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Hunter Wetlands Centre Annual Report 2013

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Hunter Wetlands Centre Annual Report 2013 Hunter Wetlands Centre Annual Report 2013 CONSERVE DISCOVER EDUCATE The Hunter Wetlands Centre is a not-for-profit community organisation established in 1985 as Australia’s first Wetlands Centre. Hunter Wetlands Centre 1 Wetlands Place Shortland NSW 2307 AUSTRALIA Telephone: 61 2 4951 6466 Facsimile: 61 2 4950 1875 Email: [email protected] Web: www.wetlands.org.au ISSN 1449 - 4736 Contents Organisational Profile Executive Reports Conservation & Management Education Ecotourism Our Team Partners Members & Sponsors Financial Report Grants 3 Organisational Profile Guiding Principles Commitment to wise use of wetlands Commitment to ecological sustainability Respect diversity Make decisions based on scientific research Respect and value people Act with integrity Protect our credibility Provide a safe environment for staff, volunteers and visitors Achieve financial sustainability Hunter Wetlands Centre’s Strategic Plan (2004-2009) outlines the organisation’s strategic direction and focuses on four key operational areas: 1. Wetlands Conservation and Management promoting and demonstrating sustainable conservation and management of wetlands through community participation. 2. Education – Increasing and sharing our knowledge and understanding of wetlands and promoting the Ramsar Convention. 3. Tourism and Recreation – Providing services and facilities for visitors to create a high quality and enjoyable experience that showcases wetland values. 4. Governance – Meeting business requirements using ethical practice; achieving financial stability, and fostering community involvement. 4 Board of Directors Joe Bidwell Chair of the Environmental Science Department, University of Newcastle Representative Jenny Castles Hunter Landcare Representative Ben Chard (Chairman) Community Representative David Crofts Community Representative Carolyn Gillard Department of Education and Training Mary Greenwood Community Representative Nicole Holmes Hunter Water Representative Christine Prietto Community Representative John Stewart Community Representative Deon Van Rensburg Area Manager, National Parks & Wildlife Service Representative 5 Hunter Wetlands Staff Chief Executive Officer Ken Conway Site Manager & Biodiversity Officer Paul Trute (resigned Oct 2013) Biodiversity Officer Matt Stow Project Officer Will McCaffrey Spoonbill Cafe Chef Peter Halse (resigned Oct 2013) Spoonbill Cafe Manager Jenny Aitcheson Nursery Manager & Volunteer Coordinator Ken Bayliss Volunteer Coordinator Grant Morgan (resigned Feb 2014) Ecotourism & Marketing Manager Anna Ryan IT & Events Jake Relf (resigned March 2014) Visitor Centre Information Officers Kim John & Mel Latos Activities & Birthday Party Hosts Sue Smith, Alexis Ting Administration Manager Michelle Strathmore Wetlands Education Centre Principal Peter Jones Teacher Carolyn Gillard School Administration Manager Rhonda Atkins 6 Chairman’s Report - Ben Chard The calendar year 2013 represented an extremely difficult year for Management and the Board of the Wetlands Centre. An operating loss of over $300,000 is unsustainable. For the last few years the Wetlands Centre has survived because of the generous grants provided by the Federal and State Governments. However, due to both governments tightening their belts, the grants available in 2013 were substantially lower. Staff who had been employed to manage these grants needed to be made redundant adding to the short term costs for the centre. This was disappointing because the staff were committed to the growth and development of the Centre. The general population is still not spending which means visitation, while increasing, does not cover costs. The Board has reduced entry fees to encourage more visitors and these fees are more in line with fees charged by competitors. In spite of all this gloom there are some positive signs for the future: • The bequest left to the Wetlands Centre from Shirley Millar will be available in March/April 2014. While the Board was keen to allocate these funds towards capital improvements, the imme- diate use of the funds will assist in cash flow problems. • The change in management in the cafe and therefore the improvement in quality of food is starting to generate greater visitation. However, this process takes time as the poor reputation of the previous cafe is still affecting throughput. • The nursery and the contracts being won for the supply of plants will generate a healthy return. The Board and Management will continue to keep a close eye on income and expenditure and make changes to our operating procedures to turn these losses around. It must be frustrating for all staff who work so hard to keep the Centre viable to see these disappointing figures. The tremendous efforts by the CEO and staff have not gone unnoticed and are greatly appreciated. I would also like to thank all the volunteers who put in thousands of hours in all facets of the business because without their efforts the Centre would surely be closed. I would ask volunteers and staff to not lose heart as the Board is confident we can turn these losses around. Ben Chard Chairman 7 CEO’S Report - Ken Conway As you can see from the financial results it has been an extremely difficult year financially. As a result of this I have had to restructure the organisation extensively to stem the unsustainable losses. Contraction of the economy, a reduction in available grant funding, loss of sponsorship and the need to close the cafe for several months along with a decline in visitor numbers all contributed to the poor result. We are now running the café ourselves following its closure for repairs. We took a decision that we needed to regain a reputation for quality service and food. It has been a struggle to regain lost reputation but I am happy to say that complaints now are now very rare and financial results from the café are trending in the right direction as are function bookings. I would like to thank Peter Halse and Jennifer Aitcheson for their hard work to get the café established under the Spoonbill Café Brand. Peter was engaged as Head Chef and consultant through the start up period and has since departed. Jennifer is now managing the café and along with her team is rebuilding our reputation and trade. In response to the losses we have restructured the operation and reduced staffing levels in other ar- eas. Paul Trute, who was our very skilful Site Manager, took a voluntary redundancy. His company and skill is being missed although he still visits regularly and is currently involved in guided Segway Tours of the site. He is also happy to assist with advice and help when he is available. Jake Relf our popular Events and IT Manager sought employment elsewhere. Jake however is still involved with the Centre as he remains involved as a volunteer assisting with the organisation of the Hunter Paddle Challenge which is in its third year. He can rightfully be proud of his achievements with this event. Grant Mor- gan unfortunately had his hours reduced as a matter of financial necessity and sought employment elsewhere. He was heavily engaged in our volunteer program. Matt Stow has taken on the role of Site Manager- Biodiversity and Will McCaffrey the role of Site Manger Fauna; Michelle Strathmore has taken on the new role of Administration Manager and is looking after IT and on site event organisation. Ken Bayliss, the Nursery Manager has taken on primary responsibility for volunteer inductions and WHS. Along with Anna Ryan our Ecotourism Manager they are all working very hard with less resources to achieve a sustainable financial future for the Wetland Centre. Matt Stow and Will McAffrey 8 CEO’S Report - Continued In January the Board held a strategy day which also involved senior staff and we are now working through a range of potential income producing ideas that were suggested at that meeting as well as continually reviewing all areas of the business operation seeking improvements. Our pricing structure has been revisited and we have reduced admission prices which may seem paradoxical but we are hoping that increased visitation and there- fore higher income levels will result. The new pricing structure was reached after some experimentation with prices in January and February followed by a visitor survey and some focus group work conducted by Anna Ryan. The new structure will remain under review but appears to be beneficial at this stage. We are also increasing our reliance on volunteers. One area of growing success has been our Nursery. It was established in 2008 by Boyd Carney to produce plants for our revegetation efforts. In 2010 Ken Bayliss, a man with a passion for native plants came on board as a volunteer and quickly established credentials which have allowed him to take the role of Nursery Manager. The nursery now has the ca- pacity to produce around 100,000 plants per year, has an excellent environmental manage- ment system thanks to Ken and his dedicated team of around 17 native plant enthusiasts and volunteers. It has also become a major new source of revenue filling a range of orders for commercial clients including National Parks and Wildlife Service, Wetland Care Australia and Newcastle Coal Infrastructure Group who are undertaking a Green and Golden Bell Frog program on Kooragang Island. Some of our Nursery team at work We have also been fortunate to receive a major bequest from the estate of Shirley Millar who was a Wetlands Administration volunteer until her retirement a number of years ago. If the Board and management had not taken the necessary steps to restructure, that money would have been quickly eaten up. It has been placed on investment at this stage. Partnerships form a valuable part of our business and we are working in close conjunction with Wetland Care Australia on various projects and with National Parks and Wildlife Service on an exciting project to remove mangroves from salt marsh areas around Windeyer’s Reach on the Hunter River as well as our traditional partners like Hunter Bird Observers Club, Australian Plant Society, Hunter Native Fish, Native Animal Trust Fund, the Hunter Volunteers Centre, Newcastle University and the Wetland Environmental Education 9 Centre.
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