annual report 2011-12 - gbcma - goulburn broken cma · annual report 2011-12 ... corey wilson...

Designed and printed by Prominent Group, Shepparton. Ph: 1300 655 363

www.gbcma.vic.gov.au

Main office, Shepparton

168 Welsford Street, SheppartonPO Box 1752, Shepparton Vic 3632phone: (03) 5820 1100fax: (03) 5831 6254email: [email protected]

Benalla

89 Sydney Road, BenallaPO Box 124, Benalla Vic 3672phone: (03) 5761 1611fax: (03) 5761 1547

tatura

255 Ferguson Road, TaturaPrivate Bag 1, Tatura Vic 3616phone: (03) 5833 5360fax: (03) 5833 5299

Yea

Shop 5/10 High Street, Yea Vic 3717phone: (03) 5736 0100fax: (03) 5797 3199

contactS and office locationS of GoulBurn Broken catchMent ManaGeMent authoritY

annual report 2011-12G O U L B U R N B R O K E N C AT C H M E N T M A N A G E M E N T AU T H O R I T Y

ratings legend: unfold flap cover

About this reportThis report provides information on the Goulburn Broken Catchment Management Authority’s (CMA) performance and finances, which can be assessed against its 2011-12 to 2015-16 Corporate Plan targets.

The Goulburn Broken CMA aims to provide information which is easily accessed, understood and relevant to readers. More detailed and scientific data can be accessed via the website www.gbcma.vic.gov.au.

A separate summary of this Annual Report is available from the website or from the Goulburn Broken CMA offices (see back cover).

This report is prepared in accordance with all relevant Victorian legislation. This includes the requirement under the Catchment and Land Protection Act, 1994 for the Goulburn Broken CMA to submit “…a report on the condition and management of land and water resources in its region and the carrying out of its functions.”

Design and print complies with Department of Treasury and Finance Reporting Direction 30A, which aims to achieve consistency and minimise costs and environmental impact across government agencies.

feedback on this report is encouraged to help improve future annual reports. Please provide comments by 31 December 2012 to guarantee consideration. A feedback form to help direct comments is available at the website.

partnerS in catchMent ManaGeMent

The health of the Catchment relies on many partner organisations and individuals. In fact, there are so many partner

organisations of the Goulburn Broken Catchment Management Authority that we have found it challenging to capture them all.

Any partner logo not appearing above does not undervalue their contribution to the Catchment.

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contents page

overview Operational highlights 1 Goulburn Broken profile 2 Key events 6 Chairman’s review 8 Chief Executive Officer’s report 10 Annual scorecards 12 Long-term scorecard 16the Business (corporate)collaborations and communities 17planning and responding (including research and development) 22environmental footprint 27human resources (including occupational health and safety) 29 Our staff 33Governance 35 Board directors 38 Compliance 40 Headline theme reports 43 Corporate Plan key performance indicators 47financial report 49 Financial results summary 50 Financial statements 54appendix 1 understanding progress and ratings 78appendix 2 the environment: evidence of annual performance and

long-term progress 80

1 Sustainable irrigation 80 1a Shepparton Irrigation Region salinity 80 2 River and wetland health and floodplain management 85 2a Environmental flows 88 2b Riparian and instream habitat and channel form 90 2c Water quality (nutrients) in rivers and streams 93 2d Floodplain management 97 3 Land and biodiversity 99 3a Biodiversity 100 3b Land health including dryland salinity 106 3c Invasive plants and animals 111appendix 3 outputs: detailed list of achievements 114appendix 4 Map of properties covered by a whole farm plan 116appendix 5 Map of works 117appendix 6 Summary of relationships between Goulburn Broken cMa and partners 118appendix 7 Whistleblowers protection policy 120appendix 8 disclosure index 128Glossary of terms 130abbreviations 131index 132recognising a major natural resource management contribution - chris doyle inside

back cover

list of staff inside back cover

contacts and office locations back covercase studies 1 Traditional ecological mapping through wetland protection in the Strathbogie Ranges 21 2 On farm works reinvigorate region 84 3 Cabomba Control in Lake Benalla and the Broken River 96 4 Building long term community commitment to providing ecosystem services from soils 110

ratings legend

© State of Victoria, Goulburn Broken Catchment Management Authority 2012. This publication is copyright. No part may be reproduced by any process except in accordance with provisions of the Copyright Act 1968. ISSN 1837-1140 (Print) ISSN 1837-1159 (Online).

Front cover:Main photo· Flooding at Muckatah. Photo: Dean Judd, Goulburn Broken CMA

inset photos (from top left, clockwise)· Greenacres staff member spraying weeds at Black Engine. Photo: Keith Ward, Goulburn Broken CMA· Robert Cook (Revegetation Victoria), Ron Campagnolo (Campagnolo Excavations and Cartage) and Max Colliver

(Goulburn Broken CMA) undertaking flood recovery work (Gabion construction) on the upper Broken River. Photo: Geoff Brennan, Goulburn Broken CMA

· Beyond SoilCare Project farm tour at Whiteheads. Photo: Rhiannon Apted, Goulburn Broken CMA. See case study page 110.· USA farmer Joel Salatin presenting in Shepparton. Photo: Charlie Sexton, Goulburn Broken CMA· Daniel Clements (Department of Primary Industries) and Tom Morely (Department of Primary Industries) planting

native vegetation to outcompete Cabomba in Lake Benalla. Photo: Trevor Hunt (Department of Primary Industries). See case study page 96.

· Re-snagging in the Goulburn River at Belstack. Photo: Jim Castles, Goulburn Broken CMA· Shane Monk (Goulburn Broken CMA), Doug Frood (Botanist) and Janet Hagen (Landcare) inspecting a spring soak

in the Strathbogie Ranges for the Taungurung weeds of national significance project. Photo: Gaye Sutherland, Goulburn Broken CMA. See case study page 21.· Katunga farmer Bill Gread surveys a channel upgraded through the Farm Water Program. Photo: Fiona Lloyd, Goulburn Broken CMA. See case study page 84.

For an explanation of how and why ratings are applied, see Appendix 1, ‘Understanding progress and ratings’ on page 78.

Annual performance

and long-term strategy

implementation progress

Well below target

(<50%)

Below target (50-79%)

On target (80-109%)

Exceeded/exceeding

target (>109%)

Catchment condition

Very poor Poor SatisfactoryGood to excellent

Certainty of rating

Very low Low Medium High

TrendDeclining Static Improving Dramatically

improving

Amanda McClarenAnnie SquiresBarry OswaldBelinda SeniniBianca SulejmanCarl WaltersCarla MilesCasey DamenCharlie SextonChris BurnettChris NicholsonChris NormanChristine GlassfordCindy DohertyCollin Tate

Corey WilsonDarelle SiekmanDavid LawlerDean JuddDeanne LudlowDianne GuyFiona LloydFleur BaldiGaye SutherlandGeoff BrennanGeoff EarlGuy TierneyHelen MurdochJanice Mentiplay-SmithJason Head

Jasmine DickJenny WilsonJim BegleyJim CastlesJo WoodKaren BrisbaneKate BruntKate HillKate MarrKate PendergastKatie WarnerKeith ChalmersKeith WardKerry McFarlaneKirsten Roszak

Mark CotterMark TurnerMary DimitMax ColliverMeegan JuddMegan McFarlaneMelanie HaddowNeville AtkinsonPeter HowardRachael SpokesRhiannon AptedRichard WarburtonRosalba CameraSam WardSamantha Moreno

Shannon CrawfordSimon CasaneliaStan GibneyStephen CollinsSteve WilsonSue KoschSue WilliamsTim BarlowTom O’DwyerTony KubeilTravis MorganVanessa KeoghVicki MackenzieWayne Tennant

Staff list 2011-12

Chris Doyle

Recognising a major NRM contributionBy Amanda McLaren

Chris Doyle has been a key leader in community engagement and has had a long involvement in river improvement, and later broad scale catchment management.

Born in New Zealand, Chris grew up in both the North and South Island.

Chris’s involvement in natural resource management in the Goulburn Broken Catchment dates back to the early 1980’s when he was a member of the Mid Goulburn Catchment Coordinating Group, the first group to introduce an integrated catchment management plan.

Since then, Chris has been a member of the Mid Goulburn River Management Board, the North Central Waterways Management Authority, and the Upper Goulburn Waterway Authority (UGWA) including a period as Deputy Chair under Ian Wood.

More recently Chris was member for the Upper Goulburn Implementation Committee (UGIC) from 1998 – 2008 including holding the position of Chair for 1998-2005 and 2006-2007. In June 2010, Chris retired from the amalgamated Broken Goulburn

Implementation Committee (BGIC), which he was a member from 2008-2010.

Chris has played an instrumental role in many of these committees with major roles during their transition phases. Chris has seen the transition between UGWA and UGIC along with the recent transition from UGIC to the larger BGIC.

The consistency of Chris’s involvement has ensured that lessons learned in the past were communicated to the new committees and Chris contributed to continuous improvement in community engagement and catchment planning.

Chris has a university degree in Agricultural Commerce and Farm Management. Chris owns his own Farm Contracting business and manages the successful ‘Lyndale Park’ 210 hectare village farm near the township of Tallarook.

Chris’s achievements and contributions were acknowledged at a Dinner held on 7 June 2010 at the Trawool Resort.

Thank you Chris for your ongoing contribution to natural resource management in the Goulburn Broken Catchment.

established 1950GB cMa annual reports

2007-08 to 2010-11Silver award

contents page




back cover



ratings legend










Annual performance



Well below target

(<50%)


On target (80-109%)

Exceeded/exceeding

target (>109%)

Catchment condition


Certainty of rating



improving






Staff list 2011-12

Chris Doyle



















Benalla


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1

Overview

GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12

Operational highlightsDetails page

Water-use efficiency, water savings, floods and environmental water

•$67millionoffundingannouncedtogenerate32gigalitresofwatersavingsfor237on-farmirrigationinfrastructureprojectsi,throughRound2oftheFarmWaterProgram.Almost60percentofthe148Round1projectshavebeencompleted,generatingninegigalitresofwatersavings. 81

•InMarch2012,theBroken-Booseycatchmentsawthebiggestfloodsinrecordedhistory,causingsignificantdamagetoruralandresidentialareas.TheGoulburnBrokenCMAdivertedsignificantresourcestotheIncidentControlCentreplayinganimportantroleinfloodintelligenceandscenarioplanning. 88

•AFloodEmploymentProgramwasimplementedwiththeCornellaLocalAreaPlanImplementationCommitteeintheCornellaandWanaltaCreekcatchmentsinresponsetothe2010and2011floods. 91

•599gigalitresofenvironmentalwaterwasdeliveredtomaintainminimumflowsinthelowerGoulburnRiverandlowerBrokenCreek,provideaspringfreshinthelowerGoulburnRiver,andtoensuresuccessofwaterbirdbreedingeventsintheBarmah-MillewaForest. 88

Works and incentives

•1015incentiveswereprovidedtolandholdersforfencing,revegetation,wholefarmplans,improvingirrigationandinstallingreusesystems. 118•888hectaresofremnantvegetationwereprotected.ThePlainsWoodlandTenderandthePlainsWetlandTendermademajorcontributions,703hectares

and136hectaresrespectively. 101

•365wholefarmplanswerecompletedacrosstheCatchment;93percentofthefarmedlandintheSheppartonIrrigationRegionisnowcoveredbywholefarmplans. 82

•1,995hectaresofnativevegetationwereplanted,upfrom1,383hectaresin2010-11. 114•Community-basednaturalresourcemanagementgroupsleveragedmorethan$1.4millionoffundingforongroundworksintheCatchment. 20

Funding

i AcrosstheGoulburnMurrayIrrigationDistrict

Overview

iSeebarchartonpage17forcost-sharingdetails.

Goulburn Broken investment sharei

Community investment $42.7million(52%)

Government investmentThe Business(Governance,Planningandresponding,

Environmentalfootprint),$1.5million(2%)

Government investmentThe Business (Collaborationandcommunities),

$710thousand(1%)

Financial summary 2007-08 to 2011-12, $000

Revenue Expenses Surplus

10,000

-10,0002011-122007-08 2008-09 2009-10 2010-11

0

20,000

30,000

40,000

50,000

60,000

Government investmentThe Environment,$37.39million(45%), whichincludes:

Shepparton Irrigation Region Salinity;$24.93million(67%)

River and Wetland Health; $5.43 million (15%)

Biodiversity; $5.24 million (14%)

Land Health including Dryland Salinity; $1.29 million (3%)

Floodplain Management; $0.5 million (1%)

Overview

2 GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12

Goulburn Broken Catchment Management Authority

Powers and duties

The Goulburn Broken Catchment Management Authority (CMA) is aStatutoryAuthorityestablishedbytheVictorianParliamentin1997undertheCatchment and Land Protection Act 1994.TheGoulburnBrokenCMAisaccountableforitsperformancetotheMinisterforEnvironmentandClimateChange,TheHon.RyanSmithMP,andtheMinisterforWater,TheHon.PeterWalshMP.TheGoulburnBrokenCMAisalsoempoweredasanAuthorityundertheWater Act 1989,beingaccountableforwaterwaymanagementinitsregiontotheMinisterforWater,TheHon.PeterWalshMP.(Seepage75fornamesofallpersonswhowereresponsibleduring2011-12.)

The Goulburn Broken CMA develops and implements the GoulburnBroken Regional Catchment Strategy byworkingwith the community,all tiers of government and research and funding organisations. TheGoulburnBrokenRegionalCatchmentStrategysetsouttheframeworkforcoordinatingland,waterandbiodiversitymanagementintheCatchment.

TheGoulburnBrokenCMAfocusesonprivatelandmostlymanagedforagricultureandontheinterfaceofprivateandpublicland.TheGoulburnBrokenCMAtherefore reliesonsharedcontributions fromgovernmentandprivatelandholderstoundertakeworks.

TheGoulburnBrokenCMA’sroleinwateristo:

- bethecaretakerofriverhealth,includingmanagingtheenvironment’sright to water (managing the environmental water reserve) andimplementingworksonwaterwaysviaitsoperationalarm

- provide waterway, regional drainage and floodplainmanagementservices.

Waterstorage,deliveryanddrainagesystemsaremanagedbypartneragencyGoulburn-MurrayWaterandurbanwaterandwastewaterservicesareprovidedbyanotherpartneragency,GoulburnValleyWater.

Seethe‘Governance’section(page35)fordetails.

Funding and staff

Goulburn Broken CMA’s income for 2011-12 was $39.6 million,derivedfromtheVictorianandAustraliangovernments,regionalsourcesandothergovernment entities.As at 30th June2012,62.9 (full-time-equivalent) staff were directly employed. See the ‘Human resources’section(page29)fordetails.

Goulburn Broken profile

Vision Healthy, resilient and increasinglyproductive landscapes supportingvibrantcommunities.

PurposeThroughitsleadershipandpartnershipstheGoulburnBrokenCMAwillimprove the resilienceof theCatchment’s people, land, biodiversityandwaterresourcesinarapidlychangingenvironment.

Values and behaviours•Environmental sustainability: we will passionately contribute to

improvingtheenvironmentalhealthofourcatchment.

•Safety: we vigorously protect and look out for the safety andwellbeingofourselves,ourcolleaguesandourworkers.

•Partnerships:we focuson teamwork and collaboration across ourorganisation to develop strategic alliances with partners and theregionalcommunity.

•Leadership: we have the courage to lead change and accept theresponsibilitytoinspireanddeliverpositivechange.

•Respect: we embrace diversity and treat everyone with fairness,respect,opennessandhonesty.

•Achievement,excellenceandaccountability:wedowhatwesaywewilldo,wedoitwellandwetakeresponsibilityandaccountabilityforouractions.

•Continuous learning, innovation and improvement: we are anevidenceandscience-basedorganisationandwetestandchallengethe statusquo.We learn fromour successesand failures andwearecontinuallyadaptingusing internalandexternal feedback fromstakeholders and the environment. We are an agile, flexible andresponsiveorganisation.

TheGoulburnBrokenCMAacknowledgestheTraditionalOwnersof

landintheGoulburnBrokenCatchmentandstronglyrespectstherich

cultureandintrinsicconnectionTraditionalOwnershavetotheland.

3

Overview


Goulburn Broken CMA business structure

VICTORIAN GOVERNMENT – MINISTER FOR ENVIRONMENT AND CLIMATE CHANGE – MINISTER FOR WATER

Occupational Health and Safety Manager

Richard Warburton

CHIEF ExECuTIVE OFFICER

Chris Norman

BOARDREMuNERATION

COMMITTEE

AuDIT, RISK AND COMPLIANCE COMMITTEE

CORPORATEBuSINESS

DEVELOPMENT

RIVER & WETLAND HEALTH AND FLOODPLAIN

MANAGEMENT

LAND AND BIODIVERSITY

SuSTAINABLE IRRIGATION

SERVICE DELIVERY COORDINATION (and COMMuNITY ENGAGEMENT) STATuTORY PLANNING

Strategic Human Resource Manager

Kate Pendergast

Information and Communications

Technology ManagerAaron Findlay

Communications and Marketing Manager

Amanda McClaren

Corporate Program Manager (Business

Manager)Stan Gibney

Farm Water Program Project ManagerMegan McFarlane

Land and Biodiversity Program Manager

Steve Wilson

Land Health ManagerMark Cotter

Biodiversity Strategy Manager

Jenny Wilson (Acting)

Landcare and Communities Manager

Tony Kubeil

River Health Implementation Manager

Mark Turner

Indigenous FacilitatorNeville Atkinson

Environmental Water Reserve Manager

Geoff Earl

Floodplain ManagerGuy Tierney

River & Wetland Health and Floodplain Management

Program ManagerWayne Tennant

Business Development Manager

Katie Warner

Sustainable Irrigation Program Manager

Carl Walters

ENABLING

Overview


Goulburn Broken Catchment

People

TheGoulburnBrokenCatchmenthasapopulationofabout215,000,ofwhichmorethan90percentresideinregionaltownsandcentreswiththelargestpopulationcentrebeingthatofShepparton/Mooroopna.OthersignificantsettlementsincludeYarrawonga,SeymourandBenalla.

The annual population is growing by about 1.23 per cent – slightlyhigher than average for regional Victoria. Approximately 10 per centof the population was born overseas and 6,000 identify as beingAboriginal or Torres Strait Islander, many who identify as TraditionalOwners of this region.Migrantsmainly from theBritish Isles took uplandholdingsinthe1800s.SinceWorldWarII,therehasbeenaninfluxofmigrants,especiallyinthenorthoftheCatchment,fromItaly,Greece,theNetherlands,Germany,New Zealand, Turkey, Iraq andmany othercountries.

Landscape

TheCatchmentboastsawidediversityoflandscapes,includingsnow-covered alps, moist montane and dry sclerophyll forests, graniticoutcrops, gentle slopingplains, boxwoodlands, redgumfloodplains,mixedfarms,andirrigatedpasturesandorchards.

Water

Average annual rainfall varies substantially, from1,600millimetres inthehighcountryinthesouth-eastto400millimetresinthenorth-west.

TheCatchment’s twomajor riverbasinsare theGoulburnandBroken,which yield 3,568 gigalitres, or 11 per cent, of the Murray-DarlingBasin’swaterdespitecoveringonlytwopercentofitsarea.Avolumeof1,669gigalitresisdivertedforconsumptiveuse.

Land use

TheCatchmentcovers2.4millionhectares,extendingnorthfromneartheoutskirtsofMelbournetotheRiverMurray,theborderwithNewSouthWales.Most of the land is privately ownedwith 1.4million hectaresof dryland agriculture and 270,000 hectares of intensive irrigatedagriculture. Public land covers 800,000 hectares including extensiveareasforconservation.

Inaddition,70,000hectaresoftheSheppartonIrrigationRegionextendsinto the adjacent North Central Catchment and is included in theGoulburnBrokenCMAworksprogram.

Theprimaryindustriesaredairy,horticulture,livestockproduction(beef,sheep, goats, pigs and poultry), cropping, timber and aquaculture.Smaller, specialist enterprises include thoroughbred horse breeding,nurseries,mushrooms,turfandcut-flowers.

AlthoughnotformallypartoftheGoulburnBrokenCMAregion,theRiverMurraybetweenYarrawongaandEchuca,whichliesontheborderoftheGoulburnBrokenCMA,isinfluencedbyactivitieswithintheCatchment.

Natural resource management challenges

Major challenges include degraded river health, reduced extent andqualityofnativevegetation,reducedwaterqualityandquantity,drylandandirrigatedsalinity,lossofbiodiversity,andpestplantandpestanimalinvasion.

Thesechallengesarebeingexacerbatedbychangesinclimate.Recentclimateeventsinclude:

•2002–2009 extreme drought: exceptionally low stream flows andhistoricallylowwaterallocations.IncombinationwithCommonwealthenvironmental policy and farm demographic structure, it led tounprecedentedirrigateddairyindustryrestructure.

•2009bushfires: covering185,000hectares (sevenper cent) of theCatchment,with190kilometresofvegetationalongmajorriverswereburnt.Thishaschangedpatternsofsettlementinsomeareas.

•2010, 2011 and 2012 floods: while improving the condition offloodplainsystems,thesefloodsmaychangepatternsofsettlementinsomeaffectedareas.

Economy

Naturalresource-basedindustriesunderpintheCatchment’seconomy.Livestock,dairy, fruit, vegetable,grapeandother foodproductionandprocessing industriescontribute to theCatchment$15.9billiongrossregional output (2009 figures) with the gross value of agricultureproductionintheCatchmentin2009-10being$1.16billion.Primaryproductionandmanufacturing(especiallyfoodprocessing)accountforabout30percentofthe77,000plusjobsintheCatchmenteconomy.

Prolongeddrought,lowwaterallocations,dairyindustryrestructure,thehighAustraliandollar,andotherpressuresrelatedtotheglobalfinancialcrisisandincreasedcompetitionhaveimpactedhardontheCatchment’sprimaryindustries.Thisisillustratedbyadeclineof29percentinthe2009-10grossvalueofagricultureproductionfromthe2005-06valueof$1.64billion.

Othereconomically important industries includebuildingconstructionandtrade,tourism,utilities,transportandcommunications.Nature-basedand cultural heritage tourism and recreation are important employersthroughout the Catchment, in particular along the River Murray, thesnowfields,historictownsandwineries.Thevalueoftourism,personalandotherserviceshasincreasedsubstantiallyfrom3.9percentin2001to28.6percent,or$2.29billion,in2009.

Involvement in natural resource management activities

Involvementbythecommunityincatchmentmanagementisbroadbased.Forexamplein2006-07,86percentofagricultural-basedbusinessessurveyed in the Catchment reported natural resource managementissuesontheirproperty.Encouragingly,99percentofthose,or5,055businessesreportingnaturalresourcemanagementissuesalsoreportedtheywereactivelyaddressingtheseproblemsontheirfarm.

Inadditiontotheeffortundertakenbylandholdersonprivatelandacrossthe Catchment, there is a variety of networks and groups working toachievenatural resourcemanagementoutcomesonpublicandprivateland.

5

Overview


Goulburn Broken Catchment i,ii

i. TheGoulburnBrokenCMASustainableIrrigationProgramoverseesdeliveryinpartoftheNorthCentralCatchmentaswellastheGoulburnBrokenCatchment.ii. MapsoftheCatchmentshowingwholefarmplansachievedandongroundworkssitesareincludedasAppendix4and5(page116and117).

(c) The State of Victoria Goulburn Broken Catchment Management Authority 2012

Disclaimer: This material may be of assistance to you but the State of Victoria and its employees do not guarantee that the map is without flaw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information contained in this map.

Overview


July TheFarmWaterProgramsecures$25millioninRound2oftheAustralianGovernment’sOn-FarmIrrigationEfficiencyProgram.Atotalof11gigalitresofwaterwillbesavedasaresultoftheon-farmirrigationupgrades.

160 people attend the first Catchment-wide LandcareAwards held in Nagambie. Award winners include GeckoCLaN (Sustainable Farming), Shepparton High SchoolandSheppartonBunnings(Education),KoyugaKanyapellaLandcare Group (Community Landcare Group), UpperGoulburnLandcareNetwork(CommunityLandcareNetwork)andRussellWealands(HubertMillerPerpetualTrophy).

Morethan90communityandagencyrepresentativesattendacomprehensiveprogramof10presentationsataResearchReporting Day in Tatura with the theme of ‘Meeting theChallengeofVariability’.

32 communitymembers attend a tour conducted by theDepartmentofPrimaryIndustries,Goulburn-MurrayWaterandGoulburnBrokenCMAofMillewaNatureConservationandKanyapellaBasin,highlightingenvironmentalfeaturesandprogressofgroundwaterpumpingandenvironmentalenhancementworksbeingimplementedatbothsites.

Greater Shepparton City Council, supported by theGoulburn Broken CMA and many other organisations,adopts the RiverConnect Strategic Plan, helping to linkpeoplewiththeShepparton-Mooroopnariverineenvirons.

August A sustainable farming practices seminar by USA-basedfarmer Joel Salatin and hosted by the Goulburn BrokenCMAattractsmorethan130people.

The fifth anniversary of the Goulburn Broken LocalGovernmentBiodiversityReferenceGroupiscelebratedbytheGoulburnBrokenCMAandpartners.

Goulburn Broken CMA staff members present fivepapers and organise a workshop session on irrigationmodernisationinAustraliaattheIrrigationAustraliaLimitedconferenceinLaunceston.

DepartmentofPrimaryIndustriesEnvironmentProgramandFuture Farming Research Systems and Goulburn-MurrayWaterpresentapaperontheMillewaNatureConservationReserve to the Australian Water Association CatchmentManagementConferenceinWangaratta.

The watertable is mapped in the Shepparton IrrigationRegionforthe30thyearcontinuingtoinformdevelopmentofwholefarmplans.

September GoulburnBrokenCMAandtheDepartmentofSustainabilityand Environment coordinate over 40 community eventsas part of Biodiversity Month celebrations, providingopportunitiestolearnaboutandenjoythefloraandfaunaacrossNorthernVictoria.

October Morethan100peopleattendaWarbyRangesLandscapeRestoration Field Day organised by the Goulburn BrokenCMA,BirdsAustralia,NorthEastCMAandtheDepartmentofSustainabilityandEnvironment.TheWoodlandBirdsofNorth-eastVictoriabrochureislaunchedontheday.

The Goulburn Broken CMA is a Banksia EnvironmentalAwardfinalistforitsworkoverthelast10yearstopromoteandprotectthevaluesofspringwetlandsintheStrathbogieRangesandtheprogramofengagingTraditionalOwnersinnaturalresourcemanagementiniatives.

Goulburn Broken CMA staff and irrigation communityrepresentatives present national, state, regional and farmscale perspectives on water management in Australia atthe International Commission on Irrigation and DrainageConferenceinTehran,Iran.

Goulburn Broken CMA staff member, Wayne Tennant,participates in a water engineering management anddevelopment tour of China as part of the Bridge ofWaterCultureinitiativewithrepresentativesfromtheMurray-DarlingBasinAuthority,CSIRO,Chineseuniversities,membersoftheThreeGorgesDamProjectandtheUniversitiesofMelbourne,Monash,Open(UK)andWesternAustralia.

TheFarmWaterProgramsecuresanadditional$43millionfromtheVictorianOn-FarmStatePriorityProjectinitiative.Atotalof21gigalitresofwaterwillbesavedasaresultoftheon-farmirrigationupgrades.

November Celebration night for community representatives at Benallaconcludes 16 years of community engagement under theimplementationcommitteemodel.

25thAnniversaryofLandcareAwardsatGovernmentHousetocelebrateandrecognisethecontributionofLandcareinVictoriawithawardwinnersfromtheCatchmentincludingtheUpperGoulburnLandcareNetwork(BushfireRecoveryAward),GeckoCLaN(AustralianGovernmentInnovationinSustainableFarmPractices Award) and Goulburn Broken CMA staff memberKarenBrisbane(HeatherMitchellMemorialFellowship).

GoulburnBrokenCMAandGoulburn-MurrayWaterpresenttotheNationalWaterCommissionandMurray-DarlingBasinAuthorityontheachievementsoftheGoulburnBrokenCMAgroundwater and salt programs and their alignment withresearchprojectsintotheusageofshallowwatertables.

December A review of the Biodiversity Strategy for the GoulburnBroken Catchment 2010-15 finds that implementation oftheStrategyisprogressingwell,with75percentofactionseitherunderwayorongoing.

GoulburnBrokenCMAandGoulburn-MurrayWaterpresentto the Murray-Darling Basin Authority’s Basin SalinityManagement Strategy Independent Audit Group showingprogress of actions against the Goulburn Broken CMASalinityRegisterprogramtargetsisontrack.

Goulburn Broken CMA launches its Facebook page andbeginsinteractiveonlineengagement.

Goulburn Broken CMA hosts a visit from a ChinesedelegationoftheThreeGorgesCorporation.

Key events 2011

7

Overview


February Broken Boosey and Whroo Goldfields ConservationManagement Network’s produce and distribute 50002012 calendars to schools, post offices, businesses andagenciesacrossthenetworkregions.Thecalendarphotocompetitioninvolvesandincludesthoseinthecommunitywho might not otherwise be directly engaged in naturalresource management in the region, including schoolstudents.

Aworkshoponautomationofon-farmirrigationisheldinpartnership with Rubicon, targeting designers, irrigatorsandextensionstaff. Itdemonstratesawideacceptanceofthebenefitsofautomationinahighflowsituation.

Goulburn Broken CMA develops WeConnect.gbcma.vic.gov.au,anonlinestrategydevelopmenttool.

March Significant rainfall events across the region result inflooding across the northern part of the Catchment.Goulburn Broken CMA plays an important role in floodintelligenceandscenarioplanningintheIncidentControlCentre.

The Goulburn Broken CMA Climate Change IntergrationStrategy is endorsed. The Strategy, a first of it’s kind,consolidates a framework for implementing theGoulburnBrokenCMAclimatechangepolicy.

Atotalof237on-farmprojectsarefundedthroughRound2 of the Farm Water Program, which is funded by theAustralian Government’s On-Farm Irrigation EfficiencyProgram and the Victorian Government’s On-Farm StatePriorityProject.

The Broken Boosey and Whroo Goldfields ConservationManagementNetworks‘ReptilesandFrogs’guidelaunchedwith2,000copiesdistributedacrosstheCatchment.

State Member for Benalla Bill Sykes, on behalf of theMinister for Water, formally launches the Nagambieboardwalk signage, a community and Goulburn BrokenCMApartnershipproject.

Goulburn Broken CMA and Goulburn-Murray Water staffhost community and agency representatives from theMacallister IrrigationDistrict to discuss groundwater andsalinitymanagement.

April Environment and Climate Change Minister Ryan Smithannounces $2.2 million of Catchment projects, fundedthrough the Victorian Communities for Nature programincludingmorethan$590,000eachfortheBroken-BooseyandWhrooGoldfieldsConservationManagementNetworks.

Helen Reynolds is elected Chair and Heather du VallonDeputyChair at the inauguralmeetingof theSustainableIrrigationProgramAdvisoryGroup.

200peopleattendtheRiverConnectFestivalonthebanksoftheGoulburnRiverinShepparton.

May An$800,000fundingagreementwiththeNorthernVictorianIrrigation Renewal Project is endorsed by the GoulburnBroken CMA Board to assist whole farm plan incentivealignment with Northern Victorian Irrigation RenewalProjectconnection.

Goulburn Broken CMA presents projects to the NationalWater Commission ’Knowledge Sharing Road Show’includingriverhealth,waterplanningandmanagementandclimatechange.

FederalministersTonyBurkeandGregCombetannouncethefirstroundoftheCleanEnergyFutureBiodiversityFundprojects. $7,468,300 will be invested in the Catchmentwith theGoulburnBrokenCMA receiving$6,403,000 forprojectsrunningoversixyears.

Minister for the Environment and Climate Change, RyanSmith,visitsfloodandfirerecoverysitesandStrathbogieRanges Conservation Management Network work sites,launchesthe iSpyFrogsAppandFieldGuide,dineswithGoulburn Broken CMA and partners, meets Landcarenetworkchairsandfacilitators,andlaunchestheGoulburnBrokenCMAonlinestrategydevelopmenttoolWeConnect.vic.gov.au

WaterMinister,PeterWalsh,visitsamodernisedirrigationproperty at Mooroopna North to acknowledge significantprogress of the Goulburn Broken CMA-led Farm WaterProgram.

June The first water from Round 2 of the On-Farm IrrigationEfficiency Program and Victorian On-Farm State PriorityProjectfundedFarmWaterProgramprojectsistransferredto the Australian Government and on-farm workscommence.

Goulburn Broken CMA presents papers on farm water,surfacewatermanagement, environmentalwaterdelivery,returnofshallowwatertables,useofsalinewaterandhighflow irrigation research to the InternationalCommitteeonIrrigationandDrainageandIrrigationAustraliaConferenceinAdelaide.GoulburnBrokenCMAalsoholdaworkshoplookingatpartnershipsandtheimportanceofintegrationindeliveringirrigationmodernisationintheCatchment.

Nine community forums for the Regional CatchmentStrategyreviewprocessareheldacrosstheCatchment.

2012

Overview


Chairman’s review

The past 12 months have seen a numberof ongoing and new challenges facing theGoulburnBrokenCatchmentcommunity.

Flooding

Following high-energy upper Catchmentfloods in 2010 and 2011, much of theflat northern part of the Catchment wasinundated for several months from March2012 when the Broken-Boosey system

received its largestfloodonrecord. TheGoulburnBrokenCMAagainplayedaveryimportantroleintheIncidentControlCentrebyprovidingup-to-datefloodintelligence.TheGoulburnBrokenCMAwasdirectedbytheVictorianGovernmenttoinvokeSection133oftheWaterAct1989,a first for Victorian CMAs, resulting in construction of an emergencytemporarysandbagleveeonprivateland.Sincetheflood,theGoulburnBroken CMA and partner agencies, such as Goulburn-Murray Water,the Department of Sustainability and Environment, the Department ofPrimaryIndustriesandlocalgovernment,havebeenimplementingfloodrecoveryactivities.

Murray-Darling Basin Authority Basin Plan

While responding to natural disasters, the Murray-Darling BasinAuthority Basin Plan debate continued. The Goulburn Broken CMA’scomprehensiveresponsetotheproposedBasinPlan,whichhighlightsthe importance of regional socio-eoconomic factors, aligns with theVictorian Northern Region Sustainable Water Strategy, supportingenvironmental flows, recognising flow constraints, emphasising watersavingsfromworksandmeasuresandtheneedtomaintainmomentuminsalinityandwaterqualitystrategies.

Environmental Water

From mid-2011, as part of legislation that established the VictorianEnvironmentalWaterHolder,CMAsmustplanhowenvironmentalwaterwill be deployed in rivers and wetlands. The Goulburn Broken CMABoard endorsed the 2011-12 Broken Creek, Goulburn River, Barmah-Millewa,andwetlandseasonalwateringproposalstouseavailableriverflowsandenvironmentalentitlementsintheGoulburnandMurraywatersupplysystems.Aspartofimplementingtheseplans,155gigalitresweredelivered down theGoulburnRiver from lateOctober 2011 to January2012,thelargestenvironmentalflowinVictoria’shistory,withtheflow-releasepatternaimedattriggeringspawningofGoldenPerch,improvingmacro-invertebrate habitat and in-stream vegetation, and providingbenefitstotheLowerLakesinSouthAustralia.

Farm Water Program

TheGoulburnBrokenCMAcontinues to lead theFarmWaterProgramconsortium of North Central and North East CMAs, Goulburn-MurrayWater, Northern Victorian Irrigation Renewal Project, Dairy Australia,Murray Dairy, Northern Victorian Irrigators Inc, Department ofSustainabilityandEnvironmentandDepartmentofPrimaryIndustriesindeliveringtheFarmWaterProgram,generatingvaluableenvironmentalwaterforthecatchmentsandconsolidatingaviableirrigationindustry.Theconsortiumhasreceivedmorethan$100millionfromtheAustralianand Victorian governments for 360 on-farm irrigation infrastructureupgrade projects across the Goulburn Murray Irrigation District thatisexpected tosave52gigalitres (withhalfof thewatersavings tobetransferred to theCommonwealth andVictorian governments and halftoremainon-farm).Thedemandforon-farmefficiencyimprovementsisgreater than the fundingcurrentlyavailable through theFarmWaterProgram.Thechallengeswillbecontinuingtohighlightthevalueofthistypeofprojecttogovernmentcomparedtobuy-back,andsecuringfundsforallwillingparticipantsacrosstheGoulburnMurrayIrrigationDistrict.

Clean Energy Future Strategy

TheAustralianGovernment’sCarbonFarmingInitiativeandCleanEnergyFuture Land Sector Package precipitated opportunities for promotingcarboncapture in theCatchment, includingaverysuccessfulseminaronsustainablefarmingpractices,hostedbytheGoulburnBrokenCMAandledbyUSA-basedfarmer,JoelSalatin,whichwasattendedbymorethan130people.InMay2012,theCatchment’scommunitiescaptured$7.5million in thefirst roundof theBiodiversityFund,whichaims toachievebiodiversitygainswhilecapturingcarbonfromtheatmosphere.

Community Engagement

The new community engagementmodel was implemented across theCatchmentin2011-12.Currentandpastmembersofourimplementationcommittees were recognised for their contribution to catchmentmanagementinanightofcelebrationinNovember2011.SincethenanewSustainableIrrigationProgramAdvisoryGroup,communityEnvironmentalWateradvisorygroupsfortheGoulburnandBrokenRiversystems,andaLandandBiodiversityImplementationForumandLandHealthForumhavebeenestablished.TheGoulburnBrokenLocalGovernmentBiodiversityReference Group also celebrated its fifth anniversary in August 2011,with contributions of all eight local governments in the Catchment,Department of Sustainability and Environment, VicRoads, Goulburn-Murray Water and the Goulburn Broken CMA duly acknowledged. Anumber of other community engagement structures were reviewed,resulting in the Goulburn Broken CMA establishing a social mediapresencethroughFacebook,TwitterandaWiki.Community-basednaturalresource management activity continued to be reinvigorated with thefundingofsevenLandcarefacilitatorsintheregion,throughtheVictorianGovernment’sLandcareFacilitatorInitiative,andtheestablishmentoftwonewConservationManagementNetworks. TheChief ExecutiveOfficeralsoinstigatedregularmeetingswithLandcarenetworkchairstodiscussstrategicnaturalresourcemanagementalignmentandwilllooktoexpandthisnetworkfurtherin2012-13.

9

Overview


Goulburn Broken Regional Catchment Strategy

The review of the Goulburn Broken Regional Catchment Strategy hasoccupied a lot of the Goulburn Broken CMA’s time since late 2011.TheBoardhasdrivenaveryinclusiveprocess,providingall interestedparties with an opportunity to have input, underpinned by reviews ofsub-strategies(suchastheBiodiversityStrategyfortheGoulburnBrokenCatchment),developmentoftheGoulburnBrokenCMAClimateChangeIntegrationStrategyin2011-12andanunderstandingofcurrentdriversofchange,and theopportunity forall interestedparties tohave input.TherenewedRegionalCatchmentStrategywillcovertheperiod2012-18andtheGoulburnBrokenCMAhasembracedanewapproachtodriveinvestment prioritisation based on an understanding of the thresholdsaffecting the resilience of six different social-ecological systems thatmakeuptheCatchment.

The development of the Regional Catchment Strategy aligns withimplementation of the Hume Strategy for Sustainable Communities2010-20. Importantly, the Goulburn Broken CMA has ensured theRegional Catchment Strategy influences development of the HumeRegionGrowthPlanso thatenvironmentalperspectivesand resiliencethinkingisintegratedwithlanduseplanningastheregionpreparesforgrowth,whichispredictedtobethehighestinregionalVictoria,duringthenext20years.

Thank You

Theongoingsuccessof theGoulburnBrokenCMAduring2011-12isattributabletotheprofessionalismanddedicationoftheChiefExecutiveOfficer,ChrisNorman,themanagementandstaffandtheeffortsofourpartners andcommunity in implementing the variousworksprogramsto improve the environmental health and community wellbeing in theCatchment.

The Goulburn Broken CMA is a statutory authority of the VictorianGovernment.SupportforsomeofitsactivitiescomesfromtheVictorianGovernmentthroughtheDepartmentofSustainabilityandEnvironmentunder the authority of the Minister for the Environment and ClimateChange,MrRyanSmith,andtheMinisterforWater,MrPeterWalsh.TheGoulburnBrokenCMAismostgratefultotheMinistersandtheofficersof theDepartmentofSustainability andEnvironment for theirongoingsupport.TheGoulburnBrokenCMAalsoacknowledgesandappreciatesthe significant support it receives from the Australian Government,particularlythroughtheCaringforourCountryprogram.

ThegovernanceandadviceprovidedbytheBoardhasbeeninvaluableandIwishtoacknowledgetheveryhighlevelofcontributionfromthenewDirectorsappointedinOctober2011,namelyDrJohnCraven,MrMikeDalmau,MsAilsa Fox,MrSandyMacKenzie,MrRossRunnallsandMsRien Silverstein. Thesemembers, alongwith the continuingexcellent input fromMrMurrayChapmanandMrRussellPell,willbecritical inprovidingdirection to theGoulburnBrokenCMAas itseeksbusiness efficiencies andembeddingcatchment resilience in thewayweoperatewhilstfacingarangeoffundingchallenges.

Report of operations

Inaccordancewith theFinancial Management Act 1994, IampleasedtopresenttheReportofOperationsfortheGoulburnBrokenCatchmentManagementAuthorityfortheyearending30thJune2012.

PeterFRyanChairman

Overview


The Goulburn Broken CMA continued tosuccessfullydeliverimportantenvironmentalprograms during 2011-12 in the face ofsignificant change. This delivery wasunderpinnedbystrongregionalpartnershipsand a skilled and committed workforce.Both of which, when complemented by aprogressive Catchment community, havechallenged the Goulburn Broken CMA tocontinuallydevelopnewprogramsandnew

managementapproacheswithinadynamicenvironment.Inthelast12months, this hasbeenepitomised through the reviewof ourRegionalCatchment Strategy which describes how we have evolved over thepast 20 years from a focus on a single threat (salinity) to integratedcatchment management (including water quality and biodiversity) toanunderstandingofecosystemservices(suchascleanairandwater,productive soils) to now embedding resilience into our thinking andplanning.Resilienceisanunderstandingofhowasystemcanmaintainitsfunctions(i.e.deliverthevaluableecosystemservicesweneed)whilecopingwithallthechangesimposeduponit.Thisresilienceapproachwillseeusdeliveractivitiesinthefuturebasedonsixsocial-ecologicalsystemscharacterisedintheGoulburnBrokenCatchment.

Community Engagement

Oneofthekeychangesimplementedduring2011-12bytheGoulburnBroken CMA has been a new approach to community engagementmoving from two implementation committees to a broad range ofcommunity advisory groupswith a ’whole of catchment’ focus basedonourthreedeliveryprograms,namelySustainableIrrigation,LandandBiodiversity,andRiverandWetlandHealthandFloodplainManagement.This has been complemented by a continued focus on communitynaturalresourcemanagementgroups,suchasthe93Landcaregroupsandsixnetworks,fiveConservationManagementNetworks,andvariousalliances and “friends of” groups. The Goulburn Broken CMA hassignificantlyincreaseditsmediacoveragein2011-12(includingatotalof55mediareleases),runanumberofcommunityeventsandfielddays,andestablishedacomprehensiveonlinepresenceusingsocialmediatoengagewithabroaderrangeofourcommunity.

An initial step in implementing the Goulburn Broken CMA’s newengagement strategy was to host the first ever ‘whole of catchment’LandcareAwardsinJuly2011.Thiswasattendedby160peoplewithawardwinnersincludingtheGeckoCLaN(SustainableFarmingAward),SheppartonHighSchoolandBunningsShepparton(EducationAward),KoyugaKanyapellaLandcareGroup(CommunityLandcareGroupAward),Upper Goulburn Landcare Network (Community Landcare NetworkAward),andRussellWealands(HubertMillerPerpetualTrophy).

Responding to Natural Disasters

Natural disasters again shaped our onground works during 2011-12.We implemented a Flood Employment Program in the Cornella andWanalta Creek catchment areas in response to the 2010 and 2011floodsinconjunctionwiththeCornellaLocalAreaPlanImplementationCommittee. The Program provided valuable employment for localfarmers in the regionwhile rehabilitating damaged natural assets andinfrastructure.Thisdeliveredmorethan90worksprojectsinvolving28landowners including57flooddamaged creek crossings repaired, 13kilometresofdamaged fencing removedand replaced,23hectaresofweedcontroland5hectaresofrevegetation. Inresponseto the2012floods, theGoulburnBrokenCMA submitted aNaturalDisaster ReliefandRecoveryArrangementsfundingapplicationfor$738,000torepairfloodaffectedwaterways throughout theBroken-BooseyCreeksystem.In addition, flood studies have been instigated for Shepparton EastOverland, SheppartonMooroopna, Corop Lake and Violet Town. TheGoulburn Broken CMA also presented to the Victorian GovernmentEnvironment and Natural Resources Committee Inquiry on WaterwayManagementontwooccasions,sharingourexperiencesandlearnings.

Successful Program Delivery

Environmentalwaterdeliveryoccupiedalotofplanningandmonitoringtimeduring2011-12.AnnualWateringPlanswereimplementedfortheGoulburnRiver,BrokenCreek,Barmah-MillewaForestandkeyregulatedwetlands.Environmentalwaterallocations,alongwithsignificantrainfallinearlyMarch,sawasignificantGoldenPerchandSilverPerchspawningevent,butunfortunatelyalsoanexplosion incarpbreedingacross theCatchment.Thousandsofwaterbirdsbredinourwetlandsafteraperiodofdryness.Ironically,thechallengeforthesewetlandsduringthenext12monthswillbetoreinstateadryingregime.

The Farm Water Program continued to capture funding for irrigatorsacrosstheGoulburnMurrayIrrigationDistricttomodernisetheirfarmsin alignment with the irrigation modernisation work undertaken bytheNorthernVictorian IrrigationRenewalProject. By theendof June2012,theFarmWaterProgramhadcapturedmorethanof$100million,including $25million from round two of the AustralianGovernment’sOn-FarmIrrigationEfficiencyProgramand$43millionfromtheVictorianGovernment’sOn-farmStatePriorityProgramin2011-12. Almost60percentofthe148Round1projectshavebeencompletedgenerating18 gigalitres ofwater to be shared between the environment and on-farm to drive increased production. The works completed to dateinclude lasering (1,696 hectares); drainage (752 hectares); fast flowand automation (752 hectares); farm channel reconnection, fast flowandautomation(210hectares);pipeandrise,fastflowandautomation(3,152hectares);irrigationscheduling(157hectares);andfarmchannelupgrades(6.1kilometres).ThesuccessofthisProgramwashighlightedattheInternationalCommissiononIrrigationandDrainageConferencein Tehran, Iran in October 2011. Program achievements were alsoacknowledged byWaterMinister, PeterWalsh, inMay 2012when heinspectedamodernisedirrigationpropertyatMooroopnaNorth.

Chief Executive Officer’s report

11

Overview


2012 represents the 30th year of watertable mapping across theShepparton IrrigationRegion. TheSustainable IrrigationProgramhasused this data to drive implementation of 223 whole farm plans and0.6kilometresofdrainsoverthepast12months,complementingworkscompletedsince1990.

During2011-12, theGoulburnBrokenCMA implemented thewetlandand woodland tender programs across 848 hectares involving 120landholders. This project is driving significant environmental gainsin high priority areas. InMay 2012, the Goulburn Broken CMA wasalso notified that three of its four Biodiversity Fund applicationsweresuccessful to a total value of $6.40million. These projects will bedeliveredoverthenextsixyears,supportingthekeystrategicdirectionsoftheBiodiversityStrategyfortheGoulburnBrokenCatchment.

InlateMay2012EnvironmentandClimateChangeMinister,RyanSmith,visitedtheCatchment.Duringhisvisit,theMinisterlaunchedtheiSpyFrogsAppandFieldGuide,developed inconjunctionwith theBrokenBooseyConservationManagementNetworkandMuseumVictoria.

Driving Efficiencies

With the next 12 months providing a number of funding challengesfortheGoulburnBrokenCMAanditspartners,theorganisationwillbelookingtodrivefurtherefficienciesthroughourdeliveryapproachesandinternal operations. This focus will be guided by the OrganisationalBusinessPerformanceReviewundertakeninOctober2011.ThisReviewbenchmarked us against other natural resource management bodiesacrossAustraliawhohaveundertakenasimilar review. TheGoulburnBrokenCMAwasassessedasperforminginthetopquartileforfiveofthesevencriteriaandthetophalffortheremainingtwo.Theprioritiesfromthisworkoverthenext12monthsincludesaWorkforceStrategy,clarityofdecisionmakingprocesses,aformalcontinuousimprovementapproach,andareviewofthestructureanduseoftheCorporatePlan.Future delivery models will be influenced by the implementation ofthe 2012-18RegionalCatchment Strategy and newprojects capturedthrough the Biodiversity Fund and Farm Water Program, as well aspreparing for the release of theCaring for ourCountryBusinessPlanphasetwo.UnderpinningallofthisisadedicatedworkforcecommittedtotheGoulburnBrokenCatchment.ResultsfromtheJune2012PeopleMatterSurveyreinforcedthiswith85percentof theGoulburnBrokenCMAstaffachievinghighjobsatisfaction(upfrom81percentin2010).

Inmeeting thesechallenges, theGoulburnBrokenCMA looks forwardto its ongoing partnership with the Department of Sustainabilityand Environment, Department of Primary Industries, Department ofPlanning and Community Development, Department of Sustainability,Environment, Water, Population and Communities, Department ofAgriculture Fisheries and Forestry, Goulburn-Murray Water, GoulburnValley Water, Parks Victoria, Trust for Nature, Murray Dairy, localgovernment, Victorian Farmers Federation, Traditional Owner groups,andtheCatchmentcommunity.IpersonallythanktheGoulburnBrokenCMABoardforitscontinuedencouragement,ablyledbyChairmanPeterRyan. Finally, I thank the staff of theGoulburnBrokenCMA for theirtremendoussupportoverthepast12monthsandlookforwardtoworkingwiththemtocontinueourworkinbuildingtheresilienceoftheGoulburnBrokenCatchment.

ChrisNormanChief Executive Officer

Overview


MostoutputtargetslistedintheCorporatePlanwereachievedin2011-12.Therewerefewworkstargetsthatwerenotmet(seeAppendix3,Outputsdetailedlistofachievements,onpage114).

Summaryscorecardsbelowandonthefollowingpageareexplainedinmoredetailinindividualinvestmentareasectionsofthisreport.

Appendix 1, ‘Understanding progress and ratings’ (page 78), describes the analytical framework, including outputs, targets, investment areas andintegration,andratings.

Investment and gross output performances in investment areas

Investment area i

Investment ii

(including partnership funds) 2011-12 performanceiv

(outputs)Detailspage2009-10

$0002010-11

$0002011-12

$000

Forecast iii

2012-13$000

The Environment

1 Sustainableirrigation 80 1aSheppartonIrrigationRegionsalinity 8,607 29,631 24,928 47,247 Ontarget 802 Riverandwetlandhealthandfloodplainmanagement 85

2aEnvironmentalflows Combined investment

of 2a, 2b & 2c:

12,398v

Combined investment

of 2a, 2b & 2c: 5,599

Combined investment

of 2a, 2b & 2c:5,430

Combined investment of 2a, 2b,&

2c:3,896

Ontarget 88

2bRiparianandinstreamhabitatandchannelform Ontarget 90

2cWaterquality(nutrients)inriversandstreams Ontarget 93

2dFloodplainmanagement 614 832 496 362 Ontarget 973Landandbiodiversity 99 3aBiodiversity 2,512 6,467 5,244 4,450 Ontarget 100 3bLandhealthincludingdrylandsalinity 1,821 433 1,293 1,337 106 3cInvasiveplantsandanimalsvi 0 0 0 Ontarget 111

The Business (Corporate)AGovernancevii 2,025 1,918 1,516 1,113 Ontarget 35BCollaborationsandcommunities 1,928 1,700 710 742 Ontarget 17CPlanningandresponding PartofA 22DHumanresourcesviii 4,402 6,436 6,153 Ontarget 29EEnvironmentalfootprintviii 0 18 20 25 Ontarget 27

InvestmentareasandintegrationbetweenthemaredescribedinAppendix1onpage78.ii Investmentfiguresincludefundingtopartners.iii BasedonadviceatAugust2012.iv Performance ratingsarebasedonoutputsachievedas listedunder investmentareadetails in thisannual report. Targetsaredeterminedbyconsidering levelsof

governmentfundingaslistedintheCorporatePlanonly(governmentfundsorfundsfromothersourcesarrivingaftertheCorporatePlanwasfinalisedarenotconsideredwithinthesetargets).OutputsaredescribedinAppendix3onpage114.

v Includes$3.5millionforfirerecoveryfor2009-10.From2010-11,investmentshownisforcorefunding.Priorto2010-11,figuresalsoincludedinvestmentfromshort-term,opportunisticsourcessuchastheDroughtEmploymentProgramandproceedsfromthesaleofpartoftheWaterQualityReserve.

vi FundingtoDPIPestPlantsandAnimalprogramisnotincludedintheregionalinvestmentprocessfor2009-10,2010-11and2011-12.vii Amountrestatedin2009-10toincludePlanningandrespondinginvestment,ensuringconsistencywith2010-11and2011-12reporting.Amountsin2009-10and

2010-11includedassetsales.viii Thesearecostsratherthaninvestment.Costsareembeddedwithinotherinvestmentareas.

Annual scorecards

Ratings legend: insidefrontcover

13

Overview

GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12 Ratings legend: insidefrontcover

Aggregate output performance across all investment areasi in 2011-12

Output i Achieved TargetiiPerformance

% achieved RatingRemnantvegetationfenced,hectares 888 869 102 OntargetLong-termconservationagreements,hectaresiii 360 384 94 OntargetIndigenousrevegetation(planted),hectares 1995 1885 106 OntargetIrrigationdrainsbuilt,kilometres 0.6 3 2200 WellbelowtargetReusesystemsinstalled,numbers 25 22 115 ExceededtargetIrrigationsystemsimprovedinSIR,hectares 24,000 24,145 101 OntargetGroundwaterpumpsinstalled,numbers 1 1 100 OntargetWeedstreated,hectares 1372 668 205 ExceededtargetRabbitsandfoxestreated,hectares 60882 575 noteiv ExceededtargetRiverorstreambedandbankprotectionactions,kilometres 19 7.5 252 ExceededtargetFishwaystructuresinstalledandbarriersmodified,numbers 2 1 200 ExceededtargetAquatichabitatworksv,numbers 20 25 78 Belowtargetvii

Threatenedspeciesprojects,numbers 110 110 100 OntargetWholefarmplansprepared,numbers 365 335 109 Ontarget

i Outputsshowninthistablearederivedfromthemoredetailedsetonpage114.OutputsaredescribedinAppendix1onpage78.Detailedoutputsrelatingtoeachinvestmentareaarelistedinsectionsdevotedtoeachinvestmentareathroughoutthisreport.

ii TargetsaredeterminedbyconsideringlevelsofgovernmentfundingaslistedintheCorporatePlanonly(governmentfundsorfundsfromothersourcesarrivingaftertheCorporatePlanwasfinalisedarenotconsideredwithinthesetargets).

iii Theseareshownas‘Bindingmanagementagreements’inthedetailedoutputsonpage114.iv FoxcontroloutputswereachievedthroughtheBrokenBooseyandWhrooGoldfieldsCMNsandthe2011-12targetislowbecauseadditionalfundingwasobtainedduring

theyear,aftertheCorporatePlanwasfinalised.v Theseareshownas‘SignificantlyEnhancedAquaticRefugia’intheoutputstableonpage114.

Descriptions of output performance

Casestudies(onpages21,84,96and110)andinvestmentareadetails(Appendix2,page80to113)describeactionsundertakenin2011-12andillustrateintegrationbetweenprograms,governmentagencies,regionalauthorities,communityorganisationsandindividuals.

Overview


Indigenous revegetation (planted),ha

Substantialareaswererevegetatedin2011-12througharangeofprojects.Graphincludesnaturalregenerationandrevegetationworksaspartofthese

achievementsandtargetfigures.

Whilecoreactionsofthe1990salinityplancontinuetobeimplemented(page80),reducedfundingin2011-12resultedindecreasedachievements.Groundwaterinvestigationswerecompletedatsixsitestwoweresuitableforprivatepumping.Therearenoinvestigationsinprogressoronthewaitinglist.

Targetfor2011-12Legend

Outputs achieved 2003-04 to 2011-12 and forecast 2012-13 Thefollowinggraphsshowthatongroundactionachievementlevelsfluctuatesignificantlyfromyear-to-year,usuallyaccordingtoavailablegovernmentfunding.

The13-yearlongdryperiodupuntil2010resultedingreateremphasisonwater-useefficiencyactions,suchasinstallingreusesystemsandimprovingirrigationsystems,whichareconsistentwithdirectionssetin1989and1996(seepage83)thattargetedachievingsalinitybenefitsandwaterquality.

Investmentinnativevegetationhasincreasedsignificantlyovertheyears,andtheGoulburnBrokenCMAhasdeliveredwhenincreasedfundinghasbeenavailable(suchasthroughtheDroughtEmploymentProgramfrom2006-07to2008-09).

WholefarmplansensurethatworksatthefarmscaleareconsistentwiththeneedsoftheCatchment,asdescribedinwhole-of-Catchmentstrategiesandplans.Atotalof92.6percentofthefarmedareaintheSheppartonIrrigationRegioniscoveredbywholefarmplans,whicharecriticaltocapitaliseoninvestmentinmodernisingirrigationdeliveryinfrastructurethroughtheNorthernVictoriaIrrigationRenewalProject(seepage82andmapinAppendix4,page116).

Outputsshowninthefollowinggraphsarederivedfromthemoredetailedsetofoutputsonpage114.Outputs,includinglimitationsinmeasuringthem,aredescribedinAppendix1onpage78.

Note on forecast targets:

Forecastoutputtargetsaregenerallylowerthanwhatwasachievedpreviouslybecausetheyarebasedonindicativeratherthanactualfundingreceived.ForecastsarebasedonfigurescitedintheCorporatePlanfortheforthcomingfinancialyearanddonottakeintoaccountnewfundingopportunitiesthatmayarise.

Remnant vegetation fenced,ha

Significantareasofremnantswereagainfencedasaresultofenvironmentalgrantsandotherprojects.(Increasedachievementsin2007-08and

2008-09werelargelyduetoDroughtEmploymentProgramfunding,whichfinishedin2008-09.)

10

23

32

8

17

69

2.5 11

Groundwater pumps installed,numbersIrrigation drains built, km

39

22

13 14

19

25

12

0 1

9

829706

1,055

1,294

758

460

895945

1,403 1,383

1,995

643 743 886 640

1,517

5,040

3,622

1,284 1,543888

732

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

560

0

15

Overview


9 11

41

1612 13

85

19

Legend

Targetfor2011-12

Weeds treated,ha

Note:TheDepartmentofPrimaryIndustriesBiosecurityVictoria’sPestPlantandAnimalProgramwasremovedfromtheGoulburnBrokenCMA’sinvestmentprocessfrom2009-10,althoughtheProgram’sachievements

werereportedinGoulburnBrokenCMA’s2009-10AnnualReport.

Rabbits and foxes treated,ha

WhrooGoldfieldsandBrokenBooseyConservationManagementNetworks(CMNs)aremajorcontributorstofoxcontrol(page112).(Fundingfor

CMNswasreceivedafterCorporatePlantargetswereset.)

113,950

89,900

109,800

45,770

1,5300

119,006

94,410

60,88258,628

525

Irrigation systems improved in Shepparton Irrigation Region,ha

ThisincludesactualworksundertakenthroughtheFarmWaterProgram(4,304hectares)plusworksexpectedtobecompleted(assumptionof90

percent)throughthedevelopmentofWholeFarmPlans.

InvestmentinreusesystemsrecommencedviatheFarmWaterProgram(page112).

Whole farm plans prepared,numbers

StrongdemandacrossthedrylandandSheppartonIrrigationRegioncontinues. Forecastfor2012-13reflectschangestoprioritiesandreducedfunding.

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

02-03 03-04 05-06 07-08 09-10 11-1204-05 06-07 08-09 10-11 Forecast 12-13

371

259

341363

262

185232

331365

136

369

21,083

10,031 10,325

13,232

8,5806,060

8,967

14,217

20,050

24,145

14,073

38,55236,990

9,676

424 1372

11,191

09-1007-0806-07 08-09 10-11 11-12

53

Forecast 12-13

Reuse systems installed,numbers

99

7865 70

5666

132

76

7

25

River or stream bed and bank protection actions,km

0.35

16

48

GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12

Overview


Therearesignificantdifferencesbetweeninvestmentareasintheprogressofimplementinglong-termstrategiesandinchangestotheconditionoftheGoulburnBrokenCatchment(seetablebelow).ThisisoftensimplybecausetherearevastdifferencesbetweeninvestmentareasinmethodsusedtoassessCatchmentconditionandtosettargetsinlong-termstrategies,whichreflecttheinfancyofnaturalresourcemanagementasadiscipline.

Ratingsinthefollowingtableareexplainedininvestmentareareports(asreferencedintherighthandcolumn).Appendix1,‘Understandingprogressandratings’(page78),discussesissuesrelatedtomeasuringprogress.

GoulburnBrokenCMAstrategiesgenerallyhavealong-termfocus,whichencouragesintegrationandtheachievementofmultiplebenefitsfromsingleactions.Thishelpstominimisetheimpactsoffluctuatinggovernmentcommitmenttodifferentinvestmentareas.

Long-term strategy implementation progress and Catchment condition

Investment area

Long-term strategy implementation progressi Catchment condition i

Detailspage

Strategy life ii Progress

Gov’t funding trend 1990 iii 2012 Trend

The Environment

1Salinity:watertablesandRiverMurraysalinity

1aSheppartonIrrigationRegionsalinity 1990-2020 Ontarget n Poor Good i 80

2Riverandwetlandhealthandfloodplainmanagement

2aEnvironmentalflows 2004-present Ontarget i Poor Good h 88

2bRiparianandinstreamhabitatandchannelform 2005-2015 Belowtarget i Poor Satisfactoryiv h 90

2cWaterquality(nutrients)inriversandstreams 1996-2016 Exceeding

target i Verypoor Satisfactoryiv h 93

2dFloodplainmanagement 2002-2012 Exceedingtarget i Verypoor Poor h 97

3Landandbiodiversity

3aBiodiversity2000-20302010-2015

Ontarget i Poor Pooriv n 100

3bLandhealthincludingdrylandsalinity 1990-2050 Belowtarget n Poor Satisfactory h 106

3cInvasiveplantsandanimals 2010-2015 Belowtarget n Poor Poor n 111

The Business (Corporate)

AGovernance Rolling5yearCorporatePlan Ontarget i n.a. Satisfactory n 35

BCollaborationsandcommunities 2005-present Ontarget n Poor Satisfactory h 17

CPlanningandresponding Rolling5yearCorporatePlan Ontarget n Poor Satisfactory h 22

DHumanresources various Ontarget n Satisfactory Good h 29

EEnvironmentalfootprint 2012-14 Ontarget n Verypoorv Poorv h 27

i Strategyimplementationprogressconsidersevidenceofoutputscompletedagainsttargets,includingongroundworksandtaskstoimprovemanagementsystems.Catchmentconditionratingsconsiderevidenceofenvironmentalorbusinesscondition,socialandeconomichealthandmanagementsystems.Catchmentconditionencompassesmorethanjustbiophysicalcondition.Appendix1onpage78describestheratingsmethodologyinmoredetail.

ii Strategiesvaryinformalityandcomprehensiveness.Refertodetailedsectionsforlistsofstrategies.Strategylifeincludestimetakenforcapacitybuildingtaskstobecompletedinmediumterm(usuallythreetofiveyears)andfor‘TheEnvironment’investmentareas,timetakenforchangestobeachievedoverthelong-term(usually10to50years).

iii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofwhatthesituationwaslikein1990.1990isausefulreferenceyearbecauseitwasaboutthistimethatintegratedcatchmentmanagementbeganandsufficienttimehaselapsedsinceformeaningfulquestionsaboutlong-termchangetobeasked.

iv MorethanonethirdoftheCatchment’swoodyvegetation(includingriparianvegetation)wasburntby2006and2009fires(long-termimpactsareunknown).v Ratingsareabouttheconditionoftheorganisation(withrespecttoitsenvironmentalfootprint)ratherthantheconditionoftheCatchment.

Long-term scorecard


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GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12

Collaborations and communities

Government investment, $0002009-10 2010-11 2011-12 2012-13i Trend

1,928 1,700 710 742 n

i ForecastbasedonfundingadviceatAugust2012.

Major strategic references

• GoulburnBrokenCommunityLandcareSupportStrategy,2009-11• Aboriginal Heritage Act, 2006• COAGClosingtheGapinitiative,2008• YortaYortaCooperativeManagementAgreement,2004• YortaYortaTraditionalLandManagementAgreement,2010• GoulburnBrokenCMACommunicationandMarketingStrategy,2010-2011• GoulburnBrokenCMACommunityEngagementPlan,2011-12• Variousmemorandaofunderstanding

BackgroundThissectiondemonstrateshowtheGoulburnBrokenCMAiscommittedto stakeholder involvement, integration of disciplines and ongroundworks.

Theregionalcommunityinvestsmorethanonedollarforeverydollarofgovernment fundingdespitecontinuingchallenges(seegraphbelow).InfluencinghowothersinvestisthereforeaveryimportantactivityfortheGoulburnBrokenCMA.

Annual performance, long-term strategy implementation progress and Catchment condition change

Decision focusi Examples of evidence used to inform decisions 1990ii Certainty of rating 2012 Certainty

of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived)CorporatePlanKPIs(seepage47) n.a. Ontarget Medium n.a.

Long-termstrategyimplementationprogress

Outputs(tasksscheduledtobecompletedinvariousengagementstrategies) n.a. Ontarget Medium n.a.

Catchmentconditioniv

-Surveysofstrengthsofrelationships-Memorandaofunderstanding-Chartersforvariouscommunityengagementgroups-Uniformregulationsdeveloped-Jointforums-Sharedstaffing-Fundsfromvarioussourcescontributingtonaturalresourcemanagement-Corporatememory-Managementsystems

Poor Low Satisfactory Low h

i SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofwhatthesituationwaslikein1990.iii Assumedtoparallelgovernmentfundingtrend.iv ThereferencepointistakentobethetimejustpriortoEuropeansettlement,atwhichtimetheCatchmentisconsideredtohavebeeninexcellentcondition

CompiledbyChrisNorman,AmandaMcClaren,TonyKubeil,CarlWalters,GayeSutherland,NevilleAtkinson,KarenBrisbane,SimonCasanelia,JaneRoots,HelenMurdoch,RhiannonApted,RachaelSpokes,RodMcLennanandMelanieHaddow.


$7.6 $8.0

$24.5

$8.0

$61.8 $7.1

$26.4

$19.9

$27.5

$59.7

$16.5

Major contributions to natural resource management, $million

0

20

40

60

80

100

120CommunityCommonwealthState

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

i Community investment increased significantly from 2009-10 because ofmajorcontributionsfromtheState($10.7millionin2010-11and$43millionin2011-12)and theCommonwealthGovernment ($12million in2010-11and$25millionin2011-12)totheFarmWaterprogram.

ii. Includedinthe2010-11contributionsis$5.3millionfromtheFarmWaterProgramwhichisreflectedasunearnedrevenueintheFinancialStatements

iii. Included in the 2011-12 contributions is $17.5 million ($10.5 millionCommonwealthand$4.7millionState)fromtheFarmWaterProgramwhichisreflectedasunearnedrevenueintheFinancialStatements.

$31.6

$42.7

$25.0 Stakeholders include private landholders, Victorian and Australiangovernmentfunders,governmentagencies,corporateandphilanthropicfunders, Traditional Owners, local government, community naturalresource management groups, individuals and politicians. The tablein Appendix 6 on page 118 summarises theGoulburnBrokenCMA’srelationshipswithstakeholders.

Traditional Owners are recognised through the Council of AustralianGovernments Closing the Gap initiative (2008); and the VictorianGovernment’sAboriginal Heritage Act 2006.TherearealsocooperativemanagementandtraditionallandmanagementagreementsthatdirecttheGoulburnBrokenCMAtoengageTraditionalOwnersthroughRegisteredAboriginalParties,theTaungurungClansAboriginalCorporationandtheYortaYortaNationAboriginalCorporation.

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New Program and engagement structure

In 2011-12, the Goulburn Broken CMA implemented a new strategicplanningframeworkthatalignsstrategy, investment,staffingstructuresandcommunityengagementapproaches.

The new approach supports a ‘whole of catchment’ focus for someaspectsofcommunityengagement,whileallowing formodels tovaryacrosstheCatchmentforotherelements.Italsoretainspartsofexistingmodelsthatareworkingwell.

Whole of Catchment

Traditional Owners engagement

PromoteandincorporatetheprotectionofAboriginalCulturalHeritagebetweenRegisteredAboriginalPartiesandpartner

agencies

IndigenousFacilitatorandCulturalHeritageAdvisorsupporttheIndigenousprograms

fosteringtrustbetweenwiderandIndigenouscommunitiesandprotectionofTraditional

Owners’values

Community forums

Actasabarometerforcommunitynaturalresourcemanagementissues,advisingon

localprioritiesandprovidinginputintostrategydevelopment

Community-based natural resource management groups

MeetingswiththesixLandcarenetworkchairsstrengthensrelationshipsandconnectionto

GoulburnBrokenCMAanditsBoard

Supportprovidedforgroupstoaccessinformationandfundingtoachieveregional

andlocalpriorities

Delivery Programs

Sustainable Irrigation

Sustainable Irrigation Program Advisory Group and supporting working groups

Supportsandcommunicatestheimplementationofsustainableirrigationprioritiesandprovides

feedbackoncommunityviews

Engagesthecommunityandassistswithaprogramofworksdeliveredbygovernment

agencies,regionalauthoritiesandlandholders

Involvescommunityrepresentativeswithpartneragencysupport

Land and Biodiversity

Land and Biodiversity Implementation Forum Bringscommunitygroupsanddeliverypartnerstogethertodiscussdirectandplanonground

deliveryandfundingopportunities

Land Health ForumWorkswithcommunityandindustryinlandscapes

thathadagricultureasaprimarylanduse,intergratingopportunitiesforfundingandtraining

Individual landholder visitslandholderswhosignfiveand10year

managementagreementsarevisitedatleastonceperyear,aservicehighlyvaluedbylandholders

River and Wetland Health and Floodplain Management

Broken and Goulburn Environmental Water Advisory Groups

Adviseonenvironmentalwateruse,includingseasonalwateringproposalsandwater

managementplans,andenvironmentalhealthtrendsinrivers,creeksandwetlands.Thegroupscompriseofcommunitymembersandpartner

agencies

TheSheppartonIrrigationRegionandBrokenGoulburnimplementationcommittees were replaced in October 2011 by program–basedcommunityengagementapproaches,includingacommitmenttowhole-of-catchment community forums that advise senior management andsupport the three delivery programs (Sustainable Irrigation, Land andBiodiversity,andRiverandWetlandHealthandFloodplainManagement).This model assumes that community engagement is primarily aboutadvisingprogramdelivery,notdirectlyoverseeingimplementation.

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2011-12 performance TheGoulburnBrokenCMACommunicationandEngagementPlan2011-12heraldedseveralnewapproachesandpeople influencedstrategiesandprioritiesinmanyandvariedways.

The current revision of the Regional Catchment Strategy recognisesthecriticalroleofpeopleinmakingtheCatchmentresilient,andmanyopportunities for individual and other stakeholder contributions to theStrategy were created via one-on-one interviews, community forums,expertpanels,workshops,communityforums,andtheGoulburnBrokenCMA’sfirstforayintosocialmedia.

TheSustainable IrrigationProgramAdvisoryGroup, twoenvironmentalwateradvisorygroups,andaLandHealthForumwereestablished.

Landcare networks and groups, Conservation Management Networks,Traditional Owners, agency partners and the Catchment’s eight localgovernments continued to be heavily involved in development ofprioritiesandprogramdelivery.

Communityeducationactivitieswereoftenconductedinpartnershipwithotheragencies.

Whole-of catchment

Fifty five media releases prepared in 2011-12, an increase on the42 media releases generated in 2010-11. Media releases werecomplemented by paid print advertisements and television and radiointerviews.Anewstylewas applied to thewebsite after several yearsofconsultation.

The Goulburn Broken CMA launched into the world of social mediawithaFacebookpage,TwitteraccountandusedanonlineWikiwebsiteWeConnect.gbcma.vic.gov.au as an important part of its RegionalCatchmentStrategyreviewprocess.Anumberofvideoswereuploadedon to the Facebook page and a Social Media Usage Procedure wasdevelopedforstaff.

Community forumson the reviewof theRegionalCatchmentStrategywere held in Kilmore, Kinglake, Yea, Mansfield, Nagambie, Dookie,Tatura,NathaliaandMarysville.

Theresilience-approachbeingdevelopedandimplementedviathereviewof theRegionalCatchmentStrategyispresentingnewperspectivesonhowthelinksbetweenpeopleandnaturecanbemorepreciselytargeted:engagementmethodsareexpectedtocontinuallyevolve.TheGoulburnBrokenCMAhastakentheopportunitytoextensivelycanvastheideaswith communitymembers and other stakeholderswhile reviewing theRegionalCatchmentStrategyinvolvingin-depthface-to-faceinterviewsof 62 members of the Catchment’s communities, several workshopstotalling 63 participants, and opportunities for on-line contributionsinvolvingmorethan500participants(seealso‘Planningandresponding’sectionpage22).

This change to the community engagement process has improvedcommunicationsbetweenthenaturalresourcemanagementcommunity(includingLandcare,ConservationManagementNetworks,“friendsof”andfocusgroups)andtheGoulburnBrokenCMA.RegularmeetingswiththesixLandcarenetworkchairshasfurtherstrengthenedrelationships.RemovingthegeographicdividewithintheCatchmenthasalsoallowedefficiencygainsinthedeliveryofcatchment-widecommunityeducationgrantsandasingleLandcareAwardsevening.135peopleattendedthe2011-12LandcareAwardseveninginAugust2012.Awardwinnerswere;

GoulburnMurrayLandcareNetwork(Education),StrathallanFamilyLandcareGroup(CommunityGroup),WhrooGoldfieldsConservationManagementNetwork(Network)andShirleySaywell(HubertMillerPerpetual).

TheGoulburnBrokenCMAcontinued tomaintain strong relationshipswith all eight local government authorities in the Catchment with theCEOandRegionalCatchmentStrategyCoordinatormeetingwitheachtodiscusstheRegionalCatchmentStrategyreviewandkeynaturalresourcemanagementissuesfacingmunicipalities.

River and Wetland Health and Floodplain Management

In2011-12theGoulburnBrokenCMAandTaungurungClansAboriginalCorporation established a Memorandum of Understanding to targetBlackberry and Willow (Weeds of National Significance) acrossTaungurungCountrywith a focuson spring soaks and alpinebogs inthe upper Catchment. The three-year program supports a partnershipbetweentheGoulburnBrokenCMAandtheTaungurungcommunity toWorkonCountryandtofacilitatecollationandexchangeofTraditionalEcological Knowledge. These projects involve interpretive signage onTaungurung country and the recording of cultural sites and artefactslocated during weed control activities. In addition to developingrelationships with landholders involved directly in the protection ofwetlands,theprojectalsoassistedindevelopingpartnershipsbetweenthe Corporation and community; through Landcare, the StrathbogieRangesConservationManagementNetworkandalocalprimaryschool.

YortaYortaNationAboriginalCorporation,withthesupportofGoulburnBroken CMA through Australian Government Caring for our Countryfunding,establishedabusinessmodelandprospectustoestablishWokaWolla, a business arm of theCorporation that establishes IndigenousworkteamstoundertakecontractworksinnaturalresourcemanagementacrossYortaYortaCountry.WokaWollafences,revegetatesandcontrolsweedsacrossYortaYortaCountryaspartoftheProtectingtheEcologicalCharacter of Barmah (Caring for our Country) project, Sand RidgeWoodland (Caring for our Country) project and the Dookie BiolinksProgram.AplanisalsobeingdraftedtobetterengageTraditionalOwnersinnaturalresourcemanagementacrossYortaYortaCountry.

Traditional Ecological Knowledge exchange between Yorta Yorta andthewidercommunityisalsobeingpromotedthroughsignageprojectswithin Barmah National Park and the development of an inventory ofculturalsiteswithintheRamsarWetlandarea.

TheGoulburnBrokenCMAandtheYortaYortaconductedafive-dayYortaYortaYouthJourneyinOctober,whichinvolvedahikingandcanoeingtouracrossCountryfromtheWarbyRangestotheBarmahLakes.YortaYortaEldersandGoulburnBrokenCMAandpartneragencystaffworkedwith30IndigenoussecondaryschoolstudentsfromacrossYortaYortaCountryonnaturalandculturalresourcemanagement,leadershipskilltrainingandinfacilitatingtheexchangeofTraditionalEcologicalKnowledge.

The Goulburn Broken CMA continued to support WaterWatch andRiverConnect in 2011-12. WaterWatch continues to be a highlysuccessful community education program and its activities will beintegrated into natural resource management programs. WaterWatchestablishedamonitoringregimetoassessimpactsofregionalfloodingandthepossibleidentificationofblackwaterandlowdissolvedoxygen.This project complimented real-time monitoring. The RiverConnectStrategic Plan was formally launched at the inaugural RiverConnectFestivalinApril2012.RiverConnectalsoconductedcommunityguidedtourtrainingandspotlightwalks.

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The Broken Environmental Water Advisory Group and the GoulburnEnvironmental Water Advisory Group were established to advise onenvironmental water use, including seasonal watering proposals andwater management plans, and environmental health trends in rivers,creeks andwetlands. The groups comprise communitymembers andrepresentatives from partner agencies such asDepartment of PrimaryIndustries,DepartmentofSustainabilityandEnvironment,andGoulburn-MurrayWater.

Land and Biodiversity

Highlights for the Land and Biodiversity Implementation Forum thisyear included a session where all stakeholders discussed Catchmentprojects,providinganopportunityforcollaborationandaninformationsession looking at communicationwith landholders andbest practicemanagementofwoodlands.

A Land Health Forumwas established by the Goulburn Broken CMA,supported by the Federal Government, to work with community andindustry in landscapes that had agriculture as a primary land use.Community interest and contributions in the forum are integratingopportunitiesforfundingandtraining.

Supportwasprovidedtocommunitygroupsinaccessingphilanthropicand corporate funding and support via the Landcare CorporatePartnerships Coordinator. This state-wide position, funded by theVictorian Government and hosted by the Goulburn Broken CMA,encouragedstrategicplanninganddeliveredanincreaseofvolunteerismofmorethan1,700peopleandleveragedanadditional$99,000directtogroupsandnetworksacrossthestate.

Community knowledge about the possibilities around carbon farminghas been assisted through the Goulburn Broken CMA’s RegionalLandcare Facilitator (funded by the Australian Government). Usingsustainable farmingpracticesasaguidingprinciple, thispositionhasdeliveredinformation,fundingandsupporttoallowcommunitygroupsandnetworkstoimplementlocalandregionalpriorities.

This year has seen the first year of the Victorian Government’s 68Facilitators Initiativewhich has led to the creation of seven part-timepositionsinLandcarenetworksacrosstheCatchment.Throughservicedelivery in the sustainable farming area an additional 1.3 full timeequivalent positions have been provided to Landcare to support theiractivities.

Community-based natural resource management groups received$517,800 of support from the Victorian Landcare Program, fundingfivefulltimeequivalentfacilitators,andhaveleveragedmorethan$1.4milliondeliveringsupportto91groups,sixLandcarenetworksandfiveConservationManagementNetworks.

The Goulburn Broken Local Government Biodiversity Reference Groupcelebrated its fifth anniversary in August 2011. The Goulburn BrokenCMAwasinstrumentalinworkingwithMoiraShireCounciltoestablishtheGroup. In 2011-12 theGroup, which is led by local government,enjoyedstrongandconstructiveparticipationfromsevencouncilsintheCatchment,theDepartmentofSustainabilityandEnvironmentNorthEastRegionalServices,VicRoadsandGoulburn-MurrayWater.TheGrouphasdeliveredseveralsuccessfulprojectsanditscurrentproject,‘Biolinks–-a natural connection’, is a broader application of its philosophy andefforts.

Sustainable Irrigation

The Sustainable Irrigation Program Advisory Group held its inauguralmeetinginApril2012.TheGroupismakingappropriatelinksbetweenthe community, strategy and implementation, providing feedback onSustainable Irrigation Program priorities to reflect potential budgetimplications,providing input to the implementationof theFarmWaterProgram and identifying synergies between the Goulburn BrokenCMAand the irrigationmodernisationprograms.Alignmentwith localgovernmentwithintheSheppartonIrrigationRegionwasstrengthenedbydirectrepresentationontheGroupandGoulburn-MurrayWater’swaterservicescommittees.

Long-term strategy implementation progressThe Goulburn Broken CMA’s collaborative agreements and strategiesfor engaging stakeholders reflect the diversity of natural resourcemanagement.

All program sub-strategies include a communication and communityengagement action plan aligned to theGoulburnBrokenCMA’s over-archingCommunicationandMarketingStrategy2010-11.

Most sub-strategies are being implemented on schedule and areregularlyreviewedandcollaborativeagreementsarehonoured.

Catchment conditionGovernmentandregionalcommunities’objectivesareclearlyaligned:

- for every dollar invested by government, regional communities(including landholders) contributemore than one dollar, despitethecontinuingclimaticchallenges

- the Goulburn Broken regional community has a reputation fordelivering onground changes to improve its natural resources,whichreflectsthestrengthofrelationshipsbetweenitsmanyandvariedindividualsandorganisations

- community based natural resource management groups andnetworks involve more than 3,300 people and 8,320 hours ofvolunteertimeinnaturalresourcemanagementactivitieseveryyear(thesefiguresarefromjustthe52percentofgroupsandnetworksthatrespondedtoasurveyin2010-11)

- 40percentof theGoulburnBrokenCMA’sMunicipalCatchmentCoordinator position is fundedby the threemunicipalities in theSheppartonIrrigationRegion.Thesemunicipalitiesalsocontribute17percentoffundingforthePublicSalinityWorksoperationandmaintenancecostsandinsomecircumstancesfundroadstructuresonCommunitySurfaceDrains

UniformregulatorybackinghasbeendevelopedacrossmunicipalitiesintheSheppartonIrrigationRegionwithuniformplanningregulationsandnewirrigationdevelopmentguidelines.

Following the 2010, 2011 and 2012 floods, discussions betweenthe Goulburn Broken CMA and local government authorities havestrengthened the partnership approach to flood response and a flooddamagereporthasbeenprepared.

TheGoulburnBrokenCMAhasbeenrepresentedinsteeringcommitteesand consultation sessions during development of local governmentauthorities’ strategies looking at environmental management andadaptingandtransitioningtolesswater.Inaddition,theGoulburnBroken

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CMAhasbeeninvolvedinthedevelopmentoftheHumeRegionGrowthPlan,expectedtobecompletedinmid2013.ThePlanaimstoidentifyopportunities for encouraging and accommodating future growth andmanagingchangethatwilloccurduringthenext30years.

Corporate memory at all levels is a major problem because of staffturnover in thenatural resourcemanagement industry,consistentwiththechallengethathasemergedinthewesternworldsince1990inalljurisdictions: better information systems and legacy documents arebeingbuilttoinformnewstaffquicklysotheycanmorereadilyrespondtoneeds.

What’s next?Engagement with stakeholders will continue during the review of theRegionalCatchmentStrategy.

Partnerships with Indigenous communities will be maintained andenhanced and the wider community’s understanding of TraditionalEcologicalKnowledgewillbeexpanded.AreasofhighculturalvaluewillbeprotectedinpartnershipwithTraditionalOwners.

ThefollowingactionsfromtheGoulburnBrokenCMA’sCommunicationandMarketingStrategy2010-2011areprioritiesfor2012-13:

- reviewandupdatetheStrategy

- enhancethebrandingandmarketingoftheGoulburnBrokenCMAtoclearlydistinguishitfromGoulburn-MurrayWaterandGoulburnValleyWater;and

- completetheupgradeoftheGoulburnBrokenCMAwebsitebothindesignandsecurityofhosting.

Traditional ecological mapping through wetland protection in the Strathbogie RangesByGayeSutherland

TheTaungurungWeedsofNationalSignificance(WoNS)projectisajointprogrambetweenTaungurungClansAboriginalCorporationandtheGoulburnBrokenCMA,supportedbytheAustralianGovernment’sCaringforourCountry,forthecontrolofWoNSinhighprioritywetlands,andthecaptureandexchangeofTraditionalEcologicalKnowledgeacrossTaungurungcountry.WithintheStrathbogieRangestheinnovativeprojectisbuildingcross-culturalrelationshipswithTaungurungandlocallandholdersthroughlocalLandcarefacilitators.Theproject,whileprotectingrarewetlands, isalsofacilitatingthesharingofcultural informationheldbylandholders forgenerations.TheprojecthasgivenTaungurungpeopleaninstrumenttocreateaculturalmapoftheirTraditionallandsasutilisedbytheirancestors.

The project builds on the strength of existing relationships that Landcare facilitators have with local landholders, introducing the projectsupervisorasaTaungurungpersonandhighlightingthebenefitsandobjectivesoftheproject.Thisapproach,combinedwitheffectivedeliveryofweedcontrolonindividualpropertieshasfosteredcross-culturalrelationshipsandresultedinawillingnessforlandholderstosharelongheldknowledgetheyhaveaboutTraditionalOwnersuseoftheland.Thishasincludedsharingartefactsandotherculturalsitestheymayhaveontheirpropertyandthesharingofstoriespasseddownthroughgenerations,withsomelandholdersbeingdescendantsofthefirstEuropeanstosettlethearea.

ForTaungurungpeople,thecollectionandrecordingofTraditionalEcologicalKnowledgeisanessentialstepingatheringinformationaboutnaturalphenomenaandtheuseofthelandscapebytheirancestors:knowledgethathasdiminishedinthisregionduetolossandremovalofTaungurungpeoplefromTraditionallands,andothersocialfactorsthathavebrokendownTraditionalwaysofknowledgeexchange.

Case study

Liaisonwithgovernmentfunderswillcontinuetoensure:

- local community priorities are considered in programs such asCaringforourCountryBusinessphasetwo;and

- the impactofpotentialgaps in funding for regionalprioritiesareminimised.

Community-basednaturalresourcemanagementwillinvolve:

- developmentofaGoulburnBrokenCMACommunityandLandcareSupportPlan;

- deliveryofbaseline facilitation training to thenew68 facilitatorsacrossthestate;

- continuing to provide the catchment communitywith up to dateinformationonthedevelopingCarbonFarmingInitiativeandCleanEnergyFuture;

- continuing to develop relationships with community naturalresourcemanagementgroups;and

- deliveringVictorianLandcareProgramcommunitygrants.

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Planning and responding(including research and development)



of rating Trend

2011-12performance

CorporatePlanKPIsrelatedtoplanningandresponding(seepage47)

Strategiesandplansdeveloped,implemented,revisedorupdated

n.a. Ontarget High n.a.


Strategiesandplansdeveloped,implemented,revisedorupdated n.a. Ontarget Medium i iii

Catchmentcondition iv AnecdotalvSystemsinplacerelatedtoplanningandresponding Poor Medium Satisfactory Medium

i SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofwhatthesituationwaslikein1990.iii Assumedtoparallelthegovernmentfundingtrend.iv ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.v Examplesofanecdotalevidenceincludefeedbackfromexternalexperts,selectionofCatchmentforpilotingapproachestoemergingissues,adoptionbyothernatural

resourcemanagementregionsofapproachesdevelopedwithinCatchment,inclusionofCatchmentpeopleinState,NationalandInternationalknowledgeforums.

BackgroundThe Catchment community has continually adapted its approach tomanagingtheCatchment’snaturalresourcesunderchangingconditionsand new ideas for more than two decades. The major steps in thisevolutionhavebeen:

- asingle-threatfocus(salinity)inthelate1980s

- integratedcatchmentmanagementduringthe1990s

- outcomesbasedon‘ecosystemservices’intheearly2000s

- understandingandenhancingresilienceoftheCatchment’speopleandenvironmentasaninterconnectedsystemcurrently.

Thefirstcomprehensive,community-lednaturalresourcemanagementstrategiesinAustraliawerepreparedbytheGoulburnBrokencommunityin 1990; the Shepparton Irrigation Region Land and Water SalinityManagementPlanandtheGoulburnBrokenDrylandSalinityManagementPlan.

During the 1990s, pioneering approaches to strategy and planningin emerging fields, especially water quality and native vegetationmanagement,becamepartofanintegratedapproach.

TheCatchmenthasbeenthefocusofinternationalstudiesonecosystemservicesandresiliencethinkingsincetheearly2000s.ThereviewoftheGoulburn Broken Regional Catchment Strategy, to be finalised in late2012,willemphasise resilienceof theCatchment’s ‘social-ecologicalsystems’.

Government investment

• includedaspartofinvestmentin‘Governance’(page35).

Major strategic references• refertoRegionalCatchmentStrategyandsub-strategystructurediagramon

page23

Regional Catchment Strategy

The Goulburn Broken Regional Catchment Strategy, a requirement oftheCatchment and Land Protection Act 1994, was first developed in1997andrevisedin2003.Afurtherrevisionisexpectedbylate2012.The Regional Catchment Strategy provides high-level and integratedstrategicdirectionfornaturalresourcemanagement.

The Goulburn Broken CMA also uses theme-based sub-strategiestoprovidedirection, especially for investing inonground action. Thediagramonpage23demonstratestherelationshipbetweentheRegionalCatchmentStrategyandsub-strategies.

Corporate Plan

TheCorporatePlanispreparedannuallyinaccordancewithsections19Cand19DoftheCatchment and Land Protection Act1994.Itfollowshigh-leveldirectionsset in theRegionalCatchmentStrategyanddescribesBoardprioritiesbeyondrequirementsofgovernmentfunders.Itsatisfiesnew and emerging requirements from the Catchment community, theGoulburn Broken CMA Board and government funders, and includesannual details on investment and expected achievements withinprograms.

CompiledbyCaseyDamen,ChrisNorman,KateBruntandRodMcLennan


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Goulburn Broken CMA Corporate Plan 2011-12 to 2015-16

Prepared annually in accordance with sections 19C and 19D of the Catchment and Land Protection Act 1994; includes annual details on investment and expected achievements

Regional Catchment Strategy and sub-strategies structure

Climate change

A key issue impacting on the Catchment’s natural resources and henceall Goulburn Broken CMA sub-strategies is climate change. Projectionsfor future climate scenarios in the Catchment (2030) indicate there willbemorehotdays,reducedanderraticrainfall,lesssnowandfrosts,morefrequentextremeeventslikebushfiresandstorms,andextinctions.ThiswilllikelyhaveasignificantimpactontheCatchment’snatural,ruralandurbanenvironments.Natural ecosystems (terrestrial, freshwater andmarine) areconsideredtobemostvulnerabletotheeffectsofclimatechange.

TheGoulburnBrokenCMAstatementonClimateChangeis:

“In dealing with climate change and the likely impacts, the Goulburn Broken CMA will focus on adaptation strategies to increase catchment resilience; greenhouse gas sequestration activity (e.g. carbon brokering) will be engaged for the purpose of assisting adaptation responses; and mitigation initiatives led by local government will be actively supported.”

TheGoulburnBrokenCMAisimplementingthisstatementviaitsClimateChangeIntegrationStrategy2012-15,whichaimsto:

- integrateclimatechangeintotheGoulburnBrokenCMA’sprograms

- improveunderstandingofclimatechange

- poolandattractresources

- buildcatchmentresilienceintosequestrationactivities

- supportcommunitymitigation

- minimiseGoulburnBrokenCMA’sfootprint.

Research and development, evaluation and adaptationWhile government funding agencies require project reports on short-term performance and impacts on long-term progress, the lack of astandardised approach in catchment management reporting meansthatrequirementschangeregularlyandoftendifferbetweenandwithinagencies. Against this backdrop, the Goulburn Broken CMA has heldcritical evaluation processes constant, such as monitoring againstbenchmarks,allowinganunderstandingoflong-termprogress(includingimpactonCatchmentcondition)tobegained.

TheGoulburnBrokenCMAfollowsasystematicprocessofreviewingandupdatingplansandstrategiesassetout in theMonitoring,Evaluationand Reporting Strategy, 2004. Progress is monitored regularly andsometimes strategies or plans are updated earlier than scheduled, ornewstrategiesaredeveloped,inresponsetoemergingissuesorcriticaldrivers.Seewww.gbcma.vic.gov.auforarecordofhowandwhensub-strategieshavebeenevaluatedandadapted.

Integrated catchment management involves decisions based oninformation fromdifferent backgrounds and disciplines. TheGoulburnBrokenCMA’seffortstostandardiseoutputssince2002-03(seepage114)andtosummariseprogressvialong-termscorecardssince2005-06(seepage16)areimportantindevelopingauniformlanguageandframework,enablingcomparisonsovertime,andhelpingtheGoulburnBroken CMA, the community, agencies and government investors tounderstand the benefits and trade-offs of decisions. The framework

Biophysically focused sub-strategies

“whole-of-catchment” theme based substrategies and action plans providing the detail required to develop investment plans and guide program delivery

Supporting sub-strategies

Strategies and plans to support development and implementation (on ground works) of sub-strategies

Biodiversity

Biodiversity Strategy 2010

Water

Regional River Health Strategy Addendum 2010Water Quality Strategy 2002Floodplain Management Strategy 2002

Land

Dryland Salinity Management Plan 2005Invasive Plant and Animal Strategy 2010Soil Health Strategy Draft 2002Shepparton Irrigation Region Catchment Implementation Strategy 2007Mid Goulburn Broken and Upper Goulburn Sustainable Irrigation Action Plan 2008

People

Community Landcare Support Strategy 2010Communication and Marketing Strategy 2010-11Community Engagement Plan 2011-12Workforce Strategy 2012

Authority

Climate Change Integration Strategy 2012-15Organisational Environmental Footprint Strategy 2012Occupational Health and Safety Policy Statement 2011-12Monitoring, Evaluation and Reporting Strategy 2004Corporate Plan 2012-13 to 2015-16Information and Communication Technology Strategy 2012-14

Goulburn Broken Regional Catchment Strategy

Overarching document that outlines the long term vision for intergrated catchment management

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provides a stable and ongoing approach, while government fundingframeworksandlanguagechangefrequently.

The linking and aggregating of site specific actions (or outputs) tolong-term outcomes via the McLennan-O’Kane equation, Outputs xAssumptions=Outcomes,hasfurtherfosteredcommonunderstandingbetweendisciplinesandidentifiedpriorityknowledgegaps.Thishelpeddrive many regional and national research and development projectsoverseveralyears.

The research and development strategy for groundwater and salinitymanagementintheSheppartonIrrigationRegionhasbeenimplementedinpartnershipformorethantwodecadesbyGoulburn-MurrayWater,theDepartmentofPrimaryIndustry’sresearcharmsandtheGoulburnBroken

CMA,with integration of additional resources from theDepartment ofSustainability and Environment, the National Water Commission,NorthernVictorianIrrigationRenewalProject,irrigationindustryserviceproviders and users, and others. This partnership approach is pivotalinenabling the region to adaptquickly and tochange,with the focusofresearchonimprovinghowfarmerscanirrigatemoreefficientlyandsustainably.

Research and development activities are highlighted within eachinvestment area sectionof thisAnnualReport.A knowledge inventorylistingstate,nationalorinternationalprojectsthattheGoulburnBrokenCMAisinvolvedwithisavailableatwww.gbcma.vic.gov.au.

Investment patterns and maturity of approachesi

ThestylisedinvestmentpatternsshowninthisgraphshowtheGoulburnBrokenCMAisatdifferentstagesofmaturityofimplementingapproachesinitseightenvironmentalinvestmentareas.

For example, investment in irrigation salinitybeganmuchearlier than investment inbiodiversity,which in turn ismoremature than investment inenvironmentalflows.

Thetimescaleisdifferentforeachinvestmentarea.Investmentindrylandsalinityisnotlikelytofollowanexponentialuptakebecauseinformationhasemergedthatrequiresustorevisitourplans.

Governmentinvestmentdictatesthelevelsofeffortineachinvestmenttype(ongroundworks;knowledge;planningandresponding;andrelationships,partnershipsandcommunitycapacity)althoughtheGoulburnBrokenCMAattemptstoensurethebalanceofinvestmentbetweenthedifferenttypesisappropriatefortheissue.

Relative investment (effort) in each investment typeInvestment type

Time (or Maturity)Shows relative maturity for each major Goulburn Broken CMA environmental investment area

* The Goulburn Broken CMA’s response to climate change is integrated within each investment area; it is not a separate investment area.It is useful to show its relative immaturity on this graph

Onground works

*Climatechange

2aEnvironmental

flows

3cInvasiveplants

&animals

2dFlood

protection

3aBiodiversity

2bRiparian&instreamhabitat&

channelform

3bDrylandsalinity

2cWaterquality

1aIrrigation

(SIR)salinity

Knowledge

Planning and responding

Relationships, partnerships and community capacity

Indicative investment

(effort)

Investment area

iAdaptedfromtheGoulburnBrokenCMA’sFromthefringetomainstream–Astrategicplanforintegratingnativebiodiversity2004-07.

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Plan or strategy Progress Further details

CorporatePlan CorporatePlankeyperformanceindicatorsweresatisfiedappropriately. Keyperformanceindicatorprogressreportpage47.

RegionalCatchmentStrategy(lastupdated2003)

Mostactionshaveprogressedsubjecttofundingavailability.ArevisedRegionalCatchmentStrategy,beingdevelopedwithextensiveconsultation,willbefinalisedinlate2012.

Achievementsreport(completed2009);summaryavailableatwww.gbcma.vic.gov.au.ProgressinrevisingtheRegionalCatchmentStrategyalsoavailableatWeConnect.gbcma.vic.gov.au.

SheppartonIrrigationRegionCatchmentImplementationStrategy(lastupdated2007)

ImplementationoftheStrategy’s30yearsalinityactionsareontrack(farmworksahead,publicinfrastructurebehindgivingoverallon-targetrating).Anupdatedsummaryisbeingdevelopedtoreflectchangessincethe2007review(decliningfunding,NorthernVictorianIrrigationRenewalProjectandanincreasinglyvariableclimate).Thisistobefinalisedbeforeanadditionalreviewin2013subjecttofunding.TheStrategyisconstantlyadaptinginresponsetonewinformationandthepoliticalclimate.

page80www.gbcma.vic.gov.au.

GoulburnBrokenCMAClimateChangeIntegrationStrategy2012-15

TheStrategywasfinalisedearlyin2012andimplementationisunderwayTheGoulburnBrokenCMA:- isanactivepartneroftheGoulburnBrokenGreenhouseAlliance,

whichattractsfundstohelplocalgovernmentadapttoclimatechange

- isinfluencingandimplementingclimatechangepoliciessuchas theAustralianGovernment’sCarbonFarming InitiativeandCleanEnergyFutureandlocalgovernmentadaptationstrategies

- is contributing to climate change research through MonashUniversityandCSIRO

- remainsamemberofanationalcarbonworkinggroup.(Evidenceforintegratingclimatechangeneedsisalsoreportedininvestmentareareportsfrompage80.)

VariousinvestmentareareportswithinthisAnnualReport,especiallypages23,86,87,96,97,99,101,103,106and111.

GoulburnBrokenCMAMonitoring,EvaluationandReportingStrategy2004

Actionsare90percentcompleted.TheStrategyisbeingreviewedduringfinalisationofthereviewofthecompletedGoulburnBrokenRegionalCatchmentStrategy(expectedtobelate2012).

See‘Knowledgeinventory’and‘RCSandsub-strategyevaluationandadaptationrecord’atwww.gbcma.vic.gov.au.

GoulburnBrokenCMAInformationandCommunicationTechnologyStrategy2012-14

Internalstrategytoguidedevelopmentanddeliveryofinformationandcommunicationtechnologyservices.Closeoutofthepreviousstrategy’soutstandingpriorityprojectswascompletedincludingupgradestothewideareanetworkanddocumentmanagementsystem.DevelopmentoftheStrategyfor2012-14isnearingcompletionwithoutputsfromrecentlycompletedsecurityauditsandservicereviewsbeingkeydriversinthestrategyformation.

BiodiversityStrategyfortheGoulburnBrokenCatchment2010-15

TheStrategywasreleasedinJuly2010.An18-monthreviewfoundthat75percentofactionsareeitherunderwayorongoing. Seesectiononinvestmentarea3a–Biodiversitypage100

RiverHealthStrategyAddendum2010

TheAddendumisbeingimplementedaccordingtoschedule.TheStrategywillbeupdatedin2013. Seeinvestmentarea2–Riverhealthpage85

GoulburnBrokenInvasivePlantsandAnimalsStrategy

SincetheGoulburnBrokenInvasivePlantsandAnimalsStrategywasreleasedinApril2011,allnewongroundprojectsclearlyaligntotheStrategy’sprogramgoals.Preventionanderadicationofnewincursionsremainsthehighestpriorityandadditionaleffortisbeinginvestedintocoordinatingcommunityprojectsthattargetestablishedspeciesensuringhighlevelsofstakeholderparticipation

www.gbcma.vic.gov.auandpage111

CommunicationandMarketingStrategy2010-11

ThisStrategywasfinalisedinApril2010.Itisaninternalstrategytoguideinternalandexternalcommunicationandmarketingactivities.AGoulburnBrokenCMAEngagementandCommunicationActionPlan2011-12wasdevelopedtoprovidemorespecificguidancearoundcommunityengagementexpectationsandapproaches.

Page17.

Summary of plan development and implementation in 2011-12

2011-12 performanceThefollowingtablehighlightssomeoftheprogressagainsthigh-levelintegratingdocumentsthatformthebasisoftheGoulburnBrokenCMA’splanningandresponse.Furtherdetailsarereportedinindividualinvestmentareasections.(Seewww.gbcma.vic.gov.auforamorecompleterecordofhowandwhensub-strategieshavebeenevaluatedandadapted.)

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Long-term strategy implementation progressReferto‘Background’onpage22and‘Long-termscorecard’(thatratesprogressagainststrategiesunderinvestmentareas)onpage16.

Catchment conditionFor more than two decades, comprehensive strategies have beendeveloped and implemented formany issues including salinity,waterquality, biodiversity, integrated catchment management, floodplainprotectionandriverhealth,withevaluationandadaptationbeingcriticalpartsoftheplanningcyclesince1990(see‘Evaluationandadaptationrecord’atwww.gbcma.vic.gov.au).

The formal and informal systems (including for governance,collaborationsandcommunities,andhumanresources)thathavebeendeveloped, implemented and reviewed over two decades position theCatchmenttorespondrapidlytorecentissuessuchasdrought,bushfiresandfloods.

Thereiswideanecdotalrecognitionof theCatchmentcommunityasaworldleaderinnaturalresourcemanagement:theGoulburnBrokenCMAiswidelyregardedasaresponsive,leadingandaction-focusednaturalresourcemanager.

ThereviewoftheGoulburnBrokenRegionalCatchmentStrategy,whichwasscheduledtobecompletedby2008,willbefinalisedinlate2012.Theimpactofthisdeferralisminimisedbymaintainingup-to-datesub-strategiessothatthefoundationsofnaturalresourcemanagementintheGoulburnBrokenremaincurrent.

What’s next?Seealsoplanningandrespondingsectionsinotherinvestmentareas.

Development of the revised Goulburn Broken Regional CatchmentStrategy2012-18willbesignificant,reflecting:

- theVictorianGovernment’spolicydirections,includingitsresponsestoitsreviewofthe2010-11floodwarnings,2011InquiryintoFloodMitigation Infrastructure in Victoria, 2009 Victorian Bushfires RoyalCommission and the Hume Strategy for Sustainable Communities2010-2020

- prevailingclimaticconditions

- otherissuesidentifiedinsub-strategyreviews

- resilience thinking and a planning approach based on social-ecological systems; with support of internationally renownedacademics (Goulburn Broken CMA is at the forefront of regionalthinkingonresilienceandisseekinganswerstoquestionssuchas:whereandwhenmustweacceptchange,whatarethethresholdsandhowclosearewetotippingpoints?).

ImplementationoftherevisedRegionalCatchmentStrategyisexpectedto begin in the second half of 2012-13, subject to funding. The keyobjectivesoftheStrategyareexpectedtobe;embedresilience,adapttowaterpolicyreform,landusechange,climatevariabilityandincreasedfarmproductionandstrengthenpartnerships.

Rehabilitating priority waterways following the flood events of 2010,2011 and 2012 is a high priority. This includes documenting andunderstandinghowpast investmentaffected theextentandseverityofflooddamage.TheGoulburnBrokenCMAwasallocated$50,000in2011forfloodrecoverybytheAustralianGovernmentand$1.66millionbytheVictorianGovernmentforworks.TheVictorianGovernmentisexpectedtoprovidemorethan$0.7millionforfloodrecoveryin2012-13.

In 2012-13, more Goulburn Broken CMA led studies will furtherunderstandingoffloodingcharacteristicsofkeyregionaltownsandinformpossiblemitigationstrategies(subjecttofunding).TheGoulburnBrokenCMAhaspresented twice to theParliamentofVictoriaEnvironmentandNaturalResourcesCommittee’sInquiryintofloodmitigationinfrastructureinVictoria.TheoutcomesofthisinquirywillaffecttheGoulburnBrokenCMAs’futurerole.TheGoulburnBrokenCMAisworkingwithDepartmentofSustainabilityandEnvironmenttorespondtorecommendationsinrelationto terms of reference, the adequacy of flood prediction andmodellingcontainedinthereviewofthe2010-11floodwarningsandresponse.

The Goulburn Broken CMA will continue to implement the ClimateChangeIntegrationStrategyandwillbeproactiveininfluencingclimatechangepolicyatalllevelsofgovernment.TheStrategyguidesclimatechangeadaptationforGoulburnBrokenassetsthroughexistingprogramsbyensuringitisconsideredinplanning,implementation,evaluationandreporting.TheStrategyalsoguideshowclimatevariabilityisconsideredintherevisedRegionalCatchmentStrategy.

TheGoulburnBrokenCMAwillcontinuetoprovideinputintodevelopmentandimplementationoftheMurray-DarlingBasinAuthority’sBasinPlan.Thepriorityinthenext12monthswillbeonidentifyingandinvestigatingworksandmeasuresthatcanimprovetheefficientuseofenvironmentalwaterintheCatchment.

The focus of business improvement in 2012-13 will be based onoutcomes of the Organisational Performance Review undertaken inOctober2011.Thepriorityprojectsarisingfromthisrevieware:

- ensure theCorporatePlan incorporates all organisational strategiesand functions so that it can be used as a central reference formonitoringprogressandachievementoforganisationalgoals.

- clarify the process by which staff can raise issues and have themresolved.

- developa revisedworkforcestrategy that identifies futureworkforceneedsandcapabilitiesthatneedtobedeveloped.

- developastructuredapproachtothemanagementandimprovementofcriticalbusinessandsupportprocesses.

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Environmental footprint



of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived) n.a. Ontarget High n.a.Long-termstrategyimplementationprogress Outputs(scheduledtobeprogressedbetween2012and2014) n.a. Ontarget High n iii

OrganisationalconditionivEnergyconsumptionPaperconsumptionManagementsystems

Verypoor Verylow Poor Low h

i SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.iii Assumedtoparallelgovernmentfundingtrend.iv Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofwhatthesituationwaslikein1990.Ratingsareabouttheconditionofthenatural

resourcemanagementorganisations(withrespecttoenvironmentalfootprint)ratherthantheconditionoftheCatchment.

CompiledbyAnnieSquires


• GoulburnBrokenCMAOrganisationalEnvironmentalFootprintPolicy2011• GoulburnBrokenCMAOrganisationalEnvironmentalFootprintStrategyand

ActionPlan2012-14• EnergyAuditsofGoulburnBrokenCMA2008• ResourceSmart• FinancialReportDirection(FRD)24C• GoulburnBrokenCMAClimateChangeIntegrationStrategy


0 18 20 25 n

i ForecastisbasedonfundingadviceatAugust2012.

BackgroundTheGoulburnBrokenCMA formalised its approach tominimising theenvironmentalfootprintofitsbusinessactivitiesin2007-08throughtheReducingourFootprintprojectsupportedbytheVictorianGovernmentResourceSmartprogram.

With support frommanagement and staff, the Goulburn Broken CMApromotesenvironmentallyresponsibleandsustainablepractices.

AllGoulburnBrokenCMAenvironmentalfootprintinitiativesandactivitiesareguidedbyitsFootprintPolicyandFootprintStrategyandActionPlan2012-14,whichwerebothrevisedin2011.ReportingisguidedbytheVictorianGovernment’sFinancialReportingDirections(FRD)24C.

2011-12 performanceFollowingtheupdateoftheStrategyandActionPlan,aworkinggroupwas convened to guide implementation. The internal program ispromotedasReducingourFootprint.

Astaffeducationalactivityonwastemanagementresultedinsignificantreductionsinwastegeneratedandrecycled.Unlikepreviousyears,theMarch2012auditprovidedabetterindicationofwastelevels,measuringbyweightratherthanvolume.Thechangeinmethodmakesitdifficultto compare 2010-11 and 2011-12 results, although recycling rateimprovements were strongly indicated, from 51 per cent (measuredusingastandardmunicipalconversionofvolume-to-weight)to75percent(measuringweightdirectly).

Environmentalconsiderationsrelatingtovehiclechoices,fuelefficiencyand greenhouse gas emissions were incorporated into the revisedVehiclePolicy.

Astaffenergyassessmentkitwasdevelopedtopromoteunderstandingofwhereenergyisusedandhowitsusecanbereduced.Thekitwasalsousedtoauditenergyuseofofficeequipment.

Seealsocommentsintheofficebasedenvironmentalimpactsreportingtableonpage28.

Strategy implementation progressThe revised Goulburn Broken CMA Organisational Footprint Strategyand Action Plan 2012-14 was formally reviewed and endorsed bySustainabilityVictoriainJanuary2012.

In 2011-12, initiatives arising from the Action Plan focused oncommunicatingtheReducingourFootprintprogram,wastemanagementpractices,datacollectionandreportingandincorporatingenvironmentalconsiderations into our vehicle fleet policies. A review of energy useisunderway todeterminepotentialprojects for implementationduring2012-13.

A workshop with Goulburn Broken CMA field staff and SustainabilityVictoriausedtheLifeCycleAssessmentTool,promotingunderstandingoftheenvironmentalimpactsoffield-basedactivities.Activitiesidentifiedas worthy of investigation in 2012-13 were procurement, transport,use andend-of-life,whilemany factors, such asmanufacturing,wereconsideredasbeyondthecontrolandinfluenceoftheGoulburnBrokenCMA.


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Office-based environmental impacts reporting i

Category 2006-07 2010-11 2011-12 2011-12 actions and commentsGreenhouse gas emissions by category (t CO2-e)

Emissionsfromenergyuseandwastetolandfilldecreasedwhilevehiclefleetemissionsremainedrelativelystable.Anincreaseinairtravelcontributedtoanoverallincreaseinemissionsfor2011-12.Emissionshavereducedfrom12.3to11.2tCO2-eperperson.See‘Transport’belowforvehicleemissions.

Associatedwith: energyuse 179 173 166 vehiclefleet 392 437 436 airtravel notavail. 33 62 wastetolandfill 8.68 6.51 0.6Offsetspurchased - - -

Energy use

Totalofficeenergyusecontinuestoreduce.ProjectstoreducethisfurtherandGreenpoweroptionsarebeingconsideredfor2012-13.

Total(MJ) 532,548 513,290 494,637GreenPower 0% 0% 0%PerFTE(MJ/FTE) 14,688 11,773 10,413Perunitofbuildingspace(MJ/m2) 272 262 253

Waste management

Therehaveverylikelybeensignificantimprovementsinoffice-basedwastemanagementpracticesduringtheyear.Theimprovementincompostingiscertainbecausebothyearsinvolveddirectmeasureofweight.Therecyclingratehasimprovedto75percent.

Totalunitsofwastebydestination(kg/year) Councillandfill 8,680 6,510 500 Comingledrecycling 4,530 6,470 956 Compost - 260 453 Printer/copiertoner 131 76 76UnitsofwasteperFTEbydestination(kg/FTE/year) Councillandfill 239.40 149.31 10.54 Comingledrecycling 124.94 148.39 20.14 Compost - 5.96 9.54 Printer/copiertoner 3.60 1.75 1.60Recyclingrate(%oftotalwaste) 35% 51% 75%

Paper use

Paperuseincreasedsignificantlyduring2011-12duetorequirementsoftheFarmWaterprogram(printingofcontracts,landholderinformationandreports).Mostofthepaperpurchasedisnowmadefrom100percentrecycledpaper.

Totalcopypaper(reams) 514 631 804CopypaperperFTE(reams/FTE) 14.2 14.5 16.9Recycledcontentincopypaperpurchased(%) 0–50%recycledcontent notavail. 16% 4% 50–75%recycledcontent notavail. 82% 6% 75–100%recycledcontent notavail. 2% 90%

Water consumption ii

WaterconsumptiondataisonlyavailablefortheYeaoffice.

Total(metered;kilolitres) notavail. 57 72TotalperFTE(metered;kilolitres/FTE) notavail. 7.45 9.49Totalperunitofofficearea(metered;kilolitres/m2) notavail. 0.23 0.30

Transport iii

VehiclefleetemissionsforpreviousyearshavebeenrecalculatedtoincludeScope3(production)emissionsinlinewithcurrentpracticeandtoprovideaccuratecomparisonwith2011-12figures.Vehicleemissionsper1,000kmtravelledhavereducedforboththepassengerandoperational(4WD)vehicles.

Totalenergyconsumptionbyvehicles(GJ) 5,342 5,980 5,908Totalvehicletravelassociatedwithentityoperations(km) notavail. 1,831,018 1,962,543Greenhousegasemissionsfromvehiclefleetper1,000kmtravelled(tCO2-e)

notavail. 0.239 0.222

Totaldistancetravelledbyair(km) notavail. 90,766 187,205

Procurement Informalsustainablepurchasingoptionshavebeenundertakenwherepractical(e.g.officesupplies).Formalsustainablepurchasingproceduresarebeingdeveloped.

Suppliersandcontractorsenvironmentalpractices.

i CategoriesarefromFRD24C.DataincludesSheppartonandYeaoffices.Units:MJ–megajoule;m–metre;km–kilometre;kg–kilogram;tCO2-e–tonnes carbondioxideequivalent;FTE–fulltimeequivalent(staff).

ii WaterconsumptiondataonlyavailableforYeaoffice.TheShepparton,TaturaandBenallaofficemetersaresharedwithothertenants.iii Detailsofvehiclefleetareavailableatwww.gbcma.vic.gov.au.

What’s next?TheGoulburnBrokenCMAaimstofurtherreduceitsenvironmentalfootprintbytargetingareasthatcontributesignificantlytoouremissionssuchasenergyuseandtransport.Proceduresarebeingdevelopedandimplementedforpurchasing,energyuse,wastemanagement,wateruse,travel,andpaperuse.Opportunitiesinfieldoperationswillbefurtherinvestigatedintheareasofprocurement,transport,useandendoflife.

Organisational conditionThisisthesecondyearofreportingoffice-basedenvironmentalimpactsagainstFRD24C,enablingustoformalisebenchmarksandbetterunderstandprogress,includingcomparisonswithotherorganisations.

Thefollowingtablehighlightsthe2011-12performanceandachievements.

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Human resources(including occupational health and safety)CompiledbyKatePendergast,AnnieSquires,RichardWarburtonandRodMcLennan


Decision focusi Examples of evidence used to inform decisions 1990iii Certainty of rating 2012 Certainty

of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived) n.a. Ontarget High n.a.Long-termstrategyimplementationprogress Outputs n.a. Ontarget Medium n iv

Catchmentconditionii WorkforcedataManagementsystems Satisfactory Medium Good Medium h

i SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.iii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofwhatthesituationwaslikein1990.iv Assumedtoparallelgovernmentfundingtrend.

Major strategic references• GoulburnBrokenCorporatePlan2011-12to2015-16• Public AdministrationAct 2004(employmentandconductprinciples)• PublicSectorIndustrialRelationsPolicyManual2010• GoulburnBrokenCMAHumanResourcesPoliciesandProcedures• Occupational Health and Safety Act 2004• TheStateofthePublicSectorinVictoria2008-09• PeopleMatters2012• Equal Opportunity Act 1995

Government investment, $000i

2009-10 2010-11 2011-12 2012-13ii Trend

4,402 6,436 5,909 5,579 n

i ExcludesBoardandsupportcommittees.ii Forecastbasedonestimatedincreasesof3percentcostand8percent

staffnumberson2011-12figures.

BackgroundThe Goulburn Broken CMA aims to create a sustainable, diverse,progressiveandprofessionalstaffbody.

The Goulburn Broken CMA fosters a workplace culture whereprofessionalism and expertise is valued, supported by a commitmentto communication and a continuous improvement approach includingtraininganddevelopment.TheGoulburnBrokenCMAalsooffersflexibleworkplace arrangements tomeet contemporary needsof a broad staffdemographic.

Since its formation in 1997, the Goulburn BrokenCMA has operatedasalean,flexibleandagilenaturalresourcemanagementpublicsectororganisationharnessingefficiencies through internalexpertiseand thedeliverycapacityofpartners.

TheGoulburnCMAgenerallyemploysstaffwithstrategiccontractandproject management expertise, although staff with specific skills inimplementingriverhealthworksprojectshavebeenretained.

The staffing model emphasises a matching of staff to prevailingconditions, especially opportunities, requiring a core staff withtransferrablecapabilityandthewilltoadapt.

The Goulburn Broken CMA is well positioned in terms of workforcecapability,cultureandbusinessacumentomeetfutureneeds.

A healthy and safe organisation

TheGoulburnBrokenCMAemphasisesOccupationalHealthandSafety(OHS)acrossallaspectsoftheworkplace,includingoffice,fieldandincontractor operations. The Goulburn Broken CMA required all staff toparticipateinOHSmanagementandoperations.

AnOHSfieldsitesauditin2011-12identifiedahighlevelofcompliance.Policies and procedures continued to be reviewed in consultationwith the workforce ensuring that OHS operations reflect best practiceand changes to workplace consultation requirements as part of theOccupational Health and Safety Act 2004.

The Goulburn Broken CMA requires all staff to participate in OHSmanagementandoperations.

2011-12 performanceEnterprise Agreement negotiations are being conducted in context ofnewfundingmodelobligations.OpportunitiesforincreasedefficiencieswerepursuedviaacollaborativeapproachwiththeVictorianCMAHumanResourcesForum,resultinginsharingthecostof implementingof thehumanresourcemanagementinformationsystem-ConnX.Theapproachtoworkforcemanagementwasreviewed.Inthelastquarter,attentionwasturnedtomanagingbudgetcutimpacts.

Recruiting highlights

AsmanymoreirrigatorsenteredtheimplementationphaseoftheFarmWaterProgram,threeofficerswereappointedinrolesofadministrativesupport,specialistcommunications,andgraduateprojectsupport.

The appointment to reception of an incumbent who had previouslycompletedatraineeshipwiththeGoulburnBrokenCMAwasapositiveoutcome.StaffwantingtoreturntotheGoulburnBrokenCMAaffirmsoursuccessasanemployerofchoice.

The opportunity to share expertise was supported by our partner, theDepartment of Primary Industries, with the secondment of two staffmembers to work within the environmental reserve projects and thedevelopmentoftheRegionalCatchmentStrategy.


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Leave management

TheBoardrevisedtherequirementofamaximumleavebalancetobenogreaterthan30daysasat30thJuneeachyear. In2011,15percentofstaffexceededthistargetandrequiredaleavemanagementplan.In2012thatwasreducedtoeightpercent.

Strategy review

After recommendations of the natural resourcemanagement BusinessExcellence organisational assessment, a review of the WorkforceStrategy was undertaken. The strategy identifies and seeks to buildon thestrengthof thecultureandemployerofchoiceactivitiesof theGoulburnBrokenCMA.AdraftWorkforceStrategyhasbeenprepared,building on critical aspects of theGoulburn BrokenCMA’s culture. Itincludesskillsandknowledgeneedsoftheorganisationandefficiencyandeffectivenessmeasures.

Annual workshop

Sixty staff attended the annual workshop in November 2011. Underthe theme ’Working Together’ the workshop helped grow people’sunderstandingofeachother’srolesinthecatchmentandhighlightedthepotential for crossprogramcollaboration inprojectdelivery. Thiswasintendedtoequipstafftotakeon2012asaunitedteam.

The program included a motivational speaker, an introduction toemotional intelligence and presentations from staff on the work andlessonslearnt.

Personal development, training and contributions

LandandBiodiversityManager,SteveWilson,completedaMastersofEnvironmentalManagementmajoringinnaturalresourcemanagement.

LandHealthCoordinator,RhiannonApted,wasawarded theAustralianSocietyofSoilScienceIncorporated(Riverinabranch)Prizeforthe2011academicyear.

Sustainable Irrigation Program Manager, Carl Walters and RegionalCatchment Strategy Manager, Helen Murdoch, along with staff fromsupportingpartnerorganisationsandcommunitymembersshowcasedtheGoulburnMurray IrrigationDistrict as an example of world’s bestpractice at the International Commission on Irrigation and DrainageConferenceinTehran,Iran.

Regional LandcareFacilitator,CharlieSexton,wasawarded theA&KHillGreenAgricultureInnovationAwardforhisworkinPastureCropping.

KarenBrisbanewasawardedtheHeatherMitchellMemorialFellowshipforherworkinLandcareandwillusetheFellowshiptotraveltoThailandto help develop Landcare by creating whole farm plans that addresssustainableagriculturechallengessuchassalinity.

Acentraliseddatabasewassetuptorecordandfollow-upstafftraining,inparticular,OHS-relatedtrainingcompetencies.Atrainingneedsanalysiswasconductedwitharangeofstafftoguideinternalandexternaltraining.

Workplace health

The Goulburn Broken CMA continued to offer flu vaccinations, andsupported staff to participate in community activities and the annualstaffworkshop,withafocusonhealthandwellbeing.InApril,16staffenjoyedtheexperienceofdragonboatracingcombiningtheraisingofmoneyfortheGoulburnValleyCommunityFundwithafunandenergeticworkout.Morethanone-thirdofGoulburnBrokenCMAstaffwerepartofteamsthattookontheGreaterSheppartonCityCouncil’sPedometerChallenge.

Occupational health and safety (OHS)

AninternalreviewoftheGoulburnBrokenCMA’sOHSprocedureswasconducted inNovember2011under theassumption that theVictorianGovernmentwouldproceedwith implementationof theNationalWorkHealth and Safety Laws and proposed Regulations. However, it nowseems that the Victorian Government will not support the nationallegislation.

The Goulburn Broken CMA’s OHS Procedures currently meet bestpracticeasdefinedbyAS/NZS4801.

AllOHSCommitteepositionswerefilledwhennominationswerecalledforinFebruary.

All scheduled workplace inspections of offices and depots werecompleted.Externalworksiteinspectionswerealsoconductedatfieldworksites.Onlysevenoftheintendedtwelvefieldworksiteinspectionscould be completed because of delays caused by the extremely wetweatherinFebruaryandMarch.ScheduledemergencyevacuationdrillswerecompletedattheSheppartonandYeaofficesandtheannualreviewof theOHSPolicyStatementwascompletedby theendofDecember2011forBoardendorsement.

System improvements

A register of training records wasmade available to all staff throughthe portal and training evaluation was improved via online evaluationsurveys.

OHSAuditsfoundahighdegreeofcompliance,identifyingbestpracticeforworkpracticesandopportunitiesforimprovement.

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Occupational health and safety statistics summary

2010-11 2011-12Totalincidents,no. 11 15Dayslost 1 0Hazardsreported,no. 2 1Losttimeinjuryfrequencyrate 11.8 0Occupationalhealthandsafetycommitteemeetings(excludingtoolboxmeetings),no. 6 5

Goulburn Broken CMA People Profile

2010-11 2011-12

i. thismeasureisacollationofallelementsinthesurveyrelatingtoSatisfactionasdistinctfromtheresultforthesingleelementof“OverallJobSatisfaction”.

People matter (staff) survey results (GB CMA 2010 versus 2012), % of staff that responded ‘highly in agreement’

2010 2012

Responserate Demonstrationofpublicsectorvalues

Demonstrationofpublicsector

employmentprinciples

Workplace,wellbeingandcommitment

Awarenessoforganisationpolicyandprocedures

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OurFuture Jobsatisfactioni

7993 93 96 95

8693

82 82 77

OHS Key Performance Indicator Measures and 2011-12 PerformanceOutcome No. Indicator Target 2011-12 MeasureEnsuringaworkingOHSManagementSystem

1 CurrentandrelevantOHSPolicyandprocedures

GoulburnBrokenCMAOHSPolicyStatement Achieved

AnnualReviewofGoulburnBrokenCMAOHSProcedures Achieved

2 StandardSafeWorkProcedureDevelopment

100%ofnewSafeWorkProceduresdevelopedwithinonemonthfornewmechanicallyoperatedequipmentorworkprocesses,andcommunicatedtostaffoncetheprocedurehasbeenratifiedbytheOHSCommittee.

Achieved

DevelopmentandimplementationofSafeWorkMethodStatementDocuments

DevelopalibraryofstandardSafeWorkMethodStatementdocumentsforstafftoutiliseforsitespecificworksandtailortosuitlocalconditionsandtasks

Achieved

CentralrecordingofactualSafeWorkMethodStatementandSafeWorkProceduredocumentswhenmanagingworksiteandstaffsafety.Documentssubmittedforrecordingwithinoneweekoffieldprojectscommencing.

Achieved

3 Workplaceinspectionsconducted Notapplicable

Notachieved.75%ofinspectionsconducted.ResourcesdivertedtorespondtoMarchfloods

4 Workplaceinspectionsactionscompleted 100%ofactionsarisingfromworkplaceinspectionscompleted. Achieved

5 Evacuationandemergencyprocedures 100%ofemergencydrillsconductedasperannualschedule. Achieved

ProactiveOHSreporting

6 Incidentreporting 100%ofIncidentReportsreceivedareactedonbyOHSManager. Achieved7 Hazardreporting 100%ofHazardReportsreceivedareactedonbyWorkgroupSupervisor. Achieved8 Losttimeinjuries ReportmonthlytotheGoulburnBrokenCMABoard. Achieved

81 85

Male Female Parttime Fulltime 20-29years 55-65+years30-54years Averageage,years

76

50 52 49 50 4851

25 24 25

75 75

912

6

7874

81

13 14 12

43 43 43

7 6 6

64

53 50

AverageyearsofService

Ongoingemployment

Status

2009-10

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General workforce statisticsGoulburn Broken CMA

Comments2009-10 2010-11 2011-12no. % no. % no. %

Gender and employment typei

GoulburnBrokenCMAcontinuestoofferflexibleworkpracticesandhasmaintainedtheproportionofparttimepositions.Thirdofnewpositionsrecruitedtowhereparttime.

Male 28 50 33 52 34 49Female 28 50 31 48 36 51Parttime 14 25 15 24 18 25Fulltime 42 75 49 76 52 75Parttimemale 1 2 2 3 3 4Parttimefemale 13 23 13 21 15 21Fulltimemale 28 50 31 48 31 44Fulltimefemale 14 25 18 28 21 30Total employees 56 100 64 100 70 100

0

Total full time equivalents 49.7 58.7 62.9

Employment statusi

EmploymentstatusimpactedbyfixedtermrecruitmenttoFarmWaterProgramandRCS.Fixedterm 20 36 30 47 35 50

Ongoing 36 64 34 53 35 50

Employment categoryExecutiveOfficers 2 0 2 3 2 3SeniorManagers 7 9 8 12 7 10AdminOfficers 33 46 49 72 49 70Fieldstaff 14 32 9 13 12 17

Age profile (years, by tally)i

With55%oftheworkforceagedbelow44,theGoulburnBrokenCMAiswellpositioned.33%ofnewstaffrecruitedduring2011-12wereagedbeneath30withanadditionalthirdofturnoverfortheyearbeinginthe>55ageprofile.

20–24 0 0 0 1 125–29 5 9 8 12 4 630–44 26 46 31 46 35 4845–54 18 32 19 28 24 3355-59 4 7 7 10 6 860-64 2 4 2 3 2 365+ 1 2 1 1 1 1Averageage,years 43 43 43

Years of serviceii

58%ofGoulburnBrokenCMAstaffhaveservedforlongerthantheAustralianindustryaverageof3.4yearsassistingknowledgeretention.

12monthsorless 4 7 11 17 9 131-3years 10 18 14 22 18 263-5years 15 27 8 13 10 145+years 27 48 31 48 33 47Averagelengthofservice,years 7.2 6.5 6.4

Salary distribution

Salariesarefiscallyresponsible,whilstbeingcompetitivewithothersinthewatersector.

<$40,000 9 16 5 8 0 0$40,000–59,999 19 34 20 31 14 20$60,000-79,999 15 25 23 36 33 47$80,000+ 13 23 16 25 23 33AverageSalary $68,729 $68,266 $69,736

Qualificationsiii

Baselevelqualificationshavebeenencouragedforadministrativerolesandwhereexistingstaffinarangeofcorporateroleshavebeenabletoobtainformalqualifications

Year12orless 13 22 12 19 11 16Certificate 5 8 5 8 8 11AdvancedDiploma/Diploma 5 8 6 9 7 10Degree 28 47 32 50 34 49PostgraduateDegree/GraduateDiploma 9 15 9 14 10 14

Turnover (total) 4 7 4 6 3 4 Itisforecastthatplannedturnoverwillincreasein2012-13.ThelowerturnoverwasanoutcomeoftheincreasedrecruitmentofstafftosupporttheFarmWaterProgram.Turnover (ongoing staff only) 1 - 2 3 2 3

Exit interviews completed 1 25 2 50 3 100 Exitinterviewsreinforcedstaffsatisfactionwithbothworkandemploymentconditions.

Absenteeism 1.7 - 1.9 1.3 Highlevelsofstaffengagementandworkplaceflexibilityisreflectedinlowabsenteeism

Training expenditure

(% of salary budget)$103,000 2.3 $124,911 2.3 $141.972 1.6

i Activeemployees:anyGoulburnBrokenCMAemployeeincludedinpayrollsystemwhosestatusisnotterminated.ii Allemployeesincludingterminations(excludesBoardandcommitteemembers).iii Includesallemployeesfor2011-12.

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Long-term strategies implementation progressAll indicators from the 2012 People Matter Survey point to themaintenanceofastableandproductiveworkplace.

FurtherconsolidationandrefinementofmeasureshasbeenachievedinconjunctionwiththeAuditRiskandComplianceCommittee.

Goulburn Broken CMA staff continue to be extremely aware of, andsatisfied with, OHS management, policies and procedures, with 100percentstaffagreementandsatisfactionreportedforthefourworkplacehealth and safety elements included in of the 2012 People MattersSurvey.

Catchment conditionGoulburnBrokenCMAcontinueditsexcellentrecordinOHS,withonlyonelost-timeinjuryresultinginafullrecoveryandreturntoworksincereportingstartedin2008.

In 2011-12, staffwere successfully recruited to develop theRegionalCatchment Strategy and implement the Commonwealth-funded FarmWater Program. Staff turnover was 4 per cent, consistent with thepreviousyear’s,whichisbeneathourtargetrangeofseven-10percent.One staff member resigned, one retired and one had a contract thatconcluded.

Staffsatisfaction,whichincreasedin2012,isverypleasing.Acomparisonof resultsagainst theVictorianpublicsectorandwatersectorwasnotpossibleatthistimeasfinalreportshavenotbeenreleased(seePeopleMattersSurveyresultsgraphonpage31).

What’s next?ImplementationoftheWorkforceStrategy2012-15,includingfinalisationofanewEnterpriseAgreementandimplementing‘capabilitythinking’,willbeakeyfocus.

Workforce health initiatives will be further integrated as part of thecommitmenttohealthandwellbeing.

Our staffAlistofallstaffemployedbytheGoulburnBrokenCMAforallorpartof2011-12isontheinsideofthebackcover.

ManagementTeamandProgramManagerprofilesarelistedonpage34.

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Goulburn Broken CMA Management Team and Unit Managers

CorporateAaron Findlay, Dip Information and Technology – Information,CommunicationsandTechnology(ICT)ManagerOverseesinformationandcommunicationtechnologyservices.

Amanda McClaren, BAppSc (Photography) (Hons) –CommunicationsandMarketingManagerCoordinates and delivers the Communications and Marketingfunction including events management, publications, media andcommunityengagementstrategy.

Chris Norman,BAppSc,GradDip (RuralResourceManagement),Dip(FrontlineManagement),GAICD–ChiefExecutiveOfficerProvidesadviceonstrategicdirection,policyandimplementationatthedirectionoftheBoard.Responsibleforoverallprograms,fundingarrangementsandday-to-dayoperations.AccountableOfficerundertheFinancial Management ActanddirectlyresponsibletotheBoardforday-to-dayoperations.

Jason Head,BAcc-AssistantBusinessManagerProvidessupporttothetheBusinessManagerintheadministrationandreportingofallfinanceandaccountingoperationsincludingpayroll.

Kate Pendergast, BBus (Marketing), Cert IV Assessment andWorkplaceTraining–StrategicHumanResourceManagerCoordinates and delivers theHumanResource function, providingsupportandadvicetoalllevelsofmanagementandstaffonhumanresourceissues.

Richard Warburton,CertIVAssessmentandWorkplaceTraining–OccupationalHealthandSafetyManagerInadditiontohiswaterwaysrole,Richarddevelopsandmaintainsstatutoryobligations for compliance and maintenance of safety managementsystemactivitiesincludingpolicies,proceduresandmanuals.

Shannon Crawford–CertIIIBusinessAdministration,DipBus(HR)–ExecutiveAssistantProvides administrative support to theCEO and theBoard and itssub-committees,includingsignificantliaisonwithseniormanagersandmembersoftheBoard.

Stan Gibney,BA,CA,CIA,MIIA–BusinessManagerandFreedomofInformationOfficerEnsuresefficientadministrationoftheAuthorityandtheprovisionofpromptandtimelyfinancialadvicetotheCEOandBoard.

Business developmentCasey Damen,BBus(HRM),BAppSc(EnvironmentalScienceandChemistry),Cert IV FrontlineManagement,GraduateCertificate inRiver Health – Business Development Coordinator (higher dutieswithinexistingpositionfrom1stDecember2011).Responsible for funding and investment processes and providesstrategicadvicetotheCEOonmonitoring,evaluationandreporting.

Helen Murdoch,BEnvSci–RegionalCatchmentStrategyManagerManagesthereviewoftheRegionalCatchmentStrategy.

Katie Warner,BAgr(Hons),MPPM,DipBus(FrontlineManagement)–BusinessDevelopmentManagerResponsible for funding and investment processes and providesstrategicadvicetotheCEOonmonitoring,evaluationandreportingandmanagingtheupdateoftheRegionalCatchmentStrategy.

Land and biodiversityCarla Miles,BAppSc–BiodiversityStrategyManagerManagesthedevelopment,integrationandsupportstheimplementationofthestrategicplanningandinvestmentplanningwithintheLandandBiodiversityUnit.

Jenny Wilson, PhD, BAppSc (Hons) Acting Biodiversity StrategyManager(from1May2012)Manages the development, integration and supports theimplementation of the strategic planning and investment planningwithintheLandandBiodiversityUnit.

Mark Cotter,BAgrSc(Hons),DipProjMan’t,GradCertAppSc(Maths)–LandHealthManagerSupports Land and Biodiversity Manager with policy advice andtechnicalsupportandimplementsstrategic landhealthprojects inthedryland.

Steve Wilson,MEnvMan,BAppSc(Parks,RecreationandHeritage)–LandandBiodiversityManagerManagesandcoordinatesbiodiversityprogram,includinginvestmentandstrategicplanning,monitoringandreportingandintegrationofclimatechangeresponses.

Tony Kubeil,BSc–ManagerLandcareandCommunitiesSupports Landcare groups in the region and coordinates projectsincluding the development and implementation of the RegionalLandcareStrategy.

River health and flood protection Geoff Earl,BE(Civil)–EnvironmentalWaterFlowCoordinatorWorkscloselywithenvironmentalwaterresourcesofficersinNorthEast, Goulburn Broken and North Central regions and providesstrategicadviceonmanagingstreamflowtomeetregionalecologicalandenvironmentalflowtargets.

Guy Tierney,BE(Civil)–FloodplainManagerManages the floodplain program and statutory planning activitiesacrosstheGoulburn,BrokenandpartoftheRiverMurraybasins.

Mark Turner, BAppSc (Natural Resource Management), GraduateCertificateinRiverHealth–RiverHealthImplementationManagerOverseestheriverhealthimplementationprograms,leadingateamoffieldstaff.

Neville Atkinson – Indigenous Natural Resource ManagementFacilitatorCoordinates cultural heritage matters related to natural resourcemanagementacrosstheGoulburnBrokenCatchment,providingstrategicdirection and advice to the Goulburn Broken CMA and its partnersincludinglocalgovernment,thecommunityandTraditionalOwners.

Simon Casanelia, MEnvMan, BSocSc, GDipEnvMan – StrategicRiverHealthManager(HigherDutiesfrom28May2012)Provides senior professional advice and guidance to theCEO andBoard on policies, programs, implementation strategies, researchactivities,monitoring,andrelatedprojectsonriverhealth.

Wayne Tennant,CertofTechnology(CivilEngineering),GradDipEM,GAICD–StrategicRiverHealthManagerProvides senior professional advice and guidance to theCEO andBoard on policies, programs, implementation strategies, researchactivities,monitoring,andrelatedprojectsonriverhealth.

Sustainable irrigationCarl Walters, AssocDip (Civil), MIEAust – Sustainable IrrigationProgramManagerProvides executive liaison with the Shepparton Irrigation RegionImplementation Committee to ensure works program targets aremetinlinewiththeCorporatePlan.ProvidesinputtostatewideSaltDisposal and Sustainable Irrigation Program working groups andwaterrelatedissues.

Megan McFarlane,BAgrSc(Hons),MNatRes,GAICD–FarmWaterProgramManagerLeads the development, investment and planning processes andassociateddeliveryoftheFarmWaterProgram.Provideshighleveladvice and guidance to the Chief Executive Officer, Farm WaterProgramWorkingGroupandProgramAdvisoryCommittee,BusinessManagerandseniorprogrammanagersonallaspectsof theFarmWaterProgram.

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GovernanceCompiledbyStanGibneyandJasonHead



of rating Trend

2011-12performance CorporatePlankeyperformanceindicatorsiii

Complianceiv n.a. Ontarget High n.a.


CorporatePlankeyperformanceindicatorsv

Complianceiv n.a. Ontarget Medium n vi

Catchmentcondition

EfficiencyratiosManagementsystems:-legislativeandfundingbacking-policiesandprocedures-communities’capacityvii

n.a. n.a. Satisfactory Medium n

i SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofthesituationin1990.iii SeeCorporatePlanKeyperformanceareas,indicators,targetsandprogresstablepage47.iv SeeperformanceofstatutoryresponsibilitiesasaVictorianStateAuthorityandEmployerpage40.v AggregatedperformanceovertheyearsGoulburnBrokenCMAhasbeeninexistence(since1997).vi Assumedtoparallelgovernmentfundingtrend.vii Evidencelistedin‘Collaborationsandcommunities’sectionpage17.

Major references

• GoulburnBrokenCatchmentManagementAuthorityCorporatePlan2011-12.

• GovernanceGuidelinesforDepartmentofSustainabilityandEnvironmentPortfolioStatutoryAuthorityBoard.

Government and other investment, $0002009-10 2010-11 2011-12 2012-13i Trend

2,025 1,918 1,516 1,113 i

i 50%of2011-12fundingpaidinJune2012.

BackgroundThissectionincludes:

- adescriptionof‘Governance’

- thelegislativeandfundingcontextoftheGoulburnBrokenCMAtoestablishitsCorporateGovernancepractices

- a scorecard (above) as a summary of annual and long-termperformance (including compliance) and the capacity of theCatchment’s people to undertake sound and ethical naturalresourcemanagement

- anoverviewoftheGoulburnBrokenCMA’sGovernancepractices

- Riskmanagementattestation

- GoulburnBrokenCMA’sperformanceofstatutory responsibilitiesasanemployerandaVictorianStateAuthority

- performance against key performance indicators listed in theGoulburnBrokenCMA’sCorporatePlan

- What’snext?(strategicprioritiesoverthenext12months).

Description of Governance investment areaThis‘enabling’programexiststoensurethattheGoulburnBrokenCMAcontinues to fulfil its statutory and corporate functions; maintains ahighlevelofgovernance,transparencyandaccountabilityindeliveringprogramcommitmentsagreedwithinvestorsandensuresthat:

- areas of finance and reporting, business development,communicationsandmarketing,humanresourcesandInformationTechnology requirements are clearly aligned with our businessobjectives;

- asafeworkplaceisprovidedforallemployees,contractorsandvisitors;

- aneffective riskmanagement framework is inplacewhich formsanintegralpartofthestrategicplanningprocesses,whererisksareidentified, assessedandmonitoredunder risk treatmentplans tomitigatetherisktoanagreedlevel;

- comprehensive monitoring and evaluation process are in placeensuringprojectreportingonexpenditureandoutputsisofahighlevelandinlinewithrequirementsoftheBoardandinvestors;

- anoptimuminformationmanagementsystemisinplacetoallowthe Goulburn Broken CMA to undertake, record, communicateand report on its business activities undertaken throughout theCatchment;

- theGoulburnBrokenCMAminimisesitsenvironmentalfootprint;

- worksinpartnership,andopenlysharesknowledgeandinformation,witharangeofagenciesandotherVictorianCMAstoimprovethedeliveryofintegratednaturalresourcemanagement;

- ithasanoptimumcorporatestructurecommensuratetoitsprogramfundingacceptabletoallstakeholdersandthecommunityatlarge;

- thosemembersofthecommunitywhoneedtobeengagedsupport(oraccept)andprovidetheGoulburnBrokenCMAwiththelicencetooperate.


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What’s next (strategic priorities over the next 12 months)?TheGoulburnBrokenCMA is amature organisationwith an optimumcorporatestructuremanagingarevenuebaseof$39.6millionin2011-12.Thekeychallengesintheshorttermcontinuetobe:

- maintaining an optimum structure given the confirmed fundingrestrictionsfor2012-13andthedifferingrequirementsofinvestorsforreportinginformation;and

- The ever increasing challenge tominimise the cost of corporateadministrationtodelivermoredollarsforongroundworks.

Othergeneralprioritiesinclude:

- identifying new, and maintaining existing, funding streams toenable investments to bemadewithin theCatchment aligned towhat isrequiredtomeetourobligationsundertheWater ActandCathment and Land Protection Act.ThisneedstobeundertakeninanenvironmentwheretherearecompetingdemandsonStateandCommonwealth budgets in areas such as health and emergencyresponse;

- havingtheabilitytodemonstratetogovernmentandtheCatchmentcommunitythereturnontaxpayers’investmentinnaturalresourcemanagement in a timeframe and language that fits within thepoliticalreality;

- the ability to recruit and retain people with specialist skill setsrequiredtosupportourStatutoryObligations,suchasintheareaoffloodplainmanagementandfinancialmanagement

- balancing the need to actively support partnerships in servicedeliverywhilepromotingtheGoulburnBrokenCMAbrandforlocalandnationalrecognition.

Specificprioritiestobeaddressedinclude:

Financeandreporting- continued enhancement of a suite of financial performance and

assurance reports to enable monitoring and informed decisionmakingbyrelevantusers.

- maintenance of a comprehensive risk management frameworkcoveringallareasofGoulburnBrokenCMAoperations.

Businessdevelopment- seeknew investorswilling tomakemajor investments in natural

resourcemanagement.

- finaliseasuiteofefficiencyandeffectivenessmeasurestounderpintheGoulburnBrokenCMA’sinvestmentinprogramswhichcanbeincorporatedintothemonitoringandevaluationprocess.

- overseeimplementationoftheBusinessImprovementPlan

- Embed WeConnect as an online strategy development processenhancingcommunityinput

HumanResources- finaliseaWorkforceStrategyfor2012-15todirectthekeystrategic

workforce priorities to improve the current employer of choiceobjectivesandenableaskilledandcapableworkforcetodelivertheobjectivesoftheGoulburnBrokenCMA.

- developacapabilityframeworktoinformanddirecttheorganisationandemployeesskillrequirementsandtrainingneedstoalignwithandenabletheGoulburnBrokenCMA’sagreedbusinessgoalsfor2012-13.

- finalise an Enterprise Bargaining Agreement that supportsthe workforce objectives and is consistent with governmentrequirements.

Informationandcommunicationtechnology- finalise the Information andCommunication TechnologyStrategy

todeliveragreed2012-14initiativeswithparticularemphasison2012-13.

Marketingandcommunications- implementation of approved Communications & Marketing

Strategy.- enhancethebrandingandmarketingofGoulburnBrokenCMAto

clearly distinguish it fromGoulburn-MurrayWater and GoulburnValleyWater.

- UpgradeoftheGoulburnBrokenCMAwebsitebothindesignandsecurityofhosting.

Occupationalhealthandsafety- monitor compliance activities against agreed Key Performance

Indicators- ensurethattheGoulburnBrokenCMAmeetsitsobligationsunder

currentlegislationandmonitorrequirementsofanyproposednewlegislation.

Goulburn Broken CMA’s legislative and funding contextReferto‘Powerandduties’onpage2forthelegislativecontext.

TheVictorianGovernment funds theGoulburnBrokenCMAto fulfil itsstatutoryobligationsasdetailedintheStatementofObligations.

CoststhatenabletheGoulburnBrokenCMAtofulfilitscorecorporateandstatutoryobligationsare funded fromadirectcorporateallocationand interest earned.Other corporate costs are charged to projects uptoaBoard-approvedpercentagewhichrecognisethedegreeofsupportprovidedtothoseprojects.Corporatecostsarenotchargedonprojectfundingtocommunitygroupsorotherpartners.

Goulburn Broken CMA’s funding of $39.6 million was sourced fromregional,StateandCommonwealthGovernmentsourcesin2011-12.Itis estimated that the regional community contributes (in-kind and viaproducts and services) about the same that governments contribute.Anincreasingamountofgovernmentfundingreceivedisfrominitiativefunding sources. Benefit cost analysis is undertaken on parts of thebusinesswhereitispossible,suchasmajorinfrastructurework.

Allworks undertaken are in linewithState,Murray-DarlingBasin andNationalstrategies.

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Objectives, functions, powers and duties of the Goulburn Broken CMA

UnderSection12oftheCatchment and Land Protection Act, 1994:

1 TheAuthorityhasthefollowingfunctionsinrespectoftheregionforwhichithasbeenappointed:a To prepare a Regional Catchment Strategy for the region and to

coordinateandmonitoritsimplementation.b To prepare special area plans for areas in the region and to

coordinateandmonitoritsimplementation.c Topromotethecooperationofpersonsandbodiesinvolvedinthe

managementoflandandwaterresourcesintheregioninpreparingandimplementingtheStrategyandspecialareaplans.

d ToadvisetheMinister,and,ifrequestedbyanyotherMinister,thatotherMinisteri onregionalprioritiesforactivitiesbylandresourceallocations

to bodies involved in the management of land and waterresourcesintheregion;

ii on guidelines for integrated management of land and waterresourcesintheregion;

iii on matters relating to catchment management and landprotection;

iv ontheconditionoflandandwaterresourcesintheregion. e To promote community awareness and understanding of the

importance of land and water resources, their sustainable use,conservationandrehabilitation.

f TomakerecommendationstotheMinisteraboutthefundingoftheimplementationoftheRegionalCatchmentStrategyandanyspecialareaplan.

g TomakerecommendationstotheMinisterandtheSecretaryaboutactionstobetakenonCrownlandmanagedbytheSecretarytopreventlanddegradation.

h ToadvisetheMinisterandprovideinformationtotheMinisteronanymatterreferredtoitbytheMinister.

i TocarryoutanyotherfunctionsconferredontheAuthoritybyorunderthisActoranyotherAct.

2 TheGoulburnBrokenCMAhaspowertodoallthingsthatarenecessaryorconvenienttobedonefororinconnectionwith,orasincidentalto,theperformanceofitsfunctions,includinganyfunctiondelegatedtoit.

3 Subsection(2)isnottobetakentobelimitedbyanyotherprovisionofthisActthatconfersapowerontheAuthority.

4 TheGoulburnBrokenCMAhasthedutiesconferredonitbyorunderthisoranyotherAct.

Goulburn Broken CMA BoardMembersoftheGoulburnBrokenCMABoardofDirectorsaredrawnfromwithintheregionandtogetherhaveextensiveexperienceandknowledgeof primary industry, land protection, water resource management,waterwayandfloodplainmanagement,environmentalconservation,localgovernment,businessandfinancialmanagement.

Under thedirectionof theBoard, theGoulburnBrokenCMAdevelopsdetailedenvironmentalmanagementstrategiesundertheumbrellaoftheover-archingRegionalCatchmentStrategy.

Goulburn Broken CMA’s corporate governance practices Soundandethicalcorporategovernancepracticesunderpin theGoulburnBroken CMA’s overall performance including compliance with what isrequiredandexpectedofit.ThisiscodifiedintheGoulburnBrokenCMA’sFinancialCodeofPracticewhichallemployeesareobligatedtocomplywith.

Benchmarking Costsandachievementsarebenchmarkedregularlyagainstthoseofpeerorganisationsandsimilarindustriesandtheratiooftasksperformedbyemployeesin-housetothoseoutsourcedisalsocloselymonitored.

Board Committees TheGoulburnBrokenCMAhasestablishedanAuditRiskandComplianceCommittee and aRemunerationCommittee.Both committees operateunderthetermsoftheirrespectiveCharter.

Audit, Risk and Compliance Committee (DirectorsCurtis,ChapmanandCourtmetthecriteriaof‘independent’member from1 July2011 to30September2011.Directors Fox andChapmanmeet the criteria of ’independent member’ from 1 October2011to30June2012)

1July–30September2011 1October2011–30June2012•EileenCurtis(Chairwoman)•JohnCraven(Chairman)•MurrayChapman •AilsaFox•PeterRyan •MurrayChapman•TerryCourt •PeterRyan• JohnPettigrew •RossRunnalls

Remuneration Committee 1July–30September2011 1October2011–30June2012•FrankWhitford(Chairman) •Alexander‘Sandy’MacKenzie(Chairman)•PeterRyan •MikeDalmau• LynGunter •PeterRyan•RussellPell •Catherine‘Rien’Silverstein •RussellPell

The Goulburn Broken CMA and partner agencies offer an array ofincentivestolandholderswishingtoundertakeenvironmentalworks.

Priority integrated environmental works are achieved by combiningthebestavailablesciencewithpracticalchallengessuchasrunningaproductivefarmormaintainingawaterwayforenvironmentalandtourismbenefits.

Planning framework TheGoulburnBrokenCMA’splanningframeworkisdescribedwithinthe‘PlanningandResponding’sectiononpage22.

Risk managementTheGoulburnBrokenCMArevieweditsriskprofileduringtheyearanditwasconsideredbytheAudit,RiskandComplianceCommittee.

Risk Management Attestation I,PeterFRyan,certifythattheGoulburnBrokenCMAhasriskmanagementprocesses in place consistent with the Australian/New Zealand RiskManagementStandardAS/NZSISO31000-2009andaninternalcontrolsystem is in place that enables the executive to understand,manageandsatisfactorilycontrolriskexposures.TheAudit,RiskandComplianceCommitteeverifythisassuranceandthattheriskprofileoftheGoulburnBrokenCMAhasbeencriticallyreviewedwithinthelast12months.

Peter F RyanChairman

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Peter Ryan - Chairman (Cosgrove South)Peterisafull-timeprimaryproducerofprimelambs,cropsandhay.Peterhashada longanddistinguishedcareer inagriculture,educationandbusiness.Peter’spastpositionsinclude:CEOofGoulburnOvensInstituteofTAFE,PrincipalofDookieCollege,PrincipaloftheGilbertChandlerCollegeofDairyTechnologyandaSeniorRuralEducationOfficerwiththeVictorianDepartmentofAgriculture.Peter’spreviousboardpositionsincludetheAustralianRuralLeadershipFoundation,InternationalTrainingAustraliaPtyLtd,GoulburnOvensInstituteofTAFEandanumberofruralandregionaldevelopmentorganisations.PetercurrentlyholdspositionsasDirectorofGoulburnValleyHealthandChairmanoftheIndependentReviewPaneloftheNorthernVictorianirrigationRenewalProject.

Ailsa Fox (Merton)Ailsa is aprimaryproducerofmany yearswith strong involvement intheVictorianFarmersFederationandiscurrentlyapartnerinafarmatMertonfocusingonbeefcattle,woolandprimelambproduction.AilsaisaDirectorofAgStewardshipAustralia,PrimesafeVictoria,RuralSkillsAustralia and the North Central Rural Financial Counselling Service.Ailsabelievesanopportunityinnaturalresourcemanagementistoworkwithlargerlandholderstoachievebetteroutcomes.

Alexander ‘Sandy’ MacKenzie (Avenel)Sandy has a Masters in Rural Science (UNE) and is currently theLandcareCoordinatorfortheBurntCreekLandcareGroup.Sandyholdspositionswith theVictorianLandcareCouncil andAustralianLandcareInternational. Sandy is also a community assessor for the AustralianGovernment Natural Resource Management programs Caring forour Country and Carbon Farming Initiative. Sandy has experience ingovernance, natural resourcemanagement and community education/engagement and was the Founding Principal of Orange AgriculturalCollege(CharlesSturtUniversity).

Board directors and officersforthefinancialyearended30June2012

Boarddirectors:(L-R)Back:MurrayChapman,MikeDalmau,RussellPell,JohnCraven,ChrisNorman(CEO),Alexander‘Sandy’MacKenzie,RossRunnalls,Front:PeterRyan(Chairman),Catherine‘Rien’SilversteinandAilsaFox

Catherine ‘Rien’ Silverstein (Orrvale)Rien is a primary producer and self-employed as a partner of SilverOrchards and is a past President of Victorian Farmers Federation-HorticultureandaCoordinatorandfounderofGoulburnValleyWomeninHorticulture.RienisamemberoftheGoulburn-MurrayWaterSheppartonWaterServicesCommittee.RienisalsoacurrentmemberofFruitGrowersVictoria, a member of the Victorian Farmers Federation and AustralianWomeninAgriculture.RienhasanappleandpearorchardinOrrvaleandbelievesmanagingwaterwiththechangingclimaticconditionsiscurrentlythegreatestchallengetofarming.

John Craven (Middle Park)JohnisaregisteredveterinarysurgeonwithaPhDinmicrobiologyandiscurrentlyemployedasaDirectorofTeripSolutionsPtyLtd.Hehasconsiderable experience in research and research methods and wasformerly a researchmanager at the Department of Primary Industriesand the Dairy Research and Development Corporation. Until recentlyJohn owned a beef cattle property in Terip Teripwhichwas originallysettledbyhisfamilyinthe1880’s.Hehasconsiderableexperienceinon-farmconservationactivities andsees theneed for communities tovaluetheenvironmentsufficientlytocontributetime,energyandmoneytoimproveconservationoutcomes.

Mike Dalmau (Acheron)Mike liveson a lifestyle rural property andhasoperated a number ofsuccessfultourismandhospitalitybusinesses,centeredonLakeEildon,forover30years.MikeisahouseboatbrokerandworksasaMediatorfor the Department of Justice Dispute Settlement Centre of Victoria.MikeholdspositionsontheCentralRangesLocalLearningEmploymentNetwork;AlexandraDistrictAmbulanceSupportInc;PoliceCommunityConsultative Committee Safe and Caring Community Project; LakeEildon Land & On Water Management Plan Reference Group; Eildon

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MajorEvents;andUGFMcommunityradiostation.MikeservedontheGoulburnBrokenCMAUpperGoulburn ImplementationCommittee for10 years. Mike also served as a Councillor of the Murrindindi ShireCouncilfornineyears,includingatermasMayor,andduringthistimechaired two Council committees and represented Council at severalstate-wideforums.OfimportancetoMikewasthe12monthsheworkedasaBushfireCaseManagerassistingsmallbusinessesintheirjourneyofrecoveryfollowingBlackSaturday.

Murray Chapman (Goomalibee)MurrayisaDirectorofRuralPlanPtyLtdwhichprovidesnaturalresourcemanagement advisory services as well as land and water projectmanagement throughout Australia. Murray specialises in providingtechnical support and facilitation services for water and on-farmefficiency. He has many years experience in assisting governmentsandindustrytoachievechange-basedprograms.MurrayhasservedontheboardoftheBenallaandDistrictMemorialHospital.Heisapartnerin a family farm at Goomalibee and a member of local communityorganisations.

Ross Runnalls (Benalla)Ross isa rural landholder, formerRegionalManagerwithVicForests,andnow is a self-employed forestry consultant. Ross has vast experience innaturalresourcemanagement,includingcommercialuseofnativeforestandfiremanagement.Ross lives inBenallaonasmall ruralholdingand isamemberofthelocalWhitegateFireBrigade.Rossconsidersimprovingtheenvironmentalconditionofagricultural landwhilstmaximisingproductionasthegreatestchallengecurrentlyfacingnaturalresourcemanagement.

Russell Pell (Wyuna)Russell is amemberof theMurray-DarlingBasinAuthority’sCommunityCommittee.Healsochairs theModernisationGroup forCentralGoulburnfor the Northern Victorian Irrigation Renewal Project. Russell’s previouspositions include eight years as a member of the Shepparton IrrigationRegion Implementation Committee (including four years as Chairman),membershipoftheAustralianLandcareCouncil,andhewasanAssociateDirector of TaturaMilk Industries.He hasworkedwithDairy Australia onanumberofprojectsoverrecentyears.Russellhasbuiltupa largedairyenterpriseatWyunawhichhenowmanageswithhisson.Hisinterestslieinfindingabalancebetweenmanagingtheenvironmentandsustaininggoodagriculturalindustries.

Board members attendance record at meetings

July 2011 - September 2011

Board member Board meetings (3 held)

Audit, Risk and Compliance Committee

(2 held)

Remuneration Committee

(1 held)EileenCurtis 3 2 n/aFrankWhitford 2 n/a 1JohnPettigrew(DeputyChairman) 3 2 n/aLynGunter 2 n/a 1MurrayChapman 2 2 1(proxy)PeterRyan(ActingChairman) 3 2 1RussellPell 1 n/a 0TerryCourt 2 1 n/a

Board members attendance record at meetings

October 2011 - June 2012

Board member Board meetings (8 held)

Audit, Risk and Compliance Committee

(5 held)

Remuneration Committee

(3 held)AilsaFox 8 5 n/aJohnCraven 7 5 n/aMikeDalmau 8 n/a 3MurrayChapman(DeputyChairman) 8 4 1(guest)PeterRyan(Chairman) 8 4 3RienSilverstein 6 n/a 2RossRunnalls 8 5 n/aRussellPell 8 n/a 3SandyMacKenzie 8 n/a 3

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ComplianceThefollowingtableincludesseveralsummariesofGoulburnBrokenCMA’scompliancethatarediscussedinmoredetailelsewhereinthisAnnualReport.

Goulburn Broken CMA’s performance of statutory responsibilities as a Victorian State Authority and Employer

Act or policy Board’s major tasks 2011-12 issues and status

Statutory Authority

Catchment and Land ProtectionAct1994

Prepare,coordinate,monitorandreviewofRegionalCatchmentStrategy.

ReviewofRegionalCatchmentStrategycurrentlyunderwayandonschedule.

SubmittoMinisterandCouncilbytheprescribeddate:“A report on the condition and management of land and water resources in the region and carrying out of its functions.”

2010-11AnnualReportsubmittedontimeand2011-12onschedule.

CorporatePlantobesubmittedtoMinisterundertheCALP Act by30Aprilannually. SubmittedtoMinisterby30April2012.

Membersdeclarenewinterestsateach(monthly)BoardmeetinganddocumentitinPecuniaryInterestsRegister.Membersmustsubmitaprimaryreturnandanannualreturn.

DeclarationsofPecuniaryInterestshavebeendulycompletedbyallrelevantdirectorsandofficersoftheGoulburnBrokenCMAandareavailableforinspection.

WaterAct1989

CorporatePlanavailableforinspection. Copyisavailableforinspectionduringbusinesshours.

Reviewfundsateach(monthly)Boardmeeting.PolicyforinvestmentaspertheTrustee Act1958.

Duringtheyear,GoulburnBrokenCMAcontinuedtoinvestfundswithTreasuryCorporationofVictoriaatcallandontermdepositsatcompetitiveratesinlinewithDepartmentofTreasuryandFinance’spolicyonCentralisationofBorrowingandInvestmentActivities.

Submitstatementofborrowings.Reviewborrowingsateach(monthly)Boardmeeting.FinanceleasesareborrowingsandsubjecttoTreasurer’sapproval.

IncludedaspartofCorporatePlan.FinanceLeasesareclassifiedasborrowingsduetotheiraccountingtreatment.

MeetingProceduresofAuthorities.

MinutesareavailablethroughapplicationunderFreedomofInformation.GoulburnBrokenCMAhasadoptedGovernanceGuidelinesforStatutoryAuthorityBoardMembers,DepartmentofSustainabilityandEnvironment2005andCodeofConductforPublicSectorEmployeesadopted.

Waterwaymanagementresponsibilities.

GoulburnBrokenCMAwasestablishedasabodycorporateundertheCatchment and Land Protection Act, 1994andthenestablishedasanAuthorityundertheWater Act, 1989withdelegatedwaterwaymanagement,floodplainmanagementanddrainagefunctionsunderPart10oftheWater Act, 1989.

Public Administration Act 2004 EnsureoperationsofBoardcomplywithPart5.

TheStateServicesAuthorityhasdevelopedarangeofguidelinestobeadoptedbypublicsectororganisations.Guidelinescoveremploymentprinciples,ethics,meritandequity.TheGoulburnBrokenCMAhasreviewedprocessestoensurecompliance.Arecruitmentkithasbeendevelopedandreviewsundertakenofequalopportunity,harassmentandbullyingpolicies.

Environmental Protection and Biodiversity Conservation Act 1999

Providefortheprotectionoftheenvironmentandpromoteecologicallysustainabledevelopmentthroughtheconservationandecologicallysustainableuseofnaturalresourcesandpromotetheconservationofbiodiversity.

AllworkshaveaprocesswhichassessestheworksagainstthisAct.TheGoulburnBrokenCMAanditspartnershavecompliedwithallrequirements.

Freedom of Information Act 1982

ReportrequestsforaccesstodocumentsinAnnualReport.Reportrequestsateach(monthly)Boardmeeting.TheActgivespersonstherighttorequestcertaintypesofinformation(whicharenotexemptdocuments)heldbytheAuthority.TheAuthority’sFreedomofInformationOfficerisauthorisedtomakedecisionsaboutaccesstodocumentsundertheFreedomofInformationAct.Theofficerhas45daysfromthedateofreceivingavalidrequesttoaccedetoorrejecttheapplicant’srequest.TherearetwocostsassociatedwithmakingaFreedomofInformationrequestbeinganapplicationfeeof$25.10whichisnon-refundableandanaccesscostwhichcoversthecosttoAuthorityforprovidingtheinformation.

TheFreedom of Information Act 1982allowsmembersofthepublicarightofaccesstodocumentsheldbytheGoulburnBrokenCMA.FreedomofInformationrequestsaremadeinwritingdescribingthedocumentsrequestedandincludingpaymentofthe$25.10applicationfee.Furtherchargesmaybepayable.FreedomofInformationfeesandchargesarenotsubjecttoGST.RequeststotheGoulburnBrokenCMAshouldbesenttoFreedomofInformationOfficer,POBox1752,Shepparton,Vic3632.Thetelephonecontactnumberis(03)58201100;enquiriescanbeemailedtoreception@gbcma.vic.gov.au.TenFreedomofInformationRequestswerereceivedintheyear.Eightapplicationswererespondedtoas‘nodocuments’existed,whilsttheothertwoweregranted‘partaccess’.TherewerenointernalreviewsorappealstotheVictorianCivilandAdministrativeTribunalduringtheyear.

Whistleblowers Protection Act 2001 ReportactionsinAnnualReport.Reportactionsateach(monthly)Boardmeeting.

Noissuesreported.DisclosuresofimproperconductbytheGoulburnBrokenCMAoritsemployeesmaybemadetoMarkTurner(ProtectedDisclosureCoordinator)oralternativelytotheOmbudsman.(SeeAppendix7forpolicy,page120.)

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Statutory Authority

Statutory Referral and Advice (Planning and Environment Act 1987, Subdivision Act, 1988, Building Regulations 2004, Water Act 1989, Mineral Resources (Sustainable Development) Act, 1990)

GoulburnBrokenCMAhasdelegatedfloodplainmanagementfunctionsandisthefloodplainmanagementauthorityunderthePlanning and Environment Act, Subdivisions ActandBuildingRegulationswherevarioustypesofapplicationfordevelopmentarereferred.Furthermore,functionsrequiredirectadvicetobeprovidedtoanybodyorpersonundertheWater Act.GoulburnBrokenCMAisareferralauthorityforapplicationsfromDPI(MineralResourceAct,1990)forworkplansonfloodplainareas.GoulburnBrokenCMAisreferralauthorityfromRWAundersection67licencesfordamsonwaterwaysandprovidepermits/licencestolandownerstocarryoutworksoractivitiesonwaterways.

TheGoulburnBrokenCMAprocessed920referralandadviceapplicationrelatingtofloodplainmanagementand112applicationsforworksonwaterwaysfor2011-12.

Boardisadvisedofapplicationrefusalsateach(monthly)meeting.

DecisionsaremadeinaccordancewiththeVictoriaFloodStrategy,theGoulburnBrokenRegionalFloodplainManagementStrategy,theVictorianPlanningProvisionsPracticeNotesandAuthorityPolicy,allofwhichhavelargelybeenincorporatedintorespectivemunicipalplanningschemesasperformancebasedcriteria.

Localgovernmentcanrequestadvicebutarenotrequiredtoimplementit. Advicehasbeenprovidedwhereappropriate.

Privacy Act 2000 Ensuredetailsofindividualsareprotected.

GoulburnBrokenCMAhasdevelopedaPrivacyPolicy(inaccordancewiththeAct)onhowpersonalinformationisstoredandunderwhatcircumstancesitcanbeaccessedorreleasedtothirdparties.

Flora and Fauna Guarantee Act 1988

ConservetheCatchment’scommunitiesoffloraandfaunaandmanagepotentiallythreateningprocessesandeducatethecommunityintheconservationoffloraandfauna.

TheGoulburnBrokenCMAcontinuestosupporttheimplementationofactionstatementsandrecoveryplansforthreatenedfloraandfaunabytheDepartmentofSustainabilityandEnvironment.

Environmental Protection Act 1970

Protectionagenciesneedtoreportintheirannualreportingprocesses,actionstakentoimplementthePolicy(aspertheirresponsibilitiesinStateEnvironmentProtectionPolicy(WatersofVictoria)andSchedules),sothatEnvironmentProtectionAuthoritycanthenreporttothecommunity. ParticipatedinthedevelopmentoftheRegionalGoulburn

BrokenWaterwayIncidentAgreement.Staffattendedtrainingwithrespecttoemergencyandincidentresponse.(Australianinter-serviceincidentmanagementsystem.)

OutlinesCMAsroleswithrespecttosetgoals,prioritiesandtargets.

Referstowaterallocationsandenvironmentalflows.

Relatestoresponsibilitiesofvariousagenciesforensuringsustainableagriculturalactivitieswiththecatchment

Relatestothemanagementofirrigationchannelsanddrains.

Referstovegetationprotectionandrehabilitation.

Forest Act 1958 LiaisewithDepartmentofSustainabilityandEnvironmentasrequired.

ForwaterwaysinareasmanagedbyDepartmentofSustainabilityandEnvironmentundertheAct,theGoulburnBrokenCMAcompliedwithelementsofthecodewhichdealswithaccesstowaterwaysandcrossings.

Financial Management Act 1994UndertakereviewofitsannualoperationsandadvisetheMinisterregardingcompliancewithFinancialManagementComplianceFramework.

InformationlistedunderFRD22bisavailableundertheFreedom of Information Act 1982.

Aboriginal Heritage Act 2006

EnsuretheuseofculturalheritagemanagementplansforcertaindevelopmentplansoractivitiesandinteractwithregisteredAboriginalpartiestoevaluatemanagementplans,adviseonpermitapplicationsandenterintoculturalheritageagreements.

TheGoulburnBrokenCMAappliesdiligencewithregardtotherequirementsoftheActandencouragesbestpracticeinpartnerorganisationsthroughitsculturalheritagesupportprogram.TheGoulburnBrokenCMAiscommittedtopolicies,programsandstrategiesaimedatdeliveringculturallyappropriateservicestoallVictorians.CurrentpracticesofinclusiveandthoroughpublicconsultationensurethatallpersonswhohaveaninterestininvestigationsarekeptinformedandhavetheopportunitytoprovideinputintoGoulburnBrokenCMAdeliberations.

Building Act 1993 Complywithstandardsfortheconstructionandmaintenanceofbuildings.

GoulburnBrokenCMAcompliedwithbuildingandmaintenanceprovisionsofthisAct.

NationalCompetitionPolicy Ensurefaircompetition

Competitiveneutralityseekstoenablefaircompetitionbetweengovernmentandprivatesectorbusinesses.Anyadvantagesordisadvantagesthatgovernmentbusinessesmayexperienceasaresultofgovernmentownershipshouldbeneutralised.TheGoulburnBrokenCMAcontinuestoapplythisprincipleinitsbusinessundertakings.

Country Fire Authority Act 1958 Workwithotherrelatedorganisationstoassistinthecontrol,preventionandsuppressionoffireswithintheCatchment.

GoulburnBrokenCMAhaspoliciesrelatingtowaterwayoperationsthatcomplywiththeActandreducefirerisk.Firesuppressionequipmenthasbeenpurchased.

VictorianIndustryParticipationPolicy

TheVictorianIndustryParticipationPolicyisaVictorianGovernmentinitiativedesignedtopromotegreateraccessforsmalltomediumenterprisestoworkwithmajorprojects.

TheallocationstotheFarmWaterProgramhavebeenadvised.

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Employer

FairWorkAct(RegisteredOrganisations)Act2009

ComplywiththeAwardsystemwhichprovidesaminimumsetoftermsandconditionsforGoulburnBrokenCMAemployees.

GoulburnBrokenCMA’spolicieshavebeenevaluatedforalignmentagainsttheActandareavailabletostaffonitsportal(intranet).Theprocessfortherenewalofthecurrentagreement–GoulburnBrokenCMAEnterpriseAgreement2009-2012isunderway.ThiswasdelayedpendingfinalisationoftheState’sWagePolicy.

Equal Opportunity Act 1995 Annualdatareturnreportinggender,diversityandcomplaintslodgedandinvestigated.

TheGoulburnBrokenCMAisanequalopportunityemployer.KatePendergastisthesexualharassmentcontactofficer.Nocomplaintswerereceivedinthereportingperiod.OftheGoulburnBrokenCMAstaff,51percentarefemaleand49percentmale(seepage31).

Long Service Leave Act 1992VictorianLongServiceLeaveRegulations2005

LongserviceleaveliabilityisupdatedtotheBoardinamonthlyfinancialreport.

PoliciescomplywithAct.Liabilityisreflectedinfinancialprovisionsandcalculationexplainedinthenotestothefinancialstatements.

Occupational Health and Safety Act 2004

ReportOccupationalHealthandSafety(OHS)issuesateach(monthly)BoardmeetingandinAnnualReport.QuarterlyReportofmeasurableOHStargetstotheAuditRiskandcomplianceCommittee.

GoulburnBrokenCMAcontinuestoreviewandupdateitsOHSPolicyStatementandsupportingOHSprocedures.AllstaffandContractorsareinductedintheproceduresthatreflecttheirworkfunction.OHSProceduresareinplaceandmadeavailableforcontractorswhenapplicable.EmployeeHealthandSafetyRepresentativesandDesignatedWorkGroupsarepartoftheconsultativeprocessesundersections35and36oftheOHSAct2004.Policiesandproceduresareavailabletostaffontheportal(intranet).AnOHSReportagainstagreedKPIsisprovidedtoAudit,RiskandComplianceCommitteequarterly.

VictorianGovernmentRiskManagementFramework

TheVictorianGovernmentRiskManagementFrameworkprovidesforaminimumriskmanagementstandardacrossPublicSectorentities.

Attestationbyaccountableofficerinannualreportwhichensuresthatrequirementisbuiltintocorporateplanningandreportingprocesses.

TheattestationthattheGoulburnBrokenCMAhasriskmanagementprocessesinplace,madebytheChairmanoftheGoulburnBrokenCMA,isconsistentwiththeAustralian/NewZealandRiskManagementStandard.

Gifts,benefitsandhospitalitypolicyframework

TheVictorianGovernmentFrameworkrequiringemployeestorecordgifts,benefitsandhospitalitiesofferedtothemintheircapacitywithGoulburnBrokenCMA.

TheGoulburnBrokenCMAhasacomprehensivepolicyinrelationtothisissueandallstaffarerequiredtocomplyandrecordanybenefitsontheRegister.

Details of compliance with Whistleblowers Protection Act 2001RefertoAppendix7,page120,forpolicy.

Available information- declarationsofpecuniaryinterestshavebeendulycompletedbyallrelevantofficersoftheGoulburnBrokenCMA.- detailsofpublicationsproducedbytheGoulburnBrokenCMAaboutit’sactivitiesandwherepublicationscanbeobtained.- detailsofchangesinprices,fees,charges,ratesandlevieschargedbytheGoulburnBrokenCMAforitsservices,includingservicesthatareadministered.- detailsofanymajorexternalreviewscarriedoutinrespectoftheoperationoftheGoulburnBrokenCMA.- detailsofanyotherresearchanddevelopmentactivitiesundertakenbytheGoulburnBrokenCMAthatarenototherwisecoveredeitherinthereport

ofoperationsorinadocumentwhichcontainsthefinancialreportandreportofoperations.- detailsofoverseasvisitsundertakenincludingasummaryoftheobjectivesandoutcomesofeachvisit.- detailsofmajorpromotional,publicrelationsandmarketingactivitiesundertakenbytheGoulburnBrokenCMAtodevelopcommunityawareness

oftheservicesitprovides.- detailsofassessmentsandmeasuresundertakentoimprovetheoccupationalhealthandsafetyofemployees,nototherwisedetailedinthereport

ofoperations.- ageneralstatementonindustrialrelationswithintheGoulburnBrokenCMAanddetailsoftimelostthroughindustrialaccidentsanddisputes,which

isnototherwisedetailedinthereportofoperations.- alistofmajorcommitteessponsoredbytheGoulburnBrokenCMA,thepurposeofeachcommitteeandtheextenttowhichthepurposeshavebeenachieved.- informationrelevanttotheheadingslistedinFinancialReportingDirection22BoftheFinancial Management Act 1994isheldattheAuthority’s

officeandisavailableonrequestsubjecttotheFreedom of Information Act 1982.

Other informationOtherinformationsuchaspublications,majorexternalreviews,overseastravelorpromotionalandpublicrelationsactivitiesareavailableonrequest,subjecttotheFreedom of Information Act 1982.

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This section includesdataprescribed in theDepartmentofSustainability andEnvironment ‘Annual conditionandmanagement reportingguideline forCatchmentManagementAuthorities–2011-12,whichreferstothetemplatetobefollowedinthisAnnualReporttofulfilstatutoryrequirementsofsection19Bofthe Catchment and Land Protection Act 1994.

InformationinthisAnnualReporthasgenerallybeencompiledinastructurethatdirectlyrelatestotheGoulburnBrokenCMA’scorporateplantopromoteclearaccountability,whiletheprescribedrequirementsfocuson‘headlinethemes’.Itisexpectedthatcorporateplanreportingrequirementsandheadlinethemereportingrequirementswillmergeoverthenextfewyears.Thefollowingtableshowshowthesetworequirementsrelatenow.

Biodiversity

ManagementImplementationoftheGoulburnBrokenCMA’sBiodiversityStrategy2010-15iswellunderway,withthefirstannualreviewin2011-12showingthat52ofthe64actionsareinprogressorhavebeencompleted.MostLandandBiodiversityProgramstaffworkplansalignwiththeStrategy’sactionsandagencypartnersarealsohelpingtoimplementtheStrategy’sactions.

Partnersdeliveredseveralkeyprojects,including:

- Plains Woodland Tender: fencing and revegetation (Department of Primary Industries); Tender and stewardship payments (Department ofSustainabilityandEnvironment)

- Permanentprotectionofhighvaluesites(TrustforNature)- Threatenedspeciesprotection(DepartmentofSustainabilityandEnvironment)- Priorityprojects(communitygroupsthroughanexpressionofinterestprocess)- Communityeducationthroughcommunity-basedNRMgroups.

Significant levels of ongroundworkswere achieved, including fencingof 888hectaresof remnant vegetation. ThePlainsWoodlandsproject (703hectares),andthePlainsWetlandTender(136hectares)mademajorcontributions.

ConditionAgainstareferencepointofpre-Europeansettlement,theconditionoftheCatchment’sbiodiversityhasbeenratedas‘poor’:ithasnotimprovedsince1990.However,thereferencepointof‘pre-European’tomeasurecurrentconditionmaynotbeusefulbecausewedonotaimtorestorelandscapestopre-Europeancondition.Ifweusedareferencepointotherthanpre-European,thenitislikelythatcatchmentconditioncouldbeshowntohaveimprovedbeyond‘poor’.Newresearchpartnershipsshouldhelpustobetterrefinetargetsandassumptions.

Whileacknowledginguncertainty,weappeartobemakingsomeprogresstowardsvegetationextenttargets(seegraphonpage105).However,futurerisesinextentneedtobemuchgreaterifwearetoreachthe2030target.

Majorthreatstotheconditionofbiodiversityincludetheincreasedlikelihoodandfrequencyoffireduetoclimatechangeandlarge-scaleandfrequentfuelreductionburning.

Themeasuresusedtodetermineprogresstowardstargetsinclude:

- hectaresofhigh-qualityremnantsofnativevegetationprotected- amountofnaturalregenerationthroughland-usechange,suchasstockremoval- hectaresofrevegetationandremnantprotectionthroughstewardshipprograms,suchasPlainsWetlandTender,andtheWoodlandsProject.

Theconditionofaquatic(includingwetland)biodiversityisdescribedin‘Investmentarea2a–Environmentalflowsandwatersupply’(page88)and‘Investmentarea2b–Riparianandinstreamhabitatandchannelform’(page90).

Headline theme reports

DSE headline theme Goulburn Broken CMA investment area Details page

Biodiversity Biodiversity 100

Inlandaquaticecosystems Riverandwetlandhealth 85Marine&Coastal Notapplicable n.a.

LandhealthLandhealthSIRSalinityInvasiveplantsandanimals

10680111

Communitycapacity CollaborationsandcommunitiesPlanningandresponding

1722

Environmentalstewardship RiverandwetlandhealthBiodiversity

85100

Noneapplicable Humanresources 29Noneapplicable Environmentalfootprint 27Noneapplicable Floodplainmanagement 97

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Inland aquatic ecosystems

Environmental flowsManagementAtotalof599gigalitresofEnvironmentalWaterwasdeliveredin2011-12tomaintainminimumflowsinthelowerGoulburnRiverandlowerBrokenCreekandprovideaspringfreshinthelowerGoulburnRiver,andtoensuresuccessofwaterbirdbreedingeventsintheBarmah-MillewaForest.TheenvironmentalwaterwasdeliveredinaccordancewiththeVictorianEnvironmentalWaterHolderprocessesandwiththeassistanceandcooperationofpartners.

ConditionTheGoulburnRiverexperiencedanumberofnaturalfreshes,bankfullandoverbankflowsandtheBrokenCreekexperiencedagreaterthanonein100yearfloodevent.Thefloodwaterprovidedmanyecologicalbenefitsincludingtheexchangeofnutrients,sedimentsandcarbonbetweenthefloodplainand riverchannel; improving riparianvegetationhealth;andstimulatingnativefishmovementandbreeding. However, theBrokenCreekfloodwasaccompaniedbyablackwatereventwithlowdissolvedoxygenandsomefishdeaths.

ManywetlandsacrosstheCatchment,includingmanylowlyingwetlandsinBarmah-MillewaForest,wereinundatedin2010fromaboveaverageandunseasonalrainfallsandcontinuetoholdwater.Althoughwelcomeaftera longdrought,prolongedinundationcantemporarilyorpermanentlyalterwetlandvegetationcommunitiesbyfavouringspeciesadaptedtoextendedinundation,reducingthediversityandstructureofhabitat.

Riparian and instream habitat and channel formManagementPartnershipswiththecommunityandgovernmentagenciesdeliveredarangeofnaturalresourceandcommunitybasedactivitiesincludingfencing,revegetation,invasiveplantandanimalcontrol,resnagging,monitoringandemploymenttoprotectriparianandfrontagelands,protectionandenhanceinstreamdiversityandmaintainthechannel.

AmajorfocusofworkstoimproveinstreamhabitatwasinvestigatedandcommissionedontheGoulburnRiverundertheLargeScaleRiverRestorationProject‘Goulburn–IconRiver’.HabitatconditionswereanalysedinlargereachesoftheGoulburn,includingthosewithhabitatdeficiency.Woodydebriswastheninstalled inawaywhichrepresentedareasofgoodhabitat. Thisprojectwas integratedinto theEnvironmentalWaterProgramandThreatenedSpeciesMonitoringInitiatives.

Monitoringprojectsincluded:

- theeffectsoftheLakeMokoandecommissioningonturbidityandfishcommunitiesintheBrokenRiver- thecontributionofslackwaterhabitatstoinstreamdiversityintheBrokenRiver- assessingfishpopulationsoftheLowerGoulburnRiver- monitoringofMacquariePerchpopulationsintheSevens,Hughes,HollandandSevencreeks

Anewprojectinitiatedin2011-12isanassessmentoftheperformanceofPassiveIntegratedTransponderTagreadersintheBrokenCreek.

ConditionTheimpactof2011-12floodeventswasassessedandwillcontinuetobemonitored.Sitesalignedwithapprovedfundingwillcontinuetoberehabilitated.

IncreasedeffortisbeingplacedonareasofCrownwaterfrontagesthroughStateinvestmentandsupport.

Communityactioninrecentyearshasbeencomplementedbygovernmentinvestment,resultinginimprovedprotectionofriparianland.

Water quality (nutrients) in waterwaysManagementThe focus of water qualitymanagement continued to concentrate on the impact of floods on instreamwater quality. Research and investigationscontinued,includingreal-timemonitoringandassessmentoffloodsoninstreamwaterquality.

ConditionThefiveyearrollingaveragephosphorusloadfromtheGoulburnBrokenCatchmentisbelowthelongtermtarget,equatingtoareductionof80percentfromthebenchmarkyearof1993-94.

Institutionalarrangementstomanagewaterqualitythreatscontinuedthroughseveralregionalparticipantforums.

Extensiveworksprogramshaveimprovedthestateofthesystemforterrestrialandaquaticspeciesandhavecontributedtoimprovedwaterquality.

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Land Health

Shepparton Irrigation Region Salinity ManagementImplementationoftheSheppartonIrrigationRegionCatchmentImplementationStrategycontinuestoprogressdespitetheregionenduringwidelyvaryingclimaticconditionsandchangingfundingpriorities.TheemphasisagainwastolinkimplementationoftheStrategywithvariousmodernisationprograms,especiallytheNorthernVictorianIrrigationRenewalProjectandtheFarmWaterProgram,tooptimiseopportunitiespresentedbychangestodeliverysystems.ThisisprincipallybasedaroundtheWholeFarmPlanProgramalthoughconnectiontosalinityinfrastructurehasbecomeevenmorecritical.

TheFarmWaterProgramcontinuedtorolloutin2011-12.Almost60percentofthe148Round1FarmWaterProgramprojectshavebeencompleted.Round1projectssaved18gigalitresofwaterwithninegigalitrestransferredtotheAustralianandStategovernmentforenvironmentalpurposes.AllRound1projectsareexpectedtobefinishedbyMarch2013.Anadditional237projectshavebeenfundedthroughRound2of theprogramwhichreceivedfundingfromtheVictorianOn-FarmStatePriorityProject($43million)andtheAustralianGovernment’sOnFarmIrrigationEfficiencyProgram($21million).TotalRound2watersavingsareexpectedtobe32gigalitreswithatleasthalftransferredtotheAustralianGovernmentortheGoulburnBrokenCMAforenvironmentalpurposes.ByJune2012about500megalitresofwaterfromRound2projectswastransferredtotheenvironmentalwaterholders.

LandholderparticipationintheWholeFarmPlanIncentiveschemewasmaintainedandextendedtomaximisethebenefitsoftheremodelledregionalirrigationdeliverysystem.

ConditionAlthoughrisksoflandsalinisationandwaterlogginghaveincreasedduetowetterconditions,theseriskshavegenerallydeclinedsince1990becauseof:

- governmentsupportedsalinitymanagementworks,particularlyintheearly1990s,includingsurfacewatermanagementprojects(thatresultinlesswatergoingthroughtothewatertable)andgroundwaterpumpingprojects(thathavetheeffectofloweringthewatertable)

- complementarygovernment-supportedwaterqualityandwatersavingsworks thathavewater-useefficiencyandoften, therefore,salinitybenefits; forexample,irrigationdeliveryinfrastructurethroughtheFoodbowlModernisationprojectfrom2008meanslesswaterisabletogothroughtothewatertable

Land Health (including dryland salinity)ManagementIn2011-12theLandHealthprograminvestedinprogramactivitiesthatmaximisedcommunityinvolvementandactivelyencouragingcommunitiestodevelopsolutionstotheirproblems,allinanenvironmentofsharedlearning.Thishas,andcontinuestobemonitoredandevaluatedinpartnershipwithexpertproviders.

Significantdisruptionstonormalworksprogramswerecausedbydeliverypartnersundergoinglossofkeystaffandsignificantlyreducedfunding.Thisparticularlyhadanimpactonthedeliveryofgrants.TheLandHealthsoilsprojectwassuccessfulinretainingkeypartnershipswithhighlyskilledstaffwhichallowedtheprojecttoexceedtargets

Theprogrampromotedlandmanagerbehavioursthatbestdemonstrateddevelopmentofrobustandadaptablesystems,whichareimportantformanagingtheimpactsofclimatechange.

Theextraordinarilywetconditionsfocusedlandmanagersonpressingproblemsofcrop,pastureandstockmanagement,awayfromlowerprioritynaturalresourcemanagementactivities.Thewetconditionsalsomadeitdifficulttoerectfences,whichmeantrevegetationcouldnotstart.

ThereviewofboretrendsintheCatchmentandthemodellingofuplandhydrologyprocessesandtheeffectofclimatevariabilityandlandusechangewerecompletedinJune2012,forpresentationtotheMurray-DarlingBasinCommittee,tomeettheobligationsunderthefederalWater Act, 2007.

ConditionTheDepartmentofPrimaryIndustry’sFutureFarmingSystemsResearchreviewedthedrylandsalinityproblemin2012,aspartofaresponsetotheprecedingwetyears.TheyobservedthatborerisesintheuplandareaoftheGoulburnBrokenwerearoundonemetreandless.Ariseofthisamountisoflittleconcernbutgiventhatithasoccurredinsuchashorttimeitchallengesourthinkingabouthowresponsivetheboresare.Thismaybeevidenceofthewatertableshavingestablishedadifferentequilibriumstatethanwhatprevailedintheearly1970’s.

Benchmarkinglandconditionisneededtoprovideabetterassessmentofthechallengeandprogress.

Twoyearsofaboveaveragesummerrainfallhaveresulted inmarked increases inbore levels inuplandareasand themoremutedresponse in thelowerareasisentirelyconsistentwiththetimeittakesgroundwatertomovethroughthesystem.Thestormeventshaveresultedinthefailureofalargenumberoferosioncontrolstructures,particularlyinthemidandsouthernpartsoftheCatchment.Whilefundingissoughttoassistintheirrepair,itisrecognisedthatitisveryimportanttobuildastrongersenseofresponsibilityinthecommunitytomanagepotentialerosionsitesandpreventsimilarepisodicfailures.

Therehasbeenamixedresponsetothedryingclimateintheriverineplains:groundwaterlevelsinsomeareascontinuetorise(andremainvulnerable)whileinotherareasincreasedgroundwateruseandlowerinflowscausethemtofall.

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Invasive Plants and AnimalsManagementTheDepartmentofPrimaryIndustries,ParksVictoria,GoulburnBrokenCMA,community-basedNaturalResourceManagementgroupsandlandholdershaveallcontributedtothedeliveryofongroundoutputs.GivenseasonalfactorssuchasbreedingandgrowingtimesandassociatedoptimumcontroltimelinestheVictorianLandcareProgramisdeliveredover18months.In2011-12,nineprojectswerefundedundertheVictorianLandcareProgramtodeliverinvasiveplantsandanimalsongroundworksandtheseprojectsareontracktodeliverinDecember2012asplanned.

ArangeofpestmanagementprojectsweredeliveredacrosstheCatchment,targetingnewandemergingweeds,establishedweedsandestablishedpestanimals.Projectscontinuedtoachievehighlevelsofvoluntarycompliance,butwherenecessary,effectiveenforcementoperationswereimplemented.

Morethan180compliancenoticeswereissuedduringtheyear,requestinglandownerstoundertakeprioritypestmanagementworks.ElevenPenaltyInfringementNoticeswereissuedfornon-compliancewithDirectionNotices.FivelandholdersfailedtocomplywithLandManagementNoticesandweresubsequentlyprosecuted.

ConditionSincethe2009BlackSaturdaybushfires,improvedaccesstoweedandpestanimalinfestations,coupledwithtargetedbushfirerecoveryfundinghasresultedintheimplementationofmanyeffectivecontrolprograms.Communitygroupsinthefireaffectedareasareagainkeentoincludeacompliancecomponentintheirprogramdeliveryandnewprojectswillbedevelopedfor2012-13.

Terrestrialandaquaticenvironmentsremainvulnerabletonewandemergingweedsandlandmanagersmustremainvigilanttoensureearlyidentificationofnewinfestations.

Whileregionalprioritiesforpestmanagementhavebeenidentified,theDepartmentofPrimaryIndustry’scapacitytodeliverprogramshasdeclinedinsomeareas.

Community capacityManagementTheGoulburnBrokenCMACommunicationandEngagementPlan2011-12heraldedseveralnewapproachesandpeople influencedstrategiesandprioritiesinmanyandvariedways.

ThecurrentrevisionoftheRegionalCatchmentStrategyrecognisesthecriticalroleofpeopleinmakingtheCatchmentresilient,andmanyopportunitiesforindividualandotherstakeholdercontributionstotheStrategywerecreatedviaone-oneinterviews,communityforums,expertpanels,workshops,communityforums,andtheGoulburnBrokenCMA’sfirstforayintosocialmedia.

TheSustainableIrrigationProgramAdvisoryGroup,twoenvironmentalwateradvisorygroups,andaLandHealthForumwereestablished.

Landcarenetworksandgroups,conservationmanagementnetworks,TraditionalOwners,agencypartnerssuchastheCatchment’seightlocalgovernmentscontinuedtobeheavilyinvolvedindevelopmentofprioritiesandprogramdelivery.

Communityeducationactivitieswereoftenconductedinpartnershipwithotheragencies.

ConditionGovernmentandregionalcommunities’objectivesareclearlyaligned:

- foreverydollarinvestedbygovernment,regionalcommunities(includinglandholders)contributemorethanonedollar,despitethecontinuingclimaticchallenges.

- theGoulburnBrokenCatchmentcommunityhasareputationfordeliveringon-groundchangestoimproveitsnaturalresources,whichreflectsthestrengthofrelationshipsbetweenitsmanyandvariedindividualsandorganisations.

- community-basedNaturalResourceManagementgroupsandnetworksinvolvemorethan3,300peopleand8,320hoursofvolunteertimeinnaturalresourcemanagementactivitieseveryyear(thesefiguresarefromjustthe52percentofgroupsandnetworksthatrespondedtoasurveyin2010-11).

- basedoncommunity-basedNaturalResourceManagementreportcards,grouphealthhasbeenmaintainedoverthepastthreeyears,suggestingthatinvestmentisbeingdirectedtotherightareastoenablesgroupstocontributetothedirectionandimprovementofCatchmenthealth.

Followingthe2010,2011and2012floods,discussionsbetweentheGoulburnBrokenCMAandlocalgovernmentauthoritieshavestrengthenedthepartnershipapproachtofloodresponse.

TheGoulburnBrokenCMAhasbeeninvolvedinthedevelopmentoftheHumeRegionGrowthPlan,expectedtobecompletedinmid2013.ThepurposeofthePlanistoidentifyopportunitiesforencouragingandaccommodatingfuturegrowthandmanagingthechangethatwilloccuroverthenext30years.

Environmental stewardshipManagementManylevelsofmanagementagreementsandplanswithdifferentorganisationsandindividualswereachievedfromstrategicplanscoveringtheCatchmenttosite-specificagreementsonfarms.

Oneofthebestindicatorsofstewardshipistheoutput‘bindingmanagementagreement’whichtheGoulburnBrokenCMAdefinesaslicences,Section173 (of thePlanning and Environment Act 1987 and covenants. In 2011-12, 360 hectares or 94 per cent of a target of 384 hectares of bindingmanagementagreementswereachieved.

Wholefarmplanswerecompletedfor363properties(108percentofthetarget335).

ConditionThemethodformeasuringstewardshiphasnotbeenthoroughlydetermined.

47

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Performance area Performance indicators Targets Progress 2011/12

Governance

Board performance

Completeandsubmitanannualboardperformanceassessmentreport,accordingtoanyMinisterialguidelinesissued

By31Augustannually Completed

Participationbyboardmembersintraininganddevelopmentactivities

Allboardmembersparticipateintraininganddevelopmentactivities Ongoing

Board charter

Maintainaboardcharterthatasaminimum:•includesarequirementfortheregular

reviewoftheBoard’seffectiveness•establishesappropriateboardcommittees

includinganauditriskandcompliancecommittee

•featuresaprovisionthattheboardwillcomplywithMinisterialguidelines

•requirestheboardtomonitortheCMA’sfinancial,socialandenvironmentalperformance

Aboardcharterwiththesefeaturesisreviewedby31Augustannually

CharterreviewedinMarch2012Continuallyupdatedonanasneedsbasis

Risk and financial management

Compliancewithriskmanagementplansforeachprogram

AllprogramshaveriskmanagementplansinplaceNilnon-complianceswithriskmanagementplan

Achieved

Annualreviewofdelegations,policiesandprocedures

Reviewalldelegationspoliciesandproceduresby30Juneannually Completed

Efficiency and organisational performance

Expenditure versus budget

VariationofactualtobudgetedexpenditurefortheCMA

TotalactualexpenditureislessthanorequaltobudgetedexpenditureForeachprogram,actualexpenditureiswithin+/-10percentofthebudgetedexpenditure

Programsoutsidethe10percentbudgetedexpenditurethresholdhavebeendelayedduetoseasonalconditionsand/oroperateovermorethanonefinancialyear.

Grant management Administrationcostsofgrantsareminimised 10percentorlessofgrantfundsisspenton

administration Eightpercentlevywasapplied

Minimisetimetakentodeterminegrantapplications

Grantapplicationsaredeterminedwithinonemonthofbeingreceived Completed

Regulatory waterway/water functions

Numberofdaystoprocessworksonwaterwayspermits 95percentprocessedwithin28days

112Applicationswereprocessedincludingsiteinspectionwithinanaveragetimeframeof29daysand67%within28daysand87percentwithin60days

Numberofdaystoprocessreferralsforanyworksonorinrelationtoadam 95percentprocessedwithin28days

112applicationswereprocessedincludingsiteinspectionwithinanaveragetimeframeof29daysand67percentwithin28daysand87percentwithin60days

Numberofdaystoprocessreferralsandadvicefromlocalgovernmentonfloodingandcontrolsonplanningschemeamendments,andplanningandbuildingapprovalsandindividuals

95percentprocessedwithin28days

920applicationswereprocessedwithinanaverageoftimeframeofeleven(11)daysand97percentwereprocessedwithin28days

NumberofdaystoprocessreferralsforWaterUseLicencesthatdon’tmeetthestandardwater-useconditions

95percentprocessedwithin28days Nilreferred

Corporate Plan key performance indicators

48

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Performance area Performance indicators Targets Progress 2011/12

Effectiveness and Environmental Outcomes

Intergrated River Health Management

ReviseRegionalRiverHealthStrategytoplanforwaterwaysinrelationtotheireconomic,socialandenvironmentalvalues

RegionalRiverHealthStrategyrevisedeverysixyears

ReviewoftheRegionalRiverHealthStrategyhascommencedandisexpectedtobecompletedontimebyJuly2013

DevelopandreviseSeasonalWateringProposalsandEnvironmentalWateringPlanstomanagetheenvironmentalwaterreserveinaccordancewithobjectives

SeasonalWateringProposalsapprovedforkeystreamsandwetlands.EnvironmentalWateringPlanspreparedforstreamsandwetlandsthatreceiveenvironmentalwater

SeasonalWateringProposalsweredevelopedforthelowerBrokenCreek,GoulburnRiver,BarmahForestandGoulburnBrokenWetlandsinMay.EnvironmentalWateringPlanshavebeenpreparedforfivewetlandsandafurtherfiveplansareindevelopment

Implementannualriverhealthprogramsandactivitiestoimproveenvironmentalvaluesandhealthofwaterecosystems

SeasonalWateringProposalsweredevelopedforthelowerBrokenCreek,GoulburnRiver,BarmahForestandGoulburnBrokenWetlandsinMay.EnvironmentalWateringPlanshavebeenpreparedforfivewetlandsandafurtherfiveplansareindevelopment

90percentofkeyannualriverhealthtargetsandworksprogramsachieved.CFOCimplementationtargetshavebeenexceeded.Allmulti-yearprojectsareontrack

Regional Catchment Strategy (RCS) Implementation

PercentageofRCSannualactionsimplemented AllRCSannualactionsimplemented

Achieved

RCSreviewdueforcompletioninlate2012

Regional Native Vegetation Plan (RNVP) Implementation

PercentageofRNVPannualactionsimplemented AllRNVPannualactionsimplemented Achieved

Invasive plant and animal management

RegionalInvasivePlantandAnimalStrategiesincorporatingrelatedprioritiesinalllandtenuresintheregion

InvasivePlantandAnimalStrategiesrevisedby30Juneeveryfiveyears

FirstInvasivePlantandAnimalStrategy2010-2015endorsedbyDepartmentofPrimaryIndustriesinOctober2010.Nextrevision2014-2015.

Regional and statutory planning

Provideadviceondrylandsalinity,irrigationmanagement,soilerosion,oranyotherlandmanagementissueidentifiedinthelocalMunicipalStrategicStatementasthereferralbody

100percentofreferralresponsesprovidedforeachissue Achieved

Salinity management

ImplementationandperiodicreviewofRegionalSalinityManagementPlans(RSMP)andLandandWaterManagementPlans(LWMP)

RSMPandLWMPcompletedRSMPandLWMPperiodicallyreviewedRSMPandLWMPincludeannualactionstobeimplemented

Completedandbeingpublished

Progressagainstannualactiontargets AllannualRSMPandLWMPactionsandtargetsachieved Achievedinaccordancewithbudgets

DevelopregionalsalinitytargetsandcorrespondingworksprogramsinaccordancewiththeMurrayDarlingBasinSalinityAgreement(forapplicableCMAsonly)

Allannualsalinitytargetsandworksprogramsachieved Achieved

AnnualreportontheallocationandupdateofsaltdisposalentitlementssubmittedtotheresponsibleMinister

By31JulyannuallyorasotherwiserequestedbytheresponsibleMinister CompletedinNovember2011

Regional Landcare groups, networks and other community groups

DelivertheRegionalLandcareSupportStrategy,includingcoordinationofLandcareataregionalscale

EvaluateandrevisethestrategyeveryfiveyearsStrategywasreviewedin2009andwillbesupersededbytheregionaldeliveryoftheVictorianLandcareProgramStrategicPlan

49

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Financial report

Contents page

Financialresultssummary:currentpluslastfouryears 50

Financialstatements

Certificationtothefinancialstatements 54

IndependentAuditor’sReport 55

ComprehensiveOperatingstatement 57

BalanceSheet 58

CashFlowStatement 59

Notestothefinancialstatements 60

50

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Financial results summary: current plus past four years

2007-08

$000

2008-09

$000

2009-10

$000

2010-11

$000

2011-12

$000

Income and expenditureStateGovernment 19,879 20,793 19,945 16,746 17,035

AustralianGovernment 3,072 7,170 6,831 16,175 14,602

NationalActionPlan 8,568 1,095 - - -

Governmentcontributions 31,838 29,387 26,776 32,921 31,637

Revenuefromgovernmententities 319 329 1,201 11,066 6,201

Otherrevenues 1,657 1,783 1,928 2,593 1,780

Totalincome 33,495 31,170 29,905 46,580 39,618

Expense 29,189 27,974 27,238 48,525 42,313

Infrastructureassetwrite-off - - - 133 -

Interest 7 7 2 28 15

Totalexpenses 29,196 27,981 27,240 48,686 42,328

NETRESULT 4,299 3,189 2,665 (2,106) (2,710)

Balance sheet itemsCurrent assets

Cash 11,393 10,434 19,074 21,683 34,936

Receivables 1,060 6,112 1,454 4,458 1,177

Inventories - - - - 234

Prepayments 60 47 16 22 35

Totalcurrentassets 12,513 16,593 20,544 26,163 36,382

Fixedassets 1,938 1,679 1,640 1,607 1,449

Totalassets 14,451 18,272 22,184 27,770 37,831

Current liabilities

Tradecreditors 2,256 1,690 3,676 4,309 3,518

Unearnedrevenue - - - 5,340 17,474

Borrowings 57 46 37 30 32

Accruals 1,434 2,322 1,424 3,006 4,179

Provisions 867 1,133 1,327 1,428 1,747

Totalcurrentliabilities 4,614 5,191 6,464 14,113 26,950

Non-current liabilities

Borrowings 46 43 30 29 36

Other 51 109 96 140 67

Totalnon-currentliabilities 97 152 126 169 103

NETASSETS 9,740 12,929 15,594 13,488 10,778

51

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2007-08

$000

2008-09

$000

2009-10

$000

2010-11

$000

2011-12

$000

Equity items

Contributedcapital 4,209 4,209 4,209 4,209 4,209

Reserves 5,531 8,720 11,385 9,279 6,569

TOTALEQUITY 9,740 12,929 15,594 13,488 10,778

Cash flow items

Netoperatingactivities 5,378 (679) 8,986 3,089 13,576

Netinvestingactivities (862) (211) (295) (437) (288)

Netfinancingactivities (5) (69) (51) (43) (35)

Netcashmovement 4,511 (959) 8,640 2,609 13,253

Financial summary 2007-08 to 2011-12, $000

Revenue Expenses Surplus

10,000

-10,0002011-122007-08 2008-09 2009-10 2010-11

0

20,000

30,000

40,000

50,000

60,000

Significant changes in financial results for 2011-12

Original CorporatePlan April 2011

$000

Corporate Plan September 2011i

$000

Actual

$000

Statement of financial performance

Totalrevenue 40,840 43,106 39,618

Totalexpenditure 54,468 (51,047) (42,328)

Netresult (13,628) (7,942) (2,710)

Statement of financial position

Cashandreceivables 16,433 10,565 36,113

Other 20 49 574

Non-currentassets 1,670 1,442 1,144

Totalassets 18,123 12,055 37,831

Liabilities

Current 4,616 6,331 26,950

Non-current 102 178 103

Totalliabilities 4,718 6,509 27,053

Netassets 13,406 5,546 10,778

i InSeptember2011theGoulburnBrokenCMAsubmitted to theMinisteramajordeviation to itsCorporatePlanbasedon fundingchangessincetheinitialplanwasprepared.

ActualrevenueislessthanthePlanduetothelaterthanbudgetedstarttotheOn-FarmIrrigationEfficiencyProgram–Round2(FarmWaterProgram)funding,largelyoffsetbyasimilarreductioninexpenditure.InadditionthePlanforecastsdidnotincludethenewFundingreceivedfortheVictorianOn-FarmStateProgramannouncedinthe2011-12financialyear.ActualCashandReceivablesat30June2012haveincreasedat30June2012duetotheadvancereceiptsundertheFarmWaterProgramwhichduetothenatureoftherevenueisnotreflectedasIncomebuttakentounearnedrevenue(includedincurrentliabilities).TherevenueisreleasedtotheIncomeStatementoncealiabilityisincurredundertheProgram.

52

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Program fund source

ProgramCorporate Plan

Revenue

$000

Variance

$000

Actual revenue

$000

Plus funds brought forward

$000

Expended

$000

Funds carried forward

$000

Landandbiodiversity 6,465 782 7,247 3,630 (6,396) 4,481

Corporate 2,358 (841) 1,517 1,459 (2,274) 702

SustainableIrrigation(incFarmWaterProgram) 27,618 (2,690) 24,928 1,080 (25,723) 285

Riverhealth 4,399 1,527 5,926 7,319 (7,395) 5,310

Total 40,840 (1,222) 39,618 13,488 (42,328) 10,778

i FarmWaterProgramwasfundedbytheNorthernVictoriaIrrigationRenewalProjectandtheCommonwealth’sOn-FarmIrrigationEfficiencyProgram,andVOSP.

Consultancies2008-09 2009-10 2010-11 2011-12

Cost $1,871,307 $1,788,412 $2,744,7488 $2,066,656

Numberofconsultants/consultancies 24 61 27 154

Consultanciesinexcessof$100,000 3 - - n.a.

Consultanciesinexcessof$10,000 n.a. n.a. n.a. 59

Consultancies over $10,000

Consultant Purpose of consultancy

Total approved

project fee

(Ex GST)

Expenditure 2011-12

(Ex GST)

Future expenditure

(Ex GST)ArthurRylahInstitute LowerGoulburnFishCommunitiesProject 99,449.00 100,242.63 -AustralianEcosystemsConsultingPtyLtd MidGoulburnRiverwetlandsassessment 18,720.00 18,313.00 -AustralianEcosystemsConsultingPtyLtd LowerGoulburnRiverwetlandsassessment 18,570.00 18,048.00 -AustralianKnowledgeManagementGroupPtyLtd

ConductofanExternalOrganisationalEvaluationofGoulburnBrokenCMA 13,636.36 11,836.17 -

BMTWBM SheppartonEastUrbanStormwaterFloodStudy 82,350.00 13,201.00 69,149.00BMTWBM NagambieFloodStudy 62,340.00 17,700.00 44,640.00PCBConsulting GoulburnBrokenSoilHealthTrainingmodules 18,160.00 22,157.09 -

CollabforgePtyLtd WebsitedevelopmentforonlinereviewofRegionalCatchmentStrategy 42,000.00 34,210.22 10,998.78

CornellaLocalAreaPlanImplementationCommittee

CoordinationandconsultationforworksrelatingtotheFloodRecoveryEmploymentprogram 30,000.00 27,272.70 2,727.30

CPGAustraliaPtyLtd PeakFloodLevelCapture–-March2012 50,000.00 34,825.00 -ChrisSmithandAssociates SheppartonEastUrbanStormwaterFloodStudy-FeatureSurvey 16,500.00 - 16,500.00Dawes&VaryPty Legaladvice–OFIEPFarmWaterProgramRound1 30,000.00 3,288.80 -Dawes&VaryPty Legaladvice–FarmWaterProgramOFIEPRound2 20,000.00 12,256.02 -Dawes&VaryPty LegalAdvice–FarmWaterProgramVOSPRound2. 20,000.00 14,138.50 -DeakinUniversity BiofundMonitoring 101,818.18 56,062.00 45,756.18DepartmentofPrimaryIndustries UndertakemappingofArrowhead 18,181.82 18,181.82 -DepartmentofSustainabilityandEnvironment Aninvestigationofwetlandmanagementtechniques 50,800.00 50,800.00 -

DepartmentofSustainabilityandEnvironment SurveysunderThreatenedFishRecoveryProgram–HughesandSevensCreeks 45,454.55 45.454.55 -

DepartmentofSustainabilityandEnvironment SurveysunderThreatenedFishRecoveryProgram–KingParrotCreek 18,181.82 18,181.82 -DepartmentofSustainabilityandEnvironment ResearchintothebreedingandstockingofMacquariePerch 20,000.00 20,000.00 -DepartmentofSustainabilityandEnvironment FireRecovery–PublicLand 410,000.00 100.000.00 -EllenHogan&Associates SpecialwaterSupplyCatchmentAreasReview 20,000.00 6,999.55 13,000.45ESRIAustralia GISSystemImplementation 22,750.00 - 22,750.00FeehanConsulting IncentivesReview 10,920.00 10,920.00 -

FeehanConsulting EcologicalRiskAssessment–-assessingtheimpactofclimatechange 12,600.00 12,600.00 -

FeehanConsulting ProjectManagementFrameworkReview 16,000.00 13,860.00 2,140.00

FeehanConsulting ProvideExecutiveOfficerfunctionGoulburnBrokenCatchmentRegionalWaterQualityGroup 20,000.00 20,000.00 -

GHDPtyLtd CoropLakesFloodScopingStudy 40,000.00 30,826.00 9,174.00GHDPtyLtd ReviewofExistingAVIRAAssociationsanddevelopmentforestuaries 75,837.26 72,530.90 2,500.00GoulburnValleyRegionalWaterAuthority WaterQualityMonitoring 105,000.00 105,000.00 -

Murray-DarlingFreshwaterResearchCentre LakeMokoanDecommissioningprojectandMurray-DarlingFreshwaterResearch 56,365.00 57,583.18 -

NorthCentralCatchmentManagementAuthority FarmWaterProgramServices 80,000.00 80,000.00 -

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Consultancies over $10,000 (Cont’d)

Consultant Purpose of consultancy

Total approved

project fee

(Ex GST)

Expenditure 2011-12

(Ex GST)

Future expenditure

(Ex GST)PeterOckendenConsulting ReadingtheLandscape 15,800.00 5,600.00 10,200.00OnleysConsulting PeakFloodLevelCapture–-March2012 35,000.00 34,208.00 -

OxleyandCompany VictorianEnvironmentalFlowsMonitoringandAssessmentProgramCrossSectionalSurveys 39,980.00 39,980.00 -

InterfaceNRM RegionalCatchmentStrategy–ResilienceAssessmentexpertise 30,000.00 19,204.45 10,795.55PitcherPartnersConsultingPtyLtd InternalAuditServices 30,000.00 23,153.35 6,846.65RodMcLennan&Associates 2010-11AnnualReportpreparation 33,600.00 39,040.00 -RodMcLennan&Associates 2011-12AnnualReportpreparation 12.900.00 6,967.00 5,933.00RodMcLennan&Associates RegionalCatchmentStratgey-datacollectionandanalysis 18,060.00 17,816.50 243.50RodMcLennan&Associates RegionalCatchmentStratgey-designandimplementation 18,920.00 17,372.49 1,547.51RodMcLennan&Associates RegionalCatchmentStrategy-MonitoringEvaluation&Reporting 17,200.00 17,368.00 -RodMcLennan&Associates FarmWaterProgramReview 17,200.00 17,200.00 -RodMcLennan&Associates FarmWaterProgramMonitoring,Evaluation&Review 17,200.00 12,739.00 4,461.00RMCGConsultingGroup FarmWaterprogramRMCGtechservices 76,610.00 60,201.13 16,408.87Searches LandIndex,PropertyCertificate,WaterEntitlementSearches 20,000.00 19,181.73 -SinclairKnightMerzPtyLtdTatura HolylandPlainWetlandRegulatorDesign 29,700.00 26,030.00 -SinclairKnightMerzPtyLtdTatura LowerGoulburnRiverFloodplainwetlandfishinvestigation 60,000.00 10,029.00 -SinclairKnightMerzPtyLtdTatura Strath&WildDogCreekstabilisationProject 24,750.00 12,375.00 12,375.00ThiessServices MonitorwaterheightandflowalongtheGoulburnRiver 25,000.00 25,000.00 -ThinkSpatial PeakFloodLevelCapture-March2012 25,000.00 13,100.00 11,900.00TJBConsulting WorkforceStrategyandCapabilityFrameworkDevelopment 18,000.00 18,000.00 -

UniversityofMelbourne GoulburnBrokenCMAContributiontoAdaptiveManagementofNativeVegetation 30,000.00 10,000.00 20,000.00

URSAustraliaPtyLtd VictorianEnvironmentalFlowsMonitoringandAssessmentProgramfishmonitoring2010-11 73,784.00 7,705.90 -

URSAustraliaPtyLtd VictorianEnvironmentalFlowsMonitoringandAssessmentProgramfishmonitoring2011-12 73,786.37 75,817.00 -

URSAustraliaPtyLtd BrokenRiverFishmigration 21,730.00 21,730.00 -WaterTechnologyPtyLtd GoulburnRiverElevationAnalysis 29,885.00 20,000.00 9,885.00WaterTechnologyPtyLtd RuralLeveeAssessmentProject 238,000.00 177,475.00 60,525.00WebfleetPtyLtd FleetManagement 20,000.00 20,608.00 -

2,697,739.36 1,814,390.50 410,456.79

Details of consultancies under $10 000

In2011-12,thetotalforthe95consultanciesengagedduringtheyear,wherethetotalfeespayabletotheconsultantswaslessthan$10000was $252,265.98.AllfiguresareexcludingGST.

Total Consultant Fees: 2,066.656.48

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Financial Statements

Goulburn Broken Catchment Management Authority

AustralianBusinessNumber(ABN):89184039725

Certification to the financial statements

WeherebycertifythatthefinancialstatementsoftheGoulburnBrokenCatchmentManagementAuthority(GoulburnBrokenCMA)havebeenpreparedinaccordancewiththeStandingDirections4.2oftheFinancial Management Act 1994,applicableAustralianAccountingStandards,Interpretationsandothermandatoryprofessionalreportingrequirements.

Wefurtherstatethat,inouropinion,theinformationsetoutintheComprehensiveOperatingStatement,BalanceSheet,StatementofChangesinEquity,CashFlowStatementandnotestoandformingpartoftheFinancialStatements,presentsfairlythefinancialtransactionsduringtheyearended30June2012andthefinancialpositionoftheGoulburnBrokenCMAasat30June2012.

WearenotawareofanycircumstanceswhichwouldrenderanyparticularsincludedintheFinancialStatementstobemisleadingorinaccurate.

______________________________________

PFRyanChairman

______________________________________

CPNormanChiefExecutiveOfficer

______________________________________

SDGibneyBusinessManager

27August2012

55

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56

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57

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Comprehensive Operating Statement for the financial year ended 30 June 2012

Note2012 2011

$000 $000

Revenue from operating activities

Governmentcontributions 3 31,637 32,921

Revenuefromgovernmententities 3 6,201 11,066

Otherrevenuesfromordinaryactivities 3 1,793 2,486

39,631 46,473

Revenuefromnon-operatingactivities 3 (13) 107

TOTALREVENUE 39,618 46,580

Expenses from operating activities

Operatingcoststoworksprograms 4a (41,566) (47,831)

Amortisationofleasedassets 4c (34) (13)

Depreciation 4b (441) (464)

Interest (15) (28)

Infrastructureassetwrite-off - (133)

Occupancyexpenses (272) (217)

TOTALEXPENSES (42,328) (48,686)

NETRESULTFORTHEPERIOD (2,710) (2,106)

Comprehensiveresult (2,710) (2,106)

TheaboveComprehensiveOperatingStatementshouldbereadinconjunctionwiththeaccompanyingnotes.

58

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Balance Sheet as at 30 June 2012

Note2012 2011

$000 $000

Assets

Currentassets

Cashandcashequivalents 5 34,936 21,683

Receivables 6 1,177 4,458

Inventories 7 234 -

Prepayments 35 22

Totalcurrentassets 36,382 26,163

Non-currentassets

Property,plantandequipment 8 1,449 1,607

Totalnon-currentassets 1,449 1,607

Totalassets 37,831 27,770

Liabilities

Currentliabilities

Payables 9 7,697 7,315

Unearnedrevenue 10 17,474 5,340

Interestbearingliabilities 11 32 30

Employeebenefits 12 1,747 1,428

Totalcurrentliabilities 26,950 14,113

Non-current liabilities

Interestbearingliabilities 11 36 29

Employeebenefits 12 67 140

Totalnon-currentliabilities 103 169

Totalliabilities 27,053 14,282

Netassets 10,778 13,488

Equity

Contributedequity 14 4,209 4,209

Accumulatedfunds 15 - -

Reserve 16 6,569 9,279

Totalequity 10,778 13,488

TheaboveBalanceSheetshouldbereadinconjunctionwiththeaccompanyingnotes.

59

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Statement of Changes in Equity for the financial year ended 30 June 2012

NoteContributors by

owners Reserves Accumulated funds Total

$000 $000 $000 $000

Balanceat1July2010 4,209 11,385 - 15,594

Netresultfortheperiod - (2,106) - (2,106)

Balanceat30June2011 4,209 9,279 - 13,488

TotalComprehensiveIncomefortheyear - (2,710) - (2,710)

Balanceat30June2012 4,209 6,569 - 10,778

Theabovestatementofchangesinequityshouldbereadinconjunctionwiththeaccompanyingnotes.

Cash Flow Statement for the financial year ended 30 June 2012

Note2012 2011

$000 $000

Cash flow from operating activities

Governmentcontributions 36,462 32,198

RevenuefromotherGovernmentEntities 6,932 11,925

Paymentstosuppliersandemployees (32,197) (43,259)

GST(remittedto)receivedfromAustralianTaxOffice 355 (883)

Interestreceived 772 861

Interestpaid (15) (3)

Otherrevenue 1,267 2,250

Netcashprovidedby(usedin)operatingactivities 22b 13,576 3,089

Cash flow from financing activities

Repaymentoffinanceleaseliabilities (35) (43)

Netcashprovidedby(usedin)financeactivities (35) (43)

Cash flow from investing activities

Proceedsfromsaleofproperty,plantandequipment 159 474

Paymentforproperty,plantandequipment (447) (911)

Netcashprovidedby(usedin)investingactivities (288) (437)

Net(decrease)/increaseincashheld 13,253 2,609

Cashandcashequivalentsatbeginningofyear 21,683 19,074

Cashandcashequivalentsatendofyear 22a 34,936 21,683

Theabovecashflowstatementshouldbereadinconjunctionwiththeaccompanyingnotes.

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Note 1: Significant accounting policies a Basis of accounting

General ThisfinancialreportofGoulburnBrokenCatchmentManagementAuthority(GoulburnBrokenCMA)isageneralpurposefinancialreportthatconsistsofaComprehensiveOperatingStatement,BalanceSheet,StatementofChanges inEquity,CashFlowStatementandnotesaccompanyingthesestatements.ThegeneralpurposefinancialreportcomplieswithAustralianAccountingStandards(AASs),InterpretationsandotherauthoritativepronouncementsoftheAustralianAccountingStandardsBoardandtherequirementsoftheFinancial Management Act 1994andapplicableMinisterialDirections.Thisfinancialreporthasbeenpreparedonanaccrualandgoingconcernbasis.

Whereapplicable,thoseparagraphsoftheAAS’sapplicabletoNotforProfitentitieshavebeenapplied.TheannualfinancialstatementswereauthorisedforissuebytheChiefExecutiveOfficeron27August2012.

Accounting policies Unlessotherwisestated,allaccountingpoliciesappliedareconsistentwiththoseoftheprioryear.Whereappropriate,comparativefigureshavebeenamendedtoaccordwithcurrentpresentation.

Classification between current and non-current Inthedeterminationofwhetheranassetorliabilityiscurrentornon-current,considerationisgiventothetimewheneachassetorliabilityisexpectedtoberealisedorpaid.Theassetorliabilityisclassifiedascurrentifitisexpectedtobeturnedoverwithinthenexttwelvemonths,beingtheGoulburnBrokenCMA’soperationalcycle,seenote1(l)foravariationinrelationtoemployeebenefits.

Rounding Unlessotherwisestated,amountsinthereporthavebeenroundedtothenearestthousanddollars.

Historical cost convention Thefinancialstatementshavebeenpreparedunderthehistoricalcostconvention,exceptwherespecificallystatedinNote1(d).

Critical accounting estimates ThepreparationoffinancialstatementsinconformitywithAAS’srequirestheuseofcertaincriticalaccountingestimatesthataffecttheapplicationofaccountingpoliciesandthereportedamountsofassets,liabilities,incomeandexpenses.Actualresultsmaydifferfromtheseestimates,italsorequiresmanagementtoexerciseitsjudgementintheprocessofapplyingtheGoulburnBrokenCMA’saccountingpolicies.

Financial statement presentationTheentityhasappliedtherevisedAASB101Presentation of Financial Statementswhichbecameeffectiveforreportingperiodsbeginningonorafter1July2011,andAASB1054AustralianAdditionalDisclosureswhichbecameeffectiveforreportingperiodsonorafter1July2011.

b Revenue recognition

Government contributions UnderAASB1004-Contributions,Governmentgrantsofarecurrentnaturearebroughttoaccountontheearlierofreceiptortherighttoreceivethecontributions.Thefullgrantreceivableisreflectedintheoperatingstatementasgovernmentcontributions.Instalmentreceiptsonthegrantarecreditedtothereceivableaccount.Consequently,atyear-endoutstandinginstalmentsonthesegrantsarereflectedasreceivablefromGovernment.

ThevalueofallgoodsandservicesreceivedfreeofchargearerecognisedasrevenuewhentheGoulburnBrokenCMAgainscontrolofthem.Thebenefitsderivedfromthesegoodsandservicesarerecordedattheirfairvaluesinthefinancialstatements.

Grantsandcontributions forcapitalworks fromall sourcesaredisclosed in theoperatingstatementasoperating revenueas thesegrantsandcontributions relate toexpenditureonworkswrittenoff intheyeartheexpenditureis incurred.AnygrantsandcontributionsreceivedfromtheVictorianStateGovernmentwhichtherelevantMinistershaveindicatedareinthenatureofowners’contributions,areaccountedforasEquity–ContributedCapital.

On-Farm Irrigation Efficiency ProgramDuringtheyearGoulburnBrokenCMAcontinuedasthe‘deliverypartner’forboththeAustralianGovernmentandNorthernVictoriaIrrigationRenewalProject(NVIRP),undertheOn-FarmIrrigationEfficiencyProgramandwasappointedthedeliverypartnerfortheVictorianStateOn-FarmProject.

Initsroleasthe‘deliverypartner’,GoulburnBrokenCMAreceivesfundingtomakepaymentstoapprovedirrigatorsunderanInfrastructureWorksDeedwherebyirrigatorsundertakeworksontheirlandtogeneratepermanentwatersavingshalfofwhicharetransferredtotheAustralianGovernment,NVIRPortheStateofVictoria.

GoulburnBrokenCMAreflectsasincomefundingithasreceivedtomatchtheliabilityitmustpayundertheInfrastructureWorksDeed.

RevenuereceivedbyGoulburnBrokenCMAinadvanceofpayingliabilitiesundertherelevantProgram’sInfrastructureWorksDeedistakentounearnedrevenue.

OtherGainsorlossesondisposalofnon-currentassetsarecalculatedasthedifferencebetweenthegrossproceedsonsaleandtheirwrittendownvalue.

Interest Interestisrecognisedasrevenuewhenearned.InterestearnedinrelationtotheFarmWater(On-FarmIrrigationEfficiencyProgram)isgenerallyretainedbythatprogramandisnottherevenueoftheGoulburnBrokenCMA.Interestearnedonthisprogramisheldinunearnedrevenueasat30June2012.

c Borrowing costs

Borrowingcostsarerecognisedasexpensesintheperiodinwhichtheyareincurred.Borrowingcostsincludeinterestonfinanceleasecharges.

d Recognition and measurement of assets

Property,plantandequipmentrepresentnon-currentphysicalassetscomprisinginfrastructure,buildings,plant,equipmentandmotorvehicles,usedbytheGoulburnBrokenCMAinitsoperations.Itemswithacostorvalueinexcessof$1,000andausefullifeofmorethanoneyeararerecognisedasanasset.Allotherassetsacquiredareexpensed.

Notes to the financial statements for the year ended 30 June 2012

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Note 1: Significant accounting policies (Cont’d)Acquisition Thepurchasemethodofaccountingisusedforallacquisitionsofassets.Costismeasuredasfairvalueoftheassetsgiven,atthedateofexchangepluscostsdirectlyattributabletotheacquisition.AssetsacquiredatnocostorfornominalconsiderationbytheGoulburnBrokenCMAarerecognisedatfairvalueatthedateofacquisition.

Repairs and maintenance Routinemaintenance,repaircostsandminorrenewalcostsareexpensedasincurred.Wheretherepairrelatestothereplacementofacomponentofanassetandthecostexceedsthecapitalisationthreshold,thecostiscapitalisedanddepreciated.

Measurement of non-current physical assets Allnon-currentphysicalassetsarerecognisedinitiallyatcostandsubsequentlyrevaluedatfairvaluelessaccumulateddepreciationandimpairmentinaccordancewiththerequirementsofFinancialReportingDirection(FRD)103D.RevaluationsareconductedinaccordancewithFRD103D.

Plant and equipment Plantequipmentandmotorvehiclesaremeasuredatfairvalue.

Impairment of assets Allassetsareassessedannuallyforindicatorsofimpairment.

Ifthereisanindicationofimpairment,theassetsconcernedaretestedastowhethertheircarryingvalueexceedstheirrecoverableamount.Whereanasset’scarryingamountexceedsitsrecoverableamount,thedifferenceiswritten-offbyachargetotheoperatingstatementexcepttotheextentthatthewritedowncanbedebitedtoanassetrevaluationreserveamountapplicabletothatclassofasset.

Therecoverableamountformostassetsismeasuredatthehigherofdepreciatedreplacementcostandfairvaluelesscoststosell.Recoverableamountforassetsheldprimarilytogeneratenetcashinflowsmeasuredatthehigherofthepresentvalueoffuturecashflowsexpectedtobeobtainedfromtheassetandfairvaluelesscoststosell.Itisdeemedthat,intheeventofthelossofanasset,thefutureeconomicbenefitsarisingfromtheuseoftheassetwillbereplacedunlessaspecificdecisiontothecontraryhasbeenmade.

A reversal of an impairment loss Areversalofanimpairmentlossonarevaluedassetiscrediteddirectlytoequityundertheheadingrevaluationreserve.However,totheextentthatanimpairmentlossonthesameclassofassetwaspreviouslyrecognisedintheoperatingstatement,areversalofthatimpairmentlossisalsorecognisedintheoperatingstatements.

e Depreciation and amortisation of non-current assets

Allnon-currentphysicalassetsthathavealimitedusefullifearedepreciated.Whereassetshaveseparateidentifiablecomponentsthathavedistinctusefullivesand/orresidualvalues,aseparatedepreciationrateisdeterminedforeachcomponent.Depreciationiscalculatedusingthestraight-linemethodtoallocatetheircosts,netoftheirresidualvalues,overtheirestimatedusefullives,commencingfromthetimetheassetisheldreadyforuse.Theassets’residualvaluesandusefullivesarereviewedandadjusted,ifappropriate,ateachbalancesheetdate.Majordepreciationratesusedarelistedbelowandareconsistentwithprioryear,unlessotherwisestated:

Asset class Depreciation rate, %

Buildings 2.5

Plantandequipment 10to40

Motorvehicles 20

Infrastructureassets 2

f Leased assets

Leasesofproperty,plantandequipmentwheretheGoulburnBrokenCMAhassubstantiallyalltherisksandbenefitsincidentaltotheownershipoftheasset,butnotthelegalownership,areclassifiedasfinanceleases.Financeleasesarecapitalised,recordinganassetandaliabilityequaltothepresentvalueoftheminimumleasepayments,includinganyguaranteedresidualvalues.LeasedassetsareamortisedonastraightlinebasisovertheirestimatedusefulliveswhereitislikelythattheGoulburnBrokenCMAwillobtainownershipoftheassetattheendofthelease.Leasepaymentsareallocatedbetweenthereductionoftheleaseliabilityandtheleaseinterestexpensefortheperiod.

Leasepaymentsforoperatingleases,wheresubstantiallyalltherisksandbenefitsremainwiththelessor,arechargedasanexpenseintheperiodsinwhichtheyareincurred.

g Cash and cash equivalent assets

ForthepurposesoftheCashFlowStatement,cashandcashequivalentsincludecashonhand,depositsheldatcallwithfinancialinstitutions,othershort-termhighlyliquidinvestmentswithoriginalmaturitiesofthreemonthsorlessthatarereadilyconvertibletoknownamountsofcashandwhicharesubjecttoaninsignificantriskofchangesinvalueandbankoverdrafts.Bankoverdraftsareshownwithininterestbearingliabilitiesonthebalancesheet.

h Receivables

Receivablesarebroughttoaccountatfairvalueandsubsequentlymeasuredatamortisedcost,lessallowanceforimpairedreceivables.Receivablesduefromthegovernmentareduewithin14days;otherreceivablesareduewithin30days.Collectabilityofdebtorsisreviewedonanongoingbasis.Debtswhichareknowntobeuncollectiblearewrittenoff.Aprovisionforimpairedreceivablesisrecordedwhensomedoubtastocollectionexists.

i Inventories

Inventoriescompriseseedusedinthepropagationofrevegetationworks.Allinventoriesaremeasuredatthelowerofcostandnetrealisablevalue.Costsareassignedtoinventoryquantitiesonhandatbalancedateonaweightedaveragecost(WAC)basis.Inventoriesincludegoodsheldfordistributionatnoornominalcostintheordinarycourseofbusinessoperations.

Inventoriesheldfordistributionorforconsumptionaremeasuredatthelowerofcostandcurrentreplacementcost.


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Note 1: Significant accounting policies (Cont’d)j Prepayments

Prepaymentsrepresentpaymentsinadvanceofreceiptofgoodsorservicesorthatpartofexpendituremadeinoneaccountingperiodcoveringatermextendingbeyondthatperiod.

k Payables

Payablesconsistpredominantlyoftradeandsundrycreditors.TheseamountsrepresentliabilitiesforgoodsandservicesprovidedtotheCorporationpriortotheendofthefinancialyear,whichareunpaidatfinancialyearend.Theamountsareunsecuredandareusuallypaidwithin30daysofthemonthwhenrecognised.

l Employee benefits

Wages and salaries and annual leave Liabilities forwages and salaries and annual leave tobe settledwithin12monthsof the reportingdate are recognised in employeebenefits liabilities in respect ofemployees’servicesuptothereportingdateandaremeasuredattheamountsexpectedtobepaidwhentheliabilitiesaresettledattheirnominalvalues.Employeebenefitswhicharenotexpectedtobesettledwithin12monthsaremeasuredasthepresentvalueoftheestimatedfuturecashoutflowstobemadebytheentity,inrespectofservicesrenderedbyemployeesuptothereportingdate.Regardlessoftheexpectedtimingofsettlements,provisionsmadeinrespectofemployeebenefitsareclassifiedasacurrentliability,unlessthereisanunconditionalrighttodeferthesettlementoftheliabilityforatleast12monthsafterthereportingdate,inwhichcaseitwouldbeclassifiedasanon-currentliability.

Long service leave Currentliability–unconditionallongserviceleave(representingsevenormoreyearsofcontinuousservice)isdisclosedasacurrentliabilityevenwheretheGoulburnBrokenCMAdoesnotexpecttosettletheliabilitywithin12monthsbecauseitdoesnothavetheunconditionalright todefersettlementof theentitlementshouldanemployeetakeleavewithin12months.

Thecomponentsofthiscurrentlongserviceleaveliabilityaremeasuredat

- presentvalue–componentthattheGoulburnBrokenCMAdoesnotexpecttosettlewithin12months;and - nominalvalue–componentthattheGoulburnBrokenCMAexpectstosettlewithin12months.

Non-current liability – conditional long service leave (representing less than seven years of continuous service) is disclosed as a non-current liability. There is anunconditionalrighttodeferthesettlementoftheentitlementuntiltheemployeehascompletedtherequisiteyearsofservice.Conditionallongserviceleaveismeasuredatpresentvalue.Incalculatingpresentvalue,considerationisgiventoexpectedfuturewageandsalarylevels,experienceofemployeedeparturesandperiodsofservice.Expectedfuturepaymentsarediscountedusingmarketyields,atthereportingdateonnationalgovernmentbondswithtermstomaturityandcurrencythatmatch,ascloselyaspossible,theestimatedfuturecashoutflows.

Superannuation TheamountchargedtotheoperatingstatementinrespectofsuperannuationrepresentsthecontributionsmadebytheGoulburnBrokenCMAtothesuperannuationplaninrespecttothecurrentservicesofcurrententitystaff.Superannuationcontributionsaremadetotheplansbasedontherelevantrulesofeachplan.

TheGoulburnBrokenCMAdoesnot recogniseanydefinedbenefit liability in respectof thesuperannuationplanbecause theGoulburnBrokenCMAhasno legalorconstructiveobligationtopayfuturebenefitsrelatingtoitsemployees,itsonlyobligationistopaysuperannuationcontributionsastheyfalldue.TheDepartmentofTreasuryandFinanceadministersanddisclosestheState’sdefinedbenefitliabilitiesinitsfinancialreport.SeeNote13formoredetailsonsuperannuation.

Employee benefit on-costs Employeebenefiton-costs,includingpayrolltaxandworkcovercostsarerecognisedandincludedinemployeebenefitliabilitiesandcostswhentheemployeebenefitstowhichtheyrelatearerecognisedasliabilities.

Performance payments Performance payments for theGoulburnBrokenCMA’s ExecutiveOfficers are based on a percentage of the annual salary package provided under their contracts ofemployment.Aliabilityisrecognisedandismeasuredastheaggregateoftheamountsaccruedunderthetermsofthecontractstobalancedate.

m Provisions

ProvisionsarerecognisedwhentheGoulburnBrokenCMAasaresultofapastevent,hasalegalorconstructiveobligationthatcanbeestimatedreliably,anditisprobablethatanoutflowofeconomicbenefitswillberequiredtosettletheobligation.Theamountrecognisedasaprovisionisthebestestimateoftheconsiderationrequiredtosettlethepresentobligationattheendofthereportingperiod,takingintoaccounttherisksanduncertaintiessurroundingtheobligation.

n Goods and services tax

Revenues,expensesandassetsarerecognisednetofgoodsandservicestax(GST),exceptwheretheamountofGSTincurredisnotrecoverablefromtheAustralianTaxationOffice(ATO).Inthesecircumstances,theGSTisrecognisedaspartofthecostofacquisitionoftheassetoraspartofanitemofexpense.

ReceivablesandpayablesarestatedinclusiveofGST.ThenetamountofGSTrecoverablefrom,orpayableto,theATOisincludedasacurrentassetorliabilityinthebalancesheet.

CashflowsarisingfromoperatingactivitiesaredisclosedintheCashFlowStatementonagrossbasisi.e.inclusiveofGST.TheGSTcomponentofcashflowsarisingfrominvestingandfinanceactivitieswhichisrecoverableorpayabletothetaxationauthorityisclassifiedasoperatingcashflows.

Government appropriations TheDepartmentofSustainabilityandEnvironmenttreatgrantcontributionstotheGoulburnBrokenCMAfortheagreedworksprogramtobegovernmentappropriations.Consequentlyasthisdoesnotconstituteataxablesupply,theGoulburnBrokenCMAreceivesnoGSTonamountspaidbytheDepartment.

o Contributed capital

GrantsandcontributionsreceivedfromtheVictorianStateGovernmentwhichwereoriginallyappropriatedbytheParliamentasadditionstonetassetsorwheretheMinisterforFinanceandtheMinisterforEnvironmentandClimateChangehaveindicatedareinthenatureofowners’contributions,areaccountedforasEquity–ContributedCapital.

p Changes in accounting policy

Theaccountingpoliciesareconsistentwiththoseofthepreviousyear,unlessstatedotherwise.


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Note 1: Significant accounting policies (Cont’d)q Financial instruments

Recognition Financialinstrumentsareinitiallymeasuredatfairvalue,plusinthecaseofafinancialassetorfinancialliabilitynotatfairvaluethroughprofitandloss,transactioncoststhataredirectlyattributabletotheacquisitionortheissueofthefinancialassetorliability.Subsequenttoinitialrecognition,thefinancialinstrumentsaremeasuredassetoutbelow:

Financial assets at fair value through profit or loss Financialassetsatfairvaluethroughprofitorlossarefinancialassetsheldfortrading.Afinancialassetisclassifiedinthiscategoryifacquiredprincipallyforthepurposeofsellingintheshortterm.Assetsinthiscategoryareclassifiedascurrentassets.

Receivables Receivablesarenon-derivativefinancialassetswithfixedordeterminablepaymentsthatarenotquotedinanactivemarket.Theyareincludedincurrentassets,exceptforthosewithmaturitiesgreaterthan12monthsafterthereportingdatewhichareclassifiedasnon-currentassets.Receivablesareincludedintradeandotherreceivablesinthebalancesheet.

Held-to-maturity investments TheseinvestmentshavefixedmaturitiesanditistheGoulburnBrokenCMA’sintentiontoholdtheseinvestmentstomaturity.Anyheld-tomaturityinvestmentsheldbytheGoulburnBrokenCMAarestatedatcost.

Impairment of financial assetsAteachreportingdate, theGoulburnBrokenCMAassesseswhether there isobjectiveevidence thatafinancial instrumenthasbeen impaired. Impairment lossesarerecognisedintheOperatingStatement.

r Comparative amounts

Wherenecessary,figuresforthepreviousyearhavebeenreclassifiedtofacilitatecomparison.

s Interest bearing liabilities

Borrowingsareinitiallyrecognisedatfairvalue,netoftransactioncostsincurred.Borrowingsaresubsequentlymeasuredatamortisedcost.Anydifferencebetweentheproceeds(netoftransactioncosts)andtheredemptionamountisrecognisedintheoperatingstatementovertheperiodoftheborrowings,usingtheeffectiveinterestmethod.

BorrowingsareclassifiedascurrentliabilitiesunlesstheGoulburnBrokenCMAhasanunconditionalrighttodefersettlementoftheliabilityforatleast12monthsafterthebalancesheetdate.

t Commitments

Commitmentsforfutureexpenditureincludeoperatingandcapitalcommitmentsarisingfromcontracts.Thesecommitmentsaredisclosedbywayofanote(refertoNote17)at theirnominalvalueandexclusiveof thegoodsandservices tax(GST)payable. Inaddition,where it isconsideredappropriateandprovidesadditional relevantinformationtousers,thenetpresentvaluesofsignificantindividualprojectsarestated.Thesefutureexpendituresceasetobedisclosedascommitmentsoncetherelatedliabilitiesarerecognisedinthebalancesheet.

u Contingent assets and contingent liabilities

Contingentassetsandcontingentliabilitiesarenotrecognisedinthebalancesheet,butaredisclosedbywayofanote(refertoNote18)and,ifquantifiable,aremeasuredatnominalvalue.ContingentassetsandliabilitiesarepresentedexclusiveofGSTreceivableorpayablerespectively.

v New accounting standards and interpretations

New Accounting Standards and Interpretations issued that are not yet effective Certainnewaccountingstandardsandinterpretationshavebeenpublishedthatarenotmandatoryforthe30June2012reportingperiod.Asat30June2012,thefollowingstandardsandinterpretationshadbeenissuedbutwerenotmandatoryforfinancialyearending30June2012.TheGoulburnBrokenCMAhasnotanddoesnotintendtoadoptthesestandardsearly.


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Note 1: Significant accounting policies (Cont’d)

Standard / Interpretation SummaryApplicable for annual

reporting periods beginning on

Impact on financial statements

AASB9Financial Instruments

ThisstandardsimplifiesrequirementsfortheclassificationandmeasurementoffinancialassetsresultingfromPhase1oftheIASB’sprojecttoreplaceIAS39Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement).

1January2013 Detailofimpactisstillbeingassessed.

AASB13Fair Value Measurement

ThisStandardoutlinestherequirementsformeasuringthefairvalueofassetsandliabilitiesandreplacestheexistingfairvaluedefinitionandguidanceinotherAASs.AASB13includesa‘fairvaluehierarchy’whichranksthevaluationtechniqueinputsintothreelevelsusingunadjustedquotedpricesinactivemarketsforidenticalassetsorliabilities;otherobservableinputs;andunobservableinputs.

1January2013

Disclosureforfairvaluemeasurementsusingunobservableinputsarerelativelyonerouscomparedtodisclosureforfairvaluemeasurementsusingobservableinputs.Consequently,theStandardmayincreasethedisclosuresforpublicsectorentitiesthathaveassetsmeasuredusingdepreciatedreplacementcost.

AASB119Employee Benefits

InthisrevisedStandardfordefinedbenefitsuperannuationplans,thereisachangetothemethodologyinthecalculationofsuperannuationexpenses,inparticularthereisnowachangeinthesplitbetweensuperannuationinterestexpense(classifiedastransactions)andactuarialgainsandlosses(classifiedas‘Othereconomicflows–othermovementsinequity’)reportedonthecomprehensiveoperatingstatement.

1January2013

Not-for-profitentitiesarenotpermittedtoapplythisStandardpriortothemandatoryapplicationdate.Whilethetotalsuperannuationexpenseisunchanged,therevisedmethodologyisexpectedtohaveanegativeimpactonthenetresultfromtransactionsofthegeneralgovernmentsectorandforthosefewVictorianpublicsectorentitiesthatreportsuperannuationdefinedbenefitplans.

AASB1053Application of Tiers of Australian Accounting Standards

ThisStandardestablishesadifferentialfinancialreportingframeworkconsistingoftwotiersofreportingrequirementsforpreparinggeneralpurposefinancialstatements.

1July2013

TheVictorianGovernmentiscurrentlyconsideringtheimpactsofReducedDisclosureRequirements(RDRs)forcertainpublicsectorentitiesandhasnotdecidedifRDRswillbeimplementedintheVictorianpublicsector.

AASB2009-11Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 and 1038 and Interpretations 10 and 12]

ThisStandardgiveseffecttoconsequentialchangesarisingfromtheissuanceofAASB9. 1January2013

Nosignificantimpactisexpectedfromtheseconsequentialamendmentsonentityreporting.

AASB2010-2Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements

ThisStandardmakesamendmentstomanyAustralianAccountingStandards,includingInterpretations,tointroducereduceddisclosurerequirementstothepronouncementsforapplicationbycertaintypesofentities.

1July2013

TheVictorianGovernmentiscurrentlyconsideringtheimpactsofReducedDisclosureRequirements(RDRs)forcertainpublicsectorentitiesandhasnotdecidedifRDRswillbeimplementedintheVictorianpublicsector.

AASB2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127]

TheseconsequentialamendmentsareinrelationtotheintroductionofAASB9. 1Jan2013

Nosignificantimpactisexpectedfromtheseconsequentialamendmentsonentityreporting.

AASB2011-3 Amendments to Australian Accounting Standards – Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments [AASB 1049]

ThisamendsAASB1049toclarifythedefinitionoftheABSGFSManual,andtofacilitatetheadoptionofchangestotheABSGFSManualandrelateddisclosures.

1July2012

ThisamendmentprovidesclarificationtouserspreparingthewholeofgovernmentandgeneralgovovernmentsectorfinancialreportsontheversionoftheGFSManualtobeusedandwhattodiscloseifthelatestGFSManualisnotused.NoimpactonGoulburnBrokenCMAreporting.

AASB2011-4 Amendments to Australian Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements [AASB 124]

ThisStandardamendsAASB124RelatedPartyDisclosuresbyremovingthedisclosurerequirementsinAASB124inrelationtoindividualkeymanagementpersonnel(KMP).

1July2013Nosignificantimpactisexpectedfromtheseconsequentialamendmentsonentityreporting.

AASB2011-8Amendments to Australian Accounting Standards arising from AASB 13[AASB 1, 2, 3, 4, 5, 7, 9, 2009-11, 2010-7, 101, 102, 108, 110, 116, 117, 118, 119, 120, 121, 128, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 & 1038 and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132]

ThisamendingStandardmakesconsequenticalchangestoarangeofStandardsandInterpretationsarisingfromtheissuanceofAASB13.Inparticular,thisStandardreplacestheexistingdefinitionandguidanceoffairvaluemeasurementsinotherAustralianAccountingStandardsandInterpretations.

1Jan2013

Disclosuresforfairvaluemeasurementsusingunobservableinputsispotentiallyonerous,andmayincreasedisclosuresforassetsmeasuredusingdepreciatedreplacementcost.


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Standard / Interpretation SummaryApplicable for annual

reporting periods beginning on

Impact on financial statements

AASB2011-9Amendments to Australian Accounting Standards – Presentation of Items of Other Comprehensive Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049]

ThemainchangeresultingfromthisStandardisarequirementforentitiestogroupitemspresentedinothercomprehensiveincome(OCI)onthebasisofwhethertheyarepotentiallyreclassifiabletoprofitorlosssubsequently(reclassificationadjustments).Theseamendmentsdonotremovetheoptiontopresentprofitorlossandothercomprehensiveincomeintwostatements,norchangetheoptiontopresentitemsofOCIeitherbeforetaxornetoftax.

1July2012

ThisamendingStandardcouldchangethecurrentpresentationof‘Othereconomicflows-othermovementsinequity’thatwillbegroupedonthebasisofwhethertheyarepotentiallyreclassifiabletoprofitorlosssubsequently.Noothersignificantimpactwillbeexpected.

AASB2011-10Amendments to Australian Accounting Standards arising from AASB 119 (September 2011)

[AASB 1, AASB 8, AASB 101, AASB 124, AASB 134, AASB 1049 & AASB 2011-8 and Interpretation 14]

ThisStandardmakesconsequentialchangestoarangeofotherAustralianAccountingStandardsandInterpretaionarisingfromtheissuanceofAASB119Employee Benefits.

1Jan2013Nosignificantimpactisexpectedfromtheseconsequentialamendmentsonentityreporting.

AASB2011-11 Amendments to AASB 119 (September 2011) arising from Reduced Disclosure Requirements

ThisStandardmakesamendmentstoAASB119Employee Benefits(September2011),toincorporatereduceddisclosurerequirementsintotheStandardforentitiesapplyingTier2requirementsinpreparinggeneralpurposefinancialstatements.

1July2013

TheVictorianGovernmentiscurrentlyconsideringtheimpactsofReducedDisclosureRequirements(RDRs)andhasnotdecidedifRDRswillbeimplementedintheVictorianpublicsector.

2011-13Amendments to Australian Accounting Standard – Improvements to AASB 1049

ThisStandardaimstoimprovetheAASB1049Whole of Government and General Government Sector Financial Reportingattheoperationallevel.ThemainamendmentsclarifyanumberofrequirementsinAASB1049,includingtheamendmenttoallowdisclosureofothermeasuresofkeyfiscalaggregatesaslongastheyareclearlydistinguishedfromthekeyfiscalaggregatesanddonotdetractfromthetheinformationrequiredbyAASB1049.Furthermore,thisStandardprovidesadditionalguidanceandexamplesontheclassificationbetween‘transactions’and‘othereconomicflows’forGAAPitemswithoutGFSequivalents.

1July2012Nosignificantimpactisexpectedfromtheseconsequentialamendmentsonentityreporting.

2012-1 Amendments to Australian Accounting Standards - Fair Value Measurement - Reduced Disclosure Requirements [AASB 3, AASB 7, AASB 13, AASB 140 & AASB 141]

ThisamendingStandardprescribesthereduceddisclosurerequirementsinanumberofAustralianAccountingStandardsasaconsequenceoftheissuanceofAASB13Fair Value Measurement.

1July2013

AstheVictorianwholeofgovernmentandthegeneralgovernment(GG)sectoraresubjecttoTier1reportingrequirements(refertoAASB1053Application of Tiers of Australian Accounting Standards),thereduceddisclosurerequirementsincludedinAASB2012-1willnotaffectthefinancialreportingforVictorianwholeofgovernmentandGGsector.

Note 1: Significant accounting policies (Cont’d)

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Note 2: Financial risk management objectives and policiesTheGoulburnBrokenCMA’sactivitiesexposeittoavarietyoffinancialrisks:marketrisk,creditriskandliquidityrisk.ThisnotepresentsinformationabouttheGoulburnBrokenCMA’sexposuretoeachoftheserisksandtheobjectives,policiesandprocessesformeasuringandmanagingrisk.

TheGoulburnBrokenCMA’sBoardhasoverallresponsibilityfortheestablishmentandoversightoftheGoulburnBrokenCMA’sriskmanagementframework.TheGoulburnBrokenCMA’soverallriskmanagementprogramfocusesontheunpredictabilityoffinancialmarketsandseekstominimisepotentialadverseonthefinancialperformanceoftheGoulburnBrokenCMA.TheGoulburnBrokenCMAusessensitivityanalysisinthecaseofinterestraterisks.

RiskManagementiscarriedoutbytheAuditRisk&ComplianceCommitteeunderpoliciesapprovedbytheBoardofDirectors.Thecorporatedivisionidentifies,evaluatesandhedgesfinancialrisksinclosecooperationwiththeGoulburnBrokenCMA’soperatingunits.TheBoardcomplieswithDepartmentofTreasuryandFinancepolicycoveringspecificareas,suchasinterestraterisk,creditriskandinvestmentofexcessliquidity.

2.1 Risk exposures ThemainriskstheGoulburnBrokenCMAisexposedtothroughitsfinancialinstrumentsareasfollows:

a Market risk

MarketriskistheriskthatchangesinmarketpriceswillaffectfairvalueoffuturecashflowsoftheGoulburnBrokenCMA’sfinancialinstruments.Marketriskcomprisesofinterestrateriskandotherpricerisk.TheGoulburnBrokenCMA’sexposuretomarketriskisprimarilythroughinterestrate,thereisnoexposuretoforeignexchangeriskandnosignificantexposuretootherpricerisks.

Objectives,policiesandprocessesusedfortheserisksaredisclosedintheparagraphsbelow:

Interest rate risk TheGoulburnBrokenCMAhasminimalexposuretointerestrateriskthroughitsholdingofcashassetsandotherfinancialassets.TheGoulburnBrokenCMAcomplieswithDepartmentofTreasuryandFinancepoliciesinthisregard.

Other price risk TheGoulburnBrokenCMAhasnosignificantexposuretootherpricerisk.

Market risk sensitivity analysis ThefollowingtablesummarisesthesensitivityoftheGoulburnBrokenCMA’sfinancialassetsandfinancialliabilitiestointerestraterisk.

30 June 2012Carrying amount

$000

Interest rate risk

-1 per cent +1 per cent

Result

$000

Equity

$000

Result

$000

Equity

$000

Financialassets

Cashatbank 34,936 (349) (349) 349 349

Receivables 1,177 - - - -

Financialliabilities

Payables (7,697) - - - -

Interestbearingliabilities (68) - - - -

Totalincrease/(decrease) 28,348 (349) (349) 349 349

30 June 2011Carrying amount

$000

Interest rate risk

-1 per cent +1 per cent

Result

$000

Equity

$000

Result

$000

Equity

$000

Financialassets

Cashatbank 21,683 (217) (217) 217 217

Receivables 4,458 - - - -


Payables (7,315) - - - -

Interestbearingliabilities (59) - - - -

Totalincrease/(decrease) 18,767 (217) (217) 217 217

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Note 2: Financial risk management objectives and policies (cont’d)b Credit risk

Credit risk is the riskoffinancial loss to theGoulburnBrokenCMAasa resultofacustomerorcounterparty toafinancial instrument failing tomeet itscontractualobligations.CreditriskarisesprincipallyfromtheGoulburnBrokenCMA’sreceivablesandfinancialassetsavailableforsale.

TheGoulburnBrokenCMA’sexposuretocreditriskisinfluencedbytheindividualcharacteristicsofeachcustomer.Thereceivablebalanceconsistsofbusinesscustomerswhicharespreadacrossadiverserangeofindustries.Receivablebalancesaremonitoredonanongoingbasistoensurethatexposuretobaddebtsisnotsignificant.TheGoulburnBrokenCMAhasinplaceapolicyandprocedureforthecollectionofoverduereceivables.

c Liquidity risk

LiquidityriskistheriskthattheGoulburnBrokenCMAwillnotbeabletomeetitsfinancialobligationsastheyfalldue.TheGoulburnBrokenCMA’spolicyistosettlefinancialobligationswithin30daysandintheeventofdisputemakepaymentswithin20daysfromthedayofresolution.

TheGoulburnBrokenCMAmanagesliquidityriskbymaintainingadequatereservesandbankingfacilitiesbycontinuouslymonitoringforecastsandactualcashflowsandmatchingthematurityprofilesoffinancialassetsandfinancialliabilities.

TheGoulburnBrokenCMA’sfinancialliabilitymaturitieshavebeendisclosedinNote23.

2.2 Fair valuation estimation Thecarryingvaluelessimpairmentprovisionof tradereceivablesandpayablesisareasonableapproximationof their fairvaluesduetotheshort termnatureof tradereceivables.ThefairvalueoffinancialliabilitiesfordisclosurepurposesisestimatedbydiscountingthefuturecontractualcashflowsatthecurrentmarketinterestratethatisavailabletotheGoulburnBrokenCMAforsimilarfinancialassets.

ThecarryingamountsandaggregatenetfairvaluesoffinancialassetsandfinancialliabilitiesatbalancedatehavebeenprovidedinNote23.


Note 3: Revenues

Note2012 2011

$000 $000

Government Contributions

State 17,035 16,746

Commonwealth 14,602 16,175

TotalGovernmentContributions 31,637 32,921

Revenue From Government Entities

NorthernVictorianIrrigationRenewalProject 5,928 10,738

Murray-DarlingBasinAuthority 273 328

TotalRevenueFromGovernmentEntities 6,201 11,066

Other Revenues

Interest 792 849

Seedbank 118 184

RegionalContributions 540 991

RecoverableCosts 230 160

Other 113 302

TotalOtherRevenues 1,793 2,486

Non Operating Revenue

(Loss)/GainonDisposalofProperty,Plant&Equipment (13) 107

TotalRevenue 39,618 46,580

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Note 4: ExpensesNetresultfortheperiodhasbeendeterminedafter:

Note 5: Cash and cash equivalents

Note $000 $000

Cashonhand 2 2

CashatBank 13,974 8,781

TermDepositatBank 2,027 -

DepositsatCallwithTreasuryCorpVictoria 18,933 12,900

Totalcashandcashequivalents 34,936 21,683

AllofthesefundsarerestrictedinthattheyareheldtobespentonarangeofprogramswhichtheGoulburnBrokenCMAcurrentlyhasunderway.

(a) Reconciliation to cash at the end of the year

TheabovefiguresareagreedtocashattheendofthefinancialyearasshownintheCashFlowStatement.

(b) Cash at Bank

Amountsatbankbearfloatinginterestratescurrently3.40%(2011:4.65%)

(c) Term deposit at Bank

TermDepositbearsinterestat4.51%andmatureson20August2012(2011:Nil)

(d) Deposits at call

TheDepositsatcallwithTreasuryCorporationVictoriabearinterestat3.45%(2011:4.70%)

Note2012 2011

$000 $000

a Operating costs to works programs

LandandBiodiversity 6,326 7,292

SustainableIrrigation 25,688 29,009

RiverHealth 7,764 10,085

Corporate

•AuditFees-External 12 12

-Internal 38 35

•Other 1,126 1,009

CorporateAdministration 1,176 1,056

•BusinessDevelopment 386 249

•RegionalCatchmentStrategy 226 14

•Other - 126

TotalCorporate 1,788 1,445

Totaloperatingcoststoworksprogram 41,566 47,831

b Depreciation of non-current assets

Buildings - 2

Plantandequipmentandother 96 134

Motorvehicles 345 328

Totaldepreciation 441 464

c Amortisation of leased assets 34 13

d Employee related expenses

IncludedintheProgramExpendituretotalsarethefollowingemployeerelatedexpenses

Salary&Wages 4,357 4,047

AnnualLeave 391 317

LongServiceLeave 223 258

EmployerSuperannuationcontributions 743 547

Other 195 285

Totalemployeerelatedexpenses 5,909 5,454

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Note 6: Receivables

Note2012 2011

$000 $000

Governmentgrantsreceivable 569 2,463

GSTrecoverable–On-FarmIrrigationEfficiencyProgrampaymentsdue - 1,045

NetGSTamountduefromAustralianTaxOffice 364 446

Tradedebtors 142 422

Accruedinterest 102 82

Totalreceivables 1,177 4,458

a Provision for impaired receivables

Asat30June2012,currentreceivablesoftheGoulburnBrokenCMAwithanominalvalueof$nil(2011:$nil)wereimpaired.

Theageingofthesereceivablesisasfollows:

threetosixmonths - -

oversixmonths - -

Total - -

b Past due but not impaired receivables

Asof30June2012,governmentreceivablesof$nil(2011:$68,952)andotherreceivablesof$nil(2011:$24,968)werepastduebutnotimpaired.Theserelatetoentitiesforwhichthereisnorecenthistoryofdefault.Theageinganalysisofthesereceivablesisasfollows:

Threetosixmonths - 69

Oversixmonths - 25

Total - 94

Note 7: InventoriesTotal 234 0

InventoryreflectedisthevalueofseedwhichisheldonbehalfoftheGoulburnBrokenIndigenousSeedbank,ajointventurebetweenGoulburnBrokenCMAandMelbourneUniversity.WhilsttheGoulburnBrokenCMAholdstheasset,itistheintentionoftheGoulburnBrokenCMAtofindasuccessororganisationtomanagetheSeedbankoperation.


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Note 8: Property plant and equipment

Note2012 2011

$000 $000

Buildingsatfairvalue 44 44

Lessaccumulateddepreciation (44) (44)

- -

Plantandequipmentatfairvalue 1,015 935


201 190

Motorvehiclesatfairvalue 1,742 1,689


1,184 1,362

Officeandcomputerequipmentacquiredunderfinanceleaseatfairvalue 272 250

Accumulatedamortisation (208) (195)

64 55

DowdleSwampfloodwayatcost - 170

Lessaccumulateddepreciation - (37)

LessInfrastructureassetwrite-off - (133)

- -

Totalproperty,plantandequipment 1,449 1,607

Movements during the reporting periodMovementinthecarryingamountsforeachclassofproperty,plantandequipmentbetweenthebeginningandtheendofthecurrentfinancialyear.

Dowdle Swamp

Floodway

$000

Buildings

$000

Plant and equipment

$000

Motor vehicles

$000

Equipment under finance

lease

$000

Total

$000

2011-12

Openingwrittendownvalueat1July2011 - - 190 1,362 55 1,607

Additions - - 107 340 43 490

Disposals - - - (173) - (173)

Assetwrite-off - - - - - -

Depreciationexpense - - (96) (345) - (441)

Amortisation - - - - (34) (34)

Closingwrittendownvalueat30June2012 - - 201 1,184 64 1,449

2010-11

Openingwrittendownvalueat1July2010 136 2 313 1,135 54 1,640

Additions - - 8 903 35 946

Disposals - - - (348) (21) (369)

Assetwrite-off (133) (133)

Depreciationexpense (3) (2) (131) (328) - (464)

Amortisation - - - - (13) (13)

Closingwrittendownvalueat30June2011 - - 190 1,362 55 1,607

Note 9: Payables

Note2012 2011

$000 $000

Tradecreditors 3,518 4,309

Accruals 4,179 3,006

Totalpayables 7,697 7,315


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Note 10: Unearned Revenue

Note2012 2011

$000 $000

CommonwealthOFIEPRound1 1,711 4,003

CommonwealthOFIEPRound1-Interest 210 117

NVIRP 591 1,220

CommonwealthOFIEPRound2 8,108 -

CommonwealthOFIEPRound2-Interest 50 -

VictorianOn-FarmStateProject 6,706 -

VictorianOn-FarmStateProject-Interest 98 -

Total 17,474 5,340

FundinginadvancetoGoulburnBrokenCMAtopayOn-FarmIrrigationEfficiencyProgramproponentsistakentounearnedrevenueandreleasedtotheincomeandexpenditureaccounttomatchGoulburnBrokenCMAexpenditureliabilitiesundertheProgram.

Note 11: Interest bearing liabilitiesCurrent

Secured

Financeleaseliability 17b 32 30

Non-current

Secured

Financeleaseliability 17b 36 29

Assetspledgedassecurity - -

Totalinterestbearingliabilities 68 59

Note 12: Employee benefitsCurrent

Annualleaveandunconditionallongserviceleaveentitlementsrepresentingsevenyearsofcontinuousservice:

Employeebenefitsexpectedtobesettledwithin12months,aftertheendoftheperiod,measuredatnominalvalue

467 400

Employeebenefitsexpectedtobesettledafter12months,aftertheendoftheperiod,measuredatpresentvalue

1,280 1,028

Totalcurrent 1,747 1,428

Non-current

Conditionallongserviceleavemeasuredatpresentvalue 67 140

Totalemployeebenefits 1,814 1,568

Allannualleaveistreatedasacurrentliability.Longserviceleaveentitlementrepresentingsevenyearspluscontinuousserviceisalsotreatedasacurrentliability.Longserviceleaveentitlementrepresentinglessthansevenyearscontinuousserviceistreatedasanon-currentliability.

Thefollowingassumptionswereadoptedinmeasuringthepresentvalueoflongserviceleaveentitlements:

2012 2011

Weightedaverageincreaseinemployeecosts 4.31% 4.60%

Weightedaveragediscountrates 2.87% 4.93%

Weightedaveragesettlementperiod 10years 10years

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Note 13: SuperannuationGoulburnBrokenCMAmakesemployersuperannuationcontributionsinrespectofitsemployeestotheLocalAuthoritiesSuperannuationFund(theFund).Obligationsforcontributionsarerecognisedasanexpenseinprofitorlosswhentheyaredue.TheFundhastwocategoriesofmembership,accumulationanddefinedbenefit,eachofwhichisfundeddifferently.

TheFund’saccumulationcategory,VisionSuperSaver,receivesbothemployerandemployeecontributionsonaprogressivebasis.Employercontributionsarenormallybasedonafixedpercentageofemployeeearnings(ninepercentrequiredunderSuperannuationGuaranteeLegislation).NofurtherliabilityaccruestotheemployerasthesuperannuationbenefitsaccruingtoemployeesarerepresentedbytheirshareofthenetassetsoftheFund.

Defined Benefit PlanTheFund’sDefinedBenefitPlanisamulti-employersponsoredplan.AsthePlan’sassetsandliabilitiesarepooledandarenotallocatedbyemployer,theActuaryisunabletoreliablyallocatebenefitliabilities,assetsandcostsbetweenemployers.Asprovidedunderparagraph32(b)ofAASB119,GoulburnBrokenCMAdoesnotusedefinedbenefitaccountingforthesecontributions.

GoulburnBrokenCMAmakesemployercontributionstothedefinedbenefitcategoryoftheFundatratesdeterminedbytheTrusteeontheadviceoftheFund’sActuary.OnthebasisoftheresultsofthemostrecentfullactuarialinvestigationconductedbytheFund’sActuaryasat31December2011,GoulburnBrokenCMAmakesthefollowingcontributions: - 9.25percentofmembers’salaries(sameaspreviousyear) - thedifferencebetweenresignationandretrenchmentbenefitspaidtoanyretrenchedemployees,pluscontributiontax(sameaspreviousyear).

Thefundsurplusordeficit(i.e.thedifferencebetweenfundassetsandliabilities)iscalculateddifferentlyforfundingpurposes(i.e.calculatingrequiredcontributions)andforthecalculationofaccruedbenefitsasrequiredinAAS25toprovidethevaluesneededfortheAASB119disclosureintheGoulburnBrokenCMA’sfinancialstatements.AAS25requiresthatthepresentvalueofthedefinedbenefitliabilitytobecalculatedbasedonbenefitsthathaveaccruedinrespectofmembershipoftheplantothemeasurementdateswithnoallowanceforfuturebenefitsthatmayaccrue.

Accounting Standard disclosure TheFund’sliabilityforaccruedbenefitswasdeterminedbytheActuaryat31December2011pursuanttotherequirementsofAustralianAccountingStandardAAS25asfollows:

31 Dec 2011

$000

Netmarketvalueofassets 4,315,324

Accruedbenefits(peraccountingstandards) 4,642,133

Differencebetweenassetsandaccruedbenefits (326,809)

Vestedbenefits(minimumsumwhichmustbepaidtomemberswhentheyleavethefund)

4,838,503

ThefinancialassumptionsusedtocalculatetheAccruedBenefitsforthedefinedbenefitcategoryoftheFundwere:

Netinvestmentreturn 7.50%perannum

Salaryinflation 4.25%perannum

Priceinflation 2.75%perannum

Contributions

TheGoulburnBrokenCMAcontributesinrespectofitsemployees,tothefollowingprincipalsuperannuationschemes:VisionSuper,Colonial,andGovernmentSuperannuationOffice.Contributiondetailsareshowninthefollowingtable:

Type of scheme Rate %2012

$000

2011

$000

GovernmentSuperannuationOffice Accumulation Various 87 69

VisionSuper DefinedBenefits 9.25 16 15

VisionSuper Accumulation 9.00 180 165

Otherfunds Accumulation 9.00 347 291

Totalcontributionstoallfunds 630 540

Asatbalancedate,therewerecontributionspayableof$181,753(2011:$67,624).

TheLocalAuthoritiesSuperannuationFundlatest31December2011actuarialinvestigationidentifiedanunfundedliabilityof$453millionexcludingthecontributionstaxinthedefinedbenefitfundofwhichweareamember.GoulburnBrokenCMAwasmadeawareoftheexpectedshortfallthroughtheyearandwasinformedformallyofitsshareoftheshortfallon1August2012whichamountedto$134,410payableby1July2013.GoulburnBrokenCMAhaselectedtopaythisamountbytheendofthenextfinancialyear.GoulburnBrokenCMAhasaccountedforthisshortfallintheComprehensiveOperatingStatementinEmployeebenefits(Note4d)andintheBalanceSheetbywayofanaccruedliability.


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Note 14: Contributed equity

Note2012

$000

2011

$000

Balanceatthebeginningofthereportingperiod 4,209 4,209

Contributedcapitalreceived - -

Balanceattheendofthereportingperiod 4,209 4,209

Note 15: Accumulated fundsBalanceatthebeginningofthereportingperiod - -

Netresultfortheyear (2,710) (2,106)

Transferfrom/(to)reserves 2,710 2,106

Balanceattheendofthereportingperiod - -

Note 16: ReserveCommittedfundsreserve

Balanceatthebeginningofthereportingperiod 9,279 11,385

Nettransfers(to)/fromaccumulatedfunds (2,710) (2,106)

Balanceattheendofthereportingperiod 6,569 9,279

ThepurposeoftheCommittedFundsReserveistoholdfundsallocatedforexpenditureonworksprogramswhichhaveeithernotyetcommencedorhavenotbeencompletedatbalancedate.TheCommittedFundsReserveisnecessaryasgrantmoniesofarecurrentnaturearetakentorevenueassoonastheGoulburnBrokenCMAhastherighttoreceivethosefundsandgenerallythereisatimelagbetweentherighttoreceivethefundsandthecommencementoftheassociatedworksprogram.

Note 17: Commitments

a Operating lease commitments:

Officeaccommodation

Withinoneyear 328 150

Oneyeartofiveyears 643 41

971 191

Photocopier

Withinoneyear 2 4

Oneyeartofiveyears - 2

2 6

Total

Withinoneyear 330 154


Total 973 197

b Finance leases commitments

AtbalancedatethatGoulburnBrokenCMAhadfinanceleasecommitmentspayableasfollows:

Withinoneyear 35 31


Lessfuturefinancecharges (5) (4)

Total 68 59

Representedby:

Currentliability 11 32 30

Non-currentliability 11 36 29

Total 68 59

c Capital commitments

AtbalancedatetheGoulburnBrokenCMAhadcommitmentsforcapitalexpenditurepayableasfollows:

- 44

Withinoneyear - 44

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Note 17: Commitments (cont’d)

d Contributions subject to restrictionsThefollowingtablereflectsprogramfundingcontributionswhicharesubjecttorestrictionsonexpenditureprofileswhichmayonlybevariedwiththeagreementofthefundingbody.

2011-12 Program

Revenue recognised Outgoingsunexpended

program contributions

Outstanding program

commitmentVariance Note

(e)


1 July 2011

$000

Funds recognised in

2011-12

$000

Total

$000

Expended 2011-12

$000


1 July 2012

$000 $000 $000

LandandBiodiversity 3,630 7,247 10,877 (6,396) 4,481 (2,438) 2,043

Corporate 1,459 1,517 2,976 (2,274) 702 (57) 645

SustainableIrrigation 1,080 24,928 26,008 (25,723) 285 (58,437) (58,152)

RiverHealth 7,319 5,926 13,245 (7,935) 5,310 (1,384) 3,926

Total 13,488 39,618 53,106 (42,328) 10,778 (62,316) (51,538)

2010-11 Program

Revenue recognised Outgoingsunexpended

program contributions

Outstanding program

commitmentVariance Note

(e)


1 July 2010

$000

Funds recognised in

2010-11

$000

Total

$000

Current year

$000


1 July 2011

$000 $000 $000

LandandBiodiversity 2,612 6,968 9,580 (5,950) 3,630 (1,852) 1,778

Corporate 1,199 3,013 4,212 (2,753) 1,459 (38) 1,421

SustainableIrrigation 513 29,627 30,140 (29,060) 1,080 (16,035) (14,955)

RiverHealth 11,270 6,972 18,242 (10,923) 7,319 (1,323) 5,996

Total 15,594 46,580 62,174 (48,686) 13,488 (19,248) (5,760)

Fundscommittedasat30Juneareanticipatedtobeexpendedasfollows:

2012 2011

$000 $000

Withinoneyear 57,637 18,748

Laterthanoneyearbutwithinfiveyears 4,679 488

Laterthanfiveyears - 12

Totalcommittedfunds 62,316 19,248

e Contributions subject to restrictions – variancesVariancesundertheSustainableIrrigationProgramrelateprimarilytoFarmWaterProgramcommitmentsmadeundertheProgramwhicharefundedfromfundsalreadyreceivedandheldinunearnedrevenueplusthebalancereceivableundertheProgrampertheFundingAgreement.

Note 18: Contingent assets and liabilitiesTheGoulburnBrokenCMA,throughVCATisinmediationwithalandholderwhoclaimedthatworksundertakenbyGoulburnBrokenCMAhasallegedlyimpactedtheflowofwateronthelandholder’sproperty.Thequantumoftheclaimisnotconsideredmaterial.

Note 19: Events occurring after balance sheet date NomattersorcircumstanceshavearisensincetheendofthereportingperiodwhichsignificantlyaffectedormaysignificantlyaffecttheoperationsoftheGoulburnBrokenCMA,theresultsofthoseoperations,orthestateofaffairsoftheGoulburnBrokenCMAinfuturefinancialyears.


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Note 20: Responsible persons related disclosures

a Responsible personsThenamesofpersonswhowereresponsiblepersonsatanytimeduringthefinancialyearwere:

MinisterforEnvironmentandClimateChange RyanSmithMP 1July2011to30June2012

MinisterforWater PeterWalshMP 1July2011to30June2012

TherewerenumeroustransactionsbetweentheGoulburnBrokenCMAandDepartmentofSustainabilityandEnvironmentduringtheyearundernormalcommercialtermsandconditions.

Position First Appointed Term Expired

Chairman PFRyan 1July2009;ActingChairman1July2011–30September2011;Chairman1Oct2011 -

BoardMember MChapman 1July2009;DeputyChairman21Oct2011 -BoardMember TCourt 1July2009 30September2011BoardMember JCraven 1October2011 -BoardMember MDalmau 1October2011 -BoardMember AFox 1October2011 -BoardMember ECurtis 1July2009 30September2011BoardMember LGunter 1July2003 30September2011BoardMember AMacKenzie 1October2011 -BoardMember RPell 1July2009 -BoardMember JPettigrew 1July2003, 30September2011BoardMember RRunnalls 1October2011 -BoardMember CSilverstein 1October2011 -BoardMember FWhitford 1July2009 30September2011CEO CPNorman 15December2009 -ActingCEO WTennant 12-20January2012 -

b Remuneration of responsible personsThenumberofresponsiblepersonswhoseremunerationfromtheGoulburnBrokenCMAwaswithinthespecifiedbandsareasfollows:

Income bands 2012 no. 2011 no.

$1-$9,999 11 -

$10,000-$19,999 2 7

$20,000-$29,999 1 1

$80,000-$89,999 - -

$90,000-$99,999 - -

$180,000-$189,999 1 1

Total 15 9

Thetotalremunerationofresponsiblepersonsreferredtointheabovebandswas$296,767(2011:$310,491)whichincludes$46,095(2011:$32,624)paidinsuperannuationcontributions.

TherelevantinformationoftheChiefExecutiveOfficerisreportedundertheResponsiblepersons.

TherelevantMinisters’remunerationisreportedseparatelyinthefinancialstatementsoftheDepartmentofPremierandCabinet.OtherrelevantinterestsaredeclaredintheRegisterofMembers’Interestswhicheachmemberoftheparliamentcompletes.


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Note 20: Responsible persons related disclosures (cont’d)

c Remuneration of executivesThenumberofExecutiveOfficers,otherthanresponsiblepersonsincludedunder‘Remunerationofresponsiblepersons’above,whosetotalremunerationexceeded$100,000duringthereportingperiodareshownbelowintheirrelevantincomebands:

Remuneration bandsTotal remuneration Base remuneration

2012 2011 2012 2011

$100,000-$109,999 - 1 1 1

$110,000-$119,999 2 - 2 1

$120,000-$129,999 1 2 - 2

$130,000-$139,999 1 2 2 1

$140,000-$149,999 1 - - 1

$150,000-$159,999 1 1 1 1

$160,000-$169,999 - 1 - -

Totalamount $789,921 $940,229 $752,601 $898,934

Totalnumbers 6 7 6 7

d Other related party transactions

LoansTherewerenoloansinexistencebytheGoulburnBrokenCMAtoresponsiblepersonsorrelatedpartiesatthedateofthisreport.

SharesTherewerenosharetransactionsinexistencebetweentheGoulburnBrokenCMAandResponsiblePersonsandtheirrelatedpartiesduringthefinancialyear.

OtherPaymentstotalling$139,906.00(2011:$201,402.00)undertheCommonwealthfundedOn-FarmIrrigationEfficiencyProgramwerepaidtoaPartnershipinwhichFrankWhitfordheldaninterest.ThegrantpaymentwasinlinewiththeGoulburnBrokenCMA’snormaltermsandconditionsofthegrantscheme.

PaymentsundertheCommonwealthfundedOn-FarmIrrigationEfficiencyProgramtotalling$332,628.51(2011:$259,076.00)weremadetoanentityinwhichRussellPellholdsaninterest.ThepaymentswereinlinewiththeGoulburnBrokenCMA’snormaltermsandconditionsoftheprogram.

Note 21: Economic dependenceToattainitsgoalsasdetailedinitsRegionalCatchmentStrategy,theGoulburnBrokenCMAcontinuestobedependentuponfuturefundingcommitmentsfromboththeStateandAustralianGovernments.

Note 22: Cash flow information

Note2012 2011

$000 $000

a Reconciliation of cash

Cashattheendofthefinancialyearasshowninthecashflowstatementisreconciledtotherelateditemsinthebalancesheetasfollows:

Cashatbankandonhand 5 34,936 21,683

b Reconciliation of cash flow from operations with net result for the year

Netresultfortheperiod (2,710) (2,106)

Non-cashflowsinnetresult

Depreciation 441 464

InfrastructureAssetwrite-off - 133

Amortisation 34 13

Netloss(gain)ondisposalofnon-currentassets 13 (107)

Changesinassetsandliabilities

decrease/(Increase)inreceivables 3,281 (3,004)

(Increase)/decreaseininventories (234) -

(Increase)/decreaseinprepayments (13) (6)

decrease/(Increase)inprovisions 246 145

Increase/(decrease)inunearnedrevenue 12,134 5,340

Increase/(decrease)inpayables 384 2,217

Cashflowsfromoperatingactivities 13,576 3,089


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c Property plant and equipmentDuringthefinancialyeartheGoulburnBrokenCMAacquiredcomputerequipmentwithanaggregatefairvalueof$43,276(2011:$34,465)bymeansoffinanceleases.Theseacquisitionsarenotreflectedinthecashflowstatement.

Note 23: Financial instruments

Interest risk rate exposuresThefollowingtablesetsouttheGoulburnBrokenCMA’sexposuretointerestraterisk,includingthecontractualrepricingdatesandtheeffectiveweightedaverageinterestratebymaturityperiods.ExposuresarepredominantlyfromliabilitiesbearingvariableinterestratesastheGoulburnBrokenCMAintendstoholdfixedrateliabilitiestomaturity.

Weighted average

interest rate

%

Floating interest rates

$000

Fixed interest rate maturingNon-interest

bearing

$000

1 year or less

$000

1 to 2 years

$000

2 to 3 years

$000

2011-12

Financialassets

Cash 3.48 32,907 2,027 - - 2

Receivables - 1,177

Totalfinancialassets 32,907 2,027 - - 1,179


Leaseliabilities 5.29 32 24 12

Payables - (7,697)

Totalfinancialliabilities - (32) (24) (12) (7,697)

Netfinancial(liabilities) - 32,907 1,995 (24) (12) (6,518)

2010-11

Financialassets

Cash 4.17 21,681 - - - 2

Receivables n/a - - - - 4,458

Totalfinancialassets 21,681 - - - 4,460


Leaseliabilities 4.76 - 30 23 6 -

Payables n/a - 7,315

Totalfinancialliabilities - - 30 23 6 7,315

Netfinancial(liabilities) - 21,681 (30) (23) (6) (2,855)

Fair value

Thecarryingamountsandfairvaluesofinterestbearingliabilitiesatbalancedateare:

2012 2011

Carrying amount

$000

Fair value

$000

Carrying amount

$000

Fair value

$000

Financialassets

Cash 34,936 34,936 21,683 21,683

Receivables 1,177 1,177 4,458 4,458

Totalfinancialassets 36,113 36,113 26,141 26,141


Leaseliabilities 68 68 59 59

Payables 7,697 7,697 7,315 7,315

Totalfinancialliabilities 7,765 7,765 7,374 7,374

Cash,cashequivalentsandnon-interestbearingfinancialassetsandfinancialliabilitiesarecarriedatcostwhichapproximatestheirfairvalue.Thefairvalueofotherfinancialassetsandfinancialliabilitiesisbaseduponmarketprices,whereamarketexistsorbydiscountingtheexpectedfuturecashflowsatcurrentinterestrates.

Note 24: Authority detailsTheGoulburnBrokenCMA’sregisteredofficeandprincipalplaceofbusinessis:168WelsfordStreet,Shepparton3630,Victoria.



Appendix 1: Understanding progress and ratings

Details on each investment area within sections of this annual reportjustify ratingsprovided. Further details, includinggraphs and reports,areontheGoulburnBrokenCMA’swebsitewww.gbcma.vic.gov.auandinrelevantsub-strategiesoftheRegionalCatchmentStrategy.

The ordering of information, which helps develop consistency andunderstandingacross themanyaspectsofcatchmentmanagement, ispartofimplementingthe2004GoulburnBrokenMonitoring,Evaluationand Reporting Strategy. The Australian National Audit Office providedfeedback that there is “...much in your (2006-07) annual report that would assist national reporting if applied more generally.”

“The lack of an environmental accounting framework is a fundamental weakness of Australian environment policy.” – from Accounting forNaturebytheWentworthGroupofConcernedScientists,May2008.

The Goulburn Broken CMA understands that measuring progress innatural resource management is almost universally difficult, and thatthe quality of data systems used to informwhole-of-Catchment-scale

decisions isoftenpoor.Nevertheless,decisionshave tobemadeandtheGoulburnBrokenCMAisattheforefrontofcommunicatingprogress.

“…you take a comprehensive approach using quantitative and qualitative data and measure performance over time. ……. Your (annual) report is also well presented and easy to read.”–AustralianNationalAuditOfficelettertoGoulburnBrokenCMA,March2008.

Evaluation, planning levels and decision-making cycles Decisions incatchmentmanagementhavevastlydifferent timeframes,fromdailyoperationaldecisionsbyextensionofficerstoonce-in-six-yearstrategicdecisionsbytheGoulburnBrokenCMABoard.TheGoulburnBrokenCMAarrangesdatatoinformthreecriticalandconnectedlevelsofevaluationforstrategicplanningandimplementation,asshowninthebelowtable.

Evidence for three levels of analysis

Evaluation level Evaluation terminology Typical key evaluation questions used to focus evaluation Examples of evidence to inform evaluation

1 Annualperformance Howdidwegothisyearagainstwhatwesaidwewoulddo?Outputs(ongroundworksandcapacitybuildingactionsortasks)achievedandfundsspentagainsttargetssetintheCorporatePlan

2 Long-termstrategyimplementationprogress

Howhavewegoneagainstwhatwesaidwewoulddowhenwewrotethe(various)strategies?

Howeffectiveweretheimplementedmeasures?

Outputsandassumptionsoftheirimpactlistedinstrategies

3 Catchmentconditionchange

What‘shape’istheissuewearemanaginginnow?

Wastheoriginalstrategyappropriate?

Havecircumstances(suchasnewknowledgeordifferentweatherpatterns)changedsufficientlytowarrantarevisedstrategy?

Doestheinvestmentmixneedtobemodified?

Resourcecondition;trends;tippingpoints;indicatorsofresilience,adaptationandtransformationresponses

Annual performanceAnnualperformanceisratedbymeasuringtheoutputsachievedagainsttargets for theyear.Targetsaredeterminedby the fundsavailableandusuallyvary fromthose identifiedor implied in the relevant long-termstrategy.Thisisbecausewemostlydonotknowwhatfundsareavailablebeyondoneyearandwhat fundsareanticipated tobeavailableat thetimethestrategywaswritten.

The Goulburn Broken CMA negotiates investment amounts andoutput targets to be delivered each year with Victorian and AustralianGovernments.Outputsareoftencommontoseveralinvestmentareasandtargetsandachievementsareaggregatedfromprojectswithinthoseareas.

Thereisusuallyahighdegreeofcertaintyinratingannualperformancewithin a single investment area: funding is known, outputs and otherindicatorsarewelldocumented,andaccountingmechanismsaresound.

Ratings of annual performance and long-term progress help to focusinvestmentdecision-makerssuchastheBoardandgovernmentfundingbodies. The use of these ratings for guiding decisions needs to betemperedbyanunderstandingofthecertaintyoftherating.

Annualtargetsandachievementsdatainthisreportdonotincludeoutputsdelivered beyond Goulburn Broken CMA’s direct control, especiallyby those landholderswho voluntarily pay for andundertakeongroundworks.However,dataontheseexternaloutputsisalsocriticaltoinformlong-termdecisionsandisincreasinglycapturedbyothermeans.

Outputs shown in this report are useful for decision making bygovernmentinvestors,GoulburnBrokenCMAseniormanagersandtheGoulburnBrokenCMABoard.Monitoringfiner-scaledoutputsandinputsare more appropriate for individual project and sub-project decisionmakingandarenotshowninthisreport.

Fordetailedoutputsineachprogramarea,seethe‘Outputs–detailedlistofachievements’tableonpage114.Detailedoutputsrelatingtoeachinvestmentareaarelistedinsectionsdevotedtoeachinvestmentareathroughoutthisreport.

CompiledbyRodMcLennan

Appendix 1: U

nderstanding progress and ratings

79GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12GOULBURN BROKEN CATCHMENT MANAGEMENT AUTHORITY ANNUAL REPORT 2011-12

Appendix 1: U

nderstanding progress and ratings

Long-term progress Long-termprogressratingsareneededfor twoseparateareasof focusfordecision-making:

- outputs achieved against what were intended to be achieved sincetherelevantstrategy’sinception(long-termstrategyimplementationprogress)

- conditionof the issue tobemanaged,suchaswaterquality,nativevegetationorcommunitycapacity.

There are often several individual strategic components to rate whendetermining an overall long-term progress rating within a singleinvestmentarea.Theseindividualratingshavevarieddataqualityandthisaffectsthecertaintyoftheoverallrating.Strategiesfordifferentinvestmentareasvaryinformalityandcomprehensiveness,whichisappropriate,soourcertaintyofunderstandingprogressvariesconsiderably.

Where outputs and long-term strategies are well defined and wheretheyareaccompaniedbysoliddatamanagementsystems,suchasfor‘Investment area 1a - Shepparton Irrigation Region salinity’, then thecertaintyoflong-termprogressratingsincreases.

Complete implementation of a strategy does not necessarily translateto desired condition change, because of external factors and perhapsinaccurate assumptions used at the time the strategy was written,especially assumptions related to funding levels, social and politicalcircumstancesandtheweather.

What does Catchment condition mean? Measuring the condition of the Catchment has historically focused ondiscretethemes,includingbiophysicalinvestmentareassuchassalinity,waterquality,riverhealthandbiodiversity,andnon-biophysicalinvestmentareassuchascommunitycapacity.‘Headlinethemes’havebeenmandatedasthewaythat‘managementsummary’and‘Catchmentcondition’reportswillbestructuredinVictoriafrom2009-10(seepage43).

TheNationalFrameworkforNaturalResourceManagementStandardsandTargets (2002) listed10 similar types of themes as resource condition‘matters for target’. It also recommended indicator headings andindicatorsofprogress.Resourcecondition indicatorexamplesaredepthtogroundwater,soilacidity,totalphosphoruslevelsinwaterandtheextentofnativevegetationpresentbyinterimbiogeographicalregionalisationofAustraliasub-regions.

‘Resource’ can be interpreted from thisNational framework as referringtobiophysicalassetssuchasrivers,aswellasto,perhapserroneously,threatssuchassalinity.Resourceconditioncanthereforebeinterpretedasbeingthebiophysicalstateofthebiophysicaltheme(ormatterfortarget).

Resourceconditionindicatorshavebeenveryusefulinorderinginformationfor decisionmakers whose focus is within particular investment areas.However, these indicatorsonlyprovidepartof thepictureandtherehasbeenwidevariabilityintheirinterpretationanduse.

More information on the investment areas in an integrated context isneededtomakebetterdecisions.ThismeansinformationonallelementsthatimpactonparticularinvestmentareasisneededtoratetheconditionoftheCatchmentforthatinvestmentarea.

The Goulburn Broken CMA promotes a broadening of focus fromenvironmentalelementsonlytosocialandeconomicelementsalsowithineachinvestmentarea,includingtherelationshipsbetweenallelements.

Together, these elements form a complex, evolving, integrated socio-ecological systemi in which humans are a part of nature. Ratings ofCatchment condition for an investment area are therefore ratings of thesocio-ecologicalsystem’sconditionrelatedtothatinvestmentarea.

The quality and availability of indicator data for the environmental (orresource condition) component varies considerably, and the GoulburnBrokenCMA is in the early stages of documenting relevant social andeconomic indicator data.Despite the uncertainties that this presents, itis farmore informative for decisionmaking topresent rolledup socio-ecological system ratings for Catchment condition rather than ratingsbasedonresourceconditionindicatorsalone.Progresswithininvestmentareasisusuallyratedbyconsideringmorethanoneelement.Forexample,threatened species and native vegetation are two component elementswithinthebiodiversityinvestmentarea.

Resource condition indicators are usually not amajor consideration inrating progress within investment areas under ‘The Business’ becausetheseinvestmentareasmerelyhavesupportingfunctions.

Investment areas and integration TheGoulburnBrokenCMAfocuseson13highlyconnectedinvestmentareas under ‘The Environment’ and ‘The Business’. These investmentareasrelatecloselytothedifferentinvestmentareaswithingovernment.

Service delivery is integrated across these investment areas to varyingdegreesandoccursatalllevels.Integrationisobviousatthescaleofwholefarmplans and is evident in the information in the ‘Collaborations andcommunities’section.Integrationisnotsoobviousatthestrategiclevelbecause strategic approaches are usually required to focus on discreteinvestmentareasframedbygovernmentinvestors.Biophysicallyfocusedsub-strategies provide cross investment area perspectives and help toachieve strategic integration. Planning for large projects is increasinglyintegrated across the investment areas. Integration can add cost andcomplexity.Thebenefitsofintegrationneedtooutweighthesecosts.

Resilience, adaptability and transformability Resilience thinkingi helps to expand thinking to thewhole of system.ThisapproachevolvedoutoftheGoulburnBrokenCMA’ssustainabilityandecosystemservicesthinkingandisamajorfocusduringthecurrentreviewoftheRegionalCatchmentStrategy.

Characteristicsofdesiredsystemsinclude:

- resilience: the capacity to withstand shocks and rebuild withoutcollapsingintoadifferentsystem

- adaptability:thecapacityofparticipantstoinfluenceresilience- transformability:thecapacitytocreateafundamentallynewsystemif

necessary.

Together,thesecharacteristicscanbeconsideredaspartoftheresiliencepackage.

Thinkingaboutresilienceensuresthatfundamentalquestionsareattheforefrontofourminds,suchas:

•Areoursystemssufficientlyresilienttowithstandashock?•Areoursystemsclosetoathreshold(ortippingpointintoacompletely

differentregime)?- is it better to accept that our systems are transforming into a

differentregimeandacceptthatweshouldjustfocusonmanagingthechange?

- whatinterventionscanorshouldbemadetobuildresilience?

Resilience,adaptabilityandtransformabilityareimportantcomponentsofinvestmentareasunderboth‘TheEnvironment’and‘TheBusiness’.

i Theabovediscussionsonsocio-ecologicalsystemsandresiliencehavedrawnheavily from ‘Resilience, Adaptability and Transformability in theGoulburn-BrokenCatchment’(2009)byWalker,Abel,AnderiesandRyan;theResilienceAlliance website www.resalliance.org and from ‘Resilience Management– A Guide for Irrigated Regions, Communities and Enterprises’ (2007) byWolfenden,Evans,Essaw,Johnson,Sanderson,StarkeyandWilkinson.


Appendix 2: The Environment - evidence of annual performance and long-term progressThisappendixprovidesevidencefortheratingsofprogressgiveninthescoreboardsonpages12,13and16thatrelateto‘TheEnvironment’.Evidenceforratingsrelatedto‘TheBusiness’areprovidedinsectionson‘Collaborationsandcommunities’(page17),‘Planningandresponding’(page26),‘Environmentalfootprint’(page31),‘Humanresources’(page33),and‘Governance’(page39).

Investment area 1a – Shepparton Irrigation Region (SIR) salinity: watertables and River Murray salinityCompiledbyCarlWalters,PeterHoward,RabiMaskey,JamesBurkitt,SamGreen,JenniferPagon,MeganMcFarlaneandFionaLloyd.Seewww.gbcma.vic.gov.auformoredetails.

Long-term strategy implementation progress and Catchment condition change


of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived) n.a. n.a. Ontarget High n.a.Long-termstrategyimplementationprogress Outputs(scheduledbetween1990and2011) n.a. n.a. Ontarget High iii

Catchmentconditioniv WatertablesalinityanddepthsSaltdisposedtoRiverMurraySalinityofenvironmentalfeaturesManagementsystems Poor Low Good Medium i

i. SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii. Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofthesituationin1990.iii. Assumedtoparallelgovernmentfundingtrend.iv. ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.


8,607 29,631 29,928 47,247

i ForecastbasedonadviceatAugust2012.


• SheppartonIrrigationRegionLandandWaterSalinityManagementPlan1989(reviewscompleted1995,2000,2003,2005-06andImplementationPlan2006-07to2010-11),nowcalledtheSheppartonIrrigationRegionCatchmentImplementationStrategy

BackgroundSalinity has been the biggest natural resource challenge in theSheppartonIrrigationRegionoverthelastthreedecades.

TheSheppartonIrrigationRegioncommunity’s2020resourceconditiontargetsareto:

- Minimise irrigation related salinity impacts from shallowwatertables within the Shepparton Irrigation Region (500,000hectares)byimprovedirrigationmanagementonfarms,improvedsurface water management within drainage catchments andappropriate pumping, reuse anddisposal of groundwater over216,000hectares

- ManagethesalinityimpactsontheRiverMurrayatMorgan(inSouthAustralia) from the implementation of the Shepparton IrrigationRegionCatchmentImplementationStrategy,inaccordancewiththeMurrayDarlingBasinAuthority’sBasinSalinityManagementStrategyrequirements,atorbelow8.9EC(electricalconductivityunit).

ManagementofsaltwithintheSheppartonIrrigationRegionisessentialto achieve a sustainable irrigation industry and protect the productivecapacityoftheregion.Actionstomanagesalinityhavesignificantbenefitsforagriculture,waterquality,watersupplysecurityandbiodiversity.

TheMurrayDarlingBasinAuthorityrecognisesthatmanageddischargesofsalttowaterwaysisrequiredfromtheSheppartonIrrigationRegionandregulatesthisactionviaobligationsplaceduponVictoriaandtheregionundertheMurrayDarlingBasinAuthority’sBasinSalinityManagementStrategy2001-15.

Salinity program areas are implemented by the Sustainable IrrigationProgramwithcommunityparticipationthroughtheSustainableIrrigationProgram Advisory Group which oversees four programs throughparticipation in working groups: Farm and Environment, GroundwaterandSalinityManagement,SurfaceWaterManagementandFarmWater.Theseworkinggroupscompriseagencystaffandcommunitymembers,includingrepresentativesfromGoulburn-MurrayWater,WaterServicesCommittees, the Victorian Farmers Federation, local government,industryandenvironmentgroups.

Differentfarmsectorshavedifferentsalinitymanagementneeds.Reducedwaterallocationsinrecentyearsresultedinsomefarmsectorsdeclining.Regionaltertiaryindustriesarealsoadaptinginresponsetochangingsuppliesofprimaryproduceandvolatilemarketconditions.Farmsarealsogenerallygettingbiggerasmanyfarmersleavetheindustry.Thesechangesaffectthetypesandamountofbenefitthatinvestmentinsalinitymanagementachieves.

Investment area 1 - Sustainable Irrigation


Appendix 2: The E

nvironment - evidence of annual

performance and long-term

progress


Climate variability and irrigation salinityRegardlessofclimatevariability,salinitywillalwaysbeapotentialissueintheSheppartonIrrigationRegion.Climatevariabilityaffectstheapproachtomanaging landsalinisation in theShepparton IrrigationRegionandRiverMurraysalinitydownstreamoftheSheppartonIrrigationRegion.

The recent wetter climate has causedwatertables to rise significantlywithintheSheppartonIrrigationRegion.Salinityriskmapsshowthattheareasthatmaypotentiallyre-emergeasbeingunderthreatfromsalinityarepredominantlywithintheproposedmodernisedirrigationfootprint.

Waterownershipalsocontinuestochange,withanincreasingproportionbecomingpartoftheEnvironmentalWaterReserve(seepage88)undervariousStateandCommonwealthprograms.

Farmers, industry and governments have accelerated on-farm irrigationefficiency programs in response to these changes. The Farm WaterProgram (see case study on page 84), funded by the Australian andVictorian Governments, invests in on-farmworks that increase regionalproductivity while gaining water for the Environmental Water Reserve.TheseworksareintegratedwiththeirrigationsystemupgradethatisbeingundertakenaspartoftheNorthernVictorianIrrigationRenewalProject.

Environmentalflowsneedtobecarefullymanagedbecausetheycanhavenegativeandpositiveeffectsonsalinity.Forexample,freshwaterflushesfromenvironmentalflowscanhaveapositiveeffectofdilutingsalineRiverMurraywater,whileenvironmentalflowsthattargetsitesonthefloodplain(beyondthestreambanks)mayhavetheadverseeffectofmobilisingsalt.

TheimprovedefficiencyoftheirrigationindustryandreducedallocationsofirrigationwatermightincreaseRiverMurraysalinitybecauseofreduceddiluting outfall flows from channels and properties and from lower riverflowsduringsummer.This increase insalinitycouldbebalancedby thetiming of environmental water deliveries. The Goulburn Broken CMA isworking closely with North Central CMA, Department of SustainabilityandEnvironmet,Goulburn-MurrayWaterandNorthernVictorianIrrigationRenewal Project to understand and assess the effect of irrigationmodernisationactivitiesonsaltloads.

2011-2012 performanceImplementation of the Shepparton Irrigation Region CatchmentImplementation Strategy continues to progress despite the regionenduring widely varying climatic conditions and changing fundingpriorities.Reducedcommoditypricesandaninabilitytomeetcommunitydemandforsurfacedrainageandrelatedsalinitycontrolhaveimpactedontheregion.Thereturnofhighwatertableshasincreaseddemandforsalinitycontrolandimprovedirrigation.

The emphasis again was to link implementation of the strategy withvarious modernisation programs, especially the Northern VictorianIrrigationRenewal Program and the FarmWater Program, to optimiseopportunities presented by changes to delivery systems. This isprincipally based around the Whole Farm Plan Program althoughconnectiontosalinityinfrastructurehasbecomeevenmorecritical.

LandholderparticipationintheWholeFarmPlanIncentiveschemewasmaintained and extended to maximise the benefits of the remodeledregionalirrigationdeliverysystem.

TheFarmWaterProgramcontinuedtorollout in2011-12.Almost60percentof the148Round1FarmWaterProgramprojectshavebeencompleted.Roundoneprojectssaved18gigalitresofwaterwithninegigalitresalreadytransferredtotheAustralianandVictoriangovernmentfor environmental purposes. All Round 1 projects are expected to befinishedbyMarch2013.Anadditional237projectshavebeenfundedthrough Round 2 of the program, which received funding from theVictorian Government On-Farm State Priority Project ($43 million)andtheAustralianGovernment’sOnFarmIrrigationEfficiencyProgram($21 million). Total Round 2 water savings are expected to be 32gigalitreswithat leasthalf transferredto theAustralianGovernmentortheGoulburnBrokenCMAforenvironmentalpurposes.ByJune2012,about 500megalitres of water was transferred to the CommonwealthEnvironmentalWaterHolderand1,000megalitreswastransferredtotheGoulburnBrokenCMA.

Works and extension

Actions 2009-10, 2010-11 and 2011-12

Actioni

From funds received through Corporate Planii

Achieved Targetii % achieved

2009-10 2010-11 2011-12

Surface water action Landforming/lasergradingiii ha 13,745 19,546 23,685 23,500 101 Drain–primarybuiltiv km 6 1.1 0 2 0 Drain–communitybuilt km 4 1.4 0.6 1 60 Farmreusesystemsinstalledv no. 76 7 25 22 115 Drain–additionalwaterdivertedfromregionaldrainsvi ML 0 0 0 0 - Irrigationsystems–improvedvii ha 14,217 20,050 24,145 24,000 101

Sub-surface water action Newgroundwaterpumps–publicinstalled no. 0 0 0 0 - Newgroundwaterpumps–privateinstalled no. 9 0 1 1 100 Increasedvolumeofwaterabletobepumped ML 1,827 0 75 75 100

Planning for works action

Wholefarmplans no. 212 256 223 185 120

i. Manyactionsprimarilyaimedatachievingsalinitytargetscontributetoothertargets,suchasthoseforwaterqualityandbiodiversity.Investmentshownisforthosefundsdedicatedprimarilytoachievingsalinityoutcomes.

ii. CorporatePlantargetsareadjustedasfundingisconfirmed.iii. ThisareaisestablishedfromtheareathathasbeenputunderwholefarmplansfortheyearincludingmodernisedwholefarmplansandachievementsfromtheFarmWater

Programof4,304hectares.iv. Approximatelytwokilometresofnewdrainsareunderconstructionwithonlyonekilometreformallycompleted.v. Reusedamsallowforthecollectionandre-irrigationofhighnutrientrun-off,reducingthewaterandnutrientloadsleavingthefarm.Numbersdecreasedin2010-11as

incentiveswerenolongerofferedandonlydeliveredthroughtheFarmWaterProgram.vi. Highflowdiversion.Nonecompletedbecauseofnodemandandpreviousdryconditions.vii. Improvedsystemsincludelasergrading,automaticirrigationandmicro-irrigation.FigureincludesimprovedirrigationactivitiesasaresultoftheFarmWaterProgram.


Appendix 2: The E



progress


Groundwater and Salinity Management Program

Onenewshallowprivategroundwaterpumpwascompleted.Nopumpswereupgraded.Seventy-fivehaofofirrigatedlandwasprotectedfromhighwatertables.

Groundwaterinvestigationswerecompletedatsixsites.Twositesweresuitableforprivatepumping.Therearenoinvestigationsinprogressoronthewaitinglist.

The Millewa Nature Conservation Reserve has been the focus of amonitoringprogramin2011-12totrytodetermineifthesharpriseinwatertablelevelsinthereserveinlate2010willimpactonthehealthofvegetationinthereserve.Findingsfromthemonitoringwillbeavailableearlyin2012-13.

Surface Water Management ProgramNoprimarysurfacewatermanagementschemesweredesignedbecausemost primary drain designs under the current strategy have beencompleted.TheonlydetaileddesignworknotcompletedisStage4ofMurrayValleyDrain11.

Onekilometreofprimarydrainswerebuilt.Workshavealsoprogressedin the StanhopeDepressionDrain Stage two,Mosquito Drain 40 andMurrayValleyDrain11.Significantprogresswasalsomadeonseveraloutstandinglandacquisitionmatters.

TheMuckatah22PCommunitySurfaceWaterManagementSystemhasbeencompleted,adding0.6kilometresinlength,servicing380hectaresandinvolvingfourlandownersintotal.

Initiation of the Muckatah 19 & 21 P Community Surface WaterManagement Systems has begun with two meetings held with eachgrouptodetermineinterest intheproject.ThesetwocatchmentswereimpacteduponintheMarch2012floods,whichhassparkedinterestincommunitysurfacewatermanagementwithinthearea.Furtherprogresstosurveyanddesignwillbedependentonavailablefunds.

FollowingonfromtheMarch2012floods,theCommunitySurfaceWaterManagementprogramhasseenasharpincreaseinthelevelofenquiriesfrom landowners.Anexpressionof interestprocesshasbeen initiatedandtheabilityoftheprogramtorespondtothisduring2012-2013willbedependentonfunding.

Survey and design plans have been completed and approved for theMuckatah 2/3, 3/8 Community SurfaceWater Management Systems.LocatednorthofNumurkah, thesesystems,11.9kilometres in length,willservice16landholdersandmorethan1,600hectares.Constructionwillbedependentoncontinuedlandownersupportandavailablefunds.

Farm and Environment ProgramOutputs delivered in the Shepparton Irrigation Region are shown inAppendix3(page114).FiguresinthissectiondoNOTincludethepartoftheFarmWaterProgramthatisoutsideoftheSheppartonIrrigationRegion.

Whole farm plans on 223 properties covering 23,492 hectares werecompleted, including 102 ‘revised modernised’ plans, bringing thetotalnumberofwholefarmplansunderthisincentiveto4,111covering294,577hectaresor93percentoftheirrigatedarea.

Onground works funded through Round 1 of the Farm Water Programinclude reuse systems, laser grading, improved irrigation schedulingand farm channels and pipes and risers to achieve fast flow irrigation.Works completed to date include: lasering (1,696 hectares); drainage(752 hectares); fast flow & automation (752 hectares); farm channelreconnection,fastflow&automation(210hectares);pipe&riser,fastflow&automation(3,152hectares);irrigationscheduling(157hectares);andfarmchannelupgrades(6.1kilometres).

Noreusesystemsorautomaticirrigationsystemswereinstalledundertheincentive scheme delivered under the Farm and Environment Program.However many systems are being delivered through the Farm WaterProgram

Twenty-fourlandholdersweresupportedtoundertakeenvironmentalandtreegrowingprojectsErecting22.8kilometresof fencing,protecting50hectares of remnant vegetation and enhancing 17 hectares of remnantvegetation.Awetlandof4.6hectareswasprotectedand65hectaresofnewvegetationestablishedacrosstheSheppartonIrrigationRegion,whichincluding23hectaresofdirectseeding.

Environmentalsiteassessmentscompletedacross theGoulburnMurrayIrrigation District for Northern Victorian Irrigation Renewal Projectcomprised:

- 802assessmentsonmeters- 130assessmentsonchannelregulators- 117 connections’ business cases; including 649 individual

assessments (channel decommissioning, culverts, road crossings,subways,meters,regulators)

Appendix 2: The E



progress



The Sustainable Irrigation Program Advisory Group held its inauguralmeetinginApril2012.TheGroup,involvingcommunityrepresentativeswith partner agency support, ismaking appropriate links between thecommunity, strategy and implementation, providing feedback onSustainable Irrigation Program priorities to reflect potential budgetimplications, input to the implementation of the FarmWater ProgramimplementationandGoulburnBrokenCMAandirrigationmodernisationprograms linkages. Alignment with local government within theSheppartonIrrigationRegionwasstrengthenedbydirectrepresentationontheGroupandGoulburn-MurrayWater’swaterservicescommittees.

AStrategicEnvironmentalProjectstechnicalsteeringgroupcontinuedtooverseedeliveryoftheGroundwaterandSalinityManagementProgramand has now been absorbed into the Groundwater and Salt WorkingGroupCoordinationCommittee.

TheSustainableIrrigationunitworkedcloselywiththeNorthernVictorianIrrigationRenewalProjectandothermodernisationactivities toensurethat water saving projects are consistent with and complementary tothe implementation of the Shepparton Irrigation Region CatchmentImplementation Strategy. The Sustainable Irrigation ProgramManagerrepresented Goulburn Broken CMA on various Northern VictorianIrrigationRenewalProjectcommittees,includingtheTechnicalAdvisoryGroup,theEnvironmentalTechnicalAdvisoryCommittee,andtheSalinityImpactTechnicalAdvisoryCommittee.

The Sustainable Irrigation Program continued to engage the GreaterSheppartonCityCouncil,CampaspeShireCouncilandMoiraShireCouncilthroughmeetingswitheachcouncil,SeniorCombinedPartnersMeetingsandMunicipalCatchmentCoordinatorSteeringCommitteemeetings.

The Goulburn Broken CMA provided grants to schools, Landcare andcommunity groups to undertake community education and awarenessprojects that increase awareness and understanding of salinity,biodiversity,waterquality,pestplantsandanimalsandclimatechange.

A total of $35,000 of Goulburn Broken Small Community Educationand Awareness Grants were funded through the Sustainable IrrigationProgram,supportingsixprojects.

TheFarmWaterProgramConsortiumincludesmembers fromarangeof partners including: North Central and North East CMAs, NorthernVictorian Irrigators Inc., Northern Victorian Irrigation Renewal Project,Department ofSustainability andEnvironment,Department of PrimaryIndustries,GoulburnMurrayWater,MurrayDairyandDairyAustralia.

RegularmeetingsbetweentheleadershipofregionalstakeholdersworkstoensureacommonunderstandingofregionalissuesnowincludeslocalgovernmentCEO’sandmayorsandtheGoulburnValleyWaterCEOandChair.

Planning and responding (includes research and development)The Shepparton Irrigation Region Catchment Implementation Strategy2005-2006 review and a background report for 2006-2007 to 2010-2011fortheImplementationPlanwascompleted.

Protectingenvironmentalassets in theShepparton IrrigationRegionandadaptingtoavariableclimatewithvariableseasonalconditionscontinuesto be the focus of the Groundwater and Salt Management Program.The Salt and Water Balance project progressed significantly, with anumberofworkshopsandsteeringcommitteemeetingsheldtodevelopunderstandingandgainwidespreadsupportfortheproject’sapproach.

Cost-sharing partnerships with Department of Sustainability andEnvironment, Northern Victorian Irrigation Renewal Project andGoulburn-MurrayWaterforresearchanddevelopmentprojectscontinuetoevolve,helpingtocompensatefordecliningfederalfunds.

Theintensivegroundwateranddrainmonitoringprogramcontinuedandtheannualwatertabledepthandnutrientdischargereportswerepublished.

The review of water quality and groundwater monitoring across theGoulburnBrokenCatchmentprogressedtoStagetwo,whereindividualmonitoringprogramsfurtherreviewedissuesinvolvedwithrationalisationandefficienciesoftheprograms.

InputintoVictoria’s2009-10annualreporttotheMurray-DarlingBasinAuthority’sBasinSalinityManagementPlanwascompleted.

Several Irrigation Drainage Memorandum of Understanding meetingswere held throughout the year as the committee addressed two highpriority pieces of work flowing on from the 2010 review. Work was

Shepparton Irrigation Region Catchment Implementation Strategy’s 1990-2012 target achieved, %(achievements listed on top of each bar)

Long-term strategy implementation progress

0

20

40

60

80

100

120

140

160

Landforming Primarydrain Communitydrain

Areaprotectedby

surfacedrains

Reusesystems

Draindiversion(nutrientremoval)

Groundwaterpumps,

public(new)

Groundwaterpumps,

private(new)

SaltDisposalEntitlements(SDEs)used

Areaprotectedbygroundwater

pumpsi. Landforming:includes4,304hectaresdeliveredundertheFarmWaterProgramin2012ii. 2010-11figuresforlandformingandreusesystemswereincorrectinthe2009-10annualreport:correct(andincorrect)figuresare229,826(229,132)and3,337

(3,325)respectivelyiii. Includes2,712systems1990-91(pre-scheme)

52,847(ha)

48(no)

308(no)

3.2(EC)

3,377(no)ii,iii287,897(ha)i,ii

229(km)

449(km) 64,466(ha)

34(no)

Appendix 2: The E



progress


completedonasimplifiedriskassessmentandcatchmentprioritisationtool. Work on the amalgamation of the two Catchment and AssetOperationalPlanswasdeferred.

The2010-11reportonnutrientloadsfromSheppartonIrrigationRegionsurface drainswas completed. Although it showed a dramatic rise innutrientexport,thefiveyearaveragewasstillwellwithinthetargetand,despitethereturnoflong-termaveragerainfall,wasstillwellbelowthelevelsexperiencedinthe1990s.

FarmworkswereacceleratedbytheCommonwealthOn-FarmIrrigationEfficiencyProgramandVictorianOn-FarmStatePriorityProjectfundingto theFarmWaterProgram,whichhas increased the focusonworks,generating improved farmwatermanagement and savings. Keyworksincludereusesystems,fastflowirrigation,pipeandriserirrigation,reusesystemsandpressurisedirrigationschedulingsystems.Theseworkswillaccelerateimprovedlandmanagementpracticesonirrigationproperties,whichwill help reduce groundwater accessi qualling onlinisation andwaterloggingonfarms.

Regional infrastructure (public drains andpublic groundwater pumps)isbehindscheduleduetorevisedprioritiesandasignificantdeclineingovernmentinvestment.

TheSheppartonIrrigationRegioncommunity’sFoodbowlModernisationproject, which began implementation in 2008 through the NorthernVictorian IrrigationRenewal Project, is also helping to reduce salinitythreats(itisprimarilyaimedatachievingwatersavingsforthebenefitoftheenvironment,irrigatorsandMelbourne’swatersupply).

The reporting of progress against salt impact targets is carried outannuallyandwasonceagainwellreceivedbytheMurray-DarlingBasingAuthority.

Catchment conditionAlthoughrisksof landsalinisationandwaterlogginghaveincreasedduetowetterconditions,theseriskshavegenerallydeclinedsince1990becauseof:

- governmentsupportedsalinitymanagementworks,particularlyintheearly1990s,includingsurfacewatermanagementprojects(thatresultinlesswatergoingthroughtothewatertable)andgroundwaterpumpingprojects(thathavetheeffectofloweringthewatertable)

- complementary government-supported water quality and watersavings works that have water-use efficiency and often, therefore,salinitybenefits;forexample,irrigationdeliveryinfrastructurethroughtheFoodbowlModernisationprojectfrom2008meanslesswaterisabletogothroughtothewatertable.

What’s next?The operational priority is to continue integrating farm and catchmentprograms with irrigation modernisation and the Farm Water Program,whichrequiresworkingwithpartneragencies,sothatsalinitymanagementobjectivesarealsometasworksproceed.

Thethree-yearSheppartonIrrigationRegionSaltandWaterBalanceProjectisassessinghowachangingclimateandreducingorchangingirrigationallocationsandwateravailabilityimpactsontheshallowwatertable.Theprojectincludestheconnectionbetweenirrigation,highwatertablesandsalinitylevelsandimplicationsforstrategies.

The impact of theMurray-DarlingBasin Plan on the irrigation industry,includingpotentialchangestoareasunderintensiveirrigationasaresultofreducedavailablevolumesofwater,willneedtobeassessed.Thismayrequire projects to increase landowner awareness and understanding ofopportunitiesthatarisefromchanginglanduseandfarmingsystems.

On farm works reinvigorate region

Modernisationoftheirrigationnetworkandfundingforon-farmefficiencyworksarea“blessing”forGoulburn-Murrayfarmers,accordingtoKatunga’sBillGread.

MrGreadreceivedfundingthroughRoundoneoftheOn-FarmIrrigationEfficiencyProgram(OFIEP)tocarryoutlasergrading,fastflowandautomationworkson18.2hectaresoflandathis172hectareKatungacroppingoperation.

TheAustralianGovernment’s$300millionOFIEPassistsirrigatorsinthesouthernconnectedsystemoftheMurray-DarlingBasintomodernisetheiron-farmirrigationinfrastructurewhilereturningatleasthalfthewatersavingstotheenvironment.

AconsortiumofGoulburnMurrayIrrigationDistrictorganisations,ledbytheGoulburnBroken,secured$21millionfromthefirstroundoftheOFIEPtofund76projects.

MrGreadsaidhehadalreadystartedextensivelaseringandchannelworkonhisfarm,whichheboughtsixyearsago,whenfundingbecameavailablethroughtheOFIEP.“TheplacewasprettyrundownwhenIboughtitsoIgottoworkonthere-usedam,white-rockingsomeofthechannels,earthworksandgettingridofsomeofthebaysinsomepartsofthefarm,”hesaid.

InthemeantimemodernisationworkonnearbychannelshadbeencarriedoutaspartoftheNorthernVictoriaIrrigationRenewalProject.

MrGreadsaidherecognisedthattheOFIEPfundingcouldprovidehimwiththeopportunitytocarryouton-farmimprovementsthatcomplementedtheirrigationnetworkmodernisationworks.“Throughtheconnectionsupgrade,I’dgonefromgettingfiveorsixmegalitresthroughthewheelto20,”hesaid.“Insteadofwastingdayswatering–arealwasteoftime,waterandmoney–itmeantIcouldwaterinhours.

MrGreadsaidtheAustralianGovernmentfundinghadallowedhimtocarryoutworkthatwouldhaveotherwisebeendelayedforyears.“Allthosepeoplewhopulledtogetherthismodernisationworkandextrafundingforon-farmwork,wellIreckontheydeservealotofrecognitionandrespect.Thisworkiscompletelyre-invigoratingtheregion,it’sgivenusallanewleaseonlife.”

Case study

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Investment area 2 – River and wetland health and floodplain managementCompiledby:WayneTennant,SimonCasanelia,GeoffEarl,MarkTurner,KeithWard,MeeganJudd,TimBarlowandJoWood

BackgroundFourhighlyconnectedinvestmentareasarereportedinthissection:

2aEnvironmentalflows2bRiparianandinstreamhabitatandchannelform2cWaterquality(nutrients)inrivers2dFloodplainmanagement.

Riverhealthandfloodplainmanagement,inVictoria,istheresponsibilityofCMA’sandMelbourneWater,asdescribed inPart10ofThe Water Act, 1989.

TheGoulburnBrokenRegionalRiverHealthStrategy2005-15isthefirstattempttocombineallelementsofrivermanagementunderoneumbrella.Actions focusedon improving theconditionof rivers, floodplains andwetlands will help achieve the Healthy Rivers, Healthy Communitiesvisionsetin2003,asstatedintheregionallyandministeriallyendorsedGoulburnBrokenRegionalRiverHealthStrategy:

“Healthy rivers, streams, wetlands, floodplains and adjacent land that support a vibrant range and abundance of natural environments, provide water for human use, sustain our native flora and fauna and provides for our social, economic and cultural values.”

In2009-10theGoulburnBrokenCMAdevelopedanaddendumtotheGoulburn Broken Regional River Health Strategy to guide investmentover the following three years. This addendum, based on guidelinesdevelopedbyDepartmentofSustainability andEnvironment, reviewedachievements since 2004, considering programs, policies andenvironmentalfactorsthataffectprogramdeliveryandthestrategy.Thevisiondeveloped for the2003GoulburnBrokenRegionalRiverHealthStrategy was retained in this addendum. The Addendum guided riverhealth programs, funding and implementation, in the ensuing years(2010-11, 2011-12 and 2012-13). A second generation GoulburnBrokenRegionalWaterwayStrategywillbedeveloped in2012-13,onwhichcloselinkswillbemadetothenewRegionalCatchmentStrategy.

Rivers, floodplains and wetlands are highly valued for manyenvironmental, social and economic reasons. They underpin ourlivelihoods (providingwater for agriculture, commercial anddomesticuses),containsignificantfloraandfaunahabitat,havehighrecreationalandaestheticvalues,andareoftencentraltothecultureofIndigenousAustralians. The water generated in the Goulburn Broken CatchmentprovidesmajorbenefitsforVictoriaandbeyond,providing11percentoftheMurray-DarlingBasin’swaterresourcesdespitecoveringonlytwopercentofitsarea.

Resource condition targets for river condition listed in the GoulburnBroken Regional River Health Strategy act as reference points formeasuringprogresstowardsachievingtheabovevision.Theseinclude:

- 350kilometresofrivermaintainedinexcellentorgoodcondition- ecologicalflowobjectivesmetinhighvaluereaches- nutrientloadsreducedorimproved- riparian condition protected or enhanced along 550 kilometres of

river- instreamhabitatenhancedorreinstatedalong140kilometresofriver.


Commontoallinvestmentareas:•GoulburnBrokenRegionalRiverHealthStrategy2005,Addendum2010•VictorianRiverHealthStrategy2002Relevanttospecificinvestmentareas:Environmental flows and water supplyVictorianGovernmentWhitePaper:OurWaterOurFuture(2004)•www.thelivingmurray.gov.au•TheNorthernRegionSustainableWaterStrategy•TheBarmah-MilewaEnvironmentalManagementPlan(MDBA2005)Riparian and instream habitat•VictorianGovernmentWhitePaper:OurWaterOurFuture(2004)•WetlandsStrategyfortheGoulburnBrokenCatchment(DraftAugust2003)•Murray-DarlingNativeFishManagementStrategy•ThreatenedSpeciesRecoveryPlansWater quality (nutrients) in rivers•GoulburnBrokenWaterQualityStrategy1996-2016•ReviewofGoulburnBrokenWaterQualityStrategy1996-2016(BrianGarrett

andAssociates2001)•GoulburnBrokenWaterQualityStrategy1996-2016review(2008)

Government investmenti, $0002009-10ii 2010-11iii 2011-12 2012-13iv Trend

12,398 5,599 5,430 3,896 i

i IncludesallthreeinvestmentareasunderRiverandwetlandhealth.ii Includes$3.5millionforfirerecoveryfor2009-10activities.iii From2010-11,investmentshownisforcorefunding.Priorto2010-11,

figuresalso included investment fromshort-term,opportunisticsourcessuchastheDroughtEmploymentProgramandproceedsfromthesaleofpartoftheWaterQualityReserve.

iv ForecastbasedonfundingadviceatAugust2012.

AlthoughnotargetwassetforwetlandsintheGoulburnBrokenRegionalRiver Health Strategy or its addendum, it is a priority for the secondgenerationoftheStrategy.

Manyriversandassociatedfloodplainsandwetlandsfloodedasaresultof above average andunseasonal rainfall in 2010,2011 and again in2012. These events, which followed a prolonged period of droughtand large scale wildfire, created a range of social and environmentalissues.Thefloodwaterprovidedmanyecologicalbenefitsincludingtheexchangeofnutrients,sedimentsandcarbonbetweenthefloodplainandriverchannel;improvingriparianvegetationhealth;andstimulatingnativefishmovementandbreeding. However thefloodwateralso led to lowdissolvedoxygenlevels,blackwaterandfishdeathsinanumberofriversthroughouttheMurray-DarlingBasin,includingthelowerGoulburnRiverandtheBrokenCreek.ThechallengefortheGoulburnBrokenCMAandthecommunity is tomakeour riversystemsmoreresilient toextremeclimaticconditionsandexternalhumanpressures.

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Climate change and river and wetland health

TheRiver andWetlandHealthandFloodplainManagementProgram’sadaptivemanagement framework includes increasingunderstandingoftheconditionofsystemsthroughmonitoringandresearch.Understandinghowsystemsrespondtodroughtand intervention(suchasdeliveryofenvironmentalwater)iscriticaltoimprovingmanagement.

TheGoulburnBrokenCMAsupported the regional zonation project in2010, furthering work originally commissioned by the Department ofSustainabilityandEnvironment,tohelpidentifyhigh-valueriverreachesacrossVictoria.Datageneratedbytheprojectwillbeincorporatedintothe reviewof theGoulburnBrokenRegionalRiverHealthStrategyandmay assist locally in identifying important refuge for fish in a dryingclimateandareassuitableforreintroducingnativefishspecies.

AfurtherState-commissionedprojectbeingmanagedbytheGoulburnBroken CMA is looking at the impact of climate change on aquaticecosystem and river values, primarily focusing onwater quality. Thefocus of Stage 2 of this project has been investigating the effect ofriparian zones on water temperature and the changes to nutrient andsedimentdynamics.

Environmentalwaterdeliveryplans,eventbasedinterventionandotherprogramsaredevelopedwithpartneragenciesthroughforumssuchastheRiverandWaterContingencyPlanningGroupandtheRegionalWaterQualityForum.

Environmental flows

Environmentalwater, theenvironment’s legalshareofwatercalled theEnvironmental Water Reserve, is a key element in protecting aquaticecosystemsandincludestwotypesofwater:

- waterthatisheldinstorageandactivelymanagedtomeetspecificenvironmentalneeds(environmentalentitlements)

- minimum river flows and unregulated flowsmade available as aresultofrulesonconsumptiveuse(conditionsonbulkentitlementsandwaterlicences,andcapsonwateruse).

The Victorian EnvironmentalWater Holder is responsible for holdingandmanagingVictoria’s environmentalwater entitlements.CMA’s areresponsible for determining the environmental water requirements ofrivers and wetlands, developing and submitting seasonal wateringproposalstotheVictorianEnvironmentalWaterHolderforconsiderationandmanagingthedeliveryofenvironmentalwater,withthecooperationandsupportofpartneragencies.ThiscomplementstheGoulburnBrokenCMA’s roles as the caretaker of river health and as the provider ofwaterway,regionaldrainageandfloodplainmanagementservices.

Partner agencies are responsible for allocating water resources,regulatingriverflow,deliveringwater,regulatingwateruse,andservicingwastewaterdisposal.CMA’sworkwiththeholdersofbulkentitlementsandwaterlicencestomanageotherenvironmentalwater.

Since the mid-1990s, State and Commonwealth Governments haveprogressivelyimprovedwatermanagement,includingprovisionofwaterforenvironmentalflows.Recentyearsofdroughtaddtotheurgencyofthiswork.

In2002, theMurray-DarlingBasinMinisterialCouncilestablishedTheLivingMurrayInitiative,whichaimstoachieveahealthyworkingRiverMurray system. In the Goulburn Broken Catchment, this involves theBarmahForestandtheRiverMurraychannel.

In the Victorian Government’s 2009 Northern Victorian SustainableWater Strategy, targets for environmental outcomes in the GoulburnRiver,BrokenRiver andBrokenCreekwere set, alongwith associatedwaterrecoverytargets.Itcontainsarangeofwatermanagementpolicyinitiatives,suchascarryoverandcreditingofreturnflows,toincreasetheflexibilityandefficiencyofenvironmentalandconsumptivewateruse.

TheGoulburnBrokenRegionalRiverHealthStrategyplans to improveriver, wetland and floodplain health by determining and managingenvironmentalwater requirements, particularly in a number of prioritywetlandsandtheGoulburnRiver,BrokenRiverandBrokenCreek.

Riparian and instream habitat and channel form

The riparian zone is critical to river health, providing litter anddebristo the river system, filtering light and water, buffering streams fromsedimentsandnutrientsandinfluencingtheconditionsofthebedsandbanksofstreams.Managementofriparianzonesincludestheneedsoftheadjacentriverinefloodplain.Individuals,communitiesandagenciesprotectriverfrontagesandriparianzonesbyfencing,revegetating,andcontrollingweeds.

Instream habitat management increases the diversity of instreamconditions by targeting high priority threatened aquatic fauna, byextendingthepotentialrangeofspeciesthroughtheremovalofbarriersandbyimprovingwaterquality.

Management of the channel form includes controlling the impacts ofsedimentationonaquaticfloraand faunahabitat inhighpriorityareasandmodifyinginstreamcomplexitytocreateriffles,poolsorslackwaterhabitats.Themanagementofriparianandinstreamhabitatandchannelform is underpinnedbyprograms such as environmental flows,waterqualityandbroaderriparianmanagement.

Water quality (nutrients) in rivers

Waterquality issues identified in theGoulburnBrokenRegionalWaterQuality Strategy, 1996 focused on the impacts of nutrients and theirpotential to cause toxic algal blooms. The Strategy identified eightprogramsthathavebeenunderwaysince1996.AreviewoftheStrategywas completed in 2008, highlighting a range of successes under theindividualprograms.

Over the last 12 months, water quality management has focused onprotecting aquatic ecosystems from increased temperature and lowdissolvedoxygenasaresultofwarm-seasonflooding.

ElevatednutrientswereidentifiedasahighpriorityissueforwaterqualityintheCatchmentbecauseofitspotentialtocontributetoexcessivealgalgrowththatimpactonsocial,economicandenvironmentalvalueswithinwaterways.Phosphorusloadsareanindicatorforwaterqualityinriversbecausephosphorusisalimitingfactorinthedevelopmentoftoxicbluegreenalgalbloomsandaquaticweedblooms.

The Catchment community’s goal for water quality, set in 1996 andreviewedin2008,istoimproveandmaintainwaterqualityatoptimumlevelswithinanddownstreamoftheCatchmentfornativeecosystems,recreation, human and animal consumption, agriculture and industry.Targetsforphosphorusloadsarethereforereferencepointsforprogresstowardsthisgoal.

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2011-12 performance – River and wetland health actions table and climate change activitiesActions 2009-10, 2010-11 and 2011-12

Action

From funds received through Corporate Plan

Achievedi Target % achieved

2009-10 2010-11 2011-12Stock grazing action Fencewetlandremnant ha 8 78 0 8 0 Fencestream/riverremnant ha n.a. 354 0 0 100 Fencestream/riverremnant km 63 93 26 36 72 Off-streamwatering no. 48 21 17 30 57Nutrient-rich and turbid water & suspended solids action Stormwatermanagementprojectsii no. 1 0 2 1 200Instream & near-stream erosion action Bankprotectionactions km 5.35 16 19 8 252 Instreamandtributaryerosioncontrolled km 207 131 0 0 100Changed flow-pattern action Waterallocatediiiegwetlands,waterways ML 32,361 238,943 600,000 156,020 385Weed invasion action Weeds–aquaticweedscontrolled(managed) ha 27 418 76 47 162Habitat loss management Rockrampfishway no. 1 0 0 0 - Fishbarrierremoval no. 0 0 2 1 200 EstablishSignificantlyEnhancedAquaticRefugia no. 16 0 20 25 78Surface water actioniv

Drain–primaryv km 6 1 0 2 0 Drain–community km 4 1 0.6 1 60 Farmreusesystemvi no. 76 7 25 22 115 Drain–divertwater ML 0 0 0 0 - Irrigationsystems–improvedvii ha 14,217 20,050 23,685 23,500 101i AchievementsincludethosefromRiverandWetlandhealthinvestmentareas(Environmentalflows,RiparianandinstreamhabitatandchannelformandWaterquality)

andfromcomplementaryinvestmentareas(SheppartonIrrigationRegionsalinity,DrylandsalinityandBiodiversity).Sometargetswerenotachievedbecauseeffortsweredirectedatthefloodrecoveryeffort.OverallachievementsweredownonpreviousyearsbecausetheDroughtEmploymentProgramconcluded.OutputswerefundedbytheVictorianGovernment(LargeScaleRiverRestorationproject,FireandFloodRecoveryProgramsandBaseProgram)andtheAustralianGovernment(CaringforOurCountryProgram).OutputsdeliveredthrougheachfundsourceareavailablefromtheGoulburnBrokenCMA.

ii Stormwatermanagementprojectsareundertakenonaone-to-onefundingbasiswithlocalgovernment.iii Targetcannotbesetwithanyconfidencebecauseachievementispronetoextremevariation,beingaffectedbyseasonalconditions.2009-10achievementisover

recordedby5,110megalitres.iv Surfacewatermanagementenablestheremovalofexcessrainfallrun-offfromirrigatedlands,alleviatingsoilsalinity.Nutrientloadscollectedbythedrainsaremanaged

throughdrainagereuseandmanagementplans,andmonitoredagainsttheresourceconditiontarget.v Fencingandlanewaysarerelocatedalongprimarydrainstocontrolstock.Drainsarealsohydro-mulchedandseededtoprovidevegetativecoveronbarebatters.vi Reusedamsallowforthecollectionandre-irrigationofhighnutrientrun-off,reducingthewaterandnutrientloadsleavingthefarm.Numbersdecreasedin2010-11as

incentivesarenolongerofferedwhiletheFarmWaterProgramisrunning.vii Improvedsystemsincludelasergrading,automaticirrigationandmicro-irrigation.

Theresourceconditiontargetsetin1996istoreducephosphorusloadsby65percentby2016.Thiswillbeachievedbyreducingphosphorusloadsfrom:

- irrigationdrainsby50percent- drylandanddiffusesourcesby20percent- wastewatermanagementfacilitiesby80percent- urbanstormwater- intensiveagriculturalindustriesandlocalwaterqualityissues.

Targets were not set for nitrogen loads because the reduction ofphosphorusandsubsequentincreaseinnitrogentophosphorusratiowastheStrategy’semphasis.Opportunities to reducenitrogen,particularlywhere it isassociatedwithphosphorus reductions,arepursued if it iscosteffective.

Climate change activities that relate to river health

TheGoulburnBrokenCMAparticipatedinseveralprojectsthatconsiderclimatechangeanditsimpactsonriverhealthandwaterquality:

- aninvestigationintotheimpactofclimatechangeonwaterquality(astatewideinitiativemanagedthroughtheGoulburnBrokenCMAinpartnershipwiththeDepartmentofSustainabilityandEnvironment,theEnvironmentProtectionAuthorityandotherCMA’s).Twoprojectpapers(casestudies)areunderdevelopmentwithinthisproject:•Waterqualityecologicalriskassessment–sedimentandnutrientpulses.•Waterqualityecologicalriskassessment–impactsonwatertemperature

- SupportintotheNationalClimateChangeAdaptationResearchFacilityProject:“Predictingwaterqualityandecologicalresponsestoachangingclimate: informing adaptation initiatives”. On-going development of SeasonalWatering Proposals for rivers and wetlands (formally dry inflowcontingencyplanning).

- RiverandWetlandHealthstaffhaveprovidedinput into theStathbogieShireCouncil’sprojectentitled“StrengtheningStrathbogie inaChangingClimate”byprovidingcommentsontheirpapersandattendinglocalworkshops.


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2011-12 performance – Investment area 2a – Environmental flows

2011-12 performance(outputsachievedagainsttargetssetasaresultoffundsreceived) Ontarget

In 2011-2012 the Goulburn Broken Catchment experienced average todryconditionsbetweenwinterandsummer,withwidespreadandheavyrainfalls inMarchandApril.Asa result theGoulburnRiverexperiencedanumberofnaturalfreshes,bankfullandoverbankflowsandtheBrokenCreekexperiencedagreater than1 in100yearfloodevent.TheBrokenCreekfloodwasaccompaniedbyablackwatereventwith lowdissolvedoxygenandsomefishdeaths.Manywetlandsacrossthecatchmentwereinundatedin2010fromaboveaverageandunseasonalrainfallsandcontinueto hold water including many low lying wetlands in Barmah-MillewaForest. Although welcome after a long drought, prolonged inundationcantemporarilyorpermanentlyalterwetlandvegetationcommunitiesbyfavouringspeciesadaptedtoextendedinundation,reducingthediversityandstructureofhabitat.Therefore,adryingcyclewillbeimportantandpromotedwherepossibleinthesewetlandsinsummerandautumn2013.

Atotalof599gigalitresofEnvironmentalWaterwasdeliveredin2011-2012tomaintainminimumflowsinthelowerGoulburnRiverandlowerBrokenCreekandprovideaspringfreshinthelowerGoulburnRiver,andtoensuresuccessofwaterbirdbreedingeventsintheBarmah-MillewaForest (see table below). The environmental water was delivered inaccordancewith Victorian EnvironmentalWater Holder processes andwiththeassistanceandcooperationofpartners.

Works and operationsA total of 155 gigalitres of The Living Murray and CommonwealthenvironmentalwaterwasusedinthelowerGoulburnRiverfromOctoberto January to provide increased minimum flows and in November aspringfresh.AsecondfreshwasreleasedinDecembertoprovidewaterto the lowerMurray River. Following Inter-Valley Transfers in Januaryand February, flood flows inMarch, and Eildon pre-releases betweenMarch andMay, 40 gigalitres of Commonwealth environmental waterwasusedtoslowthedropinriverlevelsandthentomaintaindesirableminimum flows. These environmental releases in combination withnaturalflowsresultedinthemajorityoftheeightpriorityenvironmentalflowcomponentsidentifiedinthe2011-12SeasonalWateringProposalweremetwiththeexceptionofsomeminimumflowsforshortperiods.

The Bulk Entitlement (Eildon-Goulburn Weir) Conversion Order 1995provides for the release of up to 80,000 megalitres in the month ofNovember under certain inflow and release conditions. The provisionwas created to improve the watering of wetlands along the GoulburnRiver between Lake Eildon and the GoulburnWeir. The provision hasonlybeentriggeredoncebeforein1996andtheDepartmentalSecretarydecided a release was not required in that year. The provision wastriggeredforthesecondtimeinNovember2011.However,itisunclearwhat flow rates downstream of Lake Eildon are required to inundatewetlandswithoutimpactingonpublicandprivateassets.Therefore,theGoulburnBrokenCMAcoordinateda trial releaseof theenvironmentalwaterdowntheGoulburnRiverfromEildon.Flowswereincreasedfrom5,000megalitresperdayto7,000megalitresperdayfortwodaysfromthe16th to the18thofNovember.Flowswere then increased to9,000megalitresperdayfromthe21sttothe24thofNovember.Flowandwaterelevationinformationwascollectedat13locationsalongtheriver.ThisinformationhasbeenanalysedalongwithLightDetectionandRadarandotherspatial information tobetterunderstandtherelationshipbetweenwetlands,privatelandandriverflows.

OnBrokenCreek,Azollaproblemswereminimalin2011-2012,andflowsintheBrokenCreekweresuccessfullyusedtolimittheoccurrenceoflowdissolvedoxygen.Murrayunregulatedflows,GoulburnWaterQualityReserve,Inter-ValleyTransfersandCommonwealthenvironmentalwaterwereallused.

In 2011-2012 Barmah-Millewa Forest experienced four major floodpeaks in winter and spring followed by a highly unseasonal 60,000megalitresperdayfloodpeakinearlyMarch.Despitethesenaturalfloodpeaks a total of 428 gigalitres of Environmental Water was deliveredto Barmah-Millewa Forest in 2011-2012. The releases weremade tomaintain continuous wetland flooding to support waterbird breedingby bridging natural flood peaks that have otherwise become isolatedbecauseofriverregulation.Asaresultatotalofsixcolonialwaterbirdspecies successfully bred, leading to approximately 5,400 fledgedcolonialwaterbirds.Inaddition,24non-colonialwaterbirdspeciesalsosuccessfullybred.

Environmental water used during 2011-12i

Quantity, ML Timing SourceWatergeneratedwithinandmanagedandusedWITHINtheGoulburnBrokenCatchmentGoulburnRiver

134,072 OctobertoJanuary2012 CommonwealthEnvironmentalWater17,652 November2011 Additionalpassingflows(Eildon-GoulburnWeirBulkEntitlement)

BrokenCreek9,189 OctobertoDecember2011i,ii GoulburnWaterQualityReserve

10,366 December2011toFebruary2012 CommonwealthEnvironmentalWaterBarmah-MillewaForest

283,100 SeptembertoMay2012 Barmah-MillewaEWA120,000 SeptembertoMay2012 TheLivingMurrayEWA10,000 SeptembertoMay2012 MurrayFlora&FaunaEntitlement(Vic)15,000 SeptembertoMay2012 AdaptiveEnvironmentalWater(NSW)

WatergeneratedwithinandmanagedandusedDOWNSTREAMoftheGoulburnBrokenCatchmentToMurrayRiverviaGoulburnRiver

53,352ii JanuarytoFebruary2012 Inter-ValleyTransfers61,038ii OctobertoJanuary2012 TheLivingMurrayallocation

BrokenCreek9,189 OctobertoDecember2011,ApriltoMay2012 GoulburnWaterQualityReserve1,477i AugusttoOctober2012 Murrayunregulatedflows6,009i JanuarytoFebruary2012 GoulburnInter-ValleyTransfertoMurray

i FlowspasedthroughBrokenCreektohelpmaintainwaterquality,reducingtheneedtodeployenvironmentalentitlements.ii ThiswaterwasmanagedtohelpmaintainminimumpassingflowsandtocreateafreshinthelowerGoulburnRiver.

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Building on previous delivery of environmental waterWiththeassistanceofpartnerorganisations, theGoulburnBrokenCMAhasdeliveredandmanagedenvironmentalwatersinceearly2000tomaintainandenhanceecologicalvaluesofrivers,floodplainsandwetlands.ThetablebelowshowsenvironmentalwaterdeliveredbytheGoulburnBrokenCMAsince2000-01.

Wetland or stream

Quantity, ML

2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

Barmah 165,000i

(341,000ii)3,165i

(3,165ii)256,500i(513,000ii)

0i

(125ii)300i

(300ii)1850i

(2,370ii)184,500i(428,000ii)

BlackSwamp 90 40 80BraysSwamp 260 220 266BrokenCreek GoulburnRiverWaterQualityAllowancedeployed 19,555BrokenRiver 24.2DoctorsSwamp 40(trial)GoulburnRiver 26,670 151,724KinnairdsSwamp 426 400MoodiesSwamp 50ReedySwamp 544 500 300

i VictorianshareoftheBarmah-MillewaandTheLivingMurrayenvironmentalwateraccounts.ii TotalvolumedeliveredfromtheVictorianandNSWsharesoftheBarmah-MillewaandTheLivingMurrayenvironmentalwateraccounts.


Barmah-MillewaForestcollaborationsincluded:

- cross-state water management between New South Wales andVictorian agencies and the Murray-Darling Basin Authority(including 21 weekly teleconferences during the active watermanagementperiod)

- extensivemedia relating to waterbird breeding and water qualitymanagement.

GoulburnBrokenCMAisrepresentedontheNorthernVictoriaIrrigationRenewalProject’sEnvironmentalTechnicalAdvisoryCommittee.

TheGoulburnBrokenWetlandManagementGroupcontinuedtoprovidecommunityandpartnershipinputtothemanagementofwetlandsintheCatchment.

ApresentationwasmadetoRiverHealthGraduateCertificatestudentsin relation to river health issues faced by the community along theGoulburnRiversystem.

SupportwasprovidedtotheAustralia-ChinaCentreonWaterResourcesResearchprogramattheUniversityofMelbourne.

The Goulburn Broken CMA hosted Dr Wang, Vice Dean of TsinghuaUniversityinBeijing.DrWangwasaguestoftheAustralia-ChinaCentreonWaterResourcesResearchprogramattheUniversityofMelbourne.

WayneTennantparticipatedinawaterculturetriptoChina.TheprojectwasfundedbytheDepartmentofForeignAffairsandTrade,AustraliathroughtheprojectLinkingAustraliaandChina-a“BridgeofWaterCulture”.The tour included workshops at the China Three Gorges Corporation,participation at a forum at the International Poverty Reduction CentreChina and field visits to Three Gorge Dam and Dujiangyan irrigationsystem.

Direct participation (planning, presentations, financial support) wasprovidedtoafour-dayFloodplainEcologyCoursethatfocussedfieldworkonBarmahForest,andwasattendedby25community,consultantandagencypeople.

The Goulburn Broken CMA is also represented on several steeringcommitteesandplanninggroupsrelatedtoplanningandmanagementofenvironmentalwater,includingtheStateEnvironmentalWaterReserveOfficers Network, Northern Victorian Environmental Water PlanningControlBoard,StateWetlandWorkingGroup,RedGumExpertScientificPanel, National Water Commission’s optimising native fish habitat

project,Barmah-MillewaIconCoordinatingCommittee,Barmah-MillewaTechnical Advisory Group, Barmah-Millewa Consultative ReferenceGroupandBarmah-MillewaOperationsGroup.

The Goulburn Broken CMA supported a number of communityengagementforumstoassistinthedeliveryofongroundworksandtoinvolvecommunitiesintheplanningofcommunityevents:

- HollandsCreekDemonstrationReachproject- KingParrotCreekCommunityPlanningGroup- SevenCreek(upperworksplanningGroup)- LargeScaleRiverRestorationSteeringCommittee.

This year saw the formation of two Environmental Water ReserveCommunity Advisory Groups (one for the Broken system, one for theGoulburnRiver).Thespecificroleofthegroupsistoprovideinputintothedevelopmentofannualwaterplanning,toprovideadviceonwhatishappeningalongrivers,creeksandinwetlands,particularlyinresponsetoflows,andtoprovidefeedbackfromthecommunityonenvironmentalwatermanagementissues.

Environmental water planning and responding (includes research and development)

The Goulburn Broken CMA prepared 2012-13 seasonal wateringproposals for the Goulburn River, Lower Broken Creek and GoulburnBroken Wetlands which have been incorporated into the VictorianEnvironmentalWaterHoldersSeasonalWateringPlan.

InputintodatacollectionfortheVictorianEnvironmentalFlowMonitoringandAssessmentProgramcontinued. TheprojectwhichisundertakenacrosstheStateoneightprioritywaterwaysincludessitesontheBrokenand Goulburn Rivers, and the Broken Creek. Monitoring in 2011-12,includedfish,andmacro-invertebratesamplingandre-surveyingofrivercross-sectionalprofiles.

VariablesinfluencingriverredgumandgiantrushresponsestofloodingregimesinBarmah-MillewaForestweremonitoredbytheCommonwealthScientificandIndustrialResearchOrganisation(CSIRO).

LightdetectionandradarandaerialphotographydatawasanalysedtoidentifyareasofprivatelandalongthemidGoulburnRiveratriskfrominundation from high river flows, and the hydrological connection ofwetlandsalongthefloodplaintotheGoulburnRiver.Theworkwillhelpinform how environmental water can best be delivered down themidGoulburnRivertoinundatewetlandsonthefloodplainwithoutimpactingonprivateandpublicassets.

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2011-12 performance – Investment area 2b – Riparian and instream habitat and channel form


This element of the river health program provides a focus on river,streamandwetland habitats. Specifically three key themes form thisinvestment area: protection of riparian and frontage lands, protectionandenhancementofinstreamdiversityandmaintenanceofthechannel.

TheGoulburnBrokenCMApartnered the community and governmentagenciesinarangeofnaturalresourceandcommunitybasedactivities,including fencing, revegetation, pest plant and animal control,resnagging,monitoringandemployment.

Amajor focus of works to improve instream habitat was investigatedandcommissionedontheGoulburnRiverundertheLargeScaleRiverProject “Goulburn – Icon River”. This project saw the analysis ofhabitatconditions in large reachesof theGoulburn,whichenabledanassessmentofreacheswithhabitatdeficiency.Woodydebriswastheninstalledinawaywhichrepresentedareasofgoodhabitat.Thisprojectwas integrated into the EnvironmentalWater Program and ThreatenedSpeciesMonitoringInitiatives.

Ongoingmonitoringprojectsincluded:

- theeffectsoftheLakeMokoandecommissioningonturbidityandfishcommunitiesintheBrokenRiver

- thecontributionofslackwaterhabitatstoinstreamdiversityintheBrokenRiver

- assessingfishpopulationsoftheLowerGoulburnRiver- monitoringofMacquariePerchpopulationsintheSevens,Hughes,

HollandsandSevenCreeks

Anewprojectinitiatedin2011-12isanassessmentoftheperformanceofPassiveIntegratedTransponderTagreadersontheBrokenCreek.

The Goulburn Broken Catchment CMA commenced a regional FloodEmploymentProgram in response todamageduring regionalfloodingintheMarch2011.PartnersinvolvedintheprojectincludetheCornellaLocal Area Plan Implementation Committee, Department of PrimaryIndustriesandCampaspeShireCouncil.TheProgramprovidedvaluableemploymentforlocalfarmersintheregionwhilerehabilitatingdamagednatural assets and infrastructure. This deliveredmore than 90 worksprojects involving 28 landowners including 57 flood damaged creekcrossings repaired, 13 kilometres of damaged fencing removed andreplaced,23hectaresofweedcontrolandfivehectaresofrevegetation.Afieldsupervisorwasappointed,supportedbythreestaff.

Real-time(websiteaccessible)waterqualitymonitoringoftheGoulburnRiver and Broken Creek continues. This monitoring assists learningabouttheeffectsofoverbankflowsandtheimpactsondissolvedoxygenlevelsontheriver.

InputintotheeWaterCooperativeResearchCentreNorthernApplicationProject was completed. This project investigated how off-channelhabitatsareaffectedundervariouswatersupplyscenarios.Theprojectinvolved the trialling of a number of eWater Cooperative ResearchCentre’s modelling support tools to better understand the ecologicalbenefitsoffloodplaininundation,andhowsuchbenefitsmightbemorereadilyachievedbyenhancingnaturalflowswithadditionalreleasesanddiversions.

Paperswereacceptedinrefereedjournals,includingWetlands(Arthur,A.D., Reid, J.R.W., Kingsford, R.T.,McGinness, H.M.,Ward, K.A. andHarper, M.J. (2011) Breeding Flow Thresholds of Colonial BreedingWaterbirdsintheMurray-DarlingBasin,Australia.Wetlands32(2):257-265.ISSN0277-5212.DOI10.1007/s13157-011-0235-y.

OtherpaperswhichtheGoulburnBrokenCMAstaffcontributedto,include:

- Protection of River Health andWater Quality FollowingWildfiresin the upper Catchment of the Goulburn River, Victoria, AWWAConference2011,Wangaratta

- WildfiresintheupperCatchmentoftheGoulburnRiver,Victoria-MonitoringandProtectionofRiverHealthandWaterQuality,IWAConference2011,RotarouNewZealand

- Quantifyingthebenefitsofon-groundworksintheUpperGoulburnCatchment, 6th Australian Stream Management Conference –‘ManagingforExtremes’,Canberra

- Where did all theCabomba go? Impacts of flooding and streamturbidityonthepresenceofCabombaintheBrokenRiver,Victoria.6th Australian StreamManagement Conference – ‘Managing forExtremes’,Canberra

- Efficacy of the Index of Stream Condition method to measureriparian vegetation response to the Black Saturday fires. 6thAustralian Stream Management Conference – ‘Managing forExtremes’,Canberra

- Wildfires in the upperCatchment of theGoulburnRiver, Victoria- Monitoring and Protection of River Health and Water QualityAustralianWaterAssociationWaterJournal&WaterDirectory.

Environmental watering plans, including recommendations on watermanagement, were prepared for Black Swamp, Doctors Swamp,KinnairdsSwamp,ReedySwampandOneTreeandTwoTreeSwamps(combined)followingreceiptoffundingfromtheStateGovernment.

ThescopingofworkstohelpdeliverenvironmentalwatertokeywetlandsintheSheppartonIrrigationRegioncontinued.

Theecological responseofwaterbirds, frogsandaquaticvegetationtofloodingwasformallymonitoredatkeywetlandsacrosstheCatchment.

Fish communities supported by lower Goulburn River floodplainwetlandswereinvestigatedtoinformtheirmanagementandthedeliveryofenvironmentalflows.

TheNorthEastandGoulburnBrokenCMAsareworkingcollaborativelywith local communities to identify opportunities to efficiently deliverenvironmentalwatertowetlands.

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Crownwaterfrontagescontinuetobereviewedtoimprovemanagementpractices. Theproject,managed through a regional agency committeeinvolvingGoulburnBrokenCMAandtheDepartmentofSustainabilityandEnvironment,movedacrosstotheSecuringPriorityRiparianAreaProjectinJanuary2012andisstartingtodevelopacompliancecomponent.

TheAustralianGovernment’sCaring forOurCountry initiativeenabledwork to continue on the control ofCabomba (Cabomba carolinina), a‘WeedofNationalSignificance’,atLakeBenallaandintheBrokenRiver.Similartolate2010andearly2011,floodsinMarch2012onceagainimpactedonthedeliveryoftheprogram.However,thedrawdownandthen increased turbidity from high flows has resulted in a significantdecrease in abundance and distribution ofCabomba (See case studyonpage96).

The Goulburn Broken CMA and partner agencies attracted funds toaddress‘WeedsofNationalSignificance’andpestanimalsintheBarmahWetlandtoprotecttheEcologicalCharacterofthisIconsite.TheprojectisapartnershipbetweenYortaYortaNationsAboriginalCorporationandParks Victoria. The project was again impacted by regional floodinglimitingaccesstoundertakeworks.Despitethispestplantandanimalmanagementtargetswereexceeded.

Caring for Our Country has also supported the removal of “Weedsof National Significance” and the identification and cataloguing ofAboriginalartefactsinspringandalpinewetlandsoftheupperGoulburnRivercatchment(seecasestudyonpage21).ThisprojectissupportedbytheTaungurungClansAboriginalCorporation.Theprojectismeetingits targets with 265 ha of “Weeds of National Significance” treatedin 2011-2012. In addition, a stone tool workshop day was held withcommunity(landholders),localLandcare,theStrathbogiesConservationManagement Network and Taungurung Clans to share TraditionalEcological Knowledge amongst the attendees. The day was a greatsuccesswithover50peopleinattendancefromacrosstheregion.Twoarchaeologistswerealsoengagedtoassistonthedaytoprovideadviceand interpretation regarding the artefacts that hadbeen located in theregionbylocallandholders.

TheGoulburnBrokenCMAsupportedState-relatedactivities,includingtheSecuringPriorityRiparianAreasproject,worksmonitoringandthepopulating of the Aquatic Value Identification and Risk Assessmentdatabase that contains information on values and threats within

individualmanagementunitsand reaches in theCatchment. Itwillbeused to inform thenext versionof theRegionalRiverHealthStrategy,whichiscurrentlyunderdevelopment.

DuetostrongcommunityinteresttheGoulburnBrokenCMAre-releasedthe‘FishesoftheGoulburnBrokenCatchment,aguidetothenativeandalienfishspeciesoftheGoulburnBrokenCatchment’booklet.

TheGoulburnBrokenCMAcontinuedtosupporttheGreaterSheppartonCityCouncilwiththeRiverConnectproject.

WorkscontinuedatTahbilkWetlandtosecureandprotectthethreatenedFreshwaterCatfishpopulation.Theprojectinitiatedin2011-12includedmodifications to crossings to enhance fish movement, resnagging,installation of Passive Integrated Transponder tag readers and projectsignage. This project has good support from landholders,Goulburn-MurrayWater,theDepartmentofSustainabilityandEnvironmentandtheArthurRylahInstitute.

The Goulburn Broken CMA, the King Parrot Creek community and agencypartnersdevelopedacooperativearrangementtoprotectandenhancethelocalcatchment.ThishasledtotheestablishmentofaprojectWorkingGroup,witharangeofimplementationandcommunityactionsbeingplanned.

AFloodEmploymentProgramwasestablished in thewesternportionof the Catchment, following the Victorian Government’s support forthe initiative. The program has delivered considerable ongroundworkswith the support of the local community through theCornellaLocal Areas Plan Implementation Committee. The program employsprimary producers and rural workers in fencing and repairing riparianareas, cleaning up flood debris and rubbish and controlling weeds.TheCommonwealthGovernment, throughCaring forOurCountryalsosupportedthisinitiative.

Planning and responding (including research and development)

FollowingwidespreadfloodingintheBrokenCreeksystem,significantresources were diverted to support the Incident Control Centre andundertaking recovery tasks such as capturing flood data, addressingcommunityenquiries,assessingdamageandthreatstopublicandriverhealthassetsandstartingrecoveryinitiatives.

ThesignificantfloodingleadtoafloodrecoverybidbeingdevelopedandsubmittedtotheVictorianGovernment.ThebidmainlycoveredtherepairoffencingintheBroken,Boosey,andWanaltaCreeksystems.

Works and operations

Ongroundworksweredeliveredthrougharangeofprogramsincludingthe Large Scale River Restoration Project, the Healthy WaterwaysInitiative,RecreationalFishingGrantProgram,FloodRecoveryProgramandtheFloodEmploymentProgram(VictorianGovernment)andCaringforOurCountry(AustralianGovernment).Refertotheoutputstableonpage114foralistofongroundachievements.

Securing priority riparian areas, Goulburn Broken Catchment, January to June 2012

Quantitative outputs (additive) Total

NewsignedriparianmanagementagreementsthatencompassbothCrownandfreeholdland(no.) 13Newsignedriparianmanagementagreementsonfreeholdlandonly(no.) 23NewsignedriparianmanagementagreementsonCrownlandonly(no.) 6Freeholdareaunderriparianmanagementagreement(ha) 86.1Waterwayunderriparianmanagementagreement(km) 35.2Landholderswithsiteinspectionswhodeclinedtobepartoftheproject(no.) 89

ThestatewideSecuringPriorityRiparianAreasProject,whichbeganinJanuary2011andcontinuedinto2012,aimsto improvemanagementthroughbetterextensionandengagement,morerigorousmanagementagreements, and increased compliance with Crown water frontagelicenceconditions(seeprogressintablebelow).

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Aninvestigationoffishpopulationssupportedbyephemeralandsemi-permanent wetlands along the lower Goulburn River floodplain wasundertaken.

TheGoulburnBrokenCMAcompleteddevelopmentofamonitoringandrestorationprojectbriefforrehabilitatingWintonWetlandsand,onbehalfoftheWintonWetlandsCommitteeofManagement.

An investigation was commissioned into the feasibility of facilitatingfishmigrationontheBrokenRiveratRupertsdaleandGoulding’sWeirtogetherwithHollandsCreekatEmuBridge.FundinghasbeenprovidedtoimplementapprovedworksatthesesitesbytheRecreationalFishingLicenceinitiative.

See also ‘Environmental flows’ section page 88 for information onBrokenandGoulburnRivermonitoring.

Activities focused on aquatic threatened species

Goulburn Broken CMA maintains its commitment to support themonitoringofthreatenedspeciesasanindicatoroftheperformanceofitsprogramsandtosupportedrelatedRecoveryPlansandprojectsthroughimplementation of Actions for Biodiversity Conservation. Activitiesincluded:

- ongoingmonitoringoftheconditionofnativefishcommunitieswithintheGoulburnRiver

- threatenedspecies recoverymonitoring(TroutCod inSevenCreeksandMacquariePerchinHolland’s,KingParrotandHughesCreeksandtheBrokenRiver)

- monitoringofMacquarieperchpopulationsinHollandsCreekaspartoftheHollandsCreekDemonstrationReachproject

- supportforBarredGalaxiasrecoveryactionswereimplementedintheupperGoulburnRiverCatchment

- co-investment into Macquarie Perch breeding in partnership withFisheriesVictoriaandArthurRylahInstitute

- assessingthestatusandhealthofVictoria’smostsoutherlypopulationofFreshwaterCatfish(atTahbilkLagoon)continuesalongwithworkstoimprovetheirhabitat

Instream habitat of the Goulburn River between Seymour andMitchellstown was assessed by Arthur Rylah Institute with priorityrecommendationsforimprovinginstreamdiversityimplemented.

Arthur Rylah Institute andMonash University has submitted the draftreportsummarisingtheresultsofrecentmonitoringinupperBrokenandBooseyCreeksatsitespreviouslysurveyedinrelationtotheTungamahpipeline. The report summarises apparent ‘post-drought’ patterns offishdiversityandabundance,andprovidesinterpretationoftheseresultstogetherwithsomerecommendationsregardinglonger-termmonitoringoptions.

Macquarie Perch populations were protected, as part of the Murray-Darling Basin Authority Demonstration Reach Project, through weedcontrol,frontageenhancementandinstallationoflargewood,althoughprogress was hampered because onground activities focused onrepairingflooddamage.

ThestatusoffishwasreportedintheLowerGoulburnFishCommunitiesproject, part of a long termmonitoring program being undertaken byArthur Rylah Institute, with successful breeding of perch species,recordedforthesecondtimeinthemonitoringprogram’shistory,thoughttobelinkedtofloodingandconnectionoftherivertothefloodplainforthefirsttimeinmanyyears.

FreshwatercatfishhabitatwasprotectedandenhancedatTahbilkLagoonthrough a joint project under the Victorian Investment Framework.Activities included resnagging, fish passage improvements, riparianfencingandrevegetation,aquaticweedcontrol,fishmonitoringandtheinstallationofinterpretativesigns.

ImpactsofturbidityonnativefishcommunitiesintheBrokenRiverarebeingmonitoredtoassesstheeffectsofdecommissioningLakeMokoan.

APassive IntegratedTransponder tag readerwasmanufactured for theSheppartonweir toassessthemigrationandmovementofnativefish,includingMurrayCodandTroutCod,althoughhigh riverflowsmeantthatitisstillyettobeinstalled.

A project was supported to monitor fish movement responses todissolved oxygen stratification in Broken Creek. This project alsoidentifiedconstraintswiththecurrentPassiveIntegratedTranspondertagreadersandprovidedrecommendations toenhanceknowledgeonfishtrackingoperations.

TheGoulburnBrokenCMAwasaBanksiaEnvironmentalAwardfinalistfortheworkithasbeeninvolvedinoverthelast10yearstopromoteandprotectthevaluesofspringwetlandsintheStrathbogieRangesandtheprogramofengagingTraditionalOwnersinNaturalResorceManagementinitiatives.

NativeFishAwarenessWeekwasheldinNovember2011.Eventsinthisregion included workshops at Yarrawonga andMarysville, amini fishforum(presentingresultsfromrecentmonitoringandissuesaroundtheprotectionofnativefish)andlaunchoftheGoulburnRiverTalkingFishBooklet.Thecommunityandpartnerswereinvolvedinthisevent.

Inputwasprovidedintothedevelopmentofprotocolsforfishdeathsanddryingwaters.

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2011-12 performance – Investment area 2c – Water quality (nutrients) in rivers


Thefocusofwaterqualitymanagementcontinuedtoconcentrateontheimpactoffloodsoninstreamwaterquality.Researchandinvestigationscontinued,includingreal-timemonitoringandassessmentoffloodsoninstreamwaterquality.

Works and operations

Fire recovery work continued, with many actions such as protectingriparianareasbystockprooffencingandrevegetation,aimedatreducingtheimpactonwaterquality.

A program of works through a business prospectus for water qualityimprovement was developed, which will help local agencies identifyactionstoenhancewaterqualityintheupperGoulburncatchmentandreceivingwaters.

FundswereallocatedtoBenallaRuralCityCounciltosupportthedesignofwaterqualitytreatmentintheBenallatownshipwesternoutfall.

The frequencyand typeofmonitoringwithin theShepparton IrrigationRegion was reviewed, resulting in changes that allow for low flowperiods inparticularand tocreatemoreefficientdatagathering,whilemaintainingtheintegrityofrecordsbuiltupovermanyyears.

AreviewofwaterqualitymonitoringpostfireintheupperGoulburnRivercatchmentwasundertaken.Thisledtoarationalisationofsites.Furtherreviewsareexpected in2012-13onallwaterqualitymonitoringsitesacrosstheregion.


Regional partners continued to actively participate in regional waterqualityforums.TheGoulburnBrokenCMAcontinueditsinvolvementintheNorthEastWaterQualityMonitoringNetwork,whichmergedwiththeNorthWestGroupinmid-yeartoformtheNorthernPartnership.

The River andContingency PlanningGroup played important roles inflooding, blackwater and low dissolved oxygen events. The GoulburnBroken WaterWatch program continued to be highly successful ineducatingandprovidingwaterqualitydataandWaterWatchcommunityactionswereincreasinglylinkedtoworksandpriorities.

RegionalpartnerscontinuedtoactivelyparticipateintheRegionalWaterQualityGroup.Thiscommitteeareviewofprioritywaterqualityissueswithin theregionin2011-12,whichwillguidegroupactivities in thenextfinancialyear.

AwaterwayactionplanforupperSevenCreeks,preparedwiththelocalcommunity,highlightstheimportanceofriparian,instreamandstabilitythreatswhileconsideringwaterqualityandflows.

The works and actions undertaken within the Water Quality ProgramaddressthekeyactionsfromtheGoulburnBrokenWaterQualityStrategyandtheGoulburnBrokenRegionalRiverHealthStrategy.Manyoftheseactionsaremulti-yearon-going initiativesandaredelivered througharangeoftheregionalprojectpartners(Goulburn-MurrayWater,GoulburnValleyWater,EnvironmentProtectionAuthority,GoulburnBrokenCMA,localgovernment,communitygroupsandindividuals.

The AshWatch Project, discontinued byWaterWatch in 2010-11, wasreplacedtemporarilywithanewBlackwaterProjectinthelowerGoulburnandBrokenRivercatchments.

MelbourneUniversityreceivedAustralianResearchCouncilfunding,withtheGoulburnBrokenCMAasapartner,toinvestigate‘Howeffectiveareenvironmental flows?Novel approaches formonitoring and assessingecologicalresponsestolarge-scaleflowalteration’.

Planning and responding (including research and development)

TheGoulburnBrokenCMAmaintainoperationalwaterqualityconditionthroughreal-time,webaccessible,waterqualitymonitoringofthelowerBrokenCreeksystemandthelowerGoulburnRiver.Thisdataprovidesimportant information in responding to blackwater and low dissolvedoxygen events. The WaterWatch program established a monitoringregime to assess the impacts of regional flooding and the possibleidentification of blackwater and low dissolved oxygen. This projectcomplimentedtherealtimemonitoring.

TheGoulburnBrokenRiverContingencyPlanningGroup continued tomeet,which includedGoulburnBrokenCMA,Goulburn-MurrayWater,GoulburnValleyWater,theEnvironmentProtectionAuthority,DepartmentofPrimaryIndustriesandDepartmentofSustainabilityandEnvironment.TheGroupplansforpotentialhazardswithinlocalwaterwaysinbothhighandlowflowconditions.TheGroupcontinuestomaintainawebsitetofacilitatecommunicationbetweenagencies.

Collectionofdataonnutrientloadvolumeswashamperedbyextensivefloodingthroughouttheyear.DamagetomonitoringsitesandbackfloweffectsatgaugingsiteswithintheSheppartonIrrigationRegionrequiredmoredetailed assessment thanusual, but flow volumes following therains were significant. The effect of our water quality improvementprogramsovertheyearswillbeapparentoncewecompletetheanalysis.

Anevaluationoftherequirementsofwaterqualitymonitoringwithinthe Catchment was commissioned in partnership with Goulburn-MurrayWater andNorthCentralCMA.A further State-commissioned project,managed by the Goulburn Broken CMA, is looking at the impact ofclimatechangeonaquaticecosystemandrivervalues,withthefocusonwaterquality,whichwillincreaseourunderstandingofpotentialimpactssothatprioritiescanbeidentified.

A ‘draft’ drying waters protocol was developed with Department ofPrimaryIndustriesFisheries,andfinalprotocolsaretobeinplacebeforethe2012-13summer.

Thegoalofthestrategyistoimproveandmaintainwaterqualityatoptimumlevelswithin and downstreamof theCatchment for native ecosystems,recreation,humanandanimalconsumption,agricultureandindustry.

Supporting the strategy and regionalwater quality issues is theGoulburnBroken Water Quality Forum, which meets regularly to review theimplementationofthestrategy,toidentifynewandemergingissuesandthecommunicatenewprojectswhichhavecommencedinlinewiththestrategy.

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A strategic review ofwater quality issueswas undertaken by partnersin the region with the aim of developing a works program for thecoordinatingGrouptoaddressovertime.Strategicprioritiesincluded:Developmentofaprioritisedlistof risks towaterquality,onsitewastewatermanagement,sewerageschemeplanning,riparianmanagement,partnerships, stormwater management, land planning and monitoringdataandknowledge.

TheCommonwealthEnvironmentalWaterHolderhasfundedMelbourneUniversity, Monash University and Murray-Darling FreshwaterResearch Centre to monitor ecological outcomes of the deploymentof Commonwealth water. This includes work on the Goulburn RiverdownstreamofGoulburnWeirandonthelowerBrokenCreek.Thescopeof thework isbeingfinalised, andcould include theearlierproposedwork by Arthur Rylah Institute to look at fish movement under lowdissolvedoxygenevents.

Areviewoftheturbiditymonitoring(post2009fires)wascommissionedtoassess theneed for long termdataand thecurrentuseof thedataby partner organisations. This review informed the rationalisation ofsitesandlinkandaccesstoinformationcapturedatotheravailablesites(considering other turbidity monitoring from Goulburn Valley Watersites).

TheAustralianWaterAssociationconferenceorganisingcommitteearehopingtopublishasmallnumberofpapersfromthe2011conferenceintheWaterJournal. Thepapertobeincludedisentitled“Protectionof River Health and Water Quality Following Wildfires in the UpperCatchmentoftheGoulburnRiver,Victoria”

Environmental flows

Inrecentyears,theGoulburnBrokenCMAhasdeliveredenvironmentalentitlements to theGoulburnRiver, lowerBrokenCreek,BrokenRiver,Barmah Forest and a number of priority wetlands to improve waterquality, promote the growth and germination of native vegetation,promote and support waterbird breeding, provide drought refuge foraquaticdependentspecies,providehabitatfornativefish,andtoreducethegrowthofnuisanceaquaticplants.

The Victorian Government, with support from the Goulburn BrokenCMAanditspartners,isincreasingwateravailabilitybysavingwaterinsupplyanddeliveryforfarmingthroughprojectssuchastheAustralianGovernment’sOn-farmIrrigationEfficiencyProgram)andtheNorthernVictoriaIrrigationRenewalProject.

Seasonalwateringproposalsarepreparedforriversandwetlands,whichoutlineaproposalforhowandwhyenvironmentalwaterresourceswillbeusedtoprotectandrestoreriversandwetlands.


Highrainfalleventsoccurredagain in2011-12resulting insignificantfloods, including someof the highest on record, impactingpositivelyandnegativelyonenvironmental,socialandeconomicvalues.

The community continues to use riparian incentives tomaintain siteswhereworkshavebeenundertaken.

Water quality (nutrients) in waterways

Strategydevelopment,implementationandreviewprocessesarecloselyaligned with best practices identified in the National Water QualityManagementStrategy.

Therehavebeenmajorimprovementsinwastewatertreatment,irrigationreuse,drylandnatural resourcemanagementprograms,andprotectionofriparianlands.

WaterWatchcontinuestobeahighlysuccessfulcommunityeducationprogramanditsactivitiesareprogressivelybeingbetterintegratedintonaturalresourcemanagementprograms.

Strongrelationshipsbetweenmajorstakeholdershavebeendeveloped,includingamulti-agencymemorandumofunderstanding.

Therecentemphasishasbeenonblackwater,lowdissolvedoxygenandaquaticweedgrowth,awayfromnutrientmanagementandalgalblooms.

Long-term strategy implementation progress – River and Wetland Health investment areasInvestment area Strategy life 2012 Certainty of rating Trendi

Environmentalflows 2004-present Ontargetii Medium

Riparianandinstreamhabitatandchannelform 2005-2015 Belowtargetiii High n

Waterquality(nutrients)inrivers 1996-2016 Exceedingtargetiv High

SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.i Assumedtoparallelgovernmentfundingtrend.ii Outputs(scheduledbetween2004and2012).iii Outputs(tasksandworksscheduledbetween2005and2012).iv Outputs(tasksandworksscheduledbetween1996and2012).


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Catchment conditioni – River and Wetland Health investment areas

Investment area Examples of evidence of Catchment condition used to inform decisions 1990ii Certainty

of rating 2012 Certainty of rating Trend

Environmentalflows WaterregimesofenvironmentalfeaturesManagementsystems Poor Low Good Medium h

RiparianandInstreamhabitatandchannelform

IndexofstreamconditionManagementsystems Poor Low Satisfactory Medium h

Waterquality(nutrients)inrivers

PhosphorusloadsinriversandstreamsBluegreenalgalbloomsManagementsystems

Verypoor Low Satisfactory High h

SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.i ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.ii Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofthesituationin1990.

Environmental flows

Floods and wet conditions extended from winter 2011 to autumn2012, providing all environmental flow components for many of theCatchment’s rivers, floodplains and wetlands. Planned environmentalwater releases tomostwetlandswerenot required. Itwas the secondyear inwhichsignificantenvironmentalentitlementswereavailable foruseintheGoulburnsystem.

Catchmentmanagementsystemsthatwillresultinappropriatewateringoftheenvironmenthavebeenunderdevelopmentforwelloveradecade.

EnvironmentalWaterReservefundingstartedin2004followingreleaseof theVictorianGovernment’swhitepaper,OurWaterOurFuture, andenvironmentalwaterallocationswereoccurringprior to this.Researchandmonitoringhasbeen initiatedandcontinues through theVictorianEnvironmentalFlowsMonitoringandAssessmentProgram.

TheGoulburnRiverbelowLakeEildon,theBrokenRiverbelowNillahcootie,and the BrokenCreek are regulated and the remainder of streams in theCatchmentareunregulated.Waterisextractedfrommanystreamsforstock,domestic andurban supply. Thishas impactedon thenatural hydrology,ecosystemfunctioning,anddependantfloraandfaunatovaryinglevels.

PreliminaryconditionassessmentsofBarmahForestshowanincreasingtrendinhealthofoverstoreyandunderstoreyspecies,reversingthetrendduringthepastfivetotenyearsofdroughtconditions.


The impact of 2011-12 flood events was assessed andwill continue to bemonitored.Sitesalignedwithapprovedfundingwillcontinuetoberehabilitated.

Increased effort is being placed on areas of Crown water frontagesthroughStateinvestmentandsupport.

Community action in recent years has been complemented bygovernmentinvestment,resultinginimprovedprotectionofriparianland.

Water quality (nutrients) in rivers and streams

The five year rolling average phosphorus load from the GoulburnBroken Catchment is below the long term target, equating to areductionof80percentfromthebenchmarkyearof1993-94.

Institutionalarrangementstomanagewaterqualitythreatscontinuedthroughseveralregionalparticipantforums.

Extensiveworksprogramshaveimprovedthestateofthesystemforterrestrialandaquaticspeciesandhavecontributedtoimprovedwaterquality.

What’s next?

Environmental flowsWorktosecureflexibleaccesstoenvironmentalwaterwillbeundertakenandwillincreasecapabilityindeliveringwatertomultiplewaterwaysandwetlands.

Seasonalwateringproposalsandenvironmentalwateringplanswillcontinuetobepreparedsothatenvironmentalwaterisusedeffectivelyandefficiently.

OpportunitiesformultipleusesofenvironmentalwaterwillbeexploredwithneighbouringtheVictorianEnvironmentalWaterHolder,theCommonwealthEnvironmentalWaterHolderandtheMurray-DarlingBasinAuthority.

Ecosystemrobustnesswillcontinuetobeimprovedbyenhancingbreedingthroughopportunitiesfromnaturalflowsandothercues.

Refugesitesforaquaticspecieswillcontinuetobeidentifiedandmanagedinallinvestmentareas.

Thecapacitytomanageandmonitorenvironmentalwaterwillbemaintained.

Riparian and instream habitat and channel formLong term capacity to deliver changes will continue to be improved,especiallybyfillingknowledgegaps.

The community will continue to be supported in undertaking riparianprotectionprograms,mainlythroughthe“SecuringPriorityWaterways–OnGroundWorks”governmentfundedprogram.

Maintenance activities will need to be built into funding programs toensureupkeepofpastinvestment.

Themajorongroundworksinitiativeaspartofthe2010and2012FloodRecoveryProgramwillcontinue.

The effectiveness of on-ground works will continue to be monitoredthroughappropriateevaluation.

Facilitationofimprovedmanagementofwaterfrontagesforthebenefitofriverhealthandwaterqualitywillbesupported.

Statutoryfunctionsof theGoulburnBrokenCMAinlanduseplanning,waterwayby-lawsandpartnershipswithlocalgovernmentwillcontinuetobesupported.


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Cabomba Control in Lake Benalla and the Broken RiverByJoWoodandMeeganJudd

In2010, theGoulburnBrokenCatchmentManagementAuthoritysecured funding fromtheAustralianGovernmentProgram‘Caring forOurCountry’toreducetheimpactofCabombacaroliniana(aWeedofNationalSignificance)onthehealthoftheBrokenRiverandLakeBenallaandtostopthepotentialthreatoftheweedspreadingtotheRamsarlistedBarmahWetland.

CabombawasfirstidentifiedinLakeBenallain1990andattimeshascoveredthelakebed.InfestationsofCabombaarecurrentlyfoundwithinLakeBenallaandalongtheBrokenRivertoCasey’sWeir.Cabombaisahighlyinvasiveweedthatrestrictsrecreationaluseofawaterbody,canbeadrowninghazard,outcompetesnativefloraandcreatesfoulsmellingun-potablewater.Drawdownanddryingofasiteisconsideredtobeoneofthebestcontrolmethodsoftheweed.

ThisprojectrequiresthecollaborationofnumerousindustrypartnersincludingtheBenallaRuralCityCouncilandGoulburn-MurrayWatertoensurethemanagementofCabombaiseffective.SurveysofCabombapopulationswithinLakeBenalla,theBrokenRivertoCasey’sWeirandupperBrokenCreekhavebeenconductedsince2009togainanunderstandingofpopulationsizeanddistribution.

In2009approximately70%ofLakeBenallawasoccupiedbyCabomba.WinterdrawdownsbetweenAprilandJune2009andAprilandJuly2010andfloodinginSeptember2011reducedthepopulationofCabombatolessthan2percentwithinthemainLakebedbody.

Case study

AsummerdrawdownatLakeBenallainFebruary2012alongwithanotherfloodeventinMarchpreventedanygrowthofCabombawithinthemainbodyoftheLake.TheCabombaisnowreducedtoasmallsatellitepopulationinadisconnectedanabranchoftheLake.

Thecombinationofdrawdownsandhighflowsthatoccurredthroughout2010-12hasresultedinhighwaterandturbiditylevelsinLakeBenallaandtheBrokenRiverrestrictinglightreachingCabomba,whichinturnhasreduceditsabilitytorecolonise.ThedrawdownsandfloodsalongwiththedepositionandscouringofsedimentshaveledtoahugereductioninCabombabiomassinbothLakeBenallaanddownstreamintheBrokenRiver.

Fundingwillbesoughtin2012-13toensurethatcontinuationofmonitoringandimplementationofcontrolmethodscanbecarriedoutandpossiblytheeradicationofCabombafromtheBrokenRiversystemwilloccur.

Water quality (nutrients) in rivers and streamsTheGoulburnBrokenRegionalWaterQualityForumwillcontinuetomeetandtheWaterandRiverContingencyPlanningGroupwillcontinuetobesupported.

Key waterways in the region will be assessed against the StateEnvironmentProtectionPolicy(WatersofVictoria).

Thelikelyimpactsofclimatechangeonwaterwayvalues,inparticularwaterquality,willbeinvestigated.

The assessment of ecological and water quality responses to waterefficiencyprojectswillbefinalised.

Climate change activities that relate to river and wetland healthPlanning for the Goulburn Broken Regional River Health Strategy willincludeclimatechangeimplications

Astrategicandongoingroleinprojectswillbemaintainedthatenhancetheknowledgebaseinclimatechangeandassociatedimpactofalteredflowregimes.

Opportunities to improve refuge planning will be fostered, with resultsincorporated into regional strategic and Environmental Water Reserveprograms.

Efforts to identify andmonitor potential threats of reduced flows andextraction(bothregulatedandunregulated)willcontinue.

AveragepercentofwatervolumeinhabitedbyCabombaateachassessmentdateGraph taken from Dugdale et al 2011.

overall%ofwatervolum

einhabited

68.9

9.5

24.2

47.6

1.3 0.0

Mar 2009 Aug 2009 Nov 2009 Mar 2010 Oct 2010 Mar 2011

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

0

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Investment area 2d – Floodplain managementCompiledbyGuyTierney.Seewww.gbcma.vic.gov.auformoredetails.



of rating Trend

2011-12performanceOutputs(againsttargetssetasaresultoffundsreceived)

CorporatePlanKPIsrelatedtofloodprotection(seepage47)n.a. n.a. Ontarget High n.a.


Strategytasksimplemented(scheduledtobecompletedbetween2002and2012) n.a. n.a. Exceeding

target High iii


Floodregimesprovidedforecosystemsfromfloodprotectionplanning

Financialsavingsfrompreventionofflooddamage

Systemsinplacerelatedtofloodprotection

Verypoor Low Poor Medium h


Background The Goulburn Broken CMA provides advice about flooding, planningcontrolsandschemeamendments to localgovernment.TheGoulburnBrokenCMAisareferralauthorityunderthePlanning and Environment Act 1987, the Subdivision Act 1988, the Mineral Resources (Sustainable Development) Act, 1990, andBuilding Regulations 1996.

TheGoulburnBrokenCMAcoordinatesimplementationoftheGoulburnBrokenRegionalFloodplainManagementStrategy(2002-12).Thevisiontoplanforandmanagefloodsis:“….to achieve best practice floodplain management for the benefit of current and future generations….”

Two long-term targets have been proposed to provide measurablereferencepointsofprogressinachievingthevision:

- reducetheimpactoffloodingonthebuiltenvironment- provide ecosystems with natural flooding patterns where

appropriate.

The use of engineering techniques such as hydrology (the study ofrainfall run-off) and hydraulics (the study of water movement overland) assists in understanding impacts of floods on urban and ruralcommunities. In recent years, these techniques have been used tounderstandenvironmentalflowregimesinriverandwetlandsystems.

Understandingflood risk (likelihoodandconsequences) isparamountin any flood study that underpins the investigation of mitigation andmanagement options. Such options include structural solutions(levees,retardationbasins),floodwarningandemergencymanagementarrangements,andlanduseplanningcontrols.

ImplementationoftheGoulburnBrokenRegionalFloodplainManagementStrategyisopportunisticandissubjecttofundingunderAustralianandVictorianGovernmentincentivesthroughprogramssuchasthecurrentNaturalDisasterResilienceGrantsScheme.A reviewof theStrategy’snineprogramsisavailableatwww.gbcma.vic.gov.au.

Climate change and flood protection

Theeffectofclimatechangeonthefloodingof largeruralcatchmentssuchastheGoulburnBrokenisnotwellunderstood.

Intenserainfallislikelytooccurmorefrequently.Thiswouldparticularlycause flooding problems in smaller catchments covering just a few

square kilometres or less, with such problems being dampened overlargerruralcatchments.However,techniquestodesignfloodestimatesforlargeruralcatchmentsarenotwelladvanced.Furtherinvestmentincollaborativeresearchisneeded:

- to identify appropriate new methodologies in flood studyinvestigations

- to address stormwater andflashflooding inurbancentreswhereclimatechangeislikelytohaveaprofoundimpact(thedamagebillfromflashfloodingisestimatedtobethesameasthatfromriverineflooding)

- topreparenewfloodmapstoenableriskstobemanaged- toidentifyappropriatefreeboardrequirementsoverandabove

the standard 300millimetres that the building regulations allowfor new buildings and associated infrastructure such as roads,communicationsandplant.

Inaddition,newfindingsonclimatechangeanditsimplications,suchasforemergencymanagement,needtobeincludedinpolicyandputintopractice.

TheVictorianGovernmenthascarriedoutaFloodsReviewandiscurrentlyfinalisingtheInquiryintofloodmitigationinfrastructureinVictoria.ThefindingsofthesereviewswillbeconsideredbytheParliamentandinthedevelopmentofanewVictorianFloodManagementStrategy.


614 832 496 362 i



• GoulburnBrokenRegionalFloodplainManagementStrategy2002-12• Planning and Environment Act 1987• Subdivision Act1988• Mineral Resources (Sustainable Development) Act1990• Building Regulations,1996


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2011-12 performanceSystems developed over the decade-long dry period proved to besuccessfulafterbeinggivenultimatereal-lifetestsintheformofseveralmajor floods during 2010, 2011 and again in 2012. InMarch 2012,theBrokenCreekcatchmentsawthehighestfloodsinrecordedhistory,causingsignificantdamagetobothruralandresidentialareas.

Of themany tasks undertaken (and summarised in the table below),highlightswere:

- commencementoftheSheppartonEastOverlandFloodStudy,SheppartonMooroopnaFloodIntelligenceandMappingStudy,CoropLakeFloodScopingStudy,VioletTownFloodMitigationDetailedDesignStudy

Floodplain management actions 2011-12

ActionFrom funds received through Goulburn Broken CMA’s Corporate Plan

Achieved Performancei or progress in 2011-12Integrating knowledge into planningSubdivisions* no. 101Dwellings no. 257Retail,shoporofficebuildings no. 26Planningschemeamendments no. 18Wholefarmplans no. 110Floodinformationenquiry no. 175Planningother no. 233Floodplanningamendmentsgazetted no. 0 PreparationfornewmappingforMansfieldShireCouncilFloodlevelsdeclared no. 0VictorianCivilAdministrationTribunalandpanelhearingsattended days 2

Floodplainimplementation no. 1 NathaliaFloodMitigationPlanandFloodWarningandEmergencyManagementArrangements

Groundlevelinformation no. >20

SignificantareasofhighresolutionLightDetectionandRanging(LiDAR)hasbeendeliveredacrossmanyareasoftheGoulburnBrokenCatchmentincluding:StrathbogiePlains,Kilmore-Broadfordarea,MansfieldBuxton,KingParrotCreek,CoropLakes,lowerGoulburnRiver.Also,standardresolutionLiDARhasbeendeliveredformostfirstandsecondorderwaterwayswithintheGoulburnBrokenCatchment.

PeakFloodLevelInformation no. >500 Newpeakfloodlevelshavebeencapturedfollowingthe2010and2012floodsformanyruralandprovincialareas

Urbanfloodstudiesandmanagementplans no. 1 VioletTownFloodplainManagementStudyRegionalfloodstudiesandmanagementplans no. 1 RegionalMurrayRiverFloodStudyCreating awarenessFloodeducationandawarenessprogram no. Ongoingthroughwww.floodvictoria.vic.gov.au

i Mostactionsareperformedreactivelysonotargetsaresetannually,howeverthereareKeyPerformanceIndicatorsrelatingtoregulatorywaterway/waterfunctions(seepage47).

ii Basedonindicativebreakdown

- completion of the Regional Murray River Flood Study, advancedfunctionaldesignforBarmahTownshipFloodMitigationStudyandadvancedprogressfortheKingParrotCreekFloodMappingProject

- MansfieldShireCouncil committed to amajorplanning scheme(flood)amendment.TheMansfieldFloodStudyisunderacompletereviewtoextendmappingfortheCouncil

- fundingsoughtforfivenewinitiativesundertheNaturalDisasterResilienceGrants Scheme: Numurkak FloodplainManagement Plan, CobramEastMitigationDesignandTallygooroopn/CongupnaFloodReview

- 98per cent of statutory planning applications determinedwithinprescribedtimelimits

- continuedtestingofworkflowforaStatutoryPlanningGeographicInformationSystemsonbehalfofallinVictoria.

Long-term strategy implementation progressMostlistedtaskshavebeencompletedwellaheadofschedule.

It is assumed that tasks completed will result in reduced impact offloodingonthebuiltenvironment(whenitfloods).

Following completion of a number of floodplain management plans,responsible authorities are implementing recommendations includingstructuralandnon-structuralworksusinglocal,StateandCommonwealthgovernmentgrants.

Improving the natural flooding patterns of ecosystems via sensitivefloodplainprotectionplanningisataskinprogress.

Catchment conditionThe built environment is in a better state with improved pre-development planning and flood response systems. Theprolongeddryperiod from2002resulted innegligible flooddamageuntil thesignificantfloodsofSeptember2010,andMarch2012whichcausedagriculturalandurban(residentialandbusiness)lossesanddamagetowaterwaysandassociatedinfrastructure.

TheGoulburnBrokenCMAisbeginningtoalignfloodplainmanagementwith theEnvironmentalWaterReserveprogram, suchas theGoulburnand Murray Rivers (Barmah-Millewa Wetlands). Large opportunitiessuchasthelowerGoulburnRiverfloodplainremainuncaptured.

What’s next?FloodawarenessandeducationprogramsregardingaccesstoflooddatawillcontinuefollowingthelaunchoftheFloodVictoriawebsite,www.floodvictoria.vic.gov.au.

Revised flood mapping using newly captured terrain elevation dataagainst newly derived information contained in the 100-year floodlevelatlaswillcontinuallybeimproved.ThiswillbuildontherecentlydeliveredLightDetectionandRangingdatasets.

Local government planning scheme amendments to incorporate newmappingandperformancebasedassessmentswillcontinue.

Flood warning and emergencymanagement arrangements with partners,particularlytheVictoriaStateEmergencyServiceandlocalgovernment,willbesupported.Capitalworksandfurtherfloodstudieswillalsobesupported.

Recommendations of the Comrie Flood Review and the VictorianEnvironment and Natural Resources Committee’s inquiry into floodmitigationinfrastructurewillberespondedto.

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Investment area 3 – Land and BiodiversityCompiledby:SteveWilson,JennyWilson,CarlaMiles,MarkCotter,TonyKubeil,KateBrunt,MelanieHaddow,GregWood,RhiannonApted,JaniceMentiplay-Smith,JimBegleyandKateHill.Seewww.gbcma.vic.gov.auformoredetails.

BackgroundBiodiversity assets of theCatchment include habitat and species andcommunities, many of which are threatened. If we are to conservethese assets we need tomanage them to increase their resilience tochanges,suchasdroughtsandfloods.Theseassetssupportproductiveand sustainable landscapes by providing ecosystem services such aspollination,pestcontrol,nativespecieshabitat,healthysoils,cleanairandprovideanaestheticallypleasingplace to liveandrecreate.Manyareas are valued for different and often competing land uses such aswildlife species habitat and wildfire control, providing challenges forthe Land and Biodiversity program. Investment in the Catchment’sbiodiversityandlandhealthisguidedbytheBiodiversityStrategyfortheGoulburnBrokenCatchmentVictoria2010-15.

The Land and Biodiversity program’s vision (updated in 2012) is“Healthy and resilient ecosystems, and an actively involved and inspired community practicing sustainable natural resource management.”

The Land and Biodiversity program continues to deliver a range ofprojects that involve the community in biodiversity conservation andlandhealth.TheseprojectsaredeliveredthroughthesoundbasisoftheBiodiversity Strategy and in alignmentwith State andCommonwealthpriorities. Three discrete but highly connected investment areas arereportedinthissectionundertheLandandBiodiversityprogram:

3aBiodiversity;

3bLandhealth,includingdrylandsalinity;and

3c Invasive plants and animals (managed largely by Department ofPrimaryIndustries).

Although the three investment areas aremanaged separately, they areconnectedbycommonactionsandintent.Forexample,protectionandenhancementofnativevegetationoftenincludesfencingalongstreamsandwetlandsandrevegetationandpestplantandanimalcontrol.Farmersareencouragedtoconsiderbiodiversityoutcomeswhenassessingsoilhealth. The integration of these investment areas, and carrying out ofworksinthesamelandscapes,canresultinasystems-basedapproachtolandmanagement,whichrecognisesthateachaffectstheother.

The Goulburn Broken CMA works in partnership with governmentagencies, local government, and community natural resourcemanagementgroups.

Significantchallengesfor theLandandBiodiversityProgramin2011-12 were associated with changes in Victorian Government policy,suchaschanges toDepartmentofPrimary IndustriesandDepartmentof Sustainability and Environment policy directions and staffing, andDepartment of Sustainability and Environment’s direct funding ofLandcare facilitator positions. New funding opportunities include theVictorian Government’s ‘Communities for Nature’, not available toCMAs,which brought $2.2million into theCatchment in 2012. TheLand and Biodiversity Program assists the successful applicants withimplementation standards and provides information and resources.AustralianGovernmentsupportandprioritieshaverecognisedtheneedto address climate change, resulting in new opportunities for carbon

sequestration activities. The ‘Biodiversity Fund’ brought in a total of$7,468,300 into the Catchment over six years, of which $6,403,000willbemanagedbytheLandandBiodiversityProgram.Bothofthesefundingsourceswillbeavailableforasecondroundnextyear.

Climate change and land and bidiversity

The Land and Biodiversity Program has completed the developmentof a Climate Change Integration Strategy to ensure that climatechange considerations, including relevant State and CommonwealthGovernmentstrategies,arefactoredintoGoulburnBrokenCMAplanningandimplementation.

What’s next?The Land andBiodiversityProgramwill continue to beguidedby theBiodiversityStrategyfortheGoulburnBrokenCatchment2010-15andtheGoulburnBrokenRegionalCatchmentStrategy2012-18 inprojectdelivery and strategic planning addressing Commonwealth, State andregionalpoliciesandstrategies.Theprogramwill continue to identifymutualprioritiesand integrationwithother internalprograms,suchasSustainable Irrigation and River and Wetland Health and FloodplainManagement, and work with external partners. The program willcontinuetofocusonusingasystemsapproachtolandandbiodiversitymanagementandspatiallytargetpriority‘areasforattention’identifiedinthereviewoftheBiodiversityStrategy.AlandhealthpolicystatementwillbedevelopedtocomplementtheBiodiversityStrategy.Theprogramwillcontinuetosourcefundingwithpartnersasexcemplifiedbytherecentsuccessfulfundingfromthe‘BiodiversityFund’(AustralianGovernmentCleanEnergyFuture)whichwillhelptoincreaseongroundoutputs.

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Investment area 3a – BiodiversityCompiledby:SteveWilson,JennyWilson,KateBrunt,MelanieHaddow,CarlaMiles,JaniceMentiplay-Smith,JimBegley,SimonCasanelia,WayneTennantandRodMcLennan.Seewww.gbcma.vic.gov.auformoredetails.



of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived) n.a. n.a. Ontarget Medium n.a.

Long-termstrategyimplementationprogressiii Tasks(scheduledbetween2000and2011) n.a. n.a. Ontarget Medium n iv

Catchmentconditionv

NativevegetationqualityandextentThreatenedspeciespopulationsWaterregimesofenvironmentalfeaturesManagementsystems

Poor Low Poor Low

i. SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii. TheratingofCatchmentconditionin1990wasdeterminedusingourunderstandingin2012ofthesituationin1990.iii. Evidencerelatedtoaquatic,includingwetland,biodiversitysuchasenvironmentalshareofwatersupplyandenvironmentalwaterisdescribedin‘Investmentarea

2a–Environmentalflowsandwatersupply’and‘Investmentarea2b–Riparianandinstreamhabitatandchannelform’.iv. Assumedtoparallelgovernmentfundingtrend,whichincludesfundingfrominvestmentareas2aand2b.v. ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.


• BiodiversityStrategyfortheGoulburnBrokenCatchment2010-15• GoulburnBrokenRegionalCatchmentStrategy2003• GoulburnBrokenNativeVegetationPlan2003• Victoria’sNativeVegetationManagementFramework

Government investmenti, $0002009-10 2010-11ii 2011-12 2012-13iii Trend

2,512 6,467 5,244 4,450 i

i. Plusco-investmentinbiodiversityfromotherinvestmentareas.ii. The real increase in Biodiversity investment in 2010-11 was marginal:

theapparentincreaseisduetointernalreclassificationandreallocations.(ActualinvestmentinBiodiversitywasincreasedmarginallybyincreasedCommonwealthfunding.)

iii. ForecastbasedonfundingadviceatAugust2012.

Background“Healthy ecosystems supporting viable populations of flora and fauna”is the vision for biodiversity conservation in the Goulburn BrokenCatchment, as identified in the Biodiversity Strategy for theGoulburnBrokenCatchment2010-2015.

The Land and Biodiversity Program is working towards achieving thisvisionthroughdirectimplementationoftheBiodiversityStrategy.

To determine progress towards the vision, actions and assumptionsaboutthecontributiontoresourceconditiontargetsaremonitored.Thesetargetsare:

- Maintainextentandqualityofallnativehabitatat2005 levels inkeepingwiththegoalof‘netgain’listedinVictoria’sBiodiversityStrategy1997;

- Increasetheextentofnativevegetationinfragmentedlandscapesby 70,000 hectares by 2030 to restore threatened EcologicalVegetationClassesandtoimprovelandscapeconnectivity;

- Improve the quality of 90 per cent of existing (2005) nativevegetationby10percentby2030.

The Biodiversity Strategy’s initiatives and actions, which are alignedwithCommonwealthandStatestrategiesandpriorities,enableprogresstowardstargets.FurthertargetsrelatingtothehealthoftheCatchment’saquatic (including wetland) biodiversity are discussed in ‘Investmentarea2b–Riparianandinstreamhabitatandchannelform’onpage90.

Partners are critical in implementing many of the Strategy’s actions,such as delivering environmental management incentives for privatelandholders.

TheBiodiversityStrategyfortheGoulburnBrokenCatchment2010-15hasfivekeyareasforaction.

1 Adapting to change:proactivelyrespondtothreatsandopportunitiesfrom socio-economic and policy drivers (including the RegionalCatchment Strategy), seize opportunities for climate changemitigationandadaptation,andprovidetailoredsupporttoachangingsociallandscape.

2 Nurturing partnerships:reviewandbuildonexisting,andestablishnew, partnerships particularly with Indigenous groups, privatelandholders and community groups such as Landcare, particularlyregarding biodiversity monitoring and reporting, and develop largescalecollaborativeprojects.

3 Investing more wisely: invest limited resources wisely throughtranslationofpolicyandresearch into implementation,anddevelopclearprocessesforbiodiversityprioritisationatvariousscalesusingarangeofmechanisms.

4 Building on our ecological infrastructure: enhancesocialcapacityandecologicalresilience,whichinvolvestransformingecosystemssotheycanadapttoclimatechange,bybuildingconnectionsandlinkagesacrossexistingbiodiversityinfrastructureonpublicandprivateland,including capturing opportunities for fragmented ecosystems, thenational reserve system and key refuge areas, controlling invasivespecies,anddevelopingappropriatefireregimes.

5 Legitimising biodiversity conservation: increasedutyofcareforthenaturalenvironmentbyhighlightingtheimportanceofbiodiversityfor quality of human life to all governments and the community,and increase support and opportunities for landholders to act asbiodiversitystewards.


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Climate change and biodiversityManyspecies,ecosystemsandvegetationcommunitiesaredeclininginqualityandextentduetovegetationloss,functionalchangestosoilsandwater, invasivespeciesandother threats.Climatechangecompoundsthese threats, resulting in further pressures that reduce the resilienceof some species and ecosystems to threats. A wave of extinctions isforecastunderrunawayclimatechangescenarios.Toaddresssomeofthesethreats,aclimatechangeriskassessmentwasundertakenduringthedevelopmentoftheBiodiversityStrategy,whichinfluencedthenatureoftheactionsidentified.Fromthiswork,aClimateChangeIntegrationStrategy was completed this year, leading Goulburn Broken CMAprogramstoincorporateclimatechangeconsiderationsandadaptationresponses including encouraging biodiversity outcomes from carbonsequestrationactivities.

2011-12 performanceImplementation of the Goulburn Broken CMA’s Biodiversity Strategy2010-15iswellunderway.Ofthe64actionsidentifiedinthestrategy,48 are ongoingor underway, four havebeencompleted, andonly12havenotbeenstarted.MostactivitiesandworkplansforstaffoftheLandandBiodiversityProgramaligntoactionsintheStrategyandpartnersarealsohelpingtoimplementthestrategy.

Partnersdeliveredseveralkeyprojects,including:

- Plains Woodland Tender: fencing and revegetation (Department ofPrimary Industries); Tender and stewardship payments (DepartmentofSustainabilityandEnvironment)

- Permanentprotectionofhighvaluesites(TrustforNature)- Threatened species protection (Department of Sustainability and

Environment)- Priority projects (community groups throughan expressionof

interestprocess)- Community education through community-based Natural Resource

Managementgroups.

Significantlevelsofongroundworkswereachieved,includingfencingof888hectaresofremnantvegetation.ThePlainsWoodlandsproject(703hectares), and the PlainsWetland Tender (136 hectares)mademajorcontributions.

SpecificprogressforeachstrategicdirectionoutlinedintheBiodiversityStrategywillnowbediscussed.

Biodiversity Strategic Direction 1: Adapting to change

Natural resource management policy and socio-economic driversare changing rapidly, providing significant threats and opportunitiesfor biodiversity conservation. The Land and Biodiversity Program’sresponse includes being flexible about delivery of projects, buildingresilienceintoitsoperationsbydiversificationoffundingopportunities,buildingcorporatepartnerships,andpartneringand fostering researchwithuniversities.TheLandandBiodiversityProgramcontinuestobeattheforefrontofstrategicplanning,includingadoptingresiliencetheory.

Flexible delivery of projects:Projectsweredeliveredthrougharangeof partners, including Department of Sustainability and Environment,DepartmentofPrimaryIndustries,TrustforNatureandcommunity-basedNatural ResourceManagement groups. Continued diversification willrequire theLandandBiodiversityProgram tocontinue tobuild strongpartnershipsandensurethatstandardsremainhigh.

Diversification of funding opportunities: Opportunities for non-governmentinvestmentwereexploredthroughthestate-wideLandcareCorporate Partnership role, hosted by theGoulburn BrokenCMAwith$99,000ofcorporatesupportfornaturalresourcemanagementprojectsbeing facilitated through Landcare networks and individual projects.Partnerships and projects included engaging with 26 businesses,developingaLandcareCommunityGrantsGuidebooklet,utilisingvariousmediatopromotecorporateLandcarepartnerships(36differentavenues,e.g. newspaper and journal articles, radio interviews), supporting 11ongroundprojects,planting2,000plants, and facilitating15nestboxandtrainingevents.

Fostering Research with universities: The Land and BiodiversityProgramactivelyparticipatedinresearchprojectssuchas‘FrogsandFire’UniversityofMelbourneandANU’sresearchonthenativefaunaassociatedwithrevegetatedsitesandremnants.ResearchbyCharlesSturtUniversityintothebiodiversityvalueofvegetationthickets,whichcanoccurthroughnaturalregeneration,wassupportedbytheGoulburnBrokenCMA.

Submissionsonninepoliciesandstrategieswerepreparedforvariousagencies.Thisyearresponsesweregivento:

- CarbonFarmingInitiativeMethodologies- TheNationalCorridorsPlan- Sixlocalgovernmentenvironmentstrategies- NorthEastFirePlanningActionPlan

Biodiversitystaffparticipatedinconferencessuchas:

- FarmingFuturesForum- VictorianLandcareNetworkForum- CarbonFarmingInitiative- StateLandcareConference- National NRM Conference (poster presented, co-authored paper

presented)- Fire and Rain: Social Innovation and Community Leadership

conference(presentation)

Biodiversity Strategic Direction 2: Nurturing partnerships

Local Government Partnerships: The Goulburn Broken LocalGovernment Biodiversity Reference Group, convened by Moira ShireCouncil and funded by Caring for Our Country celebrated its fifthAnniversary in August. The Group involves seven local councils,governmentdepartmentsandregionalauthoritiesandispivotalinbuildingthecapacityoflocalgovernmenttoplayanactiveroleinnaturalresourcemanagementbydevelopingskills,knowledgeandmostimportantlystrong,collaborativepartnerships.KeyachievementsoftheGroupinclude:

- 282 people (target 40) involved in programs initiated by localgovernmentandprojectpartnersdirectlyaimedatthemanagementofThreatenedGrassyWoodlands

- 6meetings (target 2)with a total attendance of 79peoplewith anaverageof13permeeting

- 39 local government staff (target 30) attending training coursesrelatedtothemanagementofecologicalcommunities

- More than $62,000 (target $54,000) in project partner in-kindcontributions

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Biodiversity staff were involved in developing six local governmentstrategies through theBiodiversityReferenceGroup, representationonstrategysteeringcommitteesandparticipationinworkshopsandfocusgroups,whichcontributedtoalignmentoflocalandregionalpriorities.

ContinuedmembershipoftheGoulburnBrokenGreenhouseAlliancefostersintegrationofnaturalresourcemanagementintoclimatechangeadaptationandmitigationactivitiesatlocalgovernmentandcommunitylevels.

Indigenous Partnerships: The Yorta Yorta Indigenous Works CrewcontinuetoimplementbiolinkworksintheDookieareathroughCaringforOurCountryfunding.Tuangurungpeoplewereinvolvedwithblackberrycontrolinspringwetlands,whichcapitilisesonpreviousinitiatives(suchasWetlandTender)intheStrathbogieRanges.

Internal partnerships were strengthened through joint projects withGoulburn Broken CMA’s River and Wetland Health and FloodplainManagement Program such as the Plains Wetland Tender, projectapplicationsfortheBiodiversityFund,threatenedspeciesmanagement,mediasuchastheFishesbooklet,iSpyFrogs,ReptilesandFrogsBooklet(with Conservation Management Networks) extension and strategicplanning. Working with the Shepparton Irrigation Region partnersincludedinputintothewholefarmplanningprocess.

Agency partnerships: Partnerships with a wide range of agencies,includingDepartmentofSustainabilityandEnvironment,DepartmentofPrimaryIndustries,ParksVictoria,TrustforNature,localgovernmentandcommunity-basednaturalresourcemanagementgroupsarestrengthenedthrough the quarterly Land and Biodiversity Implementation Forum,wheremeetings have focused on understanding issues and priorities,developing a common understanding of funded works, woodlandmanagement, and funding opportunities. Program staff attendedvariouspartnershipmeetings,includingtheStatewideCMABiodiversityManagersForum,GoulburnBrokenRegionalCatchmentStrategyProjectManagementTeamandSteeringCommittees.

Conservation Management Networks (CMNs): The successof CMN’s in increasing community engagement in biodiversityconservationcontinueswiththeestablishmentofafifthCMN,LongwoodPlainsCMN(independentlyoperatedthroughNRIPfunding).TheLowerGoulburn and Strathbogie Ranges CMNs are building financially andinmembership, and theWhroo-Goldfields and Broken Boosey CMNsCoordinatorcontinuedtobesupportedfinanciallybytheDepartmentofSustainabilityandEnvironmentandtheGoulburnBrokenCMA.

CMNachievementsinclude:

- 1,011membersandgrowing- 13fielddays- 1,027peopleattendedfielddaysandworkshops(anaverageof79

peopleperfieldday)- employment of coordinators equaling 2.2 full time equivalent

positions- received$369,000inprojectfunding(successfulgrantapplications

of$1,083,300)- 1,000’sofhoursofvolunteerstime- activities such as fox baiting to protect threatened species,

productionofacalendar,nestboxactivities,wetlandplantingandfielddaystodiscussbiodiversityconservation.

Landcare: Landcare partnerships continue to be strong with quarterlymeetings with network chairs and the Goulburn Broken CMA SeniorManagement.

LandcareAchievementsInclude:

- over 3,000 Volunteers contributing time to Natural ResourceManagement

- more than$1.4million todelivereducationandongroundworksprojects

- invested$518,000toemploy10part-timestaffacrosstheCatchmentSupporting individual landholders: More than 40 site visits wereundertaken to properties involving landholders who have entered intofive and ten yearmanagement agreements with projectsmanaged bytheLandandBiodiversityprogram,namelyBushReturns,Multi-regionalwoodlandsprojectandWetlandTender.Theongoingchallengeofthisapproach is that,while this isaservicehighlyvaluedby landholders,thesevisitsarenotfunded.

Biodiversity Strategic Direction 3: Investing more wisely

Wecontinuedtousearangeofmechanismstoappealtolandmanagers,includingmarket-basedincentivesanddevolvedgrants.Regional,Stateand National priorities are considered in identifying regional priorityareasfordelivery.

The Biodiversity Monitoring Action Plan continues to guide researchprioritiesandhelpunderstandprogresstowardscatchmenttargets.

Incorporating research into planning and implementation: ApartnershipwithMelbourneUniversity,‘Adaptivemanagement:thresholdsof native vegetation change’, will inform assumptions about vegetationquality targets, improve understanding of links between outputs andoutcomes,andrefinethemonitoringactionplan.Thisshouldresultinmoretargetedworksandabetterunderstandingofoutcomesofinvestment.

Areviewofapreviouspaddocktreeprojectshowedthatfencingofpaddocktreescanbeanimportantwaytoprotectthesecriticalbiodiversityassets,but that fencingalone isnot enough. In futurepaddock treeprojectswill incorporate theplantingof understory to increase tree health andlong-termviability.

The release of NaturePrint (v2.0) (Department of Sustainability andEnvironment) will help to refine spatial priorities outlined in theBiodiversity Strategy for investment through identification of areas ofhighconservationvalue.

Biodiversity Strategic Direction 4: Building on our ecological infrastructure

Improving Landscape connectivity: The successful community-based Regent Honeyeater Project continues to restore remnant box-ironbarkhabitat forendangeredspecies,plantingcorridors,enhancingremnantsandprovidinghabitatsuchasnestboxes.Monitoringofsitesshowsanincreaseinfaunarichness.Theprojectdelivered52hectaresthis year. Similarly the Superb Parrot project delivered 15 hectaresincludingcorridorslinkingremnantsofimportanthabitatforthisspecies.

Accelerating stewardship programs: The Plains Wetland Tender and Grassy Woodlands Tender providedstewardship payments for 5 and 10 years and in-perpetuity (i.e. Trustfor Nature covenants) management agreements. These tenders ensuremaintenance of well-functioning ecosystems that are under threat fromland-usechange.

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Identifying and maintaining well-functioning ecosystems:Important,highqualitysitespurchasedorcovenantedforconservationincluded 210 hectares secured in state and regional priority areas byTrustforNature’scovenantingandrevolvingfundprogram.

Weed control: TheLandandBiodiversityProgramsupportedBenallaRural City Council, Greater Shepparton City Council andMurrindindiShireCouncil in treating166hectares (target27hectares)ofChileanNeedle Grass, a weed of National significance, on road reserves andothercouncil-managedlandcontainingthreatenedgrassywoodlands.

Threatened species management focused on assessing thepopulationstatusoftheStripedLeglessLizard,GoldenSunMoth,Grey-crownedBabbler,AlpineTreeFrog,Spot-tailedQuoll,MountainPygmyPossumandseveralthreatenedplantspecies.

The Goulburn Broken Indigenous Seedbank at the University ofMelbourne’s Dookie Campus continues to be an essential resource:215kilogramsofseedwascollectedfromnaturalpopulationsandseedorchards,suchastheEuroaArboretum,whichensurelargevolumesofseedscollectedforthreatenedspecies.

Actions 2009-10, 2010-11 and 2011-12

Action



2009-10 2010-11 2011-12

Stock grazing management action Fenceterrestrialremnantvegetation ha 1,276 1,112 680 566 120 Fencewetlandremnant ha 8 78 160 250 64 Fencestream/riverremnantii ha 63 354 0 0 100 Bindingmanagementagreement(licence,Section173,covenant)iii ha 906 434 360 380 95 Grazingregimechangeiv ha 233 119 0 0 100

Habitat loss management

Revegetation–plantnativesv ha 1,403 1,383 1,862 1,830 102

i. Achievementsincludethosefromcomplementaryinvestmentareas(SheppartonIrrigationRegionsalinity,RiparianandinstreamhabitatandchannelformandLandhealth(includingdrylandsalinity).

ii. In2009-10,63kilometreswereachievedandthiswasreported,incorrectly,ashectares;thiswillnotaffecttheoverallorderofachievement.iii. In2009-10and2010-11,TrustforNaturedeliveredallofthehectaresachieved.iv. In2010-11and2011-12theseoutputswerelowerduetopostfireandfloodaccessandservicedeliveryissues.v. In2009-10naturalregenerationfromtheCaringforourCountryWoodlandsprojectandtheE=M3C3projectarealsoincluded705hectaresand10hectaresrespectively.

Biodiversity Strategic Direction 5: Legitimising biodiversity conservation

Theimportanceofbiodiversitytohumanwelfareneedstobeunderstoodmore broadly by the community to ensure appropriate and increasedresources by the government and the community in conservationactions. Thismust first occur through education of the community toincreasesupportandunderstandingofdutyofcare.Progresstowardsthisstrategicdirectionincludes:

- promotionofelementsofbiodiversitythroughmedia,suchastheReptilesandfrogsbooklet,includingaCDoffrogcalls,the‘iSpyfrogs’phoneappandbooklet. Thesepublications recognise theimportanceofwetlandsandriparianzones.

- thelong-standing(since1998)andpopular(32attendedinOctober2011)Box-IronbarkEcologyCoursecontinuedtobesupportedbytheGoulburnBrokenCMA(throughCaringforourCountry)andtheBrokenBooseyandWhrooGoldfieldsCMNs.

- ChoughChatcontinuestobeanimportantemailforumtopubliciseevents.

River health activities focused on aquatic threatened species

The Goulburn Broken CMA’s River Health Program includes a strongemphasis on aquatic threatened species. See page 92 for details of2011-12performance.

Climate change activities that relate to biodiversity

TheGoulburnBrokenCMAcontinued to support theGoulburnBrokenGreenhouse Alliance and the Goulburn Broken Local GovernmentBiodiversity Reference Group. Both groups received funding throughtheVictorianLocalSustainabilityAccordtoimplementclimatechangeprojects.

Investigationsintoopportunitiesandchallengesassociatedwithcarbonmarketscontinuedwithkeypartnersandpolicymakers.TheGoulburnBroken CMA has been pro-active in commenting on Carbon FarmingInitiativepolicieswiththeaimofensuringgoodbiodiversityoutcomes.

MonashUniversity’s ‘CarbonProject’,whichaims todevelopa robustmodelling platform for the impact of reforestation on carbon, waterand biodiversity for theGoulburn BrokenCatchment, continued to besupported.

The Goulburn Broken CMA Climate Change Integration Strategy wascompleted,followingonfromtheClimateChangePositionPaper(2007).It provides direction for how the organisation will integrate climatechangeintoinvestmentareas,lookforopportunitiesthroughthecarbonmarketandsupportmitigationefforts.

Severalworks-orientedprojects suchasWetlandTender,BushTenderandtheWoodlandsProject,arebuildinggreatergeneralresilienceofthenatural environment to various threats, including climate change. TheGoulburnBrokenCMAalso continues to improve theway it developsprioritiessothatworkscanbebettertargetedtoaddressclimatechangeissues.

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Long-term strategy implementation progress Long term progress against the updated Biodiversity Strategy’s fivestrategicdirectionsissummarisedbelow.

1.Adapting to change:•supporting and influencing the development of the Goulburn

BrokenRegionalCatchmentStrategy• the development of the Goulburn Broken CMA Climate Change

IntegrationStrategyadaptingtochangesindeliverypartnersandthedevolvingofgrantsdirectlytocommunitygroups(e.g.Communitiesfor Nature (Department of Sustainability and Environment) andindividuals(e.g.BiodiversityFund(CleanEnergyFuture).

2.Nurturing partnerships:•continuationandimprovementofnumerouspartnerships:funding

bodies; agencies; community groups; indigenous groups andlandholders.

• theLandandBiodiversityImplementationForum,nowinitssecondyearcontinuestobesuccessfulandinfluential.

• crossborderpartnershipsincludingMurrayCMA,andYortaYortaNation.

3.Investing more wisely.ThepriorityzonesidentifiedintheStrategyarebeingtargetedforincentives.Newresearchwillhelpusdevelopalong-termmonitoringapproachtomeasurebiodiversityoutcomes.

4.Building on our ecological infrastructure. Improving landscapeconnectivityandfunctionandclimatechangeadaptationareafocusfor grants, and community projects. Seedbank projects are criticalin ensuring seed supply for future (landscape-scale) revegetationprojects.

5.Legitimising biodiversity conservation.Biodiversityconservationisincreasinglyrecognisedasalegitimatelanduseandintegralpartoflandmanagement,aswellasakeylinktohumanwelfare.Ongoingefforts are required to promote the harmony that can exist betweenbiodiversityconservationandagriculturalproductivity.ConservationManagementNetworksareplayingavaluable role inpromoting theimportanceofbiodiversityconservation.

Catchment conditionAgainstareferencepointofpre-Europeansettlement,theconditionoftheCatchment’sbiodiversityhasbeenratedas‘poor’:ithasnotimprovedsince1990.However,thereferencepointof‘pre-European’tomeasurecurrentconditionmaynotbeusefulbecausewedonotaimtorestorelandscapes to pre-European condition. If we used a reference pointotherthanpre-European,thenitislikelythatcatchmentconditioncouldbeshowntohave improvedbeyond‘poor’.Newresearchpartnershipsshouldhelpustobetterrefinetargetsandassumptions.

While acknowledging uncertainty, we appear to be making someprogress towards vegetation extent targets (see graph on page 105).However,futurerisesinextentneedtobemuchgreaterifwearetoreachthe2030target.

Major threats to the condition of biodiversity include the increasedlikelihoodandfrequencyoffireduetoclimatechangeandlarge-scaleandfrequentfuelreductionburning.

Themeasuresusedtodetermineprogresstowardstargetsinclude:

- areaofhigh-qualityremnantsofnativevegetationprotected- amountofnaturalregenerationthroughland-usechange,suchas

stockremoval- areaofrevegetationandremnantprotectionthroughstewardship

programs, such as Plains Wetland Tender, and the WoodlandsProject.

Theconditionofaquatic(includingwetland)biodiversityisdescribedin‘Investmentarea2a–Environmentalflowsandwatersupply’(page88)and ‘Investment area 2b–Riparian and instreamhabitat and channelform’(page90).

What’s next?EnsuringkeylinkswiththerevisedGoulburnBrokenRegionalCatchmentStrategy2012-18

Increasing investment in biodiversity conservation (e.g. $6.4 millionoversixyearsfromBiodiversityFund).

Respondingtochangesinstrategies,policiesanddeliveryapproachesensuringbiodiversityisattheforefront

Strengtheningcommunitysupportforbiodiversityconservation

Implementing a range of landholder and engagement and incentiveprograms

Buildingecosystemresilienceanddeliveringtargetedlandscape-scaleprojectsthatconsiderachangingclimate.

IntegrationandcooperationwiththeSustainableIrrigationandRiverandWetlandHealthandFloodplainManagementPrograms.

GrowingIndigenouspartnerships.

DevelopingCarbonFarming Initiative ‘scheme’partnerships toensurepositivebiodiversitybenefits.

ContinuingtosupporttheGoulburnBrokenGreenhouseAllianceandtheMonashUniversity’s‘CarbonProject’.

Implementation of recommendations from the first review of theBiodiversityStrategy

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i. Resourcecondition target (revised2009): Increase theextentofnativevegetation in fragmented landscapesby70,000hectaresby2030 to restore threatenedEcologicalVegetationClassesandtoimprovelandscapeconnectivity.

ii. Basedonassumptionsongainsinvegetation(suchasrevegetationandnaturalregeneration)andlossesofvegetation(suchaslegalandillegalclearing).Vegetationburntinthe2009fireshasnotbeenincludedasalossofextent,asitisassumedtheareaburntwillregenerateby2030.Directvegetationremovalassociatedwiththefiresisassumedasalossinthenetoutcome.Detailedassumptionscanbefoundatwww.gbcma.vic.gov.au.

2000-01 2005-06 2010-11 2015-16 2020-21 2025-26 2030-31

Progress towards native vegetation extent targeti, increase in area, hectares

Strategy implementation year

0

20,000

40,000

60,000

80,000

Targeti

Progressii

Implement recommendations from the first review of the Biodiversity Strategy

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Investment area 3b – Land health including dryland salinityCompiledbyMarkCotterandRhiannonApted.Seewww.gbcma.vic.gov.auformoredetails.


• DrylandSalinityManagementPlan1989(andreviews1995,2001,2008)• (Murray-Darling)BasinSalinityManagementStrategy2001-2015• DepartmentofSustainabilityandEnvironmentSoilHealthStrategy2012• DepartmentofSustainabilityandEnvironmentdraftLandHealthStatement


1,821 433 1,293 1,337 n


BackgroundIn 2011-12 the Land Health program broadened its focus to includesoilhealth. Thisreflectsastrongcommunity interest in the improvedmanagement of soils and the opportunities to improve catchmentconditionbyimprovingthehealthandstabilityofsoils.Theprogramhasbeenbuilton twoprojects focusingonbuildinglong-termcommunitycommitment toprovideecosystemservicesfromsoilandsoilcarbon.TheseprojectswerelargelybeenfundedbytheAustralianGovernment’sCaring for our Country program and the Victorian Government inpartnershipwiththeDepartmentofPrimaryIndustries.

Themainemphasisonimprovingsoilhealthisprotectingandenhancingthe environmental services from soils - carbon sequestration, soilstability and soil biology, protecting and enhancing the soil capitaland protecting other assets that are at risk of being degraded by soildisservices.Remedyingsoilacidityandsoilerosionaretwodisservicesfrom soils that are also an important component of the Land Healthprogrambecausetheyaffectotherassetsandunderminetheresilienceofoursoilsystems.

1.1.1 Salinity focus on discharge

The recent wet seasons have caused significant rises in bore levels,particularly across the upland catchment. The abundant pasture andgrassland growth and flushing of salt has masked the presence ofdischarge but this will return with a future dry period. Managementfocuswillbeonthosedischargeareasthatdirectlyimpactaquaticandterrestrialassets.

The LandHealthStatement, buildingon last year’s position,makes itclear that the future management of salinity must be justified undertheprograms that areprincipally responsible for terrestrial, aquaticorbuiltassets.CleardirectionandsupportfromtheVictorianGovernmentis required if this position is to change to accommodate the State’sresponsibilityunderthefederalWater Act 2007.

TheGoulburnBrokenDrylandSalinityManagementPlan’sadjustedtarget,developedin2000and2002,istomaintainincreasestosalinitylevels of the River Murray at Morgan (in South Australia) from theGoulburnBrokenDrylandatorbelow1.3electricalconductivity(equatesto67,000tonnesperyearfromtheDryland)by2050.

Asset based approach and dryland salinity

There are three aspects to the assetsbased approach in LandHealth.First is the protection or enhancement of the soil capital. Second isthe restoration or preservation of services from soil, such as carbonstorage,soilbiodiversityandwaterholdingcapacityofsoilsand thirdistheprotectionofotherterrestrialandaquaticassetsbyreducingtheimpactofsoilacidity,watererosionandsoilsalinity. In2011-12 theLandHealthprogramworkedwiththecommunityandpartnersonraisingawarenessoftheimportanceandvalueofsoilcarbon,soilbiologyandmanagementoferosionandsoilacidity.

Community

Thecomplexityofsoilhealthandthecontextualnatureofitsrelevanceand importancemean that advancements insoilhealth relyonstrongpartnershipswithlandmanagers.

Climate change and dryland salinity

Themainchallengeofclimatechange to landhealth is the increasedvariability of seasonal rainfall with its impact on ground cover, thespread of new weeds and non-indigenous pasture species. At riskalsoarethecroppingareas,withthespreadoffungalandrootdiseasesandpestsforcingchangestoIntegratedPestManagementregimes.In2011-12 the burning of stubbles and consequent loss of soil carbonandincreasedriskoferosionwasareflectionofthesortsofchallengesthatincreasedclimatevariabilitybrings.Theincreaseinsummerrainfallevents has already affected the catchment hydrology and introducesa newuncertaintywith thedecreasing relevanceof equilibriumbasedmodels.



of rating Trend

2011-12performance Outputs(againsttargetssetasaresultoffundsreceived) n.a. n.a. Ontarget High n.a.Long-termstrategyimplementationprogress Outputs(scheduledbetween1990and2011) n.a. n.a. Belowtarget Medium i iii

Catchmentconditioniv WatertablesalinityanddepthsSaltdisposedtoMurrayRiverSalinityofenvironmentalfeaturesManagementsystems Poor Verylow Satisfactory Low h



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Theprogramcontinuestosupportclimatemitigationactivitiesthroughsoilcarbonsequestrationintheshortterm.throughlandclassfencing,grazing management, increasing perennial cover and potential netprimary production to capture more carbon, whilst reducing lossesthrougherosionorhighlevelsofoxidationwhilelongerlastingandmoreextensiveabatementprogramsareputinplaceintheeconomy.

2011-12 performanceThe Land Health program maximised community involvement andencouraged communities to develop solutions to their problems, allinanenvironmentof shared learning. Thishas, andcontinues tobe,monitoredandevaluatedinpartnershipwithexpertproviders.

Significant disruptions to normal works programs were caused bydeliverypartnersundergoinglossofkeystaffandsignificantlyreducedfunding.Thishadmoreofanimpactonthedeliveryofgrants.TheLandHealth soils projectwas successful in retaining key partnershipswithhighlyskilledstaffwhichallowedtheprojecttoexceedtargets

Developing robust and adaptable systems is important for managingtheimpactsofclimatechangeandtheprogrampromotedlandmanagerbehavioursthatbestdemonstratedthis.

The extraordinary wet conditions focused landmanagers on pressingproblems of crop, pasture and stock management, away from lowerprioritynaturalresourcemanagementactivities.Thewetconditionsalsomadeitdifficulttoerectfences,whichmeantrevegetationcouldnotstart.

Althoughthenumberofcommittedgrantswasdownonpreviousyears,therewasa latesurge inrequests forgrants. Ourexperiencewith thefirerecoveryanddroughtrecoveryprogramssuggeststhatlatesurgesininterestaretobeexpected:landmanagersdealwithmoreurgentissuesbeforeturningtotherecoveryofnaturalresources.

ThereviewofboretrendsintheCatchmentandthemodellingofuplandhydrologyprocessesand theeffectofclimatevariabilityand landusechangewerecompleted in June2012 for presentation to theMurray-DarlingBasinAuthority,tomeettheobligationsundertheBregistertheMurray-DarlingBasinAuthorityhasestablishedtworegisters torecordand account for changes in the RiverMurraywater salinity known asRegisterAandRegisterB.RegisterBaddressesdelayedsalinityimpactsthatwillhavefutureeffectsontheRiverMurraywatersalinityandrecordscreditsforactionstakentooffsetdelayedimpacts).

AnincreasedfocusonsoilandlandhealthreflectedaCommonwealthand State Government shift to a systems approach for catchmentmanagementandanemphasisonecosystemservicesprovidedbysoils,suchassupportingbiodiversityandsequesteringcarbon.

The Goulburn Broken CMA’s Soil Health Action Plan (2006) wasreviewed and updated. A representative from each Landcare Networkattended the LandHealth Forum to involve community networks fromconceptualstageonwardscreatingasharedandconsolidatedapproachtoimplementationofthePlan.

TheLandHealthForumundertookareviewofsoilhealthactivitiesandevaluationmethodsintheCatchment.

TheBeyondSoilCareprojectcompletedabaselinestudyoftheattitudesandpracticesoflandmanagerstowardssoilhealth.

Works and extension

Actions 2009-10, 2010-11 and 2011-12

Action



2009-10 2010-11 2011-12

Fenceremnantvegetationii ha 1217 789 680 566 120 Irrigationdrainageenvironmentplans no. 9 0 3 0 300 Newirrigationreferralsdrylandzone ha 11 0 4 0 400 Improvedirrigationdrylandzoneiii ha 425 0 0 0 100

Sub-surface water action Revegetation–plantnativesiv ha 1,311 1,116 1,862 1,830 102 Pasture–plant ha 152 0 0 0 Newgroundwaterpumps–publicinstalled no. - 0 0 0

Planning for works action Wholefarmplans–Level1v no. 200 143 102 154 66 Wholefarmplansprepared–Level2v no. 47 75 61 40 150

i. AchievementsincludethosebycomplementaryinvestmentareassuchasBiodiversity.ii. Includes360hectaresofremnantprotectioninBushfireRecoveryProgramin2009-10.iii. An aggregate of properties and irrigated areas receiving intensive extension support for irrigationwhole farmplanning, systemchecks, soilmoisturemonitoring

equipment,schedulingandmajorsystemchanges.iv. Includes324hectaresachievedthroughBushReturns(Investmentarea3,Biodiversity)in2008-09.v. Level2iscomprehensiveandisequivalenttoSheppartonIrrigationRegion’swholefarmplan.Level1isashort-coursethatisaprecursortoLevel2.

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TheGoulburnBrokenCMAcontinuestoworkcloselywiththeDepartmentof Primary Industries on strategic implementation of onground LandHealthoutcomes.

TheLandHealthProgram:

- supported the development of a National Extension FrameworkunderthedirectionoftheCEO’sgroupandthroughtheagencyofGregLeachofSouthEastQueenslandcatchments.

- liaisedbetweentheDepartmentofSustainabilityandEnvironment,theDepartment ofPrimary Industries andGoulburnBrokenCMAto support thedeliveryof the reviewof theB register entries fordelayedimpactsintheVictoriandrylandcatchmenteastofNyah.

- representeddrylandsalinityinterestsontheVictorianSaltDisposalWorking Group, advising the Department of Sustainability andEnvironmentonsalinitypolicyrelevant to theagreementwith theMurray-DarlingBasinAuthority.

- assistedwiththedevelopmentandpreparationoftheDepartmentofSustainabilityandEnvironmentSoilHealthStrategy.

- assistedwiththedevelopmentoftheDepartmentofSustainabilityandEnvironmentStateSalinitystatement.

- coordinatedaforumfeaturingprominentfarmerJoelSalatin,with150communitymembersattendingtheevent.

- theGoulburnBrokenCMAisrepresentedattheStatewideDrylandManagersForum.

- presentedfindingsof theBushfireRecoveryProgramcommunityskills, knowledge and evaluation report to 100 attendees atthe national conference – Fire and Rain: Social innovation andcommunityleadership.

- supporttoandfinalisationof14CommunityEducationGrants.

TheLandHealthForumexpandedtoincluderepresentativesofLandcareand community to help shape and legitimise implementation of theSoil Health Action Plan, improving communication, capture of localinformationandinformationdissemination.

The Beyond SoilCare project established seven SoilCare groups with180members.Theseareacombinationofnewgroupscomingtogether,and existing groups developing programs to learn about soil health.Theprojectheldsevensoiltestinterpretationworkshops,twowaterandwireworkshops,afarmtourandasoilpitday.Theprojectpreparedsixadvertisementsandfouremailnewsbulletinsforthecommunity.

Planning and responding (includes research and development)

SalinityprovincesasdescribedbytheDepartmentofPrimaryIndustry’sFuture Farming Systems Research influences the priorities in theCatchment. In termsof response, theurgencywill bedeterminedbydirection from other programs that are adversely affected by drylandsalinity.

In2011-12increasedemphasisandeffortwasondevelopingastrategicapproachtosoilhealthwheresalineandsodicsoilsareathreattothesoilandother terrestrialandaquaticassets.Themechanismhasbeento develop a LandHealthStatement that reflects the principles in theDepartmentofSustainabilityandEnvironmentSoilHealthStrategyandalignswiththeoutcomessoughtbyStateandFederalinvestorsandtheinterestsoflandmanagers.

This shift in focus reflects the increased interest in soil carbon as ameans tomitigate climate change and at the same time increase theresilienceofsoilsystemstotheemergenceofextremeeventsthatarelikelytoresultinincreasederosionevents,andachangeintheedaphicconditionsandtheireffectonsoilcarbondynamics

Thelowimpactconceptforidentifyingsalinityprioritieswasdevelopedwhenitwasrecognisedthatsalinitymitigationworksneedtocoincidewithpreservingwaterresources,andactivitiestoreducedeepdrainageare only undertakenwhere there is high salt generation (measured intonnes per square kilometre) and low catchment yield (measured inmegalitrespersquarekilometre).

Hydrographdataconfirmsthatmanyboresintheuplandarecontinuingtorisewithafewintheriverineplainscontinuingtoshowafallingtrend,eitherbecausetheyareinagroundwatersinkor,asregionalsystemsarelikelytobeslowtorespondtothechangedseasonalconditions

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Long-term strategy implementation progress

Soil Health Action Plan

In2011-12theSoilHealthActionPlan(2006)wasreviewed.FourofthesevenprogramsthatmakeuptheSoilHealthActionPlanarebeingdeliveredandontrack(1,2,3&4),supportedbythecurrentinvestmentprogram.Progressagainsttheseprogramsinclude:

Program 1: Coordination, including the formation of the Land HealthForum,thepreparationofaLandHealthStatementandthedevelopmentofTrainingmodulesforstaffandcommunityinlandscapeprocesses.

Program 2: Community Engagement included the development of asuccessful engagement initiative through a soil testing program andexpandedcommunicationsprogramandcapturingdataonsoilcondition.

Program 3: Improved Management Practice focussed on buildingthroughthegrantssystems,promotinglandmanagementtolandclassandtheroleofcontrolledgrazinginsoilmanagement.

Program4:WholeFarmPlanningforSoilHealthhasincorporatedsoilhealth,andhasexpandedtobecomemoreissuesfocussed,makingsoilhealthprogramdeliverymorerelevanttocommunitymembers.TheLandandBiodiversityprogramhasworkedtodeveloptheconceptofintegratedlandscapemanagementanditsapplicationtoprogramdelivery.

Program5:Workingwithlocalgovernmentiscurrentlyunfundedbutwillbeaugmentedbythetrainingmodulesdevelopedin2011-12.

Program 6: Monitoring and Evaluation focussed on development ofqualitativeandquantitativemeasurestoassesslandholderinterestsandsatisfactionwithprogramdelivery,acorerequirementintheinvestmentprogram.Thematterofbenchmarkingconditionisstilltoberesolved,though future work will build on the work by Department PrimaryIndustriesFutureFarmingSystemsResearchonremotesensingoflandcoverandtheimpactonrisk.

Program 7: Research and Development was supported throughparticipation byGoulburnBrokenCMAstaff in different forums (SoilsinformationSymposium,NationalClimateChangeAdaptationResearchFacility,SoilsCommunityofPractice).

Salinity

TheDepartmentofPrimaryIndustry’sFutureFarmingSystemsResearchreviewedthedrylandsalinityproblemin2012,aspartofaresponsetotheprecedingwetyears.BorerisesintheuplandareaoftheGoulburnBrokenwerearoundonemetreandless.Ariseofthisamountisoflittleconcern,but that the risehasoccurred in sucha short timecertainlychallengesourthinkingabouthowresponsivetheboresare.Thismaybeevidenceofthewatertableshavingestablishedadifferentequilibriumstatetowhatprevailedintheearly1970s.

AsubmissionwasputtotheMurray-DarlingBasinAuthoritytoreducethe legacy of history impacts of dryland salinity to better reflect thehydrological processes in the Catchment. This is part of the regularreview of the salinity management plans in Victoria as part of theobligationunderthefederalWater Act, 2007.

Catchment conditionBenchmarkinglandconditionisneededtoprovidebetterassessmentofthechallengeandprogress

Two years of above average summer rainfall have resulted inmarkedincreasesinborelevelsinuplandareas,themoremutedresponseinthelowerareas isentirelyconsistentwith the timeit takesgroundwater tomovethroughthesystem.ThestormeventshaveresultedinthefailureofalargenumberoferosionControlstructures,particularlyinthemidandsouthernpartsofthecatchment.Whilefundingissoughttoassistintheirreportitisrecognisedthatitisveryimportanttobuildastrongersenseof responsibility in the community tomanagepotential erosionsitessothatsimilarepisodicfailuresareprevented.

Therehasbeenamixedresponse to thedryingclimate in theriverineplains:groundwater levels insomeareascontinue torise(andremainvulnerable)while inother areas increasedgroundwater use and lowerinflowscausethemtofall.

What’s next?- The valuing of ecosystems services is an important undertaking

to support their promotion and acceptance in the community.Thisneedstobesupportedbybenchmarkingofcurrentstatus.Tomanagethiswillrequireimprovmentofprioritiesforlandhealthsothatrelevantinformationintheareasthatmatteriscaptured.

- Salinity priority setting and remediation will become theresponsibilityofthemanagersofassetprotectionprograms.

- Broaden the representationon theLandHealthForum to includecommunitynetworks.

- PrepareLandHealthStatement.- Continuetocoordinatecommunityeducationopportunitiesacross

agenciesandbuildthe‘soilhealth’communitynetwork.- Link training packages to promotion of improved management

practicesandsoiltestinterpretation- Work on the identification of improved management practices

withintheframeworkoftheLandHealthForumandthroughongoingdiscussionswiththecommunityintheimplementationoftheprogram

- ConsidertheimplicationsoftheWholeFarmPlanningreviewandthemostappropriatemechanismtopromoteWholeFarmPlansfornaturalresourceoutcomeswithinthecontextofaworkingfarm

- Reviewthe linkswith localgovernmentaspartofdevelopingtheLandHealthStatementtoseektheirinputintoappropriateprogressanddevelopmentoflandcapabilityassessmenttools.

- Continue to implement themonitoring, evaluation and reportingactivitiesandbuildtheskillsofstafftoundertakeactivityevaluationaspartofacontinuousimprovementprocess

- Define and map dryland catchment soil assets (biodiversity,structure,soilcarbonstorageetcs)and threats (salinity,erosion,soilacidityetc.)

- Develop Geographic Information System tools to supportcommunicationpackages

- Develop training packages to support promotion of improvedmanagementpracticesandbuildcommunityskills

- CoordinateandpromotecommunityengagementthroughtheLandHealth Forum and promoting landholders showcasing improvedmanagementpractices

- Promote role of highly modified agricultural landscapes indelivering Natural Resource Management outcomes throughprovisionofecosystemservicesandmanagementofdisservices

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Building long term community commitment to providing ecosystem services from soils.ByRhiannonAptedandMarkCotter

TheGoulburnBrokenCMAsecuredaround$600,000fromtheAustralianGovernmentthroughitsCaringforOurCountryprogramtoimprovethemanagementandconditionofsoilsintheStrathbogieRangesandRiverinePlains.

Soilhealthissomethingweareallinterestedinandthisisborneoutbyfarmers’responsetotheBeyondSoilCareproject.LongtermsoilhealthunderpinstheconditionofthenaturalassetsintheCatchment.Whetheritissoilstability,reducedacidity,increasedsoilbiodiversityorstorageofsoilcarbon,ahealthycatchmentrequireswecontinuetobuildsoilhealthnowandintothefuture.

Over180landholdershavecompleted470soiltests,coveringanestimated36,000hectares,andattendedsixsoiltestinterpretationdays.Farmers attending theworkshops have responded to the strong partnershipwith industry in programdelivery that has included resellers,consultantsandcontractors,allprovidingtheirspecialisedknowledgetoassist farmers tograpplewith thechallengesofmanagingsoil tomaintainitshealthinthelongtermandgenerateincomeintheshortandlongterm.

“It was most interesting to hear from local agronomists and seed people also. I was not surprised at how far some farmers had travelled to attend (and not just for the free soil tests) for the down-to-earth property improving info we are all hungry for, but can’t as owner operators afford the time to take off and attend Ag college for.”(Landholder,CreightonsCreek,soiltestinterpretationworkshop)

Byfocussingonissuesthatmatterandlookingatthesciencebehindthoseissues,discussingthesolutionwithlandholdersandgettingthemtosharetheirexperienceshasbeenakeytothesuccessoftheprogram.

“From my perspective it was better than a thousand experts reading off their white boards, although I appreciate the knowledge and expertise those people have. … You have rejuvenated me! Also I was astonished with the simplicity of the water erosion solution with the gully pipe.” (Landholder,Ruffy,soilhealthfarmtour)

These initial groupsof farmers are continuing to build their knowledge andunderstandingof soils, instigating soil pits and farm tours oflocalproperties.Attendeesremarkedthattheinformationprovidedatthesedayscontinuestogrowintechnicaldetailconcomitantwiththeirknowledge,providingnewunderstandingandapplicationforsustainablefarmingpractices.

Case study

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• GoulburnBrokenInvasivePlantsandAnimalsStrategy(2010)• GoulburnBrokenRegionalRiverHealthStrategy2005-15(Addendum)• CatchmentandLandProtectionAct1994• InvasivePlantsandAnimalsPolicyFramework

Government investment, $0002009-10i 2010-11i 2011-12 2012-13 Trend

0 0 0 0

i. DPI Biosecurity Victoria’s invasive pests program fundingwas removedfromtheGoulburnBrokenCMA’sinvestmentprocessfrom2009-10.TabledoesnotincludeinvestmentsfromFederalorStateGovernmentsourcesthatareintegratedintolargerCMAprograms.

Investment area 3c – Invasive plants and animalsReportcompiledby:GregWoodandTonyKubeil

BackgroundManagingtheimpactofinvasiveplantsandanimalsonagricultureandtheenvironmentisacriticalelementofallnaturalresourcemanagementprograms in theGoulburnBrokenCatchment. Thedeliveryof invasiveplants and animals strategy and onground works in the Catchmentinvolves multiple partners and is coordinated via the delivery of theGoulburnBrokenInvasivePlantsandAnimalsStrategy2010-15.

Thedeliveryoftheinvasiveplantsandanimalsprogramiscoordinatedutilising the skills and knowledge of both partner agencies and thecommunity.ThroughdirectionfromtheGoulburnBrokenInvasivePlantsand Animals Strategy and community support priority species aretargetedforcontrolworks.ThiseffortisbackedupbycomplianceworksundertakenbytheDepartmentofPrimaryIndustriesasdescribedbelow.

Whileprivatelandmanagerstendtofocusonweedspeciesthatarewellestablished,theDepartmentofPrimaryIndustriesinvasiveplantsprogramplacesmoreemphasisonneworemergingweedspecies,aspreventingthe establishment of new species is considered to be by far themostcost effective use of government weed management resources. Thisphilosophyisknownasthe“biosecurityapproach”andisakeyelementoftheGoulburnBrokenInvasivePlantsandAnimalsStrategy2010-15.

The major focus of the Department of Primary Industries pest animalprogramistosupportcoordinatedcommunityaction. Inconsultationwithcommunity-basedNaturalResourceManagementgroups, theDepartmentofPrimaryIndustriesdeliverstargetedcomplianceactivitiestosupportlargescalerabbitcontrolprogramsandtoensure theparticipationofall landmanagersinaprojectarea.

Climate change and invasive plants and animals

Climatechangeisasignificantfactorwhenconsideringthepossibilityofnewweedsbeingintroducedtotheregionorthepotentialspreadofexistingweeds. Changed climatic conditions may provide the opportunity forweedspreviouslyconsideredunsuitedtotheGoulburnBrokenenvironmenttobeintroducedandpossiblybecomeestablishedintheregion.Locally,existing weeds may spread more quickly and into new areas wherepreviouslytheywerenotconsideredathreat.AstrategicactionidentifiedintheGoulburnBrokenInvasivePlantsandAnimalsStrategy(2010)istoassessandregularlyreviewthreats.Climatechangehasbeenidentifiedakeydriverofchangetotheoccurrenceanddistributionofinvasiveplantsandanimalsandthereforewillbeafocusofthreatassessments.

2011-12 performanceTheDepartmentofPrimaryIndustries,ParksVictoria,GoulburnBrokenCMA, community-based Natural Resource Management groups andlandholders have all contributed to the delivery of onground outputs.Given seasonal factors such as breeding and growing times andassociatedoptimumcontroltimelinestheVictorianLandcareProgramisdeliveredover18months.In2011-12,nineprojectswerefundedundertheVictorianLandcareProgram todeliver invasiveplantsandanimalsongroundworksandtheseprojectsareontracktodeliverinDecember2012asplanned.

ArangeofpestmanagementprojectsweredeliveredacrosstheGoulburnBroken Catchment, targeting new and emerging weeds, establishedweeds and established pest animals. Projects continued to achievehigh levels of voluntary compliance, but where necessary, effectiveenforcementoperationswereimplemented.

More than 180 compliance notices were issued during the year,requesting landowners to undertake priority pest management works.Eleven Penalty Infringement Notices were issued for non-compliancewith Direction Notices. Five landholders failed to comply with LandManagementNoticesandweresubsequentlyprosecuted.

TheDepartment of Primary Industries focus on high priority new andemerging weeds continued with all State and Regionally Prohibitedinfestationstreatedforeradication.


Decision focusi Examples of evidence used to inform decisions

Pest plants Pest animalsOverall trend1990ii Certainty

of rating 2012 Certainty of rating 1990ii Certainty

of rating 2012 Certainty of rating

2011-12performance

Outputs(againsttargetssetasaresultoffundsreceived) n.a. n.a. Ontarget High n.a. n.a. Ontarget High n.a.


Outputs(scheduledtobecompletedbetween2001and2012) n.a. n.a. Below

target Verylow n.a. n.a. Belowtarget Low iii


Impactofpestplantsandanimalsonassets.(NotavailableatCatchmentscale.)Managementsystems

Poor High Poor High Poor Medium Poor Medium

i. SeeAppendix1fornotesontheanalyticalframework(page78),includinganexplanationofthedecisionfocusandratings.ii. Ratingsfor1990havebeendeterminedusingourunderstandingin2012ofthesituationin1990.iii. Extremelyhardtorate,especiallygiventhattheDepartmentofPrimaryIndustry’spestplantandanimalactivitieshavebeenremovedfromtheGoulburnBroken

CMA’sinvestmentprocesses.iv. ThereferencepointistakentobethetimejustpriortoEuropeansettlement,whentheCatchmentisconsideredtohavebeeninexcellentcondition.


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Works and extension

State Prohibited Weeds:DepartmentofPrimary Industriesstaff againcontributed to theMountBuller hawkweed project, surveying areas inside and outside thedesignated quarantine area. Some new infestations were outside thequarantinearea,whichwillresultinchangestothesurveillancestrategynextseason.

All known infestations of high priority State Prohibited weeds wereinspectedandanynewplantstreated.Speciestargetedincludedwaterhyacinth, alligator weed, camel thorn, giant knotweed and Mexicanfeathergrass.

Over40kilometresofGoulburn-MurrayWaterdrainswerere-inspectedforwaterhyacinth,followingtheremovalofaninfestationin2010.Nonewplantswerelocated.

Regionally Prohibited Weeds:All known infestations of Regionally Prohibitedweeds in theGoulburnBroken Catchment were treated (170 infestations in total). Speciestargetedwereserratedtussock,capetulip,artichokethistleandwildgarlic.Thisisanongoingprojectandoverthepastthreeseasons,asignificantreductioninthesizeanddensityofinfestationshasbeenobserved.

Serratedtussockisregardedasthemostseriousthreattotheregion,andDepartment of Primary Industries staff continued towork closelywithVicRoadstomanagethenorthernspreadalongourfreeways.

Established Weeds:The Department of Primary Industries compliance program againsupported Landcare driven gorse projects in the Glenaroua andWillowmavin areas.While themajority of landownersmet theirGorsemanagement obligations, some Penalty Infringement Notices wereissuedfornon-compliance.

AnewgorsecomplianceprojectwasimplementedintheBroadfordWestarea, achieving high levels of landholder participation and excellenttreatmentresults.DepartmentofSustainabilityandEnvironmentactivelysupportedthisproject,utilisingGoodNeighbourProgramfundingtotreataffectedpubliclandintheprojectarea.Railcompaniesalsoparticipated,treatingheavyinfestationsalongrailreserves.

TheongoingprogramtargetingsatelliteinfestationsofgorsecontinuedintheCatchment,with65sitestreatedthisseason.

Rabbits:A rabbit compliance project in the Caveat area was implemented,targeting 65 properties. Landholder compliance was excellent withminimalfollowupenforcementactionrequired.

Ongoingenforcementactivitiesassociatedwiththe2010-11Dropmore,SevensCreekandGooramrabbitprogramsresultedinthreelandholdersbeingfoundguiltyincourtforfailingtocomplywithaLandmanagementNotice.AnumberofPenaltyInfringementNoticeswerealsoissued.

Actions 2009-10, 2010-11 and 2011-12

Action



2009-10 2010-11 2011-12

Weed invasion Weeds–aquaticweedscontrolled/eradicated(km) km 27 418 76 47 162 Targetedinfestationsofweedsinhighpriorityareascovered

bycontrolprograms(ha)ii ha 4,125 424 1,372 668 205

DPIBVworks-Targetedinfestationsofweedsinhighpriorityareascoveredbycontrolprograms(ha)iii ha 34,400 55,000 14,300 100 14,300

Pest animals Areaofhighpriorityrabbitinfestedlandthatarecoveredby

controlprograms(ha)ii ha 0 1,121 882 575 153

DPIBVworks-Areaofhighpriorityrabbitinfestedlandthatarecoveredbycontrolprograms(ha)iv ha 5,700 12,200 15,800 100 15,800

Areaofhighpriorityfoxinfestedlandcoveredbycontrolprograms(ha)v ha 108,250 57,507 60,000 0 60,000

i. PestPlantandAnimalachievementsdonotincludethosefortheVictorianLandcareprogramascommunitygroupsareusuallystillcompletingtheirprojectswhenthisAnnualReportiscompiled.Theseoutputsarecollatedapproximatelyeveryfiveyears(thelasttimetheywereincludedwasin2004-05).

ii. Thisincludes‘Weeds–woodyweedmanagement’.DPIBiosecurityVictoriaworkswerecompletedoutsideoftheCorporatePlanfrom2009-10.Achievementsfrom2009-10includeDPIFarmServicesVictoria,RiverhealthinvestmentareaandFireRecoveryProgramworksonly.

iii. 2011-12workscompletedbyDPIBiosecurityVictoria(outsideoftheCorporatePlan).ReducedpriorityareacoveredbyweedcontrolprogramsduetoincreasedfocusonRabbitmanagementandredirectionofregionalDPIresources

iv. 2011-12workscompletedbyDPIBiosecurityVictoria(outsideoftheCorporatePlan).IncreaseinpriorityareacoveredbycoordinatedrabbitmanagementprogramsduetoregionalDPIshiftfromweedmanagementtorabbitmanagement.

v. FoxcontroloutputswereachievedthroughtheBrokenBooseyandWhrooGoldfieldsConservationManagementNetworks.2011-12targetiszerobecauseofadditionalfundingprovidedduringtheyear(afterCorporatePlanwasfinalised).

Appendix 2: The E



progress


Collaborations and communitiesTheprivatelandpublicagencypartnershipcontinued,withcommunitygroupsaccessing$133,000toworkinconsultationwithDepartmentofPrimaryIndustriescomplianceprograms.Thisdeliverytechniqueallowsforcoordinatedcommunityeffortfollowedupbyagencycompliancetoensureahighpercentageofparticipationandcontrol.RegionalpriorityweedsGorseandBlackberrywerew the focus,with additional fundingbeingsourcedforaChileanNeedleGrassProjectintheBenallaarea.

Local government also participated in coordinated programs, utilisingfunding sourced through Department of Primary Industries to treatroadsideweedsinprojectareas.Thisworkwascriticaltocomplementtheexcellentresultsachievedonprivateland.

TheWeedSpotterprogramtrained25new‘Spotters’,bringingthetotalnumber of people trained under this program to 209. The aim of theprogram is to train appropriate people and organisations across theCatchmenttosearchfor,identifyandreporthighthreatweeds.

Planning and responding (including research and development)The Goulburn Broken Invasive Plants and Animals Strategy wascompleted inOctober2010.Thisstrategysets thehigh-level,generaldirection for invasiveplants andanimals investment in thecatchmentandsupports theState InvasivePlantsandAnimalsPolicyFramework(launchedinlate2009).Thedocument,alongwithcommunitysupport,isusedtoidentifyprioritiesforongroundpestmanagementactivitiesintheCatchment.

Long-term strategy implementation progress AlthoughtheabsenceofaCatchmentinvasivepestsstrategyinrecentyearshashadminimalimpactonthedeliveryofongroundprograms,ithasmadeprogrammonitoringandevaluationdifficult.

Since theGoulburn Broken Invasive Plants and Animals Strategywasreleased inApril2011, all newonground invasiveplants andanimalsprojects have been clearly aligned to program goals identified in theStrategy. Prevention and eradication of new incursions remains thehighestpriority.

Monitoring and review of the Goulburn Broken Invasive Plants andAnimals Strategy (2010) will be supported by the Goulburn BrokenInvasivePlantsandAnimalsforum.

Catchment conditionSincethe2009BlackSaturdaybushfires,improvedaccesstoweedandpestanimalinfestations,coupledwithtargetedbushfirerecoveryfundinghasresultedintheimplementationofmanyeffectivecontrolprograms.Communitygroupsinthefireaffectedareasareagainkeentoincludeacompliancecomponentintheirprogramdeliveryandnewprojectswillbedevelopedfor2012-13.

Terrestrial and aquatic environments remain vulnerable to new andemergingweedsandlandmanagersmustremainvigilanttoensureearlyidentificationofnewinfestations.

While regional priorities for pest management have been identified,theDepartmentofPrimary Industry’scapacity todeliverprogramshasdeclinedinsomeareas.

What’s next?All State and Regionally Prohibited weed sites will continue to besurveyedand treatedwherenecessary.Allpropertiesadjoiningknowninfestationswillbeinspected.

The Department of Primary Industries will continue to work withcommunity-based Natural Resource Management groups and theGoulburn Broken CMA to identify priority areas for managementof established weeds and rabbits. Where groups can demonstratesustainedcoordinatedeffortoveranumberofyears tocontrolprioritypests,theDepartmentofPrimaryIndustrieswillprovidesupportthroughthedeliveryoftargetedcomplianceprograms.

Appendix 2: The E



progress


i. TargetsaredeterminedbyconsideringlevelsofgovernmentfundingaslistedintheCorporatePlanonly(governmentfundsorfundsfromothersourcesarrivingaftertheCorporatePlanwasfinalised,arenotconsideredwithinthesetargets).

ii. Includes360hectaresofremnantprotectioninBushireRecoveryProgramin2009-10.iii. In2010-11,theareaachievedwasestablishedfromtheareathathasbeenputunderirrigationWhole

FarmPlanfortheyearincludingmodernisedWholeFarmPlansandachievementsfromtheFarmWaterProgramof297hectares.In2011-12,theareaachievedwasestablishedfromusing90percentofareathathasbeenputunderirrigationWholeFarmPlansfortheyearincludingmodernisedWholeFarmPlans,andachievementsfrom70percentoftheFarmWaterProgramof1,248hectares.

iv. Surfacewatermanagementenablestheremovalofexcessrainfallrun-offfromirrigatedlands,alleviatingsoilsalinity.Nutrientloadscollectedbythedrainsaremanagedthroughdrainagereuseandmanagementplans,andmonitoredagainsttheresourceconditiontarget.

v. Fencingandlanewaysarerelocatedalongprimarydrainstocontrolstock.Drainsarealsohydro-mulchedandseededtoprovidevegetativecoveronbarebatters.6kilometreswereconstructedduring2009-10and3kilometreswerepreparedforhandovertoGoulburn-MurrayWaterforittomanage.Handed-overdrainsnotaccountedforin2005-06and2006-07wererecordedin2007-08.

vi. Reusedamsallowforthecollectionandre-irrigationofhighnutrientrun-off,reducingthewaterandnutrientloadsleavingthefarm.Targetwas0in2010-11asincentivesarenolongerofferedwhileFarmWaterProgramisrunning.

vii. Improvedirrigationsystemsincludeslasergrading,automaticirrigationandmicro-irrigation.Thefiguresincludedfrom2002-03to2009-10arefortheSheppartonIrrigationRegiononly.The2010-11figureincludesimprovedirrigationactivitiesasaresultoftheFarmWaterProgram(801hectares).The2011-12figureincludes70percentoftheimprovedirrigationactivitiescompletedasaresultoftheFarmWaterProgram(4,304hectares).

viii.Stormwatermanagementprojectsareundertakenonaone-to-onefundingbasiswithlocalgovernment.

ix. ThethreatsposedbywaterqualityproblemsrequiredagreatervolumeofenvironmentalwatertomanagelowdissolvedoxygenintheBrokenCreekin2010-11.DeliverytowetlandsisfundedbyenvironmentalwaterprovisionsundertheLivingMurrayprogramandtheVictorianRiverMurrayFloraandFaunaBulkentitlement.Pleasenotethatthe2009-10achievedfigurewasoverrecordedby5,110megalitres

Appendix 3: Outputs - detailed list of achievements

Appendix 3: O

utputs - detailed list of achievements

Standard GB Threat or Impact Managed Output

2011-12

Total achievedLand & Biodiversity Program Sustainable Irrigation

Program

River & Wetland Health & Floodplain Management

ProgramTotal Catchment

Targeti Achieved % achieved Targeti Achieved %

achieved Targeti Achieved % achieved Targeti Achieved %

achieved 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05

ThreatLandandwaterusepracticesStockgrazing(ha=terrestrial;km=riparian) Fenceterrestrialremnantvegetation(ha)ii 566 680 120 45 49 108 611 728 119 1,112 1,276 451 710 769 519 771

Fencewetlandremnant(ha) 250 160 64 8 0 0 258 160 62 78 8 609 1,794 22 6 24Fencestream/riverremnant(ha) 354 n/a 2,563 2,536 726 115 91Fencestream/riverremnant(km) 36 26 72 36 26 72 93 63 185 315 162 n/a n/aOff-streamwatering(no.) 30 17 57 30 17 57 21 48 122 95 73 89 74BindingManagementAgreement(license,Section173,covenant)(ha) 380 360 95 4 0 0 384 360 94 434 906 363 373 1,625 758 797

Induced ThreatSalinewaterandhighwatertables

Surface wateriv

Landform/lasergrading(ha)iii 23,500 24,505 104 23,500 24,505 104 19,546 14,170 20,476 8,525 4,490 7,700 7,700Drain–primary(km)v 2 0 0 2 0 0 1.1 6 6 9 6 11 8Drain–community(km) 1 0.6 60 1 0.6 60 1.4 4 5 6 Weir–replace(no.) Farmreusesystem(no.)vi 22 25 115 22 25 115 7 76 66 48 56 70 65Drain–additionalwaterdivertedfromregionaldrains(ML) 0 200 75 235 675Irrigationsystems–improved(ha)vii 24,000 24,145 101 24,000 24,145 101 20,050 14,217 23,059 8,967 6,060 8,580 13,232Pasture–plant(ha) 152 75 391 718 1,543 544

Sub-surface water

Newgroundwaterpumps–public(no.) 1 1 3 3Newgroundwaterpumps–private(newandupgradeno.) 1 1 100 1 1 100 0 9 11 24 19 11 10Volumewaterpumped(ML) 75 75 100 75 75 100 0 1,827 1,794 3,237 3,462 1,800 1,071Tiledrains–install(ha) Revegetation-plantation/farmforestry(ha) 31 97 129

Nutrient-rich&turbidwater&suspendedsolids

Wastewatertreatmentplants-install(no.)Stormwatermanagementprojects(no.)viii 1 2 200 1 2 200 1 1 1 3 2 2

In-streamandnear-streamerosionBedandbankprotectionactions(km) 7.5 18.9 252 7.5 18.9 252 16 5 8 13 12 16 41In-stream&tributaryerosioncontrolled(km) 131 207 102 543 19 502 916

Changedflowpattern Waterallocated-egwetlands(ML)ix,x 20 0 0 156,000 600,000 385 156,020 600,000 385 238,943 32,361 840 510,000 266

Weedinvasionxii

Weeds–woodyweedmanagement(ha) 75 70Weeds–aquaticweedscontrolled/eradicated(km) 47 76 162 47 76 162 418 27 26 53 39 33 21Targetedinfestationsofweedsinhighpriorityareascoveredbycontrolprograms(ha)xi,xii 405 420 104 263 952 362 668 1,372 205 424 38,525 36,964 11,138 9,637 69,437 281,200

PestanimalsxiiAreaofhighpriorityrabbitinfestedlandcoveredbycontrolprograms(ha)xii 525 711 135 50 171 342 575 882 153 1,121 5,700 1,530 200 10,150 56,800Areaofhighpriorityfoxinfestedlandcoveredbycontrolprograms(ha)xiii 0 60,000 60,000 0 60,000 60,000 57,507 108,250 0 45,570 94,410 108,856 53,000

Impact

Habitatloss-terrestrialRevegetation-plantnativeswithinornexttoremnants(ha)xiv 1,830 1,862 102 50 65 131 5 68 1,353 1,885 1,995 106 1,383 1,403 945 460 758 1,177 981Revegetation-plantnativesawayfromremnants(ha) 117 74

Habitatloss–in-stream

Fishrelease(no.) Verticalslotfishway(no.) 1 3Rockrampfishway(no.) 1 5Fishbarrierremoval(no.) 1 2 200 1 2 200 1 8 6 4 EstablishSEAR(SignificantlyEnhancedAquaticRefugia)(no.) 25 20 78 25 20 78 0 16 59 30 2 1.3 17

Habitatloss–wetlandsReinstatefloodregime(ML) Constructnewwetland(ha) 3

Habitatloss–Threatenedspecies ThreatenedSpeciesRecoveryPlanandActionStatements(no.projects) 110 110 100 110 110 100 36 12 29 37 34 13 15Planning Wholefarmplans(no.)xv 150 142 95 185 223 120 335 365 109 331 259 341 369 232 185 262


Standard GB Threat or Impact Managed Output

2011-12

Total achievedLand & Biodiversity Program Sustainable Irrigation

Program

River & Wetland Health & Floodplain Management

ProgramTotal Catchment

Targeti Achieved % achieved Targeti Achieved %

achieved Targeti Achieved % achieved Targeti Achieved %

achieved 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05

ThreatLandandwaterusepracticesStockgrazing(ha=terrestrial;km=riparian) Fenceterrestrialremnantvegetation(ha)ii 566 680 120 45 49 108 611 728 119 1,112 1,276 451 710 769 519 771

Fencewetlandremnant(ha) 250 160 64 8 0 0 258 160 62 78 8 609 1,794 22 6 24Fencestream/riverremnant(ha) 354 n/a 2,563 2,536 726 115 91Fencestream/riverremnant(km) 36 26 72 36 26 72 93 63 185 315 162 n/a n/aOff-streamwatering(no.) 30 17 57 30 17 57 21 48 122 95 73 89 74BindingManagementAgreement(license,Section173,covenant)(ha) 380 360 95 4 0 0 384 360 94 434 906 363 373 1,625 758 797

Induced ThreatSalinewaterandhighwatertables

Surface wateriv

Landform/lasergrading(ha)iii 23,500 24,505 104 23,500 24,505 104 19,546 14,170 20,476 8,525 4,490 7,700 7,700Drain–primary(km)v 2 0 0 2 0 0 1.1 6 6 9 6 11 8Drain–community(km) 1 0.6 60 1 0.6 60 1.4 4 5 6 Weir–replace(no.) Farmreusesystem(no.)vi 22 25 115 22 25 115 7 76 66 48 56 70 65Drain–additionalwaterdivertedfromregionaldrains(ML) 0 200 75 235 675Irrigationsystems–improved(ha)vii 24,000 24,145 101 24,000 24,145 101 20,050 14,217 23,059 8,967 6,060 8,580 13,232Pasture–plant(ha) 152 75 391 718 1,543 544

Sub-surface water

Newgroundwaterpumps–public(no.) 1 1 3 3Newgroundwaterpumps–private(newandupgradeno.) 1 1 100 1 1 100 0 9 11 24 19 11 10Volumewaterpumped(ML) 75 75 100 75 75 100 0 1,827 1,794 3,237 3,462 1,800 1,071Tiledrains–install(ha) Revegetation-plantation/farmforestry(ha) 31 97 129

Nutrient-rich&turbidwater&suspendedsolids

Wastewatertreatmentplants-install(no.)Stormwatermanagementprojects(no.)viii 1 2 200 1 2 200 1 1 1 3 2 2

In-streamandnear-streamerosionBedandbankprotectionactions(km) 7.5 18.9 252 7.5 18.9 252 16 5 8 13 12 16 41In-stream&tributaryerosioncontrolled(km) 131 207 102 543 19 502 916

Changedflowpattern Waterallocated-egwetlands(ML)ix,x 20 0 0 156,000 600,000 385 156,020 600,000 385 238,943 32,361 840 510,000 266

Weedinvasionxii

Weeds–woodyweedmanagement(ha) 75 70Weeds–aquaticweedscontrolled/eradicated(km) 47 76 162 47 76 162 418 27 26 53 39 33 21Targetedinfestationsofweedsinhighpriorityareascoveredbycontrolprograms(ha)xi,xii 405 420 104 263 952 362 668 1,372 205 424 38,525 36,964 11,138 9,637 69,437 281,200

PestanimalsxiiAreaofhighpriorityrabbitinfestedlandcoveredbycontrolprograms(ha)xii 525 711 135 50 171 342 575 882 153 1,121 5,700 1,530 200 10,150 56,800Areaofhighpriorityfoxinfestedlandcoveredbycontrolprograms(ha)xiii 0 60,000 60,000 0 60,000 60,000 57,507 108,250 0 45,570 94,410 108,856 53,000

Impact

Habitatloss-terrestrialRevegetation-plantnativeswithinornexttoremnants(ha)xiv 1,830 1,862 102 50 65 131 5 68 1,353 1,885 1,995 106 1,383 1,403 945 460 758 1,177 981Revegetation-plantnativesawayfromremnants(ha) 117 74

Habitatloss–in-stream

Fishrelease(no.) Verticalslotfishway(no.) 1 3Rockrampfishway(no.) 1 5Fishbarrierremoval(no.) 1 2 200 1 2 200 1 8 6 4 EstablishSEAR(SignificantlyEnhancedAquaticRefugia)(no.) 25 20 78 25 20 78 0 16 59 30 2 1.3 17

Habitatloss–wetlandsReinstatefloodregime(ML) Constructnewwetland(ha) 3

Habitatloss–Threatenedspecies ThreatenedSpeciesRecoveryPlanandActionStatements(no.projects) 110 110 100 110 110 100 36 12 29 37 34 13 15Planning Wholefarmplans(no.)xv 150 142 95 185 223 120 335 365 109 331 259 341 369 232 185 262

Appendix 3: O

utputs - detailed list of achievements

x. Targetcannotbesetwithanyconfidencebecauseachievementispronetoextremevariation,beingaffectedbyseasonalconditions.

xi. PestPlantandAnimalachievementsdonotincludethosefortheVictorianLandcareGrantsprogramascommunitygroupsareusuallystillcompletingtheirprojectswhenthisAnnualReportiscompiled.Theseoutputsareusuallycollatedeveryfiveyears(thelasttimetheywereincludedwasin2004-05).

xii. Thisincludes‘Weeds-woodyweedmanagement’.2008-09achievementsincludeDepartmentofPrimaryIndustries,riverhealthandDroughtEmploymentProgramworks.DepartmentofPrimaryIndustriesBiosecurityVictoriaworkswerecompletedoutsideoftheCorporatePlanfrom2009-10.From2010-11achievementsincludeDepartmentofPrimaryIndustriesFarmServicesVictoria,RiverhealthinvestmentareaandFireRecoveryProgramworksonly.2010-11figuresdonotincludeanachievementof55,000hectaresforweedsinhighpriorityareasandanachievementof12,200hectaresforhighpriorityrabbitcontrol(refertoinvestmenttableInvasivePlantsandAnimals).2011-12figuresdonotincludeanachievementof14,300hectaresforweedsinhighpriorityareasandanachievementof15,800hectaresforhighpriorityrabbitcontrol(refertoinvestmenttableInvasivePlantsandAnimals).

xiii.FoxcontrolworkswereachievedthroughtheBrokenBooseyandWhrooGoldfieldsConservationManagementNetworks.Targetwas0in2011-12becausenewfundingarrivedduringtheyear(afterCorporatePlanwasfinalised).

xiv. NaturalregenerationachievementsfromBushReturnsareincludedinthis:0hectaresfor2007-08and324hectaresfor2008-09.NaturalregenerationfromtheCaringforourCountryWoodlandsprojectandtheE=M3C3projectarealsoincluded:705hectaresand10hectaresrespectivelyfor2009-10.TheGreenGrazeprogramcontributed1,189hatothegrazingregimechangeworksoutputin2006-07,whichisnotincludedintherevegetationfigures.NaturalregenerationfromtheCaringforourCountry,SustainableFarmingPracticesprojectarealsoincluded:386hectaresfor2010-11,and515.8hafor2011-12.NaturalregenerationfromtheCaringforourCountry,TargetingLandscapeScaleBiodiversityprojectareincluded:712hafor2011-12.

xv. FiguresforLand&BiodiversityProgramincludeLevel1andLevel2wholefarmplans.Level1isashortcoursethatisaprecursortoLevel2.Level2isequivalenttotheSustainableIrrigationProgram’swholefarmplan.



Appendix 4: P

roperties covered by a whole farm

plan

Appendix 4: Properties covered by a whole farm planTo June 2012


Appendix 5: WorksJuly 2011 - June 2012

Appendix 5: W

orks


Appendix 6: Summary of relationships between Goulburn Broken CMA and partners

Appendix 6: List of m

edia comm

unications

Multipleagency,communitygroups,individuals

MemorandaofUnderstanding(MoU)- 2006-07CatchmentPartnershipMoUbetweenGoulburnBrokenCMA,G-MW,DSE,DPIandEPAVictoriaisbeingupdatedin2012with

additionalpartnersNVIRPandParksVictoria- 2010IrrigationDrainageandWaterQualityMoUbetweenGoulburnBrokenCMA,DSE,EPAVictoria,NorthCentralCMA,DPIandG-MW.Multipleagencyandcommunitypartnershipprojectsinclude:- RiverConnectinShepparton-Mooroopnaarea(initiatedbyGoulburnBrokenCMAin2005)- FarmWaterProgramConsortium,whichincludesGoulburnBroken,NorthCentralandNorthEastCMAs,NVIRP,DSE,DPI,G-MW,Dairy

Australia,MurrayDairyandNorthernVictorianIrrigatorsInc.- WetlandsInfrastructureConnectionsWorkingGroup- TheMitchellConnectioninthesouth(formerlyknownastheMountPiperBiolink)- NorthernVictoriaIrrigationRenewalProject- Variousfirerecoverycommittees- CommunityEnvironmentFireRecoveryandcrossagencyCoordinatingCommittee- GoulburnBrokenCMAThreatenedWoodlandsProject2010-2013(fundedbytheCfoC)co-deliveredwithDSEandDPI- TargetingLandscape-scaleBiodiversityoutcomesacrosstheGoulburnBrokenCMA2010-2013(fundedbytheCfoC)includesGoulburn

BrokenCMA,DSERegionalServicesNorthEast,DPI,TFN,RegentHoneyeaterProjectInc,GoulburnMurrayLandcareNetwork,IndigenousWorksCrew

- PlainsWetlandTenderincentiveprogramundertakenbyGoulburnBrokenCMAwithhelpfromDPIandDSE- LandandBiodiversityImplementationForum(ParksVictoria,DSERegionalServicesNorthEast,DPI,localgovernment,TrustforNature,

LandcareNetworks,ConservationManagementNetworks)- LocalGovernmentBiodiversityReferenceGroup(eightlocalcouncils,GoulburnBrokenCMA,DSERegionalServicesNorthEast,VicRoads,

G-MW)- VictorianWetlandWorkingGroup(CMAs,DSE,ARI,MelbourneWater,ParksVictoria)- VictorianEnvironmentalWaterReserveWorkingGroup(CMAs,DSE,MelbourneWater,VEWH,ParksVictoria)- GoulburnBrokenGreenhouseAlliance- EnvironmentalWaterAdvisoryGroupsforBrokenandGoulburnsystems- WaterstewardshippilotprojectwithAllianceforWaterStewardship,DairyAustralianandTaturaMilk- VictorianRiverHealthManagersForum(CMAs,DSE)- ThreatenedspeciesactionsareprioritisedbyDSE,GoulburnBrokenCMAandDSE(ARI).

Individuals Extensionadviceand1015incentiveswereprovidedtolandmanagersviaGoulburnBrokenCMAstaffandagencypartnersin2011-12.Followupsitevisitsofpastprojects(suchasWetlandTender,BushReturns,Multi-regionalWoodland,andGreenGraze).

Indigenouspeople

GoulburnBrokenCMA’sIndigenousFacilitator(appointedin2005).ACulturalHeritageAdvisor(appointedin2009)andtheLandscapeRestorationOfficeralsosupporttheIndigenousprograms,fosteringtrustbetweenwiderandIndigenouscommunitiesandprotectingTraditionalOwners’valuesthrough:- liaisingwithplannersandworkssupervisors- supportingYortaYortaNationAboriginalCorporationandTaungurungClansAboriginalCorporationtoundertakeculturalawarenessand

engagementprogramswithpartneragencies- culturalheritageplanningforsiteprotectioninpartnershipwithotheragencies(NVIRPandlocalgovernment)andRegisteredAboriginal

Parties- developing joint works programs for Indigenous employment and training with the Registered Aboriginal Parties: Yorta Yorta Nation

AboriginalCorporationandTaungurungClansAboriginalCorporation- assistingintheprotectionofculturalsitesthroughNaturalResourceManagementprograms.- assistingTraditionalOwnersinrecording,collatingandexchangingTraditionalEcologicalKnowledgeforfuturegenerations.YortaYortaCooperativeManagementAgreementsignedbytheVictorianGovernmentin2004isalandandwaterjointmanagementagreementofdesignatedareasofYortaYortaCountryoftheGoulburnandMurrayRivers.YortaYortaTraditionalOwnerLandManagementAgreementsignedbytheVictorianGovernmentin2010facilitatesthejointmanagementofBarmahNationalPark.MemorandumofUnderstandingbetweenGoulburnBrokenCMAandTaungurungClansforajointCaringforOurCountryprojectfocusedonWeedsofNationalSignificanceintheUpperGoulburnRivercatchment.

Landcareandcommunitygroups

TheGoulburnBrokenCMAishometo93Landcaregroups,sixnetworks,fiveCMN’sandfivesustainablefarminggroups.SupportingandengagingcommunityNRMisapriorityfortheGoulburnBrokenCMA,in2011-12thisoccurredatmanylevelsincluding:- Engagement–networkchairsmeetings,coordinatorsand facilitatorsmeetings,GoulburnBrokenCMAstaffattendanceatnetworkand

groupmeetings,LaBIF,RegionalLandcareFacilitatorSteeringCommittee,CMNcommitteemeetings,on-farmextension- Support–Assistancewithprojectfunding,providingservicedeliveryopportunities,strategicplanning,regionalrepresentation- Corporateengagement-Bunningsstores,BikeTREES,educationinstitutions,MensSheds,Rotary,Scouts,SportingshootersAssociation

andDarleyStudshaveallprovidedin-kind,financialorskilledbasedvolunteerismsupporttocommunitygroupsandnetworks.Localgovernment Threelocalgovernments(CityofGreaterShepparton,MoiraandCampaspeShires)contributeto,andarerepresentedby,theMunicipal

CatchmentCoordinatorundertheSustainableIrrigationProgramanditsvariousforums.Eachmunicipalityisbriefedannually.TheselocalgovernmentsparticipateinGoulburnBrokenCMA’sMunicipalCatchmentCoordinatorSteeringCommitteeandSeniorCombinedPartnersmeetings.GoulburnBrokenCMAstaffparticipateinsteeringcommitteesorconsultationsessionsastheBenallaRuralCity,CampaspeShire,GreaterGreaterSheppartonCity,MansfieldShire,MoiraShireandStrathbogieShireCouncilsdeveloptheirenvironmentstrategies.GoulburnBrokenCMAisakeymemberoftheGoulburnBrokenLocalGovernmentBiodiversityReferenceGroupwhichincludesrepresentativesfromsevenoftheeightcouncilsintheCatchment.


DepartmentofPrimaryIndustries

DPIisapartneronSIPAGandotheradvisorygroupsandprovidestechnicalsupport.ServiceagreementandpartnershipMemorandumofUnderstandingwithGoulburnBrokenCMA.Deliverextensionandgrantassessmentservicessuchaswholefarmplanningandassociatedenvironmentalmanagementgrantsandresearchprojects.CriticalpartnerinengagementofanddeliveryofFarmWater,FireRecoveryandWoodlandsProgramstolandholders.CriticalpartnerofGoulburnBrokenCMAThreatenedWoodlandsProject2010-2013.

Goulburn-MurrayWater G-MWisrepresentedatallSIPAGandGoulburnBrokenCMAPartnershipTeammeetings.ServiceagreementandpartnershipMemorandumofUnderstandingwithGoulburnBrokenCMA.ManagesanddeliversmostCommunitySurfaceWaterManagementandtheGroundwaterandSaltManagementprojectsintheSIRincludingresearch.GoulburnBrokenCMAisrepresentedonG-MW’sSIRwaterservicescommittees.

DepartmentofSustainabilityandEnvironment–Regional

ServiceagreementandpartnershipMemorandumofUnderstandingwithGoulburnBrokenCMA.ManageextensiveareasofpubliclandintheCatchment,includingforestsintheupperGoulburn,reservesinthegoldfieldsareaandunusedroadreservesandcrownwaterfrontages.WorkwithParksVictoriatomanageconservationreserves,includingBarmahandMurrayRiverReserve.Coordinateand/orimplementprojectsthatassisttherecoveryofthreatenedspeciesandcommunitiesacrosspublicandprivateland(seeBiodiversitysection3apage100).DeliveringBushReturnsWoodlandTender(fundedbyCfoC),amarket-basedincentiveapproachtosecureover1,525hectaresofwoodlandsitesundermanagementagreementswhichincludesworkingwithGoulburnBrokenCMA’sIndigenousFacilitatortoincreaseawarenessofculturalheritagesitesinthewoodlandlandscape.DeliveredBushTender,(fundedbyNRIP),aMarketBasedInstrumentforachievingcost-effectiveconservationoutcomes,andmonitoredpropertieswithsignedagreements.ContributedtotheimplementationoftheHumeStrategyforSustainableCommunities.ContributingtothedevelopmentofHumeRegionGrowthPlan.CollaboratedwithGoulburnBrokenCMAindevelopingtheBiodiversityAssetpriorityareasAssistedwiththedevelopmentofthenextGoulburnBrokenRegionalCatchmentStrategy.OverseeCommitteesofManagementonCrownLand.AppointedthenewCommitteeofManagementforWintonWetlandsandworkwithitonmanagementplanning,includingfiremanagementandmonitoringstrategy.ContributetotheDSECMNProjectControlBoard,whichincludesGoulburnBrokenCMArepresentation.ContributedtotheEmergencyResponsetoFloodinginnorthernVictoria.Representedon:GoulburnBrokenCMAPartnershipTeam,SeniorPartners,NVIRPWetlandsInfrastructureConnectionsWorkingGroup,GoulburnBrokenCMA’sFarmWaterProgramWorkingGroup,GoulburnBrokenCMA’sWaterandRiverContingencyPlanningGroup,GoulburnBrokenCMAWaterQualityGroup,andonsteeringcommittees:BushReturns,StrathbogieRangesCMNexecutiveCommittee,BackbonetoBiolinks,WetlandTender;CaringforOurCountry’sSustainableFarmingPractices;localgovernmentenvironmentalstrategyprojects;DookieSeedbank,ThreatenedSpeciesProjectPrioritisationProtocols;ClimateChangeIntegrationStrategy;CMNStatewideAdvisoryGroup;MurrindindiShireCouncilEnvironmentAdvisoryCommittee;VictorianStateLandcareTeam;LandandBiodiversityImplementationForum;GreenhouseAlliance.Providetechnicalsupport:BushReturns,WetlandTender;DPIgrants,LaBIF.

DepartmentofSustainabilityandEnvironment–HeadOfficeandAustralianGovernment

GoulburnBrokenCMA’sRegionalInvestmentPlanfundingproposalisdevelopedforDSEandGoulburnBrokenCMA’sCaringforourCountryprojectsaredevelopedfortheAustralianGovernment.CollaboratewithDSEprogramssuchasRiverHealth,IrrigationandLandcare.Ecomarkets(DSE):providetemplatesandassessmenttools,suchasEnSYMforGoulburnBrokenCMAtodeliverWetlandTender,andtechnicalsupport.

Othergroups Communityandadvisorygroupsdevelopcloserelationshipswithmanyorganisationsasneedsariseduringresearch,planningandimplementation,includingParksVictoria,VictorianFarmersFederation,TrustforNature,theGoulburnBrokenGreenhouseAllianceandthevariousenvironmentandclimateactiongroupsacrosstheCatchment.


Appendix 7: Whistleblowers Protection PolicyGoulburn Broken CMA Whistleblowers Protection PolicyWhistleblowersProtectionAct2001

Contents

Page1 Purpose of These Procedures 121

2 Introduction and Objectives 121

3 Statement of Support for Whistleblower 121

4 Definitions of Key Terms 1214.1 ImproperConduct 1214.2 CorruptConduct 1214.3 DetrimentalAction 121

5 The Reporting System 1225.1 ContactPersonsWithintheGoulburnBrokenCMA 1225.2 AlternativeContactPersons 122

6 Roles and Responsibilities 1226.1 Employees 1226.2 ProtectedDisclosureOfficers 1226.3 ProtectedDisclosureCoordinator 1226.4 Investigator 1226.5 WelfareManager 123

7 Confidentiality 123

8 Collating and Publishing Statistics 123

9 Receiving and Assessing Disclosures 1239.1 HastheDisclosureBeenMadeinAccordanceWithPart2ofTheAct? 1239.1.1 HasTheDisclosureBeenMadetoTheAppropriatePerson? 1239.1.2 DoesTheDisclosureContainTheEssentialElementsofaProtectedDisclosure? 1239.2 IsTheDisclosureaPublicInterestDisclosure? 123

10 Investigations 12410.1 Introduction 12410.2 TermsofReference 12410.3 InvestigationPlan 12410.4 NaturalJustice 12410.5 ConductofTheInvestigation 12410.6 ReferralofanInvestigationtotheOmbudsman 12410.7 ReportingRequirements 125

11 Action Taken After an Investigation 12511.1 InvestigatorsFinalReport 12511.2 ActionToBeTaken 125

12 Managing the Welfare of the Whistleblower 12512.1 CommitmenttoProtectingTheWhistleblower 12512.2 KeepingTheWhistleblowerInformed 12512.3 OccurrenceofDetrimentalAction 12512.4 WhistleblowersImplicatedinImproperConduct 125

13 Management of the Person Against Whom a Disclosure is Made 125

14 Criminal Offences 125

15 Review 126

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1 Purpose of these proceduresTheseproceduresestablishasystemforreportingdisclosuresofimproperconductor

detrimentalactionbytheGoulburnBrokenCatchmentManagementAuthorityoritsemployees.ThesystemenablessuchdisclosurestobemadetotheprotecteddisclosurecoordinatorortooneofthenominatedProtecteddisclosureofficers.Disclosuresmaybemadebyemployeesorbymembersofthepublic.

Theseproceduresaredesignedtocomplementnormalcommunicationchannelsbetweensupervisorsandemployees.Employeesareencouragedtocontinuetoraiseappropriatemattersatanytimewiththeirsupervisors.Asanalternative,employeesmaymakeadisclosureofimproperconductordetrimentalactionundertheActinaccordancewiththeseprocedures.

2 Introduction and ObjectivesTheWhistleblowers Protection Act 2001commencedoperationon1January2002.ThemainobjectiveoftheWhistleblowers Protection Act 2001(theAct)istoencourageandfacilitatethemakingofdisclosuresofimproperconductordetrimentalactionbypublicofficersandpublicbodies.TheActprovidesprotectiontowhistleblowerswhomakedisclosuresinaccordancewiththeAct,andestablishesasystemforthemattersdisclosedtobeinvestigatedandforrectifyingactiontobetaken.

3 Statement of Support to WhistleblowersTheGoulburnBrokenCatchmentManagementAuthorityiscommittedtotheaimsandobjectivesoftheWhistleblowers Protection Act 2001(theAct).Itdoesnottolerateimproperconductbyitsemployees,officersormembers,northetakingofreprisalsagainstthosewhocomeforwardtodisclosesuchconduct.

TheGoulburnBrokenCatchmentManagementAuthority recognises thevalueof transparencyandaccountability in itsadministrativeandmanagementpractices,andsupportsthemakingofdisclosuresthatrevealcorruptconduct,conductinvolvingasubstantialmismanagementofpublicresources,orconductinvolvingasubstantialrisktopublichealthandsafetyortheenvironment.

TheAuthoritywilltakeallreasonablestepstoprotectpeoplewhomakesuchdisclosuresfromanydetrimentalactioninreprisalformakingthedisclosure.Itwillalsotakeallnecessarymeasurestoaffordnaturaljusticetothepersonwhoisthesubjectofthedisclosure.

4 Definitions of key terms

Threekeyconceptsinthereportingsystemareimproperconduct,corruptconductanddetrimentalaction.Definitionsofthesetermsaresetoutbelow.

PublicBodiesinclude:

• AllGovernmentDepartmentsandadministrativeoffices;StatutoryAuthorities;MunicipalCouncils;GovernmentappointedBoardsandCommittees;Governmentownedcompanies;Universities;TAFEColleges;PublicHospitals;StatefundedResidentialCareServices;HealthServicescontractors;andCorrectionalServicescontractors.

PublicOfficersinclude:

• MembersofParliament;Councillors;Councilemployees;PublicServants;Universityemployees;PoliceOfficers;ProtectiveServicesOfficers;AdministrativeStaffoftheChiefCommissionerofPolice;Teachers;andOfficeholdersappointedbyGovernorinCounciloraMinister.

4.1 Improper conductAdisclosuremaybemadeaboutimproperconductbyapublicbodyorpublicofficial.Improperconductmeansconductthatiscorrupt,asubstantialmismanagementofpublicresources,orconductinvolvingsubstantialrisktopublichealthorsafetyortotheenvironment.Theconductmustbeseriousenoughtoconstitute,ifproved,acriminaloffenceorreasonablegroundsfordismissal.

Examples

To avoid closure of a town’s only industry, an environmental health officer ignores or conceals evidence of illegal dumping of waste.An agricultural officer delays or declines imposing quarantine to allow a financially distressed farmer to sell diseased stock.A building inspector tolerates poor practices and structural defects in the work of a leading local builder.

Examples

A public officer takes a bribe or receives a payment other than his or her wages or salary in exchange for the discharge of a public duty.A public officer favours unmeritorious applications for jobs or permits by friends and relatives.A public officer sells confidential information.

Examples

A public body refuses a deserved promotion of a person who makes a disclosure.A public body demotes, transfers, isolates in the workplace or changes the duties of a whistleblower due to the making of a disclosure.A person threatens, abuses or carries out other forms of harassment directly or indirectly against the whistleblower, his or her family or friends.A public body discriminates against the whistleblower or his or her family and associates in subsequent applications for jobs, permits or tenders.

4.2 Corrupt conduct

Corruptconductmeans:

- Conductofanyperson(whetherornotapublicofficial)thatadverselyaffectsthehonestperformanceofapublicofficer’sorpublicbody’sfunctions;- Theperformanceofapublicofficer’sfunctionsdishonestlyorwithinappropriatepartiality;- Conductofapublicofficer,formerpublicofficerorapublicbodythatamountstoabreachofpublictrust;- Conductbyapublicofficer,formerpublicofficerorapublicbodythatamountstothemisuseofinformationormaterialacquiredinthecourseoftheperformanceof

theirofficialfunctions;or- Aconspiracyorattempttoengageintheaboveconduct.

4.3 Detrimental action

TheActmakesitanoffenceforapersontotakedetrimentalactionagainstapersoninreprisalforaprotecteddisclosure.Detrimentalactionincludes:- Actioncausinginjury,lossordamage;- Intimidationorharassment;and- Discrimination,disadvantageoradversetreatmentinrelationtoaperson’semployment,career,profession,tradeorbusiness,includingthetakingofdisciplinaryaction.

See4.2belowforspecificexamplesofcorruptconduct.


5 The reporting system

5.1 Contact persons within the Goulburn Broken Catchment Management Authority.

DisclosuresofimproperconductordetrimentalactionbytheGoulburnBrokenCatchmentManagementAuthorityoritsemployees,maybemadetothefollowingofficers:

The protected disclosure coordinator is: Mark Turner (5820 1105).

Protected disclosure officers are: Carl Walters (5833 5360), Steve Wilson (5820 1137), Peter Howard (5833 5343)

Allcorrespondence,phonecallsandemailsfrominternalorexternalwhistleblowerswillbereferredtotheprotecteddisclosurecoordinator.

Whereapersoniscontemplatingmakingadisclosureandisconcernedaboutapproachingtheprotecteddisclosurecoordinatororaprotecteddisclosureofficerintheworkplace,heorshecancalltherelevantofficerandrequestameetinginadiscreetlocationawayfromtheworkplace.

5.2 Alternative contact persons

AdisclosureaboutimproperconductordetrimentalactionbytheGoulburnBrokenCatchmentManagementAuthorityoritsemployeesmayalsobemadedirectlytotheOmbudsman:

TheOmbudsmanVictoriaLevel9,459CollinsStreet(NorthTower)MelbourneVictoria3000(DX210174)Internet:www.ombudsman.vic.gov.auEmail:[email protected]:96136222TollFree:1800806314

Ombudsman:MrGeorgeBrouwerTel:(03)96136202

ThefollowingtablesetsoutwheredisclosuresaboutpersonsotherthanemployeesofGoulburnBrokenCatchmentManagementAuthorityshouldbemade.

Person who is the subject of the disclosure Person/body to whom the disclosure must be madeEmployeeofaPublicBody ThatPublicBodyortheOmbudsmanMemberofParliament(LegislativeAssembly) SpeakeroftheLegislativeAssemblyMemberofParliament(LegislativeCouncil) PresidentoftheLegislativeCouncilCouncilor TheOmbudsmanChiefCommissionerofPolice TheOmbudsmanorDeputyOmbudsmanMemberofthepoliceforce TheOmbudsman,DeputyOmbudsmanorChiefCommissionerofPolice

6 Roles and responsibilities

6.1 Employees

Employeesareencouragedtoreportknownorsuspectedincidencesofimproperconductordetrimentalactioninaccordancewiththeseprocedures.

AllemployeesoftheGoulburnBrokenCatchmentManagementAuthorityhaveanimportantroletoplayinsupportingthosewhohavemadealegitimatedisclosure.Theymustrefrainfromanyactivitythatis,orcouldbeperceivedtobe,victimisationorharassmentofapersonwhomakesadisclosure.

Furthermore,theyshouldprotectandmaintaintheconfidentialityofapersontheyknoworsuspecttohavemadeadisclosure.

6.2 Protected disclosure officers

Protecteddisclosureofficerswill:- BeacontactpointforgeneraladviceabouttheoperationoftheActforanypersonwishingtomakeadisclosureaboutimproperconductordetrimentalaction;- Makearrangementsforadisclosuretobemadeprivatelyanddiscreetlyand,ifnecessary,awayfromtheworkplace;- Receiveanydisclosuremadeorallyorinwriting(frominternalandexternalwhistleblowers);- Committowritinganydisclosuremadeorally;- ImpartiallyassesstheallegationanddeterminewhetheritisadisclosuremadeinaccordancewithPart2oftheAct(thatis,aprotecteddisclosure);- Takeallnecessarystepstoensuretheidentityofthewhistleblowerandtheidentityofthepersonwhoisthesubjectofthedisclosurearekeptconfidential;and- Forwardalldisclosuresandsupportingevidencetotheprotecteddisclosurecoordinator.

6.3 Protected disclosure coordinator

Theprotecteddisclosurecoordinatorhasacentralclearinghouseroleintheinternalreportingsystem.Heorshewill:- Receivealldisclosuresforwardedfromtheprotecteddisclosureofficers;- Receiveallphonecalls,emailsandlettersfrommembersofthepublicoremployeesseekingtomakeadisclosure;- Impartiallyassesseachdisclosuretodeterminewhetheritisapublicinterestdisclosure;- ReferallpublicinterestdisclosurestotheOmbudsman;- Beresponsibleforcarryingout,orappointinganinvestigatortocarryout,aninvestigationreferredtothepublicbodybytheOmbudsman;- Beresponsibleforoverseeingandcoordinatinganinvestigationwhereaninvestigatorhasbeenappointed;- Appointawelfaremanagertosupportthewhistleblowerandtoprotecthimorherfromanyreprisals;- Advisethewhistlebloweroftheprogressofaninvestigationintothedisclosedmatter;- Establishandmanageaconfidentialfilingsystem;- Collateandpublishstatisticsondisclosuresmade;- Takeallnecessarystepstoensuretheidentityofthewhistleblowerandtheidentityofthepersonwhoisthesubjectofthedisclosurearekeptconfidential;and- LiaisewiththeChiefExecutiveOfficerofthepublicbody.

6.4 Investigator

The investigatorwill be responsible for carrying out an internal investigation into a disclosurewhere theOmbudsmanhas referred amatter to the public body. Aninvestigatormaybeapersonfromwithinanorganisationoraconsultantengagedforthatpurpose.

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6.5 Welfare manager

Thewelfaremanagerisresponsibleforlookingafterthegeneralwelfareofthewhistleblower.Thewelfaremanagerwill:- Examinetheimmediatewelfareandprotectionneedsofawhistleblowerwhohasmadeadisclosureandseektofosterasupportiveworkenvironment;- Advisethewhistleblowerofthelegislativeandadministrativeprotectionsavailabletohimorher;- Listenandrespondtoanyconcernsofharassment,intimidationorvictimisationinreprisalformakingdisclosure;and- Ensuretheexpectationsofthewhistleblowerarerealistic.

7 Confidentiality

TheGoulburnBrokenCatchmentManagementAuthoritywilltakeallreasonablestepstoprotecttheidentityofthewhistleblower.Maintainingconfidentialityiscrucialinensuringreprisalsarenotmadeagainstawhistleblower.TheActrequiresanypersonwhoreceivesinformationduetothehandlingorinvestigationofaprotecteddisclosure,nottodisclosethatinformationexceptincertainlimitedcircumstances.Disclosureofinformationinbreachofsection22oftheActconstitutesanoffencethatispunishablebyamaximumfineof60penaltyunits($7,328)orsixmonthsimprisonmentorboth.

Thecircumstancesinwhichapersonmaydiscloseinformationobtainedaboutaprotecteddisclosureinclude:- WhereexercisingthefunctionsofthepublicbodyundertheAct;- WhenmakingareportorrecommendationundertheAct;- Whenpublishingstatisticsintheannualreportofapublicbody;and- IncriminalproceedingsforcertainoffencesintheAct.

However,theActprohibitstheinclusionofparticularsinanyreportorrecommendationthatislikelytoleadtotheidentificationofthewhistleblower.TheActalsoprohibitstheidentificationofthepersonwhoisthesubjectofthedisclosureinanyparticularsincludedinanannualreport.

TheAuthoritywillensureallfiles,whetherpaperorelectronic,arekeptinasecureroomandcanonlybeaccessedbytheprotecteddisclosurecoordinator,protecteddisclosureofficer,theinvestigatororwelfaremanager(inrelationtowelfarematters).AllprintedmaterialwillbekeptinfilesthatareclearlymarkedasaWhistleblowerProtectionActmatter,andwarnofthecriminalpenaltiesthatapplytoanyunauthoriseddivulgingofinformationconcerningaprotecteddisclosure.Allelectronicfileswillbeproducedandstoredonastand-alonecomputerandbegivenpasswordprotection.BackupfileswillbemaintainedinlinewiththeAuthority’spolicy.Allmaterialsrelevanttoaninvestigation,suchastapesfrominterviews,willalsobestoredsecurelywiththewhistleblowerfiles.

TheGoulburnBrokenCatchmentManagementAuthoritywillnotemaildocumentsrelevant toawhistleblowermatterandwillensureallphonecallsandmeetingsareconductedinprivate.

8 Collating and publishing statistics

Theprotecteddisclosurecoordinatorwillestablishasecureregistertorecordtheinformationrequiredtobepublishedintheannualreport,andtogenerallykeepaccountofthestatusofwhistleblowerdisclosures.Theregisterwillbeconfidentialandwillnotrecordanyinformationthatmayidentifythewhistleblower.

Theregisterwillcontainthefollowinginformation:- Thenumberandtypesofdisclosuresmadetopublicbodiesduringtheyear;- ThenumberofdisclosuresreferredtotheOmbudsmanfordeterminationastowhethertheyarepublicinterestdisclosures;- ThenumberandtypesofdisclosedmattersreferredtothepublicbodybytheOmbudsmanforinvestigation;- ThenumberandtypesofdisclosuresreferredbythepublicbodytotheOmbudsmanforinvestigation;- ThenumberandtypesofinvestigationstakenoverfromthepublicbodybytheOmbudsman;- ThenumberofrequestsmadebyawhistleblowertotheOmbudsmantotakeoveraninvestigationbythepublicbody;- Thenumberandtypesofdisclosedmattersthatthepublicbodyhasdeclinedtoinvestigate;- Thenumberandtypesofdisclosedmattersthatweresubstantiateduponinvestigationandtheactiontakenoncompletionoftheinvestigation;and- AnyrecommendationsmadebytheOmbudsmanthatrelatetothepublicbody.

9 Receiving and assessing disclosures

9.1 Has the disclosure been made in accordance with Part 2 of the Act?

Whereadisclosurehasbeenreceivedbytheprotecteddisclosureofficerorbytheprotecteddisclosurecoordinator,heorshewillassesswhetherthedisclosurehasbeenmadeinaccordancewithPart2oftheActandis,therefore,aprotecteddisclosure.

9.1.1Hasthedisclosurebeenmadetotheappropriateperson?ForthedisclosuretoberespondedtobytheGoulburnBrokenCatchmentManagementAuthority,itmustconcernanemployee,memberorofficeroftheGoulburnBrokenCatchmentManagementAuthority.Ifthedisclosureconcernsanemployee,officerormemberofanotherpublicbody,thepersonwhohasmadethedisclosuremustbeadvisedofthecorrectpersonorbodytowhomthedisclosureshouldbedirected.(Seethetablein5.2).Ifthedisclosurehasbeenmadeanonymously,itshouldbereferredtotheOmbudsman.

9.1.2Doesthedisclosurecontaintheessentialelementsofaprotecteddisclosure?Tobeaprotecteddisclosure,adisclosuremustsatisfythefollowingcriteria:- Didanaturalperson(thatis,anindividualpersonratherthanacorporation)makethedisclosure?- Doesthedisclosurerelatetoconductofapublicbodyorpublicofficeractingintheirofficialcapacity?- Istheallegedconducteitherimproperconductordetrimentalactiontakenagainstapersoninreprisalformakingaprotecteddisclosure?- Doesthepersonmakingadisclosurehavereasonablegroundsforbelievingtheallegedconducthasoccurred?

Whereadisclosureisassessedtobeaprotecteddisclosure,itisreferredtotheProtectedDisclosureCoordinator.TheProtectedDisclosureCoordinatorwilldeterminewhetherthedisclosureisapublicinterestdisclosure.

Whereadisclosureisassessednottobeaprotecteddisclosure,thematterdoesnotneedtobedealtwithundertheAct.Theprotecteddisclosureofficerwilldecidehowthemattershouldberespondedtoinconsultationwiththeprotecteddisclosurecoordinator.

9.2 Is the disclosure a public interest disclosure?

Wheretheprotecteddisclosureofficerorcoordinatorhasreceivedadisclosurethathasbeenassessedtobeaprotecteddisclosure,theprotecteddisclosurecoordinatorwilldeterminewhetherthedisclosureamountstoapublicinterestdisclosure.Thisassessmentwillbemadewithin45daysofthereceiptofthedisclosure.

Inreachingaconclusionastowhetheraprotecteddisclosureisapublicinterestdisclosure,theprotecteddisclosurecoordinatorwillconsiderwhetherthedisclosureshows, or tends to show,thatthepublicofficertowhomthedisclosurerelates:

- Hasengaged,isengagingorproposestoengageinimproperconductinhisorhercapacityasapublicofficer;or- Hastaken,istakingorproposestotakedetrimentalactioninreprisalforthemakingoftheprotecteddisclosure.


Wheretheprotecteddisclosurecoordinatorconcludesthatthedisclosureamountstoapublicinterestdisclosure,heorshewill:1 Notifythepersonwhomadethedisclosureofthatconclusion;and2 ReferthedisclosuretotheOmbudsmanforformaldeterminationastowhetheritisindeedapublicinterestdisclosure.

Wheretheprotecteddisclosurecoordinatorconcludesthatthedisclosureisnotapublicinterestdisclosure,heorshewill:1 Notifythepersonwhomadethedisclosureofthatconclusion;and2 AdvisethatpersonthatheorshemayrequestthepublicbodytoreferthedisclosuretotheOmbudsmanforaformaldeterminationastowhetherthedisclosureisa

publicinterestdisclosure,andthatthisrequestmustbemadewithin28daysofthenotification.

Ineithercase,theprotecteddisclosurecoordinatorwillmakethenotificationandthereferralwithin14daysoftheconclusionbeingreachedbythepublicbody.Notificationtothewhistleblowerisnotnecessarywherethedisclosurehasbeenmadeanonymously.

10 Investigations

10.1 Introduction

WheretheOmbudsmanrefersaprotecteddisclosuretotheGoulburnBrokenCatchmentManagementAuthorityforinvestigation,theprotecteddisclosurecoordinatorwillappointaninvestigatortocarryouttheinvestigation.Theobjectivesofaninvestigationwillbe:- Tocollateinformationrelatingtotheallegationasquicklyaspossible.Thismayinvolvetakingstepstoprotectorpreservedocuments,materialsandequipment;- Toconsidertheinformationcollectedandtodrawconclusionsobjectivelyandimpartially;- Tomaintainproceduralfairnessinthetreatmentofwitnessesandthepersonwhoisthesubjectofthedisclosure;and- Tomakerecommendationsarisingfromtheconclusionsdrawnconcerningremedialorotherappropriateaction.

10.2 Terms of reference

Beforecommencinganinvestigation,theprotecteddisclosurecoordinatorwilldrawuptermsofreferenceandobtainauthorisationforthosetermsfromtheChiefExecutiveOfficer.Thetermsofreferencewillsetadatebywhichtheinvestigationreportistobeconcluded,andwilldescribetheresourcesavailabletotheinvestigatortocompletetheinvestigationwithinthetimeset.Theprotecteddisclosurecoordinatormayapprove,ifreasonable,anextensionoftimerequestedbytheinvestigator.Thetermsofreferencewillrequiretheinvestigatortomakeregularreportstotheprotecteddisclosurecoordinatorwho,inturn,istokeeptheOmbudsmaninformedofgeneralprogress.

10.3 Investigation plan

Theinvestigatorwillprepareaninvestigationplanforapprovalbytheprotecteddisclosurecoordinator.Theplanwilllisttheissuestobesubstantiatedanddescribetheavenueofinquiry.Itwilladdressthefollowingissues:- Whatisbeingalleged?- Whatarethepossiblefindingsoroffences?- Whatarethefactsinissue?- Howistheinquirytobeconducted?- Whatresourcesarerequired?

Atthecommencementoftheinvestigation,thewhistleblowershouldbe:- Notifiedbytheinvestigatorthatheorshehasbeenappointedtoconducttheinvestigation;- Askedtoclarifyanymatters;and- Provideanyadditionalmaterialheorshemighthave.

Theinvestigatorwillbesensitivetothewhistleblower’spossiblefearofreprisalsandwillbeawareofthestatutoryprotectionsprovidedtothewhistleblower.

10.4 Natural Justice

Theprinciplesofnaturaljusticewillbefollowedinanyinvestigationofapublicinterestdisclosure.Theprinciplesofnaturaljusticeconcernproceduralfairnessandensureafairdecisionisreachedbyanobjectivedecisionmaker.Maintainingproceduralfairnessprotectstherightsofindividualsandenhancespublicconfidenceintheprocess.

TheGoulburnBrokenCatchmentManagementAuthoritywillhaveregardtothefollowingissuesinensuringproceduralfairness:- Thepersonwhoisthesubjectofthedisclosureisentitledtoknowtheallegationsmadeagainsthimorherandmustbegiventherighttorespond.(Thisdoesnotmean

thepersonmustbeadvisedoftheallegationassoonasthedisclosureisreceivedortheinvestigationhascommenced);- Iftheinvestigatoriscontemplatingmakingareportadversetotheinterestsofanyperson,thatpersonshouldbegiventheopportunitytoputforwardfurthermaterialthat

mayinfluencetheoutcomeofthereportandthatperson’sdefenceshouldbefairlysetoutinthereport;- Allrelevantpartiestoamattershouldbeheardandallsubmissionsshouldbeconsidered;- Adecisionshouldnotbemadeuntilallreasonableinquirieshavebeenmade;- Theinvestigatororanydecisionmakershouldnothaveapersonalordirectinterestinthematterbeinginvestigated;- Allproceedingsmustbecarriedoutfairlyandwithoutbias.Careshouldbetakentoexcludeperceivedbiasfromtheprocess;and- The investigatormustbe impartial inassessingthecredibilityof thewhistleblowersandanywitnesses.Whereappropriate,conclusionsas tocredibilityshouldbe

includedintheinvestigationreport.

10.5 Conduct of the investigation

The investigatorwillmakecontemporaneousnotesofalldiscussionsandphonecalls,andall interviewswithwitnesseswillbe taped.All informationgathered inaninvestigationwillbestoredsecurely.Interviewswillbeconductedinprivateandtheinvestigatorwilltakeallreasonablestepstoprotecttheidentityofthewhistleblower.

Wheredisclosureoftheidentityofthewhistleblowercannotbeavoided,duetothenatureoftheallegations,theinvestigatorwillwarnthewhistleblowerandhisorherwelfaremanagerofthisprobability.

Itisinthediscretionoftheinvestigatortoallowanywitnesstohavelegalorotherrepresentationorsupportduringaninterview.Ifawitnesshasaspecialneedforlegalrepresentationorsupport,permissionshouldbegranted.

10.6 Referral of an investigation to the Ombudsman

TheprotecteddisclosurecoordinatorwillmakeadecisionregardingthereferralofaninvestigationtotheOmbudsmanwhere,ontheadviceoftheinvestigator:- Theinvestigationisbeingobstructedby,forexample,thenon-cooperationofkeywitnesses;or- Theinvestigationhasrevealedconductthatmayconstituteacriminaloffence.

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10.7 Reporting requirements

Theprotecteddisclosurecoordinatorwillensurethewhistlebloweriskeptregularlyinformedconcerningthehandlingofaprotecteddisclosureandaninvestigation.

TheprotecteddisclosurecoordinatorwillreporttotheOmbudsmanabouttheprogressofaninvestigation.

WheretheOmbudsmanorthewhistleblowerrequestsinformationabouttheprogressofaninvestigation,thatinformationwillbeprovidedwithin28daysofthedateoftherequest.

11 Action Taken After An Investigation

11.1 Investigator’s final report

Attheconclusionoftheinvestigation,theinvestigatorwillsubmitawrittenreportofhisorherfindingstotheprotecteddisclosurecoordinator.Thereportwillcontain:- Theallegation/s:- Anaccountofallrelevantinformationreceivedand,iftheinvestigatorhasrejectedevidenceasbeingunreliable,thereasonsforthisopinionbeingformed;- Theconclusionsreachedandthebasisforthem;and- Anyrecommendationsarisingfromtheconclusions.

Wheretheinvestigatorhasfoundthattheconductdisclosedbythewhistleblowerhasoccurred,recommendationsmadebytheinvestigatorwillinclude:- ThestepsthatneedtobetakenbytheGoulburnBrokenCatchmentManagementAuthoritytopreventtheconductfromcontinuingoroccurringinthefuture;and- AnyactionthatshouldbetakenbytheAuthoritytoremedyanyharmorlossarisingfromtheconduct.Thisactionmayincludebringingdisciplinaryproceedingsagainst

thepersonresponsiblefortheconduct,andreferringthemattertoanappropriateauthorityforfurtherconsideration.

Thereportwillbeaccompaniedby:- Thetranscriptorotherrecordofanyoralevidencetaken,includingtaperecordings;and- Alldocuments,statementsorotherexhibitsreceivedbytheofficerandacceptedasevidenceduringthecourseoftheinvestigation.

Wheretheinvestigator’sreportistoincludeanadversecommentagainstanyperson,thatpersonwillbegiventheopportunitytorespondandhisorherdefencewillbefairlyincludedinthereport.

Thereportwillnotdiscloseparticularslikelytoleadtotheidentificationofthewhistleblower.

11.2 Action to be taken

Iftheprotecteddisclosurecoordinatorissatisfiedthattheinvestigationhasfoundthatthedisclosedconducthasoccurred,heorshewillrecommendtotheChiefExecutiveOfficertheactionthatmustbetakentopreventtheconductfromcontinuingoroccurringinthefuture.Theprotecteddisclosurecoordinatormayalsorecommendthatactionbetakentoremedyanyharmorlossarisingfromtheconduct.

TheprotecteddisclosurecoordinatorwillprovideawrittenreporttotheMinisterforEnvironmentandConservation,theOmbudsmanandthewhistleblowersettingoutthefindingsoftheinvestigationandanyremedialstepstaken.

Wheretheinvestigationconcludesthatthedisclosedconductdidnotoccur,theprotecteddisclosurecoordinatorwillreportthesefindingstotheOmbudsmanandtothewhistleblower.

12 Managing the Welfare of the Whistleblower

12.1 Commitment to protecting whistleblowers

TheGoulburnBrokenCatchmentManagementAuthorityiscommittedtotheprotectionofgenuinewhistleblowersagainstdetrimentalactiontakeninreprisalforthemakingofprotecteddisclosures.

Theprotecteddisclosure coordinator is responsible for ensuringwhistleblowers are protected fromdirect and indirect detrimental action, and that the culture of theworkplaceissupportiveofprotecteddisclosuresbeingmade.

Theprotecteddisclosurecoordinatorwillappointawelfaremanagertoallwhistleblowerswhohavemadeaprotecteddisclosure.Thewelfaremanagerwill:- Examinetheimmediatewelfareandprotectionneedsofawhistleblowerwhohasmadeadisclosureand,wherethewhistleblower isanemployee,seektofostera

supportiveworkenvironment;- Advisethewhistleblowerofthelegislativeandadministrativeprotectionsavailabletohimorher;- Listenandrespondtoanyconcernsofharassment,intimidationorvictimisationinreprisalformakingdisclosure;- Keepacontemporaneousrecordofallaspectsofthecasemanagementofthewhistleblowerincludingallcontactandfollow-upaction;and- Ensuretheexpectationsofthewhistleblowerarerealistic.

Allemployeeswillbeadvisedthatitisanoffenceforapersontotakedetrimentalactioninreprisalforaprotecteddisclosure.Themaximumpenaltyisafineof240penaltyunits($29,313)ortwoyearsimprisonmentorboth.ThetakingofdetrimentalactioninbreachofthisprovisioncanalsobegroundsformakingadisclosureundertheActandcanresultinaninvestigation.

Detrimentalactionincludes:- Causinginjury,lossordamage;- Intimidationorharassment;and- Discrimination,disadvantageoradversetreatmentinrelationtoaperson’semployment,career,profession,tradeorbusiness(includingthetakingofdisciplinaryaction).

12.2 Keeping the whistleblower informed

Theprotecteddisclosurecoordinatorwillensurethewhistlebloweriskeptinformedofactiontakeninrelationtohisorherdisclosure,andthetimeframesthatapply.Thewhistleblowerwillbeinformedoftheobjectivesofaninvestigation,thefindingsofaninvestigation,andthestepstakenbytheGoulburnBrokenCatchmentManagementAuthoritytoaddressanyimproperconductthathasbeenfoundtohaveoccurred.ThewhistleblowerwillbegivenreasonsfordecisionsmadebytheGoulburnBrokenCatchmentManagementAuthorityinrelationtoaprotecteddisclosure.AllcommunicationwiththewhistleblowerwillbeinplainEnglish.

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12.3 Occurrence of detrimental action

Ifawhistleblowerreportsanincidentofharassment,discriminationoradversetreatmentthatwouldamounttodetrimentalactiontakeninreprisalforthemakingofthedisclosure,thewelfaremanagerwill:

- Recorddetailsoftheincident;- AdvisethewhistleblowerofhisorherrightsundertheAct;and- Advisetheprotecteddisclosurecoordinatororchiefexecutiveofficerofthedetrimentalaction.

ThetakingofdetrimentalactioninreprisalforthemakingofadisclosurecanbeanoffenceagainsttheActaswellasgroundsformakingafurtherdisclosure.Wheresuchdetrimentalactionisreported,theprotecteddisclosurecoordinatorwillassessthereportasanewdisclosureundertheAct.Wheretheprotecteddisclosurecoordinatorissatisfiedthatthedisclosureisapublicinterestdisclosure,heorshewillreferittotheOmbudsman.IftheOmbudsmansubsequentlydeterminesthemattertobeapublicinterestdisclosure,theOmbudsmanmayinvestigatethematterorreferittoanotherbodyforinvestigationasoutlinedintheAct.

12.4 Whistleblowers implicated in improper conduct

Whereapersonwhomakesadisclosureisimplicatedinmisconduct,theGoulburnBrokenCatchmentManagementAuthoritywillhandlethedisclosureandprotectthewhistleblowerfromreprisalsinaccordancewiththeAct,theOmbudsman’sguidelinesandtheseprocedures.TheAuthorityacknowledgesthattheactofwhistleblowingshouldnotshieldwhistleblowersfromthereasonableconsequencesflowingfromanyinvolvementinimproperconduct.

Section17oftheActspecificallyprovidesthataperson’sliabilityforhisorherownconductisnotaffectedbytheperson’sdisclosureofthatconductundertheAct.However,insomecircumstances,anadmissionmaybeamitigatingfactorwhenconsideringdisciplinaryorotheraction.

TheChiefExecutiveOfficerwillmakethefinaldecisionontheadviceoftheprotecteddisclosurecoordinatorastowhetherdisciplinaryorotheractionwillbetakenagainstawhistleblower.Wheredisciplinaryorotheractionrelatestoconductthatisthesubjectofthewhistleblower’sdisclosure,thedisciplinaryorotheractionwillonlybetakenafterthedisclosedmatterhasbeenappropriatelydealtwith.

Inallcaseswheredisciplinaryorotheractionisbeingcontemplated,theChiefExecutiveOfficermustbesatisfiedthatithasbeenclearlydemonstratedthat:

- Theintentiontoproceedwithdisciplinaryactionisnotcausallyconnectedtothemakingofthedisclosure(asopposedtothecontentofthedisclosureorotheravailableinformation);

- Therearegoodandsufficientgroundsthatwouldfullyjustifyactionagainstanynon-whistleblowerinthesamecircumstances;and- Therearegoodandsufficientgroundsthatjustifyexercisinganydiscretiontoinstitutedisciplinaryorotheraction.

Theprotecteddisclosurecoordinatorwillthoroughlydocumenttheprocessincludingrecordingthereasonswhythedisciplinaryorotheractionisbeingtaken,andthereasonswhytheactionisnotinretributionforthemakingofthedisclosure.Theprotecteddisclosurecoordinatorwillclearlyadvisethewhistlebloweroftheproposedactiontobetaken,andofanymitigatingfactorsthathavebeentakenintoaccount.

13 Management of the Person Against Whom a Disclosure Has Been Made

TheGoulburnBrokenCatchmentManagementAuthorityrecognisesthatemployeesagainstwhomdisclosuresaremademustalsobesupportedduringthehandlingandinvestigationofdisclosures.

TheAuthoritywilltakeallreasonablestepstoensuretheconfidentialityofthepersonwhoisthesubjectofthedisclosureduringtheassessmentandinvestigationprocess.Whereinvestigationsdonotsubstantiatedisclosures,thefactthattheinvestigationhasbeencarriedout,theresultsoftheinvestigation,andtheidentityofthepersonwhoisthesubjectofthedisclosurewillremainconfidential.

Theprotecteddisclosurecoordinatorwillensurethepersonwhoisthesubjectofanydisclosureinvestigatedbyoronbehalfofapublicbodyis:

- Informedastothesubstanceoftheallegations;- Giventheopportunitytoanswertheallegationsbeforeafinaldecisionismade;- Informedastothesubstanceofanyadversecommentthatmaybeincludedinanyreportarisingfromtheinvestigation;andhas- Hisorherdefencesetoutfairlyinanyreport.

Wheretheallegationsinadisclosurehavebeeninvestigated,andthepersonwhoisthesubjectofthedisclosureisawareoftheallegationsorthefactoftheinvestigation,theprotecteddisclosurecoordinatorwillformallyadvisethepersonwhoisthesubjectofthedisclosureoftheoutcomeoftheinvestigation.

TheGoulburnBrokenCatchmentManagementAuthoritywillgive its full support toapersonwho is thesubjectof adisclosurewhere theallegationscontained inadisclosureareclearlywrongorunsubstantiated.Ifthematterhasbeenpubliclydisclosed,theChiefExecutiveOfficeroftheAuthoritywillconsideranyrequestbythatpersontoissueastatementofsupportsettingoutthattheallegationswereclearlywrongorunsubstantiated.

14 Criminal Offences

TheGoulburnBrokenCatchmentManagementAuthoritywillensureofficersappointedtohandleprotecteddisclosuresandallotheremployeesareawareofthefollowingoffencescreatedbytheAct: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 ($29,313) 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 ($7,328) or six months imprisonment or both.3 It is an offence for a person to obstruct the Ombudsman in performing his/her responsibilities under the Act. The Act provides a maximum penalty of 240 penalty units

($29,313 or two years imprisonment or both.4 It is an offence for a person to knowingly provide false information under the Act with the intention that it be acted on as a disclosed matter. The Act provides a maximum

penalty of 240 penalty units ($29,313) or two years imprisonment or both

InvestigatorCEO and Protected

Disclosure Coordinator Welfare Manager

Protected Disclosure Officer Protected Disclosure Officer

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15 Review

TheseprocedureswillbereviewedannuallytoensuretheymeettheobjectivesoftheActandaccordwiththeOmbudsman’sguidelines.

Annexure A – Reporting structure for the Goulburn Broken CMA

Annexure B: Model register

The registerbelow records informationaboutdisclosuresmade to theGoulburnBrokenCatchmentManagementAuthority thathavebeendetermined tobeprotecteddisclosures.

File A File B File C File D File E

DateDisclosureReceivedTypeofDisclosureIsDisclosureaPublicInterestDisclosureDateAboveDeterminationMadeDateWhistleblower(WB)InformedofDeterminationDateDisclosureReferredtotheOmbudsmanDeterminationMadebyOmbudsmanWasTheInvestigationReferredBacktoTheOmbudsmanDidTheOmbudsmanTakeOverTheInvestigationDidtheWB*RequestTheOmbudsmanToTakeOverTheInvestigationFindingsOfThePublicBodyRecommendationsMadeByTheOmbudsmanDateReportingRequirementsSatisfied.

*WBreferstotheWhistleblowerNote:Thevalueofonepenaltyunitis$122.14asat1July2011.

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Appendix 8: Disclosure indexTheAnnualReportoftheGoulburnBrokenCMAispreparedinaccordancewithallrelevantVictorianlegislation.ThisindexfacilitatesidentificationoftheAuthoritycompliancewithstatutorydisclosurerequirements.

InformationrelevanttotheheadingslistedinFinancialReportingDirection22BoftheFinancial Management Act 1994isheldattheAuthority’sofficeandisavailableonrequest,subjecttotheFreedom of Information Act 1982.

Legislation Disclosure required page

Ministerial directions

Report of operations

Financial reporting directions affecting the financial statements

03A AccountingforDividends n.a.07A EarlyAdoptionofAuthoritativeAccountingPronouncements 638B ConsistencyofBudgetandDepartmentReporting n.a.09A DepartmentDisclosureofAdministeredAssetsandLiabilitiesbyActivity n.a.10 DisclosureIndex 12811 DisclosureofEx-gratiaPayments n.a.13 DisclosureofParliamentaryAppropriations n.a.17A LongServiceLeaveWageInflationandDiscountRates 7119 PrivateProvisionofPublicInfrastructure n.a.20A AccountingforStateMotorVehicleLeaseArrangementsprior1February2004 n.a.21B ResponsiblePersonandExecutiveOfficerDisclosuresintheFinancialReport 75100 FinancialReportingDirections–Framework 60101 First-timeAdoption n.a.102 Inventories 60103D Non-CurrentPhysicalAssets 61104 ForeignCurrency n.a.105A BorrowingCosts 73106 ImpairmentofAssets 61107 InvestmentProperties n.a.108 ClassificationofEntitiesasFor-Profit n.a.109 IntangibleAssets n.a.110 CashFlowStatements 59112C DefinedBenefitSuperannuationObligations 72113 InvestmentsinSubsidiaries,JointlyControlledEntitiesandAssociates n.a.114A FinancialInstruments–GeneralGovernmentEntitiesandPublicNonFinancialCorporations 77115 Non-CurrentPhysicalAssets–First-timeAdoption n.a.116 FinancialInstruments-PFCs n.a.117 ContributionsofExistingNon-FinancialAssetstoThirdParties n.a.118B LandunderDeclaredRoads n.a.119 ContributionbyOwners 59121F AccountingandReportingPronouncementsApplicableto2011-2012ReportingPeriod 60121 Infrastructureassets(Water/Rail) n.a.

Financial statements required under Part 7 of the Financial Management Act 1994; Standing direction 81

4.2(a) StatementofChangesinEquity 594.2(f) Compliancewithmodelfinancialreport 604.2(b) ComprehensiveOperatingStatement 574.2(b) Balancesheet 584.2(b) Cashflowstatement 594.2(b) Notestothefinancialstatements 604.2(c) Accountableofficer’sdeclaration 544.2(c) CompliancewithAustralianaccountingstandardsandotherauthoritativepronouncements 604.2(c) Compliancewithministerialdirections 604.2(d) Roundingofamounts 60

Appendix 8: D

isclosure index


Appendix 8: D

isclosure index

Legislation Disclosure required page

Other financial reporting direction disclosures in notes to the financial statements

112B EmployeeSuperannuationfunds 725D4.5.5 Riskmanagementcompliance 375D4.2(g) Generalinformationrequirements 425D4.2(i) Sign-offrequirements 9,37,54

Financial reposting directions affecting the repost of operations

12A DisclosureofMajorContracts 5214 DisclosuresinAnnualReportsbyPublicSectorSuperannuationSchemes n.a.15B ExecutiveOfficerDisclosuresintheReportofOperationsbyDepartments n.a.

22B

StandardDisclosuresintheReportofOperations-Mannerofestablishmentandtherelevantministers 2-Objectives,functions,powersandduties 2-Natureandrangeofservicesprovided 2Management and structure-Organisationalstructure,namesandfunctionalareasofresponsibilityofseniorofficers 3-NamesofBoardmembers 38Financial and other information-Statementofworkforcedataforcurrentandpreviousfinancialyear 32-Employmentandconductprinciples(meritandequity) 29-Fiveyearsummaryofthefinancialresults 50-Significantchangesinfinancialpositionduringtheyear 51-Operationalandbudgetaryobjectivesandperformanceagainstobjectives 12-15,51-Majorchangesorfactorsaffectingperformance 51-Subsequenteventswhichwillaffectoperationsinfutureyears 74-Detailsofconsultanciesover$10,000 52-Detailsofconsultanciesunder$10,000 53-ApplicationandoperationofFreedomofInformationAct1982 40-ApplicationandoperationofWhistleblowersAct2001 120-BuildingandmaintenanceprovisionsoftheBuildingAct1993 41-StatementonNationalCompetitionPolicy 41-Occupationalhealthandsafety 30,31-Statementofavailabilityofinformation 42-Environmentalperformance 27

24C ReportingofOffice–basedEnvironmentDatabyGovernmentEntities 2825 VictorianIndustryParticipationPolicyDisclosuresintheReportofOperations 4126A AccountingforVicFleetMotorVehicleLeaseArrangementsonorafter1February2004 n.a.29 Workforcedatadisclosures 3230A Standardrequirementsforthedesignandprintofannualreports insidefrontcover

Disclosure index (cont’d)


Glossary of terms

Glossary of term

s and abbreviations

TermsBiolink: areas identified for targeted action to increase ecologicalfunctionandconnectivity,improvingthepotentialofplantsandanimalstodisperse,recolonise,evolveandadaptnaturally.

End-of-valley targetshavebeenproposedformajorriverscontributingsalt to the River Murray under the (Murray-Darling) Basin SalinityManagementStrategy.Thepurposeofthesetargetsistomaintainsalinitylevelsatthebenchmarksite,MorganinSouthAustralia,atorunder800ECfor95percentofthetime.Theseenablewithin-valleytargetstobeset.Theproposedend-of-valley targetsarebeinginvestigatedtoalignthemwithexpectationsandobligationsofdifferentpartiesat regional,StateandFederallevels.

Carryover was introduced in northern Victoria in early 2007 as anemergencydroughtmeasuretoallowentitlementholderstocarryoversomeunusedwaterallocationtouseinthefollowingseason.

Foodbowl Modernisation plan was a proposal put to the StateGovernment of Victoria by a consortium of community leaders in theGoulburnMurrayIrrigationAreatosharethewatersavingscreatedasaresultofupgradingirrigationinfrastructure.

Inter-Valley TransfersmeansbulktransfersofwaterfromtheGoulburnwatersupplysystemtosupplywaterusersintheMurraywatersupplysystem.

Minimum (river) flow:aminimumlevelofflowthatthewaterauthorityneedstomaintainintheriverataparticularlocation,oratriggerbelowwhich water cannot be harvested from the river. Minimum flows areusuallyspecifiedinwaterauthoritybulkentitlementsorinenvironmentalentitlements.(Seealso‘qualificationofrights’below.)

Modernised Wholefarm Plan is a plan revised to take account ofthe changed regional channel delivery infrastructure as a result ofmodernisation.

Northern Victoria Irrigation Renewal Projectisastateownedentityestablished toplan,designanddeliver theNorthernVictoria IrrigationRenewal Project: the $2 billion program of works to modernise andupgradeaginginfrastructure.

Qualification of rights: if on a seasonal basis there is insufficientwater in a water supply system tomeet critical water needs, a watershortagemaybedeclaredbytheMinisterforWaterandrightstowatermaybequalified temporarily.Aqualificationof rightschangesa legalentitlement.Rightsthatmaybequalifiedincludelicenses,watershares,bulkandenvironmentalentitlements.Privaterightsmaybesuspended,reduced,increasedorotherwisealteredafterawatershortagehasbeendeclared.

Regional Catchment Strategy is a blueprint for integrated naturalresourcemanagementacrossageographicarea.

Registered Aboriginal Partiesare thevoiceofAboriginalpeople inmanagingandprotectingAboriginalculturalheritageundertheVictorianAboriginalHeritageAct2006.TheActrecognisesAboriginalpeopleasthe primary guardians, keepers and knowledge holders of Aboriginalculturalheritage.

Resource Condition Target relates to the condition of the resourceandcanbemeasuredover theshort-termor the long-termdependingoneaseofmeasurement.

Salt registersofsaltdebitsandcreditsarerequiredtobemaintainedbytheStateundertheFederalWaterAct2007.ThedelayedimpactsofdrylandsalinityareaccountedforintheBRegisters.TheGoulburnBrokenCMAhassetuptheframeworkfortheBRegisterandisestablishingaprocess with DPI and theMurray-Darling Basin Authority for enteringdatatocomplementdataalreadyintheARegisterunderthesalinityanddrainagestrategy.


Abbreviations

AASB AustralianAccountingStandardsBoard

ARI ArthurRylahInstitute

CaLP CatchmentandLandProtectionAct1994

CEO ChiefExecutiveOfficer

CfoC CaringforourCountry

CMA CatchmentManagementAuthority

CMN ConservationManagementNetwork

CSIRO CommonwealthScientificandIndustrialResearchOrganisation

DPI DepartmentofPrimaryIndustries

DSE DepartmentofSustainabilityandEnvironment

EC ElectricalConductivityunit

EPA EnvironmentProtectionAuthority

GBRRHS GoulburnBrokenRegionalRiverHealthStrategy

GL Gigalitre

G-MW Goulburn-MurrayWater

GST GoodsandServicesTax

ha hectare

IC ImplementationCommittee

IT InformationTechnology

km kilometre

KPI KeyPerformanceIndicator

LaBIF LandandBiodiversityImplementationForum

LWMP LandandWaterManagementPlan

ML Megalitre

MLC MemberoftheLegislativeCouncil

MoU MemorandumofUnderstanding

no. Number

NRM Naturalresourcemanagement

NRIP NaturalResourcesInvestmentProgram

NVIRP NorthernVictoriaIrrigationRenewalProject

RCS RegionalCatchmentStrategy

RSMP RegionalSalinityManagementPlan

SIPAG SustainableIrrigationProgramAdvisoryGroup

SIR SheppartonIrrigationRegion

SIRCIS SheppartonIrrigationRegionCatchmentImplementationStrategy

TFN TrustForNature

VEWH VictorianEnvironmentalWaterHolder

YYNAC YortaYortaNationAboriginalCorporation


IndexA pageAbbreviations 131Annualscorecards 12Audit,RiskandComplianceCommittee 37

BBalanceSheet 58Biodiversity 100BoardDirectors 38Boardattendance 39Businessstructure 3

CCatchment and Land Protection Act, 1994 40Catchmentarea 5Catchmentconditionstatement 43CashFlowStatement 59Certificationtothefinancialstatements 54Chairman’sreview 8ChiefExecutiveOfficer’sreport 10Climatechange 23Consultants 52ContactInformation Backcover

DDisclosureindex 128Drylandsalinity 106

EEnvironmentalfootprint 27Environmentalflows 88

FFinancialreport 49Financialresultssummary 50Financialstatements 54FloodEmploymentProgram 90Floodplainmanagement 97Freedom of Information Act, 1982 40

GGlossary 130GoulburnBrokenprofile 2Governance 35

H pageHeadlinethemes 43Highlightsfor2011-12 1Humanresources 29

IIndependentAuditor’sreport 55InvasivePlantsandAnimals 111

J,K,LKeyevents 6

MManagementTeamandProgramManagers 34

NNotestothefinancialstatements 60

OOccupationalhealthandsafety 30Occupational Health and Safety Act, 2004 42Ourstaff 33

PPublic Administration Act, 2004 40Privacy Act, 2000 41Planning and Environment Act, 1987 41Powersandduties 2

Q,RResearchanddevelopment 23Riparianandinstreamhabitat 90Riverhealth 85

S,T,u,VSheppartonIrrigationRegionSalinity 80Significantaccountingpolicies 62

Stafflist insidebackcover

W,x,Y,ZWaterAct 40Waterquality 93Whistleblowers Protection Act, 2001 40Workforceageprofile 31

Index

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ratings legend










Annual performance



Well below target

(<50%)


On target (80-109%)

Exceeded/exceeding

target (>109%)

Catchment condition


Certainty of rating



improving






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