alliance Groups following extensive consultation with staff, the Glenelg Hopkins CMA has contributed to the process of Board of Directors and members of the Advisory Groups summarising regional environmental and sustainability themselves. The new structure better reflected the policy and opinion into a direction statement - “Towards operations of the CMA. Environmental Sustainability in the South West”. The On 1 July 2009, the former CMA Advisory Groups were statement identifies key regional goals and actions for the disbanded (most members’ terms had expired) and new next few years. terms of reference drawn up. As a result, two new During the year, a Memorandum of Understanding was Advisory Groups were established – the River and Wetland signed with Conservation Volunteers Australia (CVA) Health Advisory Group and Biodiversity and Land Health and project management staff are now located within Advisory Group. the Hamilton office. The volunteers contributed to the The Glenelg Hopkins CMA Advisory Groups are among the completion of on-ground projects with landholders, local most important vehicles by which the CMA can engage the government and agencies on private and public land. community in the development and adaptive management of the Regional Catchment Strategy, sub strategies and S o u T H W E S T S u S T A I N A B I L I T Y action plans. Advisory Groups provide advice on, and P artnership and N at u R A L A S S E T S are kept informed of strategic direction; monitoring Alliance and reporting of achievements; and review direction in an adaptive management cycle. They do this in their Glenelg Hopkins CMA continues to support a regional respective portfolio area and cooperate with the other approach to sustainability through its involvement Advisory Group where issues integrate and overlap. with the South West Sustainability Partnership Inc (the Partnership). Following an extensive recruitment and selection process, membership for the CMA’s new Advisory Groups was The Partnership’s two working groups, the Natural announced in 2009. Members of both groups participated Assets and Greenhouse Alliances, enhance the capacity in a joint induction workshop in November 2009. of the Partnership to attract funding and engage with the region’s agencies, business and community in Community members of the Biodiversity and Land sustainability related projects. Health Advisory Group are: Glenelg Hopkins CMA participates on the Natural Assets Rob Marshall (chair), Michael Waite, Alliance. Significantly, this year the Alliance submitted Prof Martin Westbrooke, Don Rowe, Robin Jackson, a successful application through the Victorian Local and Kaye Scholfield. Government Sustainability Accord for funding to Agency members include Mark Farrer (DPI), compile a Regional Sustainability Framework for South Andy Govanstone (DSE), and Michael McCarthy West Victoria. The vision for the project is to provide (Local Government). improved capacity for understanding and management of Board Nominee: Director Mike Wagg. sustainability across the region. It will develop an agreed set of indicators for measuring sustainability that can be used by all management agencies in the region to produce Members of the Wetland and River Health Advisory a sustainability report. Group are: Mick Leeming (chair), Michelle Casanova, The Alliance has been an observer and supporter of the Brian Murrell, Jan Barton, Ian Fitzgibbon, Rod Bird Great South Coast Regional Strategic Planning process. It and Don McTaggart. has participated in the process by summarising regional Agency members include Craig Murdoch (DPI environmental and sustainability policy and opinion into a Fisheries), Mick Fennessy (Southern Rural Water), direction statement “Towards Environmental Sustainability Greg Campbell (DSE), Ian Fitzgibbon (Local in the South West”. The statement identifies key regional Government). goals and actions for the next few years. Board Nominee: Director John Sherwood.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 38 Community & Environment
Connecting Communities with Environment
Victorian Landcare Gateway I ndigeno u S NRM P R O J E C T
The Victorian Landcare Gateway is a three-tiered website The Gunditj Mirring Partnership Project began in 2009 as that enables groups to communicate with members at one of two Victorian projects funded under the Australian a State, regional and group level. Groups can promote Government’s Caring for our Country Initiative. activities to a wider audience and be kept informed with The project aligns local indigenous ecological knowledge activities and operational methods of other groups. and contemporary NRM practice with scientific Glenelg Hopkins CMA supports the Gateway and has knowledge. This will be developed into an extension provided training at Hamilton, Portland, Warrnambool program which will be trialled then evaluated, revised and and Ararat to 25 Landcare members to assist them to trialled again in the broader community. Trial sites are manage and promote their sites. being established on Aboriginal-owned and managed land The Gateway and training is free for Landcare and on the Budj Bim Landscape, situated in the Mount Eccles related groups. Landscape Zone of the Victorian Volcanic Plain Bioregion. An Advisory Group oversees the project. Progress is reported and advice is sought at the monthly Gunditj Local Government Liaison Mirring Traditional Owner Full Group meetings. The Local government partnerships aim to strengthen importance of involving the Gunditjmara people through relationships and links between local government all aspects of this project ensures that they maintain communities and the CMA. Glenelg Hopkins CMA covers control over the use of their traditional knowledge. 11 municipalities. The project employs two project officers with Gunditj Local government involvement in natural resource Mirring and two with the CMA. Training has taken place management is seen as a key strategic alliance which: for the project team and indigenous community in Project Management, Cultural Heritage and MapInfo. MapInfo, > recognises the contribution of local government in a powerful mapping and geographic analysis software, is NRM management being used to help document, validate and interpret the > supports local government and partner agencies in the ecological knowledge gathered. continuous review of planning schemes
> develops an understanding of common ground between Events local government and Glenelg Hopkins CMA Glenelg Hopkins CMA supports key events in the south > builds new and existing relationships conducive west region, providing landholders and the general to a shared respect for each others’ roles and public with information on natural resource management responsibilities. projects and assistance. The CMA attended Sheepvention The anticipated outcome is collaborative partnerships (Hamilton), Lake Bolac Eel Festival, National Water Week between the CMA and its municipalities with community awareness in partnership with Wannon Water better integrated working arrangements, improved and the Great South West Dairy Awards (Warrnambool) as communications, interaction and coordination, a shared a sponsor of the Environmental Management Award. decision-making forum and a more productive planning and implementation environment for NRM. ‘C O A S T A L C onnections – A C T I O N During 2009-10 the CMA Executive Team met with senior thro u G H u nderstanding ’ staff from Glenelg Shire, Ballarat City, Southern Grampians Shire, Ararat Rural City and Pyrenees Shire. The CMA Public sessions were presented by experts and provided Board met with councillors from the Cities of Ballarat and information about natural values in the coastal area, Warrnambool. encouraged uptake of coastal grants to protect these The CMA established an internal process to ensure timely values and promoted other activities within the Glenelg responses to the release of municipal draft plans and Hopkins CMA region. Three sessions were held in 2009- strategies requiring NRM input. 10. Two sessions focused on the importance of and opportunities for protection of estuarine vegetation. A third session presented the results of fish research undertaken in the Glenelg and Fitzroy estuaries by scientists from the Arthur Rylah Institute. The sessions engaged more than 70 people with agencies, coastal community groups, and individual landholders represented.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 39 Community & Environment
Connecting Communities with Environment
Media Indigenous Relations
The media - locally, state and nationally - continues to be Engagement between Glenelg Hopkins CMA and indigenous an important vehicle to deliver the CMA message to the organisations, communities and individuals is imperative wider community. The CMA understands the important in achieving successful on-ground activities and outcomes. role media, both print and electronic, plays in assisting the This strengthens a healthy and effective working CMA to connect with landholders in the region, investors relationship between the CMA and Traditional Owners and participants of the many natural management within our region. resource projects. Some examples of joint activities this year include: Through local newspapers, the CMA has strongly promoted > Gunditj Mirring-CMA Partnership Project that focuses many events and received favourable coverage of on Indigenous Ecological Knowledge and builds the activities right across south-western Victoria. capacity of the Gunditjmara community to implement This year the CMA continued a regular snapshot of stories, this knowledge in natural resource management “Monthly Update”, which was sent via an email database practices developed during the year to our key stakeholders and > The collaboration of Glenelg Hopkins CMA, Lake Bolac partners, as well as the media. It was the stimulus for Foreshore Committee and Martang Pty Ltd, which media interest and strengthening media relationships. represents Djab Wurrung people and country, to A monthly column “Naturally Speaking” from the CEO has produce an extensive Cultural Heritage Management also assisted to reinforce the connection between the CMA Plan for a new amenities block at Picnic Point and environmental management. > Consultation with Barengi Gadjin Land Council and Gunditj Mirring Traditional Owners Corporation to Estuary Watch program produce signage for an indigenous interpretation walk along the Glenelg River at Harrow The Corangamite CMA Estuary Watch program was piloted > Engagement with Framlingham Aboriginal Trust to offer in the Glenelg Hopkins CMA region on the Hopkins River incentives for weed control along the Hopkins River and estuary. The Estuary Watch community group will monitor Framlingham Forest. a range of physicochemical parameters on a regular basis. These include estuary mouth state, beach sandbar height, Registered Aboriginal Parties have been and should always water levels, the upper extent of the estuary, turbidity, pH be engaged for advice and services for indigenous issues and depth profiling of temperature, salinity, conductivity within their RAP boundary. There are areas of land not and dissolved oxygen. covered by a RAP, and not all indigenous organisations provide natural resource management services. These parameters will complement the regular water Nonetheless, advice from Traditional Owners of land and quality profiles collected in Glenelg Hopkins CMA’s estuary water should be sought and acknowledged. monitoring program. Depending on the interest of the group, additional data about areas such as bird life and Glenelg Hopkins CMA is a member of the co-management recreational use level can also be collected. Information group for the Mt Eccles National Park through the from the program will increase our knowledge of the Budj Bim Council. It is assisting the Council with a estuary and inform future management. communication plan and strategic planning in the Budj Bim Landscape Management Plan.
Below left: Gunditj Mirring Partnership Project Reference Group Below centre: The Corangamite Estuary Watch program was piloted on the Hopkins River Below right: Lenny Clarke, Kikkabush Aboriginal Pastoral and Advancement Association at Framlingham
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 40 Community & Environment
Connecting Communities with Environment
Landcare Group Health Survey
During 2009-10 Glenelg Hopkins CMA conducted a Group As some of the groups did not complete some of the Health Survey on the 129 active Landcare and NRM Groups sections of the Landcare Support Administration across the region. Of those 129 groups, 51 responded to application, these figures may be higher. the survey. Achievements include the offer of $240,000 to groups as Applications were sent to 129 groups, with 51 applying for devolved grants. These were fully subscribed. Twenty four the administration grant. groups are completing projects that include on-ground The groups estimated they conducted more than 573 works, field days, information sessions and pest plant and meetings, field days and workshops, involving 1,437 group animal control. members and contributed $175,255 in-kind labour.
Surviving to Group Health Element Strong to Thriving OK Stalled
Overall Health 49% 33% 18%
1. Vision / direction 55% 37% 8%
2. Purpose / role 70% 24% 6%
3. Planning 58% 24% 18%
4. Leadership 18% 39% 43%
5. Internal systems 76% 14% 12%
6. External profile 37% 35% 28%
7. Financial resources 57% 29% 14%
8. People resources 31% 51% 18%
9. Information resources 63% 29% 8%
10. Networks 63% 20% 18%
11. Confidence 45% 37% 18%
12. Human capital 47% 43% 10%
13. Social capital 57% 41% 2%
14. External support 53% 35% 12%
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 41 Community & Environment
Connecting Communities with Environment
Glenelg Hopkins CMA Calendar L A N D L I F E
For the past eight years the CMA has produced an annual Landlife continues to focus on the achievements and calendar. The purpose of the Calendar is to engage highlights of Landcare work and projects in the Glenelg with communities and raise awareness of NRM or local Hopkins region. The bi-monthly e-magazine was distributed community-related topics. further through the targeted development of the database Past Calendar themes have included: and is available online in keeping with environmental practices and reducing costs and resources. > Our Wetlands Our Jewels – Wetland Bird Species A notification is emailed to all subscribers directing them > Native Roadside Vegetation to the website www.ghcma.vic.gov.au, broadening our > Precious and Protected, Our Wildlife Wonders – readership and increasing our capacity to publicise NRM threatened fauna species in the Glenelg Hopkins region achievements across the catchment. > Coastal and marine environments of the Glenelg Hopkins region Recognising Farming Women > Acknowledging our Landcare volunteers – the people This project was originally funded under the title of who carry out the work are the strength of Landcare. Women Farmers of the Glenelg Hopkins Landscape: Women In 2010, the CMA chose the geology of the region, using Leading Farming Futures and Landcare. photos depicting our coastal and inland geological The initial steering committee meeting suggested that formation. The calendar combined education with the promotional or public title of the program should be descriptions which highlighted the beauty found in the ‘Recognising Farming Women’. formations. The calendar is one of the CMA’s most highly This project was funded through the Department of sought community engagement publications. Agriculture, Forestry and Fisheries (DAFF) in June 2009 and delivered across the Glenelg Hopkins Region. The project was established to network rural women farmers (many isolated by working only on farm, outside the reach of conventional workplace support and training), provide peer support, interactive learning opportunities and access to expert information on leadership, managing change, rank, power, decision making, communication and public speaking. A number of workshops and mentoring sessions held across the region were attended by 60 women.
Gunditj Mirring Partnership Project will work alongside university academics and researchers to incorporate the findings of historians, anthropologists, Glenelg Hopkins CMA and Gunditj Mirring Traditional archaeologists, journalists, social commentators and various Owners Aboriginal Corporation have joined to promote government reports about indigenous knowledge around land traditional and contemporary Gunditjmara land management. management practices in south west Victoria. Additionally, indigenous land and water practices will be trialled Gunditj Mirring receives many enquiries from non-indigenous on Aboriginal-owned and managed properties on the Budj Bim landowners, Landcare groups and government agencies about landscape to identify how different practice works and how their indigenous ecological knowledge. However, in the past this contributes to the protection of environmental assets. it has not been resourced to provide adequate and informed Learnings from the trial sites will contribute to an extension responses to these enquiries. This project will greatly improve toolkit to be used by the indigenous community when working Gunditj Mirring’s capacity to record and share its indigenous with landholders and environmental agencies. ecological knowledge and the use of this knowledge throughout A 1992 CSIRO study concluded that indigenous ecological the catchment. knowledge and scientific understanding, used in a The four-year $573,000 project, funded by the Commonwealth complementary fashion, provides a more accurate and deeper Department of Environment, Heritage, Water and the Arts understanding of the complexities of the Australian environment and the Department of Agriculture, Fisheries and Forestry and can lead to more appropriate management strategies. Caring for our Country program, has commenced by gathering The Gunditj Mirring partnership project is working toward more indigenous ecological knowledge through oral stories and a appropriate management of natural assets through shared literature review undertaken by Ballarat University. Parks knowledge and learnings. The anticipated outcome is natural Victoria is also a project partner. resource management that incorporates indigenous ecological The project team and indigenous community members knowledge. 42 Our People, Our Business
> Governance Structure > Corporate Program > Board Committees > Reporting Requirements > board directors > Legislative compliance > Organisational Structure > financial summary
Governance Structure board governance
A Board of nine community representatives governs Governance is how Glenelg Hopkins CMA is controlled Glenelg Hopkins CMA. The Board was appointed in and managed. It includes the relationships between July 2009. These Directors are selected by Ministerial the Minister for Environment and Climate Change and appointment following a public call for people with skills the Minister for Water, the Board, Executive Team and and experience relating to our catchment. stakeholders. The Board is responsible and accountable for the good Governance in Glenelg Hopkins CMA encourages strong governance, strategic direction and effective and efficient performance and provides community confidence in the operation of the organisation. organisation. This allows the CMA to operate efficiently The Board will lead the organisation into the new entity, and effectively as well as responding strategically to the Western Districts Natural Resource Catchment changing demands. Authority, by July 2011. The Board reports to the Minister for Environment and Climate Change, The Hon. Gavin Jennings MLC and has Key Regional Catchment Strategy Objectives for the Board: additional accountabilities to the Minister of Water, > represent the interests of the community in natural Hon. Tim Holding MP. Ministers are accountable to resource management Parliament and the community. Accountability is further > achieve integrated catchment management (as measured strengthened by the Auditor-General and Department of by improvement in resource condition) Sustainability and Environment. > act as a steward for the natural resource base The Chief Executive Officer is the main conduit between > create effective partnerships the Board and staff. The Chief Executive Officer is > develop appropriate action plans and support their responsible for daily operational management of Glenelg implementation, including development of targets and Hopkins CMA in accordance with the law, decisions of the measurement of achievement Board and Government policies. > provide regional leadership in natural resource management.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 43 Our People, Our Business
Governance Structure
Board Member Meeting Attendance
Board Member Meeting Attendance Total 14
Mark Wootton 14 of 14
Dr John Sherwood 9 of 14*
Coralie Coulson 12 of 14
Naomi Pye 10 of 14*
Graham Lean 13 of 14
Doug Phillips 12 of 14
Debbie Shea 14 of 14
Michael Wagg 14 of 14
Sandra Adams 14 of 14
*Absentees John Sherwood’s leave of absence from 19 April 2010 to 15 June 2010 was approved by the Board. Naomi Pye’s leave of absence from 2 to 30 May 2010 was approved by the Board.
Below left: Commissioner for Environmental Sustainability Doctor Kate Auty visited Below centre: Glenelg Hopkins values its community Advisory Groups Below right: CMA Board and Executive met with Southern Grampians Shire Council
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 44 Our People, Our Business
Board Committees
Audit and Risk Committee In particular, the Remuneration and Performance Committee provides advice to the Board on: The Audit and Risk Committee met four times in the > staff remuneration and performance evaluation policy 2009-10 year and provided a strong and positive voice for review and assessment of Glenelg Hopkins CMA’s financial, > appropriate executive level remuneration and management and risk practices. employment agreements The main focus of the committee for the 2009-10 year was: > selection of candidates for executive employment > completing the risk framework > specification of executive and senior management performance measures > updating the Audit & Risk Committee Charter > evaluation of executive and senior management > audit of the Occupational Health and Safety policies and performance procedures > awarding of executive and senior management > auditing compliance with the Statement of Obligations performance bonuses > structuring annual review of policies to take place > succession planning. throughout the year > conducting a Stakeholder Review. Reporting Committee The committee comprises two Board Directors, one community representative and two non-voting CMA staff. The Reporting Committee consists of two Board members, The Chair of the Audit and Risk Committee, Graham Shiell, Mike Wagg and Debbie Shea and the executive officer the independent member of the committee, has extensive is Strategy and Investment Manager Phillip Perret. This community involvement and was formerly the Chief committee provides advice to the Glenelg Hopkins CMA Executive Officer of Moyne Shire. Board on appropriate reporting, which is a key component of the Board’s obligations and governance responsibilities. Recruitment of the second independent committee member is currently being undertaken with an The Reporting Committee provides advice on: appointment scheduled by August 2010. Board > development of a small and strategic number of representatives are Graham Lean and Sandra Adams. measures for reporting to the Board Non-voting staff members are CEO, Peter Butcher, and > development and maintenance of key performance Business and Finance Manager, Jason Bourke (01/07/2009 – measures as the basis for reporting in the agreed areas 08/01/2010), Nick Prattent (30/11/2009 – 08/04/2010) and of business and natural resource management Barry Hawker (12/04/2010 – 30/06/2010). > areas where it may be appropriate to establish targets or benchmarks in relation to the agreed key performance R em u neration and P E R F O R M A N C E measures which assist external planning and reporting Committee > improved community reporting. The Chair of the Remuneration and Performance Committee is Mark Wootton and includes Board Directors, Investment and Funding Committee Dr John Sherwood and Naomi Pye. The Investment and Funding Committee Chair is Doug The primary objective of the Remuneration and Phillips and includes Board Directors Coralie Coulson, Performance Committee is to advise Glenelg Hopkins CMA Debbie Shea and Mark Wootton. The executive officer is Board on senior staff appointment, remuneration and Chief Executive Officer Peter Butcher. performance evaluation. The committee supports Glenelg Hopkins CMA’s investment processes through a forum that provides strategic leadership. The Investment and Funding Committee provides advice to the Board on: > developing high-level strategic investment processes that define investment priorities > providing leadership and direction for Glenelg Hopkins CMA investment planning and advice to the staff Strategic Investment Group > reviewing the annual investment plan.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 45 Our People, Our Business
Board Directors
Chairperson directors
Mr Mark Wootton Ms Sandra Adams Holds a Bachelor of Arts and a Graduate Diploma in A Fellow of the Australian Institute of Company Directors Education. He has been the principal/manager of Jigsaw and is a full-time assistant in an accountancy firm. She has Farms since 1996. He is a member of the Ministerial extensive experience working in the water industry and in Reference Council for Climate Change Adaptation and strategic planning and financial management. Chair of the Climate Institute. Ms Coralie Coulson He is a member of the Australian Institute of Company Holds qualifications in Health Sciences (Orthoptics) and Directors. is very involved in community services and development. She has extensive experience in strategic and business Deputy Chairperson planning, with past experience in business management and local government. She has grassroots involvement in Dr John Sherwood Natural Resource Management and she has completed the Holds qualifications in science, philosophy, education Australian Institute of Company Directors course. and environmental studies, with extensive experience as a research scientist in freshwater, marine and estuarine Dr Graham Lean systems and environmental management. Holds qualifications in Veterinary Science and has extensive experience in farm management consultancy, He is Associate Professor in the School of Life and land management and financial advice. He is self-employed Environmental Sciences at Deakin University in as Principal Consultant of Graham Lean & Associates. Warrnambool. He has completed the Australian Institute of Company Directors course.
Mr Doug Phillips Has extensive experience in natural resource management and is Manager of Greening Australia, Victoria’s South West Seedbank and Revegetation Centre. Mr Phillips has been a Board member since 2006.
Ms Naomi Pye Holds qualifications in agriculture and primary education and has completed the Australian Institute of Company Directors course. She has extensive experience in rural business management, land management and education and is self-employed as partner and business manager of her farming property. She has been a Board member since 2006.
Ms Debbie Shea Holds a range of qualifications in primary industry and business management and has extensive experience managing a large-scale wool enterprise at her property, balancing production and conservation issues.
Mr Michael Wagg Holds qualifications in agricultural science and project management with extensive experience in farm management, natural resource management and community engagement. He is Director of Jarrapool Project Management and Consulting Pty Ltd.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 46 Our People, Our Business
Organisational Structure
Minister for Environment and Climate Change The Hon. Gavin Jennings MLC
cma board board sub committees
> Strategy > Audit and Risk advisory groups > Policy > Reporting > Monitoring > Remuneration and Performance > Biodiversity and Land Health > Accountability > Investment and Funding > Wetland and River Health
A cting chief executive internal audit officer Lilian Parker
E x ecuti v e M anager E x ecuti v e M anager E x ecuti v e M anager Corporate Affairs Catchment Health W aterwa y H ealth Sheila Charlesworth Lilian Parker Kevin Wood Responsibilities: Responsibilities: Responsibilities: > Business support for the > Coordinate the protection > Coordinate regional stream, Board, Chief Executive and improvement of land wetland and coastal health Officer and the organisation health and biodiversity > Floodplain management > Develop high level strategies within the region > Works on waterways and > Coordination of regional > Maintenance of relations drainage regulation within NRM investment with key land health and the region biodiversity stakeholders > Public relations and > Liaison with the Western community engagement > Land health and biodiversity Coastal Board support service delivery, including > Maintenance of the support for the regional Environmental Water Landcare programs Reserve
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 47 Our People, Our Business
Corporate Program
The Corporate Program functions of Glenelg Hopkins A framework is provided for the CMA to best facilitate CMA are governed by a range of requirements stated in works towards a healthier catchment, sustainable legislation, including the Water Act 1989, the Catchment production and protection of our natural heritage. and Land Protection Act 1994, the Financial Management As in the past, the three areas of specific focus are Act 1994 and the Public Administration Act 2004. achieving Natural Resource Management results, South-western Victoria has magnificent natural assets and partnerships/regional capability and internal capability. it is the CMA’s responsibility to ensure they are used in a These are encapsulated in the Glenelg Hopkins CMA’s three way that achieves our social and economic goals. overarching policies: This means balancing the competing demands of > Healthy Landscapes production, industry, development and tourism and > Connecting Community and Environment recognising where such activities have the potential to cause irreparable damage to our water resources, land, > Our People, Our Business. flora, fauna and unique marine and coastal habitats. With the goal of improving management of natural Values and Behaviours resource assets and threats, Glenelg Hopkins CMA’s role is Glenelg Hopkins CMA developed a range of values and to ensure catchment management activities are planned behaviours for all employees. Staff conduct strongly and undertaken in an integrated manner. reflects public sector values as prescribed in the Public Planning within south-western Victoria begins with the Administration Act, 2004. The values and behaviours are Regional Catchment Strategy. The strategy forms the reported against in performance reviews as part of the framework for natural resource management action employee review and development. The benefit of this within the catchment and assists the State and Federal approach is to encourage individual behaviours towards a Governments to direct funding into the region for this desired organisational culture. purpose. In this way, government actions are balanced with scientific knowledge, regional goals, wisdom and realities. The Annual Report provides information on achievement of business results and the implementation of the Corporate Plan. The 2010-2014 Corporate Plan reinforces the organisation’s commitment to sustainability, adaptive management and responsible environmental stewardship. It calls for innovation and continuous improvement while meeting legislative and corporate governance requirements.
Below left: Agriculture is a prime economic driver in Glenelg Hopkins Below centre: Environmental tourism at Byaduk Caves Below right: Farmers Nick and David Allen trialled biochar
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 48 Our People, Our Business
Corporate Program
Staff Professional Development T H E I N V E S T M E N T F R A M E W O R K F O R Environmental Resources (INFFER) Professional development initiatives were implemented during the 2009-10 year. Senior managers completed The Glenelg Hopkins CMA board approved the adoption a development course with Water Training Australia of INFFER as a tool for planning and prioritising public focusing on leadership in the workplace and promoting investments in natural resources and the environment for team effectiveness. This involved workshops and investment from 2011 and beyond. INFFER will assist the assignments leading to the Certificate IV in Frontline organisation to achieve the highest value environmental Management. and natural resource outcomes that are possible with the The five workshops and resulting assignments covered available resources. It is intended to be used for projects included: that have a clear focus on protecting or enhancing specific natural assets. This is achieved by identifying, 1. personality profiling and dealing with differences in eliciting and integrating the required information to the workplace rigorously prioritise potential investments in alternative 2. communication styles and working with management environmental interventions. and peers INFFER gives priority to highly valued natural assets that 3. leadership styles, emotional intelligence, integrity are threatened or degraded, with high technical feasibility and ethics of avoiding or repairing that damage and high adoptability of the required works by relevant land managers. It can 4. influencing and facilitating change in the workplace operate at a range of scales. It is used to develop and 5. coaching and mentoring your people. assess projects for assets such as natural habitat, rivers, Executive managers were provided with executive wetlands, threatened species, agricultural land, lakes, coaching to complement their existing skill sets. This parks and reserves. An important feature of INFFER is training will prove to be invaluable as the organisation that it assists users to develop projects that are internally proceeds through institutional change and the merger to consistent - their delivery mechanisms would really deliver form the new entity. the on-ground actions that are required to achieve a specific, measurable, time-bound goal. The intranet software SharePoint is operational allowing internal and external staff to keep up to date with important announcements, calendar events and technological advances, including the IT Help Desk. The organisational policies and procedures, templates and administrative forms are now available through SharePoint.
Below left: Parliamentary Secretary for Agriculture, Mr Ben Hardman, launched the Soil Health Strategy and Plan at Sheepvention Below centre: CMA’s Alissa Rogers with Anthony and Wendy Eccles who won the Great South West Dairy NRM Award sponsored by CCMA and Glenelg Hopkins CMA Below right: Interactive displays at Sheepvention
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 49 Our People Our Business
Corporate Program
Institutional Change Staff Technology Support
The release of the Victorian Government’s Securing Our Intranet software SharePoint was introduced to Glenelg Natural Future: White Paper for Land and Biodiversity at Hopkins CMA in July 2009. This allows all internal a Time of Climate Change has provided many challenges and external staff to keep up to date with important and opportunities for this region. This results in an announcements and calendar events. SharePoint also exciting time to be involved in catchment management. provides the information technology department with The merger with Corangamite CMA and Western Coastal a fully traceable help desk solution to aid efficient Board requires careful due diligence and best practice technological support for all staff. governance to ensure that the community continues to Policies, procedures and guidelines as well as other be supported in a regional delivery model that achieves helpful and important documents are also available on outcomes for the environment. Changed priorities will SharePoint, which makes it a simple but sophisticated require the organisation to deliver sustainable and collaboration tool. measurable on-ground achievements. Quick links are provided to relevant software and The new entity, Western Districts Natural Resource information resources to deliver organisation wide and Catchment Authority, needs to deliver efficiencies efficiencies. Internal communication is enhanced, whilst retaining the regional successes of the foundation delivering better service to the community we serve. organisations. It should also be a more dynamic and stronger organisation than its previous merged entities. Glenelg Hopkins CMA looks forward to contributing to creating an organisation that has an enhanced capacity to deliver for a wider geographical region. This process will require significant resources from the whole organisation to achieve a merger by July 2011.
Below left: CMA’s Tania Parker at children’s author Paul Jennings property Below centre: The CMA is committed to its Resource Smart Strategy Below right: IT System Officer Damien Henty- Anderson oversaw the introduction and development of SharePoint
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 50 Our People, Our Business
Reporting Requirements
National Competition Policy Whistleblowers Protection Act
Glenelg Hopkins CMA is not comprised of business units The Whistleblowers Protection Act 2001 came into effect and its operations do not restrict competition. on 1 January 2002. The Act is designed to protect people No allegations of non-compliance with government policy who disclose information about serious wrongdoing within were lodged with the organisation for the financial year the Victorian public sector and to provide a framework for 2009-10. investigation of these matters. Glenelg Hopkins CMA Board adopted the Department of Natural Resources and Environment Whistleblowers Freedom of Information Protection Act 2001 procedures on 20 March 2002 - Resolution Number 0270.00. Operation There have been no disclosures made to Glenelg Hopkins Glenelg Hopkins CMA is considered a “Government CMA since commencement of this Act. Agency” under the terms of the Freedom of Information Act 1982. Accordingly, Glenelg Hopkins CMA complies with Disclosures of improper conduct by Glenelg Hopkins CMA the procedures prescribed under which members of the or its employees may be made to the following: public may gain access to information held by agencies. Sheila Charlesworth Requests for information should be forwarded to: Protected Disclosure Coordinator Freedom of Information Officer Glenelg Hopkins CMA, 79 French Street, Hamilton, Vic 3300 Sheila Charlesworth Telephone: 03 5571 2526 79 French Street, Hamilton, Vic 3300 Email: [email protected] Accompanied by an application fee of $23.90. The Ombudsman Victoria Level 3, 459 Collins Street, Melbourne, Vic 3000 Application Telephone: 03 9613 6222 Toll free: 1800 806 314 Glenelg Hopkins CMA received one request for information during 2009-10 under the Freedom of Information Act 1982. The information was forwarded as requested. Human Resource Management Glenelg Hopkins CMA has continued to improve employment relations through the following actions: > implementation of HR Strategy (2009-2011) > leadership development and executive coaching > introduction of employee behaviours aligned to CMA values > workplace obligations training > development of Change Management Framework > review of HR procedures > stress management workshop.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 51 Our People, Our Business
Reporting Requirements
Occupational Health and Safety Availability of other information Glenelg Hopkins CMA is committed to ensuring that all Glenelg Hopkins CMA has available the following legislative requirements under the OH&S Act 2004 are documents as specified in the Financial Management Act being met and that a safe management system is in place 1994, subject to the Freedom of Information Act 1982: to provide a preventative approach to OH&S. > publications produced by Glenelg Hopkins CMA and the The CMA has continued to improve health and safety with places where the publications can be obtained the following actions: > relevant officers have duly completed declarations of > establishment of an OH&S Committee pecuniary interests. These are treated as confidential > OH&S Committee training (WorkSafe - accredited) documents > independent review of policies and procedures > major external reviews > internal review and update of induction policies and > changes in prices, fees, charges, rates and levies procedures charged > upgrading of first-aid facilities for all buildings, vehicles > major research and development activities undertaken and field staff > overseas travel undertaken including a summary of the > first-aid training for all staff arranged objectives and outcomes of each visit > defensive driver training for all staff required to use a > major promotional, public relations and marketing CMA vehicle or salary-packaged vehicle as part of activities undertaken by Glenelg Hopkins CMA to their duties develop community awareness of the organisation and its services > specific training for all staff required to use a 4WD vehicle (this includes the use of safety recovery > assessments and measures to improve the OH&S of equipment) employees > site visits by OH&S coordinator with field staff > statement of Industrial Relations within Glenelg Hopkins CMA, including time lost through industrial accidents > development of a Strategic Plan 2010-2011 and disputes > establishment of Return to Work Guidelines. > list of major committees sponsored by the entity, the All external contractors who are required to carry purposes of each committee and the extent to which out works for the Glenelg Hopkins CMA are provided the purposes have been achieved. with a Contractor Induction and are required to produce evidence of their Work Cover status prior to Major Contracts commencement of the work. All OH&S policies and procedures are available to staff There were no major contracts entered into by Glenelg through an electronic shared documents point on the Hopkins CMA during 2009-10. CMA intranet. We have had no new Work Cover claims for 2009-10, V ictorian I ndustry P articipation however the CMA had one Work Cover claim carried over Policy Act 2003 from 2008-09 with a total of 1,141 hours of time lost as a There were no tenders over $1,000,000 entered into by result of this claim. Glenelg Hopkins CMA during 2009-10.
Appointment Process for Staff
Glenelg Hopkins CMA staff are appointed following a comprehensive selection process. All staff appointments are made on the basis of merit. Glenelg Hopkins CMA is committed to Equal Employment Opportunity principles.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 52 Our People, Our Business
Reporting Requirements
Merit and Equity Community Inclusiveness
Glenelg Hopkins CMA staff are appointed following a Glenelg Hopkins CMA is committed to policies, programs comprehensive selection process. People are selected for and strategies delivering culturally appropriate services to vacancies and other employment opportunities solely on the Victorian community. Current practices of inclusive their merit. and thorough public consultation ensure all people who Merit is choosing people for the right reasons: have an interest in investigations are kept informed and have the opportunity to have an input into the > attracting qualified people organisation’s deliberations. > objective assessment against fair criteria This also includes the work carried out by our Indigenous > selection for employment opportunities on Community Facilitator. Information and guidelines individual ability. have been developed to assist Glenelg Hopkins CMA staff interact or engage with indigenous people and Glenelg Hopkins CMA selects on merit for any organisations. opportunities that give one person an employment advantage over others, for example: Glenelg Hopkins CMA is contributing to the project that is reinstating water levels at Lake Condah. These works are > selecting staff for appointment, transfer or promotion supporting the restoration of indigenous cultural heritage > filling places on development/training programs and bolsters our partnership with the Gunditjmara people. > determining staff projects The partnership is further strengthened by a Caring for Our Country project with the Gundijt Mirring Traditional > rewarding good staff performance. Owners to record their indigenous ecological knowledge Glenelg Hopkins CMA is committed to the Equal and make it available to non-indigenous land managers. Employment Opportunity principles. Two of the three Women are strongly represented in management roles Executive Managers are female. within Glenelg Hopkins CMA. Women hold two of the three executive manager positions and four of the nine Consultancies senior management positions. The Board and two Advisory Groups have women representing the interests of the There were eight consultancies to a total value of $196,800 community in natural resource management. during 2009-10. None exceeded $100,000.
R I S K M A N A G E M E N T C O M P L I A N C E Compliance with Building Act 1993 Attestation During the reporting period, all buildings met the relevant I, Mark Wootton, certify that the Glenelg Hopkins CMA compliance provisions of the Building Act 1993 and has risk management processes in place consistent with Building Regulations 1994. the Australian/New Zealand Risk Management Standard Glenelg Hopkins CMA is the owner of buildings at 79 and and an internal control system is in place that enables 84 French Street, Hamilton and leases a building at the executive to understand, manage and satisfactorily 241 Lava Street, Warrnambool. control risk exposures. The audit committee verifies this assurance and confirms that the risk profile of Glenelg Hopkins CMA has been critically reviewed within the last 12 months.
Mark Wootton Chairperson Dated: 27 August 2010
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 53 Our People, Our Business
Reporting Requirements
W O R K F O R C E D A T A
Glenelg Hopkins CMA employed 50 full time equivalent (FTE) staff in 2009-10 compared to 55 FTE staff in 2008-09.
Glenelg Hopkins CMA Workforce (FTE) as at 30 June 2010
2009-10 2008-09
Executive Officers 4 4
Senior Managers 9 10
Administration Staff 15 15
Field Staff 22 26
Total 50 55
Male 27 28
Female 23 27
Total 50 55
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 54 Our People, Our Business
Legislative Compliance
V I C T O R I A N I N V E S T M E N T F R A M E W O R K A N D C aring for o u R C o u N T R Y D R I V E S natural resource projects
Glenelg Hopkins CMA and regional partners ultimately The Victorian Investment Framework and Caring for action the regional targets through projects. In Our Country as well as statutory obligations are key partnership with the Department of Sustainability and drivers of reporting. Through quarterly reporting on Environment, the Department of Primary Industries project achievement, Glenelg Hopkins CMA appropriately and others, Glenelg Hopkins CMA has implemented a accounts for the funds and obligations under its variety of projects, each working towards specific actions responsibility. within sub-strategies and all ultimately contributing to These reports, given their short-term nature, are focused achievement of aspirational targets. on the outputs that have been delivered and the cost of These projects in 2009-10 were predominantly funded achieving these results. Glenelg Hopkins CMA is working through the Victorian Investment Framework and Caring towards reporting longer-term change for our region’s for Our Country. This regional investment plan has been natural assets through Catchment Condition Reporting. a key mechanism for enabling the implementation of the
Regional Catchment Strategy. Through the development and implementation of a successful regional investment plan, Glenelg Hopkins CMA will substantially contribute to appropriate investment within the region.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 55 Our People, Our Business
Financial Summary
TOTAL REVENuE AND EXPENDITURe 2005-10
2005
2006
2007 ear Y
2008
2009
2010
-2,000 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 ($ 000’s)
Total Revenue Total Expenditure Surplus (Deficit)
Total Revenue Total Expenditure Surplus (Deficit)
operating EXPENDITURE by program 2009-10
Catchment Health 48.58% Corporate 16.71%
Waterway Health 32.80% Governance 1.91%
Total: $11.09 Million
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 56 Our People, Our Business
Financial Summary
Portfolio Definition Office Based Environmental Data
Catchment Health: Glenelg Hopkins CMA conducted an energy and water Sustainable and integrated management of soils, flora and audit in May 2009. This audit assisted the compilation of fauna, pest plants and pest animals to achieve a healthy the initial Resource Smart Strategy 2009-10. An updated ecosystem. Engagement and delivery of community-based strategy will be submitted in July 2010 including a critique works, strategic planning, monitoring and reporting of of the 2009-10 strategy. The update includes actions for integrated catchment management across the whole integrating the environment program into the new entity. region. Next steps include the impact of the actions in terms of paper, water and energy saved. Waterways Health: Sustainable and integrated management of water Achievements to date: resources and lands adjacent to waterways. Preserve and enhance the ecological health of the region’s water Paper resources and waterways while maintaining economic > Computers set to duplex and black and white copies and social development. Protect and enhance the coastal > Paperless fax receival areas of the catchment while providing opportunities for > Landlife newsletter now being emailed. sustainable use and development along the coast. Waste Governance: Policy and strategic direction setting, consultation > Recycle activities undertaken include: envelopes, and partnerships with community, Victorian and local newspapers, paper, cardboard, shredded paper, government. batteries, Bokashi bins for food waste > Toner cartridges recycled Corporate: > Old computers recycled Strategy and investment, finance and business, human resources, public affairs, administration and information > Old mobile phones sold technology. > Old desks & furniture donated to charity.
Transport Major Changes or Factors > Air service used (100 one way flights every 6 months) Affecting Performance > Fleet includes 4 Peugeot 307 Diesel Wagons No major changes impacted on the performance of Glenelg > No 6 cylinder vehicles apart from 1 on gas and 2 Hopkins CMA during the 2009-10 financial year. packaged petrol vehicles > Bike rack installed at front of 84 French Street to Significant Changes in encourage staff to ride to work. Financial Position Energy In 2009-10 there were no significant changes in financial > Internal low energy sensor lighting installed in low position, Glenelg Hopkins CMA’s budget was $13.05 million traffic areas to reduce power consumption. and expenditure achieved was $11.09 million.
E x ec u T I V E O F F I C E R D isclos u R E S Events Subsequent to Balance Date Remuneration received or receivable by the Accountable There were no significant events subsequent to the balance Officer, in connection with the management of the date that would have a material impact on the operations Authority, was in the range: of Glenelg Hopkins CMA. 2009-10: $160,000 – $169,999 2008-09: $160,000 – $169,999
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 57 Financial Statements
CERTIFICATION TO THE FINANCIAL STATEMENTS
We certify that the attached financial statements of the Glenelg Hopkins Catchment Management Authority, have been prepared in accordance with the Financial Management Act 1994, applicable 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, statement of changes in equity, cash flow statement and notes to and forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2010 and the financial position of Glenelg Hopkins Catchment Management Authority as at 30 June 2010.
We are not aware of any circumstances that would render any particulars included in the financial statements to be misleading or inaccurate.
Signed in accordance with a resolution of the Board of Management 27 August 2010.
Mark Wootton Lilian Parker Chairperson (Acting) Chief Executive Officer (Accountable Officer)
Barry Hawker Chief Finance & Accounting Officer
Dated: 27 August 2010
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 58 VAGO Victorian Auditor-General’s Office
Independent Auditor’s Report
To the Board Members, Glenlg-Hopkins Catchment Management Authority
The Financial Report The accompanying financial report for the financial year ended 30 June 2010 of Glenelg Hopkins Catchment Management Authority which comprises the statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement, a summary of significant accounting policies and other explanatory notes to and forming part of the financial report, and the certification to the financial statements has been audited.
The Board Members’ Responsibility for the Financial Report The Board Members of the Glenelg Hopkins Catchment Management Authority are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards (including the Australian Accounting Interpretations) and the financial reporting requirements of the Financial Management Act 1994. This responsibility includes: • establishing and maintaining internal controls relevant to the preparation and fair presentation of the financial report that is free from material misstatement, whether due to fraud or error • selecting and applying appropriate accounting policies • making accounting estimates that are reasonable in the circumstances.
Auditor’s Responsibility As required by the Audit Act 1994, my responsibility is to express an opinion on the financial report based on the audit, which has been conducted in accordance with Australian Auditing Standards. These Standards 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 and disclosures in the financial report. The audit procedures selected depend on judgement, including the assessment of the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk assessments, consideration is given to internal control relevant to the entity’s preparation and fair presentation of the financial report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of the accounting policies used, and the reasonableness of accounting estimates made by the Board Members, as well as evaluating the overall presentation of the financial report. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.
Level 24, 35 Collins Street, Melbourne Vic. 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
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 59 VAGO Victorian Auditor-General’s Office
Independent Auditor’s Report (continued)
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 Glenelg Hopkins Catchment Management Authority for the year ended 30 June 2010. The Board Members of the Glenelg Hopkins 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 Glenelg Hopkins 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 complied 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 of Glenelg Hopkins Catchment Management Authority as at 30 June 2010 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 the Financial Management Act 1994.
Material Uncertainty Regarding Continuation as a Going Concern Without qualification to the opinion expressed above, attention is drawn to the following matter. As indicated innote 1(n) to the financial report, the government’s Land and Biodiversity White Paper has recommended the establishment of five Natural Resource & Catchment Authorities to consolidate existing Catchment Management Authorities, including the Glenelg Hopkins Catchment Management Authority. As a result of this white paper, it is expected that legislation will be enacted in the Victorian Parliament to amend the Catchment and Land Protection Act 1994 to effect the reform, including the transfers of the functions, assets and liabilities of the existing Authority to a new Natural Resource and Catchment Authority. At the date of this report, the proposed administrative arrangements have not been fully determined and the required legislation has not been enacted. As a result, there is a material uncertainty about whether the Authority will continue as a going concern.
Melbourne D.D.R. Pearson 27 August 2010 Auditor-General
Level 24, 35 Collins Street, Melbourne Vic. 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
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 60 Comprehensive Income Statement for the REPORTING PERIOD ended 30 june 2010
2010 2009 Note $ $ Revenue from Operating Activities
Government Contributions 3(a) 10,176,956 10,864,858 Other Contributions & Charges 3(b) 553,271 815,926 Total Revenue from Operating Activities 10,730,227 11,680,784
Revenue from Non-Operating Activities
Investment Income 3(c) 204,144 298,776 Total Revenue from Non-Operating Activities 204,144 298,776
Net Profit/(Loss) on Disposal of Non-Current Assets 4(d) (23,206) 21,106
TOTAL REVENUE 10,911,165 12,000,666
Expenses from Operating Activities
Programme Expenditure 4(a) 9,022,365 10,716,773 Corporate Expenditure 4(b) 1,872,469 2,097,115 Depreciation 4(c) 191,472 239,584 Total Operating Expenditure 11,086,306 13,053,472
TOTAL EXPENDITURE 11,086,306 13,053,472
TOTAL COMPREHENSIVE INCOME FOR THE PERIOD (175,141) (1,052,806)
The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
GLENELG HOPKINS CMA financial statements 61 Balance Sheet as at 30 june 2010
2010 2009 Note $ $ Current Assets Cash and cash equivalents 5 3,830,942 4,405,467 Receivables 6 498,314 293,513 Prepayment 7 20,669 14,166 Total Current Assets 4,349,925 4,713,146
Non-Current Assets
Property, Plant & Equipment 8 1,913,405 2,186,188 Total Non-Current Assets 1,913,405 2,186,188
TOTAL ASSETS 6,263,330 6,899,334
Current Liabilities
Payables 9 216,967 675,936 Employee Benefits 10 250,283 280,241 Total Current Liabilities 467,250 956,177
Non-Current Liabilities
Employee Benefits 10 163,848 135,784 Total Non-Current Liabilities 163,848 135,784
TOTAL LIABILITIES 631,098 1,091,961
NET ASSETS 5,632,232 5,807,373
EQUITY
Contributed Capital 11 3,156,946 3,156,946 Accumulated Funds 12 1,780,782 1,955,923 Asset Revaluation Reserve 13 694,504 694,504
TOTAL EQUITY 5,632,232 5,807,373
The above Balance Sheet should be read in conjunction with the accompanying notes.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 62 Statement of Changes in Equity for the year ended 30 june 2010
Asset Contributed Accumulated Revaluation Capital Funds Reserve Total $ $ $ $
2010
Balance as at 1 July 2009 3,156,946 1,955,923 694,504 5,807,373
Net Comprehensive Income - (175,141) - (175,141)
Balance as at 30 June 2010 3,156,946 1,780,782 694,504 5,632,232
2009
Balance as at 1 July 2008 3,156,946 3,008,729 694,504 6,860,179
Net Comprehensive Income - (1,052,806) - (1,052,806)
Balance as at 30 June 2009 3,156,946 1,955,923 694,504 5,807,373
The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 63 Cash Flow Statement for the year ended 30 june 2010
2010 2009 Note $ $ Cash Flows from Operating Activities
Receipts
Government Contributions 10,003,685 10,869,836 Net GST Received/(Paid) 257,219 346,093 Other Contributions and Charges 259,896 568,671 Interest Received 208,770 310,304
Payments
Employee Benefits (5,099,971) (4,254,408) Financial Institution Charges (1,750) (1,945) Payments to Suppliers (6,260,479) (8,628,012)
NET CASH PROVIDED BY OPERATING ACTIVITIES 16(a) (632,630) (789,461)
Cash Flows from Investing Activities
Payments for Property, Plant & Equipment (86,740) (170,402) Proceeds from Property, Plant & Equipment 144,845 64,898
NET CASH (USED IN) INVESTING ACTIVITIES 58,105 (105,504)
NET INCREASE / (DECREASE) IN CASH HELD (574,525) (894,965)
Cash and cash equivalents at the beginning of the financial year 4,405,467 5,300,432
CASH AND CASH EQUIVALENTS AT THE END OF THE FINANCIAL YEAR 16(b) 3,830,942 4,405,467
FINANCING ARRANGEMENTS 16(c)
The above Cash Flow Statement should be read in conjunction with the accompanying notes.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 64 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies
1(a ) basis of acco u N T I N G Critical accounting estimates The preparation of financial statements in conformity General with AAS requires the use of certain critical accounting estimates that affect the application of accounting policies This financial report of the Glenelg Hopkins CMA is and the reported amounts of assets, liabilities, income and a general purpose financial report that consists of a expenses. Actual results my differ from these estimates. It Statement of Comprehensive Income, Balance Sheet, also requires management to exercise its judgement in the Statement of Changes in Equity, Cash Flow Statement process of applying the entity’s accounting policies. and notes accompanying these statements. The general purpose financial report complies with Australian Accounting Standards (AAS), Interpretations and Financial statement presentation other authoritative pronouncements of the Australian The entity has applied the revised AASB 101 Presentation Accounting Standards Board, and the requirements of the of Financial Statements which became effective of Financial Management Act 1994 and applicable Ministerial 1 January 2009. The revised standard requires the separate Directions. Where applicable, those paragraphs of the presentation of a statement of comprehensive income AAS’s applicable to not-for-profit entities have been and a statement of all changes in equity. All non-owner applied. This financial report has been prepared on an changes in equity must now be presented in the statement accrual and going concern basis. of comprehensive income. As a consequence, the entity had to change the presentation of its financial statements. Accounting policies Comparative information has been re-presented so that it is also in conformity with the revised standard. Unless otherwise stated, all accounting policies applied are consistent with those of the prior year. Where appropriate, comparative figures have been amended to 1(b ) C H A N G E S I N A cco u N T I N G P O L I C Y accord with current presentation and disclosure made of material changes to comparative. The accounting policies are consistent with those of the previous year, unless stated otherwise.
Functional and presentation currency 1(c ) C omparative A mo u N T S The financial statements are presented in Australian dollars, which is Glenelg Hopkins CMA’s functional and Where necessary, figures for the previous year have been presentational currency. reclassified to facilitate comparison.
Classification between current and non current 1(d ) R even u E R E C O G N I T I O N In the determination of whether an asset or liability is current or non-current, consideration is given to the time Government contributions when each asset or liability is expected to be realised or Government grants and contributions are recognised as paid. The asset or liability is classified as current if it is operating revenue on receipt or when an entitlement is expected to be turned over within twelve months, being established, whichever is the sooner, and disclosed in the Authority’s operating cycle. See Note 10 for variation the operating statement as government contributions. in relation to employee benefits. However, grants and contributions received from the Victorian State Government, which were originally Rounding appropriated by the Parliament as additions to net assets or where the Minister for Finance and the Minister Unless otherwise stated, amounts in the report have been for Water have indicated are in the nature of owners’ rounded to the nearest dollar. contributions, are accounted for as Equity-Contributions by Owners. Historical cost convention These financial statements have been prepared under the Interest and Lease Income historical cost convention, as modified by the revaluation Interest is recognised as revenue when earned. Income of financial assets and certain classes of property plant from operating leases is recognised in income on a and equipment. straight-line basis over the lease term.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 65 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
1(e ) R ecognition and M eas u R E M E N T to individual assets within a class of property, plant and of Assets equipment are offset against one another within that class but are not offset in respect of assets in different classes. Property, plant and equipment represent non-current Revaluation reserves are not transferred to accumulated assets comprising land, buildings, motor vehicles, funds on derecognition of the relevant asset. information technology and furniture and fittings used by the Authority in its operations. Items with a cost or value Impairment of Assets in excess of $1,000.00 and a useful life of more than one Intangible assets with indefinite useful lives are tested year are recognised as an asset. All other assets acquired annually as to whether their carrying value exceeds are expensed. their recoverable amount. All other assets are assessed annually for indicators of impairment, except for financial Recognition and measurement instrument assets. All assets are initially recognised at cost and subsequently If there is an indication of impairment, the assets land and buildings are revalued at fair value, less concerned are tested as to whether their carrying value accumulated depreciation and impairment. exceeds their recoverable amount. Where an assets Plant, equipment and motor vehicles are measured at carrying amount exceeds its recoverable amount, the fair value. For the plant, equipment and vehicles asset difference is written-off by a charge to the operating class, where the Authority is able to demonstrate that statement except to the extent that the write-down can be there is no evidence that reliable market based fair value debited to an asset revaluation reserve amount applicable (or other fair value indicators) exist for these assets, to that class of asset. depreciated replacement cost could represent a reasonable The recoverable amount for most assets is measured at the approximation of fair value. higher of depreciated replacement cost and fair value less Assets acquired at no cost or for nominal consideration by costs to sell. Recoverable amount for assets held primarily the Authority are recognised at the fair value at the date to generate net cash inflows is measured at the higher of acquisition. of the present value of future cash flows expected to be obtained from the asset and fair value less costs to sell. Repairs and maintenance It is deemed that, in the event of the loss of an asset, the Routine maintenance, repair costs and minor renewal future economic benefits arising from the use of the asset costs are expensed as incurred. Where the repair relates will be replaced unless a specific decision to the contrary to the replacement of a component of an asset and the has been made. cost exceeds the capitalisation threshold, the cost is A reversal of an impairment loss on a revalued asset is capitalised and depreciated. credited directly to equity under the heading revaluation reserve. However, to the extent that an impairment loss Revaluation of Non-Current Physical Assets on the same class of asset was previously recognised in the Land and buildings are measured at the amounts for which operating statement, a reversal of that impairment loss is the asset could be exchanged between knowledgeable, also recognised in the operating statements. willing parties, in an arm’s length transaction. Plant, equipment and vehicles are measured at fair value. 1(f ) Depreciation and Amortisation Revaluation increments are credited directly to equity in of Non-Current Assets the revaluation reserve, except that, to the extent that All non current physical assets that have a limited an increment reverses a revaluation decrement in respect useful life are depreciated. Where assets have separate of that class of asset previously recognised as expense in identifiable components that have distinct useful lives determining the net result, the increment is recognised as and/or residual values, a separate depreciation rate is revenue in determining the net result. determined for each component. Revaluation decrements are recognised immediately as Depreciation is calculated using the straight line method expenses in the net result, except that, to the extent to allocate their cost or revalued amounts, net of that a credit balance exists in the revaluation reserve in their residual values, over their estimated useful lives, respect of the same class of assets, they are debited to the commencing from the time the asset is held ready for use. revaluation reserve. The assets’ residual values and useful lives are reviewed, Revaluation increases and revaluation decreases relating and adjusted if appropriate.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 66 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
Major depreciation periods used are listed below and are 1(k ) Financial Instruments consistent with the prior year, unless otherwise stated: Asset Years Recognition Buildings 50 Financial instruments are initially measured at fair value, plus in the case of a financial asset or financial liability not Furniture & Fittings 5-10 at fair value through profit and loss, transaction costs that Plant and Equipment 4-5 are directly attributable to the acquisition or the issue of Motor Vehicles 5 the financial asset or liability. Subsequent to the initial Office Furniture 2.5-4 recognition, the financial instruments are measured as set out below:
1(g ) Leased assets Loans and receivables Operating Leases Loans and receivables are non-derivative financial assets Leases in which a significant portion of the risks and with fixed or determinable payments that are not quoted rewards of ownership are retained by the lessor are in an active market. They are included in current assets, classified as operating leases. Payments made under except for those with maturities greater than 12 months operating leases are charged to the operating statement after the reporting date which are classified as non-current on a straight-line basis over the period of the lease, in the assets. Loans and receivables are included in trade and periods in which they are incurred, as this represents the other receivables and other receivables in the balance pattern of benefits derived from the leased assets. sheet.
1(h ) Cash and cash equivalents Held-to-Maturity Investments These investments have fixed maturities and it is the For the purpose of the Cash Flow Statement, cash and Authority’s intention to hold these investments to cash equivalents include cash on hand, deposits held at maturity. Any held to maturity investments held by the call with financial institutions, other short-term, highly Authority are stated at cost. liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash, which are subject to an insignificant risk of change Fair Value in value. Fair Value is determined based on current prices for all quoted investments. Valuation techniques are applied 1(i ) Receivables to determine the fair value for all unlisted securities, including recent arm’s length transactions, reference to Trade receivables are recognised initially at fair value similar instruments and option pricing models. and subsequently measured at amortised cost, less an allowance for impaired receivables. Trade receivable are due for settlement no more than 30 days from the date of Impairment recognition. At each reporting date, the Authority assesses whether Collectability of trade receivables is reviewed on an there is objective evidence that a financial instrument has ongoing basis. No provision has been made for any been impaired. Impairment losses are recognised in the doubtful debts based on a review of all receivables at Operating Statement. balance date.
1(j ) Trade and Other Payables
These amounts represent liabilities for goods and services provided to the Authority prior to the end of the financial year and which are unpaid at financial year end. The amounts are unsecured and are usually paid within 30 days of recognition. Payables are initially recognised at fair value, being the cost of the goods and services, and subsequently at amortised cost.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 67 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
1(l ) Employee Benefits
Wages and Salaries, Annual Leave and Sick Leave Superannuation Liabilities for wages, salaries and annual leave expected The amount charged to the operating statement in respect to be settled within 12 months of the reporting date of superannuation represents the contributions made are recognised in employee benefit liabilities in respect by the Authority to the superannuation plan in respect of employees’ services up to the reporting date and are to the current services of entity staff. Superannuation measured at the amounts expected to be paid when the contributions are made to the plans based on the relevant liabilities are settled, at their nominal values. Employee rules of each plan. benefits which are not expected to be settled within 12 months are measured as the present value of the estimated Employee Benefit On-Costs future cash outflows to be made by the entity, in respect of services rendered by employees up to the reporting Employee benefit on-costs, including payroll tax and date. Regardless of the expected timing of settlements, worker’s compensation are recognised and included in provisions made in respect of employee benefits are employee benefit liabilities and costs when the employee classified as a current liability, unless there is an benefits to which they relate are recognised as liabilities. unconditional right to defer the settlement of the liability for at least 12 months after the reporting date, in which 1(m ) Goods and Services Tax case it would be classified as a non-current liability. Revenues, expenses and assets are recognised net of goods and services tax (GST), except where the amount of GST Long Service Leave incurred is not recoverable from the Australian Taxation Current Liability – unconditional LSL Office (ATO). In these circumstances, the GST is recognised (representing 3 or more years of continuous service) is as part of the cost of acquisition of the asset or as part of disclosed as a current liability even where the Authority an item of expense. does not expect to settle the liability within 12 months Receivables and payables are stated inclusive of GST. because it does not have the unconditional right to defer The net amount of GST recoverable from, or payable to, the settlement of the entitlement should an employee take the ATO is included as a current asset or liability in the leave within 12 months. Balance Sheet. Cash flows arising from operating activities The components of this current LSL liability are are disclosed in the Cash Flow Statement on a gross basis measured at: – i.e., inclusive of GST. The GST component of cash flows • Present value – component that the Authority does not arising from investing and financing activities which expect to settle within 12 months; and is recoverable or payable to the taxation authority is • Nominal value – component that the Authority expects classified as operating cash flows. to settle within 12 months.
Non-Current Liability – conditional LSL (representing less than 3 years continuous service) is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service. Conditional LSL is required to be measured at present value. In calculating present value, consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 68 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
1(n ) N at u R A L R eso u R C E M A N A G E M E N T Alignment of new Natural Resource & Catchment Sector Reform Authorities In December 2009, the State Government released, New Authority Current Bodies Securing our Natural Future – a White Paper for land and biodiversity at a time of climate change. Included in the Melbourne Water & Melbourne Water document was a commitment to restructure Victoria’s Catchment Authority natural resource management bodies and the associated Port Phillip & Western Port CMA legislation. Central Coastal Board The Government has determined that structural reform of key delivery organisations in Victoria’s natural Gippsland NRCA East Gippsland CMA resource management sector – principally the Catchment West Gippsland CMA Management Authorities, Regional Coastal Boards and Gippsland Coastal Board associated peak bodies is required. Gippsland Lakes Taskforce The White Paper foreshadows the establishment of Natural Resource and Catchment Authorities (NRCAs) by June Western Districts Glenelg Hopkins CMA 2011. NRCA Corangamite CMA Western Coastal Board
Wimmera–Mallee Wimmera CMA NRCA Mallee CMA
Northern Rivers North Central CMA NRCA Goulburn Broken CMA North East CMA
The financial impact of the reform cannot be reliably measured as at balance date.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 69 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
1(o ) New Accounting Standards and Interpretations issued that are not yet effective
Applicable for annual reporting periods Standard / beginning or ending Impact on departmental Interpretation Summary on or after financial statements
AASB 2009-5 Further In May 2009, the AASB issued a number of 1 January 2010 The entity does not expect Amendments to improvements to existing Australian Accounting that any adjustments will Australian Accounting Standards. The entity will apply the revised be necessary as a result of Standards arising from standards from 1 July 2010. applying the revised rules. the Annual Improvements Project [AASB 5, 8, 101, 107, 117, 118, 136 & 139]
AASB 9 Financial AASB 9 Financial Instruments addresses the 1 January 2013 The entity is yet to assess Instruments and AASB classification and measurement of financial assets its full impact. However, 2009-11 Amendments to and is likely to affect the entity’s accounting for initial indications are Australian Accounting its financial assets. The standard is not applicable that it may affect the Standards arising from until 1 January 2013 but is available for early entity’s accounting for its AASB 9 adoption. available-for-sale financial assets, since AASB 9 only permits the recognition of fair value gains and losses in other comprehensive income if they relate to equity investments that are not held for trading. Fair value gains and losses on available-for-sale debt investments, for example, will therefore have to be recognised directly in profit or loss.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 70 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 1 Significant Accounting policies (continued)
1(o ) New Accounting Standards and Interpretations issued that are not yet effective
Applicable for annual reporting periods Standard / beginning or ending Impact on departmental Interpretation Summary on or after financial statements
Revised AASB 124 In December 2009 the AASB issued a revised 1 January 2010 When the amendments Related Party Disclosures AASB 124 Related Party Disclosures. It is are applied, the entity and and AASB 2009-12 effective for accounting periods beginning on the parent will need to Amendments to or after 1 January 2011 and must be applied disclose any transactions Australian Accounting retrospectively. The amendment removes the between its subsidiaries and Standards requirement for government-related entities its associates. However, to disclose details of all transactions with the it has yet to put systems government and other government-related into place to capture the entities and clarifies and simplifies the definition necessary information. It of a related party. is therefore not possible to disclose the financial impact, if any, of the amendment on the related party disclosures.
AASB Interpretation 19 AASB Interpretation 19 clarifies the accounting 1 July 2010 It is not expected to have Extinguishing financial when an entity renegotiates the terms of its debt any impact on the entity’s liabilities with equity with the result that the liability is extinguished financial statements since instruments and AASB by the debtor issuing its own equity instruments it is only retrospectively 2009-13 Amendments to to the creditor (debt for equity swap). It requires applied from the beginning Australian Accounting a gain or loss to be recognised in profit or loss of the earliest period Standards arising from which is measured as the difference between the presented (1 July 2009) and Interpretation 19 carrying amount of the financial liability and the the entity has not entered fair value of the equity instruments issued. into any debt for equity swaps since that date.
AASB 2009-14 In December 2009, the AASB made an amendment 1 January 2011 The entity does not make Amendments to to Interpretation 14 The Limit on a Defined any such prepayments. The Australian Interpretation Benefit Asset, Minimum Funding Requirements amendment is therefore – Prepayments of a and their Interaction. The amendment removes not expected to have any Minimum Funding an unintended consequence of the interpretation impact on the entity’s Requirement related to voluntary prepayments when there financial statements. is a minimum funding requirement in regard to the entity’s defined benefit scheme. It permits entities to recognise an asset for a prepayment of contributions made to cover minimum funding requirements.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 71 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 2 Financial risk management objectives and policies
The Authority’s activities expose it to a variety of financial 2(a ) Market Risk risks: market risk, credit risk and liquidity risk. This note presents information about the Authority’s exposure Market risk is the risk that changes in market prices will to each of these risks, and the objectives, policies and affect the fair value or future cash flows of the Authority’s processes for measuring and managing risk. financial instruments. Market risk comprises of foreign exchange risk, interest rate risk and other price risk. The The Authority’s Board has the overall responsibility for Authority’s exposure to market risk is primarily through the establishment and oversight of the Authority’s risk interest rate risk, there is no exposure to foreign exchange management framework. The Authority’s overall risk risk and insignificant exposure to other price risks. management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse Objectives, policies and processes used to assess these risks effects on the financial performance of the Authority. The are disclosed in the paragraphs below: Authority uses different methods to measure different types of risk to which it is exposed. These methods include 2(a)(i) Interest Rate Risk sensitivity analysis in the case of interest rate, foreign The Authority’s exposure to market interest rates relates exchange and other price risks, ageing analysis for credit primarily to the Authority’s funds invested on the money and beta analysis in respect of investment portfolios to market. determine market risk. The Authority has minimal exposure to interest rate risk Risk management is carried out by the Audit Committee through its holding of cash assets and other financial under policies approved by the Board of Directors. The assets. The Authority manages its interest rate risk by finance department identifies, evaluates and hedges maintaining a diversified investment portfolio. financial risks in close co-operation with the Authority’s operating units. The Board provides written principals for overall risk management, as well as policies covering 2(a)(ii) Foreign Exchange Risk specific areas, such as foreign exchange risk, interest rate The Authority has no exposure to changes in the foreign risk, credit risk, use of derivative financial instruments and exchange rate. non-derivative financial instrument, and investment of excess liquidity. 2(a)(iii) Other Price Risk The main risks the Authority is exposed to through The Authority has no significant exposure to other price financial instruments are as follows: risk.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 72 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 2 Financial risk management objectives and policies (continued)
Market Risk Sensitivity Analysis The following table summarises the sensitivity of the Authority’s financial assets and liabilities to interest rate and other price risk,
Interest Rate Risk Other Price Risk Carrying -1% +1% -10% +10% amount Result Equity Result Equity Result Equity Result Equity $ $ $ $ $ $ $ $ $ 30 June 2010
Financial Assets Cash and Cash Equivalents 3,830,942 (38,309) (38,309) 38,309 38,309 - - - - Receivables 498,314 ------
Financial Liabilities Payables 216,967 ------
Total Increase/ (Decrease) (38,309) (38,309) 38,309 38,309 - - - -
30 June 2009
Financial Assets Cash and Cash Equivalents 4,405,467 (44,055) (44,055) 44,055 44,055 - - - - Receivables 293,513 ------
Financial Liabilities Payables 675,936 ------
Total Increase/ (Decrease) (44,055) (44,055) 44,055 44,055 - - - -
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 73 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 2 Financial risk management objectives and policies (continued)
2(b ) Credit Risk 2(d ) fair value measurements
Credit Risk is the risk of financial loss to the Authority The carrying value less impairment provision of trade as a result of a customer or counterpart to a financial receivables and payables is a reasonable approximation of instrument failing to meet its contractual obligations. their fair value due to their short term nature. Credit risk arises principally from the Authority’s The carrying amounts and aggregate net fair values of receivables. financial assets and financial liabilities at balance date The Authority has no significant exposure to credit risk. have been provided in Note 20. An analysis of the aging of the Authority’s receivables at reporting date has been provided in Note 6.
2(c) Liquidity Risk
Liquidity Risk is the risk that the Authority will not be able to meet its financial obligations as they fall due. The Authority’s policy is to settle obligations within 30 days and in the event of dispute make payments within 30 days from the date of resolution The Authority manages liquidity risk by maintaining adequate reserves and banking facilities by continuously monitoring forecasts and actual cash flows and matching the maturity profiles of financial assets and financial liabilities.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 74 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 3 Revenue from Operating Activities
2010 2009 $ $
3(a ) Government Contributions
Federal 2,541,000 3,250,003 State 7,457,206 7,078,605 National Action Plan 178,750 536,250 Total 10,176,956 10,864,858
3(b ) Other Contributions & Charges
Other Income 516,813 774,323 Project Contributions 36,458 41,603 Total 553,271 815,926
3(c) Investment Income
Interest 204,144 298,776 Total 204,144 298,776
Total Revenue 10,934,371 11,979,560
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 75 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 4 Expenditure from Operating Activities
2010 2009 $ $
4(a ) Programme Expenditure
Employee Costs 3,579,267 2,809,318 Direct Costs - Waterways 1,866,256 3,616,911 Direct Costs - Catchment 3,576,842 4,290,544
Total 9,022,365 10,716,773
4(b ) Corporate Expenditure
Employee Costs 1,414,671 1,374,193 Financing 1,201 1,614 Governance - Board 211,752 232,077 Governance - Implementation/Advisory Committees 9,747 36,811 Audit Fees 8,250 7,200 Administration 226,848 445,220 Total 1,872,469 2,097,115
4(c ) Depreciation
Buildings 20,256 14,366 Plant & Equipment 90,833 98,958 Furniture & Fittings 23,029 24,043 Motor Vehicles 57,354 102,217 Total 191,472 239,584
Total Expenses 11,086,306 13,053,472
4(d ) Disposal of Non-Current Assets
Proceeds from Disposal of Non-Current Assets
Plant and Equipment 20,936 - Motor Vehicles 123,909 64,898 Total 144,845 64,898
Written Down Value of Non-Current Assets Disposed
Motor Vehicles 130,177 42,211 Plant and Equipment 37,874 1,581 Total 168,051 43,792
Net Profit (Loss) on Disposal (23,206) 21,106
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 76 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 5 Cash and Cash Equivalents
2010 2009 $ $
Cash 329,141 804,889 Short Term Deposits 3,501,801 3,600,578
Total Cash and Cash Equivalents* 3,830,942 4,405,467
*$3,596,798 cash and cash equivalents held at balance date are committed to specific projects for which funding has been provided to the Authority. Refer to note 14 for details of programs with funds committed at balance date.
Note 6 Receivables
2010 2009 $ $
GST Receivable 247,530 216,672 Debtors 250,784 76,841
Total Receivables 498,314 293,513
6(a ) Provision of impaired receivables
As at 30 June, 2010, the Authority had nil receivables impaired. All receivables are less than 30 days old. Refer to note 20 for analysis of interest rate risk, net fair values and credit rate risk.
Note 7 Other Assets
2010 2009 $ $
Prepayments - Operations 20,669 14,166
Total Other Assets 20,669 14,166
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 77 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 8 Fixed Assets
8(a ) Classes of Assets
2010 2009 $ $
Land At Fair Value 603,250 603,250 603,250 603,250
Buildings
At Fair Value 943,720 943,720
Less Accumulated Depreciation 34,622 14,366 909,098 929,354
Motor Vehicles
At Fair Value 185,860 472,084
Less Accumulated Depreciation 101,315 200,008 84,545 272,076
Plant & Equipment At Fair Value 784,821 1,167,349 Less Accumulated Depreciation 604,158 941,571 180,663 225,778
Furniture & Fittings At Fair Value 158,878 259,854 Less Accumulated Depreciation 23,029 104,124 135,849 155,730
Total 1,913,405 2,186,188
Details of the revaluation Glenelg Hopkins Catchment Management Authority did an assessment of Land and Buildings as at 30 June 2008 and with reference to Valuer General Indices booked a managerial valuation on Land and Buildings at 30 June 2008.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 78 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 8 Fixed Assets (continued)
8(b ) Asset Movements
WDV 1 July Additions Disposals Revaluations Depreciation WDV 30 June 2009-10 $ $ $ $ $ $
Land 603,250 - - - - 603,250
Buildings & Improvements 929,354 - - - 20,256 909,098
Motor Vehicles 272,076 - 130,177 - 57,354 84,545
Plant and Equipment 225,778 83,592 37,874 - 90,833 180,663
Furniture & Fittings 155,730 3,148 - - 23,029 135,849
Total 2,186,188 86,740 168,051 - 191,472 1,913,405
WDV 1 July Additions Disposals Revaluations Depreciation WDV 30 June 2008-09 $ $ $ $ $ $
Land 603,250 - - - - 603,250
Buildings & Improvements 943,720 - - - 14,366 929,354
Motor Vehicles 416,504 - 42,211 - 102,217 272,076
Plant and Equipment 184,480 140,256 - - 98,958 225,778
Furniture & Fittings 151,208 30,146 1,581 - 24,043 155,730
Total 2,299,162 170,402 43,792 - 239,584 2,186,188
Note 9 Payables
2010 2009 $ $
Payables
Accounts Payable 73,928 554,307 Accrued Expenses 143,039 121,629
Total Payables 216,967 675,936
Refer to Note 2 for an analysis of the sensitivity of payables and interest rate risk.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 79 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 10 Employee Benefits 2010 2009 $ $
Current Annual leave and unconditional long service leave entitlements, representing 3 years of continuous service:
• employee benefits expected to be settled within 12 months, 250,283 280,241 measured at nominal value
• employee benefits expected to be settled after 12 months, - - measured at present value
Total Current 250,283 280,241
Non-Current
Conditional long service leave, measured at present value 163,848 135,784
Other - -
Total Non-Current 163,848 135,784
Total Employee Benefits 414,131 416,025
The following assumptions were adopted in measuring the present value of long service leave entitlements:
Weighted average increase in employee costs 4.475% 4.750%
Weighted average discount rates 5.160% 6.550%
Note 11 Contributed Capital 2010 2009 $ $
Contributed Capital
Opening Balance 3,156,946 3,156,946
Total Contributed Capital 3,156,946 3,156,946
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 80 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 12 Accumulated Funds 2010 2009 $ $
Accumulated Funds at beginning of the year 1,955,923 3,008,729
Net Result for the year (175,141) (1,052,806)
Accumulated Funds at the end of the year 1,780,782 1,955,923
Note 13 Asset Revaluation Reserve 2010 2009 $ $
Opening Balance 694,504 694,504
Increment for year - -
Closing Balance 694,504 694,504
Represented by:
Land 388,250 388,250
Buildings 306,254 306,254
Total 694,504 694,504
Asset revaluation reserve is used to record Asset revaluation increments and decrements in value of non-current physical assets.
Note 14 Contributions subject to restrictions
14(a ) Capital Commitments
As at 30 June 2010, the Authority had no outstanding capital commitments. (2009 nil)
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 81 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 14 Contributions subject to restrictions
14(b ) Commitments against current year balances
The Authority receives funding for specific projects. Such funding is allocated to, and must be expended on those projects. The following table displays monies held and committed at the end of year in respect to projects currently in progress.
Funding Categories - Opening Amount Amount Closing Committed Uncommitted 2009-10 Balance $ Received $ Expensed $ Balance $ Funds $ Funds $
Corporate 1,142,869 1,683,660 2,231,991 594,537 594,537 0
Catchment 1,129,628 5,661,495 5,385,741 1,405,382 1,405,382 0
Waterways 1,499,441 3,734,062 3,636,625 1,596,879 1,596,879 0
Total Committed Funds 3,771,938 11,079,217 11,254,357 3,596,798 3,596,798 0
Funding Categories - Opening Amount Amount Closing Committed Uncommitted 2008-09 Balance $ Received $ Expensed $ Balance $ Funds $ Funds $
Corporate 1,168,976 2,351,383 2,377,491 1,142,869 1,142,869 0
Catchment 2,364,733 4,384,836 5,619,940 1,129,628 1,129,628 0
Waterways 1,291,035 5,308,239 5,099,833 1,499,441 1,499,441 0
Total Committed Funds 4,824,744 12,044,458 13,097,264 3,771,938 3,771,938 0
14(c ) Operating Commitments
At 30 June 2010, the Corporation had the following operating lease commitments:
2010 2009 Motor vehicle $ $
Outstanding lease commitments are to be paid as follows:
within one year 201,007 120,355
one to five years 178,490 -
over five years - -
379,497 120,355
2010 2009 Building - Warrnambool $ $
Outstanding lease commitments are to be paid as follows:
within one year 20,000 20,000
one to five years 20,000 -
over five years - -
40,000 20,000
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 82 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 15 Contingent Assets and Contingent Liabilities The Authority is unaware of any contingent liabilities or assets as at 30 June 2010.
Note 16 Cashflow Statement Reconciliation
16(a ) Reconciliation of Net Result for the year to Net Cash Inflow/(Outflow) from Operating Activities
2010 2009 $ $
Net Result for the year (175,141) (1,052,806)
Depreciation 191,472 239,584
(Profit) Loss from disposal of non-current assets 23,206 (21,106)
Change in operating assets and liabilities
Decrease (increase) in receivables (204,801) 115,344
Decrease (increase) in other financial assets (6,503) (743)
Increase (decrease) in payables (458,969) (148,800)
Increase (decrease) in provisions (1,894) 79,066
Net Cash Inflow from Operating Activities (632,630) (789,461)
16(b ) Cash and Cash Equivalents
2010 2009 $ $
Cash at Bank 329,141 804,889
Investments 3,501,801 3,600,578
TOTAL CASH AND CASH EQUIVALENTS 3,830,942 4,405,467
*$3,596,798 cash and cash equivalents held at balance date are committed to specific projects for which funding has been provided to the Authority. Refer to Note 14 for details of programs with funds committed at balance date.
16(c ) The Authority has no credit standby arrangementsand no unused loan facilities
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 83 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 17 Superannuation
Glenelg Hopkins CMA currently contributes to the Vision Superannuation and other authorised superannuation entities on behalf of eligible Glenelg Hopkins CMA employees as per superannuation choice of fund legislation. Glenelg Hopkins CMA makes employer superannuation contributions in respect of its employees to the employees nominated superannuation fund. Employer contributions are normally based on a fixed percentage of 9 per cent of employee earnings in accordance with the Superannuation Guarantee Legislation. No further liability accrues to the employer as the superannuation benefits accruing to employees are represented by their share of the net assets of fund. The amount charged to the operating statement in respect of defined benefit plan superannuation represents the contributions made by Glenelg Hopkins CMA to the superannuation plan in respect to the current services of current staff members. In accordance with statutory requirements, Glenelg Hopkins CMA contributes amounts determined by the Fund’s Actuary for its defined benefit members in the Vision Superannuation. On the basis of the results of the most recent full actuarial investigation conducted by the Fund’s Actuary as at 31 December 2008, the Glenelg Hopkins CMA contributes 9.25 per cent of members’ salaries. The Authority does not recognise any liability for any of the State’s defined benefit liabilities because the entity has no legal or constructive obligation to pay future benefits in relation to its employees; its only obligation is to pay superannuation contributions as they fall due and if the entity ceases to employ members of the State’s plan(s), it will have no obligation to pay the benefits earned by the employees in previous years. Instead, the Department of Treasury and Finance administers and discloses the State’s defined benefit liabilities in its financial report.
Glenelg Hopkins CMA contributes in respect of its employees to the following superannuation schemes:
2009-10 2008-09 Type of scheme Rate $ $ Vision Super Defined Contribution 9.25% 9,557 21,049 Vision Super Accumulation 9.00% 201,842 223,670 Vic Super Accumulation 9.00% 20,187 - Other Accumulation 9.00% 182,092 195,002
413,678 438,821 As at the reporting date, there were no outstanding contributions payable to the above funds. As at the reporting date, there were no loans to or from Glenelg Hopkins CMA to any of the above funds. There are no unfunded superannuation liabilities attributable to the Authority in respect to the one defined benefit scheme.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 84 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 18 Responsible Persons and Executive Officer Disclosures
18(a ) Responsible Persons
The names of persons who were Responsible Persons at any time during the financial year were:
Relevant Ministers The Hon. G Jennings, Minister for Environment and Climate Change
Board Directors Mark Wootton Naomi Pye Dr John Sherwood Doug Phillips Sandra Adams Mike Wagg Coralie Coulson Debbie Shea Dr Graham Lean
Accountable Officer Peter Butcher (Resigned 16 July 2010)
18(b ) Remuneration of Responsible Persons
The number of Responsible Persons whose remuneration from the Authority was within the specified bands, is as follows:
Income Band 2010 2009 ($) No. No.
0 - 9,999 4 7
10,000 - 19,999 4 1
20,000 - 29,999 1 -
160,000 - 169,999 1 1
Remuneration received, or due and receivable, from the Authority in connection with the management of the Authority.
2010 2009 $ $
Remuneration 261,054 242,456
The relevant Minister’s remuneration is reported separately in the financial statements of the Department of Premier and Cabinet.
18(c ) Retirement Benefits of Responsible Persons
During the reporting period, board members were paid as employees. Hence contributions towards superannuation, at the rate of 9 per cent were made. This amounted to $8,316 (2009 $7,128) and is included in Note 17.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 85 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
18(d ) Executive Officer’s Remuneration
The number of executive officers, other than responsible persons, whose total remuneration falls within the specified bands above $100,000 are as follows: Total Remuneration Base Remuneration Income Band ($) 2010 2009 2010 2009 No. No. No. No. 120,000 - 129,999 2 1 2 1 130,000 - 139,999 1 1 1 1 140,000 - 149,999 - 1 - 1
Total Amount $383,846 $411,899 $378,220 $411,899
Total Numbers 3 3 3 3
18(e ) Other transactions with Responsible Persons and their related entities
There were no other transactions between the Authority and Responsible Persons.
Note 19 Events occurring after the balance sheet date
No matters or circumstances have arisen since the end of the reporting period which significantly affected or may significantly affect the operations of the Authority, the results of those operations or the state of affairs of the Authority in future financial years.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 86 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 20 Financial Instruments
20(a ) Interest rate risk exposures
Glenelg Hopkins CMA’s exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities both recognised and unrecognised at the balance date are as follows:
Weighted Total Carrying Average Floating Fixed Interest Non Interest Amount as per Effective Interest Rate 1 Year or less Bearing Balance Sheet Interest Rate 30 June 2010 $ $ $ $ %
Financial Assets
Cash and Cash Equivalents 329,141 3,501,801 3,830,942 4.15
Receivables - - 498,314 498,314
Total Financial Assets 329,141 3,501,801 498,314 4,329,256
Financial Liabilities
Payables - - 216,967 216,967
Total Financial Liabilities - - 216,967 216,967
Weighted Total Carrying Average Floating Fixed Interest Non Interest Amount as per Effective Interest Rate 1 Year or less Bearing Balance Sheet Interest Rate 30 June 2009 $ $ $ $ %
Financial Assets
Cash and Cash Equivalents 804,889 3,600,578 4,405,467 6.45
Receivables - - 293,513 293,513
Total Financial Assets 804,889 3,600,578 293,513 4,698,980
Financial Liabilities
Payables - - 675,936 675,936
Total Financial Liabilities - - 675,936 675,936
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 87 Notes to and forming part of the Financial Statements for the year ended 30 june 2010
Note 20 Financial Instruments (continued)
20(b ) Net Fair Values
The carrying amounts and aggregate net fair values of financial assets and financial liabilities at balance date are:
2010 2009 Carrying Carrying Amount Fair Value Amount Fair Value 30 June 2010 $ $ $ $
Financial Assets
Cash and Cash Equivalent 3,830,942 3,830,942 4,405,467 4,405,467
Receivables 498,314 498,314 293,513 293,513
Total Financial Assets 4,329,256 4,329,256 4,698,980 4,698,980
Financial Liabilities
Payables 216,967 216,967 675,936 675,936
Total Financial Liabilities 216,967 216,967 675,936 675,936
20(c ) Credit Risk Exposure
Glenelg Hopkins 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.
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 88 Disclosure Index
The Annual Report of the Glenelg Hopkins CMA 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.
Legislation Requirement Page No.
Report of Operations – FRD Guidance Charter and purpose FRD 22B Manner of establishment and the relevant Ministers 5 FRD 22B Objectives, functions, powers and duties 3 - 14 FRD 22B Nature and range of services provided 4 - 57
Management and structure FRD 22B Organisational Structure 47
Financial and other information FRD 10 Disclosure index 89 FRD 12A Disclosure of major contracts 52 FRD 15B Executive Officer disclosures 57 FRD 22B, SD 4.2(k) Operational and budgetary objectives and performance against objectives 4 - 57 FRD 22B Employment and conduct principles 53 FRD 22B Statement of Workforce Data for current and previous year 54 FRD 22B Occupational health and safety policy 52 FRD 22B Summary of the financial results for the year 56 FRD 22B Significant changes in financial position during the year 57 FRD 22B Major changes or factors affecting performance 57 FRD 22B Subsequent events 57 FRD 22B Application and operation of Freedom of Information Act 1982 52 FRD 22B Compliance with building and maintenance provisions of Building Act 1993 53 FRD 22B Statement on National Competition Policy 51 FRD 22B Application and operation of the Whistleblowers Protection Act 2001 51 FRD 22B Details of consultancies over $100,000 53 FRD 22B Details of consultancies under $100,000 53 FRD 22B Statement of availability of other information 52 FRD 25 Victorian Industry Participation Policy disclosures 52 SD 4.5.5 Risk management compliance attestation 53 SD 4.2(g) General information requirements 4 - 57 SD 4.2(j) Sign-off requirements 58
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 89 Disclosure Index
Financial Report
Financial statements required under Part 7 of the FMA SD4.2(a) Statement of Changes in Equity 63 SD4.2(b) Operating Statement 61 SD4.2(b) Balance Sheet 62 SD4.2(b) Cash flow statement 64
Other requirements under Standing Directions 4.2 SD4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 65 SD4.2(c) Compliance with Ministerial Directions 58 SD4.2(d) Rounding of amounts 65 SD4.2(c) Accountable officer’s declaration 58
Other disclosures as required by FRDs in notes to the financial statements FRD 11 Disclosure of ex gratia payments N/A FRD 21A Responsible person and executive officer disclosures 85 FRD 102 Inventories N/A FRD 103D Non-current physical assets 66
FRD 104 Foreign currency 72 FRD 106 Impairment of assets 66 FRD 109 Intangible assets N/A FRD 107 Investment properties N/A FRD 110 Cash flow statement 64 FRD 112B Defined benefit superannuation obligations 84
FRD 113 Investments in subsidiaries, jointly controlled entities and associates N/A FRD 114A Financial instruments – general government entities and public 67 non-financial corporations FRD 119 Contributions by owners 65
Legislation Freedom of Information Act 1982 52 Building Act 1983 53 Whistleblowers Protection Act 2001 51 Victorian Industry Participation Policy Act 2003 52 Financial Management Act 1994 58 Multicultural Victoria Act 2004 53
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 90 Glossary of Terms
AAV Aboriginal Affairs Victoria
AEP Annual Exceedance Probability
AWP Annual Watering Plan
CfOC Caring for Our Country
CMA Catchment Management Authority
CVA Conservation Volunteers Australia
DPI Department of Primary Industries
DSE Department of Sustainability and Environment
EBMP Environmental Best Management Practice
EWR Environmental Water Reserve
FMCF Financial Management Compliance Framework
GPS Global Positioning System
GWMWater Goulburn Wimmera Mallee Water
INFFER The Investment Framework for Environmental Resources
ISC Index of Stream Condition
KPI Key Performance Indicator
MER Monitor, evaluate and report
NAA Natural Assets Alliance
NRM Natural resource management
RAP Registered Aboriginal Parties
RCIP Regional Catchment Investment Plan
RCS Regional Catchment Strategy
RNVP Regional Native Vegetation Plan
SWSP South West Sustainability Partnership Inc.
VEFMAP Victorian Environmental Flows Monitoring Assessment Program
VIF Victorian Investment Framework
WAP Waterway Action Plan
GLENELG HOPKINS CMA ANNUAL REPORT 2009-10 91 79 French Street, Hamilton, Vic 3300 T: 03 5571 2526 F: 03 5571 2935 www.ghcma.vic.gov.au
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