Annual Report 2008–09

www.nccma.vic.gov.au www.nccma.vic.gov.au

Contents

Introduction and Summary Financial Reporting Introduction and summary 3 Disclosure index 70 Our role – objectives, functions and activities 4 Certification to the financial statements 71 About the North Central CMA 5 Operating statement 72 Profile of the North Central CMA 6 Balance sheet 73 Profile of the region 7 Statement of changes in equity 74 Chair’s report 8 Cash flow statement 74 Chief Executive Officer’s report 9 Notes to the financial report 75 Summary of outputs achieved 10 Note 1: Significant accounting policies 75 Note 2: Financial risk management objectives and policies 81 Our Business Note 3: Operating statement – disclosures of income 83 The Board 14 Note 4: Operating statement – disclosures of expenditure 84 Executive team 16 Note 5: Cash and cash equivalents 86 Organisational structure 18 Note 6: Receivables 86 Natural Resource Management Committee 19 Note 7: Property, plant and equipment 86 Our people 22 Note 8: Intangible assets 88 Corporate and statutory operations 24 Note 9: Payables 88 Our environmental footprint 27 Note 10: Employee benefits 89 Delivering on the statement of obligations 28 Note 11: Contributed capital 89 Environmental Reporting Note 12: Reserves 90 Catchment condition 46 Note 13: Accumulated funds 90 Avoca/Avon–Richardson 50 Note 14: Commitments 90 Lower Loddon and Campaspe 54 Note 15: Superannuation 91 Upper Loddon and Campaspe 60 Note 16: Responsible persons-related party disclosures 92 Regional projects 64 Note 17: Reconciliation of profit/(loss) for the period to net cash flows from operating activities 94 Note 18: Events occurring after the balance sheet date 94 Note 19: Financial instruments 95 Note 20: Contributions subject to restrictions 96 Note 21: Economic dependence 97 Note 22: Contingent liabilities and contingent assets 97 Independent Auditor’s Report 98 Appendix A: Consultants 100 Appendix B: INFFER and the North Central regional investment process 102 Appendix C: North Central CMA Whistleblower Policy 103 Index 113 Glossary 114 Abbreviations 115 Contact us Back cover

2 Introduction and Summary North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary

What’s new in the 2008–09 Annual Report Executive team profiles Page 16 Highlights for 2008–09 Environmental reporting Page 46 Targeted investment using INFFER Page 53 Glossary Page 114 Environmental flows Page 58 Abbreviations Page 114 Drought Employment Program Page 69

The trademark is underpinned by the following Our vision Our values trademark behaviours to which staff have A well-informed, resourced and actively The North Central Catchment Management committed: committed community protecting and improving Authority (CMA) is committed to high levels of • seek to understand – embrace challenges and the natural resources for the environmental, performance that are underpinned by agreed seek solutions social and economic benefit of our region. values and behaviours. • be honest and take responsibility – do what Our trademark in business you say you will do Our mission – innovative, knowledgeable and reliable • see something, do something • show respect Leading, coordinating and integrating sustainable Staff have recently renewed and committed • actively engage. natural resource management for the benefit of to organisational expectations relating to our our rivers and the communities that depend on behaviour in business. Through this process, them. staff adopted a team trademark of innovative, knowledgeable and reliable. The trademark articulates how we would like to be described by others and guides the actions we take in business.

North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary 3 www.nccma.vic.gov.au

Our role – objectives, functions and activities

The North Central CMA is a statutory authority • formulating and delivering targeted investment in projects that assist landholders established by the Victorian Parliament in 1997 interventions to protect the region’s land, in moving towards more sustainable land under the Catchment and Land Protection (CaLP) biodiversity and water assets management practices. Act 1994. • caretaker of river health including: The North Central CMA has two types of - waterway management During the reporting period, Gavin Jennings MLC, business, namely: - water quality management Minister for the Environment and Climate Change - floodplain and regional drainage a) Direct service delivery, involving: was the responsible Minister. management • waterway management (river health) The principal statutory obligations of the • reporting on the condition of the catchment • water quality and biodiversity coordination Authority are prescribed in the CaLP Act and the • compliance monitoring and reporting to • floodplain management Water Act 1989. These Acts constitute the major government relating to the organisation’s • catchment planning (corporate functions). enabling legislation for catchment management obligations. authorities. The North Central CMA business strategy is to b) Partnership business, involving: protect the region’s highest-value environmental The core business of the North Central CMA • sustainable agriculture and land management assets while also supporting the community in delivers on the CaLP Act and the Water Act (particularly with reference to irrigation and their local natural resource management (NRM) accountabilities, which primarily include: dryland salinity) goals. We coordinate the capacity of the region • water savings and water-use efficiency • coordinating the management of land, to ensure that environmental investment achieves • biodiversity protection (including vegetation biodiversity and water resources through the best possible results. This is achieved through management and private forestry) the development of the Regional Catchment developing high-performing partnerships with • Landcare support Strategy (RCS) other agencies, landholders, non-government • invasive plant and animal management. • enabling the regional community to provide organisations and researchers. Our balanced local input to the planning and implementation project portfolio includes investment in iconic of the RCS rivers, grasslands and forests as well as

4 Introduction and Summary North Central Catchment Management Authority Annual Report 2008–09 About the North Central CMA

The North Central CMA works to protect and improve rivers and the natural environment in North Central , an area that covers 13% of the state. This involves:

• undertaking projects to restore river health • funding onground works to protect and improve the environment Cohuna • overseeing the use of environmental water to improve the region’s rivers and wetlands • using the best available science in all projects River Murray • investing in biodiversity improvement along rivers and other sites with high environmental Mitiamo value Charlton • monitoring the effectiveness of its activities to Donald achieve the best results for investment. Richardson River Inglewood St Arnaud Funding Marnoo Avon River In 2008–09, the North Central CMA received Bealiba

$19.9 million of funding from Federal and State Heathcote government and other sources, in addition to the vast contribution of in-kind support from Maryborough Castlemaine Avoca our community, to manage the region’s natural resources. Clunes Daylesford Woodend Creswick

North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary 5 www.nccma.vic.gov.au

Profile of the North Central CMA

Our Board

The North Central CMA is led by a Board appointed by the Victorian Government Minister for the Environment and Climate Change. It sets priorities for environmental protection, in partnership with local communities and other agencies, and promotes sustainable land and water management for the benefit of river health and local communities.

The Board’s responsibilities include, but are not limited to:

• setting the strategic direction of the organisation

• establishing vision and direction for integrated natural resource management

• deciding priorities and evaluating results

• approving and monitoring the financial performance of the organisation.

The Board’s three-year term concluded on 30 June 2009. Dr Ian MacBean retired from the Chair’s role, having led the organisation for six years. Following Dr MacBean’s retirement from this leadership role, Geoff Williams has been appointed as Chair of the organisation from 1 July 2009.

Our partners

The North Central CMA values the close relationships we have with our partners, Our people North Central CMA and local government such as the Landcare community, Indigenous representatives at the State of the Environment community, local government, state and federal The North Central CMA is very proud of its Report event April 2009 government departments and agencies, water greatest asset – our people. We are committed corporations, research organisations, media and to building a workplace culture that emphasises private industry. While a broad range of strong teamwork, continuous learning, efficiency, relationships is desirable, we seek to target integrity and individual leadership. specific partnerships according to what we are working to achieve. All relationships remain During 2008–09 the North Central CMA employed important, but specific gains can be achieved 62 employees, of which 73% were full-time, 43% through applying a focused approach to where we were male and 57% were female.* invest our partnership efforts. * Note: These figures do not include employees of the 2008–09 Drought Employment Program.

6 Introduction and Summary North Central Catchment Management Authority Annual Report 2008–09 Profile of the region

• Gold rush era heritage – including diggings, events, it may flow to the and Our region racelines, buildings and streetscapes from that a further series of terminal lakes. The Avon– Located north of the , the era. Richardson catchment is internally drained, with North Central CMA region forms part of the most surface water draining into in Murray–Darling Basin. Within Victoria, it is one of the north of the catchment. 10 catchment management regions. Land use Rainfall ranges from 300 mm per annum in The region is bordered by the Murray River to The majority of soil types in the region are fragile, the north-west of the region to 1,200 mm per the north, the Central Highlands to the south, shallow, have poor fertility, and are prone to annum in the south-east. There are substantial Mt Camel range to the east and Donald to the degradation. Nevertheless, the region is agri- groundwater and surface water resources. west. It covers approximately three million culturally diverse. Irrigated production occurs on Groundwater is used extensively to irrigate hectares (13% of the State of Victoria) and has a much of the lower Loddon and Campaspe Riverine horticultural crops and pastures in the south. population of over 200,000 people. plains, with dairying and mixed cropping as the Mineral springs in this area are also utilised and main enterprises and horticulture continuing to support the processing and tourism industries. The region has a number of features that make it rise. The two major storages are on the unique, including: Campaspe River and on Improved irrigation technology and tradeable the Loddon River. Irrigation water supplies from • The Murray–Darling Basin – the region forms water entitlements have encouraged the rapid the Murray and Goulburn systems, and stock and part of the Murray–Darling Basin. expansion of horticulture outside traditional domestic supplies from the system, • The Avoca River – one of the few unregulated irrigation areas. Dryland agricultural areas are supplement the region’s surface water resources. rivers that, at times, feeds surface water characterised by broadacre activities such as directly to the Murray River. cropping and grazing. Land close to major centres • The Avon–Richardson Catchment – a large is being increasingly developed for horticulture, internally drained catchment with a terminal viticulture, new and emerging agricultural lake (Lake Buloke). commodities, and ‘lifestyle’ farming. Intensive • Internationally significant wetlands – including animal production industries are also represented. the Kerang Lakes and Gunbower Forest Ramsar wetlands, as well as numerous other wetlands The most intensive forest operations are that provide habitat to internationally protected concentrated in foothill forests and softwood migratory birds. plantations in the region’s south. A range of • Lowland rivers – the Loddon, Avoca and Avon– products is obtained from forests and woodlands Richardson rivers are important examples of in the north, including firewood, posts and poles, lowland floodplain river systems. furniture timbers, honey and eucalyptus oil. • Flora, fauna and ecological communities – the Approximately 13% of the region is public land, region supports a large number of species and with much of this reserved and managed for ecological communities. Regrettably, some of multiple purposes. Forested public land in the these species are threatened with extinction. region is highly valued for its environmental • Mineral springs in the upper catchments of the significance as well as its social and economic Loddon and Campaspe rivers, e.g. Daylesford, values – heritage, recreation, timber and Hepburn. firewood, honey production and fossicking. • Unique geological features, including Barfold Gorge and the glacial pavements of the Knowsley–Mia Mia area. Catchment area • Indigenous heritage – including many sites and places of cultural and archaeological The region comprises the four major river significance. catchments of Campaspe, Loddon, Avoca and • Loddon–Murray, Rochester and Campaspe Avon–Richardson. The Campaspe and Loddon West irrigation areas – which produce over rivers flow directly into the Murray River. The $500 million in gross value of agricultural Avoca River drains into a series of terminal lakes production annually. and wetlands (the Avoca Marshes). During flood

North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary 7 www.nccma.vic.gov.au

Chair’s report

The North Central Catchment Management Authority has completed another successful year.

While the funding available is always less than the level we believe is necessary to address the scale of environmental need in this region, we are confident that the Authority’s investment program is targeted to maximise environmental outcomes. Investment priorities are determined based on the objective discrimination provided by the Investment Framework for Environmental Resources process matched with extensive local knowledge and priorities. The combination of strong science and onground knowledge is our assurance that public funds will be well spent.

Catchment management is a challenging North Central CMA outgoing Chair, Ian MacBean and incoming Chair, Geoff Williams join Goulburn- endeavour but one with great rewards. Highlights Murray Water and community representatives at an event to mark the commencement of the Benwell of this year included the commencement of the Surface Management System project, April 2009. Benwell Surface Water Management System works, a major and long-standing priority, and The other great and intimately linked challenge I acknowledge with gratitude the contribution of a regional presentation of Victoria’s State of is for land-use planning to be addressed at an the members of the outgoing Board. I believe it the Environment Report. The Authority hosted integrated landscape scale. The lack of effective was a strong Board with a good mix of skills and a visit by Dr Ian McPhail, Commissioner integration between land-use planning and high standards of governance and accountability. for Environmental Sustainability, who met natural resource management is arguably the The members operated with a willingness to in April with invited representatives of key major drawback to achieving good environmental continually challenge themselves and the rest of partner organisations and later presented a outcomes. This is not sustainable, and the inertia the organisation to achieve the region’s natural well-received public presentation. This event of the status quo must be challenged. resource management goals. The Board was was one of a range of activities undertaken by well served by an outstanding CEO, wonderfully the Authority that complement core statutory and Other concerns, such as soil health and enthusiastic and capable staff and the dedicated environmental management functions. recognising biodiversity as the integral measure members of the Natural Resource Management of the sustainability of all life, must lead us to This is the last report on behalf of the 2006–09 Committee. a more inclusive and ethical definition of our Board and it is an opportunity to reflect on current humanity and place in the environment. On behalf of the Board, I am pleased to present the and emerging natural resource management North Central Catchment Management Authority’s challenges. Fundamental to responding to these challenges annual report for 2008–09 in accordance with the is the need for a vital, widely embraced and Climate change is the overwhelming challenge Financial Management Act 1994. empowered Regional Catchment Strategy (RCS). and, as most of its impact will be mediated The Authority has reviewed the current RCS and through water, it is imperative that our society planning for the renewal is now underway. In a recognises the true cost of water and that it is changing funding environment, the need for a managed in a totally integrated way. strong RCS is paramount. Geoff Williams Chair, 2009–2011 North Central Catchment Management Authority

8 Introduction and Summary North Central Catchment Management Authority Annual Report 2008–09 Chief Executive Officer’s report

The past 12 months have community undertaking site assessments and enables us to achieve quality and relevant presented challenges environmental work along the Loddon River near projects. The passion, expertise and commitment and opportunities for Kerang. of our staff has contributed to outstanding results . for the organisation and region, led by a largely Our environmental flows function was While we remain in a new Executive team. strengthened through our role in developing time of unprecedented environmental water plans for the Northern With so many exciting projects planned, 2009–10 drought, combined Victoria Irrigation Renewal Project. Along with is shaping up to be another year of significant with water reform and our core environmental water planning functions, achievement. funding uncertainty, we have enhanced our role we have demonstrated our regional expertise as biodiversity conservationists, environmental It has been a pleasure working with Dr Ian in this area and look forward to continuing our water managers and community engagement MacBean, our outgoing Chair, and the Board over leadership role into the future. leaders. the last 12 months. I would like to thank them for I thank the outgoing Board for its guidance their leadership and support, which has allowed We have continued to adopt a targeted and leadership through a time of significant us to deliver quality results. approach to our business through the Investment change and for overseeing an impressive list of Framework for Environmental Resources. This has achievements. The 2006–09 Board’s legacy is a ensured that we are achieving the best results for strong, cohesive organisation well positioned for our investment, and meeting the expectations of the challenges ahead. our funding partners. Of course, none of our achievements would Damian Wells The Drought Employment Program continued this be possible without the support of our Natural Chief Executive Officer year, with $2.5 million invested in this region and Resource Management Committee (NRMC) North Central Catchment Management Authority almost 200 drought-affected people employed. and staff. The NRMC continues to provide a For the first time, this included an Indigenous community perspective and local input, which crew, with 12 members of the Barapa Barapa

Landcare forum at Boort, March 2009

North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary 9 www.nccma.vic.gov.au

Summary of outputs achieved

As at 30 June 2009, the North Central CMA had met or exceeded approximately 70% of the intermediate outcome targets. The outstanding intermediate outcomes will be delivered in July–September 2009 period (Q5) as agreed through formal variation processes with the Department of Sustainability and Environment. In a small number of cases, research and investigations conducted as a part of program delivery have indicated that some targets were unrealistic or inappropriate, resulting in a difference between the targets and actual intermediate outcomes.

Theme Intermediate Outcome Performance Descriptor Unit Target Actual % Achieved Rating

Biodiversity Reduction in risk of Percentage and percentage increase of completed % 85 85 100% On target extinction for priority high-priority actions at high priority sites in Actions for populations of threatened Biodiversity Conservation database species

Community Increased or maintained Additional area and number of local group action plans Ha 780 0 0% Well below target capacity capacity of community completed to support groups to contribute to NRM NRM and cultural heritage No. 26 3 12% Well below target outcomes Additional number of local group action plans reviewed No. 27 19 70% Below target

Additional number of network strategic plans completed No. 7 0 0% Well below target or reviewed Amount of corporate and philanthropic funds leveraged $ 40,000 10,000 25% Well below target and secured for NRM community groups

Community in-kind contribution to NRM $ 700,000 700,000 100% On target Percentage of total volunteer monitoring sites and number % 17 25 150% Exceeded target of volunteer monitoring plans measuring change toward No. 90 100 111% Exceeded target regional targets (RCTs) or improved condition associated with onground works (e.g. waterwatch) Increased or maintained regional group health Average 1 0 0% Well below target score Increased protection of Additional number of cultural heritage assets protected No. 1 293 29,300% Exceeded target Cultural Heritage assets Increased or maintained Percentage increase and number of landholders funded % 8 104 1,300% Exceeded target capacity of individuals to through grants or incentives No. 200 240 120% Exceeded target manage natural resources sustainably Additional area and number of property scale plans to be No. 8 34 425% Exceeded target developed Ha 850 2,203 259% Exceeded target Increased or maintained Number of additional endorsed regional strategy for NRM No. 4 1 28% Well below target institutional capacity completed of regional agencies to engage with community to Improved or maintained decision support systems No. 2 2 100% On target implement the RCS Meet the activities and/or obligations under the relevant % 100 100 100% On target Act/s Number of additional NRM regional partnership No. 15 32 213% Exceeded target agreements Number of additional planning capacity and/or knowledge No. 8 8 100% On target generation activities (e.g. projects) developed and implemented

Number of community NRM coordinators and facilitators FTEs 5 11 219% Exceeded target positioned, funded and corporately supported

10 Introduction and Summary North Central Catchment Management Authority Annual Report 2008–09 Summary of outputs achieved

Inland Habitat improved for Additional area and length of habitat improved – riparian Ha 173 3,460 2,000% Exceeded target aquatic biodiversity km 66 225 340% Exceeded target ecosystems Additional length of fish passage provided km 20 0 0% Well below target Length of instream habitat improved km 8 0 0% Well below target Additional area of habitat improved – wetlands Ha 3 35 1,167% Exceeded target Improved environmental Additional area and number of wetlands with improved Ha 70 1,286 1,837% Exceeded target flows watering regime No. 1 3 300% Exceeded target Number of river reaches with improved environmental No. 3 3 100% On target flow regimes Additional water saved for Improved irrigation systems ML 33 0 0% Well below target return to productive use Additional re-use system ML 225 1,725 767% Exceeded target on-farm Improved water quality Estimated reduction in phosphorous tonnes 0.0198 0.0484 244% Exceeded target Land health Reduction in threat of soil Additional number of sites treated (head structures, other No. 35 74 211% Exceeded target erosion (wind and water) engineering works) Additional length (km) of river stabilised km 0 15 N/A Exceeded target Additional area (ha) stabilised (vegetation to maintain Ha 10 319 3,190% Exceeded target ground cover, matting, etc.) Land use matched to land Additional area managed under property scale plans Ha 1,169 3,061 262% Exceeded target capability Reduction in recharge Additional area (ha) serviced by surface water Ha 2,950 513 17% Well below target management system Additional area (ha) of revegetation (indigenous, non- Ha 161 1,664 1,034% Exceeded target indigenous, pasture) Priority established pests Containment of target weed species to current extent Ha 1,593 34,277 2,152% Exceeded target are contained A reduction in rabbit numbers in priority locations No. 30 0 0% Well below target Landscape Habitat improved for Additional area of habitat improved – terrestrial Ha 170 410 241% Exceeded target outcomes biodiversity (including coastal) Habitat protected for Additional area and length of habitat protected – Ha 299 129 43% Well below target biodiversity management agreement – riparian km 20 29 145% Exceeded target Additional area and length of habitat protected – Ha 550 690 125% Exceeded target permanent – terrestrial (including coastal)

North Central Catchment Management Authority Annual Report 2008–09 Introduction and Summary 11 www.nccma.vic.gov.au

Summary of outputs achieved

The year at glance – corporate funding and expenditure summary

State Government* $12,268,478 Commonwealth Government $4,389,506 Caring for Our Country – Core and Transitional $4,092,689 Caring for Our Country – Competitive $218,067 National Action Plan for Salinity and Water Quality $0 National Heritage Trust $48,750 National Landcare Program $30,000 Other** $3,269,519 Total funding $19,927,503 Total expenditure $18,949,426 Total surplus/(deficit) $978,077

* Details of State Government funding are contained in Note 3 of the Financial Statements.

** This figure is made up of interest ($493,000), regional contributions ($2.583 million) and other income ($193,000) as per the Financial Statements. The Drought Employment Program and Bushfire Recovery Program are included under State Government funding.

Summary of financial results – current plus past four years

Five year financial summary

2008–09 2007–08 2006–07 2005–06 2004–05 State Government 12,268,478 11,764,317 14,270,468 10,633,266 11,402,150 Federal Government 4,389,506 5,039,410 5,940,040 6,402,110 7,069,182 Other revenue 3,269,519 3,283,239 3,063,111 1,917,925 1,552,270 Total revenue 19,927,503 20,086,966 23,273,619 18,953,301 20,023,602 Administration expenditure 2,413,341 2,605,611 1,859,985 1,754,091 1,369,862 Corporate expenditure 1,127,672 841,041 848,435 993,821 1,075,878 Project expenditure 15,408,413 21,568,957 18,900,042 17,351,074 16,187,953 Total expenditure 18,949,426 25,015,609 21,608,462 20,098,986 18,633,693 Total surplus/(deficit) 978,077 (4,928,643) 1,665,157 (1,145,685) 1,389,909 Current assets 10,223,246 10,846,306 13,637,514 11,689,086 12,522,169 Non-current assets 2,625,063 2,205,310 1,826,126 1,746,632 2,036,695 Total assets 12,848,309 13,051,616 15,463,640 13,435,718 14,558,864 Current liabilities 4,410,246 5,625,642 3,252,275 2,931,894 2,898,930 Non-current liabilities 104,180 83,769 62,764 20,380 30,805 Total liabilities 4,514,426 5,709,411 3,315,039 2,952,274 2,929,735

12 Our Business North Central Catchment Management Authority Annual Report 2008–09 Summary of outputs achieved

Total revenue from ordinary activities Total expenditure from ordinary activities Surplus for the year from ordinary activities

25,000,000

20,000,000

15,000,000

10,000,000

5,000,000

0

(5,000,000) 2008–09 2007–08 2006–07 2005–06 2004–05

Financial summary • Corporate and Administration expenditure Subsequent events which will affect increased by 3% ($0.1 million). This was operations in future years During the financial year ending 30 June 2009, predominantly due to an increase in internal the North Central CMA recorded a $978,000 audit costs for the initiation of a new internal After the reporting period, there were significant surplus from operating activities. The financial audit plan and an increase in depreciation due personnel changes with the appointment of result was attributed to by the following: to additional assets on hand. These increases the new Chairman, Mr Geoff Williams and the have been offset by the realisation of actual new Board. The Finance Manager, Ms Eryn • A 1% decrease in revenue from 2007–08 savings across the function, predominantly in Basile resigned and a new Finance and Business was recorded which was made up of a payroll and consultants. Manager, Mr Peter Bowman was appointed. 4.3% increase in State Government revenue ($0.5 million), a 12.9% decrease in Federal Government funding ($0.6 million) and a 0.4% decrease in other revenue ($0.013 million).

• Over 95% of the total funding received in the 2008–09 financial year was expended. However, total expenditure decreased from the previous year by 24.2% or $6 million. This variance is explained by the delivery of a number of large carry forward projects being delivered in the 2007–08 financial year. Finalising carry forward projects in 2007–08 meant that the Authority could focus on delivering 2008–09 projects.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 13 OURwww.nccma.vic.gov.au BUSINESS

The Board

Stuart McLean

Stuart McLean, a primary producer from Wycheproof, served his third term on the North Central CMA Board. He has valuable experience in local government and is a councillor with the Buloke Shire. He currently chairs the Northern Buloke Shire Landcare Network and the Central Victoria Area Consultative Committee.

On a broader level, Stuart is the Vice President of the Livestock Saleyards Association of Victoria and a Board member of Workspace .

Jean Sutherland

Jean Sutherland operates The North Central CMA Board 2006–09. an accounting practice at Cohuna and Boort, and is married to a dairy Ian MacBean (Chair) John Brooke farmer at Cohuna. She Ian MacBean has had a John Brooke is a beef is also a Board member long interest in regional and walnut producer who of Ambulance Victoria environmental issues farms near . and Bendigo Health Care dating back to his youth A former Loddon Shire Group. Jean is a member of CPA Australia and the on a salt-affected farm in Mayor, he has experience Institute of Company Directors. the Barr Creek catchment. in local government, and Jean’s interests include the effect of water is a director of Goulburn– He has extensive trading, the drought and future land use, Murray Water and the experience in regional and community improving irrigation practices and linking the use Chairman of Coliban Water. development and natural resource management in of irrigated water to land use and the future of central and northern Victoria, and was employed A member of CPA Australia and the Institute of irrigation structures. at , Bendigo in senior academic Chartered Accountants, he has wide experience During 2008–09, Jean was the Chair of the and management roles. in business management. Gannawarra Shire Landcare Steering Committee. He was awarded an OAM in 1993 for services to During 2008–09, John was a member of the town and regional planning and the environment. Audit Committee and Chair of the Loddon Shire Landcare Steering Committee. During 2008–09, Ian was a member of the Audit Committee and the Remuneration Committee.

14 Our Business North Central Catchment Management Authority Annual Report 2008–09 The Board

Yvonne Postlethwaite Jenny Williams Board member Yvonne Postlethwaite Jenny Williams has been is a prominent member a bookseller in Echuca meeting attendance of the St Arnaud for 24 years and has over There were 11 meetings held during 2008–09. community, where she four generations of family is Business Manager connections to farming Board member Attendance of a grain farm. She is in the district. In addition Ian MacBean (Chair) 11 of 11 involved in a range of to bookselling, she is a John Brooke 9 of 11 community groups and secondary school teacher Jane Holt 11 of 11 is Business Manager of the St Arnaud Community with qualifications in environmental studies and Jock Leishman 9 of 11 Resource Centre and a former North Central CMA commerce. She is actively involved in a number of Stuart McLean 10 of 11 Implementation Committee member. Yvonne community organisations and is a co-founder and Yvonne Postlethwaite 6 of 11 has a strong commitment to natural resource current president of the Echuca Landcare Group. Jean Sutherland 8 of 11 management through sustainable agricultural Jenny has a strong commitment to ensuring that Jenny Williams (Deputy Chair) 11 of 11 practices. She was awarded a PhD in that field great ideals are converted into practical action on and is a past Victorian Rural Woman of the Year the ground. recipient for services to agriculture. Audit Committee During 2008–09, Jenny was a member of the Audit Committee and the Remuneration An active and effective Audit Committee serves Jane Holt Committee, and Chair of the Campaspe Shire the Board in its governance responsibilities. The Audit Committee consists of five Board members Jane Holt, along with Landcare Steering Committee. who have been considered independent by the her partner, established Board. Using an enterprise wide, risk-based Berrys Bridge Vineyard in Jock Leishman approach, the Committee focuses on corporate 1990 and Berrys Bridge Jock Leishman is a risks and business and financial performance. Wines in 1997. Jane has farmer from Ullina, near an Associate Degree in Independent internal audit services, rigorous Clunes. He wants to help Viticulture, a Bachelor of project management monitoring, and the give the community a Science in Wine Science development of corporate risk management are greater say in natural from Charles Sturt University, and has been a key tasks of the Committee. resource management self-employed bookkeeper for nearly 20 years. and would like more Attendances at the four meetings held during the During 2008–09, Jane was a member of the Audit effective onground reporting period were: Committee and the Remuneration Committee. works. Board member Attendance During 2008–09, Jock was a member of the Audit Jane Holt (Chair) * 4 of 4 Committee and the Remuneration Committee, Jenny Williams* 4 of 4 and Chair of the Central Goldfields, Hepburn and Jock Leishman 4 of 4 Pyrenees Shire Landcare Steering Committee. John Brooke 2 of 4 Ian MacBean 4 of 4

* Denotes the Independent Audit Committee members as required under the Financial Management Act 1994

North Central Catchment Management Authority Annual Report 2008–09 Our Business 15 www.nccma.vic.gov.au

Executive team

Chief Executive Officer Executive Assistant Finance Manager

Damian Wells Vanessa Murray Eryn Basile BEM (Hons), GAICD, MBA Assoc Dip Bus Admin BBus, CPA

Damian Wells supports Vanessa Murray is Eryn Basile is responsible the Board and provides responsible for high-level for the management of executive leadership executive administrative the Corporate Services for the business. He support to Board and CEO team, encompassing has been employed for and has over 15 years finance; information, several years at the North experience in the admin- communication and Central CMA, worked istration field, including technology; customer at CMA and six years in executive service; occupational Goulburn–Murray Water. In addition to general administration. health and safety; and risk management. Eryn has management accountabilities, Damian has been a vast amount of experience in this field and has Vanessa provides leadership on whole-of- appointed by State Government to coordinate over 16 years experience in finance. organisation initiatives to achieve corporate large-scale flooding capital works investigations goals and participates in key internal working During 2008–09, Eryn and her team have focused for the Gunbower Forest. groups. These include the introduction of the on the implementation of new payroll system, organisation intranet ‘Inflow’ and the organisa- the upgrade of the financial management system tional engagement database ACE2. and the development and implementation of a web-based tool to capture and report on NRM She is committed to our trademark of being outputs and undertake budgeting. ‘innovative, knowledgeable and reliable’ and to the continual improvement of the organisation’s Eryn’s team has also implemented a new risk culture. management system, and is commencing a new internal audit program that covers both financial and NRM aspects of the business.

16 Our Business North Central Catchment Management Authority Annual Report 2008–09 Executive team

Strategic Human In 2008–09, the NRM Delivery team: Communication, • managed statutory permit and referral Resources Manager processes to protect our region’s river and Marketing and floodplains Gretel Bowman-Farr Engagement Manager • planned and delivered onground work and BBus actions with the community and partner Sandra Volk Gretel Bowman is organisations to protect and improve priority BA (Comms), MAAPD responsible for human environmental assets resources within the Sandra Volk manages • supported community natural resource organisation and has the North Central management through Landcare and over 11 years experience CMA’s Communication, Waterwatch. in the field. Marketing and Engagement team. In 2008–09, Gretel has She has over 15 focused on providing direction for the training and NRM Strategy Manager years experience in development of staff, building productive working communication and relationships between staff through a peer Emer Campbell engagement roles, including eight years in natural review program, developing a robust recruitment BSc(Hons), MEnvSc, MBA, GAICD resource management with the North Central process, developing the people management CMA, Murray–Darling Basin Commission and as Emer Campbell is skills and abilities of managers, and encouraging a consultant. organisation-wide participation in the ‘people responsible for managing matter’ survey. the North Central CMA’s In 2008–09, Sandra managed a team that led Strategy team, which is delivery of the North Central CMA Community responsible for setting Engagement Plan, updated North Central CMA NRM Delivery Manager and driving implementa- branding and communication resources, managed tion of the organisation’s the organisation’s media program, coordinated Brad Drust strategic direction. Emer electronic communication and publication BSci(Env Sci) BA(Geog), AAICD has over 10 years experience in the environmental production, and facilitated events. She is also science and management field, with a particular Executive Officer to the community-based Natural Brad Drust has been focus on strategic water and wetland-related Resource Management Committee, which meets working in natural issues. monthly and advises the North Central CMA resource management Board. for over six years and In 2008–09, Emer and the Strategy Team is responsible for completed the North Central Regional Catchment managing North Central Strategy review, environmental watering plans CMA’s NRM Delivery for the Northern Victoria Irrigation Renewal program – the interface Project, an assessment of the impacts of dams between environmental planning, the regional in upper catchments, coordination of the Drought community and environmental assets. The NRM Employment Program and the New Dryland Delivery program includes NRM assets, NRM project. operations, environmental flows, statutory functions, Landcare, Waterwatch and Indigenous facilitation teams.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 17 www.nccma.vic.gov.au

Organisational structure

Minister for Environment and Climate Change Gavin Jennings MLC

NRMC Community Board Audit Committee Advisory Committee

Executive Team

Executive Assistant Chief Executive Officer Strategic Human Resources Vanessa Murray Damian Wells Gretel Bowman-Fahr

Communications Marketing Corporate Services NRM Delivery Function NRM Strategy Function and Community Engagement Eryn Basile Brad Drust Emer Campbell Sandra Volk

Statutory Functions Catchment Information Corporate Communications NRM Operations Finance Investment Coordination Marketing and NRM Assets delivery Customer Service Science and Strategy Event Management Waterwatch Risk Management/OHS Strategic Irrigation Media Liason Landcare Information Technology Research and Development NRMC Support Environmental Flows Monitoring and Reporting Community Engagement Indigenous Facilitation

18 Our Business North Central Catchment Management Authority Annual Report 2008–09 Natural Resource Management Committee

Left to Right: John Storey, Shane O’Loughlin, John Knight, Marie Jones, Ron Cosgrave, Christine Brooke, Laurie Maxted, Malcolm Brown (Chair), Charlie Gillingham, Ken Coates. Absent from photo: Rob Loats, Di Bunnett and David Jones

The Natural Resource Management Committee NRMC members reflect a broad geographic understanding of the North Central CMA projects. (NRMC) is a community advisory group to the spread from across the region and wide range of Throughout the year, the NRMC has provided a North Central CMA Board. The committee skills and experience. The current membership community perspective on a range of projects, provides a local community perspective to the provides the North Central CMA with strong issues and strategy documents. This included: North Central CMA on its planning, community links into community networks including engagement and works. Appointment to the farmer groups, small business, environmental • initiating and prioritising projects for committee is through a public process, with and sustainability groups, local government, investment through the regional investment membership endorsed by the North Central CMA waterservices committees, recreational fishing, process Board. The NRMC commenced in November 2007, Landcare and Waterwatch. • providing input into development and delivery replacing the three previous Implementation of the North Central CMA Community In July 2008, there were 16 NRMC members. Committees. Following an initial 12-month term, Engagement Strategy When the committee was reappointed in October, an independent review recommended that the • participating in the Regional Catchment following the review, two members chose not to NRMC continue. Strategy Review and planning for its renewal renominate and one member left the committee • facilitating and participating in regional The NRMC advises on: having moved out of the region to live. This Landcare consultation forums and the reduced membership to 13 for the duration of • appropriate engagement mechanisms for development of a revised Regional Landcare 2008–09. projects Support Policy. • direction and focus of the Regional Catchment Throughout the year, the NRMC met 12 times. Strategy Four meetings included tours of sites in areas • identifying annual priorities for investment where North Central CMA was undertaking • reviewing the community engagement aspects works (York Plains, Avoca Marshes and the upper of projects and mid sections of the Loddon and Campaspe • developing and implementing a community rivers). These tours enabled the NRMC to meet engagement strategy. with the local community while gaining a better

North Central Catchment Management Authority Annual Report 2008–09 Our Business 19 www.nccma.vic.gov.au

Natural Resource Management Committee

To provide more specific support, NRMC portfolio groups were established in October 2008 to facilitate Charlie is enthusiastic about encouraging greater community engagement into North Central CMA projects. Portfolio groups have operated for: community participation in all natural resource management issues, and hopes that this will Project area NRMC membership assist the North Central CMA deliver appropriate Avoca Reach 7 Ken Coates, John Knight, John Storey, Charlie Gillingham and meaningful outcomes when protecting the region’s environmental assets. Avoca Marshes Ken Coates, John Knight, John Storey, Charlie Gillingham Community engagement David Jones, Mal Brown, Ken Coates, Shane O’Loughlin, Ron Cosgrave, Rob Loats Ken Coates

Loddon Environmental Watering Laurie Maxted, Shane O’Loughlin Ken Coates is a mixed Advisory Group farmer from Natte Loddon Stressed River project Charlie Gillingham, Shane O’Loughlin, Laurie Maxted Yallock producing Patho Plains Di Bunnett grain, wool and prime Shire-based Landcare steering Mal Brown, Marie Jones, Di Bunnett, Ron Cosgrave, lambs. He is currently committees Charlie Gillingham Treasurer of his local Statewide priority invasive plant control Shane O’Loughlin (blackberry), Ron Cosgrave (gorse) Landcare group and has initiatives for blackberry and gorse been actively involved since its inception. He has also previously been involved with salinity Strategic planning in the Charlie Gillingham, Laurie Maxted management planning and implementation irrigation region committees with the North Central CMA. Upper Loddon and Campaspe areas Ron Cosgrave, Shane O’Loughlin, Marie Jones York Plains Rob Loats Ken sees his involvement on the NRMC as a way to have input into programs that contribute to the general health and wellbeing of the catchment Malcolm Brown (Chair) Christine Brooke for all users.

Malcolm Brown is a com- Christine Brooke runs a munications professional, beef cattle and walnut Marie Jones who also runs a small enterprise with her Marie Jones moved to farm forestry and prime husband John on an Central Victoria in the lamb enterprise. He has irrigated property near early 1990s after a career past experience as an Pyramid Hill. Christine in education and has irrigation farmer and is currently Mayor of since become involved in is currently an active member of the Northern Loddon Shire and is involved in many other the local environmental United Forestry Group. community groups and activities. movement. Malcolm’s passion for natural resource Christine has a passionate interest in the health Marie has a strong commitment to the values management comes from his involvement of our environment, as well as a desire to ensure of community, biodiversity and water quality. in working for the Victorian Government we have a sustainable future in agriculture. Marie believes that working together in implementing salinity management plans and partnerships is the key to improved natural developing Landcare policy. Charlie Gillingham resource management, which in turn delivers real outcomes across the catchment. As the Chair of the NRMC, Malcolm’s vision is Charlie Gillingham is to increase community participation in natural an irrigation/dryland resource management. farmer from Lake Charm. He is a past member of the Loddon Campaspe Irrigation Implementation Committee and a member of the Goulburn–Murray Water Torrumbarry Water Services Committee.

20 Our Business North Central Catchment Management Authority Annual Report 2008–09 Natural Resource Management Committee

John Knight David Jones Rob Loats

John Knight is a fourth- David Jones has a Rob Loats is a dryland generation farmer at long interest in natural primary producer from Quambatook whose resource management Laen near Donald and property borders the and the environment, and is a member of several Avoca River. He is a is an Al Gore accredited Victorian Fisheries previous member of the climate change committees. He is also Avoca/Avon–Richardson ambassador. a past member of the Implementation Committee. Avon–Richardson and Avoca/Avon–Richardson A former Mayor of the , Implementation Committees. John sees his role on the NRMC as an opportunity David has a background in education teaching to increase the profile of the North Central economics, politics and history at Bendigo Senior As a NRMC member, Rob hopes to help CMA and its roles and responsibilities. He also Secondary College. He is currently the Executive implement community-identified restoration encourages greater community participation Officer of the Bendigo Sustainability Group. projects that provide long-term benefits for in projects and programs so that our prized the regional community, especially projects waterways can be utilised as a recreational outlet Shane O’Loughlin that enhance our river, floodplain and wetland for the community to enjoy. systems. Rob is also a strong advocate for the Shane O’Loughlin brings preservation and enhancement of all aquatic Ron Cosgrave a wealth of experience to habitats in the region’s waterways and wetlands. the NRMC as a member Ron Cosgrave operates a of the Laanecoorie John Storey small farming enterprise Foreshore Committee of at Smeaton in the upper John Storey is a primary Management and a past catchment and is a producer from Glenloth, member of North Central member of Landcare. near Wycheproof, and CMA Loddon/Campaspe Dryland Implementation was previously a member Ron is an active Committee. of the Avoca/Avon– community member Shane would like the North Central CMA to Richardson Implementa- who has a dedicated interest in natural resource continue addressing the issue of chemical tion Committee. management, with a strong passion towards residue and pollutants entering our waterways. water quality and river health. John views his strong interest in the With well-researched onground programs and environmental health of the Avoca catchment and inclusive community participation, he is confident the floodplain outlet as beneficial to the NRMC’s Diane Bunnett in a sustainable future for our region’s important advice regarding river health outcomes. waterways and wetlands. Diane Bunnett has been a dryland farmer for over Past members 30 years at Derby near Laurie Maxted Bridgewater, growing The North Central CMA gratefully acknowledges Laurie Maxted runs a grain and prime lambs. the contribution of the following people who were mixed farming enterprise As an active community NRMC members during 2008–09. near Durham Ox. He also member, Diane is has a dairy farm at Calivil Ann Dunstan involved in a number of rural and conservation and a mixed farming Resigned from NRMC on 30 October 2008 networks. enterprise at Skipton in Dan Halloran Diane is keen to lend her knowledge and passion the Western District. Resigned from NRMC on 30 October 2008 to the NRMC around the effects of drought Laurie brings a broad knowledge of irrigation with ongroundwater usage and the land, viewing sustainable farming practices, and in his role as Denise Acocks her role on the committee as working towards a NRMC member, seeks to leave the land in a Resigned from NRMC on 1 November 2008 preserving the region’s assets and increasing better condition for the next generation. public awareness of the North Central CMA.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 21 www.nccma.vic.gov.au

Our people

Collective Agreement, the North Central CMA is committed to maintaining and improving the workplace diversity.

To focus on raising the cultural awareness within and beyond the organisation, North Central CMA has employed an Indigenous facilitator to assist in educating staff and engaging the community on Indigenous matters.

Learning and development

The North Central CMA promotes the personal and professional development of its people in order to achieve ongoing improvements in service delivery and to create satisfying career paths for staff members.

This year, the North Central CMA supported North Central CMA Chair (to 30 June 2009) Ian MacBean at a community event in Maryborough, employees to increase their knowledge and November 2008. experience in a range of areas by attending At the North Central CMA, it is our aim to be Employment principles training programs, conferences and seminars an employer of choice. To achieve this, we are throughout the year. Professional development focused on providing our current and prospective North Central CMA staff are appointed following undertaken included technical and safety-based employees with competitive terms and conditions a comprehensive selection and recruitment programs such as first aid and driver training, of employment, and a positive and friendly work process. Our processes are in accordance with as well as postgraduate courses such as the culture that promotes the following behaviours: the Public Administration Act 2004 whereby Graduate Certificate in River Health and Masters appointments are made on the basis of merit, and of Environment. Employees have also developed • Seek to understand – embrace challenges and a commitment is maintained to the principles of their skills and knowledge through attendance at seek solutions the Equal Opportunity Act 1985. training opportunities covering local government, • Be honest and take responsibility – do what sustainability development, irrigation and you say you will do Occupational health and safety drainage, vegetation management and community • See something do something engagement. • Show respect The North Central CMA is committed to ensuring • Actively engage the safety and welfare of our employees. We do People Matter Survey this by ensuring we adhere to strict safe work Our people are the organisation’s key strength practices, as well as providing a safe working The People Matter Survey collects staff and, to demonstrate the continued focus on our environment for all our employees. perceptions across the Victorian Public Sector. people, we are pleased to report a number of It measures a range of employee climate and standards we work by and initiatives that have satisfaction dimensions relating to employment been realised over the past year. Managing workplace diversity principles, the work environment, job satisfaction The North Central CMA promotes diversity within and how well the organisation is applying the the workplace. Our commitment is evidenced by public sector values. the balance of genders within the workplace, In May 2009, North Central CMA staff undertook where 57% of staff are female and 43% male. the survey and had a strong response rate, with Furthermore, the organisation has structured the 77% of staff taking part. While preliminary workplace to enable a quarter of the workforce results have been received, full results will not be to work part-time. Coupled with our policies available until October 2009. surrounding equal employment opportunity and the flexible work arrangements contained in the

22 Our Business North Central Catchment Management Authority Annual Report 2008–09 Our people

Communication and activities focusing on health promotion and Workforce Age Profile 2008–09 relationship building wellbeing. Activities included health checks, flu vaccinations and a range of sporting activities and Age Number of staff In striving to continually improve the organisa- educational seminars. <30 years 18 tion’s performance, the importance of strong 30–45 years 34 In addition to the wellbeing program, the North relationships and communication within the North Central CMA continues to offer the services of >45 years 10 Central CMA team was recognised. To build an employee assistance program. The program Total staff 62 capability in this area, a relationship-building provides employees and their immediate program was introduced with the assistance of family members with access to professional the organisation Leading Teams. The aim of the and confidential counselling services for both program was to support staff and managers in work-related and non-work-related matters. building and maintaining strong and effective relationships, and to improve communication. Staff Consultative Committee The program enabled all staff within the organisation to develop and commit to a team Following the implementation of the Collective trademark and set of behaviours, which underpin Agreement in February 2008, the North Central staff interaction and performance. CMA established a staff consultative committee. The function of the committee is to assist imple- The program has provided staff with the tools and mentation of the Agreement, to plan and manage skills to provide more open, honest and timely the wellbeing program, and to seek opportunities communication. While the organisation is still to improve communication between staff and learning and developing through the program, management. results from our People Matter Survey indicate that a majority of employees (over 70%) believe Statement of workforce data the program has improved the communication and relationships within their immediate team. (two years)

The North Central CMA employed 62 people in Industrial relations 2008–09 compared to 60 people in 2007–08.

The North Central CMA’s approach to industrial The breakdown of staff for the North Central CMA NRMC member and Waterwatch monitor Rob Loats relations is one of collaboration. Following in 2008–09 is as follows: successful negotiation and certification of the North Central CMA Union Collective 2008–09 2007–08 Agreement in February 2008, we have continued Part-time Full-time Part-time Full-time communication with the union on organisation- Number of women 11 25 3 30 wide employment matters. This has allowed us to Executive officers 1 4 2 build and maintain a respectful and cooperative Project officer 10 16 24 relationship. As such, there were no impacts to Administration staff 2 1 4 North Central CMA operations due to industrial relations matters during 2008–09. Number of men 5 21 3 24 Executive officers 0 2 0 4 Staff wellbeing Project officer 5 19 3 15 Administration staff 0 0 0 0 The North Central CMA understands the Total staff 62 60 importance of a healthy workforce and is committed to ensuring the health and wellbeing of staff. During 2008–09, the organisation encouraged staff to participate in a wellbeing program that involved a range of work-sponsored

North Central Catchment Management Authority Annual Report 2008–09 Our Business 23 www.nccma.vic.gov.au

Corporate and statutory operations

(d) Provide opportunities for community The North Central CMA’s Statutory reporting engagement in the integrated management of performance of statutory compliance catchments and natural assets, including land, biodiversity and water resources responsibilities as a Catchment and Land Protection (CaLP) Act 1994 (e) Develop strategic partnerships with relevant stakeholders including public authorities and Victorian State Authority The responsibilities of the North Central CMA as government agencies they relate to the CaLP Act are as follows: (f) Promote and apply a risk management approach that seeks to protect, enhance and and employer • Prepare, coordinate, monitor and review the restore natural assets and reduce the impact of Regional Catchment Strategy (RCS) climate change • Prepare and submit an annual report on the (g) Promote and adopt an adaptive approach condition and management of land and water to integrated catchment management, resources in the region. including continuous review, innovation and • Prepare and submit a corporate plan to the improvement minister by 30 April each year. (h) Manage business operations in a prudent, • Comply with the Statement of Obligations. efficient and responsible manner. In performing its functions and providing its Water Act 1989 services an authority shall, in a manner consistent with relevant government policies, frameworks, Under the Water Act the North Central CMA strategies, plans and guidelines: aims to reduce the impact of flood damage to new buildings, help conserve and preserve flora, (a) Facilitate and coordinate the management of fauna and habitat in designated waterways, and catchments in an integrated and sustainable to reduce water quality decline. We do this by Risk management attestation manner, including as it relates to land, providing: biodiversity and water resources; I, Geoff Williams certify that the North Central (b) Take a sustainable approach by balancing • permits to construct and operate works on Catchment Management Authority has risk social, economic and environmental outcomes; a waterway, compliance and community management processes in place consistent with (c) Plan and make decisions within an integrated education the Australian/New Zealand Risk Management catchment management context: • resources to planning permit referrals for Standard and an internal control system is in • recognising the integral relationship developments within a flood-prone area place that enables the Executive to understand, between rivers, their catchments, • responses to applications for flood levels, manage and satisfactorily control risk exposures. coastal systems, and estuary and marine flood risk reports and flood information before environments The Audit Committee verifies this assurance development • recognising the integral relationship and that the risk profile of the North Central • flood planning information and advice to between the land – its soil, water, Catchment Management Authority has been councils, state emergency services, developers vegetation and fauna – and associated critically reviewed within the reporting period of and others natural ecosystems July 2008–June 2009. • flood response action plans, including • recognising the need to foster the resilience collection of flood information during and of natural assets, including land, biodiversity after a flood, and assistance with emergency and water resources, to climate change planning and flood warning • using the best available scientific • flood data management. information Geoff Williams • targeting investment to address priorities Chair and deliver maximum improvement in North Central Catchment Management Authority resource condition of catchments, land, 1 September 2009 biodiversity and water resources

24 Our Business North Central Catchment Management Authority Annual Report 2008–09 Corporate and statutory operations

Financial Management Act 1994 Of the total requests received, zero went to The executive officers of the North Central CMA internal review and zero are in the process of an are classified as a Chief Executive Officer (CEO) Financial statements prepared in accordance appeal hearing. and as managers. with Part 7 of the Directions of the Minister for Finance. Whistleblowers Protection Act 2001 During the reporting period the CEO was a male and the managers comprised of four females and Statement of information The Whistleblowers Protection Act came into one male. effect on 1 January 2002. The Act is designed to The North Central CMA has prepared and made protect people who disclose information about There were no vacancies or special project available to the relevant minister, members of serious wrongdoings within the Victorian Public executives employed during the reporting period. parliament and public on request, the following Sector. Equally it provides a framework for the documents as specified in the Financial In the previous reporting period five persons investigation of these matters. Management Act: met the definition of executive officers, the CEO In support of the Act, the North Central CMA and four managers. The CEO was male and the • Declarations of pecuniary interest duly maintains a system of reporting disclosures of managers comprised one female and three males. completed by relevant officers any improper conduct of detrimental action by • Board members’ indemnity declarations Details of executive officers’ remuneration are the North Central CMA or its employees. No • Inwards and outwards correspondence disclosed in Note 16(b) to the accounts. disclosures were made to the North Central • Publications produced by the Authority and CMA and no disclosures were referred to the places where the publications can be obtained The North Central CMA current employment Ombudsman, nor have there been any disclosures • Occupational health and safety guidelines. and recruitment policies, in compliance with the or referrals by the Ombudsman. Public Administration Act, ensure: Information kept and available Disclosures of improper conduct or detrimental • employment decisions are based on merit Information related to the requirements of the action by the North Central CMA or its employees • employees are treated fairly and reasonably Financial Reporting Direction 22B of the Financial may be made to the following officers: • equal employment opportunity is provided Management Act is held at the North Central • reasonable avenues of redress against unfair The protected disclosure coordinator CMA’s main office and subject to the Freedom of or unreasonable treatment (03) 5448 7124 Information Act is available on request. • employees act with impartiality A protected disclosure officer • employees display integrity, including avoiding Freedom of Information Act 1982 (03) 5448 7124 real or apparent conflicts of interest The North Central CMA is considered to be a All correspondence, phone calls and emails • employees show accountability for actions ‘Government Agency’ under the Freedom of from internal or external whistleblowers will be • employees provide responsive service. Information Act 1982 and is required to comply referred to the protected disclosure coordinator. Building Act 1993 with the procedures that have been prescribed Where a person is contemplating making a under which members of the public may gain disclosure and is concerned about approaching The North Central CMA complies with the access to information held by agencies. A the protected disclosure coordinator or a building and maintenance provisions of the decision to release information is made by protected disclosure officer in the workplace, they Building Act. an Authorised Officer. The North CMA has can call the relevant officer and request a meeting determined that its Authorised Officer is the in a discreet location away from the workplace. National Competition Policy (NCP) Department of Sustainability and Environment’s A full copy of the North Central CMA Competitive neutrality seeks to enable Freedom of Information Manager, Luke Brown Whistleblower Policy is located in Appendix B fair competition between government and (03) 9637 8575 (or Authority contact if relevant). private sector businesses. Any advantages or Public Administration Act 2004 An application fee of $23.40 applies at the time of disadvantages that government businesses may experience, simply as a result of government this report’s publication, The previous fee $22.70 Executive officers are those persons employed ownership, should be neutralised. The North was valid to 30 June 2009. at an annual remuneration rate not less than Central CMA continues to implement and apply an executive employed by a department, which In the 2008–09 reporting period there were three this principle in its business undertakings. includes a person employed under Part 3 of the requests for information under the Freedom of Public Administration Act, as a public service Information Act. body Head or other executive.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 25 www.nccma.vic.gov.au

Corporate and statutory operations

Occupational Health and Safety Act 1985 Multicultural Victoria Act 2004 Information kept and available

The North Central CMA is committed to ensuring The North Central CMA is committed to diversity Information relating to the requirements of the the safety and welfare of our employees. We do within the workplace. During the 2008–09 Financial Reporting Direction 22B of the Financial this by ensuring we adhere to strict safe work reporting period, the North Central CMA did Management Act is held at the North Central practices, as well as providing a safe working not have any requests for the use of language CMA’s main office and subject to the Freedom of environment for all our employees. services for communication in languages other Information Act is available on request. than English. WorkCover incidents are reported under the List of further details available on request: Accident Compensation Act. The North Central During 2008–09 reporting period the North • shares held by a senior officer CMA is pleased to report we had no WorkCover Central CMA employed an Indigenous facilitator • publications produced by the CMA and how claims during the reporting period. However, to meet the identified needs of our region. there were several minor claims made by these can be obtained During the reporting period there were no people workers employed in the Drought Employment • changes in prices, fees, charges, rates and from different cultural and linguistic backgrounds Program, which were submitted via Simpson levies charged represented on the North Central CMA Board or Personnel (labour hire company). North Central • major external reviews carried out on the NRMC. CMA employed approximately 200 people in this Authority • major research and development activities program and no serious incidents were reported. Culturally and linguistically diverse backgrounds, undertaken women, youth and Indigenous affairs Victorian Industry Participation Policy Act 2003 • major promotional, public relations and The North Central CMA employs an Indigenous marketing activities undertaken by the The North Central CMA had no tenders over Facilitator and continues to work closely with Authority to develop community awareness of $1 million during the financial year. local indigenous groups, always ensuring we the Authority and its services abide by the Protocols, Principles and Strategy • assessments and measures undertaken to Agreement for Indigenous Involvement in Land improve the OHS of employees and Water Management. • Industrial Relations within the Authority and details of time lost through industrial accidents Our Waterwatch program continues to and disputes successfully provide education and training • a list of major committees sponsored by the opportunities for the youth of our region. We do Authority, the purposes of each committee and this through engaging our youth in meaningful the extent to which the purposes have been environmental issues that allows them to achieved. enhance their abilities to be actively involved in natural resource management.

26 Our Business North Central Catchment Management Authority Annual Report 2008–09 Our environmental footprint

In 2008–09, North Central CMA staff showed Additional sustainability achievements at the As a formal commitment to reduce the their ongoing commitment to sustainability by Huntly office included: environmental impact of our office-based participating in: activities, the CMA joined the ResourceSmart • installation of solar tubes to provide natural Government program in September 2008. • Business Clean Up Australia Day lighting solutions in low light areas (toilets, In 2009–10 our participation in this program will • Ride to Work Day kitchen, hallways, etc.) result in Environmental Management System • Earth Hour • draught proofing clerestory and louvre which will include initiatives to further reduce the • Mobile Muster windows impact of our procurement, energy, water, waste, • installation of new ceiling insulation and paper and vehicle fuel management. reinstatement of displaced ceiling insulation • incorporation of a worm farm to reduce organic food waste to landfill • ongoing establishment of an indigenous garden at the Huntly office that incorporates plant species found within the North Central region. This garden includes a demonstration site with native grasses as a substitute to open space lawn areas.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 27 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Statement of Obligation: Part 2 - General N/A N/A Guiding principles/ministerial requests The North Central Compliance Compliance achieved. CMA is committed to complying with Part 2, guiding principles of the Statement of Obligations. Statement of Obligation: Part 3 - Governance Ministerial CaLP The Authority shall respond to requests from the Compliance Compliance Compliance achieved. Requests minister, or to requests from any other minister, for information on matters related to Authority functions and business. Authority N/A The Authority shall operate within the Compliance Compliance Compliance achieved. Operations requirements of governance guidelines for the Department’s statutory authorities. Authority N/A The Authority shall review its performance Board reports and as Board reports Compliance achieved. Operations periodically and report as directed by the directed by the Ministers. – 11 per annum Minister, or the Secretary or Department on behalf of the Minister. Corporate Plans N/A The Authority shall develop and implement Corporate plan developed By 30 April annually Corporate Plan approved by the a corporate plan in accordance with relevant and approved by the Board on 14 April 2009. legislation and subordinate instruments and any Board guidelines issued by the minister. Regional Catchment As per departmental Regional Investment Plan and Investment Plan endorsed guidelines Regional Investment Proposal were by the Board completed and endorsed by the CMA Board. Budget prepared and Subject to funding The Corporate Plan Budget was endorsed by the Board approval endorsed by the Board on 14 April 2009. Annual N/A The Authority shall develop an annual report Annual Report submitted By 30 September 2007–08 North Central CMA Reporting detailing the Authority’s activities and financial to the minister Annual Report submitted on time. position and report on the condition and management of land and water resources in its region and the carrying out of its functions in accordance with relevant legislation and subordinate instruments and any government guidelines. Performance N/A The Authority shall ensure that appropriate and Project Performance Panel Audit completed Audit scheduled for October 2009 Monitoring effective processes and systems are in place to processes audited by third party as part of the review of processes monitor its financial, social and environmental November and May and controls surrounding project performance. management. Remuneration Committee Completed as Completed in March 2009. to review CEO’s per employment performance contract Complete Board Member By 30 June 2009 Completed in June 2009. performance review

28 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Management N/A The Authority shall manage the relevant Review and renewal of By September 2008 New internal auditors were of Authority investment of government funds in its region’s internal audit contract appointed via a tender process in Funds natural resource management program in the November 2008. A new internal manner outlined in its Service Level Agreement audit plan has been approved by (and any contract or agreement between the the Board for a three-year period. department and the Authority), the Financial Completion and On time 100% of All reporting milestones were Management Compliance Framework and submission of milestones time submitted on time. relevant legislation and subordinate instruments. reports to government Statements submitted as Zero qualifications The financial statements were per government guidelines to statements prepared with zero qualifications. Submission of financial Favourable overall There were no material findings statement to the Auditor- audit assessment from the external audit. General’s Office from Auditor- General Management N/A The Authority shall manage its business Compliance Compliance The financial statements were of Authority operations in compliance with the Financial prepared with zero qualifications. Funds Management Compliance Framework and relevant legislation and subordinate instruments. Management N/A The Authority shall administer community Compliance Compliance The Second Generation Landcare of Authority grants on behalf of the minister to assist in Grant program delivered over Funds the implementation of the Regional Catchment $300,000 to Landcare groups to Strategy (RCS) and relevant sub-strategies and support priority projects. plans in accordance with relevant legislation and subordinate instruments and any guidelines issued to the Authority. Managing N/A The Authority shall develop risk management Reporting to Board Quarterly High and significant risks are Risks systems and processes to effectively manage reported quarterly to the Board. strategic, environmental, operational and Moderate risks are reported every financial risks in accordance with the Financial six months and low risks are Management Compliance Framework, relevant reported annually. legislation and subordinate instruments and industry standards. Managing N/A The Authority shall develop and maintain a Compliance Compliance The Authority has a comprehensive Assets comprehensive register of relevant assets in asset register in the Financial accordance with the Financial Management Management System which Compliance Framework and relevant legislation allocates an employee to each and subordinate instruments. asset.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 29 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Managing N/A The Authority shall develop and implement Establishment of Committee to meet The Environment Committee met Assets systems to manage and maintain its assets and environment committee twice per year seven times during the reporting supply its services in a sustainable manner and development of period. energy reduction plan Sustainable purchasing Energy reduction In September 2008, the North principles incorporated plan complete and Central CMA joined the into purchasing policy purchasing policy ResourceSmart government modified December program. As a commitment 2008 to reduce the environmental impacts of our office-based activities, the CMA is developing an environmental management system which will be submitted to DSE and Sustainability Victoria by November 2009. This will cover procurement, energy, water, waste, paper and vehicle fuel management. Statement of Obligation: Part 4 - Community Engagement General N/A The Authority shall establish open and Renew Community December 2008 The Community Engagement transparent processes to engage its stakeholders Engagement Strategy Strategy has been renewed and is and community in the development and imple- currently being implemented. mentation of its RCS, its sub-strategies, and any Community and Annually Community and stakeholder relevant plans, including investment plans and stakeholder feedback feedback has been received special area plans. surveys through the RCS review consultation process and project- specific feedback. Feedback has also been sought on the investment process. Increase in community 5% improvement There has been a move to a more awareness of North on previous year’s targeted approach to partnerships Central CMA results and community/stakeholder engagement. Awareness was measured by qualitative rather than quantitative methods, in particular the RCS review engagement process. General N/A The Authority shall establish and maintain Natural Resource 9 meetings per 12 meetings held in 2008–09. stakeholder and community engagement Management Committee annum structures and/or processes to: (a) Provide advice supported and resourced to the Authority on the development and imple- Project governance All projects to Communication and engagement mentation of the RCS, its sub-strategies, and any structures to include include direct included in all projects. plans, including investment plans and special community representa- community Resources established to support area plans; and (b) Act as a communication link tives involvement. communication planning. NRMC with its stakeholders and community portfolio groups established for numerous projects.

30 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

General N/A The Authority shall develop, maintain and Engage partner agencies Compliance The RCS review has been enhance strategic partnerships with regional in renewal of the Regional completed and endorsed by the service deliverers for the implementation of the Catchment Strategy and CMA Board. All key regional RCS, its sub-strategies, and any plans, including development of RCIP as partners and stakeholders investment plans and special area plans. well as project teams. were involved in the review process which was guided by a communication and engagement plan. Engagement was also undertaken through the investment process. Summary RCIP document Within one month of The Regional Investment Plan produced and distributed the investment plan (VIF) was ministerially endorsed to key stakeholders and being endorsed. in July 2009. The Regional community groups Investment Proposal (CFOC) has been submitted and is awaiting endorsement. It will be distributed upon finalisation. 15 Local governments and 15 Councils briefed Local government was engaged regional water authorities through the RSC review. Local briefed on activities of government was also engaged the CMA as part of a visit to the region by Commissioner for the Environment and Sustainability, Dr Ian McPhail. High-profile planning Special Area Plan The North Central CMA completed project with local complete by June a project for DSE investigating government 2009 methodologies to manage the impacts of farm dams. This project provided information to support policy recommendations in the Northern Regional Sustainable Water Strategy. The RCS review was completed and endorsed by the Board in June 2009. Local government representatives were involved through membership on the Steering Committee and via the targeted consultation process. General CaLP The Authority shall make available to the public: Maintain availability of Compliance Information made available (a) Information about catchment management relevant resources at through website, publications, services; and (b) Relevant educational material Authority offices and on events, media, staff and project- the Authority website. specific activities. Communication N/A The Authority shall advise the minister of Compliance Compliance Compliance. minister notified of Advice to appropriate opportunities to communicate opportunities as they have arisen. Minister issues and outcomes relating to catchment management

North Central Catchment Management Authority Annual Report 2008–09 Our Business 31 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Statement of Obligation: Part 5 - Integrated Regional Planning and Coordination Regional N/A The Authority shall coordinate the development Endorsed RCS Within government The RCS review has been Catchment and review, and gain approval for, the RCS in guidelines for completed and endorsed by the Strategy accordance with any guidelines issued by the content and timing CMA Board. The RCS renewal is minister. pending guidelines to be issued by DSE but the process will commence in 2009–10. Regional CaLP The Authority shall coordinate the implementa- Management action ±10% of targets The RCS review has been Catchment tion of the RCS. targets and catchment set in the Regional completed and endorsed by the Strategy condition targets Catchment Strategy CMA Board. The RCS renewal is contracts in place with all pending guidelines to be issued providers by DSE but the process will commence in 2009–10. Regional CaLP The Authority shall coordinate the development, Endorsed sub-plans Within government Complete. Catchment review and implementation of regional sub- following scheduled guidelines Strategy strategies or plans which manage priority issues review in the RCS and/or are specified by relevant State policies in accordance with any guidelines issued to the Authority. Regional CaLP The Authority shall monitor, evaluate and report Prepare and submit August 2009 The RCS review has been Catchment to the department on resource condition and management action completed and endorsed by the Strategy management action targets in accordance with targets and resource CMA Board. The RCS renewal any guidelines issued to the Authority. condition targets report to is pending guidelines to be government. issued by DSE but the process will commence in 2009–10. This process will involve review of the management action targets and resource condition targets. Review of Catchment Annually – The RCS review has been Condition Report to September 2009 completed and endorsed by the more clearly articulate CMA Board. The RCS renewal our contribution to is pending guidelines to be landscape targets and the issued by DSE but the process assumptions upon which will commence in 2009–10. This they are based process will incorporate review of the catchment condition reporting. Special Area CaLP The Authority shall submit to the minister for Development of Lake March 2009 There are no special area plans to Plans approval any special area plans prepared for Eppalock Special Area coordinate or monitor. special areas declared in its region. Plan Special Area CaLP The Authority shall coordinate and monitor the N/A N/A There are no special area plans to Plans implementation of any approved special area coordinate or monitor. plans prepared in accordance with the CaLP Act or any guidelines issued by the minister. Regional Water The Authority shall include the planning works Compliance Annual submission Investment proposals to the Catchment programs for regional river health, floodplain and Victorian Investment Framework Investment regional drainage programs in the submission and Caring for our Country Plan of the annual RCIP and other relevant funding programs included priority river processes to the department. health, floodplain and regional drainage programs.

32 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Regional CaLP The Authority shall coordinate the development Compliance Annual submission The Regional Investment Plan (VIF) Catchment of the Regional Catchment Investment Plan was ministerially endorsed in July Investment (RCIP) and the associated documentation, and 2009. The Regional Investment Plan the implementation and management of the Proposal (CFOC) was endorsed in RCIP, in accordance with any guidelines issued August 2009. by the department. Regional CaLP The Authority shall provide advice through the Compliance Annual submission The Regional Investment Plan Catchment RCIP process to the department on regional (VIF) was ministerially endorsed Investment priorities and programs for the implementation in July 2009. The Regional Plan of the accredited RCS and sub-strategies and Investment Proposal (CFOC) has relevant plans in accordance with any guidelines been submitted and is awaiting issued by the department. endorsement. Local Water The Authority shall participate in the periodic Prepare a submission to Prepare a Not completed. Government review, continuous improvement and imple- the review of the Planning submission by due Planning mentation of municipal planning schemes and Environment Act date and in particular: a) any local planning policy framework; and any b) municipal strategic statement; which may affect, or be affected by, the Authority’s area, responsibilities or activities. A principal objective of the Authority’s participation will be to promote consistency of any strategy or scheme with its planning and programs for the implementation of regional river health, floodplain and regional drainage programs. Local CaLP The Authority shall participate in the periodic Prepare a submission to Prepare a Not completed. Government review, continuous improvement and imple- the review of the Planning submission by due Planning mentation of municipal planning schemes and Environment Act date and in particular:(a) any local planning policy Participate in the periodic Local government event held in framework; (b) any municipal strategic MSS reviews undertaken April 2008. Local government statement; and (c) any zones and overlays; which by local governments consultation undertaken through may affect, or be affected by, the Authority’s within the North Central RCS review. Alignment of MSS region, functions, powers and duties. A principal CMA region and RCS is an objective of the RCS objective of the Authority’s participation will renewal. be to promote consistency of any strategy or scheme with its planning and programs for the implementation of the RCS, its sub-strategies and plans. Land CaLP The Authority shall develop and coordinate the Implement Regional Annual/ongoing A revised Landcare Support Policy Stewardship – implementation of a regional action plan for Action Plan and Implementation Plan was Landcare Landcare to support Landcare activities across developed in response to changed its region in accordance with the RCS and any priorities of the Caring for our relevant state policy, framework, strategy, plan Country program and following or guideline. consultation with the Landcare community. Arrange Landcare forum November 2008 2008–09 North Central Landcare Forum held in March and attracted over 100 participants.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 33 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Land CaLP The Authority shall monitor, evaluate and report Annual report card September 2008 Landcare annual report card Stewardship – on progress against priorities and targets and Most Significant Change Landcare defined by the regional action plan for Landcare stories produced to highlight in accordance with any guidelines issued to the contribution of Landcare to the Authority or any relevant state policy, regional NRM. framework, strategy, plan or guideline. Land CaLP The Authority shall develop and coordinate the Renew Regional Within government Regional Native Vegetation Plan Stewardship – implementation of regional plans for biodiversity, Native Vegetation plan guidelines for renewal not required in 2008–09. Biodiversity such as a native vegetation plan (NVP) in in accordance with content and timing accordance with the RCS and any relevant state government guidelines policy, framework, strategy, plan or guideline. Percentage of NVP actions 90% implementa- Highest-priority native vegetation implemented tion over the life of management activities completed the plan (subject to through Patho Plains grassland adequate funding) protection and threatened species programs. Land CaLP The Authority shall monitor and report on the Compliance Compliance Progress of implementation is Stewardship – progress of implementation against priorities reported within this annual report. Biodiversity and targets as set out in regional plans for biodiversity in accordance with any guidelines issued to the Authority. Land CaLP The Authority shall implement revegetation Compliance Compliance Review of revegetation activities Stewardship – standards for all onground works delivered by its undertaken to assess effectiveness Biodiversity own and contracted staff in accordance with any and revegetation standard guidelines issued to the Authority. The Authority improvements identified. shall encourage other regional revegetation works, delivered by community groups, to adopt the same standards. Land CaLP The Authority shall develop and coordinate Develop pest action plans, December 2009 The Invasive Plant and Animal Stewardship the implementation of regional pest plans in subject to funding Strategy development has – Pest accordance with the RCS and any relevant state commenced and the Strategy is Management policy, framework, strategy, plan or guideline due to be completed in March 2010. Land CaLP The Authority shall advise the minister, or Develop pest action plans, December 2009 The Invasive Plant and Animal Stewardship another minister (if requested), on regional subject to funding Strategy development has – Pest priorities for the management of pest species. commenced and the Strategy is Management due to be completed in March 2010. Land CaLP The Authority shall monitor and report on the Preparation of annual Annually Progress of implementation is Stewardship progress of implementation against priorities report and submission to reported within this Annual Report. – Pest and targets as set out in regional pest plans in DSE and DPI Management accordance with any guidelines issued to the Authority. Land CaLP The Authority shall advise the minister on the Coordination of noxious As required The Noxious Weed review was Stewardship declaration or revocation of a declaration for any weed review, subject to completed and outputs endorsed – Pest relevant pest species. funding by the CMA Board. Management

34 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Land CaLP The relevant Authority for the Corangamite, Complete Dryland September 2008 Draft Dryland Management Plan Stewardship Glenelg Hopkins, Goulburn Broken, Mallee, Management Plan completed and awaiting input from – Salinity North Central, North East, and INFFER. Management Westernport, West and Wimmera regions shall develop and coordinate the implementation of regional salinity management plans or their equivalent in accordance with the RCS and any relevant state policy, framework, strategy, plan or guideline Land CaLP The relevant Authority for the Corangamite, Compliance Compliance Compliance achieved. Stewardship Glenelg Hopkins, Goulburn Broken, Mallee, North – Salinity Central, North East, Port Phillip and Westernport, Management and Wimmera regions shall monitor and report on the progress of the implementation of regional salinity management plans or their equivalent in accordance with any guidelines issued to the Authority. Land CaLP The relevant Authority for the Goulburn Broken, Preparation of annual Annually Reporting on salinity completed in Stewardship Mallee, North Central, North East and Wimmera report and submission August 2009. – Salinity regions shall advise the department on the to DSE Management development of regional salinity targets and corresponding works programs in accordance with the Murray Darling Basin Agreement, or subsequent such agreement. Land CaLP The relevant Authority for the Goulburn Broken, Preparation of annual Annual Annual report submitted to DSE in Stewardship Mallee, North Central, North East and Wimmera report and submission October 2009. – Salinity regions shall report to the minister annually to DSE Management on the allocation and uptake of Salt Disposal Entitlements. Referrals and CaLP The Authority shall prepare a response to Compliance Compliance Completed as required. Notices planning referrals from the Environment Protection Authority in accordance with relevant legislation. Referrals and CaLP Where an Authority is listed in a local Compliance Compliance Completed as required. Notices government planning scheme as a referral body, the Authority shall provide advice on planning referrals which relate to dryland salinity, irrigation management, soil erosion and any other land management issues identified in the local municipal strategic statement. Referrals and CaLP The Authority shall consider any land Compliance Compliance Completed as required. Notices management notices and make a decision on whether to consent to the notice. Statement of Obligation: Part 6 - Caretaker of River Health Regional River Water The Authority shall develop a Regional River Develop a Regional River Compliance Regional Strategy for Healthy Health Strategy Health Strategy according to guidelines issued Health Strategy Rivers Estuaries and Wetlands due by the secretary for renewal in 2010–11. Review and update Commence 2009 Regional Strategy for Healthy Regional River Health Rivers Estuaries and Wetlands due Strategy for renewal in 2010–11.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 35 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

River Health Water For priority areas identified in the Regional Review and Implement 90% of projects Currently implementing priority Action Plans River Health Strategy, the Authority shall, in catchment action plans with an earned actions of existing catchment consultation with relevant stakeholders and value ±10% of action plans for the Upper Loddon, the community, develop and coordinate the budget Campaspe and Avoca River implementation of, relevant action plans, in catchments. accordance with guidelines issued by the secretary, which may include: water quality management action plans; and waterway management action plans River Health Water The Authority shall develop and implement % of projects/studies, etc. 90% of projects Onground works program delivered Work Programs onground river restoration works programs to delivered to time, quality with an Earned in 2008–09 addresses priority implement the priorities of the Regional River and cost parameters value ± 10% of actions of the North Central River Health Strategy and related river health action budget Health Strategy and related plans. plans. River Health Water The Authority shall include the works programs Compliance Compliance Regional Investment Plan and Work Programs outlined in 23.1 in the submission of the annual Regional Investment Proposal were RCIP to the department. completed and endorsed by the CMA Board. River Health Water The Authority shall consult with the department’s Compliance Compliance Public land managers engaged Work Programs public land managers in development of any through project steering plans, programs or schemes which are on a committees. A process commenced crown frontage. in late 2008–09 to review management of priority crown frontages in conjunction with public land managers. Approvals, Water The Authority shall authorise works on Breaches of statutory Nil All permits issued within statutory Referrals and waterways and exercise enforcement powers in requirements time frames. Advice accordance with the CMA Waterways Protection Number of days to Not more than 30 All permits issued within statutory By-law. process permits working days time frames. Number of days to Not more than 30 All permits issued within statutory process referrals working days time frames. Approvals, Water The Authority shall act as a referral body for Compliance Compliance Completed as required. Referrals and any: application for a licence to construct works; Advice and application for a licence to take and use water; referred to it by the Minister for Water in respect of a dam in accordance with relevant legislation. Approvals, Water The Authority shall provide advice on planning Breaches of statutory Nil All permits issued within statutory Referrals and referrals which relate to waterway, water requirements time frames. Advice quality and any other river health issues when Number of days to Not more than 30 All permits issued within statutory requested by local government. process permits working days time frames. Number of days to Not more than 30 All permits issued within statutory process referrals working days time frames. Approvals, Water The Authority shall advise the department on Compliance and Compliance A process commenced in late Referrals and conditions for licences in respect of crown participation in crown 2008–09 to review management Advice frontages. frontage review led by the of priority crown frontages in department conjunction with public land managers.

36 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Approvals, Water The Authority shall provide advice to rural and Compliance Compliance Completed as required. Referrals and urban water authorities, local government and Advice state government agencies on aspects of their business, or matters which they are handling, which impact on river health. Management Water The Authority shall integrate the management Development of All operational plans Loddon and Campaspe River of the of the EWR into the development of the environment operating reviewed annually environmental water annual Environmental Regional River Health Strategy, action plans and strategies and annual watering plans renewal Water Reserve integrated river works programs. watering plans commenced in March 2009 with (EWR) a review of 2008–09 operations and outcomes in consultation with a scientific panel and regional advisory groups. Integration of EWR into Commence 2009 Regional River Health Strategy RHS review review to commence in 2009–10 and renewal in 2010–11 following development of state strategy. Management Water In all its river health planning and works Development of All operational plans Loddon and Campaspe River of the programs, the Authority shall aim to: achieve environment operating reviewed annually environmental water annual Environmental the most effective use of the EWR; achieve strategies and annual watering plan renewal commenced Water Reserve the greatest level of environmental benefits watering plans in in March 2009 with a review of (EWR) practicable; and minimise, as far as possible, any consultation with advisory 2008–09 operations and outcomes adverse impacts on water users. group in consultation with a scientific panel and regional advisory groups. Management Water The Authority shall liaise with: the storage Development of All operational plans Regular consultation undertaken of the operator to negotiate the most effective environment operating reviewed annually with storage operator through Environmental release pattern for the EWR, and access to strategies and annual monthly North Central Water Reserve its distribution system, in regulated systems watering plans in Environmental Water Drought (EWR) including during drought; and surface water consultation with advisory Response Group. and groundwater licensing authorities to group negotiate the most effective surface water and groundwater extraction regime.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 37 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Management Water Where the EWR includes an environmental Develop an environmental Complete. To be Complete. of the entitlement and the Authority is appointed operating strategy for the reviewed in 2010 Environmental as the environmental manager of the Loddon environmental Water Reserve environmental entitlement by the Minister for entitlement (EWR) Environment, the Authority shall: Develop a Develop Annual Watering Endorsed annually Loddon River environmental water multi-year Environmental Operating Strategy Plan for the Loddon by the relevant Annual Watering Plan renewal for the environmental entitlement according environmental entitlement minister commenced in March 2009 with to guidelines developed by the secretary; a review of 2008–09 operations Seek endorsement from both the Minister for and outcomes in consultation Water and Minister for Environment for the with a scientific panel and Environmental Operating Strategy; Develop and regional advisory groups. Annual implement an Annual Watering Plan in line with watering plan to be submitted to the Environmental Operating Strategy; Seek the Minister for endorsement in endorsement from both the Minister for Water August 2009. and Minister for Environment for the Annual Watering Plan; Work with the storage operator and where relevant, the department’s regional officers and land managers to ensure provision of water and management of relevant structures according to the Annual Watering Plan; Manage any costs associated with the management and delivery of the EWR; Provide advice to the Minister of Environment through the secretary on any temporary trade of the EWR. Management Water The Authority shall advise the department Compliance Compliance Complete. of the annually on the distribution and headworks costs Environmental associated with managing the EWR. Water Reserve (EWR) Management Water The Authority shall report annually to the Develop an annual Develop an annual Compliance Report complete in of the secretary on the consistency of the management compliance report compliance report June 2009. Environmental of the EWR with the requirements of the State Water Reserve Water Accounts. (EWR) Management Water The Authority shall receive approval from the Compliance Compliance No action necessary. of the secretary where the Authority, whether acting in Environmental its own capacity or as a delegate of the Minister Water Reserve for Environment, intends to: purchase a water (EWR) share transfer ownership of a water share assign a limited-term transfer of a water share assign a water allocation under a water share or an environmental entitlement Management Water Any water shares that the Authority purchases Compliance Compliance No action necessary. of the shall be included in, and managed in accordance Environmental with, the Annual Watering Plan. Water Reserve (EWR)

38 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Management Water The Authority shall liaise with the storage Regular meetings of As required Regular consultation undertaken of the operator to maximise benefits to the EWR environment water with storage operator through Environmental resulting from the timing, volume and location advisory group monthly North Central Water Reserve of the release of water in the consumptive Environmental Water Drought (EWR) entitlements Response Group. Water Water The Authority shall provide input into the Membership on the Compliance Membership on working groups Allocation development of Sustainable Water Strategies Sustainable Water and consultative committees for Processes on: Requirements and priorities for enhancing Strategy consultative the Northern Region Sustainable the EWR in high-priority river and wetland committee and Water Strategy and the Western systems and groundwater dependent compliance Region Sustainable Water Strategy ecosystems; River health and water quality has continued in 2008–09. issues; Potential large-scale land-use changes in catchments; and Opportunities and implications for regional development. Water Water The Authority shall input into the development of Compliance Compliance Comments were submitted to Allocation stream flow management plans and groundwater Goulburn–Murray Water on Processes management plans from a river health the draft Loddon-groundwater perspective and coordinate their implementation. Management Plan. Water Water The Authority shall provide input to bulk Compliance Compliance The Upper Loddon (Birches Creek) Allocation entitlements, groundwater management plans, Bulk Entitlement (BE) was finalised Processes water savings projects, irrigation reconfiguration and signed off by the Birches Creek plan and any other water allocation processes BE group in June 2009. The CMA from a river health perspective. continues to have input into the negotiations around the Wimmera Mallee Pipeline BE. Water Water The Authority shall prepare regionally specific Northern Region Irrigation Complete in April Guidelines were completed in April Allocation irrigation development guidelines that are Development Guidelines 2008. Five-year 2008 and have a lifespan of five Processes consistent with the statewide irrigation guidelines years. development guidelines for approval by the Minister for Water. Water Water The Authority shall advise the Minister for Water Compliance Compliance Completed as required. Allocation on conditions and objectives for water-use Processes licences in accordance with relevant legislation, where requested by the Minister for Water. Water Water The Authority shall report on the implementa- As required As required Report submitted to DSE in Allocation tion of management plans for Water Supply August 2009. Processes Protection Areas, including groundwater and stream flow management plans in the annual report. Floodplain Water The Authority shall develop and coordinate the Review floodplain Commence 2009 Review of North Central Floodplain Management implementation of regional plans for floodplain management plan Management Plan to commence in management. following the review of 2009–10 following completion of the State Flood Strategy state strategy.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 39 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Floodplain Water For priority areas in the regional floodplain plan, Undertake flood studies Declared flood Attracted funding to undertake Management the Authority shall: (a) Undertake flood studies, for priority locations levels Bendigo Flood Study via Emergency develop floodplain management action plans subject to funding Management Australia, Victorian and implement floodplain management works; Department of Justice, City of and (b) report to the department on the progress Greater Bendigo North Central of these activities in accordance with relevant CMA. funding agreements. Floodplain Water The Authority shall provide advice about flooding Number of days to Not more than 30 All planning referrals responded to Management and controls on planning scheme amendments, process a referral working days within statutory time frames. and planning and building approvals to local Number of days to process Not more than 30 All planning referrals responded to councils in its capacity as a referral body in floodplain inquiries working days within statutory time frames. accordance with relevant legislation. Floodplain Water The Authority shall declare the flood level Undertake flood studies Declared flood Attracted funding to undertake Management where a flood study has been carried out and an for priority locations levels Bendigo Flood Study via Emergency appropriate flood level determined. subject to funding. Management Australia, Victorian Department of Justice, City of Greater Bendigo North Central CMA. Floodplain Water The Authority shall coordinate the collection of Implement the regional Implement as Completed as required as per Management appropriate flood data following a significant flood response action required Regional Flood Response Action flood event and make it available to the public. plan. Plan. Floodplain Water The Authority shall participate and provide Compliance Compliance Completed as required. Management technical assistance and support for studies, plans and works undertaken by local government and other authorities to ensure that best practice outcomes are achieved. Floodplain Water The Authority shall assist local government in Compliance Compliance Completed as required. Management developing and maintaining their flood sub-plans under the municipal emergency management plans where appropriate. Management Water The Authority shall develop and coordinate the Implementation of the As per RCIP projects Implementation of components of of Regional implementation of a regional plan for drainage Loddon Murray Surface the Loddon Murray Surface Water Drainage management including establishing the roles of water management plan. Management Plan continued in implementing authorities. 2008–09 in accordance with RCIP funding. Management Water The Authority shall implement, operate and Compliance Compliance Asset review of Tragowel Plains of Regional protect the regional drainage schemes and drainage system complete and Drainage works that the Authority has been appointed revised management program in to assume responsibility for by an Order made development. under s.98 Water Act 1989, in accordance with that Order. Monitoring and Water The Authority shall report to the Minister for RCIP performance report Annually The North Central CMA 2008–09 Reporting on Water on the implementation of Regional Regional Catchment Investment River Health River Health Strategies, related action plans Plan Performance Report was and resource condition in accordance with the submitted to DSE in August 2009. Service Level Agreement and any guidelines issued by the secretary.

40 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Monitoring and Water The Authority shall benchmark and report to the Implement the index of Every five years. Anticipated completion in 2010 Reporting on secretary on river condition in accordance with stream condition Next due 2009 in accordance with direction from River Health guidelines issued by the secretary. DSE. Monitoring and Water The Authority shall participate in the Regional Compliance Compliance Complete. Reporting on Water Resource Monitoring Partnership River Health and implement their role as outlined in the regional Water Monitoring Project Co-operative Arrangement. Responding Water The Authority shall develop, maintain and Implement the regional As required Formal review of Regional Flood to Natural implement a Flood Response Action Plan and Flood Response Action Response Action Plan to follow Disasters, review it annually. Plan finalisation of state plan. Incidents and Emergencies Responding Water The Authority shall develop and implement As required subject to As required $670,000 emergency works to Natural river-related restoration works programs funding program commenced to protect Disasters, following natural disasters such as bushfires or high-value rivers and other Incidents and floods. environmental assets affected by Emergencies February 2009 bushfires. Responding Water The Authority shall participate in the Support provided to As requested Completed as required. to Natural development of regional blue-green algal blooms relevant local water Disasters, contingency plans. authority Incidents and Emergencies Responding Water The Authority shall liaise with local government Information provided via As requested Completed as required. to Natural and state emergency services on flooding and local government and SES Disasters, emergency management issues. briefings and meetings Incidents and Emergencies Community Water The Authority shall undertake programs Implement community Increasing Waterwatch program delivered Participation to encourage community engagement and participation activities community all planned activities for 2009–10. Awareness participation in: (a) river health programs; (b)the as outlined in the RCIP awareness. Revised program in development management of the EWR; (c) the monitoring of consistent with the RHS, in response to reduced program river health. e.g. Waterwatch investment. Community Water The Authority shall develop and implement Implement community Increasing Waterwatch program delivered Participation community education programs on river health participation activities community all planned activities for 2009–10. Awareness and the management of the EWR. as outlined in the RCIP awareness. Revised program in development consistent with the RHS, in response to reduced program e.g. Waterwatch investment. Community Water The Authority shall promote community Respond to requests for Not more than 30 All information requests responded Participation awareness of flood risks. information working days to within specified time frames. Awareness Community Water The Authority shall develop, implement and Compliance Compliance Complete. Participation maintain strategic partnerships with rural and Awareness urban water authorities for the implementation of the Regional River Health Strategy.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 41 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Statement of Obligation: Part 6 - Innovation and Knowledge Sharing – CaLP Act Specific Innovation and CaLP The Authority shall: (a) identify the Authority’s Finalisation of the Complete 2009 The Knowledge Strategy was Knowledge research and capability needs; (b) support Knowledge Strategy and completed in 2009. Sharing investment in research and capability building, development of a policy where doing so would improve the implementa- and action plan tion of the RCS, its sub-strategies and plans; Implementation of whole Complete 2010 R&D prioritisation process was (c) participate in processes or projects aimed at of Region R&D program as completed and a number of key generating and sharing knowledge on integrated outlined in RCIP research projects commenced catchment management; and (d) participate in that are due for completion in the setting of statewide priorities. December 2009. Guiding policy developed December 2009 R&D prioritisation process was for innovation completed and a number of key research projects commenced that are due for completion in December 2009. Percentage of projects 10% R&D prioritisation process was considered conceptual completed and a number of key research projects commenced that are due for completion in December 2009. Percentage of projects 80% R&D prioritisation process was considered mature completed and a number of key research projects commenced that are due for completion in December 2009. Percentage projects 10% R&D prioritisation process was requiring review completed and a number of key research projects commenced that are due for completion in December 2009. Natural resource Service operational The internal i-map pilot is management information by December 2008 operating. Full implementation is service provided by the awaiting upgrade of the website CMA to the broader and will be completed in 2010. community

42 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Statement of Obligation: Part 7 - Innovation and Knowledge Sharing – Water Act Specific Innovation and Water The Authority shall: (e) identify the Authority’s Finalisation of the Complete 2009 The Knowledge Strategy was Knowledge research and capability needs; (f) support Knowledge Strategy and completed and an action plan has Sharing investment in research and capability building, development of a policy been drafted. where doing so would improve the implemen- and action plan. tation of the RCS and its sub-strategies; (g) Implementation of whole Complete 2010 R&D prioritisation process was participate in processes or projects aimed at of Region R&D program as completed and a number of key generating and sharing knowledge on integrated outlined in RCIP research projects commenced catchment management including river health, that are due for completion in management of the EWR, flooding and drainage; December 2009. and (h) participate in the setting of statewide Guiding policy developed December 2009 Complete priorities for innovation Natural resource Service operational The internal i-map pilot is management information by December 2008 operating. Full implementation is service provided by the awaiting upgrade of the website CMA to the broader and will be completed in 2010. community Statement of Obligation: Part 8 - Compliance – Water Act and CaLP Act Specific Compliance N/A North Central CMA compliance priorities for Compliance with Financial 100% 93% Compliant. Two directives 2008–09. Management Compliance were partially compliant being the Framework Business Continuity Plan and the Financial Code of Practice. Implementation of Risk 100% of risk 100% of risk treatment plans Management Strategy treatment plans were developed by 30 June 2009. developed and All treatment plans for high implemented and significant risks have been implemented. These risks will be reviewed in October 2010. Identification and 1. Risk identified, 1. The OH&S Committee identifies management of OH&S action taken and and actions risks within one risks reported within week. one week 2. There was nil time lost by direct 2. Nil time lost to employees of the CMA to OH&S OH&S incidents.

Compliance to Risk 5% variation There was 100% compliance to the Management Plan Risk Management Plan. Review of governance By 30 June annually All governance polices reviewed. policies and practices Compliance N/A The Authority shall monitor compliance with its Compliance Compliance Compliance achieved. obligations under Parts 3 to 7 inclusive of this statement.

North Central Catchment Management Authority Annual Report 2008–09 Our Business 43 www.nccma.vic.gov.au

Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Compliance N/A If the Authority becomes aware of a material Compliance Compliance Compliance achieved. failure to comply with: (a) an obligation under Parts 3 to 7 of this statement; (b) or a requirement of the Service Level Agreement and any contract or agreement between the department and Authority to which this statement relates; the Authority shall give the Minister for Water a written report, within 30 days of becoming aware of the failure, that includes: the nature of and reason for the failure; and a proposed plan of action to prevent the failure reoccurring. Compliance N/A The Authority shall make any variation to the Compliance Compliance Compliance achieved. plan of action referred to in sub-clause 34.2 as requested in writing by the Minister for Water. Compliance N/A The Authority shall: (a) implement the plan of Compliance Compliance Compliance achieved. action referred to in sub-clause 34.2, as varied by the Minister for Water; and (b) report its progress in implementing the plan, whenever the Minister for Water requests in writing; and (c) summarise the contents of any report made under sub-clause 34.2 and its progress in implementing the plan in its annual report. Compliance N/A The Authority shall, when requested by the Compliance Compliance Compliance achieved. department, arrange for an audit or review of any matter specified by the Minister for Water in relation to the performance of its functions and the exercise of its powers. Compliance N/A The Authority shall respond to audits or reviews Compliance Compliance Compliance achieved. of any aspect of their activities undertaken by the department as requested. North Central CMA Organisational Development Board N/A Development of options available and promoted Training calendar 95% of Board Development of this training Professional to all Board members developed with high members to have calendar was delayed to await the Development attendance rates attended at least appointment of the new Board. two training seminars. Attracting N/A Attracting high-quality staff Compliance with EBA 0% staff lost We have been able to attract High-Quality through headhunting and retain high-quality staff as Staff or dissatisfaction evidenced by the low turnover with benefits/ rate. Additionally, exit interviews recognition/ data indicated that of those staff opportunities departing all left for reasons other than dissatisfaction with the terms and conditions of employment.

44 Our Business North Central Catchment Management Authority Annual Report 2008–09 Delivering on the Statement of Obligations

Section Comment: Performance area Performance indicator Target Achievement heading Act specific

Career N/A Development of options available and promoted Training calendar 95% of all CMA Training and development Development to all, Natural Resource Management committee developed with high members to have has remained a focus for the members and staff attendance rates attended at least organisation with the target being two training attained of 95% of all CMA staff seminars members attending at least two training/development seminars. Career N/A Clear roles, accountabilities and banding in place Inductions and 85% of performance The target of 85% of performance Development performance reviews reviews completed reviews completed on time conducted on time on time and 40% and 40% completed before the completed before anniversary date was met. the anniversary date. Capability N/A Timely recruitment Vacancies filled within 100% of the time Target achieved. three months (following review of organisational need) Capability N/A An identified group of ready and capable Development of a future Plan/policy While planning for this target potential future leaders leaders program developed by is underway, to coincide with a September2008 succession planning process, the development of the future leaders program is to be completed by December 2009. Culture N/A Endorsement of reviewed values and behaviours Values and Behaviours Completed by July Completed in July 2008. statement review and integration 2008 into new performance review process Culture N/A Ecological footprint Reduction in organisation- Targets to be Targets to reduce the impact of al ecological footprint endorsed by Board CMA procurement, energy, water, by December 2008 waste, paper and vehicle fuel management will be endorsed by the Board by November 2009.

Report of operations

In accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for the North Central Catchment Management Authority for the year ending 30 June 2009.

Geoff Williams Chair, North Central Catchment Management Authority 1 September 2009

North Central Catchment Management Authority Annual Report 2008–09 Our Business 45 ENVIRONMENTALwww.nccma.vic.gov.au REPORTING

Catchment condition

Catchment condition

The following table provides an overview of catchment condition and a summary of annual performance at 30 June 2009.

Theme Management Performance statement* Catchment Catchment Condition statement Achievement Condition rating and trend

Community On target Community capacity programs are vital in engaging and leading No change Poor to Moderate. capacity community action in NRM projects. The North Central CMA understands North Central Victoria is undergoing significant that the successful and effective delivery of NRM outcomes is dependent transformation. This transformation is being driven on collaborative partnerships with our regional community. The North by a combination of natural and man-made factors. Central CMA’s Natural Resource Management Committee is a community We have seen significant urban and agricultural advisory committee that provides community input into the investment growth in the region, which has become one of the process by making investment recommendations to the Board. fastest growing areas in Victoria. With this growth The Drought Employment Program continued this year, with $2.5 there has been, and continues to be, pressures million invested in this region and almost 200 drought-affected people from demographic changes in the region’s north employed. For the first time, this included an Indigenous crew, with 12 and peri-urbanism in the south. In addition, Indigenous members of the Barapa Barapa community undertaking site continuing dry conditions, together with declining assessments and environmental work along the Loddon River near Kerang. terms of trade, is contributing to land-use change The Waterwatch program delivered all planned activities for 2009–10. and the need for new technologies to manage our A revised program is in development in response to reduced program productively land sustainably. investment. In 2008–09, the North Central CMA and the Conservation Management Networks and Landcare groups and networks regional community faced many challenges, feature prominently in our programs as proponents and services providers. in particular the ongoing effects of the In particular, where there is demonstrated value for money and capacity, unprecedented drought. Despite this, the Landcare is a preferred service provider for the onground components of community continued to build on a proud history of our projects. The North Central CMA continues to work with and through collaboration with natural resource management Landcare groups as a platform for community involvement in decision agencies. making and broader community engagement. With the exception of some investment programs, Waterwatch in the North Central CMA region provide enormous capacity current targeted resourcing paradigms of the to support our Monitoring, Evaluation, Reporting and Improvement (MERI) government represent challenges to the provision effort through the provision of quality assured data across significant of base line support to community based NRM temporal and spatial scales. As appropriate, Waterwatch has been built across the region. While investment might be into projects to support the MERI requirements. efficiently targeted in the short term, the risk is We delivered $19.1 million of environmental investment throughout the reduction in social capital relating to NRM 2008–09, resulting in many positive environmental outcomes. This level of across the region, particularly in the dryland achievement would not have been possible without the assistance of our areas. This may result in less capacity to adapt major agency and community partners. The capacity to deliver this volume to changing investor priorities, and more broadly of projects has been built over the past five years through investments in emerging regional issues such as rural adjustment, our people and our systems, and remains a key regional asset. demographic pressures and climate change.

46 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Catchment condition

Theme Management Performance statement* Catchment Catchment Condition statement Achievement Condition rating and trend

Biodiversity Below Target 2008–09 saw the delivery of recovery plan actions for 11 nationally No change Poor to moderate. threatened orchid species. There is insufficient information on threatened A focus is on the active and manageable invasive plant threats to species and communities to make an adequate the environmental values of the Avoca Marshes wetland system, and assessment of condition. completing remaining work to better understand asset condition and While significant works were undertaken to magnitude of threats. This includes the completion of detailed biodiversity protect and enhance native vegetation the assessments, establishment of baseline monitoring to determine overall trend in native vegetation is still declining condition. although works have contributed to slowing the As many property owners in the Upper Loddon and Campaspe catchments decline. are absentee landholders, contacting and arranging site visits to their While vegetation condition remains variable, we land along the priority reaches has been challenging. This often meant a continue to improve our methodology for assessing delay in commencing the projects. The February 2009 bushfires limited condition. contractor availability for several months. These two reasons meant that the majority of onground works were delayed until April–June 2009 Significant works are scheduled for delivery in the period July–September 2009. Inland Exceeded Onground works program delivered in 2008–09 addressed priority actions No change Poor to moderate. aquatic target of the North Central River Health Strategy and related plans. The renewal River health continues to be impacted by ecosystems of the Loddon and Campaspe River environmental water annual watering unprecedented drought, as inflow reductions plans commenced in March 2009 with a review of 2008–09 operations of up to 85% below historical averages are and outcomes in consultation with a scientific panel and regional advisory experienced. Climate change is already impacting groups.The significant hindering factor has been the extended dry on our water resources, presenting increasingly conditions. These have mitigated some opportunities for revegetation. difficult challenges for land and water managers. The Loddon Stressed River project for 2008–09 has achieved a Drought has also resulted in the emergence of acid considerable amount including habitat monitoring of the lower Loddon by sulphate soils in the bed of the Loddon River. an Indigenous Drought Employment Crew and extensive onground works The condition of waterways and wetlands in which have been delivered on target by both North Central CMA and the region remains poor to moderate. However Department of Primary Industries staff. The Avoca River Reach 7 project with well developed plans, strategies and achieved excellent results in protecting the river reach from weed and ongoing management in place, the overall stock access threats through weed control and fencing activities trend appears stable. Factors that influence a The prolonged dry period has impacted on the amount of revegetation that continued improvement in conditions include was delivered in the 2008–09 year. Significant works planned for July– altered hydrology (via extraction and regulation), September 2009 will see the completion of onground works including which results in poor physical form and degraded revegetation and investigations into design of fish monitoring program for in-stream habitat. Nutrients and salinity continue Kerang Weir fishway, impacts of instream vegetation on fish movement to be a major water quality issue. and influences of climate change flow scenarios on existing fish barriers Due to the continued dry conditions, regional in the Loddon. water availability has remained very low leading to environmental stress on our river system and challenges and stress to our regional communities. Poor water quality remains a problem, with high levels of nutrients, salinity, turbidity and dissolved oxygen being the major causes. While planning, management response and monitoring is generally good, the region experienced similar algal blooms to last year, largely due to the low flows.

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 47 www.nccma.vic.gov.au

Catchment condition

Theme Management Performance statement* Catchment Catchment Condition statement Achievement Condition rating and trend

Land health Exceeded Field mapping and numerical modelling of gully erosion threatening No change Poor to moderate. target the upper reaches of the Avoca River is a noteworthy achievement While soils within the North Central CMA region that continues the application of good landscape scale analyses to the have moderate to high susceptibility to wind understanding of the implications of land use/management on land erosion, the likelihood under current management and water conservation. It is also an important precursor to large-scale practices is largely low to moderate, with a onground works. few localised high risk areas. Much of the soils in the region have a very high susceptibility to soil structure decline with a high likelihood of occurrence under current land management practices. As a result of the long dry period, the impact of salinity on the catchment has been somewhat negated. While regional groundwater levels have been falling, stream salinity levels remain high due to the concentrating effect of low water levels. However, due to those low stream flows, the overall salt loads leaving the catchments remain low. Despite the drought impacting on the condition of some natural assets, the overall condition of land across the irrigation region is improving. Watertable levels are falling below the critical depth of 2 metres from surface, therefore lessening the likelihood of capillary actions bringing salt to the surface and effecting environmental assets and agricultural land. Reduced water allocations and continued water trade out of the irrigation region is resulting in an accumulation of salt loads in the lowest part of the landscape due to reduced flushing flows.

48 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Catchment condition

Theme Management Performance statement* Catchment Catchment Condition statement Achievement Condition rating and trend

Landscape Below target When developing the 2008–09 Regional Catchment Investment Plan, No change Our region is subject to the high end of climate outcomes the North Central CMA adopted the use of Investment Framework For change predictions released by the International Environmental Resources (INFFER) to help prioritise environmental assets Panel on Climate Change. The Australian and to determine the most appropriate initiatives to protect these assets. Government’s targeted buyback of water licences, INFFER’s use was mandated for environmental asset-based projects water trade out of the region and new policies seeking funding through both the Victorian Investment Framework and driven by the Victorian Government (Northern ’s Caring for Our Country program. INFFER is a Region Sustainable Water Strategy) present decision-support process that advocates the use of best available science significant and continuing issues for the region. in investment decision-making by: • ensuring best value for money from natural resource management investment • determining what is realistic/feasible • choosing appropriate delivery mechanisms • project design • providing confidence to funders. The adoption of INFFER provides clarity for the North Central CMA in its shift to a targeted investment approach to deliver very specific and demonstrable landscape outcomes for the region’s highest value and most threatened environmental assets. Specifically, INFFER has supported the North Central Regional Investment Process through: • development of a specific, measurable, achievable, realistic and time-bound goal for each project • clarification of assumptions about how this goal will be achieved • determination of optimal approaches to deliver targets and outcomes • determination of causal linkages between activities, targets and outcomes • capturing and consolidating evidence underpinning the decision-making and logic for projects. The formation of a Steering Committee comprising senior staff from key regional stakeholders led the development of a strategic management plan for the critically threatened Patho Plains grasslands. This is the first time that a coordinated, regional approach has been taken to management of this environmental asset. In addition to priority onground and community engagement activities, this project is also driving the development of a grassland environmental significance overlay for incorporation into local planning overlays. The prolonged dry period has impacted on the amount of revegetation that was delivered in the 2008–09 year. Significant works planned for July– September 2009 will see the completion of onground works including revegetation.

* The Performance Statement has been derived from analysis of the Regional Summary of Outputs achieved, see table on page

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 49 www.nccma.vic.gov.au

Avoca/Avon–Richardson

the implementation of more appropriate farming systems to mitigate the threat of salinity.

For the Avoca River, a targeted approach will draw upon recent actions identified under the Upper Avoca Catchment Action Plan. Interventions will include the delivery of onground works in priority areas, including fencing and revegetation, the exclusion of stock and provision of off-stream watering. Invasive plant and animal control, a comprehensive sediment control and management investigation to determine the impacts of sediment on in-stream habitat will also be undertaken. The project also delivers recovery plan actions for 11 nationally threatened orchid species.

The Avoca Marshes project focuses on the active Avoca River at Yawong Weir and manageable invasive plant threats to the environmental values of the wetland system. Program summary Program focus The design of this program is guided by the asset-based investment framework INFFER. The Avoca/Avon–Richardson program area The focus of this program is to protect key Its successful delivery is expected to contribute occupies the western part of the North Central environmental assets within the program area. to the extent of habitat improved and protected CMA region, making up approximately 40% of the These priority assets have been identified for biodiversity; reduced impacts of invasive region’s area. The total area of the Avoca/Avon– by both the North Central CMA’s Natural plants and pest animals; reduced risk of salinity Richardson region is just over 1 million hectares. Resource Management Committee and through on land and water assets; improvements in the Major towns include St Arnaud, Avoca, Donald, development of regional strategies and plans, quality of water and soil health; and an increase Charlton, Wycheproof and Quambatook. including the North Central River Health Strategy in the capacity of individuals, land managers, The majority of the region’s gross value of and the North Central Dryland Management Plan. community groups and institutions to manage the production for the grains and mixed cropping Assets that form the focus of this program are region’s natural resources in a sustainable and industry and pastoral production is concentrated the York Plains Wetlands, the Avoca Marshes and culturally sensitive manner. in the Buloke Shire. Avoca River Reach 7.

The area includes high-value Ramsar-listed More specifically, investment in this program will wetlands, state and nationally listed species reduce the many threatening processes that are Overall performance and vegetation communities (i.e. Buloke Grassy operating. Environmentally sustainable farming and significant Woodlands) and priority river reaches including practices will be encouraged while building the Avoca River. community skills and knowledge, and improving milestones habitat (aquatic and terrestrial) for threatened As with the other North Central CMA program species. The major achievements in the Avoca/Avon– areas, the dryland farming enterprises of the Richardson program can be categorised into three Avoca/Avon–Richardson are changing. Returns For the York Plains wetlands, the program primary categories: planning, onground action and from farming are becoming increasingly variable has completed work to better understand the community engagement. and regional communities are actively adapting asset condition and magnitude of threats. their farming systems to a drier climate, while This includes the completion of detailed working to improve farm sustainability. A smaller biodiversity assessments, establishment of number of landowners are managing larger baseline monitoring to determine condition, the consolidated farms, making the interventions of delivery of fencing to protect the wetland, the natural resource management programs more establishment of perennial vegetation, as well efficient and substantial in scale. as the development of tools to better support

50 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Avoca/Avon–Richardson

Planning: the wetlands and adjacent agricultural lands. • York Plains: Fencing has been completed Flora and fauna surveys have been completed to protect key sections of the York Plains • Avoca River Reach 7: The deployment of field for each of the key York Plains wetlands. wetlands from the threat of stock access, and mapping and numerical modelling of gully further fencing upstream of the York Plains has erosion threatening the upper reaches of the Onground action: been completed to reduce the threat of erosion Avoca River is a noteworthy achievement that on the York Plains river and wetland assets. continues the application of good landscape • Avoca Marshes: This project has been scale analyses to the understanding of the completed with outstanding results. Community engagement: implications of land use/management on land The project was aimed to reduce weeds within and water conservation. It is also an important the Avoca Marshes. Establishing an effective • Avoca River Reach 7: The project has been precursor to large-scale onground works to partnership with Parks Victoria has seen the extremely successful in realising improved protect the asset from erosion threats. This project achieve far more than expected and health of the river through effective investigation quantifies the level of threat to in less time. Through focusing effort of this engagement of the local community. To this the river and the action required to mitigate the project on the scattered infestation of boxthorn extent, local Landcare groups will be engaged threats. and working collaboratively with the land as service providers to complete additional manger, the entire marshes have been treated works in 2009–10. • York Plains: A legal framework for protecting for boxthorn this year. high-value wetlands on private land has been • Avoca Marshes: The additional outputs established and implementation on a trial basis • Avoca River Reach 7: The project achieved achieved highlight the benefits of establishing will commence from the end of September excellent results in protecting the river reach effective partnerships with land mangers and 2009. Electromagnetic surveys have been from weed and stock access threats through the community. deployed to map salinity within key areas of weed control and fencing activities.

Activities undertaken in the reporting year

The following table shows the intermediate outcomes achieved in the Avoca/Avon–Richardson area through the delivery of project activities in the 2008–09 financial year.

Theme Intermediate Outcome Performance Descriptor Unit Target Actual % Achieved Rating Biodiversity Reduction in risk of extinction Percentage and percentage increase % 28 28 100% On target for priority populations of of completed high-priority actions threatened species at high-priority sites in Actions for Biodiversity Conservation database Community Increased or maintained Number of additional planning capacity No. 1 1 100% On target capacity institutional capacity of regional and/or knowledge generation activities to support agencies to engage with (e.g. projects) developed and implemented NRM community to implement the RCS Inland Habitat improved for biodiversity Additional area and length of habitat Ha 17 786 4567% Exceeded target aquatic improved – riparian km 18 7 38% Well below ecosystems target Land health Reduction in recharge Additional area (Ha) of revegetation Ha 160 97 61% Below target (indigenous, non-indigenous, pasture) Reduction in threat of soil Additional area (ha) stabilised (vegetation Ha 0 146 N/A Exceeded target erosion (wind and water) to maintain ground cover, matting etc.) Additional length (km) of river stabilised km 0 14 N/A Exceeded target Additional number of sites treated (head No. 15 54 360% Exceeded target structures, other engineering works)

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Avoca/Avon–Richardson

Key learnings

• Avoca River Reach 7: A key learning is that strong, high-profile projects that support the protection and improvement of river reaches can attain very high levels of community support. A further learning concerns the application of good landscape science to land degradation issues, such as gully erosion. In deploying a numerical modelling framework along with detailed field mapping, the project is building a much improved understanding of the interactions between water and regolith. This has strong relevance to the understanding of sediment and nutrient generation/transport.

• York Plains: The key learning from the project concerns the development of a legal framework for managing high-value natural assets on private land. Extensive research in consultation with DSE has allowed for the development of a new private land asset protection program. This is based on modified BushTender documentation, conservation covenants, management plans and contractual agreements that support land-use change/ management on farmland peripheral to assets/ wetlands.

Map of activities

Onground works completed in partnership with the community and other agencies in the Avoca/ Avon–Richardson program area (July 2008 to June 2009).

52 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Avoca/Avon–Richardson

C ase study • development of a specific, measurable, The goals for the project are to: achievable, realistic and time-bound goal for • increase the extent of native vegetation by North Central Regional Investment each project 30% from 700 ha to 1,000 ha by 2015 Process – a targeted approach • clarification of assumptions about how this • increase the average habitat hectare score of goal will be achieved Funds for North Central CMA projects are remnant vegetation patches across the asset • determination of optimal approaches to deliver obtained through a regional catchment area by 10% by 2014 targets and outcomes investment planning process. The overarching • permanently maintain the watertable at a • determination of causal linkages between objective of this process is to maximise the depth of greater than 2 m (except for gross activities, targets and outcomes benefits of regional investment in natural seasonal fluctuations in excessively wet • capturing and consolidating evidence resource management. As there are limited public years) over the capture zone (8,400 ha within underpinning the decision-making and logic for resources available in comparison to the broad and immediately surrounding the York Plains, projects. range of environmental challenges, a targeted as assessed by CAT modelling) by 2019 by approach to investment and works is required. As maintaining permanent perennial vegetation the lead natural resource management agency in cover (natural regeneration, revegetation and this region, the North Central CMA is required to lucerne plantings). work with partner agencies and the community to develop priorities in line with government policy. The Protection of the York Plains Wetlands project has been built from an INFFER assessment When developing the 2008–09 Regional and will address recommendations from the Catchment Investment Plan, the North Central York Plains Asset Protection Plan, completed in CMA adopted the use of Investment Framework 2008. It builds extensively on previous activities For Environmental Resources (INFFER) to help undertaken in the York Plains area and is highly North Central CMA staff and NRMC members prioritise environmental assets and to determine likely to significantly improve the health of the view the ‘welcome tree’ at York Plains the most appropriate initiatives to protect York Plains wetlands and to protect key land and these assets. INFFER’s use was mandated for water assets of the area from salinity and soil environmental asset-based projects seeking York Plains degradation. It is a targeted project that will have funding through both the Victorian Investment The York Plains is a connection of wetlands major river, wetland and soil health outcomes Framework and Australian Government’s Caring along the Avon River in North Central Victoria. for this important and unique ecosystem. In for Our Country program. INFFER is a decision- These wetlands provide important biodiversity addition, it will considerably improve the capacity support process that advocates the use of best and ecosystem services in a largely depleted of community members in this area and actively available science in investment decision-making agricultural landscape. engage them in natural resource management by: works. This ‘Protection of the York Plains Wetlands’ • ensuring best value for money from natural project will protect and restore the biodiversity The project has undertaken a rigorous assessment resource management investment and cultural values of the York Plains wetlands by using INFFER and produced a cost-effectiveness • determining what is realistic/feasible mitigating the threats of rising saline groundwater, index. • choosing appropriate delivery mechanisms and preventing the destruction of native habitat • project design Investor feedback on this project was: ‘This is caused by overgrazing and cropping. The project • providing confidence to funders. a well developed project that sets an example will reduce the off-site impact of salinity and soil for asset-focused projects. It describes a clear degradation on this high-value wetland system. The adoption of INFFER provides clarity for the asset-focused goal and specific threats, and Perennial pastures and native vegetation will North Central CMA in its shift to a targeted shows how it is possible to manage those threats be planted to address these problems, while investment approach to deliver very specific and feasibility.’ demonstrable outcomes for the region’s highest stewardship programs will ensure that there is value and most threatened environmental assets. enduring land practice change in and around the Without applying the INNFER assessment to the Specifically, INFFER has supported the North wetland area. An onground works program of York Plains project, funding may not have been Central Regional Investment Process through: fencing and revegetation will assist with natural received for this significant regional asset. regeneration of key understorey species and protect cultural heritage sites.

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 53 www.nccma.vic.gov.au

Lower Loddon and Campaspe

Campaspe River at Barnadown

irrigation system modernisation and reconfigura- targeted investment to be undertaken in areas Program summary tion associated with this change present both risk critical to achieve success. The Lower Loddon and Campaspe program area and opportunities to the region’s environmental The program addresses a range of threats to covers approximately 713,876 ha of diverse assets. Active protection, enhancement and these assets including irrigation-induced salinity, land types and comprises the irrigation areas restoration of priority environmental values altered water flows, vegetation removal/habitat of Torrumbarry, Pyramid–Boort and Rochester/ (i.e. protecting the values of Gunbower Island, loss, inappropriate land use, declining and poor Campaspe. The terrestrial and aquatic the Kerang Lakes complex and the Patho Plains water quality, erosion and soil disturbance, and environment of the region is highly valued by the grasslands) through this change process is a invasive plants and animals. If these threats are community, both locally and beyond. strong focus of this program. left unchecked, the health and sustainability of The region includes high-value Ramsar-listed this lowland ecosystem will continue to decline. wetlands (Kerang Lakes, Gunbower Island), Program focus Priority environmental assets and the threatened state and nationally listed threatened species species, farm productivity and ecosystem and vegetation communities (Buloke Grassy The Lower Loddon Campaspe program delivers functions they support will continue to be put at Woodlands, Plains Grasslands) and priority large-scale natural resource management risk. river reaches (including the Murray River and outcomes within the lower Loddon and Campaspe The program provides for the best possible Gunbower Creek), which provide important catchments. The program’s primary objective integration and coordination of the regional aquatic, riparian and terrestrial habitats. Other is to protect priority targeted assets within community’s efforts to achieve meaningful priority assets of include Benwell and Guttram the program area, as identified by the North change in terms of environmentally sustainable State Forests, dry and irrigated land and the Central CMA’s Natural Resource Management farming practices; protection of threatened threatened grasslands of the Patho Plains. Committee. The design of this program has been largely guided by asset-based investment species; maintenance of biodiversity; protection Change in the irrigation industry is a dominant frameworks (INFFER and Healthy Productive of ecosystem function; and increased community driver within the Lower Loddon and Campaspe Landscapes Framework). The key threats and skills, knowledge and participation. region. Activities such as land-use change and risks to assets will be actively addressed, with

54 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Lower Loddon and Campaspe

Successful delivery of the Lower Loddon and region. The Tragowel Plains Surface Water Community engagement: Campaspe program is expected to contribute Management Situational Analysis study was to the extent of improved and protected undertaken to assess the condition and the • Patho Plains: Ongoing support for the Northern biodiversity; reduced impacts of invasive plants maintenance needs of regional surface drains Plains Conservation Management Network has and pest animals; reduced risk of salinity on (also known as the Bullock Creek Improvement been provided and an increasing number of land and water assets; improvements in the Trust), which are the responsibility of the North local landholders are engaged in the group. quality of water and soil health; and an increase Central CMA. Work undertaken as part of the • Sustainable Irrigation program: The Social in the capacity of individuals, land managers, New Dryland project assessed the options Capacity Project has provided valuable support community groups and agencies to manage the available to landholders with dewatered land to a range of community groups involved in region’s natural resources in a sustainable and in the Loddon Campaspe Irrigation Region. various aspects of irrigation modernisation culturally sensitive manner. The options considered conventional dryland across the Loddon Campaspe Irrigation agriculture, native pasture and vegetation Region. The project has also supported options, environmental options and lifestyle technical and community groups to ensure Overall performance farming. The activities undertaken as the Loddon Campaspe Irrigation Region Land part of this project are complementary to and Water Management Plan addresses, and and significant modernisation, water trade and sustainable acknowledges the needs of local communities agriculture projects across the Goulburn– and landholders. The project has actively milestones Murray Irrigation District. supported and engaged the Strategic Irrigation The major achievements in the Lower Loddon and Portfolio Group to provide community input into Campaspe program can be categorised into three Onground action: the implementation and planning of projects primary categories: planning, onground action and and activities under the Loddon Campaspe • Patho Plains: This project co-funded the community engagement. Irrigation Region Land and Water Management Northern Plains BushTender coordinated Plan. by DSE. An expected combined total of Planning: approximately 2,000 ha of threatened • Patho Plains: The formation of a steering grassland will be protected for five years committee comprising senior staff from key through agreements with landholders. regional stakeholders led the development of • Sustainable Irrigation program: The monitoring a strategic management plan for the critically of key groundwater and surface water sites threatened Patho Plains grasslands. This is ensured compliance with the Basin Salinity the first time that a coordinated, regional Management Strategy, and have enabled approach has been taken to management ongoing monitoring of the impacts of irrigation of this environmental asset. In addition to on environmental assets. priority onground and community engagement activities, this seeks to integrate with local • Sustainable Irrigation program: The Benwell government planning. Surface Water Management System commenced construction with 2.7 km of • Sustainable Irrigation program: This primary drain completed by June 2009 to program has supported the implementation improve regional surface water management of the Loddon Campaspe Irrigation Region and drainage. Land and Water Management Plan. An ‘Integrating Modernisation and Land and • Sustainable Irrigation program: The Water Management’ workshop was held construction of irrigation re-use systems has and subsequent report produced, bringing generated 1,725 ML of water for on-farm together regional agency and community productivity use, which has also reduced the representatives. The Healthy Productive nutrient and sediment load entering local Landscape Framework was further developed waterways or negatively impacting off-farm. to assist the targeting of funds and onground works in the Loddon Campaspe irrigation

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Lower Loddon and Campaspe

Activities undertaken in the reporting year

The following table shows the intermediate outcomes achieved in the Lower Loddon and Campaspe area through the delivery of project activities in 2008–09.

Theme Intermediate Outcome Performance Descriptor Unit Target Actual % Achieved Rating Biodiversity Reduction in risk of extinction Percentage and percentage increase of % 28 28 100% On target for priority populations of completed high priority actions at high threatened species priority sites in Actions for Biodiversity Conservation database Community Increased or maintained capacity Additional area and number of property No. 8 34 425% Exceeded target capacity of individuals to manage natural scale plans to be developed Ha 850 2,203 259% Exceeded target to support resources sustainably Percentage increase and number of % 4 4 100% On target NRM landholders funded through grants or No. 80 80 100% On target incentives Increased or maintained Number of additional NRM regional No. 2 2 100% On target institutional capacity of regional partnership agreements agencies to engage with Number of additional planning capacity No. 1 1 100% On target community to implement the RCS and/or knowledge generation activities (e.g. projects) developed and implemented Increased or maintained Additional area and number of local group Ha 780 0 0% Well below capacity of community groups to action plans completed target contribute to NRM and cultural No. 6 0 0% Well below heritage outcomes target Inland Habitat improved for biodiversity Additional area and length of habitat Ha 7 57 819% Exceeded target aquatic improved – riparian km 7 3 44% Well below ecosystems target Additional water saved for return Improved irrigation systems ML 33 0 0% Well below to productive use on-farm target Additional re-use system ML 225 1,725 767% Exceeded target Land health Reduction in recharge Additional area (ha) serviced by surface Ha 2,950 513 17% Well below water management system target Reduction in threat of soil Additional area (ha) stabilised (vegetation Ha 10 168 1,675% Exceeded target erosion (wind and water) to maintain ground cover, matting, etc.) Additional number of sites treated (head No. 3 0 0% Well below structures, other engineering works) target Land use matched to land Additional area managed under property Ha 1,169 3,061 262% Exceeded target capability scale plans Landscape Habitat improved for biodiversity Additional area of habitat improved – Ha 50 244 488% Exceeded target outcomes terrestrial (including coastal) Habitat protected for biodiversity Additional area and length of habitat Ha 167 0 0% Well below protected – management agreement – target riparian

56 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Lower Loddon and Campaspe

the management of environmental assets within a modernised irrigation system. Overall, aspirational short-term and long-term goals of the plan remain valid, but the tools and strategies to manage the threats and opportunities need to be regularly updated and reviewed.

• Landholders are now making more complex decisions about the future of their irrigation enterprise in relatively short periods of time, especially around modernisation or reconfigu- ration. This requires an understanding and flexibility among extension officers and project managers in relation to projects dependent on landholder contributions and participation.

• Some landholders are overwhelmed by current regional conditions and do not wish to participate in projects or activities they are unable to control. Information and services need to be available for when a landholder is ready to participate.

• Landholders are experiencing increased financial pressure (e.g. reduced dairy prices, international financial crisis) and are unable to undertake on-farm works on the same scale or at the same pace as previously experienced. However, they still require the support through extension and cost-share incentives to ensure they are proactively planning for the future.

• Regional changes, driven by drought, climate change and water availability, are driving landholders to look for less water-intensive land management options. Current extension and information services are able to provide the necessary information for enterprises to become more intensive or water-efficient. Little information is available to landholders about Map of activities Key learnings how to transition to new enterprise options without compromising the environmental Onground works completed in partnership with • Over the reporting period, the Loddon values of the property. Landholders would the community and other agencies in the Lower Campaspe Irrigation Region Land and prefer not to make decisions based on Loddon and Campaspe program area (July 2008 to Management Plan has encountered challenges assumptions or the idea that ‘it works June 2009). relating to new and old issues. These somewhere else, so it will work here’. The challenges include new dryland (dewatered), interest in New Dryland options has been very water trade (e.g. changes to the 4% cap, high across the Goulburn–Murray Irrigation government water buyback), modernisation, District. ongoing drought, financial downturns, and

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Lower Loddon and Campaspe

• The community is struggling to keep up with C ase study The Living Murray the quantity and pace of information relating to irrigation modernisation and other drivers Wetland watering The North Central CMA is investigating of regional change. It is important for regional in the Gunbower Forest options to deliver and manage flood events to agencies to coordinate the distribution, volume Gunbower Forest, supported by funding and Gunbower Forest, situated on the Murray River and quality of information expected to be water allocations through The Living Murray floodplain downstream of Echuca, is an interna- consumed by the community. Although the program and Department of Sustainability and tionally significant floodplain system and contains community is exhibiting signs of stress and Environment. an extensive River Red Gum forest. fatigue, it is still necessary to have a range Through this program, Gunbower Forest (together of information and community engagement Spanning 20,000 hectares, the forest is home to with the Koondrook-Perricoota Forest on the options available for landholders who wish to many endangered plants and animals such as the NSW floodplain) was identified as a key site for be actively engaged. Giant Banjo Frog and Intermediate Egret. restoration.

Because of its unique environment, Gunbower The Living Murray proposal for Gunbower Forest Forest is important for its cultural heritage, will achieve significant flooding of the forest, recreational, scientific, environmental and tourism inundating a maximum of 1,030 hectares (75%) values. of permanent and semi-permanent wetlands, and 3,640 hectares (28%) of River Red Gum Flooding Enhancement communities. of Gunbower Forest project Wetland watering Gunbower Forest relies on flooding to provide a healthy ecological environment. In 2006, four regulators (that operate like a gate to let water into the forest) were constructed Changed flow regimes, as a result of river and/or refurbished in Gunbower Forest. These regulation and a drier climate have, impacted regulators enhance the watering of key wetland significantly on the health of Gunbower Forest. areas, delivering water from Gunbower Creek as Over 80% of River Red Gums in the forest are well as the Murray River during high flow events. stressed or dead and there is a decrease in the Detailed designs are currently being prepared for number and diversity of plant and animal species another four regulators, which are scheduled for present in the forest. construction in 2010. The future health of Gunbower Forest depends Once completed this package of works will allow on the ability to deliver managed floods into the managed flooding of most of the wetlands in the forest. This is vital for colonial nesting waterbird lower and central parts of Gunbower Forest. and native fish breeding, as well as for the health of flood-dependant species such as iconic River Red Gums. River Red Gum flooding

A key challenge for the project is to bring in large volumes of water to create widespread flooding within the River Red Gum communities. Without engineering solutions, the forest’s health will continue to decline.

The preferred works propose to deliver a volume of approximately 1,650 megalitres (ML) per day into the mid-forest area when environmental water is provided.

58 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Lower Loddon and Campaspe

Water will be delivered via a channel to the Spur Creek area and flow through the forest using natural creek systems and prior flood paths. The water will travel through the forest before spilling into Gunbower Creek near the Koondrook township. Most of the environmental water delivered to the forest via this option will return to the Murray River.

The proposed channel can also be operated at smaller volumes, to take account of seasonal conditions, allocations, and to achieve specific ecological objectives.

Planned works

Elevated water levels in Gunbower Creek (through the construction of a new weir and levees) are required in order to push water out into a channel connecting the creek to the forest.

Flow into the channel will be controlled by a regulator, which will remain closed during times the channel is not operating ensuring efficient water use.

Additional works in the upstream part of Spur Creek will allow water to be contained within the forest. This will stop the ‘spilling’ of water back to the Murray River and result in a greater area of Progress to date Consultation flooding downstream. North Central CMA, together with its partner Local perspective and insight is highly valued by Erosion control works will be required at the Spur agencies, is in the process of developing concept the North Central CMA and its partners. Creek outfall and in the lower part of the forest designs for the preferred River Red Gum flooding A community engagement and consultation where the water returns to Gunbower Creek. option. This will be followed by a rigorous plan will guide actions undertaken to ensure approvals process, which addresses possible community stakeholders and other interested environmental and social impacts, and how they parties are informed of the development and might be reduced or avoided. implementation of this important project. A number of investigations are currently underway to inform the development of this project.

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Upper Loddon and Campaspe

region’s natural resources in a sustainable and culturally sensitive manner.

Overall performance and significant milestones

The major achievements can be categorised into two primary categories: onground action and community engagement.

Onground action:

• Onground works have been undertaken on all priority reaches. This has involved many landholders on neighbouring properties to achieve a well-connected riparian protection and enhancement effort. Parks Victoria has strongly supported the project on land managed adjacent to the priority reaches. The Loddon River at Vaughan DSE has also aligned its weed management efforts on crown land to complement North Central CMA incentives along the priority Program summary Program focus reaches. The Upper Loddon Campaspe program area The Upper Loddon Campaspe program delivers covers 1.2 million ha and contains most of North large-scale natural resource management Community engagement: Central Victoria’s urban land, water storages, outcomes within the dryland region of the conservation reserves and crown land with Loddon and Campaspe catchments. The design • A Landcare grants program delivered $150,000 licensed use. Major towns include Daylesford, of this program has been largely guided by the of project funds to six Landcare groups in Maldon, Kyneton, Heathcote, Castlemaine and asset-based investment framework INFFER. the project area to undertake further riparian Maryborough. The area includes high-value river The program’s primary objective is to protect management activities along the priority reaches, which provide important aquatic and priority natural resource management assets, reaches and their tributaries. riparian habitats and deliver good quality water to specifically the upper reaches of the Loddon A successful field day in June 2009 brought downstream users. and Campaspe catchments. The key threats and together all the partner agencies, current risks to assets will be actively addressed, with and prospective landholders to disseminate Much like other regional program areas, change is targeted investments to be undertaken in areas river health information and highlight project a driver of threats to environmental assets in this critical to achieve success. achievements. region. Changing land use exposes the area to significant threats associated with development Successful delivery of the Upper Loddon and – both physical threats and those associated Campaspe program is expected to contribute with the changing ideals and skills of a new to: the extent of habitat improved and protected demographic. Changing climatic conditions are for biodiversity; reduced impacts of invasive significantly altering the hydrology of the region’s plants and pest animals; reduced risk of salinity upper catchment waterways. on land and water assets; improvements in the quality of water and soil health; and an increase in the capacity of individuals, land managers, community groups and institutions to manage the

60 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Upper Loddon and Campaspe

Activities undertaken in the reporting year

The following table shows the intermediate outcomes achieved in the Upper Loddon and Campaspe area through the delivery of project activities in the 2008–09 financial year.

Theme Intermediate Outcome Performance Descriptor Unit Target Actual % Achieved Rating Biodiversity Reduction in risk of extinction Percentage and percentage increase of % 28 28 100% On target for priority populations of completed high priority actions at high threatened species priority sites in Actions for Biodiversity Conservation database Community Increased or maintained Improved or maintained decision support No. 1 1 100% On target capacity institutional capacity of regional systems to support agencies to engage with Number of additional NRM regional No. 2 19 950% Exceeded target NRM community to implement the RCS partnership agreements Number of additional planning capacity No. 1 1 100% On target and/or knowledge generation activities (e.g. projects) developed and implemented Inland Habitat improved for biodiversity Additional area and length of habitat Ha 82 1,357 1,659% Exceeded target aquatic improved – riparian km 10 160 1,599% Exceeded target ecosystems Additional area of habitat improved – Ha 0 35 N/A Exceeded target wetlands Improved water quality Estimated reduction in phosphorous 0.0133 0.0398 299% Exceeded target Land health Priority established pests are Containment of target weed species to Ha 43 211 495% Exceeded target contained current extent Reduction in recharge Additional area (ha) of revegetation Ha 0 1,567 N/A Exceeded target (Indigenous, non-indigenous, pasture) Reduction in threat of soil Additional area (ha) stabilised (vegetation Ha 0 5 N/A Exceeded target erosion (wind and water) to maintain ground cover, matting etc.) Additional length (km) of river stabilised km 0 1 N/A Exceeded target Additional number of sites treated (head No. 14 17 121% Exceeded target structures, other engineering works) Landscape Habitat protected for biodiversity Additional area and length of habitat Ha 132 129 98% On target outcomes protected – management agreement – km 20 29 144% Exceeded target riparian

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Upper Loddon and Campaspe

Key learnings Map of activities C ase study Surviving and Reviving the Loddon • Upper Loddon and Campaspe: Feedback from a Onground works completed in partnership with field day revealed that the community is keen the community and other agencies in the Upper River – a partnership approach to see similar events held in 2009–10. Loddon and Campaspe program area (July 2008 to to environmental watering It also highlighted the benefits of working June 2009). achievement in North Central with other agencies to achieve the common Victoria goal of ‘protecting the best’ with regard to the priority assets. The project has become a great Victoria is experiencing the worst drought on example of true integration. record. With each dry year, the effects worsen. While plants and animals have mechanisms to survive long droughts, without water the last populations of some species will be lost. In the prolonged drought, refuges provide a base for the environment to recover in wetter years.

A priority area for environmental flows in Victoria is the Loddon River – the state’s second longest waterway. Through an environmental watering program, the North Central CMA and Goulburn– Murray Water are working together to protect the health of the Loddon River and its surrounds. The Loddon River environmental watering is part of the Victorian Government’s environmental watering program, which focuses on:

• Avoiding loss of species/communities • Maintaining key refuges • Avoiding catastrophic events (e.g. fish kills, algal blooms).

Loddon River environmental watering priorities in 2008–09 were Little Lake Boort, Tullaroop Creek and Birch Creek.

Little Lake Boort

Little Lake Boort is a floodplain wetland of the Loddon River. It is the only remaining wetland with water between Laanecoorie and Kerang, a distance of more than 128 km. The Lake provides a popular recreation and amenity haven for the local community, which takes a great interest in its management.

Through the North Central CMA/Goulburn– Murray Water partnership, environmental water was provided to Little Lake Boort in 2007–08 and 2008–09 to maintain the wetland as a critical drought refuge area, mainly for waterbirds.

62 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Upper Loddon and Campaspe

risk assessment was undertaken to assess the risks of changed water management within Tullaroop Creek to River Blackfish. The assessment concluded that the lower flows to the creek placed the River Blackfish population at greater risk.

Observations of the Tullaroop Creek from the local community were critical to managing the creek in the summer months and provided valuable information as part of the adaptive management program. They also helped by providing important information on the location of River Blackfish refuge pools. This enabled the North Central CMA to coordinate fish surveys, which found healthy populations of juvenile, young and mature River Blackfish.

As Tullaroop Reservoir has operated at record low levels in the past two years, additional infrastruc- ture has been installed to enable releases from • 400 ML of the Loddon River Environmental Tullaroop Creek the reservoir to continue. Entitlement has been provided to Little Lake Boort in 2008–09. The current low water availability in Tullaroop Birch Creek Reservoir is of concern. The North Central CMA • In addition to the 400 ML, the local has worked closely with Goulburn–Murray Water, As well as environmental entitlements, there are community collectively donated 100 ML of Central Highlands Water and the community other ways that water can be provided to benefit their entitlements to the lake to maintain (in particular, the Moolort Landcare Group) to the environment. At Birch Creek, water distributed environmental and recreation values. develop an adaptive management plan that for essential stock and domestic purposes has balances the needs of all water users, including been used to achieve environmental results. This water has provided important drought the local community dependent on the reservoir refuge in a dry landscape, habitat for a range of for urban and rural water supplies and the Changes to Birch Creek’s natural flows have threatened plants and animals and managed the environment. negatively affected aquatic habitat and had direct risks associated with fish deaths in the lake. and indirect impacts on plants and animals. The The North Central CMA’s environmental reduced flows in the creek due to the drought and The North Central CMA works with the local watering objectives at this site are to ensure zero irrigation allocations have impacted on the community to monitor bird-life on the lake. In the ongoing protection of critical environmental amount of in-stream habitat available to fish and response to recent environmental watering, at values within Tullaroop Creek downstream of macroinvertebrates. least 30 bird species have been recorded in one Tullaroop Reservoir. The highest priority has afternoon, including Royal and Yellow-billed been to sustain the regionally significant River The North Central CMA has worked closely with Spoonbill. Straw-necked and Sacred Ibis were Blackfish population through the ongoing drought Goulburn–Murray Water to address the declining also seeking refuge at the lake. The watering conditions. Managing water within the creek to health of Birch Creek while conserving water for has increased the presence of egrets, which feed provide for River Blackfish basic requirements essential needs of the local community. This has on frogs, yabbies and tadpoles – their presence of permanent water for habitat and acceptable included freshening pools and improving water indicates a productive wetland ecosystem. water quality is critical to their protection. quality, while increasing the availability of water Several endangered species were recorded in the for stock and domestic purposes further along River Red Gum/Black Box woodland surrounding The North Central CMA and Goulburn–Murray the creek. A key environmental achievement of the lake, including Grey-crowned Babblers, Bush Water also worked together to meet the needs releasing this water was maintaining a habitat for Stone-curlews and Carpet Pythons. of rural customers on the creek while offering a local platypus population in Birch Creek. protection to the River Blackfish. A comprehensive

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 63 www.nccma.vic.gov.au

Regional projects

The North Central Waterwatch program has Regional communications Program summary developed substantially since its inception. This project works to ensure that the regional The North Central CMA also had a number of Diversification of education and monitoring community is well informed and actively engaged projects region-wide during 2008–09. programs, combined with strategic placement of community monitoring efforts, has been the focus in the implementation of the Regional Catchment Strategy. The expected outcome is that both the Landcare over the past several years. This has included: the introduction of the River Detectives schools community and the North Central CMA are best Landcare is a program that is strongly supported program; the development of several biodiversity placed to support, understand and implement by the North Central CMA. In 2008–09 education and monitoring programs; increased landscape change. data confidence and use of community collected the Landcare program consisted of a Regional The broader project initiatives include, but are not environmental data; and strategic focussing of Landcare Coordinator, and 6.9 FTE shire-based limited to: Landcare Coordinators who supported Waterwatch monitoring to better assist managers 184 Landcare and community natural resource in determining asset condition change. • Marketing – continuing to raise the overall management groups in the region. The Second profile of the North Central CMA and its Generation Landcare Grants program makes Working with Local Government projects through sustained and proactive available State Government funding (through marketing and communication activities, such the Victorian Action Plan for Second Generation This project supported the development of as sponsorship, publications, events, website Landcare) for community projects delivered by capacity and knowledge in Local Government and electronic communication. Landcare and community groups to address a in relation to natural resource management. • Media – active media, promotions and public range of issues. It seeks to ensure engagement at all levels of relations activities that tell our performance Local Government and coordination between the stories. Ongoing relationship building and Indigenous Facilitation Regional Catchment Strategy and Shire Municipal networking to build awareness throughout the Strategic Statements to support integrated community and the media of the North Central The objective of employing an Indigenous natural resource management and land use CMA as a peak body in natural resource Facilitator is to ensure Indigenous communities planning. management. are actively aware of, and engaged in, planning, • Communications – developing and maintaining Key regional assets at risk from threatening implementation and onground works. healthy, mutual and productive internal and processes including loss of biodiversity, elevated external relationships with stakeholders, This Regional Indigenous Facilitator position is water tables, reduced water quality and habitat including staff, Board, Natural Resource the conduit between the North Central CMA and fragmentation. Local government plays a key role Management Committee, Landcare and other traditional owners, Indigenous communities and in ensuring ecologically sustainable development community groups. Registered Aboriginal Parties. It also facilitates through the application of planning schemes. • Capacity building – establishing understanding within the North Central CMA communication processes and resources to of cross-cultural awareness and Indigenous Corporate funding support the regional community in delivering engagement. RCS projects. The North Central CMA allocates funding for • Events – creating a presence at key local, corporate projects. The funding is separated into Waterwatch regional and state-wide industry related the following sub-projects: events. North Central Waterwatch is set up on a • Board: This project relates to Board catchment basis, supported by a Regional governance and operating functions. Coordinator and three Waterwatch Facilitators. Catchment information • Natural Resource Management Committee: The Regional Coordinator is based at the Huntly This project relates to the supporting the The Catchment Information project delivers office, coordinating the program across the organisation’s community engagement function systems and processes to enable the consistent region. One Waterwatch Facilitator is situated • Chief Executive Officer and support collection, quality assurance, analysis and in the Avoca and Avon Richardson catchments, • Business Manager and support reporting of regional data. The project aim is while the other two are situated in the Loddon to ensure business improvement is informed and Campaspe catchments (dryland and by credible, readily accessible and meaningful irrigation). information.

64 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Regional Projects

Catchment information encompasses the areas of: condition • Engaging the community regarding Overall performance • Geographic information systems environmental flow issues • Program implementation monitoring and significant • Undertaking complementary habitat, floodplain • Resource condition monitoring and water quality improvements • Performance reporting milestones Large scale river restoration • Second Generation Landcare grants provided Research and Development $311,000 to Landcare groups for group This project builds on the vast quantity of maintenance (up to $500), promotion and The North Central CMA has recently developed onground river health activities undertaken along education (up to $2,000) and onground projects a Research & Development Strategy to ensure a the Loddon River over the past five years. (up to $10,000). coordinated and strategic approach to bringing In 2008–09 the project: better science into decision-making. The strategy • Regional Landcare Coordinator and Shire-based identifies priority research projects to assist the • Convened a project steering committee Landcare Coordinators hosted a Landcare North Central CMA in meeting long-term goals • Undertook habitat monitoring of the lower forum in Boort with over 100 participants and and outcomes. Loddon by an Indigenous Drought Employment featuring guest speakers and the Red Ochre Crew Indigenous dancers. A Landcare trade display Reporting and accounting • Continued extensive onground works in and some market stalls featuring regional partnership with the Department of Primary produce were also present. for salinity Industries. • Another highlight for Landcare in this region The Murray–Darling Basin Salinity Management was the production of the Most Significant Strategy (BSMS) guides communities and Administration of Statutory Change stories booklet featuring Landcare governments in working together to control Functions – Water Act Groups around the region that have noticed salinity and protect key natural resource values significant changes through their work with within the Murray–Darling Basin. The North To meet the Statutory Function obligations Landcare. Central CMA works with DSE to meet BSMS under the Water Act and CaLP Act, this primarily obligations including reporting and accounting for involves: • During 2008–09, the North Central CMA salinity impacts on the Murray River. appointed an Indigenous Facilitator who • Permits and compliance for the Works on assisted in the coordination of the region’s Waterways Permit Scheme first Indigenous Drought Employment Program Environmental • Planning permit, flood level and farm dam crew. The Indigenous Facilitator has produced water reserve manager referrals, including compliance a Cultural Heritage Sites Compliance Procedure • Flood Response Action Plan and flood warning This project provided employed of 2.3 FTE for the North Central CMA and has identified systems Environmental Water Reserve (EWR) officer and recorded 293 cultural heritage sites. • Issue and compliance of a Land Management positions to fulfil the North Central CMA’s Notice under the CaLP Act. • North Central Waterwatch contributed statutory obligations in its role as manager of to increased community awareness, the EWR within the region. This aligns with the The project is a statutory function that understanding and ownership of water issues Victorian Government White Paper ‘Securing encompasses the whole region. The target and their relationship to catchment health. Our Water Future Together’, which identifies the audience is local government, EPA Victoria, This was achieved by involving communities necessity to establish EWR roles across the state. water corporations, developers, land owners and in the monitoring of local waterways, and prospective purchasers of land and property. The Managing the EWR includes: equipping individuals with the knowledge, main aims are to minimise the adverse impacts of skills and resources to collect data that is new development and to improve the safety for • Negotiating the most effective release pattern credible, accepted and used. Additionally, people and property within flood prone areas, as for the EWR in surface water, i.e. managing community involvement was facilitated in well as to ensure that water quality and aquatic environmental flows water management decisions and gaining habitat are not adversely impacted upon. Land • Negotiating the most effective groundwater community commitment to action in addressing owners are required to comply with Special Area extraction regime waterway and catchment issues. Key Plans. • Developing operating strategies successes by the North Central Waterwatch • Monitoring and reporting on environmental program in 2008–09 included:

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 65 www.nccma.vic.gov.au

Regional Projects

• establishing effective partnerships between • Overall the North Central CMA has met all • An inter-valley transfer of water was provided the community and catchment managers. BSMS obligations for the year. In particular, to the lower Campaspe River. This is an five year reviews have been completed for the example of how consumptive water enroute • the use of North Central Waterwatch data Woorinen Irrigation Excision and Campaspe can be used to provide an environmental in the Victorian Index of Stream Condition West Salinity Management Plan. The North benefit. In addition, water was released in monitoring program – an unexpected Central CMA has also continued its strong the to protect the river’s aquatic achievement this year. Fifty-four water partnership with the Future Farm Industries environment. quality monitoring sites are included from CRC in dryland salinity research. this region, which is over 20% of the • A key success has been the continued Waterwatch sites included for Victoria. • The Catchment Information project has involvement of local communities in the provided spatial information to support planning and management of environmental • results achieved through the frog monitoring planning and decision-making. A highlight for water. program, which involved: the identifica- 2008–09 was the data exchange agreement tion and subsequent protection of a source • Throughout the year, the Large Scale River between DSE and North Central CMA, which population of the threatened Growling Restoration (Loddon Stressed River Project) has has resulted in improved availability and Grass Frog; the inception of a Banana Box convened a community-based advisory group, accessibility of data. The amalgamation of Frog awareness program (with the aim of developed a community engagement and com- Catchment Activity Management System reducing the spread of the lethal Chytrid munications plan, updated project fact sheets, data has allowed visibility of total activity fungus); and the training and involvement coordinated habitat monitoring of the lower and investment, at both spatial and temporal of community members in frog identifica- Loddon by an Indigenous Drought Employment scale, providing a more transparent picture tion and recording, with all frog population Crew, and achieved extensive onground works of achievement. The revegetation survival information sent to DSE for inclusion in the delivered by both North Central CMA and assessment has resulted in recommendations Victorian Wildlife Atlas. Department of Primary Industries staff. for future revegetation approaches. • delivery of the acid sulfate soils rapid • North Central CMA has continued to meet its assessment project on behalf of the Murray- statutory obligations under the Water Act by Darling Basin Authority. responding to all floodplain planning referrals • Through the Working with Local government and requests for works on waterway permits project, the North Central CMA hosted within statutory timeframes. a regional visit by Dr Ian McPhail, the • A notable achievement is the securing of Commissioner for Environmental Sustainability. federal and state funding to undertake a flood An information session regarding the Commis- study for the Bendigo urban area. sioner’s State of the Environment report was The flood study will cost $500,000 and take held, with a focus on local government issues approximately 18 months to complete. and engagement. The flood study is due for completion in • A highlight for the Regional Communications December 2010. project was rebranding under the North Central • Over 2008–09, North Central CMA delivered CMA’s new identity statement Connecting environmental water to Gunbower Forest, Rivers, Landscapes, People. Through this Little Lake Boort and McDonalds swamp in the program, the North Central CMA was also Kerang Wetlands. The environmental water very proud to receive a Bronze Award in the has provided drought habitat for water birds Australasian Reporting Awards for the Annual and other fauna in a dry landscape. Report 2007–08.

• The Regional Research and Development project established a prioritisation process which identified key knowledge gaps and resulted in three key research and development projects being commissioned.

66 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Regional Projects

Activities undertaken in the reporting year

The following table shows the intermediate outcomes achieved through the delivery of Regional project activities in the 2008–09 financial year.

Theme Intermediate Outcome Performance Descriptor Unit Target Actual % Achieved Rating Community Increased or maintained Additional area and number of local group No. 20 3 15% Well below capacity capacity of community groups to action plans completed target to support contribute to NRM and cultural Additional number of local group action No. 27 19 70% Below target NRM heritage outcomes plans reviewed Additional number of network strategic No. 7 0 0% Well below plans completed or reviewed target Amount of corporate and philanthropic $ 40,000 10,000 25% Well below funds leveraged and secured for NRM target community groups Community in-kind contribution to NRM $ 700,000 700,000 100% On target Percentage of total volunteer monitoring % 17 25 150% Exceeded target sites and number of volunteer monitoring No. 90 100 111% Exceeded target plans measuring change towards regional targets or improved condition associated with onground works (e.g. Waterwatch) Increased or maintained regional group 1 0 0% Well below health target Increased protection of cultural Additional number of cultural heritage No. 1 293 29,300% Exceeded target heritage assets assets protected Increased or maintained capacity Percentage increase and number of % 4 100 2,500% Exceeded target of individuals to manage natural landholders funded through grants or No. 200 240 120% Exceeded target resources sustainably incentives Increased or maintained Number of additional endorsed regional No. 4 1 28% Well below institutional capacity of regional strategy for NRM completed target agencies to engage with Improved or maintained decision support No. 1 1 100% On target community to implement the RCS systems Meet the activities and/or obligations % 100 100 100% On target under the relevant Acts Number of additional NRM regional No. 11 11 100% On target partnership agreements Number of additional planning capacity No. 5 5 100% On target and/or knowledge generation activities (e.g. projects) developed and implemented Number of community NRM coordinators FTEs 5 11 219% Exceeded target and facilitators positioned, funded and corporately supported

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Regional Projects

Inland Habitat improved for biodiversity Additional area and length of habitat Ha 67 1,260 1,881% Exceeded target aquatic improved – riparian km 31 55 176% Exceeded target ecosystems Additional length of fish passage provided km 20 0 0% Well below target Length of in-stream habitat improved km 8 0 0% Well below target Additional area of habitat improved – Ha 2 0 0% Well below wetlands target Improved environmental flows Additional area and number of wetlands Ha 70 1,286 1,837% Exceeded target with improved watering regime No. 1 3 300% Exceeded target Number of river reaches with improved No. 3 3 100% On target environmental flow regimes Improved water quality Estimated reduction in phosphorous 0.0065 0.0086 132% Exceeded target Land health Reduction in threat of soil Additional number of sites treated (head No. 3 3 100% On target erosion (wind and water) structures, other engineering works) Priority established pests are Containment of target weed species to Ha 1,550 34,066 2,198% Exceeded target contained current extent A reduction in rabbit numbers in priority No. 30 0 0% Well below locations target Landscape Habitat improved for biodiversity Additional area of habitat improved – Ha 120 166 138% Exceeded target outcomes terrestrial (including coastal) Habitat protected for biodiversity Additional area and length of habitat Ha 550 690 125% Exceeded target protected – permanent – terrestrial (including coastal) Map of activities

Onground works completed in partnership with the community and other agencies through the delivery of regional projects (July 2008 to June 2009).

68 Environmental Reporting North Central Catchment Management Authority Annual Report 2008–09 Regional Projects

C ase study North Central 2008–09 Drought Employment Program

As part of the Victorian Government’s drought recovery efforts, the North Central CMA received $2.5 million to deliver the regional Drought Employment Program (DEP). The DEP provided opportunities for rural residents experiencing unprecedented hardships caused by the drought, while achieving environmental benefits. The purpose of the DEP was to employ small work crews (two to five people), located throughout North Central Victoria, to undertake environmental works on both public and private on traditional Barapa Barapa country Landcare Group and Salisbury West Landcare land, in partnership with regional organisations. • 80 km of riparian and terrestrial fencing Group. Works were aimed at protecting high-priority completed to protect priority waterways, The Barapa Barapa community was very pleased environmental assets, and projects were endangered species and remnant vegetation to participate in the DEP. The program enabled planned to achieve the best possible results • 52 landholders undertook stock containment 12 Barapa Barapa community members to work for the program, the environment and regional areas, protecting more than 40,000 ha on their traditional tribal lands, enabling them to communities. of agricultural land from soil erosion and rekindle and strengthen their connections to their downstream areas from water quality impacts cultural heritage and country. Natural resource management projects were • general clean-up of fire-affected areas, developed with other regional organisations, including the removal of burnt fences The Barapa Barapa DEP work crew undertook such as Landcare, local government, water • many other activities, including rubbish field surveys along the Loddon River between corporations and government agencies. collection along waterways and within Appin South and Kerang, recording and assessing More than 200 people were trained and employed priority nature reserves, nature reserve track invasive plants and animals, flora and fauna, through the DEP program in 2008–09, with work maintenance, walking tracks establishment river health, erosion, salinity control and fencing crews located in Castlemaine, Charlton, Cohuna, with signage, native plant propagation and condition. Two-hundred and sixty-six Aboriginal Echuca, Epsom, Heathcote, Kerang, Kyneton, Lake waterway erosion assessments. cultural heritage sites were also recorded and Charm, Lockwood, Maryborough, Mt Alexander, registered on the Victorian Aboriginal Heritage Pyramid Hill, Rochester, Salisbury West, St Most of the projects were undertaken on public Register for future protection. Arnaud, Wedderburn and Wychitella land to address threats and risks to priority natural assets. This was considered the most The DEP built upon and strengthened the The DEP achieved impressive results, including: appropriate use of public funds. partnership between the Barapa Barapa • 970 ha of terrestrial weed control across North community and North Central CMA, and helped Central Victoria, including blackberry, wheel Project partners increase understanding of NRM within the Barapa cactus, gorse, broom, boxthorn, briar rose and Barapa community and increased awareness of Regional organisations that participate in many more Indigenous issues within North Central CMA. natural resource management were formally • 207 km of weed control along priority Overall the program was a success, providing approached to propose project works. Project waterways, mainly within northern irrigation training and opportunities to individuals involved partners included the Department of Sustain- areas, including milfoil, pond weed, willows, and the community. ability and Environment, Goulburn–Murray Water, peppercorns, desert ash and spiny rush Central Highlands Water, Parks Victoria, City of ‘We thank the North Central CMA for the • 317 ha of rabbit control works plus 2,000 active Greater Bendigo, , Shire of opportunity and we hope to be involved in future burrows destroyed Gannawarra, , Shire of Macedon programs that enable us to care for our country.’ • 69,000 native tubestock watered to support Ranges, Shire of Northern Grampians–Buloke, active growth throughout the summer period Barapa Barapa Elder Uncle Neville Whyman Mid-Loddon Sub-Catchment Management • 14,000 native tubestock planted (Landcare) Group, Peppergreen Farm, Golden Point • 266 Aboriginal cultural heritage sites recorded

North Central Catchment Management Authority Annual Report 2008–09 Environmental Reporting 69 FINANCIALwww.nccma.vic.gov.au REPORTING

Disclosure index

The annual report of the North Central Catchment Management Authority is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Authority’s compliance with statutory disclosure requirements.

Legislation Requirement Page reference

Ministerial directions Report of operations – FRD guidance

Charter and purpose FRD 22B Manner of establishment and the relevant Ministers 4 FRD 22B Objectives, functions, powers and duties 4 FRD 22B Nature and range of services provided 4, 5 Management and structure FRD 22B Organisational structure 18 Financial and other information

FRD 10 Disclosure index 70 FRD 12A Disclosure of major contracts 100 FRD 22B, SD 4.2(k) Operational and budgetary objectives and performance against objectives 28-45, 10-11 FRD 22B Employment and conduct principles 22-23 FRD 22B Statement of Workforce Data for current and previous year 23 FRD 22B Occupational health and safety policy 22 FRD 22B Five Year Summary of the financial results for the year 12 FRD 22B Significant changes in financial position during the year 12-13 FRD 22B Major changes or factors affecting performance 12-13 FRD 22B Subsequent events 13 FRD 22B Application and operation of Freedom of Information Act 1982 25 FRD 22B Compliance with building and maintenance provisions of Building Act 1993 25 FRD 22B Statement on National Competition Policy 25 FRD 22B Application and operation of the Whistleblowers Protection Act 2001 25 FRD 22B Details of consultancies over $100 000 100 FRD 22B Details of consultancies under $100 000 100 FRD 22B Statement of availability of other information 25 FRD 25 Victorian Industry Participation Policy disclosures 26 SD 4.5.5 Risk management compliance attestation 24 SD 4.2(g) General information requirements 26 SD 4.2(j) Sign-off requirements 24, 46, 71 Financial statements required under Part 7 of the FMA SD4.2(a) Statement of Changes in Equity 74 SD4.2(b) Operating Statement 72 SD4.2(b) Balance Sheet 73 SD4.2(b) Cash Flow Statement 74 SD4.2(b) Notes to the Financial Statements 75-97 Other requirements under Standing Directions 4.2 SD4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 71 SD4.2(c) Compliance with Ministerial Directions 71 SD4.2(d) Rounding of amounts 75 SD4.2(c) Accountable officer’s declaration 71 SD4.2(f) Compliance with Model Financial Report 71

70 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Disclosure index

Legislation Requirement Page reference

Other disclosures as required by FRDs in notes to the financial statements FRD 9A Departmental disclosure of administered assets and liabilities N/A FRD 11 Disclosure of ex-gratia payments N/A FRD 13 Disclosure of parliamentary appropriations N/A FRD 21A Responsible person and executive officer disclosures 92-93 FRD 102 Inventories N/A FRD 103D Non-current physical assets 86-87, 75, 73 FRD 104 Foreign currency N/A FRD 106 Impairment of assets 75 FRD 109 Intangible assets 77 FRD 107 Investment properties N/A FRD 110 Cash flow statements 74 FRD 112B Defined benefit superannuation obligations 91 FRD 113 Investments in subsidiaries, jointly controlled entities and associates N/A FRD 114A Financial Instruments – General Government Entities and public non-financial corporations N/A FRD 119 Contributions by owners 89 Legislation

Freedom of Information Act 1982 25 Building Act 1983 25 Whistleblowers Protection Act 2001 25 Victorian Industry Participation Policy Act 2003 26 Financial Management Act 1994 25 Multicultural Victoria Act 2004 26 Certification to the financial statements

In accordance with a resolution of the North b) are not aware of any circumstances which Central CMA, we the undersigned: would render any particulars included in the financial statements to be misleading or a) certify that in our opinion the accompanying inaccurate; and Geoff Williams financial report comprising operating Chair statement, balance sheet, statement of c) state that, in our opinion, the financial North Central Catchment Management Authority changes in equity, cash flow statement and statements have been prepared in accordance notes to and forming part of the financial with Part 7 of the Directions of the Minister statements of the North Central Catchment for Finance under the Financial Management Management Authority presents fairly the Act 1994, applicable Australian Accounting financial transactions during the year ended 30 Standards and other mandatory professional Damian Wells June 2009 and financial position as at 30 June reporting requirements. Chief Executive Officer 2009; Signed at Huntly on the 1st Day of September North Central Catchment Management Authority 2009 on behalf of the Board.

Peter Bowman Finance and Business Support Manager North Central Catchment Management Authority

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 71 www.nccma.vic.gov.au

Operating statement

For the financial year ended 30 June 2009 2009 2008 $ $

Revenue from operating activities Government contributions State Government 1(b) 3(a) 12,268,478 11,764,317 Commonwealth Government 1(b) 3(b) 4,389,506 5,039,410 16,657,984 16,803,727

Revenue from non-operating activities Interest 492,633 884,283 Regional contributions 2,583,418 2,253,037 Other Income 193,468 145,919 3,269,519 3,283,239

Total revenue 19,927,503 20,086,966

Expenses from operating activities Works expenditure 4(a) 15,408,413 21,568,957 Administration expenditure 4(b) 2,374,431 2,543,515 Corporate expenditure 4(c) 1,127,672 841,041 Net loss on disposal of non-financial assets 4(d) 38,910 62,096 Total expenses 18,949,426 25,015,609

Net result for the period 978,077 (4,928,643)

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

72 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Balance sheet

For the financial year ended 30 June 2009 2009 2008 $ $

Assets

Current assets Cash and cash equivalents 1(f) 5 7,890,166 8,875,536 Receivables 1(g) 6 2,333,080 1,970,770 Total current assets 10,223,246 10,846,306

Non-current assets Property, plant and equipment 1(c) 7 2,409,067 2,133,445 Intangible assets 1(m) 8 215,996 71,865 Total non-current assets 2,625,063 2,205,310

Total Assets 12,848,309 13,051,616

Liabilities

Current liabilities Payables 1(h) 9 3,876,507 5,159,621 Employee benefits 1(i) 10 533,739 466,021 Total current liabilities 4,410,246 5,625,642

Non-current liabilities Employee benefits 1(i) 10 104,180 83,769 Total non-current liabilities 104,180 83,769

Total Liabilities 4,514,426 5,709,411

Net Assets 8,333,883 7,342,205

Equity Contributed capital 11 8,755,693 8,755,693 Reserves 12 222,848 209,247 Accumulated funds 13 (644,658) (1,622,735)

Total equity 8,333,883 7,342,205

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

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 73 www.nccma.vic.gov.au

Statement of changes in equity

For the financial year ended 30 June 2009

Asset Contributed Accumulated Revaluation Total Total Notes Capital Surpluses Reserve $ $ Opening balance 8,755,693 (1,622,735) 209,247 7,342,205 12,148,601 Net result for period 13 – 978,077 – 978,077 (4,928,643) Asset revaluation 12 – – 13,601 13,601 122,247 Transfers 12 – – – – – Closing balance 8,755,693 (644,658) 222,848 8,333,883 7,342,205

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

Cash flow statement

For the financial year ended 30 June 2009 2009 2008 $ $

Cash Flows from Operating Activities

Receipts from government grants 16,388,161 17,027,141 Receipts from other sources 2,850,907 1,969,375 Interest received 533,199 824,180 Payments to suppliers and employees (21,161,307) (24,277,536) GST received from/(paid to) the ATO 1,273,570 1,915,161 Net cash (outflow) / inflow from operating activities 17 (115,470) (2,541,679)

Cash Flows from Investing Activities

Payments for purchase of property, plant and equipment 7(b) (1,279,417) (892,807) Payments for purchase of intangible assets 8 (191,419) 0 Proceeds on disposal of property, plant and equipment 4(d) 600,936 250,210 Net cash (outflow) / inflow from investing activities (869,900) (642,597)

Net increase / (decrease) in cash held (985,370) (3,184,276) Cash and cash equivalents at the beginning of the financial year 8,875,536 12,059,812

Cash and cash equivalents at the end of the financial year 5(a) 7,890,166 8,875,536

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

74 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 under the historical cost convention, as modified Repairs and maintenance by the revaluation of financial assets and certain Routine maintenance, repair costs and minor classes of property, plant and equipment. renewal costs are expensed as incurred. Where Note 1: Significant the repair relates to the replacement of a Critical accounting estimates component of an asset and the cost exceeds the The preparation of financial statements in Accounting Policies capitalisation threshold, the cost is capitalised conformity with AIFRS requires the use of certain and depreciated. (a) Basis of accounting critical accounting estimates. It also requires management to exercise its judgment in the Valuation of non-current physical assets General process of applying the entity’s accounting All non-current physical assets are recognised This financial report of North Central Catchment policies. initially at cost and subsequently revalued at Management Authority is a general purpose fair value less accumulated depreciation and financial report that consists of an operating (b) Revenue recognition impairment in accordance with the requirements statement, balance sheet, statement of changes of FRD103D. Revaluations are conducted using in equity, cash flow statement and notes Government contributions management expertise and are classified as a accompanying these statements. The general Government grants and contributions are managerial revaluation. purpose financial report complies with Australian recognised as operating revenue on receipt or Accounting Standards, other authoritative when an entitlement is established, whichever Gains and losses on disposals are determined by pronouncements of the Australian Accounting is the sooner, and disclosed in the operating comparing proceeds with carrying amount. These Standards Board and the requirements of the statement as government contributions. However, are included in the operating statement. When Financial Management Act 1994 and applicable grants and contributions received from the revalued assets are sold, it is the Authority’s ministerial directions. Victorian State Government, which were originally policy to transfer the amounts included in the appropriated by the Parliament as additions to asset revaluation reserve in respect of those This financial report has been prepared on an net assets or where the Minister for Finance and assets to accumulated funds. accrual and going concern basis. the Minister for Water have indicated are in the Revaluation increments are credited directly nature of owners’ contributions, are accounted for Accounting policies to equity in the revaluation reserve, except as Equity – Contributed capital. Unless otherwise stated, all accounting policies that, to the extent that an increment reverses a applied are consistent with those of the prior Interest revaluation decrement in respect of that class year. Where appropriate, comparative figures of asset previously recognised as expense in Interest is recognised as revenue when earned. have been amended to accord with current determining the net result, the increment is presentation and disclosure made of material recognised as revenue in determining the net changes to comparatives. (c) Recognition and measurement of result. assets Classification between current and non-current Revaluation decrements are recognised In the determination of whether an asset or Property, plant and equipment represents immediately as expenses in the net result, liability is current or non-current, consideration non-current assets comprising land, buildings, except that, to the extent that a credit balance is given to the time when each asset or liability plant, equipment and motor vehicles, used by exists in the revaluation reserve in respect of is expected to be realised or paid. The asset or the Authority in its operations. Items with a cost the same class of assets, they are debited to the liability is classified as current if it is expected to value in excess or $1,000 and a useful life of more revaluation reserve. be turned over within the next 12 months, being than one year are recognised as an asset. All Revaluation increases and revaluation decreases the Authority’s operational cycle – see 1(i) for a other assets acquired are expensed. relating to individual assets within a class of variation in relation to employee benefits. Acquisition property, plant and equipment are offset against Rounding The purchase method of accounting is used for one another within that class but are not offset in respect of assets in different classes. Unless otherwise stated, amounts in the report all acquisitions of assets. Cost is measured as the fair value of the assets given at the date of have been rounded to the nearest dollar. Impairment of assets exchange plus costs directly attributable to the All assets are assessed annually for indicators of Historical cost convention acquisition. impairment. These financial statements have been prepared

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 75 www.nccma.vic.gov.au

Notes to the financial report

If there is an indication of impairment, the Major depreciation rates used are listed below. (h) Trade and other payables assets concerned are tested as to whether their Asset Depreciation Rate carrying value exceeds their recoverable amount. These amounts represent liabilities for goods and Buildings 2.50% Where an asset’s carrying amount exceeds its services provided to the Authority prior to the end Plant & equipment 8% to 40% recoverable amount, the difference is written off of the financial year, which are unpaid at financial Motor vehicles 20% by a charge to the operating statement except to year end. The amounts are unsecured and are Intangible assets 20% the extent that the write-down can be debited to usually paid within 30 days of recognition. an asset revaluation reserve amount applicable to that class of asset. (e) Leased assets (i) Employee benefits

The recoverable amount for most assets Finance leases Wages and salaries and annual leave is measured at the higher of depreciated The Authority has no finance leases. Liabilities for wages and salaries and annual replacement cost and fair value less costs to sell. leave to be settled within 12 months of the Recoverable amount for assets held primarily Operating leases reporting date are recognised in employee benefit to generate net cash inflows is measured at the Leasing in which a significant proportion of the liabilities in respect of employee’ services up higher of the present value of future cash flows risks and rewards or ownership are retained by to the reporting date and are measured at the expected to be obtained from the asset and fair the lessor are classified as operating leases. amounts expected to be paid when the liabilities value less costs to sell. It is deemed that in the Payments made under operating leases (net are settled, at their nominal values. Employee event of the loss of an asset, the future economic of any incentives received from the lessor) benefits which are not expected to be settled benefits arising from the use of the asset will be are charged to the operating statement on a within 12 months are measured as the present replaced unless a specific decision to the contrary straight-line basis over the period of the lease, value of the estimated future cash outflows to has been made. in the periods in which they are incurred, as this be made by the entity, in respect of services represents the pattern of benefits derived from A reversal of an impairment loss on a revalued rendered by employees up to the reporting date. the leased assets. asset is credited directly to equity under the Regardless of the expected timing of settlements, heading revaluation reserve. However, to the provisions made in respect of employee benefits extent that an impairment loss on the same (f) Cash and cash equivalent assets are classified as a current liability, unless there class of asset was previously recognised in is an unconditional right to defer the settlement For the purposes of the cash flow statement, the operating statement, a reversal of that of the liability for at least 12 months after cash and cash equivalents include cash on hand, impairment loss is also recognised in the the reporting date, in which case it would be deposits held at call with Australian authorised operating statements. classified as a non-current liability. deposit-taking institutions and other short-term, highly liquid investments with original maturities of Long service leave (d ) Depreciation and amortisation of three months or less that are readily convertible to The liability for long service leave is recognised in non-current assets known amounts of cash and which are subject to the provision for employee benefits and measured an insignificant risk of change in value. as the present value of expected future payments Where assets have separate identifiable to be made in respect of services provided by components that have distinct useful lives and/ (g) Receivables employees up to the reporting date. Consideration or residual values, a separate depreciation rate is is given to expected future wage and salary determined for each component. Trade receivables are recognised initially at fair levels, experience of employee departures and value and subsequently measured at amortised Land is not depreciated. Depreciation on other periods of service. Expected future payments are cost, less allowance for doubtful debts. Trade assets is calculated using the diminishing balance discounted using market yields at the reporting receivables are due for settlement no more than method to allocate their costs or revalued date on national government bonds with terms 30 days from the date of recognition for debtors. amounts, net of their residual values, over their to maturity and currency that match, as closely as possible, the estimated future cash outflows. estimated useful lives, commencing from the Collectability of trade receivables is reviewed Provisions made for unconditional long service time the asset is held ready for use. The assets on an ongoing basis. Debts which are known to leave are classified as a current liability, where residual values and useful lives are reviewed, and be uncollectable are written off. A provision for the employee has a present entitlement to the adjusted if appropriate, at each balance sheet doubtful receivables is established when there is benefit. The non-current liability represents long date. objective evidence that the Authority will not be service leave entitlements accrued for employees able to collect all amounts due according to the with less than seven years of continuous service. original terms of receivables.

76 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

Superannuation GST. The net amount of GST recoverable from, or (n) Comparative amounts The amount charged to the operating statement payable to, the ATO is included as a current asset Where necessary, figures for the previous in respect of superannuation represents the or liability in the balance sheet. Cash flows arising year have been reclassified to facilitate contributions made by the Authority to the super- from operating activities are disclosed in the cash comparison. annuation plan in respect to the current services flow statement on a gross basis, i.e. inclusive of of entity staff. Superannuation contributions are GST. The GST component of cash flows arising made to the plans based on the relevant rules of from investing and financing activities which is (o) New accounting standards and each plan. recoverable or payable to the taxation authority is interpretations classified as operating cash flows. The Authority does not recognise any defined Certain new accounting standards and interpreta- benefit liability in respect of the superannua- (l) Financial instruments tions have been published that are not mandatory tion plan because the Authority has no legal or for the 30 June 2009 reporting period. As at 30 constructive obligation to pay future benefits Recognition June 2009, the following standards and interpre- relating to its employees. Its only obligation is Financial instruments are initially measured at tations had been issued but were not mandatory to pay superannuation contributions as they fall fair value, plus in the case of a financial asset for financial year ending 30 June 2009. The due. The Department of Treasury and Finance or financial liability not at fair value through Authority has not and does not intend to adopt administers and discloses the state’s defined profit and loss, transaction costs that are directly these standards early. benefit liabilities in its financial report. attributable to the acquisition or the issue of Employee benefit on-costs the financial asset or liability. Subsequent to initial recognition, the financial instruments are Employee benefit on-costs, including payroll tax measured as set out below: and workers compensation, are recognised and included in employee benefit liabilities and costs Held-to-maturity investments when the employee benefits to which they relate These investments have fixed maturities and it is are recognised as liabilities. the Authority’s intention to hold these investments Performance payments to maturity. Any held-to maturity investments held by the Authority are stated at cost. Performance payments for the Authority’s executive officers are based on a percentage Impairment of the annual salary package provided under At each reporting date, the Authority assesses their contract(s) of employment. No liability is whether there is objective evidence that a financial recognised at balance date due to the amounts instrument has been impaired. Impairment losses being paid prior to year end. are recognised in the operating statement.

(j) Changes in accounting policy (m): Intangibles

The accounting policies are consistent with those Intangible assets represent identifiable non-monetary assets without physical substance. Intangible of the previous year, unless stated otherwise. assets are recognised at cost. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefits will flow to the Authority.

(k) Goods and services tax A summary of the policies applied to the Authority’s intangible assets is as follows:

Revenues, expenses and assets are recognised Patents and licences Development costs net of goods and services tax (GST), except where Useful lives Indefinite Finite the amount of GST incurred is not recoverable Amortisation method used Not amortised or revalued Diminishing balance from the Australian Taxation Office (ATO). In these circumstances, the GST is recognised as part of Internally generated/acquired Acquired Internally generated the cost of acquisition of the asset or as part of Impairment test/ Annually and where an indicator Amortisation method reviewed an item of expense. Recoverable amount testing of impairment exists at each financial year end. Reviewed annually for indicators Receivables and payables are stated inclusive of of impairment.

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 77 www.nccma.vic.gov.au

Notes to the financial report

Standard / Interpretation Summary Applicable for Impact on financial statements annual reporting periods beginning or ending on

AASB 2007-3 Amendments to Australian Accounting An accompanying amending standard, Beginning 1 Jan AASB 8 does not apply to not-for- Standards arising from AASB 8 [AASB 5, AASB 6, also introduced consequential 2009 profit entities therefore amendments AASB 102, AASB 107, AASB 119, AASB 127, AASB amendments into other Standards. arising from AASB 8 will have an 134, AASB 136, AASB 1023 and AASB 1038]. insignificant impact. AASB 2007-6 Amendments to Australian Accounting An accompanying amending standard, Beginning 1 Jan Standard will have no impact Standards arising from AASB 123 [AASB 1, AASB also introduced consequential 2009 to not-for-profit public sector as 101, AASB 107, AASB 111, AASB 116 & AASB 138 amendments into other Standards. departments have an exemption and Interpretations 1 & 12] from capitalising borrowing costs. AASB 2007-10 Further Amendments to Australian This Amending Standard changes Beginning 1 Jan Impact is insignificant. Accounting Standards arising from AASB 101 the term ‘general purpose financial 2009 report’ to ‘general purpose financial statements’ and the term ‘financial report’ to ‘financial statements’. AASB 2008-1 Amendments to Australian These amendments clarify that vesting Beginning 1 Jan Impact expected to be insignificant. Accounting Standard - Share-based Payments: conditions comprise service conditions 2009 Vesting Conditions and Cancellations and performance conditions only and [AASB2] that other features of a share-based payment transaction are not vesting conditions. AASB 2008-5 Amendments to Australian Accounting Some amendments result in accounting Beginning 1 Jan Impact is being evaluated. Standards arising from the Annual Improvements changes for presentation, recognition 2009 Project and measurement purposes, while [AASBs5, 7 101, 102, 107, 108, 110, 116, 118, 119, some other amendments that relate to 120, 123, 127, 128, 129, 131, 132, 134, 136, 138, terminology and editorial changes are 139, 140, 141, 1023 & 1038] expected to have no or minimal effect on Department’s accounting. Interpretation 15 –Agreements for the Construction This Interpretation addresses two Beginning 1 Jan Impact is being evaluated. of Real Estate [AASB 118] issues: 1. Is the agreement 2009 within the scope of AASB 111 Construction Contracts or AASB 118 Revenue? 2. When should revenue from the construction of real estate be recognised? AASB 2008-9 Amendments to AASB 1049 for Amendments to AASB 1049 for Beginning 1 Jan Not applicable to public sector Consistency with AASB 101 consistency with AASB 101 (September 2009 entities except for certain 2007) version. presentation formats.

78 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

Standard / Interpretation Summary Applicable for Impact on financial statements annual reporting periods beginning or ending on

AASB 2009-1 Amendments to Australian Accounting The amendments arise from the AASB’s Operative for The Authority continues to expense Standards – Borrowing Costs of Not-for-Profit Public review of the requirement in AASB 123 periods beginning borrowing costs. Sector Entities to capitalise borrowing costs. on or after 1 Jan [AASB 1, AASB 111 & AASB 123] 2009 that end on or In February 2009, the AASB decided that after 30 Apr 2009 not-for-profit public sector entities could continue to expense borrowing costs attributable to qualifying assets pending the outcome of various IPSASB/AASB projects. AASB 2009-2 Amendments to Australian Accounting These amendments arise from the Operative for Impact is being evaluated. Standards – Improving Disclosures about Financial issuance of Improving Disclosures about periods beginning Instruments Financial Instruments (Amendments on or after 1 Jan [AASB 4, AASB 7, AASB 1023 & AASB 1038] to IFRS 7) by the IASB in March 2009 that end on or 2009. The amendments require after 30 Apr 2009 enhanced disclosures about fair value measurements and liquidity risk. AASB 2009-6 Amendments to Australian Accounting This standard makes numerous editorial Operative for Impact is expected to be Standards amendments as a consequence of periods beginning insignificant. the issuance in September 2007 of a on or after 1 Jan revised AASB 101. For example, the 2009 that end on or term ‘revaluation reserve’ is changed to after 30 Jun 2009 ‘revaluation surplus’. AASB 2008-3 Amendments to Australian Accounting This Standard gives effect to Beginning 1 Jul Impact is being evaluated. Standards arising from AASB 3 & AASB 127 consequential editorial changes to other 2009 [AASB 1, 2, 4, 5, 7, 101, 107, 112, 114, 116, 121, Australian Accounting Standards arising 128, 131, 132, 133, 134, 136, 137, 138 & 139 and from revised AASB 3 and amended Interpretations 9 & 107] AASB 127. AASB 2008-6 Further Amendments to Australian The amendments require all the assets Beginning 1 Jul Impact is being evaluated. Accounting Standards arising from the Annual and liabilities of a for-sale subsidiary 2009 Improvements project[AASB 1 & AASB 5] to be classified as held-for-sale and clarify the disclosures required when the subsidiary is part of a disposal group that meets the definition of a discontinued operation. AASB 2008-11 Amendments to Australian This Standard makes amendments as a Beginning 1 Jul Impact is insignificant. Accounting Standard – Business Combinations result of a review by the AASB, of the 2009 Among Not-for-Profit Entities [AASB 3] suitability of applying the requirements in that Standard for business combinations among not-for-profit entities. Amendments only relate to local governments.

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 79 www.nccma.vic.gov.au

Notes to the financial report

Standard / Interpretation Summary Applicable for Impact on financial statements annual reporting periods beginning or ending on

AASB 2008-13 Amendments to Australian Some of the amendments are in respect Beginning 1 Jul Impact is being evaluated. Accounting Standards arising from AASB Inter- of the classification, presentation and 2009 pretation 17 – Distributions of Non-cash Assets to measurement of non-current assets Owners held for distribution to owners in their [AASB 5 & AASB 110] capacity as owners AASB 2009-4 Amendments to Australian Accounting Various consequential amendments to Beginning 1 Jul Impact is expected to be Standards arising from the Annual Improvements existing standards as a result of IASB’s 2009 insignificant. Project [AASB 2 and AASB 138 and AASB Interpreta- Annual Improvement’s project. tions 9 & 16] AASB 2009-7 Amendments to Australian Accounting A suite of amendments as a result of Beginning 1 Jul Impact is being evaluated. Standards editorial corrections by the AASB and 2009 [AASB 5, 7, 107, 112, 136 & 139 and Interpretation by the IASB, some of which relate 17] to correcting errors made in AASB 2008-12. AASB 2009-5 Further Amendments to Australian Some amendments will result in Beginning 1 Jan Impact is being evaluated. Accounting Standards arising from the Annual accounting changes for presentation, 2010 Improvements Project recognition or measurement purposes, [AASB 5, 8, 101, 107, 117, 118, 136 & 139] while other amendments will relate to terminology and editorial changes.

80 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

management committee under policies approved to other price risks. Note 2: Financial Risk by the Board of Directors. The finance department Objectives, policies and processes used for these identifies, evaluates and hedges financial risks in Management Objectives risks are disclosed in the paragraphs below: close cooperation with the Authority’s operating And Policies units. The Board provides written principles for overall risk management, as well as policies (i) Interest rate risk The Authority’s activities expose it to a variety of covering specific areas, such as interest rate risk, The Authority has minimal exposure to interest financial risks: market risk, credit risk and liquidity credit risk and investment of excess liquidity. risk. This note presents information about the rate risk through its holding of cash assets and other financial assets. The Authority manages Authority’s exposure to each of these risks, 2.1 Risk exposures and the objectives, policies and processes for its interest rate risk by maintaining a diversified investment portfolio. measuring and managing risk. The main risks the Authority is exposed to through its financial instruments are as follows: The Authority’s Board has the overall responsibil- (ii) Other price risk ity for the establishment and oversight of the Authority’s risk management framework. The (a) Market risk The Authority has no significant exposure to other Authority’s overall risk management program price risk. Market risk is the risk that changes in market focuses on the unpredictability of financial prices will affect the fair value of future cash markets and seeks to minimise potential adverse Market Risk Sensitivity Analysis flows of the Authority’s financial instruments. effects on the financial performance of the The following table summarises the sensitivity Market risk comprises of foreign exchange Authority. The Authority uses sensitivity analysis of the Authority’s financial assets and financial risk, interest rate risk and other price risk. The in the case of interest rate risks. liabilities to interest rate risk. Authority’s exposure to market risk is primarily Risk management is carried out by a risk through interest rate risk. There is no exposure to foreign exchange risk and insignificant exposure

30 June 2009 Carrying amount $ Interest rate risk -1% +1% Result Equity Result Equity $ $ $ $ Financial Assets Cash 7,890,166 (78,902) (78,902) 78,902 78,902 Receivables - - - - - Financial Liabilities Payables - - - - - Total increase / (decrease) 7,890,166 (78,902) (78,902) 78,902 78,902

30 June 2008 Carrying amount $ Interest rate risk -1% +1% Result Equity Result Equity $ $ $ $ Financial Assets Cash 8,875,536 (88,755) (88,755) 88,755 88,755 Receivables - - - - - Financial Liabilities Payables - - - - - Total increase / (decrease) 8,875,536 (88,755) (88,755) 88,755 88,755

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 81 www.nccma.vic.gov.au

Notes to the financial report

(b) Credit risk 2.2 Fair valuation Credit risk is the risk of financial loss to The carrying value less impairment provision of the Authority as a result of a customer or trade receivables is a reasonable approximation counterparty to a financial instrument failing to of their fair values due to the short-term nature meet its contractual obligations. Credit risk arises of trade receivables. The fair value of financial principally from the Authority’s receivables. liabilities for disclosure purposes is estimated by The Authority’s exposure to credit risk is discounting the future contractual cash flows at influenced by the individual characteristics of the current market interest rate that is available each customer. The receivable balance consists to the Authority for similar financial assets. of business customers which are spread across a diverse range of industries. Receivable balances are monitored on an ongoing basis to ensure The carrying amounts and aggregate net fair that exposure to bad debts is not significant. The values of financial assets and financial liabilities Authority has in place a policy and procedure for at balance date have been provided in Note 19. the collection of overdue receivables.

An analysis of the ageing of the Authority’s receivables at reporting date has been provided in Note 6.

(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 financial 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.

82 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 3: Operating statement – disclosures of income

Revenue from operating activities

(a) State Government

Catchment planning Landcare 504,100 440,000 Governance 968,750 927,000 Land statutory funding 5,250 – Salinity and soils River health monitoring – 15,000 Water asset investment and evaluation Victorian Water Trust Healthy Rivers Initiative 491,000 – Victorian Water Trust Smart Farms – 60,000 Sustainable irrigation Water Smart Farms – Our Water Our Future – 500,000 Service agreements and government service contracts 112,000 – Salinity infrastructure – 687,000 Sustainable irrigated agriculture and land management 1,231,000 719,000 River health Healthy Waterways 1,334,900 1,133,000 Environmental flows and stressed rivers 180,798 423,567 Floodplain management – – Large-scale river restoration – Our Water Our Future 750,000 1,117,000 Water statutory function 336,000 578,000 Environmental water reserve officers 364,490 – National Action Plan for Salinity and Water Quality 50% bilateral agreement with Commonwealth – 2,732,750 Natural Resource Investment Program (NRIP) 3,014,000 – Other state revenue Drought relief assistance 2,500,000 2,432,000 Bushfire recovery funding 307,500 – Water for Growth 168,690 – 12,268,478 11,764,317 (b) Commonwealth Government Caring for Our Country – Core and Transitional 4,092,689 – Caring for Our Country – Competitive 218,067 – National Action Plan for Salinity and Water Quality 50% bilateral agreement with state – 2,732,750 National Heritage Trust 48,750 2,017,750 National Landcare Program 30,000 288,910 4,389,506 5,039,410

Total government contributions 16,657,984 16,803,727

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 83 www.nccma.vic.gov.au

Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 4: Operating statement – disclosures of expenditure

(a) Works expenditure

Works programs salaries and oncosts 3,074,692 3,290,711 Consultancy costs 3,843,161 11,421,764 Contractors 5,810,280 2,248,889 Materials 582,622 333,271 Incentives paid 971,592 3,255,912 Other expenses 1,126,066 1,018,410 15,408,413 21,568,957 (b) Administration expenditure

Administration salaries and oncosts 1,058,685 1,303,408 Contract employment 35,813 22,056 Office supplies and stationery 18,545 11,304 Computer and office equipment 590,343 483,263 Photocopiers and printing 26,607 44,165 Building costs 158,610 127,231 Telephone and facsimile 135,742 142,061 Meetings 14,136 9,011 Advertising 1,780 (107) Consultancy costs 162,912 267,093 Memberships and subscriptions 6,263 12,990 Motor vehicle 164,995 121,040 2,374,431 2,543,515 (c) Corporate expenditure

Corporate governance costs Board members remuneration 110,689 94,931 Board operational costs 42,887 54,662 Natural Resource Committees remuneration 101,326 30,429 Natural Resource Committees operational costs 40,625 53,361 Depreciation and amortisation expense 424,838 323,564 Bank charges 1,433 1,480 Insurance 68,474 24,072 Audit fees internal 63,079 11,682 Auditor-General external audit 10,321 8,840 Payroll tax 183,300 205,968 Fringe benefits tax 8,950 12,657 Corporate training 71,752 19,395 1,127,672 841,041

84 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ (d) Loss on sale of assets

Proceeds on sale of assets (600,937) (250,210) Written down value of assets sold1 639,847 312,306 38,910 62,096 1 Made up of Property, plant and equipment 7(b) 635,821 276,828 Intangibles 8 4,026 35,478 639,847 312,306 Note 5: Cash and cash equivalents

Cash on hand 550 550 Cash at bank 186,616 701,482 Deposits at call 7,703,000 8,173,504 Total cash and cash equivalents 7,890,166 8,875,536

(a) Reconciliation to cash at the end of year

The above figures are reconciled to cash at the end of the financial year as shown in the cash flow statement, as follows: Balance as above 7,890,166 8,875,536 Balance as per cash flow statement 7,890,166 8,875,536

(b) Cash at bank and on hand

These are non-interest bearing 550 550

(c) Deposits at call

The term deposits bear fixed interest rates as follows:

Term Deposit 7.50% – 8,173,504 Term Deposit 1 3.05% 1,500,000 – Term Deposit 2 3.07% 950,000 – Term Deposit 3 3.10% 1,300,000 – Term Deposit 4 4.30% 989,000 – Term Deposit 5 3.95% 990,000 – Term Deposit 6 4.30% 989,000 – Term Deposit 7 4.00% 985,000 – 7,703,000 8,173,504

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 85 www.nccma.vic.gov.au

Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 6: Receivables

Current receivables Trade receivables 2,312,080 1,909,203 Other receivables 21,000 61,567 Total receivables 2,333,080 1,970,770

The ageing of trade receivables is as follows: 0 to 3 months 2,302,080 1,907,003 3 to 6 months 5,500 2,200 Over 6 months 4,500 - 2,312,080 1,909,203

As of 30 June 2009, trade receivables of $10,000 were past due but not impaired. These relate to two independent customers for whom there is no recent history of default.

Note 7: Property, plant and equipment

(a) Classes of property, plant and equipment

Land At fair value 169,599 177,879 169,599 177,879 Buildings At fair value 751,249 729,368 Less: accumulated depreciation (64,778) (47,682) 686,471 681,686 Buildings At cost 31,989 28,309 Less: accumulated depreciation (1,606) (627) 30,383 27,682 Motor Vehicles At fair value 1,205,152 - Less: accumulated depreciation (169,272) - 1,035,880 - Motor Vehicles At cost - 1,039,945 Less: accumulated depreciation - (183,842) - 856,103 Plant and Equipment At fair value 1,091,569 - Less: accumulated depreciation (604,835) - 486,734 -

86 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Plant and Equipment At cost - 853,025 Less: accumulated depreciation - (462,930) - 390,095

Total Property, Plant and Equipment 2,409,067 2,133,445

Land was valued at 30 June 2005 by Countrywide Valuers – MM Sanderson AAPI Certified Practising Valuer. Buildings were valued at 30 June 2005 by Countrywide Valuers – MM Sanderson AAPI Certified Practising Valuer. A managerial revaluation has been recorded in the financial statements for land and buildings as at 30 June 2009 with the approval of the Valuer General’s Office.

(b) Movements During the Reporting Period

2008-2009 Opening Additions Disposals Revaluations Impairment Depreciation Closing WDV WDV $ $ $ $ $ $ $ Land 177,879 - - (8,280) - - 169,599 Buildings 709,368 3,680 - 21,881 - (18,075) 716,854 Motor vehicles 856,103 1,014,692 (619,471) - - (215,444) 1,035,880 Plant & Equipment 390,095 261,045 (16,350) - - (148,056) 486,734 Totals 2,133,445 1,279,417 (635,821) 13,601 - (381,575) 2,409,067

2007-2008 Opening Additions Disposals Revaluations Impairment Depreciation Closing WDV WDV $ $ $ $ $ $ $ Land 135,000 - - 42,879 - - 177,879 Buildings 629,334 16,557 - 79,368 - (15,891) 709,368 Motor vehicles 581,232 711,364 (272,668) - - (163,825) 856,103 Plant & Equipment 353,090 164,886 (4,160) - - (123,721) 390,095 Totals 1,698,656 892,807 (276,828) 122,247 - (303,437) 2,133,445

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 87 www.nccma.vic.gov.au

Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 8: Intangible assets

Intangible assets at cost 327,856 147,538 Accumulated amortisation (111,860) (75,673) Total intangible assets 215,996 71,865

Development Costs Software and Licences Total Year ended 30 June 2009 At 1 July 2008, net of accumulated amortisation – 71,865 71,865 Additions 157,501 33,918 191,419 Disposals – (4,026) (4,026) Impairment – – – Amortisation (25,059) (18,203) (43,262)

At 30 June 2009, net of accumulated amortisation 132,442 83,554 215,996

Development costs Software and licences Total Year ended 30 June 2008 At 1 July 2007, net of accumulated amortisation – 127,470 127,470 Additions – – – Disposals – (35,478) (35,478) Impairment – – – Amortisation – (20,127) (20,127)

At 30 June 2008, net of accumulated amortisation – 71,865 71,865

Note 9: Payables

Current payables Trade payables 3,500,540 4,690,164 Accrued expenses 375,967 469,457 Total payables 3,876,507 5,159,621

88 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 10: Employee benefits

Current Annual leave and unconditional long service leave entitlements, representing seven years of continuous service:

Employee benefits expected to be settled within 12 months, measured at nominal value. 298,642 295,647 Employee benefits expected to be settled within 12 months, measured at present value. 235,097 170,374 Total Current 533,739 466,021

Non Current Conditional long service leave, measured at present value 104,180 83,769 Total Non-Current 104,180 83,769

Total employee benefits 637,919 549,790 Employee numbers at end of financial year 62 60

The following assumptions were adopted in measuring the present value of long service leave entitlements: Weighted average increase in employee costs 4.45% 4.75% Weighted average discount rates 5.48% 6.55% Weighted average settlement period 7 years 10 years

The Authority made no ex gratia payments during the financial year.

Note 11: Contributed capital

Opening balance at 1 July 8,755,693 8,755,693 Capital contributions in the year – – Closing balance at 30 June 8,755,693 8,755,693

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 89 www.nccma.vic.gov.au

Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 12: Reserves

Composition of reserves Asset revaluation reserve 222,848 209,247 Total reserves 222,848 209,247

Movements in reserves Asset revaluation reserve Balance 1 July 209,247 87,000 Revaluation increment/decrement on non-current assets 13,601 122,247 Balance 30 June 222,848 209,247

The asset revaluation reserve is used to record asset revaluation increments and decrements in the value of non-current physical assets.

Note 13: Accumulated funds

Opening balance at 1 July (1,622,735) 3,305,908 Net effect of adoption of new standard or interpretation – – Net surplus 978,077 (4,928,643) Closing balance at 30 June (644,658) (1,622,735)

Note 14: Commitments

Operating lease commitments

At 30 June 2009, the Authority had the following operating lease commitments: Lease of photocopiers and of premises at Bull Street, Bendigo, Victoria. Outstanding lease commitments are to be paid as follows: Within one year 39,058 36,071 One to five years 32,690 12,142 Over five years – – 71,748 48,213

90 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 15: Superannuation

The Authority contributes in respect of its employees to the following superannuation schemes:

Superannuation name Type of scheme Rate Australian Government Employee Accumulated Contribution 9.0% 2,969 6,099 AMP Life Limited Accumulated Contribution 9.0% 11,614 10,502 AMP Life Limited RSA Accumulated Contribution 9.0% – 2,664 AMP Flexible Lifetime Super Accumulated Contribution 9.0% 9,994 3,652 ANZ Super Advantage Accumulated Contribution 9.0% 12,496 10,525 Australian Primary Super Trust Accumulated Contribution 9.0% – 830 ASGARD Superannuation Fund Accumulated Contribution 9.0% – 830 Australian Super Accumulated Contribution 9.0% 20,311 19,871 Aviva Australia Ltd Accumulated Contribution 9.0% 2,806 – Care Super Accumulated Contribution 9.0% 10,965 – Emergency Services Super Accumulated Contribution 9.0% 6,294 6,236 First State Super Accumulated Contribution 9.0% – 3,086 Government Superannuation Office Defined Benefit 8.8% – 1,057 Hesta Super Fund Accumulated Contribution 9.0% 1,357 2,206 IIML ACF Life Track Application Accumulated Contribution 9.0% 7,103 8,323 ING Corporate Super Accumulated Contribution 9.0% 2,992 IPAC – SPR Accumulated Contribution 9.0% 8,974 8,638 IPAC – I Access Accumulated Contribution 9.0% – – Labour Union Co-operative Fund Accumulated Contribution 9.0% – 2,764 Macquarie Investment Management Ltd Accumulated Contribution 9.0% 1,592 – Mercantile Mutual Life Insurance Accumulated Contribution 9.0% 11,734 11,458 MLC Masterkey Super Accumulated Contribution 9.0% 12,456 15,550 Recruitment Super Accumulated Contribution 9.0% 4,900 4,468 Retail Employee Superannuation Trust Accumulated Contribution 9.0% – 3,477 Sandhurst Trustees Ltd Accumulated Contribution 9.0% 2,813 3,812 Synergy Capital Management Personal Accumulated Contribution 9.0% – 4,948 Uni Super Limited (APP) Accumulated Contribution 9.0% 1,521 2,484 Vanguard Investments Australia Ltd Accumulated Contribution 9.0% 6,158 4,684 Vision Super Accumulated Contribution 9.0% 164,810 189,751 Victorian Superannuation Board Accumulated Contribution 9.0% 59,042 74,780 Other Superannuation Funds Accumulated Contribution 9.0% 37,832 84,182 397,741 489,869

As at the reporting date, there was $43,947 of outstanding contributions payable to the above funds. As at the reporting date, there were no loans to or from the Authority to any of the above funds.

The Fund’s accumulation category, Vision Super, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (9% required under Superannuation Guarantee Legislation). No further liability accrues to the employer as the superannuation benefits accruing to the employees are represented by their share of the net assets of the Fund. The Fund’s Defined Benefit Plan is a multi-employer sponsored plan. As the Fund’s assets and liabilities are pooled and are not allocated by employer, the Actuary is unable to allocate benefit liabilities, assets and costs between employers. As provided under Paragraph 32(b) of AASB 119, the Authority does not use defined benefit accounting for these contributions.

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 91 www.nccma.vic.gov.au

Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Note 16: Responsible persons-related party disclosures

(a) Responsible persons

The names of persons who were responsible persons at any time during the financial year were:

Person’s name Position Period Gavin Jennings MLC Minister for Environment and Climate Change 01 Jul 2008 to 30 Jun 2009 Ian MacBean Board Chair 01 Jul 2008 to 30 Jun 2009 John Brooke Board member 01 Jul 2008 to 30 Jun 2009 Jane Holt Board member 01 Jul 2008 to 30 Jun 2009 John Leishman Board member 01 Jul 2008 to 30 Jun 2009 Stuart McLean Board member 01 Jul 2008 to 30 Jun 2009 Yvonne Postlethwaite Board member 01 Jul 2008 to 30 Jun 2009 Jean Sutherland Board member 01 Jul 2008 to 30 Jun 2009 Jenny Williams Board member 01 Jul 2008 to 30 Jun 2009 Damian Wells Chief Executive Officer 15 Sep 2008 to 30 Jun 2009 Damian Wells Acting Chief Executive Officer 01 Jul 2008 to 14 Sep 2008 Brad Drust Acting Chief Executive Officer 16 Feb 2009 to 03 Mar 2009

Remuneration of responsible persons

Remuneration paid to ministers is reported in the annual report of the Department of Premier and Cabinet. Other relevant interests are declared in the Register of Members’ Interests, which each member of the parliament completes.

Remuneration received, or due and receivable from the Authority in connection with the management of the Authority (includes termination payments and bonuses paid at the end of contracts). 265,532 288,659

The number of responsible persons whose remuneration from the Authority was within the specified bands were as follows:

Income band $ No. No. 0–9,999 7 1 10,000–19,999 1 7 20,000–29,999 0 1 150,000–159,999 1 0 190,000–199,999 0 1

Retirement benefits of responsible persons

There were no retirement benefits paid by the Authority in connection with the retirement of responsible persons.

92 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

For the financial year ended 30 June 2009 2009 2008 $ $ Other related-party transactions

Incentive payments made by the Authority to landholders based on an assessment of criteria for strategic natural resource management were made during the reporting period to responsible persons or related parties:

Aggregate amount recognised 1,750 1,750

Name of related party Responsible person Stuart McLean Stuart McLean 1,750 1,750

The Partner of the CEO is a Director and Shareholder of a Company which is the preferred supplier for the provision of recruitment services and temporary staff. All delegations relating to procurement of HR related services has been delegated to the HR Manager. The HR Manager reports directly to the Chairman for these accountabilities.

Name of Related Parties Responsible Person ESE Consulting Damian Wells 176,495 118,333

Transactions between related parties were based on established objective criteria and were on no more favourable terms than those available to other parties unless otherwise stated. There were no other transactions between the Authority and responsible persons and their related parties during the financial year.

(b) Executive officers’ remuneration

The number of executive officers, other than responsible persons, whose total remuneration falls within the specified bands above $100,000 are as follows:

Income band Total remuneration Base remuneration 2009 2008 2009 2008 $ No. No. No. No. 100,000–109,999 4 1 1 – 110,000–119,999 1 1 – 1 120,000–129,999 2 – – – 140,000–149,999 – 1 – – Total numbers 7 3 1 1 Total amount $884,033 $386,333 $740,921 $305,326

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 93 www.nccma.vic.gov.au

Notes to the financial report

Note 17: Reconciliation of profit/(loss) for the period to net cash flows from operating activities

For the financial year ended 30 June 2009 2009 2008 $ $

Net result for the period 978,077 (4,928,643)

Add/(less) non-cash flows in net result

(Profit)/loss on disposal of non-current assets 38,910 62,096 Depreciation and amortisation 424,838 323,564 1,441,825 (4,542,983)

Changes in assets and liabilities

Decrease/(increase) in trade receivables (362,310) (393,068) (Decrease)/increase in payables (1,283,114) 2,322,527 (Decrease)/increase in provisions 88,129 71,845

Net cash flows from operating activities (115,470) (2,541,679)

Note 18: 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.

94 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

Note 19: Financial instruments

For the financial year ended 30 June 2009

Interest rate risk exposures

The following table sets out the Authority’s exposure to interest rate risk, including the contractual repricing dates and the effective weighted average interest rate by maturity periods. Exposures arise predominately from liabilities bearing variable interest rates as the Authority intends to hold fixed rate liabilities to maturity.

2009 Weighted Floating Fixed interest rate maturing Non-interest average interest rate 1 year or less 1 to 5 years Over 5 years bearing interest rate % $ $ $ $ $ Financial assets Cash 3.62 186,616 7,703,000 – – 550 Receivables n/a – – – – 2,333,080 Total financial assets 186,616 7,703,000 – – 2,333,630 Financial liabilities Payables n/a – – – – 3,876,508 Total financial liabilities – – – – 3,876,508 Net financial liabilities 186,616 7,703,000 – – (1,542,878)

2008 Weighted Floating Fixed interest rate maturing Non-interest average interest rate bearing interest rate % $ $ $ $ $ Financial assets Cash 7.49 701,482 8,173,504 – – 550 Receivables n/a – – – – 1,970,770 Total financial assets 701,482 8,173,504 – – 1,971,320 Financial liabilities Payables n/a – – – – 5,159,621 Total financial liabilities – – – – 5,159,621 Net financial liabilities 701,482 8,173,504 – – (3,188,301)

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 95 www.nccma.vic.gov.au

Notes to the financial report

Fair value

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

2009 2008 Carrying amount Fair value Carrying amount Fair value $ $ $ $ Financial assets Cash 7,890,166 7,890,166 8,875,536 8,875,536 Receivables 2,333,080 2,333,080 1,970,770 1,970,770 Total financial assets 10,223,246 10,223,246 10,846,306 10,846,306 Financial Liabilities Payables 3,876,507 3,876,507 5,159,621 5,159,621 Total financial liabilities 3,876,507 3,876,507 5,159,621 5,159,621

Cash, cash equivalents and non-interest bearing financial assets and financial liabilities are carried at cost which approximates their fair value. The fair value of other financial assets and financial liabilities is based upon market prices, where a market exists or by discounting the expected future cash flows at current interest rates. All deposits are held at call with Australian authorised deposit-taking institutions.

Note 20: Contributions subject to restrictions

For the financial year ended 30 June 2009

The Authority has received funding in relation to specific projects that is subject to the restriction that it is allocated to and must be expended on those projects.

Category Balance Contributions Year to date Balance Commitments Restricted 1 July 2008 received expenditure 30 June 2009 30 June 2009 balance Biodiversity 773,280 938,688 1,544,354 167,614 560,500 (392,886) Climate 82,172 – 51,758 30,414 5,266 25,148 Community 95,115 4,421,163 4,254,628 261,650 33,985 227,664 Dryland 159,354 512,862 360,729 311,487 16,446 295,041 Irrigated land 745,953 137,252 689,895 193,310 533 192,777 Water resources 197,677 2,349,691 2,343,514 203,854 257,276 (53,422) Waterways and wetlands 3,974,480 8,490,828 7,332,694 5,132,614 581,393 4,551,221 Corporate services 1,104,927 3,077,019 2,371,854 1,810,092 279,731 983,158 Total 7,132,958 19,927,503 18,949,426 8,111,035 1,735,130 5,828,701

96 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Notes to the financial report

Note 21: Economic dependence

The Authority’s role in implementing the goals contained in the Regional Catchment Strategy remains dependent upon future funding by the State and Commonwealth governments.

Note 22: Contingent liabilities and contingent assets

The Authority did not have any contingent liabilities or contingent assets at balance date.

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 97 www.nccma.vic.gov.au

98 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 99 www.nccma.vic.gov.au

Appendix A

Consultants

The North Central CMA was involved with 108 consultancy firms during the 2008–09 financial year. The total cost of consultants was $4,049,115 (GST exclusive).

The total number of consultants valued at less than $100,000 was 99, with a total of $1,646,303

There were no major consultancies over $10 million.

The consultancies engaged that exceeded $100,000 are detailed in the following schedule:

Consultants Engaged over $100,000 Summary of projects Total Cost $ Expenditure $ Future (ex GST) for Reporting Commitments Period Department of Sustainability Grassland management planning, Threatened 1,258,747 678,247 580,500 species, Priority Crown Frontage Review Sinclair Knight Merz Pty Ltd Gunbower Forest – Groundwater monitoring, in river 567,900 417,413 150,487 regulator, ecological and hydrology assessments, fish survey’s, concept design, planning and approvals for the Living Murray Project. Goulburn–Murray Water Surface Water Management, Kerang Weir Fishway 378,230 378,230 – and Salt Interception URS Australia Pty Ltd Concept designs for the Living Murray Project 270,075 213,045 57,030 Agriculture Victoria Service Pty Ltd Targeted GFS Mapping and salinity process mapping 169,900 169,900 – RM Consulting Group Secondment of consultant for Living Murray Project; 168,513 152,813 15,700 New Dryland, integrating modernisation and land and water management plans. Dept of Primary Industries Salary and operating for the delivery of on-ground 494,464 138,608 355,856 works and extension for the Dryland and Irrigation program Australian Ecosystems Pty Gunbower Forest Surveys – Sentinel Wetland and 140,215 134,735 5,480 Vegetation, Ecological Monitoring in Gunbower Forest, Flora and Fauna and Outfall Murray–Darling Freshwater Research Gunbower Forest Monitoring – Fish Surveys 186,116 119,822 66,294 Centre

Contracts

There were no major contracts, greater than $10M, during the reporting period.

100 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix B

INFFER and the North Central What is INFFER? What does INFFER help with? Regional Investment Process INFFER is a framework designed to assist with • How to get value for money from NRM budget The overarching objective for the North Central decision making about public investment in the • Determining what is realistic/feasible VIF process is to maximise the benefits to environment and natural resources. INFFER gives • Choosing appropriate delivery mechanisms our region of investment in natural resource priority to highly valued assets that are highly • Project design management. However, there are limited public threatened or degraded, with high technical • Providing confidence to funders resources for addressing environmental threats, feasibility of avoiding or repairing that damage, so hard decisions about priorities are required. and high adoptability of the required works by As the lead natural resource management relevant land managers. agency in north central Victoria for coordinating The core aim of INFFER is to help investors to and monitoring natural resource management achieve the highest value environmental and programs, the North Central CMA needs to make natural resource outcomes that are possible with these hard decisions. the available resources. It covers environmental We do this by employing best practice principles threats such as water quality decline, salinity, in managing and protecting the region’s diverse biodiversity decline and pest plant and animals. environmental assets and striving to create a healthy and sustainable environment for the What is the need for INFFER? communities of north central Victoria. We face a difficult dilemma: there are limited The North Central CMA approach has been to public resources for protecting and improving the ensure: environment, but the level of response required to protect any particular asset can be large - often • alignment with the investment priorities of the much larger than has historically been provided Victorian Government; through public programs. For some environmental • outcomes are delivered through the most assets it is quite feasible to make a big difference efficient business processes; and, to their condition, while for others the problems • all activities are actively monitored and are more intractable. For these reasons, it is evaluated through the project life cycle; essential to undertake a thorough and systematic This approach has been underpinned by the approach to deciding which environmental assets adoption of the Investment Framework for should get funding, and what sorts of policy Environmental Resources (INFFER) to identify the responses are appropriate. The need to make highest-priority assets for investment, and the environmental funding more business-like has policy tools that will be most effective. been well recognised, but there are few practical tools available to make it happen. INFFER fills The use of INFFER was mandated for this need. environmental asset-based projects seeking funding through the regional investment process, In addition, many environmental projects are covering both the Victorian Investment Framework funded and implemented without sufficient and Caring for Our Country programs. attention to their internal consistency -- will the projects’ delivery mechanisms really deliver INFFER has provided a more systematic and the desired on-ground changes, and will those targeted approach to investment in environmental on-ground changes really deliver the intended resources. improvement in condition of the natural asset? The INFFER process delivers projects that, according to the best available information, would achieve this.

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Appendix B

What is involved in practice? What are the main changes from What are the advantages of the the previous approach? INFFER approach? The core aim of INFFER is to help environmental and natural resource investors to achieve the The approach is squarely focused on achieving • The approach is efficient, requiring detailed highest value outcomes that are possible with the outcomes for natural assets in projects that analysis only for projects that appear to be available resources. To that end, we are aiming offer high value for money. INFFER has required good prospects for investment based on for more rigorous and systematic decision making natural resource managers to be more explicit in available information. about their investments, while at the same time identifying the highest-value assets, the threats • The process is transparent and internally making it as easy as possible for them. The they face, the degree of current or future damage consistent. approach starts by identifying the environmental they face, the technical feasibility of reducing that • It requires decision makers to be explicit about assets that may warrant investment and damage, and the adoptability of relevant works their assumptions. proceeds through a series of steps for each asset: by land managers. This information is integrated • The framework helps environmental managers collecting specific information about the asset to identify case-specific recommendations. This is to recognise important knowledge gaps. and its potential management; evaluating the done using an innovative “Public: Private Benefits • It supports good integration of the many cost effectiveness of investment; and identifying Framework” and a Benefit: Cost Index. different sorts of relevant information. appropriate policy responses. It identifies projects • Clear and realistic targets for monitoring and The framework recommends a broader and with the best prospects to be good value for evaluation emerge from the process. different mix of policy tools than are typically money. • It provides stronger justification for realistic used. Extension is targeted to cases where the levels of funding to protect high-value assets The steps in the INFFER process as they relate to relevant changes in behaviour or management and provides sound argument for further inves- the North Central CMA are detailed below: are highly adoptable, and incentive payments also tigations if that is what is required. being targeted to situations where they can be Description of Step • It allows comparison of the relative priority of cost-effective. 1. Develop a list of significant natural assets in investments in different types of environmental the relevant region(s) INFFER ensures a more rigorous and systematic and natural resource assets. 2. Apply an initial filter to the asset list, using a decision making about investments, whilst simplified set of criteria making it as easy as possible. Our starting point 3. Define projects and conduct detailed is to identify specific environmental and natural assessments of them resource assets, and to base decisions around

4. Select priority projects those assets. The approach is applicable to both 5. Develop investment plans or funding dryland and irrigation areas. proposals 6. Implement funded projects 7. Monitor, evaluate and adaptively manage projects

102 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix C

North Central Catchment Management Authority Whistleblowers Policy

Policy Title: Whistleblowers Policy Policy Number: HR009 Effective Date: October 2007 Purpose: These procedures establish a system for reporting disclosures of improper conduct or detrimental action by the North Central Catchment Management Authority or its employees. The system enables such disclosures to be made to the protected disclosure coordinator or to one of the nominated Protected disclosure officers. Disclosures may be made by employees or by members of the public. These procedures are designed to complement normal communication channels between supervisors and employees. Employees are encouraged to continue to raise appropriate matters at any time with their supervisors. As an alternative, employees may make a disclosure of improper conduct or detrimental action under the Act in accordance with these procedures. Scope: All staff, Board Members, Implementation Committee Members, employment providers and members of other committees and practitioner bodies of the North Central Catchment Management CMA. Training Assumptions: Legislative Context (if relevant): Whistleblowers Protection Act 2001 References: Approved by: Next Review Date: Documents superseded by this document: Relevant forms: Key Words:

Collating and publishing statistics 107 Action Taken After An Investigation 109 Policy Contents Receiving and assessing disclosures 107 Investigator’s final report 109 Introduction and Objectives 104 Has the disclosure been made Action to be taken 109 Statement of Support to Whistleblowers 104 in accordance with Part 2 of the Act? 107 Managing the Welfare of the Whistleblower 109 Definitions of key terms 104 Has the disclosure been made Commitment to protecting whistleblowers 109 Improper Conduct 104 to the appropriate person? 107 Keeping the whistleblower informed 110 Corrupt Conduct 104 Does the disclosure contain the essential Occurrence of detrimental action 110 Detrimental action 104 elements of a protected disclosure? 107 Whistleblowers implicated The reporting system 105 Is the disclosure a public in improper conduct 110 Contact persons within the North Central 105 interest disclosure? 107 Management of the Person Against Whom Catchment Management Authority 105 Investigations 108 a Disclosure Has Been Made 110 Alternative contact persons 105 Introduction 108 Criminal Offences 111 Roles and responsibilities 105 Terms of reference 108 Review 111 Employees 105 Investigation plan 108 Protected disclosure officers 106 Natural Justice 108 Protected disclosure coordinator 106 Conduct of the investigation 108 Investigator 106 Referral of an investigation Welfare manager 106 to the Ombudsman 109 Confidentiality 106 Reporting requirements 109

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Appendix C

Introduction and Objectives Public Bodies include: Corrupt Conduct

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

Three key concepts in the reporting system See the following for specific examples of corrupt are improper conduct, corrupt conduct and conduct. detrimental action. Definitions of these terms are set out as follows.

104 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix C

Examples Alternative contact persons Roles and responsibilities A public body refuses a deserved promotion of a A disclosure about improper conduct or person who makes a disclosure. detrimental action by the North Central Employees A public body demotes, transfers, isolates Catchment Management Authority or its in the workplace or changes the duties of a Employees are encouraged to report known or employees, may also be made directly to the whistleblower due to the making of a disclosure. suspected incidences of improper conduct or Ombudsman: detrimental action in accordance with these A person threatens, abuses or carries out other procedures. forms of harassment directly or indirectly against The Ombudsman Victoria the whistleblower, his or her family or friends. Level 22, 459 Collins Street All employees of the North Central Catchment Victoria 3000 A public body discriminates against the Management Authority have an important role (DX 210174) whistleblower or his or her family and associates to play in supporting those who have made a Internet: www.ombudsman.vic.gov.au in subsequent applications for jobs, permits or legitimate disclosure. They must refrain from Email: [email protected] tenders. any activity that is, or could be perceived to be, Tel: 9613 6222 victimisation or harassment of a person who Toll Free: 1800 806 314 makes a disclosure.

The reporting system Ombudsman: Mr G.E. Brouwer Furthermore, they should protect and maintain the Tel: (03) 96136202 (As at 15/10/07) confidentiality of a person they know or suspect to have made a disclosure. Contact persons within the North The following table sets out where disclosures Central Catchment Management about persons other than employees of North Authority Central Catchment Management Authority should be made. Disclosures of improper conduct or detrimental action by the North Central Catchment Management Authority or its employees, may be Person who is the subject of the disclosure Person/body to whom the disclosure made to the following officers: must be made The protected disclosure coordinator Employee of a Public Body That Public Body or the Ombudsman Trevor Marshall Member of Parliament (Legislative Assembly) Speaker of the Legislative Assembly 03 5440 1804 Member of Parliament (Legislative Council) President of the Legislative Council A protected disclosure officer/s Councillor The Ombudsman Trevor Marshall Chief Commissioner of Police The Ombudsman or Deputy Ombudsman 03 5440 1804 Member of the police force The Ombudsman, Deputy Ombudsman • All correspondence, phone calls and emails or Chief Commissioner of Police from internal or external whistleblowers will be referred to the protected disclosure coordinator. • Where a person is contemplating making a disclosure and is concerned about approaching the protected disclosure coordinator or a protected disclosure officer in the workplace, he or she can call the relevant officer and request a meeting in a discreet location away from the workplace.

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Appendix C

Protected disclosure officers any reprisals; The Act requires any person who receives • Advise the whistleblower of the progress of an information due to the handling or investigation Protected disclosure officers will: investigation into the disclosed matter; of a protected disclosure, not to disclose • Establish and manage a confidential filing that information except in certain limited • Be a contact point for general advice about the system; circumstances. Disclosure of information in operation of the Act for any person wishing to • Collate and publish statistics on disclosures breach of section 22 of the Act constitutes make a disclosure about improper conduct or made; an offence that is punishable by a maximum detrimental action; • Take all necessary steps to ensure the identity fine of 60 penalty units ($6000) or six months • Make arrangements for a disclosure to be of the whistleblower and the identity of the imprisonment or both. made privately and discreetly and, if necessary, person who is the subject of the disclosure are away from the workplace; The circumstances in which a person may kept confidential; and • Receive any disclosure made orally or in disclose information obtained about a protected • Liaise with the Chief Executive Officer of the writing (from internal and external whistle- disclosure include: public body. blowers); • Commit to writing any disclosure made orally; • Where exercising the functions of the public • Impartially assess the allegation and determine Investigator body under the Act; whether it is a disclosure made in accordance • When making a report or recommendation The investigator will be responsible for carrying with Part 2 of the Act (that is, a protected under the Act; out an internal investigation into a disclosure disclosure); • When publishing statistics in the annual report where the Ombudsman has referred a matter to • Take all necessary steps to ensure the identity of a public body; and the public body. An investigator may be a person of the whistleblower and the identity of the • In criminal proceedings for certain offences in from within an organisation or a consultant person who is the subject of the disclosure are the Act. engaged for that purpose. kept confidential; and However, the Act prohibits the inclusion of • Forward all disclosures and supporting particulars in any report or recommendation evidence to the protected disclosure Welfare manager that is likely to lead to the identification of coordinator. The welfare manager is responsible for looking the whistleblower. The Act also prohibits the after the general welfare of the whistleblower. identification of the person who is the subject of Protected disclosure coordinator The welfare manager will: the disclosure in any particulars included in an annual report. The protected disclosure coordinator has a central • Examine the immediate welfare and protection clearinghouse role in the internal reporting needs of a whistleblower who has made a The Authority will ensure all files, whether system. He or she will: disclosure and seek to foster a supportive work paper or electronic, are kept in a secure room environment; and can only be accessed by the protected • Receive all disclosures forwarded from the • Advise the whistleblower of the legislative and disclosure coordinator, protected disclosure protected disclosure officers; administrative protections available to him or officer, the investigator or welfare manager (in • Receive all phone calls, emails and letters from her; relation to welfare matters). All printed material members of the public or employees seeking to • Listen and respond to any concerns of will be kept in files that are clearly marked as make a disclosure; harassment, intimidation or victimisation in a Whistleblower Protection Act matter, and • Impartially assess each disclosure to determine reprisal for making disclosure; and warn of the criminal penalties that apply to any whether it is a public interest disclosure; • Ensure the expectations of the whistleblower unauthorised divulging of information concerning • Refer all public interest disclosures to the are realistic. a protected disclosure. All electronic files will be Ombudsman; produced and stored on a stand-alone computer • Be responsible for carrying out, or appointing and be given password protection. Backup files an investigator to carry out, an investigation Confidentiality will be kept on floppy disc or CDR. All materials referred to the public body by the Ombudsman; The North Central Catchment Management relevant to an investigation, such as tapes from • Be responsible for overseeing and coordinating Authority will take all reasonable steps to protect interviews, will also be stored securely with the an investigation where an investigator has the identity of the whistleblower. Maintaining whistleblower files. been appointed; confidentiality is crucial in ensuring reprisals are • Appoint a welfare manager to support the not made against a whistleblower. whistleblower and to protect him or her from

106 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix C

The North Central Catchment Management Receiving and assessing disclosures Where a disclosure is assessed to be a protected Authority will not email documents relevant to a disclosure, it is referred to the Protected whistleblower matter and will ensure all phone Has the disclosure been made in Disclosure Coordinator. The Protected Disclosure calls and meetings are conducted in private. Coordinator will determine whether the disclosure accordance with Part 2 of the Act? is a public interest disclosure.

Collating and publishing statistics Where a disclosure has been received by the Where a disclosure is assessed not to be a protected disclosure officer or by the protected The protected disclosure coordinator will protected disclosure, the matter does not need disclosure coordinator, he or she will assess establish a secure register to record the to be dealt with under the Act. The protected whether the disclosure has been made in information required to be published in the annual disclosure officer will decide how the matter accordance with Part 2 of the Act and is, report, and to generally keep account of the should be responded to in consultation with the therefore, a protected disclosure. status of whistleblower disclosures. The register protected disclosure coordinator. will be confidential and will not record any Has the disclosure been made to the appropriate information that may identify the whistleblower. person? Is the disclosure a public interest disclosure? The register will contain the following For the disclosure to be responded to by the information: North Central Catchment Management Authority, Where the protected disclosure officer or it must concern an employee, member or officer coordinator has received a disclosure that has • The number and types of disclosures made to of the North Central Catchment Management been assessed to be a protected disclosure, the public bodies during the year; Authority. If the disclosure concerns an employee, protected disclosure coordinator will determine • The number of disclosures referred to the officer or member of another public body, the whether the disclosure amounts to a public Ombudsman for determination as to whether person who has made the disclosure must interest disclosure. This assessment will be made they are public interest disclosures; be advised of the correct person or body to within 45 days of the receipt of the disclosure. • The number and types of disclosed matters whom the disclosure should be directed. (See referred to the public body by the Ombudsman the table in 5.2). If the disclosure has been In reaching a conclusion as to whether a for investigation; made anonymously, it should be referred to the protected disclosure is a public interest • The number and types of disclosures referred Ombudsman. disclosure, the protected disclosure coordinator by the public body to the Ombudsman for will consider whether the disclosure shows, or investigation; Does the disclosure contain the essential tends to show, that the public officer to whom the • The number and types of investigations taken elements of a protected disclosure? disclosure relates: over from the public body by the Ombudsman; • The number of requests made by a To be a protected disclosure, a disclosure must • Has engaged, is engaging or proposes to whistleblower to the Ombudsman to take over satisfy the following criteria: engage in improper conduct in his or her an investigation by the public body; capacity as a public officer; or • Did a natural person (that is, an individual • The number and types of disclosed matters that • Has taken, is taking or proposes to take person rather than a corporation) make the the public body has declined to investigate; detrimental action in reprisal for the making of disclosure? • The number and types of disclosed matters the protected disclosure. • Does the disclosure relate to conduct of a that were substantiated upon investigation public body or public officer acting in their Where the protected disclosure coordinator and the action taken on completion of the official capacity? concludes that the disclosure amounts to a public investigation; and • Is the alleged conduct either improper conduct interest disclosure, he or she will: • Any recommendations made by the or detrimental action taken against a person in Ombudsman that relate to the public body. reprisal for making a protected disclosure? 1. Notify the person who made the disclosure of • Does the person making a disclosure have that conclusion; and reasonable grounds for believing the alleged 2. Refer the disclosure to the Ombudsman for conduct has occurred? formal determination as to whether it is indeed a public interest disclosure.

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Appendix C

Where the protected disclosure coordinator those terms from the Chief Executive Officer. confidence in the process. concludes that the disclosure is not a public The terms of reference will set a date by which The North Central Catchment Management interest disclosure, he or she will: the investigation report is to be concluded, and Authority will have regard to the following issues will describe the resources available to the 1. Notify the person who made the disclosure of in ensuring procedural fairness: investigator to complete the investigation within that conclusion; and the time set. The protected disclosure coordinator The person who is the subject of the disclosure 2. Advise that person that he or she may request may approve, if reasonable, an extension of is entitled to know the allegations made against the public body to refer the disclosure to the time requested by the investigator. The terms him or her and must be given the right to respond. Ombudsman for a formal determination as of reference will require the investigator to (This does not mean the person must be advised to whether the disclosure is a public interest make regular reports to the protected disclosure of the allegation as soon as the disclosure is disclosure, and that this request must be made coordinator who, in turn, is to keep the received or the investigation has commenced); within 28 days of the notification. Ombudsman informed of general progress. • If the investigator is contemplating making a In either case, the protected disclosure report adverse to the interests of any person, coordinator will make the notification and the Investigation plan that person should be given the opportunity to referral within 14 days of the conclusion being put forward further material that may influence reached by the public body. Notification to The investigator will prepare an investigation the outcome of the report and that person s the whistleblower is not necessary where the plan for approval by the protected disclosure defence should be fairly set out in the report; disclosure has been made anonymously. coordinator. The plan will list the issues to be substantiated and describe the avenue of inquiry. • All relevant parties to a matter should be heard It will address the following issues: and all submissions should be considered; Investigations • A decision should not be made until all • What is being alleged? reasonable inquiries have been made; • What are the possible findings or offences? Introduction • The investigator or any decision maker should • What are the facts in issue? not have a personal or direct interest in the Where the Ombudsman refers a protected • How is the inquiry to be conducted? matter being investigated; disclosure to the North Central Catchment • What resources are required? • All proceedings must be carried out fairly and Management Authority for investigation, the without bias. Care should be taken to exclude protected disclosure coordinator will appoint an At the commencement of the investigation, the perceived bias from the process; and investigator to carry out the investigation. whistleblower should be: • The investigator must be impartial in assessing The objectives of an investigation will be: • Notified by the investigator that he or she has the credibility of the whistleblowers and any been appointed to conduct the investigation; witnesses. Where appropriate, conclusions • To collate information relating to the allegation • Asked to clarify any matters; and as to credibility should be included in the as quickly as possible. This may involve taking • Provide any additional material he or she might investigation report. steps to protect or preserve documents, have. materials and equipment; Conduct of the investigation • To consider the information collected and to The investigator will be sensitive to the whistle- blower’s possible fear of reprisals and will be draw conclusions objectively and impartially; The investigator will make contemporaneous aware of the statutory protections provided to the • To maintain procedural fairness in the notes of all discussions and phone calls, and whistleblower. treatment of witnesses and the person who is all interviews with witnesses will be taped. All the subject of the disclosure; and information gathered in an investigation will be • To make recommendations arising from the Natural Justice stored securely. Interviews will be conducted conclusions drawn concerning remedial or in private and the investigator will take all The principles of natural justice will be followed other appropriate action. reasonable steps to protect the identity of the in any investigation of a public interest whistleblower. disclosure. The principles of natural justice Terms of reference concern procedural fairness and ensure a fair Where disclosure of the identity of the Before commencing an investigation, the decision is reached by an objective decision whistleblower cannot be avoided, due to the protected disclosure coordinator will draw up maker. Maintaining procedural fairness protects nature of the allegations, the investigator will terms of reference and obtain authorisation for the rights of individuals and enhances public warn the whistleblower and his or her welfare

108 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix C manager of this probability. as being unreliable, the reasons for this The protected disclosure coordinator will provide opinion being formed; a written report to the Minister for Environment It is in the discretion of the investigator to allow • The conclusions reached and the basis for and Conservation, the Ombudsman and the any witness to have legal or other representation them; and whistleblower setting out the findings of the or support during an interview. If a witness has a • Any recommendations arising from the investigation and any remedial steps taken. special need for legal representation or support, conclusions. permission should be granted. Where the investigation concludes that the Where the investigator has found that the disclosed conduct did not occur, the protected Referral of an investigation to the conduct disclosed by the whistleblower has disclosure coordinator will report these findings occurred, recommendations made by the to the Ombudsman and to the whistleblower. Ombudsman investigator will include: The protected disclosure coordinator will make a • The steps that need to be taken by the North Managing the Welfare of the decision regarding the referral of an investigation Central Catchment Management Authority Whistleblower to the Ombudsman where, on the advice of the to prevent the conduct from continuing or investigator: occurring in the future; and Commitment to protecting whistle- • The investigation is being obstructed by, • Any action that should be taken by the blowers for example, the non-cooperation of key Authority to remedy any harm or loss arising witnesses; or from the conduct. This action may include The North Central Catchment Management • The investigation has revealed conduct that bringing disciplinary proceedings against Authority is committed to the protection of may constitute a criminal offence. the person responsible for the conduct, and genuine whistleblowers against detrimental referring the matter to an appropriate authority action taken in reprisal for the making of Reporting requirements for further consideration. protected disclosures. The report will be accompanied by: The protected disclosure coordinator is The protected disclosure coordinator will ensure responsible for ensuring whistleblowers are the whistleblower is kept regularly informed • The transcript or other record of any oral protected from direct and indirect detrimental concerning the handling of a protected disclosure evidence taken, including tape recordings; and action, and that the culture of the workplace is and an investigation. • All documents, statements or other exhibits supportive of protected disclosures being made. received by the officer and accepted as The protected disclosure coordinator will report evidence during the course of the investigation. The protected disclosure coordinator will appoint to the Ombudsman about the progress of an a welfare manager to all whistleblowers who investigation. Where the investigator’s report is to include an have made a protected disclosure. The welfare adverse comment against any person, that person Where the Ombudsman or the whistleblower manager will: will be given the opportunity to respond and his requests information about the progress of an or her defence will be fairly included in the report. • Examine the immediate welfare and protection investigation, that information will be provided The report will not disclose particulars likely to needs of a whistleblower who has made a within 28 days of the date of the request. lead to the identification of the whistleblower. disclosure and, where the whistleblower is an employee, seek to foster a supportive work Action Taken After An Investigation Action to be taken environment; • Advise the whistleblower of the legislative and Investigator’s final report If the protected disclosure coordinator is satisfied administrative protections available to him or that the investigation has found that the disclosed her; At the conclusion of the investigation, the conduct has occurred, he or she will recommend • Listen and respond to any concerns of investigator will submit a written report of to the Chief Executive Officer the action that must harassment, intimidation or victimisation in his or her findings to the protected disclosure be taken to prevent the conduct from continuing reprisal for making disclosure; coordinator. The report will contain: or occurring in the future. The protected • Keep a contemporaneous record of all aspects disclosure coordinator may also recommend of the case management of the whistleblower • The allegation/s: that action be taken to remedy any harm or loss including all contact and follow-up action; and • An account of all relevant information received arising from the conduct. • Ensure the expectations of the whistleblower and, if the investigator has rejected evidence are realistic.

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Appendix C

All employees will be advised that it is an The taking of detrimental action in reprisal for • The intention to proceed with disciplinary offence for a person to take detrimental action in the making of a disclosure can be an offence action is not causally connected to the making reprisal for a protected disclosure. The maximum against the Act as well as grounds for making a of the disclosure (as opposed to the content of penalty is a fine of 240 penalty units ($24,000) or further disclosure. Where such detrimental action the disclosure or other available information); two years imprisonment or both. The taking of is reported, the protected disclosure coordinator • There are good and sufficient grounds that detrimental action in breach of this provision can will assess the report as a new disclosure would fully justify action against any non- also be grounds for making a disclosure under the under the Act. Where the protected disclosure whistleblower in the same circumstances; and Act and can result in an investigation. coordinator is satisfied that the disclosure is a • There are good and sufficient grounds that public interest disclosure, he or she will refer it to justify exercising any discretion to institute Detrimental action includes: the Ombudsman. If the Ombudsman subsequently disciplinary or other action. • Causing injury, loss or damage; determines the matter to be a public interest The protected disclosure coordinator will • Intimidation or harassment; and disclosure, the Ombudsman may investigate the thoroughly document the process including • Discrimination, disadvantage or adverse matter or refer it to another body for investigation recording the reasons why the disciplinary or treatment in relation to a person’s employment, as outlined in the Act. other action is being taken, and the reasons why career, profession, trade or business (including the action is not in retribution for the making the taking of disciplinary action). Whistleblowers implicated in of the disclosure. The protected disclosure improper conduct coordinator will clearly advise the whistleblower Keeping the whistleblower informed of the proposed action to be taken, and of any Where a person who makes a disclosure is mitigating factors that have been taken into The protected disclosure coordinator will ensure implicated in misconduct, the North Central account. the whistleblower is kept informed of action Catchment Management Authority will handle taken in relation to his or her disclosure, and the disclosure and protect the whistleblower the time frames that apply. The whistleblower from reprisals in accordance with the Act, the Management of the Person Against will be informed of the objectives of an Ombudsman’s guidelines and these procedures. Whom a Disclosure Has Been Made investigation, the findings of an investigation, The Authority acknowledges that the act of The North Central Catchment Management and the steps taken by the North Central whistleblowing should not shield whistleblowers Authority recognises that employees against Catchment Management Authority to address from the reasonable consequences flowing from whom disclosures are made must also be any improper conduct that has been found to any involvement in improper conduct. supported during the handling and investigation have occurred. The whistleblower will be given Section 17 of the Act specifically provides that a of disclosures. reasons for decisions made by the North Central person’s liability for his or her own conduct is not Catchment Management Authority in relation to a The Authority will take all reasonable steps to affected by the person’s disclosure of that conduct protected disclosure. All communication with the ensure the confidentiality of the person who is the under the Act. However, in some circumstances, whistleblower will be in plain English. subject of the disclosure during the assessment an admission may be a mitigating factor when and investigation process. Where investigations considering disciplinary or other action. Occurrence of detrimental action do not substantiate disclosures, the fact that the The Chief Executive Officer will make the final investigation has been carried out, the results of If a whistleblower reports an incident of decision on the advice of the protected disclosure the investigation, and the identity of the person harassment, discrimination or adverse treatment coordinator as to whether disciplinary or other who is the subject of the disclosure will remain that would amount to detrimental action taken action will be taken against a whistleblower. confidential. in reprisal for the making of the disclosure, the Where disciplinary or other action relates to The protected disclosure coordinator will ensure welfare manager will: conduct that is the subject of the whistleblower’s the person who is the subject of any disclosure disclosure, the disciplinary or other action will • Record details of the incident; investigated by or on behalf of a public body is: only be taken after the disclosed matter has been • Advise the whistleblower of his or her rights appropriately dealt with. under the Act; and • Informed as to the substance of the allegations; • Advise the protected disclosure coordinator In all cases where disciplinary or other action • Given the opportunity to answer the or chief executive officer of the detrimental is being contemplated, the Chief Executive allegations before a final decision is made; action. Officer must be satisfied that it has been clearly • Informed as to the substance of any adverse demonstrated that:

110 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Appendix C

comment that may be included in any report the intention that it be acted on as a disclosed arising from the investigation; and has matter. The Act provides a maximum penalty • His or her defence set out fairly in any report. of 240 penalty units ($24,000) or two years imprisonment or both. Where the allegations in a disclosure have been investigated, and the person who is the subject of the disclosure is aware of the allegations or the Review fact of the investigation, the protected disclosure These procedures will be reviewed annually to coordinator will formally advise the person who ensure they meet the objectives of the Act and is the subject of the disclosure of the outcome of accord with the Ombudsman’s guidelines. the investigation.

The North Central Catchment Management Authority will give its full support to a person who is the subject of a disclosure where the allegations contained in a disclosure are clearly wrong or unsubstantiated. If the matter has been publicly disclosed, the Chief Executive Officer of the Authority will consider any request by that person to issue a statement of support setting out that the allegations were clearly wrong or unsubstantiated.

Criminal Offences

The North Central Catchment Management Authority will ensure officers appointed to handle protected disclosures and all other employees are aware of the following offences created by the Act:

1. It is an offence for a person to take detrimental action against a person in reprisal for a protected disclosure being made. The Act provides a maximum penalty of a fine of 240 penalty units ($24,000) or two years imprisonment or both. 2. It is an offence for a person to divulge information obtained as a result of the handling or investigation of a protected disclosure without legislative authority. The Act provides a maximum penalty of 60 penalty units ($6,000) or six months imprisonment or both. 3. It is an offence for a person to obstruct the Ombudsman in performing his/her respon- sibilities under the Act. The Act provides a maximum penalty of 240 penalty units ($24,000) or two years imprisonment or both. 4. It is an offence for a person to knowingly provide false information under the Act with

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 111 www.nccma.vic.gov.au

Appendix C

Annexure A – Reporting structures for the North Central Catchment Management Authority

Investigator CEO and Protected Disclosure Co-ordinator Welfare Manager

Protected Disclosure Co-ordinator

Annexure B – Model register

The register below records information about disclosures made to the North Central Catchment Management Authority that have been determined to be protected disclosures.

File A File B File C File D File E Date Disclosure Received Type of Disclosure Is Disclosure a Public Interest Disclosure Date Above Determination Made Date Whistleblower (WB) Informed of Determination Date Disclosure Referred to the Ombudsman Determination Made by Ombudsman Was The Investigation Referred Back to The Ombudsman Did The Ombudsman Take Over The Investigation Did the WB * Request The Ombudsman To Take Over The Investigation Findings Of The Public Body Recommendations Made By The Ombudsman Date Reporting Requirements Satisfied.

* WB refers to Whistleblower

112 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Index

A F P Abbreviations 114 Financial Management Act 25 People Matter Survey 22 About the North Central CMA 5 Financial summary 13 Profile of the region 7 Audit Committee 15 Five year financial summary graph 13 Public Administration Act 25 Avoca/Avon-Richardson 50 Freedom of information Act 25 Funding 5 Q, R B Balance sheet 73 G Regional projects 64 Board of Directors 14 Glossary 114 Report of operations 45 Board attendance 15 Risk management attestation 24 Building Act 25 H Highlights for 2008–09 3 S C Summary of outputs achieved 10 Catchment and Land Protection (CaLP) Act 24 I Summary of financial results 12 Catchment area Independent auditor’s report 98 Staff consultative committee 23 Catchment condition report 46 Industrial relations 23 Staff wellbeing 23 Cash flow statement 74 INFFER 101 Statement of changes in equity 74 Case Study – Drought Employment Program 69 Statement of obligations 28 J, K, L Case Study – Surviving and reviving Statement of workforce data 23 the Loddon River 62 Land use 7 Statutory functions 65 Case Study – Regional Investment Learning and development 22 Statutory reporting compliance 24 using INFFER 53 Liabilities 73 T, U Case Study – Wetland watering Lower Loddon and Campaspe 54 Upper Loddon and Campaspe 60 in the Gunbower 58 M Certification to the financial statements 71 Managing workplace diversity 22 V Chair’s report 8 Mission 3 Values 3 Chief Executive Officer’s report 9 Multicultural Victoria Act 26 Victorian Industry Participation Policy Act 26 Community advisory committee Vision 3 (see also NRMC) 19 N Consultants 100 National Competition Policy 25 W Corporate funding and expenditure summary 12 Natural Resource Management Committee 19 Water Act 24 Corporate and statutory operations 24 Notes to the financial report 75 Wellbeing program 23 D Whistleblower Protection Act 103 O Workforce age profile 23 Delivering on the statement of obligations 28 Occupational health and safety 22 Disclosure index 70 Occupational Health and Safety Act 26 X,Y,Z Drought Employment Program 69 Operating statement 72 E Organisational structure 18 Our Board 6 Employment principles 22 Our partners 6 Environmental footprint 27 Our people 6, 22 Executive team 16 Our region 7

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 113 www.nccma.vic.gov.au

Glossary

INFFER – Investment Framework for Regional Catchment Strategy – The North Resource Condition Target – Describes and Environmental Resources is a tool for Central Regional Catchment Strategy (RCS) sets quantifies the desired resource condition and developing and prioritising projects to address out a vision for land, water and biodiversity, and provides the direction for short term natural environmental issues such as water quality, is the accredited plan for government investment resource management and planning, including biodiversity, environmental pests and land into natural resource management in this region. definition of management actions. degradation. It aims to achieve the most valuable outcomes with the available resources. For more information regarding the INFFER process please refer to www.inffer.org

Abbreviations

AASB Australian Accounting Standards Board LEWAG Loddon Environmental Watering Advisory Group ACE2 Assessing Community Engagement database MERI Monitoring, Evaluation, Reporting and Improvement ARA Australasian Reporting Awards MBI Market Based Instrument ATO Australian Tax Office NAP National Action Plan for Salinity and Water Quality BE Bulk Entitlement NHT Natural Heritage Trust CaLP Act Catchment and Land Protection Act NRIP Natural Resource Investment Program CEO Chief Executive Officer NRM Natural Resource Management CFOC Caring for Our Country, Federal Government funding NRMC Natural Resource Management Committee initiative CMA Catchment Management Authority OAM Order of Australia Medal CPA Certified Practising Accountant OH&S Occupational Health and Safety DEP Drought Employment Program PPA Pests Plants and Animals DPI Department of Primary Industries R&D Research and Development DSE Department of Sustainability and Environment RCIP Regional Catchment Investment Plan EBA Enterprise Bargain Agreement RCS Regional Catchment Strategy EPA Victorian EPA RCT Resource Condition Target ESO Environmental Significance Overlay RHS River Health Strategy EWR Environmental Water Reserve RLC Regional Landcare Coordinator FMA Financial Management Act SES State Emergency Service FRD Financial Reporting Direction SoO Statement of Obligations FTE Full Time Equivalent VIF Victorian Investment Framework GST Goods and Services Tax VMIA Victorian Managed Insurance Authority INFFER Investment Framework for Environmental Resources IC Implementation Committee iMAP Information mapping service ISC Index of Stream Condition

114 Financial Reporting North Central Catchment Management Authority Annual Report 2008-09 Cover Image Copyright

The image used on the © State of Victoria, North Central Catchment cover of this report Management Authority 2009. is an Indigenous This publication is copyright. No part may be interpretation painted reproduced by any process except in accordance by North Central CMA’s with the provisions of the Copyright Act 1968. Indigenous facilitator Mark Pietzsch. ISSN: 1837 – 0810 (Print) The image is of the North Central CMA region ISSN: 1837 – 0829 (Online) Photo: left to right, Ben Gosling from Gosling featuring the Murray River at the top, and left Design, Amanda McClaren, Marketing and Events to right: the Avon–Richardson, Avoca, Loddon, Published October 2009 coordinator North Central CMA and ARA Director Coliban and Campaspe rivers. The circles North Central Catchment Management Authority John Horder with the ARA Bronze award for the represent the traditional Indigenous meeting 628–634 Midland Highway 2007-08 North Central CMA Annual Report. places within the region. The painting has been Huntly, Victoria 3551 made using the traditional dot method. Australasian Reporting Awards Copies of this annual report can be downloaded Bronze award winner 2006–07 The North Central Catchment Management from the North Central Catchment Management Bronze award winner 2007–08 Authority acknowledges the following tribes; Authority website at www.nccma.vic.gov.au Dja Dja Wurung, Jaara Jaara, Barapa Barapa, Printed on recycled paper Yorta Yorta, Taungurung, Wurrundjeri, Bangerang, Acknowledgments Wamba Wamba, Barengi Gadjin and Wadi Wadi The North Central Catchment Management peoples as the traditional owners of the North Authority gratefully acknowledges the Central region and we acknowledge and respect contributions of the following people to this the elders of these groups both past and present. report: Amanda McClaren, Eryn Basile, Kellie Gibson, Laura Chant, Melissa Donaldson and Sandra Volk.

Photo Acknowledgments

The North Central Catchment Management Authority gratefully acknowledges the contribution of images used throughout this report from the following people: Amanda McClaren, Nick Layne, Adrian Martins and Anthony Webster Imagine Pictures, Melanie Watts, Heidi Kleinert, Stephen Malone, Mal Brown.

North Central Catchment Management Authority Annual Report 2008-09 Financial Reporting 115 Contact us Our staff

Huntly – Main Office The following staff were employed by the North Central CMA Our People for all or part of the 2008–09 Reporting Period PO Box 18, Huntly, Victoria 3551 628–634 Midland Highway Adrian Bathgate Ian Higgins Nicole Bullen Huntly 3551 Adrian Martins Jacinta Herrmann Pam Brook p: (03) 5448 7124 Allison Long Janos Mackay Paul Nelson f: (03) 5448 7148 Amanda McClaren Janelle Williams Peter Leersen e: [email protected] Angela Gladman Jemma Nesbit-Sackville Peter McRostie Office Hours: 8.45 am to 5 pm April Curatolo Jennelle Carlier Phil Dyson Monday to Friday Benjamin Goonan Jon Leevers Philip Slessar (excluding public holidays). Bianca Huider Julie Bennett Rebecca Horsburgh Bradley Drust Kane Ellis Rhonda Leed Bridie Velik-Lord Kathryn Stanislawski Rohan Hogan Bendigo Office Britt Gregory Kellie Gibson Ross Pittaway 51 Bull Street, Bendigo, Camille White Laura Chant Sandra Volk Victoria 3550 Colin Campbell Leah Cripps Shane Thaddeus p: (03) 5440 1896 Colin Francis Lyndall Rowley Shaun Morgan f: (03) 5442 4965 Damian Wells Maree McKinley Sonia Robinson e: [email protected] Daniel Mudford Mark Costello Suzanne Nuroo Darren White Mark Pietzsch Tanya Hardiman Office Hours: 9 am to 5 pm Emer Campbell Megan Kreutzer Tim Shanahan Emma Wolters Melanie Barrot Tracey Harbridge Eryn Basile Melanie Taube Trevor Marshall Geoffrey Park Melanie Tranter Vanessa Murray Glenn Merrick Melissa Donaldson Wendy Shea Graham Hall Melissa Tylee Zoe Pocock Gretel Bowman-Farr Michelle Bills Heidi Kleinert Nick Layne