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Corangamite CMA

Annual Report 2015-2016

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TABLE OF CONTENTS

Corangamite CMA Annual Report ISSN 1441-3477.

The Corangamite CMA acknowledges the traditional custodians of the land and waters where we work and pay our respects to the Elders past and present.

SECTION 1 OUR REGION AND THE YEAR IN REVIEW 4

SECTION 2 REGIONAL CATCHMENT STRATEGY IMPLEMENTATION 9

SECTION 3 REPORTING CATCHMENT CONDITION 13

SECTION 4 MAXIMISING NATURAL RESOURCE MANAGEMENT INVESTMENT IN THE REGION 31

SECTION 5 CORANGAMITE CMA – OUR ORGANISATION, COMPLIANCE AND DISCLOSURES 39

SECTION 6 FINANCIAL STATEMENTS 51

SECTION 7 APPENDICES – KEY PERFORMANCE INDICATORS 84

TABLE OF CONTENTS

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Corangamite CMA Annual Report 2015-2016

CHAIRMAN’S FOREWORDIt is with pleasure that I present the Corangamite CMA’s 2015-2016 Annual Report.

This year Corangamite CMA has continued to build on past investment and achievements in protecting, enhancing and restoring the condition of the region’s natural resources. This includes working directly with and supporting land managers and groups to implement landscape change. Local issues are very important to landowners and we must continue to work with and influence governments to support initiatives that address these issues and encourage landowner participation and investment.

The Corangamite CMA region has a proud history of community-led action to protect and improve waterways, native vegetation, and threatened species, and develop sustainable agricultural systems. The Corangamite CMA’s focus as a regional broker for natural resource management has never been more critical in strengthening landholder partnerships, with 78 per cent of the catchment land in private hands.

This year the Corangamite CMA has continued to focus on implementing the Corangamite Regional Catchment Strategy (RCS) and its many actions. The RCS provides a vision for integrated natural resource management in the region.

A motivated community, combined with sound science, increased knowledge and adequate resources, is essential to improve catchment health and productivity.

The Corangamite CMA significantly progressed development of the Natural Resource Management Portal and Local Catchment Plans involving four Landcare networks to date. The portal is proving to be a great tool and process to increase awareness of soil health, sustainable agriculture, regional and local priorities and identify joint priority projects. The program will be implemented across the entire region over the next two years to support increased co-investment and participation. The further development of portals in partnership with Federation University will be related to Climate Change, Waterwatch and EstuaryWatch. These portals will increase knowledge and ensure information and data is readily available to the community and our partners.

Finally, thank you to the board, CEO, staff and community members who support our strategic direction, as we look forward to continuing to implement the RCS actions and local action plans and encourage active participation and investment across the catchment.

Alice Knight Chairman, OAM

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OUR REGION AND THE YEAR IN REVIEW

ABOUT THE CORANGAMITE CMA REGION 5

- ABOUT THE REGION 5

- FORMATION 6

- CORANGAMITE CMA’S ROLE 6

HIGHLIGHTS 7

CHIEF EXECUTIVE OFFICER’S REPORT FOR 2015-2016 8

SECTION 1


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OTWAY COASTBASIN

LAKECORANGAMITE

BASIN

BARWON RIVERBASIN

MOORABOOLRIVERBASIN

Colac

Geelong

Ballarat

About

370,000 people live in the catchment

175kmof coastline

Project partnerships with community, Victorian and Australian governments, local municipalities, water authorities, industry and philanthropic organisations

The catchment is

13,340 square kilometres

152 community-based environment volunteer groups

15,960kmof waterways

ABOUT THE REGION

The Corangamite CMA region in south-west Victoria is home to about 370,000 people. Its landscape is geographically diverse with spectacular coasts, vast volcanic plains and the soaring old growth forests of the Otways.

The catchment is 13,340 square kilometres, stretching from Ballarat to Geelong and along the coast to Peterborough in the west. Its landscape supports strong agriculture and forestry sectors, with 78 per cent of the land privately owned, the remaining 22 per cent publicly owned.

It contains lakes and wetlands of national and international significance. Four river basins define the region:

• Moorabool

• Barwon

• Lake Corangamite

• Otway Coast.

Nine municipalities are part of Corangamite – the cities of Geelong and Ballarat, the Borough of Queenscliffe and the shires of Colac Otway, Surf Coast, Golden Plains, Corangamite, Moorabool and Moyne.

ABOUT

THE CORANGAMITE CMA REGION

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FORMATION

The Corangamite CMA was formed by an Order in Council on 23 June 1997, to take effect from 1 July 1997, to oversee the management of land and water resources.

The Corangamite CMA’s formation was based on an understanding and commitment to the sustainable use, conservation and restoration of those resources across the Corangamite CMA region.

The Corangamite CMA is established under the Catchment and Land Protection Act 1994.

On the same date, the Otway Region Water Authority was abolished and the part pertaining to the Lough Calvert drainage district was transferred to the Corangamite CMA.

The responsible Ministers for the period:

• From July 1 2015 to May 22 2016 was the Hon Lisa Neville, Minister for Environment, Climate Change and Water.

• From May 23 2016 to 30 June 2016 were the Hon Lily D’Ambrosio, Minister for Energy, Environment and Climate Change, and the Hon Lisa Neville, Minister for Water.

CORANGAMITE CMA’S ROLE

The Corangamite CMA’s role in accordance with the CaLP Act 1994 and the Water Act 1989 Statement of Obligations is to:

• review, renew and coordinate the implementation of the Regional Catchment Strategy (RCS)

• identify priority activities and programs for implementation under the RCS

• ensure community involvement in regional decision making and provide advice to the Victorian and Australian governments on priorities and allocation of resources

• work with the Department of Environment, Land Water and Planning (DELWP) to ensure work is coordinated with the Corangamite CMA and aligned with the goals of the RCS

• establish and support community committees for RCS implementation

• provide services relating to integrated waterway, floodplain and drainage management for the protection, maintenance and improvement of river health

• provide direct service provision responsibility for waterway management, floodplain management and regional drainage functions (the Corangamite CMA has these provisions under parts seven and 10 of the Water Act 1989)

• provide advice to government on regional priorities, guidelines for integrated management of resources and matters relating to catchment management, land protection and the condition of land and water resources to comply with legislative requirements.

VISION:A healthy Corangamite catchment valued by engaged communities.

ABOUT

THE CORANGAMITE CMA REGION

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HIGHLIGHTSNRM PLANNING PORTAL GROWS

Two additional Landscape Zones were developed in 2015-2016 on the NRM online planning portal – Bellarine, in partnership with the Bellarine Landcare Network, and Leigh in partnership with the Leigh Catchment Network. All Landscape Zones are expected to be completed by 2017.

NRM PLANNING FOR CLIMATE CHANGE

The Corangamite CMA completed the Corangamite Natural Resource Management Plan for Climate Change. The plan enables the Corangamite CMA to incorporate climate change mitigation and adaptation into future regional NRM plans, and complements the South West Climate Change Portal.

INDIGENOUS PARTICIPATION PROGRAM

Wiyn-murrup yangarramela (fire spirit come back) – joint traditional aboriginal fire project including Traditional Owners and Aboriginal community members.

Cultural awareness events engaging with over 100 Corangamite CMA staff, Board, Landcare members and stakeholders.

Appointment of two Aboriginal trainees.

WATERWATCH ENGAGING COMMUNITIES

Corangamite CMA’s Waterwatch program supported 24 community groups, with 74 monitors conducting water quality testing at 127 monitoring sites.

The 2016 school program supported 1,458 students from 32 schools.

The team interacted with 4,394 people at festivals, events and school holiday programs.

ESTUARYWATCH ENGAGING COMMUNITIES

Corangamite CMA’s EstuaryWatch program supported 13 monitoring groups, with 79 monitors, conduct water quality testing to inform estuarine/catchment management.

EstuaryWatch training sessions and presentations engaged with 613 participants, and the team developed a new EstuaryWatch Education Kit to educate and raise community awareness.

PLAINSTENDER

Corangamite CMA PlainsTender Program continued implementing contracts awarded in round four and five, and awarded a further 20 contracts to land managers under a new round 6, totalling 1,155 ha of remnant vegetation and wetland that will be under active management.

The VVP Research and Development Forum engaged with 80 participants.

COASTALTENDER

CoastalTender Round 3 awarded contracts to 13 different land managers covering 1,156 ha over 28 sites, protecting high value coastal habitat and coastal saltmarsh vegetation.

2015-2016 LANDCARE GRANTS

Distributed the 2015-2016 Regional Landcare Grants through 40 support grants and 13 project grants totalling $183,594.

WATERWAY PARTNERSHIPS

110 expressions of interest were received for waterway outcomes, a far greater response than previous years. Assessment concluded in July 2016.

SOILS CONFERENCE

A soils conference was held in September 2015 showcasing the Corangamite Land Health Program with concurrent sessions from local and national experts.

SOIL HEALTH KNOWLEDGE BASE

The Corangamite Soil Health Knowledge Base won the Environmental and Sustainability Award at the Asia Pacific Spatial Excellence Awards 2015.

REGIONAL LANDCARE FACILITATORS

Coordinating workshops and events for new groups and audiences including the broadening of the program to include viticulture, horticulture and niche small farm producers.

DIVERSION AND DRAINAGE SCHEMES

Additional funding was received for the long-term planning and the mitigation of priority asset risks for the Woady Yaloak Diversion Scheme and the Lough Calvert Drainage Scheme.

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The Corangamite CMA team has continued its on-going commitment to carry out our fundamental role of coordinating and facilitating integrated catchment management in partnership with the community, governments and industry groups.

This 2015-2016 annual report captures the key achievements of these partnerships.

The contribution and dedication of our many partners, particularly land managers, has resulted in significant on ground achievements.

In recognition of our region’s land managers’ investment in natural resource management the Victorian Government invested in the Corangamite CMA, $10,862,000 and the Australian Government, $2,752,000. We thank both governments for their confidence in the Corangamite CMA to broker effective partnerships to efficiently apply these funds for quality natural resource outcomes.

Corangamite CMA continued to also receive funding and/or support towards water supply catchment health from key regional partners including water corporations – Barwon Water, Central Highlands Water and Wannon Water. This funding and support is used to improve waterways in priority catchments and for community education through the Corangamite Waterwatch program.

During 2015-2016 the Corangamite CMA continued implementation of the Corangamite Regional Catchment Strategy 2013-2019 (RCS) and great progress was made. A key RCS action completed was the development of Corangamite Natural Resource Management Plan for Climate Change. The process included significant stakeholder consultation and now provides the Corangamite CMA and community with a clear direction for managing the impacts of climate change on the region’s natural assets and identifies priority landscapes for carbon plantings and other carbon sequestration methods, as well as strategies to build landscape integrity.

I thank the staff of the Corangamite CMA for continued commitment towards supporting the community and land managers to enhance management and protection of the region’s land, water and biodiversity. Your commitment and passion towards your work has resulted in great outcomes for the region.

Gareth Smith Chief Executive Officer

CEO’S REPORT

FOR 2015-2016


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ABOUT THE REGIONAL CATCHMENT STRATEGY 10

OVERALL PROGRESS AGAINST REGIONAL CATCHMENT STRATEGY ACTIONS 12

SECTION 2

REGIONAL CATCHMENT STRATEGY IMPLEMENTATION

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ABOUT THE

REGIONAL CATCHMENT STRATEGYThe Corangamite Regional Catchment Strategy 2013-2019 (RCS) was developed over the course of 2012, under the provisions of the Catchment and Land Protection Act 1994, with substantial community input, and guidance by the Victorian Catchment Management Council and the then Department of Sustainability and Environment. In May 2013, the Strategy was approved by the Minister for Environment and Climate Change and the Minister for Water.

The Corangamite RCS is a blueprint for catchment health. It provides a strategic, integrated framework for natural resource management in the Corangamite CMA region of Victoria. The RCS recognises the strong connection between the health of the catchment and the wellbeing of the community.

It encourages greater participation and investment in the protection, enhancement and restoration of land, water and biodiversity resources in the Corangamite region.

The RCS identifies desired regional outcomes and priorities, as well as describing an approach for further inclusion of local priorities, and provides an overarching strategic framework for action.

In providing a blueprint for natural resource management of the catchment, the RCS describes:

• a vision for the Corangamite region

• an overarching catchment goal

• a strategy to achieve the goal

• four foundations for change, with objectives and actions

• natural resource management objectives and actions

• monitoring and evaluation objectives and actions.

The RCS builds on the considerable work carried out in the region under previous strategies developed in 1997 and 2003.

THE RCS AT A GLANCE

The vision, goal and foundations of the Corangamite RCS.

Vision: A healthy Corangamite catchment valued by engaged communities

Goal: Increase the protection, enhancement and restoration of valuable natural resources to improve the health and sustainable productivity of the Corangamite catchment

Four foundations for change and their objectives

Increased breadth and depth of participation

Increased investment and development of

joint priorities

Improved integration and coordination

Increased and widely shared knowledge

Participation in the protection, enhancement and restoration of natural resources by landholders, community, industry and agencies has increased.

Natural resource management partnerships have grown and existing partnerships are adequately supported.

The aggregate investment to protect, enhance and restore the region’s natural resources has increased.

Joint priorities for investment in the protection of natural resources are identified and pursued.

Natural resource management programs and projects respect and protect Aboriginal cultural values.

Natural resource management partnerships have matured and the region’s partners are working collaboratively to achieve effective integrated catchment management.

Investment is targeted to the protection of high value natural resources with feasible and cost effective solutions.

Knowledge of the region’s natural resources and how to protect, restore and enhance them has increased, resulting in improved practices.

The connection of Traditional Owners to land is respected and planning and activities are informed by their skills and knowledge.

Improved knowledge of the impacts of climate change is used to review the objectives and actions to protect natural resources.


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The vision, goal and foundations of the Corangamite RCS (cont’d).

ABOUT THE

REGIONAL CATCHMENT STRATEGY

Foundation actions

Increased breadth and depth of participation

Increased investment and development of

joint priorities

Improved integration and coordination

Increased and widely shared knowledge

Work with communities across the region to identify, build and support beneficial relationships and partnerships, including collaborating with Traditional Owners to further engage Aboriginal peoples in natural resource management.

Design and deliver a range of incentive programs.

Undertake a community and land use profiling study to better understand the barriers to participation.

Develop and implement a Corangamite Community Engagement Strategy that addresses barriers and opportunities for increased participation leading to practice change in natural resource management.

Support activities that increase the conservation security and/or functional connectivity of high value natural resources, such as conservation covenants or the critical or opportunistic purchase of land.

Bring together existing knowledge of the community about natural resource condition and management, and share this knowledge, to aid the development of investment priorities.

Work with the community, including landholders, groups, agencies, industry, Traditional Owners and investors to complete Landscape Zone Action Plans to identify, prioritise and protect significant natural resources at the landscape zone scale.

Develop and adopt an action plan which identifies new pathways for recruitment of private, government, corporate and philanthropic investment.

Develop tools, strategies, programs and projects aligned with a broad range of investor interests to attract investment that delivers feasible and cost effective outcomes.

Establish and maintain a regional alliance of partners to guide natural resource management directions, including reviewing, delivering and reporting on the RCS.

Revise and renew the Regional Landcare Support Plan.

Establish and support existing partnerships to achieve coordinated and integrated natural resource management.

Ensure protection of natural resources and productive land are considered through local government planning provisions and Regional Growth Plans.

Develop partnerships with those outside the region to manage cross-border assets.

Investigate impacts of planned burn regimes on land, water and biodiversity values and consider impacts in planning future fuel reduction programs on public land.

Encourage face-to-face sharing of knowledge, skills and experience by landholders and others.

Conduct targeted engagement, extension and education activities and support agencies, groups and individuals to share and improve NRM knowledge and skills which leads to an increase in effective on-ground action.

Support collaborative research partnerships to increase natural resource management knowledge, including climate change impacts and adaptation.

Work with Traditional Owners to develop guidelines for on-ground works to assist natural resource management project managers to protect Aboriginal cultural heritage and to navigate Cultural Heritage legislation and policy.

Continue to use, profile and add new information to knowledge databases such as the Corangamite CMA online Knowledge Base.

Natural resource category objectives of the Corangamite RCS.

Natural resource category objectives

Soils and agricultural land

Soils: Maintain or enhance soil condition for continued environmental benefits and increased agricultural production.

Agricultural land: Secure the region’s productive agricultural land base so that future food, fibre and forestry demands can be met sustainably.

Work with landholders to increase their participation in natural resource management activities and programs so there is reduced impact on the region’s natural resources from agricultural practices.

Rivers, estuaries and floodplains

Retain the ecological function of riverine and estuarine floodplains and protect community infrastructure and values.

Protect waterways within Special Water Supply catchments.

Maintain the resilience of indigenous aquatic and riparian flora and fauna to variable climatic conditions.

Sustain the viability of populations of rare and threatened native fish species for the long-term and show evidence of recruitment and a range of age classes.

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Natural resource category objectives of the Corangamite RCS (cont’d).

Wetlands

Maintain the extent of wetlands (by type) and improve their quality relative to 2009 benchmark data.

Native vegetation

Halt the decline in quality (condition) and extent of high value native vegetation and enhance its connectivity.

Threatened flora and fauna

Manage the threat of species extinction so that key populations are resilient and secure in the longer-term.

Coasts

Maintain the quality and extent of high value coastal assets.

Marine environments

Limit impacts to the marine environment from the catchment such that they are within the bounds of its resilient capacity.

Aquifers

Protect the health of groundwater resources for the environment and current and future users.

Monitoring and evaluation

Objectives

Monitor and evaluate changes in natural resource condition and extent.

Monitor and evaluate the progress of the strategy.

ABOUT THE

REGIONAL CATCHMENT STRATEGY

OVERALL PROGRESS AGAINST REGIONAL CATCHMENT STRATEGY ACTIONS

Overall progress against RCS actions, May 2016.

Complete In progress(or ongoing)

Not commenced Abandoned

23% 67% 8% 2%

THE RCS IMPLEMENTATION PLAN

The RCS Implementation Plan documents timelines and details lead and partner agencies and groups responsible for carrying out the RCS actions. These agencies and groups will lead the delivery of an action, or, be a partner or provide major support in the implementation of an action. The list for each action, which is not exhaustive, highlights those that are key to delivery. The plan also provides a status column, which is updated over time and provides an indication of how progress towards the RCS is tracking.

Positive progress has been made with the RCS actions, including 23 per cent completed, 67 per cent in-progress (or on-going), 8 per cent not commenced and 2 per cent discontinued.


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COMMUNITY PARTICIPATION 14

BIODIVERSITY 19

WATER 23

LAND 27

COASTS 29

SECTION 3

REPORTING CATCHMENT CONDITION

The following report on activities towards achieving the RCS and condition of community participation, biodiversity, water, land, and coast.

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COMMUNITY

PARTICIPATION OVERALL CONDITION: GOOD

TREND: STABLE

The Corangamite CMA continues working towards strengthening community capacity and participation through its Landcare, land health, biodiversity and river health programs, but community participation and capacity support is variable across the region.

In addition to community capacity for on-ground works, many dedicated community members continue to volunteer significant amounts of time to collect water quality data and river and estuary health data through the Corangamite CMA’s EstuaryWatch and Waterwatch programs.

Corangamite CMA continues to have one of the largest active communities of all CMAs in Victoria.

HISTORY OF PROGRAMS

Corangamite Landcare Program

The program continues to support more than 152 community-based environmental volunteer groups, with over 4,200 members. These volunteers work to protect, enhance and restore the landscape on private and public land while connecting individuals to a common cause and social network.

The region’s 11 Landcare networks support and assist their communities with the help of locally-based coordinators.

Regional Landcare Facilitator Program

The Corangamite Regional Landcare Facilitator program works with community, industry and agricultural production groups to promote and support sustainable land management practices across the region.

The program provides opportunities for partnerships between dairy, cropping and grazing industry leaders, Landcare and the Corangamite CMA. In the past twelve months the program has also supported Landcare to engage with a broader audience including viticulture and horticulture producers.

It has a significant role in developing the adoption of innovative approaches by supporting peer learning among the farming community, connecting groups and community members.

Indigenous Participation Program

Corangamite CMA Indigenous Participation Program commenced in late 2013. The program is funded by the Australian Government National Landcare Program. This programs’ objectives are:

• to strengthen existing relationships and establish new relationships between Aboriginal communities, Indigenous people and natural resource management groups and/or practitioners

• provide support to Aboriginal communities and Indigenous people to participate in environment and agriculture management

• include capacity building and training programs for Aboriginal communities and Indigenous people

• encourage inclusion of Indigenous knowledge into NRM planning and delivery.

Waterwatch Program

Corangamite CMA’s Waterwatch program raises community understanding of water quality and catchment health issues through its volunteer water quality data collection program, dedicated schools education program and engagement activities. Waterwatch operates across the region with the support of Barwon Water and Central Highlands Water. Additional support is provided in Ballarat by the City of Ballarat, and around Corio Bay with the Bellarine Catchment Network.

EstuaryWatch Program

The EstuaryWatch monitoring program was established in 2006 and continues monthly monitoring at 18 estuaries across Victoria, 13 of which are in the Corangamite CMA region. EstuaryWatch volunteers conduct three types of monitoring – estuary mouth condition monitoring, physical and chemical monitoring and event based monitoring. There are currently 122 active EstuaryWatchers across the state, with 79 of these monitoring in the Corangamite CMA region.

This program engages multiple agencies and the community to ensure a holistic approach to estuary management. The program also raises awareness and provides educational opportunities to the community in estuarine environments through its Estuaries Unmasked Night Seminars.


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COMMUNITY

PARTICIPATION Planning for Climate Change

The Corangamite CMA has worked in consultation with a wide range of stakeholders to develop the Corangamite Natural Resource Management (NRM) Plan for Climate Change. The plan has enabled the Corangamite CMA to incorporate climate change mitigation and adaptation into future regional NRM plans e.g. the Corangamite Regional Catchment Strategy. The plan is an enabling document with a key target audience being the region’s NRM planners and those working directing with the region’s NRM groups.

To achieve this, the plan:

• provides regional information on the projected changes in climate and its likely impact on the region’s natural assets

• provides guidance to the Corangamite CMA and other regional NRM agencies in developing adaptation and mitigation actions to address the impact of climate change on our region’s natural ecosystems

• identifies priority landscapes for carbon plantings and other carbon sequestration methods, as well as strategies to build landscape integrity

• provides guidance for regional decision-making, community engagement and research needs to improve understanding of the impact of climate change, and how we can manage those impacts.

The plan complements the South West Climate Change Portal, which was developed in partnership with the Glenelg Hopkins CMA and all local government authorities in the south-west. The portal can be accessed at www.swclimatechange.com.au. The portal incorporates all relevant climate change data and information, with the ability to include new information as it becomes available.

The plan was developed through funding provided by the Australian Government through the Department of the Environment.

Natural Resources Management Planning Portal

The Natural Resources Management (NRM) Planning Portal promotes the sharing of local knowledge/information relevant to natural resource management to inform the priorities of key stakeholder groups in the region. More specifically, the project:

• provides information on natural assets spatially, as well as the priorities from both a regional and local perspective

• provides standardised templates to help guide groups and individuals develop on-ground action plans and/or funding proposals

• allows users to add quality controlled data, such as project data and field observations, for the benefit of all users.

The information can be arranged to allow filtering by geographic areas or topics and is designed to assist in developing on-ground actions for integrated catchment management.

After two Landscape Zones were developed in 2015 (Thompsons in partnership with Surf Coast and Inland Plains Network and Woady in partnership with the Woady Yaloak Catchment group). Two additional Landscape Zones – Bellarine and Leigh, in partnership with the Bellarine Landcare Network and Leigh Catchment Network respectively, were completed in June 2016.

More Landscape Zones will be developed in the remainder of 2016, with all 15 Landscape Zones expected to be completed in 2017.

The NRM Planning Portal can be accessed at www.ccmaknowledgebase.vic.gov.au/nrmpp/

ACHIEVEMENTS TOWARDS IMPLEMENTING THE RCS OBJECTIVES AND ACTIONS

Landcare Program

Activities included:

• implementing the Corangamite Landcare Support Plan

• regular forums with Landcare coordinators and network chairs, which provided opportunities to build partnerships and establish training programs

• continuous monitoring and evaluation of Landcare outcomes and achievements through Victorian Landcare Grants in Corangamite

• 12.5 full-time equivalent community Landcare positions maintained across 21 staff members

• local Landcare network initiatives supported

• maintaining partnerships with key peak bodies such as the Victorian Governments Landcare Program, Victorian Landcare Council and Landcare Australia Limited

• developing Landcare promotional activities, including national, state and local celebration events including Corangamite Landcare Awards and Landcare week

• promoting the need, benefits of and regional tools for collecting and sharing spatial data with the Landcare community

• telling our story through 28 publications including the use of social media tools that enhance communication for Landcare.

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COMMUNITY

PARTICIPATION Regional Landcare Facilitator


• providing support for community member industry leaders to attend study tours

• supporting community capacity building through farm walks, training sessions, bus tours and workshops

• utilising social media to promote the program, learnings and events via twitter, you-tube and Facebook

• networking and building partnerships with industry bodies, agencies and Landcare networks

• supporting the dairy industry by judging the ‘Great South West Dairy Awards’ NRM Sustainability Award involving more than 300 farmers

• participating in project and group strategic planning activities

• supporting community and industry groups through project funding

• having a lead role in organising and implementing the South East Soils Conference

• representing the Corangamite CMA at a regional and state level including on the Victorian Gorse Taskforce and Victorian Serrated Tussock Working Party

• tailoring workshops and events to target specific audiences including rural women and peri-urban land owners

• planning and delivering partnership events with the Corangamite CMA’s indigenous program, Land Health program and Regional Landcare Facilitator program

• increasing the profile of the program and Corangamite CMA by presenting at local, state and national conferences.

Indigenous Participation Program management


• engagement with Aboriginal Traditional Owners, Aboriginal organisations and peek bodies with Aboriginal NRM interests

• employment of two Aboriginal trainees

• attending forums and or meetings with the Victorian regional CMA Indigenous Facilitator Network, regional Landcare networks, representatives from the Australian and Victorian Governments, Parks Victoria and other local organisations. These provided opportunities to build partnerships and monitor the programs progress

• the facilitation of Aboriginal cultural awareness forums for Corangamite CMA staff, Corangamite CMA board members, Landcare networks and the region of Colac-Otway shire. Over 100 people attended one or more of these sessions

• establishing and operation of the project steering committee consisting of key stakeholders including Traditional Owners

• development of the Aboriginal Participation Guideline for Victorian Catchment Management Authorities

• sponsorship of Aboriginal children in ‘Kids Connecting to Country’ through three educational field trips

• sponsored the attendance of one local Aboriginal person to attend the Colac Otway Performing Arts Cultural Centre World environment day schools workshop program

• support two Aboriginal employees attendance to complete certificate IV in Aboriginal Cultural Heritage and Management

• support local Aboriginal organisation develop a strategic plan

• Wiyn-murrup yangarramela (fire spirit come back) – joint traditional aboriginal fire project including Traditional Owners and Aboriginal community members

• facilitated five skills development opportunities for Traditional Owners and Aboriginal community members, including;

- nine Aboriginal people to complete a Certificate in Conservation and Land Management in 2016

- 15 Aboriginal people attended a Traditional Fire workshop

- eight Aboriginal people completed four wheel driving training

- two Aboriginal people attended the National Seed Science Forum

- three local Aboriginal Organisation directors attended a tourism conference and personal tour of the Roelands Village.


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COMMUNITY

PARTICIPATION Waterwatch Program management


• supporting 24 community groups, with 74 monitors conducting 672 water quality surveys at 127 monitoring sites

• the 2016 school education program supporting 1,458 students from 32 schools

• program staff also interacted with a further 4,394 people at 110 engagement activities including festivals, events and school holiday programs

• opportunities for monitors to interact and learn from each other and Corangamite CMA staff at workshops in Bell Post Hill and Meredith to build skills and knowledge

• engaging schools in learning more about water quality and sustainability through Education Week activities and Saltwatch

• training community monitors in aquatic macro-invertebrate surveys to increase skills and knowledge

• measuring the standard of data generated through the quality assurance program (QA/QC program)

• sharing monitoring results through partnerships with Bellarine Catchment Network, City of Ballarat and EPA

• presenting the Waterwatch education program at teacher professional development sessions in Geelong and Colac, with Barwon Water and Central Highlands Water

• celebrating schools’ involvement in the Waterwatch through our Photographic Competition during National Water Week

• supporting educators across the region through ResourceSmart AuSSI Vic

• community data has contributed to Environment Protection Agency’s Wye River fire response, the Corangamite CMA’s Environmental Watering Reserve program and Bellarine Catchment Network’s Caring for our Bays initiative.

EstuaryWatch Program management


• coordinating 13 monitoring groups, 79 monitors, ensuring the contribution of quality estuarine monitoring data to inform estuarine/catchment management

• maintaining partnerships and conducting training sessions with West Gippsland CMA, Glenelg Hopkins CMA and Melbourne Water staff as part of the state coordination role

• two EstuaryWatch Estuaries Unmasked night seminars to educate and raise community awareness (Port Campbell and Torquay)

• 30 EstuaryWatch training sessions with a total of 267 participants

• 8 EstuaryWatch presentations with a total of 346 participants

• EstuaryWatch engaged with 673 people at festivals and field days

• measuring the standard of data generated by monitors through the quality assurance/quality control program

• publishing summaries of all EstuaryWatch data collected in 2015

• incorporating EstuaryWatch monitoring into the Conservation and Land Management curriculum at the Gordon TAFE

• developing an EstuaryWatch Education kit that is accompanied by a new publication, Exploring Estuaries, a Teacher’s guide to Victorian estuaries

• establishing a collaborative research partnership with CeRDI, Federations University to develop online tools to meet best practice citizen science and enhance EstuaryWatch data collection and information sharing.

Biodiversity Program management


• PlainsTender landholder forum at Mt Rothwell

• delivering the Victorian Volcanic Plains Research & Development Forum with 80 people attending

• 10 community groups supported across the VVP in the Corangamite region

• five community engagement and skills events with landholders delivered by DELWP Threatened Species teams and Greening Australia

• vegetation type and quality assessments

• development of management guidelines, identification booklet and factsheets for VVP assets

• discussions with landholders about appropriate current recommended practices, building capacity with those directly responsible for high-priority assets.

• on-going landholder advice and support in management plan implementation across the PlainsTender, CoastalTender, Conservation and Carbon Capture Project and Saltmarsh protection projects.

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COMMUNITY

PARTICIPATION HIGHLIGHTS

• delivering the Victorian Volcanic Plains Research and Development Forum to 80 participants

• Regional Landcare Facilitators working with new target audiences by:

- broadening the program to include viticulture, horticulture and niche small farm producers

- supporting farm business decision making through capacity building workshops including farm succession planning

- continuing to develop events based on participant feedback leading to new project participants

- incorporating the Indigenous Participation Program into Regional Facilitator Program events including the Rural Women’s Network Bellarine event, as well as the You Yangs Walk

• significant community participation in the regions ‘care’ and ‘watch’ programs.

CHALLENGES

• Corangamite CMA understands and appreciates the limited capacity of some Aboriginal organisations and communities and will work toward preventing over engagement

• the Corangamite CMA continues to deliver large-scale projects, in some instances across multiple CMA regions, these projects are inherently challenging, but have also resulted in substantial beneficial outcomes

• targeting engagement within a large and growing population and stakeholder base to maximise greater participation and improved behaviours for regional NRM outcomes

• attracting resources to support community capacity building across the catchment to deliver NRM outcomes

• maintaining the momentum and enthusiasm of the region’s community environment groups

• increasing the breadth and depth of participation in NRM practice through ensuring that investment is structured in a way that inspires greater participation.


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BIODIVERSITYOVERALL CONDITION: MODERATE

TREND: DECLINING

In 2012-2013 the Corangamite CMA took part in a national environmental accounts trial coordinated by the Wentworth Group of Concerned Scientists. As part of this trial, environmental accounts were produced for the native vegetation and wetland asset classes. Results of the native vegetation account, which is a useful surrogate for biodiversity are summarised in the following paragraphs.

Further details can be found at: http://wentworthgroup.org/portfolio-item/corangamite-vic/

It is estimated only 33 per cent of the original native vegetation in the Corangamite region remains. Much of this indigenous vegetation is located on public land in national parks, reserves, state forests and roadsides. The remainder is often relatively fragmented and on private land.

The region’s heathlands, grassy ecosystems and woodlands are particularly threatened, with the extent of these areas significantly reduced since 1750. Though, as is the case with most indigenous vegetation, a greater concern is its deteriorating condition. Clearing and land-use change from grazing to cropping are significant factors in this decline.

It is also likely that threatened flora and fauna species are in a state of decline. Except in locations where conservation efforts have been significant enough to halt decline, and in some cases reverse this trend.

In the case where both vegetation communities and species populations are threatened, effective monitoring of condition and trend in condition is very challenging, considering the complexities and interplay between these biological systems.

Summary of Relative change in vegetation Condition and Extent (Econd) between the period of pre 1750 and 2006, within the region, grouped by national vegetation information system (NVIS) units. Econd scores are out of 100 points, where a lower score indicates greater losses.

Vegetation Classification (NVIS) Econd

Acacia Forests and woodlands 29

Eucalypt Open Forests 34

Eucalypt woodlands 10

Tussock grasslands 8

Heathlands 2

Mangroves 40

Other forests and woodlands 8

Other shrublands 55

Melaleuca Forests and woodlands 9

Rainforest and vine thickets 66

Casuarina Forests and woodlands 3

Other grasslands, herblands, sedgelands and rushlands

13

Eucalypt Tall Open Forests 60

All Vegetation 20

In March 2016, the Victorian Government released the draft Biodiversity Strategy: Protecting Victoria’s Environment – Biodiversity 2036. This document clearly articulates the current downward trend in Victoria’s biodiversity assets by stating:

We are continuing to lose biodiversity, and our current level of remedial effort is not sufficient to make up for these losses”…”We need to increase

the effectiveness of our actions – firstly to slow and halt the loss of biodiversity, and then begin to

rebuild – before further irreversible losses occur”.

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BIODIVERSITYFigures 1 and 2 below have been extracted from the draft Biodiversity Strategy to show graphically this state of decline (Figure 1) and that current losses in native vegetation far outweigh any gains through management (Figure 2).

Figure 1. Current and potential future trend in biodiversity condition in Victoria.

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Figure 2. Estimates of relative changes per year of native vegetation in Victoria (from Native Vegetation net gain accounting).

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BIODIVERSITYHISTORY OF PROGRAMS

Victorian Volcanic Plains and Western District Lakes Recovery Program

The Victorian Volcanic Plains (VVP) and Western District Lakes Recovery Program uses financial incentives combined with community engagement and capacity building programs to deliver conservation outcomes in high priority asset areas.

These assets include:

• Environment Protection and Biodiversity Conservation Act (EPBC) listed species and EPBC listed ecological communities, including wetlands, woodlands and grasslands

• Western District Lakes Ramsar sites.

The project is funded through the Australian Government National Landcare Programme and has been broken into four sub-projects:

• The VVP Stewardship Project: This project will utilise a market-based incentive, PlainsTender, to enable the delivery of on-ground actions.

• VVP EPBC, Ramsar and Living Landscapes: This project aims to reduce critical threats to, and enhance the condition, connectivity, resilience and knowledge of, EPBC listed threatened species and communities.

• VVP Extension Officer: The role incorporates flexibility in approach by working with the EPBC Compliance Unit and has a strong link with the linear reserve management project in association with DELWP.

• VVP community grants: A community grants program to protect ecological communities and threatened species on the VVP in the Corangamite CMA region.

PlainsTender Round 6

The VVP PlainsTender project started in 2004-2005. In six rounds of PlainsTender the project has used a market-based instrument to determine project value against cost and then award contracts to landholders to protect high-value natural assets.

This year the Corangamite CMA continued implementing contracts awarded in round four (2010-2011) and round five (2011-2012) and also awarded 20 contracts under a new round 6, totalling 1,155 ha of remnant vegetation and wetland that will be under active management.

Conservation and Carbon Capture Project

The six-year Conservation and Carbon Capture Project was designed to implement a range of remnant protection works and establish revegetation with an emphasis on carbon sequestration, coupled with multiple environmental benefits. It further utilises DELWP Full-CAM EnSym modelling allowing the assessment of impacts of revegetation and vegetation enhancement activities on other ecosystem services.

This year the Corangamite CMA coordinated the first year of contract implementation, which was awarded in August 2013. The second round of the project funding was combined with further Australian Government funding and incorporated into PlainsTender round 6 and CoastalTender round 3.


PlainsTender


• on-going contract management of high-value woodland, grassland and wetland assets, many of which are listed as being of national significance

• 1,155 ha of remnant vegetation and wetlands under active management over four years

• detailed vegetation monitoring has been set up on 19 sites

• all contracted sites audited indicating 100 per cent compliance to contract.

Conservation and Carbon Capture Project management


• conservation actions covering 890 ha over 28 sites, with 21 landholders undertaking a range of activities

• photopoint monitoring sites established on each contracted site.

Five vegetation monitoring sites were selected on endangered native grasslands within the VVP and the Otway Plains bioregions. The Conservation Carbon Capture Project vegetation monitoring program aims to determine if (a) the cover of native grasses are enhanced and (b) the cover of introduced species are reduced using the biomass removal techniques of high intensity ‘crash’ grazing or ecological burning.

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BIODIVERSITYHIGHLIGHTS

• $4,042,683 Australian Government funding approved for the VVP and Western District Lakes Recovery program 2013-2018

• 28 Carbon Capture Conservation Project sites contracted covering 890 ha

• eight landholders received a VVP Small grant for on-ground works on their property and two community groups received funding to undertake community engagement activities.

CHALLENGES

• attracting greater regional investment to improve the capacity to deliver environmental best practice outcomes

• preparing for and responding to the threats and opportunities posed by climate change

• addressing and reversing continued land clearing, legacy issues and changing land use

• attracting greater investment for adequate and coordinated pest plant and animal control

• increased control burning for community safety and asset protection

• ability to effectively measure changes in the environment over time and the development of environmental accounts

• improving the complex issue of effective coordination between agencies, groups and individuals that work in land, water and biodiversity.


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WATER OVERALL CONDITION: MODERATE

TREND: STABLE

The condition of waterways across the region remain stable, while significant work is being undertaken to achieve improvements to river, wetland and estuary health in line with the existing Corangamite Waterway Strategy 2014-2022 provides a renewed strategic direction for waterway restoration activities.

The statewide Index of Stream Condition (ISC) program is an integrated snapshot of the condition of rivers, creeks and estuaries, through the assessment of sub-indices relating to hydrology, physical form, streamside zone (riparian vegetation), water quality and aquatic life (macroinvertebrates).

The investigations revealed that stream condition across the Corangamite region varied. The majority of stream length in good and excellent condition was clustered in the heavily forested Otway Coast Basin (44 per cent of stream length). In contrast, there were no streams in good or excellent condition in the highly modified Moorabool basin. The majority of stream lengths in the Barwon, Moorabool, and Corangamite basins were in moderate or poor condition.

Figure 3 provides an overview of the condition of rivers and creeks within the Corangamite region and per basin (based on 2010 data – DEPI 2013b).

As a shorter-term outlook, over the past 24-month period, the Corangamite region has received very much below average rainfall. While it is not uncommon for the south-west of the state to experience dry conditions, these dry events do have a resultant temporary impact on waterways, particularly to those waterways primarily reliant on rainfall (as opposed to groundwater dependent systems). Impacts occur through a reduction in flows which can cause a drop in water quality, bank slumping, acid sulfate soils events, fish deaths and reduced quality of streamside vegetation.

The Bureau of Meteorology suggests the tendency for recurrent dry conditions is less related to natural climate drivers such as El Niño, and increasingly due to changes in the climate. As such, impacts as detailed above may become more frequent in a climate change future which the Corangamite CMA is looking to adapt to through implementing the Corangamite NRM Plan for Climate Change.

HISTORY OF PROGRAMS

Waterway Restoration Program

The Corangamite CMA as the regional caretaker of waterway health, is responsible for coordinating the development and implementation of management actions across the Corangamite region, to conserve and enhance its waterways (rivers, streams, estuaries and wetlands). Priority waterways for action have been identified within the Corangamite Waterway Strategy 2014-2022, with the aim of protecting key social, economic, environmental and cultural assets across the Corangamite region to benefit the broader community.

Water Statutory Functions

This program delivers the river health statutory functions for floodplain, drainage and waterway management under the Water Act 1989 and corresponding Corangamite CMA Statement of Obligations.

The Floodplain Statutory team delivers the Corangamite CMA’s floodplain management responsibilities, including flood response activities, provision of flood and coastal inundation advice, development of flood studies and floodplain management plans, flood awareness and responding to local government planning scheme and building regulation referrals; works on waterways permits, and rural drainage management.

Drainage Scheme Management

The Woady Yaloak Diversion Scheme, constructed in 1959, is part of a flood protection scheme for agriculture properties on the shores of Lake Corangamite and Lake Gnarpurt.

Figure 3. River condition in the Corangamite region as a percentage of reaches (based on 2010 ISC data).

Corangamite Region Moorabool Basin

Very Poor

Poor

Moderate

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Excellent

Insufficient Data

Barwon Basin

13

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Lake Corangamite Basin Otway Coast Basin

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WATER The scheme diverts flows from the Woady Yaloak River just south of Cressy via an earthen channel to Warrambine Creek, a Barwon River tributary.

The Lough Calvert drainage Scheme protects rural properties in the lower, middle and upper Loughs from flooding from Lake Colac.

Barwon River through Geelong

This program is responsible for managing public space along 20 kilometres of the Barwon River through Geelong, between Queens Park Bridge and the lower breakwater.

The area provides popular recreation facilities, including a shared walking and bike path, fishing platforms, boat ramps and picnic areas. The Corangamite CMA’s objective is to protect and restore the environmental, cultural and social values along the river and its adjoining parkland.

Environmental Water Management

Environmental Water Reserve activities are delivered in partnership with water corporations, the Victorian Environmental Water Holder, community groups, local government, public land managers, government agencies and industry.


Waterway Restoration Program


Expressions of interest were invited from land managers, Landcare networks, community groups and public land managers for waterway improvement projects on the region’s priority waterways. These projects will be funded through the Victorian Government. The funding primarily targets priority reaches in the Barwon Basin, and rivers and estuaries along the Great Ocean Road. There was also investment available for riparian protection projects in other priority waterways across the region.

Funding was available to help land managers with fencing of riparian areas, site preparation, and revegetation using indigenous species to protect rivers, threatened fish habitat, wetlands, native vegetation and water supply catchments.

Expressions of Interest (EOI) for the Corangamite CMA Waterways Frontage Protection Program 2015-2016 were opened in December 2015. Over 110 EOIs were received from both private landholders and public land managers. The project has proved immediately successful.

The majority (>70%) of EOIs received have been for projects located on priority waterways under the Corangamite CMA Waterway Strategy 2014-22. Field assessments were completed by the end of May 2016.

Through further consultation with landholders and post field assessment 75 landholders in total have had management plans developed.

Pending the completion of the costing forms, the preliminary estimates for project deliverables based on the 75 project sites is 144 kilometres of frontage to be fenced with an average riparian buffer of 26 metres; 123 ha of revegetation and approximately 370 ha under management in total.

Other key achievements included:

• a review of fish barriers in the Barwon, Moorabool and Leigh Rivers to determine priorities for mitigation works. There were 845 potential barriers identified, assessed and prioritised

• continued outputs from Breathing Life into the Yarrowee project. Including litter trap installation, walk ways, willow removal, and retaining wall

• continued maintenance of previous on-ground works through the Caretaker of Waterway Health project over an area of 85 ha at 14 sites.

Water Statutory Functions

Works on waterways

Corangamite CMA received 110 works on waterway enquiries in accordance with Corangamite CMA’s Waterway Protection By-law during 2015-2016, compared with 117 in the previous year.

Unauthorised works

The Corangamite CMA has been involved in a number of cases of unauthorised works within the region’s floodplains and waterways in 2015-2016 with new cases regularly emerging. The Corangamite CMA is supported in dealing with these cases from Council compliance officers. The Corangamite CMA provides technical information in most cases to support council.

Planning scheme amendments

The Corangamite CMA considered and provided advice on 21 local government notices relating to proposed planning scheme amendments. There were 25 the previous year.

Planning referrals

There were 945 requests for flood-related advice for planning permits, building permit applications and requests for flood advice by private individuals during 2015-2016 compared with 935 the previous year. The City of Ballarat has ceased referring report and consent (building regulation referrals) on account of not having declared flood prone areas for the purpose of the Building Regulations. This has resulted in less than expected total requests.

Flood Studies

A tender has been awarded to carry out the Flood Risk Management Study for the Lower Barwon River and Lower Moorabool River.

The “Our Coast” launch occurred on Friday June 24. The Hon. Lisa Neville MP launched this project in Geelong.


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WATER City of Ballarat

Continuing support has been provided to Council with Ballarat West Growth Area flood mapping and stormwater management through the Ballarat Water Futures ‘Stormwater and urban flood management taskforce’. This has included assistance with the tender assessment process for the Ballarat Flood Risk and Opportunity Mapping project.

City of Greater Geelong

A Memorandum of Understanding (MoU) has been drafted to reduce referrals to the Corangamite CMA based on a set of agreed conditions, and to enable the Council’s engineering department to assess the impact of their stormwater drainage system. Council are currently considering their resourcing before responding to this MoU.

On-going technical support has been provided in the Victorian Civil and Administrative Tribunal for a number of unauthorised land fill cases within flood prone areas.

Engagement has also continued with Council on a number of large developments in Fyansford, Geelong Central Business District, Armstrong Creek and St Leonards.

Surf Coast Shire

Updated flood mapping and reports has been submitted for planning scheme amendment C85. Council is currently working through submissions and updating mapping where required. The amendment has been to exhibition and council and Corangamite CMA are working through the responses as well as updating the schedules to the Land Subject to Inundation Overlay and Flood Overlay.

Colac Otway Shire

DELWP commissioned and funded Council to deliver a flood study for Deans Creek and Barongarook Creek. The project is completed, with the final hand over of the report and mapping expected during July 2016. A successful community consultation process has occurred as part of this project with the assistance of the Corangamite CMA which has helped gather local knowledge in the form of photo’s, videos and local accounts of flood events.

Drainage Scheme Program

Due to dry conditions the Cundare-Duverney Road barrage culverts, which allow flow from Cundare Pool into Lake Corangamite, have not operated in Cundare Pool. The Cundare Pool level has been below 116.0 metres AHD for the past 12 months. Lake Corangamite has remained low, since July 2012.

The Lough Calvert diversion scheme has remained closed as levels in Lake Colac have remained low. The Lake Colac level was too low to measure on 30 May 2016. For the 19th consecutive year no water has been diverted to the Barwon River from Lake Colac.

Normal asset management and maintenance activities have continued on both drainage schemes, including regulator maintenance, weed control, and slashing to reduce fire risk. The Woady Yaloak channel did not operate in 2015-2016.

Barwon River through Geelong


• tracks and fixtures maintenance

• weed removal and revegetation work

• installing rocking armouring for bank stabilisation

• on-going blue-green algae monitoring

• aquatic plant harvesting for rowing course maintenance

• by-law implementation

• rowing landing replacement design completed

• path upgrades within the river reserves

• conducting tours and field days for community and school groups

• tender for Barwon River Maintenance Services contract for 2016-2019 awarded.

Environmental Water Reserve Program


• the 2016-2017 Seasonal Watering Proposals for the Moorabool and Barwon Rivers were prepared with community consultation

• approximately 250 mega litres (ML) of water was delivered to the Moorabool River, which included three 80ML Trigger-based Fresh Events to maintain minimum water quality standards in habitat refuge pools. The continuation of drought conditions have caused very low catchment and reservoir inflows during 2015-2016. The volume of water held under the Moorabool River Environmental Entitlement is very low (<750ML) which has reduced the Corangamite CMA’s capacity to deliver water to protect ecological values in the catchment

• a natural drying regime was implemented at Hospital Swamps during summer, while Reedy Lake remained full over this period. The Lower Barwon River has received sustained inflows during winter which has allowed flows to be delivered to Reedy Lake and Hospital Swamps (Lower Barwon wetlands) through the Barwon Environmental Entitlement

• the Corangamite CMA installed two new water gauging stations at Reedy Lake and Hospital Swamps to support the planning and operational delivery of the Barwon Environmental Entitlement. The stations were funded by the Victorian Environmental Water Holder and present a significant improvement in monitoring and scientific data collection

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WATER • the Environmental Water Management Plan (EWMP) for

the Moorabool system is due to be completed in July. The EWMP will provide strategic direction to the delivery the EWR over a 10-year period

• Reedy Lake Risk Monitoring Program will be implemented as part of the planned lowering of water levels at the wetland in summer 2016

• a Moorabool River Flow-dependant Vegetation and Habitat Refuge Pool Project will be undertaken to investigate flow-dependant vegetation communities and habitat refuge pools of the Moorabool River. This project is an important scientific investigation that will contribute to the Corangamite CMA’s ability to manage environmental water in the Moorabool River, and will inform management during drought conditions by identifying priority refuges for trigger-based fresh events.

HIGHLIGHTS

• 110 expression of interest were received from land managers for waterway outcomes

• funding for the redevelopment of the Barwon River rowing landing was received with the project to be initiated in July 2016

• additional funding was received for long-term planning and the mitigation of priority asset risks for the Woady Yaloak Diversion Scheme and the Lough Calvert Drainage Scheme.

CHALLENGES



• reducing the long lag times between research outcomes and on-ground results

• exploring new approaches to engage the small number of landholders who are unable or willing to participate in sustainable practices

• improving coordination between agencies, groups and individuals that work in land, water and biodiversity

• managing the interaction between economic and environmental outcomes from environmental watering and management of water regimes in priority streams.


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LAND OVERALL CONDITION: MODERATE

TREND: STABLE

Land degradation in the region occurs through landslides, various types of erosion, soil structure decline, acidification, soil nutrient decline, soil organic carbon decline and soil biota decline.

The majority of gully erosion occurs in the north of the catchment, however sheet and rill erosion is more widespread.

Naturally occurring (primary) salinity is present within the catchment. Induced salinity (secondary salinisation) occurs as a result of human activities. These activities have modified the landscape and the natural process, influencing the salt distribution.

Trend and condition remain predominantly unchanged, except in areas where funded intervention activities occur.

HISTORY OF PROGRAMS

Land Health Program

Land Health Program works with Corangamite’s dairy, grazing and cropping farmers to support practice change for land health, sustainable farming and natural resource protection. Changes in soil management and sustainable farming practices have the potential to generate productivity gains and environmental improvements in the dairy, cropping and grazing industries.

This project aims to encourage a wider adoption of sustainable practices. Some practices are innovative, like pasture cropping, while others are more widely known. The project focuses on practices that affect groundcover, soil biology and soil health, soil erosion and nutrient loss, especially where they affect the region’s high value natural assets. The project team has worked with the community and existing projects to identify and address barriers to adoption of these changes. This included developing information packages, economic analyses and demonstrations. They will be tailored to issues, industries and locations across the region.

Land Health Program management


• delivering the Sustainable Agriculture Regional Delivery project in partnership with the community, industry bodies and DEDJTR to increase the knowledge, skills and capacity of over 2000 land managers participating in project activities including:

- monitoring soil acidity, fertility and carbon at over 100 sites across the region

- trialling innovative practices at over 50 sites across the region

- workshops and planning sessions

- peer mentoring programs

- seminars/conferences

- field days/paddock walks

- media releases/flyers/articles

- intensive land management courses

- assisting Landcare to work with farmers

- facilitating partnerships to provide extension on pest management.

Pest Plants and Animals

Corangamite CMA’s pest plants and animals role is primarily strategic. The organisation provides guidance to agencies including the DEDJTR, DELWP and Parks Victoria about the natural assets to protect against invasive plant and animal species. These priorities are listed in the Corangamite Invasive plant and Animal Management Strategy.

Pest plant and animal control is also an integrated part of all Corangamite CMA’s programs.


Land Health Program


• capacity building activities included a variety of events across the region

• 11 Landcare networks/groups engaged in the delivery of the program

• establishment of a regional soil monitoring network that provides a baseline on soil pH, fertility and carbon content monitoring at over 100 sites across the region

• five-year partnerships with organisations including Southern Farming Systems, Westvic Dairy, Vic No Till Farmers Association, Surf Coast and Inland Plains Network, Federation University and DEDJTR to facilitate:

- an additional 245 farming entities applying lime as a soil enhancer

- an additional 30 farming entities utilising permanent perennial pasture as part of crop rotation

- an additional 50 farming entities undertaking cover cropping inter-cropping practices as part of pasture and crop management

- 930 farming entities registering interest to improve their skills and knowledge of non-cultivation practices

- 300 farming entities improving their knowledge and understanding of soil biological enhancement practices and have registered interest to undertake actions to improve land management

- 200 key stakeholders increasing their understanding of Management Practice Change relating to sustainable agriculture

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LAND - 10 regional groups or communities engaged and

supported in local sustainable agriculture priority setting

- partnerships between government, industry, education and community for the purpose of strategically guiding sustainable agriculture management practice during the life of the program.

HIGHLIGHTS

• The Local Soil Action Plan project

The Corangamite CMA Land Health Program’s Local Soil Action Plan project was developed to identify what work on soils has already occurred in the catchment (or is occurring), and who is best placed to lead the implementation of the actions. Each plan aims to also capture the ideas and aspirations of the local community, so these can also be included in the document and prioritised for action, and most importantly, they can have a level of local ownership.

• The 2015 South West Soils Conference

The 2015 South West Soils Conference was held at the Colac Performing Art Centre on September 9-10. This year’s event showcased the Corangamite Land Health Program with concurrent sessions from local and national experts, field trips and guest speakers.

• The Corangamite Soil Health Knowledge Base

The Corangamite Soil Health Knowledge Base was established as an internet-based repository of soil health resources that allows freely available access to both an electronic library (e-library) of documents and a web-mapping portal of spatial soil data and maps. Federation University CeRDI along with the Corangamite CMA’s Land Health Program Steering Committee won the Environment and Sustainability Award at the Asia Pacific Spatial Excellence Awards 2015 for the Corangamite Soil Health Knowledge Base.

CHALLENGES

• attracting greater investment for partnerships dealing with coordinated pest plant and animal control



• responding to land health pressures from an increase in productivity demands

• improving coordination between agencies, groups and individuals that work in land, water and biodiversity.


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COASTSOVERALL CONDITION: MODERATE TO GOOD

TREND: DECLINE

Condition is variable across the coastal landscape. Relatively large areas occur within conservation reserves, where vegetation condition is generally good and management occurs to reduce many potentially threatening processes. Areas of public land of non-conservation type, and those areas close to population centres tend to experience increased threatening processes and poorer condition. Relatively little baseline condition is available for the marine environment, and therefore the trend in condition cannot yet be determined.

Estuaries are of variable condition across the region. Land use, both urban and rural, is a threat to ecological health and many estuaries are still artificially opened to protect these land use values. Implementing and managing estuaries using the Estuary Entrance Management Support System (EEMSS), which includes ecological assets in the decision making process, should assist in protecting estuary health into the future. Listing and prioritising estuaries as assets in the updated Corangamite Waterway Strategy 2014-2022 will assist estuary management.

HISTORY OF PROGRAMS

Corangamite Coastal Country Protection

This project was established in 2011 to achieve on-ground management outcomes for high-priority coastal assets, while engaging the community and building community capacity to carry out activities. The project uses a market based instrument (MBI) known as CoastalTender to determine relative value of major project proposals as well as a community small grants program.

Saltmarsh Protection

Corangamite CMA continued the management of the Saltmarsh Protection project, which targets the protection and enhancement of Victorian coastal saltmarsh communities across four CMA regions (Corangamite, Glenelg-Hopkins, Port Phillip and Westernport and West Gippsland), including those areas known to provide critical habitat to Orange-bellied parrots.

The project utilised a market based tender approach to determine project value against cost and award contracts to both eligible private and public land managers to protect high-value natural assets.

This year in total 659 ha of coastal saltmarsh vegetation has been protected.


Corangamite Coastal Country Protection

Management actions and activities included:

During 2015-2016, this program continued to implement contracts secured for five years through rounds one and two of CoastalTender.

CoastalTender

Corangamite CMA continued the implementation CoastalTender Round 3. Open to both public and private landholders the program aims to achieve an enduring net gain in the extent, quality and security of native biodiversity within the Corangamite coastal areas. The project continues to build on experiences and knowledge through earlier rounds of Coastal Tender 1 and 2, by utilising a market based instrument (MBI) which enables the best value for money project sites to be selected through a relative ranking process by assessing multiple biophysical outcomes against cost.

• on-going contract management of high-value bids under the Saltmarsh Protection Project which have been funded under the National Landcare Program. This entails 697 ha over 18 sites (8 private, 10 public) with 13 landholders across the Corangamite region.

• 72 sites assessed for CoastalTender Round 3 covering an area of 1,602 ha of native vegetation

• 22 contracts awarded to 13 different land managers along the Corangamite coastline and coastal Ramsar wetlands

• 1,156 ha of remnant vegetation and coastal wetlands under active management over five years

• first contracted land manager field trip conducted highlighting coastal saltmarsh management requirements.

Coastal Small Grants

Corangamite CMA implemented the fourth round of its successful Coastal Small Grants incentive package. The program aims to support community involvement in protecting and/or enhancing coastal biodiversity assets with a focus on combining community engagement activities with on-ground coastal outcomes. The Coastal Small Grants program is designed to provide opportunities for community based groups along the Corangamite coastline to be engaged in environmental works on public land. Program summary details:

• nine sites assessed covering an area of 22 ha, however only seven community group applications were successful which totaled an area of 12 ha.

• successful projects included the protection and enhancement of coastal Ecological Vegetation Communities and the increased participation and capacity of community groups and their members.

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COASTSSaltmarsh Protection

Continued contract management and implementation covering 659 ha over 30 sites (26 private, four public), with 18 landholders across the four participating CMA regions protecting high value Orange-bellied Parrot habitat and coastal saltmarsh vegetation.

Estuary Management

To guide regulation of estuary mouth openings, the Estuary Entrance Management Support System (EEMSS) advises of risks associated with estuary mouth openings at the Thompsons, Spring Creek, Anglesea, Painkalac Creek, Erskine, Barham, Aire, Gellibrand and Curdies River estuaries. Managing the data and reporting requirements of the system is an on-going component of the role.

The EEMSS has recently been upgraded to a live web site with user log in access. The Corangamite CMA is project managing a number of projects to improve the data that is sits behind EEMSS on behalf of the Victorian Government and the other coastal regions.

The Corangamite CMA has continued to deliver actions in response to management needs at Anglesea River, notably the recent development of the Acid Water Event Response Plan.

The Corangamite CMA has recently completed the Air River 2015-2023 Estuary Management Plan and is now in the process of establishing an implementation committee to guide the delivery of the actions identified in the management plan.

HIGHLIGHTS • CoastalTender Round 3 contract execution covering

1,156 ha over 28 sites for 13 different land managers protecting high value coastal habitat and coastal saltmarsh vegetation

• completion of the Aire Estuary Management Plan.

CHALLENGES• ensuring effective coordination with the significant

number of agencies involved in coastal land and estuary management


• responding to the pressures on natural values from population growth and subsequent increased

• developments and attraction to coastal areas

• managing the impacts of local bushfires along the coastline.


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FUNDING 32

- COMMUNITY PARTICIPATION 32

- BIODIVERSITY 34

- WATER 34

- LAND 36

- COASTS 36

- INCREASING CAPABILITY OF CORANGAMITE CMA 38

SECTION 4

MAXIMISING NATURAL RESOURCE MANAGEMENT INVESTMENT IN THE REGION

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The Corangamite CMA develops and submits funding applications primarily to the Victorian and Australian governments.

The Corangamite CMA also submits applications to secure additional funding for the region as the opportunities arise throughout the year.

VICTORIAN GOVERNMENT

The Victorian Government provides funding under the Water Act 1989 and the Catchment and Land Protection Act (CaLP) 1994.

The Corangamite CMA received project funding totalling $10,862,000 through the Victorian Government in 2015-2016.

AUSTRALIAN GOVERNMENT

Australian Government’s funding initiative to invest in the conservation and management of Australia’s natural resource assets which is primarily achieved through the Regional Delivery Fund. The goal of Australian Government Regional Delivery Fund is to have an environment that is healthy, better protected, well managed and resilient, and provides essential ecosystem services in a changing climate.

In 2011-2012 funding was secured for five years from the Biodiversity fund which continues to be delivered through to 2016-2017. Funding was also secured for NRM Planning for Climate Change.

The Corangamite CMA received $2,752,000 in project funding from the Federal Government in 2015-2016.

FUNDING

Community ParticipationAustralian

Government ($)

Victorian Government

($)

Total Investment

($)

Statewide Waterwatch and EstuaryWatch

This project continues the delivery of statewide Waterwatch coordination role for Victorian CMAs and Melbourne Water, and statewide EstuaryWatch coordination for Victoria’s coastal CMAs, in line with the objectives of the Victorian Waterway Management Strategy.

283,500 283,500

Managing Our Great Ocean Road Estuaries – Regional EstuaryWatch

This activity involves the continued delivery of the Corangamite CMA’s EstuaryWatch Program. This program involves community volunteers in the collection of estuarine water quality data that will guide management decisions.

186,000 186,000

Corangamite Caretaker of Waterway Health – Regional Waterwatch

This activity is responsible for coordinating the regional delivery of the Waterwatch Victoria Community Monitoring Program in the Corangamite CMA, which monitors water quality at 140 sites in partnership with over 70 community members. During future years the program will focus on data collection to guide or monitor management decisions.

165,000 165,000

Indigenous Participation

The Indigenous Participation Plan objectives includes;

• Strengthen existing relationships and establish new relationships between Aboriginal communities, Indigenous people and natural resource management groups and/or practitioner

• Provide support to Aboriginal communities and Indigenous people to participate in environmental management

• Provide capacity building and training programs for Aboriginal communities and Indigenous people

• Encourage inclusion of Indigenous knowledge into NRM planning and delivery.

234,653* 234,653


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FUNDING

Community Participation (cont’d)Australian

Government ($)


($)

Total Investment

($)

NRM Plan for Climate Change

Complete the preparation of the NRM plan for Climate Change in accordance with investor guideline and requirements.

20,724 20,724

NRM Planning Portal – Local Catchment Plans

This project will build on the pilot project to work with Landcare and other NRM partners, to complete the preparation of further local catchment plans within the NRM Planning Portal for the region’s Landscape Zones, which aim to identify joint NRM priorities at the Landscape Zone scale.

70,000* 70,000

Regional Landcare Coordination

The project provides strategic direction, coordination and leadership to the regional Landcare program comprising of ten Landcare networks representing over one hundred and seventy Landcare and community-based natural resource management groups including twenty one Landcare coordinators and facilitators. This project will provide support to these groups, enabling an increase in community capacity to participate in Landcare.

142,000 142,000

Corangamite Landcare Grants

The Corangamite Landcare Grants project provides support to Landcare volunteers and groups with the aim to help people protect and restore the Victorian landscape. This project will support community capacity building activities, skills development and provide local volunteers and communities with the knowledge and confidence to undertake projects that achieve natural resource management outcomes.

204,000 204,000

Regional Landcare Facilitation

This program is funded as a component of the Australian Government’s Regional Delivery allocation to the Corangamite CMA through the National Landcare Programme and is designed to achieve the government’s priorities This project focuses on providing strategic direction, advice, assistance and support in order to build skills and knowledge to achieve positive NRM and sustainable land management outcomes. For more than 160 Landcare and community based NRM groups. This project acts to engage key agricultural bodies in NRM and build partnerships between these bodies and the Corangamite Landcare community.

162,000* 162,000

Landcare Systemic Enquiry

This project has two components. The first will test a process for integrating natural resource management (NRM) planning across local, regional and state scales in two Victorian regions. The second will document a process of co-design of in-region programs of action for implementation of agreed priorities.

100,000 100,000

Total 487,377 1,080,500 1,567,877

*Denotes Australian Government National Landcare Programme Funding

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FUNDING

WaterAustralian

Government ($)


($)

Total Investment

($)

Corangamite Caretaker of Waterway Health – Planning and Works

The Corangamite Caretaker of Waterway Health project delivers the planning and coordination of river, estuary and wetland health activities in the Corangamite CMA region, including the delivery of priority actions under the Corangamite Waterway Strategy outside the Barwon and Otway Coast basins.

415,000 415,000

Securing the Health of the Barwon

This project delivers priority actions under the Corangamite Waterway Strategy to secure the health of priority river reaches in the Barwon Basin.

496,000 496,000

Breathing Life back in the Yarrowee River

This three year project aims to restore key components of the Yarrowee river. Building on past works this project is aimed at improved health and amenity of the Yarrowee to provide the local community of Ballarat increased scope for recreational, social, environmental and sporting activities.

20,000 200,000

BiodiversityAustralian

Government ($)


($)

Total Investment

($)

Victorian Volcanic Plains and Western District Lakes Recovery Program

This program is funded as a component of the Australian Government’s Regional Delivery allocation to the Corangamite CMA through the National Landcare Programme and builds on the success of previous VVP Projects implemented by Corangamite CMA across the entire VVP bio-region and Western District Lakes.

The project has six major components:

• Direct investment for on-ground conservation activities to be implemented through a market based instrument (MBI) known as PlainsTender

• Strategic communication and capacity building activities to support knowledge transfer and build capacity of land managers and NRM practitioners on the VVP

• Delivery of permanent protection of high value assets via a regional Trust for Nature covenant program

• DELWP threatened species program, targeting high priority actions at high priority locations for a select range of EPBC listed species

• Maintenance of the ecological character of wetlands within the Corangamite region’s two Ramsar sites through direct action

• Community grants program.

703,033* 703,033

Conservation and Carbon Capture Project

This Australian Government funded project uses a competitive allocation processes to fund land managers to implement a range of remnant vegetation/wetland protection and to strategically establish revegetation. The project uses the Victorian EnSym modelling platform, combined with the FullCAM model (used in the Cfl approved Reforestation Modelling Tool) to quantify and explicitly report biodiversity, carbon, water quality and other catchment outcomes, which will enable toe maximum environmental outcomes to be achieved with available funding.

477,000 477,000

Scotsburn Fire Recovery

This project will support fire recovery restoration works and activities required to address natural assets and associated NRM infrastructure impacted by the Scotsburn Fire in December 2015

624,000 624,000

Total 1,180,033 624,000 1,804,033



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Water (cont’d)Australian

Government ($)


($)

Total Investment

($)

Corangamite Regional Drainage Scheme Management

This project delivers the maintenance and administration of the Woady Yaloak Diversion Scheme and Lough Calvert Drainage Scheme, which Corangamite CMA manages and maintains as operational flood mitigation schemes.

283,000 283,000

Management of the Barwon River through Geelong

This project involves the management of the Barwon River and designated riverside zones for a 20km section through Geelong in accordance with Corangamite CMA’s by-law No. 2 Barwon River, and the Barwon River through Geelong Management Plan 2007.

882,000 882,000

Corangamite Wetland Health Protection

The Improving Wetland Health delivers the objectives and key actions of the Corangamite Waterway Strategy (2014-2022) and Corangamite Regional Catchment Strategy (2013-2019) for the protection of high priority wetlands. It will be delivered in two key parts:

• protecting the health of wetlands on private land specifically on the Victorian Volcanic Plains using the WetlandTender mechanism and VVP project funded through the Australian government’s National Landcare Programme.

• protection of the region’s Ramsar sites, including Western District Lakes and sections of the Port Phillip Bay (Western Shoreline) and Bellarine Peninsula site. This will include on-ground works as well as an investigation of extending the Western District Lakes Ramsar site to include the significant ecological values of the Cundare Pool and Lake Martin.

350,000 350,000

Riparian Action Plan Implementation

This project will implement the government’s new Riparian Action Plan through delivery of on-ground works within the riparian zone of priority waterways across the region in line with the Corangamite Waterway Strategy 2014-2022. The project will use the mechanisms of the existing waterway on-ground works projects as a means of accessing additional projects.

955,000 955,000

Corangamite Floodplain/Waterway Statutory functions

This project delivers the Corangamite CMA’s statutory functions for floodplain, rural drainage and waterway management under the Water Act 1989 and corresponding Corangamite CMA Statement of Obligations, including floodplain referrals and works on waterway approvals.

641,000 641,000

Barwon River Flood Investigation for the City of Greater Geelong through to Barwon Heads

Priority flood study for the Geelong region of the Barwon to be undertaken in partnership with the City of Greater Geelong.

73,500 73,500

Moorabool River flood study - Batesford to Fyansford

Priority flood study for the Geelong region of the Lower Moorabool to be undertaken in partnership with the City of Greater Geelong and Golden Plains Shire.

47,100 47,100

Corangamite Floodplain Management Strategy

This project will see the renewal of The Corangamite Floodplain Management Strategy in accordance with the Victorian Floodplain Management Strategy to be completed in 2015-2016.

200,000 200,000

Corangamite Environmental Water Management

This project delivers the Corangamite CMA’s Environmental Water Reserve functions under the Water Act 1989 and corresponding Corangamite CMA Statement of Obligations, through:

1. Environmental water planning, delivery, monitoring and reporting

2. Policy implementation, structural works and measures and collaboration

3. Assessment of section 51 take and use referrals

275,200 275,200

FUNDING

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Water (cont’d)Australian

Government ($)


($)

Total Investment

($)

Regional Drainage Scheme Management

Two complementary 3-year funded projects titled “Mitigating priority risks in the Woady Yaloak Diversion and Lough Calvert Drainage Schemes” and “Long-term management and planning for the Woady Yaloak Diversion and Lough Calvert Drainage Schemes”are focussed on short-term management of high priority public safety, OH&S and operational risks; and long-term planning activities to inform future management of the schemes respectively.

1,055,000 1,055,000

Barwon River Rowing Landing

This activity will part fund the upgrade of Barwon River rowing landing (critical infrastructure for safe access to the river by over 1,100 active members of the Geelong rowing clubs and schools, and the broader community) to provide a modern safe facility to support on-going use of this precinct for major rowing events.

390,000 390,000

Total 120,000 6,142,200 6,262,800

LandAustralian

Government ($)


($)

Total Investment

($)

Corangamite Land Health

This program aims to improve management of agriculture on the natural resource base:

• Increase the percentage and area of farming entities using sustainable land management practices to improve the quality of ecosystem services while building resilience to climate change

• Increase the number and area of farming entities that have trialled innovative practices for improved natural resource management

• Increase the percentage of farming and fishing entities and land managers improving their knowledge and skills in managing our natural resources to deliver ecosystem services.

• Increase the capacity and confidence of regional community leaders involved in agriculture or fisheries production and the protection of natural resources.

387,128* 387,128

Total 387,128 387,128


CoastsAustralian

Government ($)


($)

Total Investment

($)

Managing Our Great Ocean Road Estuaries – Works

This project delivers major works and other priority actions to protect and enhance the rivers and estuaries of the region’s Great Ocean Road under the Corangamite Waterway Strategy, which involves the delivery of large scale river restoration activities aimed at significantly improving the health of the rivers, floodplains and estuaries along the Otway Coast Basin.

579,000 579,000

FUNDING


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Coasts (cont’d)Australian

Government ($)


($)

Total Investment

($)

Corangamite Coastal Program

This program is funded as a component of the Australian Government’s Regional Delivery allocation to the Corangamite CMA through the National Landcare Programme.

The program uses a number of mechanisms to deliver on the Government’s objective – maintenance of ecosystem services including ecological and cultural values, now and into the future.

This includes:

• multi-scale financial incentives

• an engagement and capacity building program

• delivery of permanent protection of high value assets via a regional Trust for Nature covenant program

• DELWP threatened species program, targeting high priority actions at high priority locations for a select range of EPBC listed species

• maintenance of the ecological character of wetlands within the Corangamite region’s two Ramsar sites through direct action.

The program will provide small grants to community-based groups and financial incentives to larger land managers to deliver on-ground coastal conservation actions to protect and enhance Ramsar site and values and coastal ecosystems.

576,391* 576,391

Corangamite Estuary Health Protection

This project aims to protect and improve the health of estuaries in the Corangamite CMA region – to be delivered through:

• estuary management planning by reviewing Estuary Entrance Management Support System (EEMSS) in partnership with other coastal CMAs; undertaking the development of an estuary management plan for the Gellibrand estuary and reinstating gauging boards for 8 estuaries in the Corangamite region;

• protection of high priority coastal native vegetation in the region’s estuaries by using the existing CoastalTender market based instrument (MBI) project and related coastal grants funded through the Australian government’s National Landcare Programme; and

• Lower Barwon riparian mangrove protection works through fencing and walkways to manage recreational angler access and protect riparian areas and mangrove populations in the lower Barwon estuary.

316,500 316,500

Managing Our Great Ocean Road Estuaries – Estuary Management

This project activity involves the continued implementation of the EEMSS for key estuaries to support artificial river mouth opening decisions, assessments of infrastructure and management options, data collection, review and consultation. It will also involve the implementation of priority Estuary Management Plans and priority risk based investigations to fill knowledge gaps, including the risks of deep openings and EEMSS data updates.

120,000 120,000

Anglesea River Flow Assessment

This project will assess the physical change along with the environmental and social consequences expected in the Anglesea River of ceasing Alcoa’s licensed discharge flows to the Anglesea River.

117,500 117,500

Anglesea River Restoration

The project focus of this funding is on maintaining water levels in the Anglesea estuary, in response to the closure of the Alcoa power station via the completion of technical studies and the implementation of short-term management options over 2016-2017.

400,000 400,000

Total 576,391 1,553,000 2,129,391


FUNDING

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Increasing Capability of Corangamite CMAAustralian

Government ($)


($)

Total Investment

($)

Investment Recruitment Strategy

The implementation of an investment recruitment strategy will continue to foster partnerships with individuals and corporate and philanthropic institutions to generate additional sources of income to the region targeted to achieving NRM outcomes.

Information Communications Technology Upgrades

The ICT infrastructure upgrades completed in 2013-2014 and 2014-2015 have provided the necessary platforms for software enhancements in 2015-2016. In particular a review of business and information systems will be undertaken and aims to identify the necessary systems requirements based on current and future anticipated needs. The new system is expected to improve the capacity and efficiency in storing critical information regarding business operations that will be accessible by all staff.

50,000

People and Culture Strategy

This three year strategy developed in July 2012 was developed with the overall objective to ensure the attraction, retention and development of highly skilled, motivated and happy employees at the Corangamite CMA. This is achieved through the implementation of various activities, programs and projects over the life of the strategy.

35,000

Total 85,000

FUNDING


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CORANGAMITE CMA – OUR ORGANISATION 40

COMPLIANCE AND DISCLOSURES 45

SECTION 5

CORANGAMITE CMA – OUR ORGANISATION, COMPLIANCE AND DISCLOSURES

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CORANGAMITE CMA - OUR ORGANISATION, COMPLIANCE AND DISCLOSURES

CORANGAMITE CMA

– OUR ORGANISATIONTHE BOARD

The then Minister for Environment Climate Change and Water appointed three new members to the board on 27 October 2015.

New appointees Tamara Boyd, John (Jack) Speirs and Catherine Jenkins joined Alice Knight, Chairperson, Hugh Stewart, Deputy Chairman, Marie Thornton and Nick Renyard on the board. Former members include Ian Crooke, James Dennis, Richard Riordan, Patrick O’Callaghan and Virginia Wallace.

The board is accountable for the overall performance of the Corangamite CMA. Its role is to guide and govern the organisation to ensure it meets its responsibilities as determined in the Water Act and CaLP Act.

CHAIRPERSON - ALICE KNIGHT, OAM

Alice Knight is a primary producer and director of a 1,700 ha fine wool pastoral property at Pittong. She is a recipient of an Order of Australia Medal (OAM) for her services to the community, Landcare, environment, the Country Fire Authority and the Anglican church.

This is her second term on the Corangamite CMA board and was previously a board member for six years from 2000 to 2006. She is also the Beaufort and Skipton Health Service Board chairman, where she has been a board member since 1990.

Alice’s passion is Landcare and the Woady Yaloak Catchment Group and she spends many hours working with and encouraging others involvement in landscape change.

Alice and her brother Kevin have received the prestigious national award, the McKell Medal, for conservation farming and community involvement in natural resource management.

During 2015-2016 Alice was Chairperson of the Staff and Remuneration Committee, a member of the Community Advisory Group and also an ex-officio to all other board standing committees.

DEPUTY CHAIRMAN - HUGH STEWART

Hugh Stewart works in natural resource management, specialising in sustainable management of forest resources, integrated land use and social dimensions of forestry.

He has worked in the public and private sectors in Australia and overseas, including two years in Zimbabwe on a social forestry project. He is now a forestry consultant and part of a community forest project in Indonesia through the Australian Centre for International Agricultural Research.

Since 1992, Hugh has worked with family members to redevelop the 229 ha Stewart family farm at Deans Marsh to achieve sustainable land-use by integrating agroforestry with prime lamb production.

During 2015-2016, Hugh has served as Deputy Chairman since November 2015 and as a member of the Staff and Remuneration Committee.

MARIE THORNTON

Marie Thornton has had a career as a teacher librarian. She has served as a councillor in the Shire of Hampden with a term as Shire president and as director Wannon Water from 2005-2008. Marie was also a member of the board of Ballarat and Queens Anglican Grammar School for 12 years. Marie is also currently a member of the board of Barwon Health. Marie and husband Jock have a mixed farming enterprise at Camperdown.

During 2015-2016 Marie has served as Deputy Chairman (until November 2015) and as the chair of the Business Planning Committee and a member of the Audit and Risk Committee.

NICK RENYARD

Nick Renyard operates a 400 ha, 550 cow dairy farm with his family near Timboon. He has served as a director of DemoDairy for three years, eight years as a United Dairyfarmers of Victoria Central Councillor and five years as an Australian Dairy Farmers Limited director. He has again taken up a role on the UDV policy council.

As part of his involvement in the dairy industry he has been on numerous committees particularly relating to animal health, animal welfare and farm systems.

He has an Advanced Diploma of Agriculture and is an active surf lifesaver with the Port Campbell SLSC.

During 2015-2016, Nick served on the Business Planning Committee and the Audit and Risk Committee.

TAMARA BOYD

Tamara is an environmental engineer with a PhD in groundwater trade. Prior to establishing as an independent consultant, Tamara managed Parks Victoria’s ecological water program. In that role she worked closely with federal and state agencies, regional authorities and local communities to improve catchment resilience and optimise water regimes. A Victoria Fellowship enabled Tamara to undertake a study mission into groundwater management in the US, Canada, South Africa and the UK. She is also a fellow of the Peter Cullen Trust Science to Policy leadership program and a recipient of a National Emergency Medal for services performed during the 2009 Victorian bushfires. Tamara is passionate about conveying the benefits a healthy environment brings to society, the economy and our own wellbeing. She is actively involved in community leadership and volunteer programs in the Ballarat region.

During 2015-2016, Tamara has served as a member of the Community Advisory Group and the Business Planning Committee.


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CORANGAMITE CMA

– OUR ORGANISATIONJOHN (JACK) SPEIRS

Jack is a past Director of Land and Water Australia and Glenelg Hopkins CMA. He was awarded the 14th McKell Medal in 2004 by the Australian, State and Territory governments to an individual to publicly recognise excellence and achievement in natural resource management in Australia.

Jack owned and managed ‘Satimer’, an 1,850 acre property located in Victoria’s Nareen district, which has pioneered innovative and sustainable farming practices in southern Victoria. The property is now owned and managed by the next generation. The property was a Potter Farmland Plan demonstration farm.

He has a Diploma in Farm Management He is a Fellow of the Australian Rural Leadership Foundation, following graduation from the Australian Rural Leadership Program. He is a member of the steering team for development and production of Meat Livestock Australia’s Southern Beef Programs Technical Resource Package “More Beef from Pastures”. He was on the Sustainable Grazing Systems 1998-2003 Victoria and South Australia regional committee and chair.

During 2015-2016, Jack has served as the Chairman of the Audit and Risk Committee and a member of the Staff and Remuneration Committee.

CATHERINE JENKINS

Cath Jenkins and her family own and operate a 250 cow dairy farm in South Purrumbete. She is the current Chair of Camperdown St Patricks School Advisory Council and is a past Treasurer of Women’s Health and Wellbeing Barwon South West.

Cath has a keen interest in the local community and the broader dairy industry and regularly contributes through committees and advisory groups. Cath has experience working with landholders in this region both as an Area Manager for Fonterra and as the South West Coordinator for the Young Dairy Development Program. She has an Agricultural Science degree and post graduate qualifications in Professional Writing. Cath and her husband Adam have four school age children

During 2015-2016, Cath has served as a member of the Audit and Risk Committee and the Business Planning Committee.

RICHARD RIORDAN

Richard Riordan is from Elliminyt and is the owner/operator of an industrial supplies and equipment company. Richard has been actively involved in the community on various Council subcommittees and on the board of Colac Otway Community College. He is currently chairman of the Sacred Heart School Colac Board and has been a Director of Colac Area Health for 12 years. In 1997 he cofounded the Friends of Lake Colac, and with other community members worked hard at raising the profile of Lake Colac and its surrounds. During 2012-2013 Richard served on the Audit and Risk Committee.

2015-2016 RETIRED BOARD MEMBERS

VIRGINIA WALLACE

Virginia Wallace holds degrees in Law and Arts from Monash University. She resides in Warrion and has a wide range of experience across the legal, government and corporate spheres. Virginia has worked in policy and management roles in the Federal Government, as well as in senior communications and corporate roles at AMP, NAB and BHP Billiton. In 2010 she was awarded the Dame Elizabeth Couchman Scholarship to examine ways to encourage more women into Parliament. She has a wide range of community involvement in her local area including local sporting, education and sustainability groups. Virginia helped establish the Colac-Otway Sustainability Group Inc, which is focused on supporting practical sustainability across the Colac-Otway area. She is also involved in the family waste and recycling business. During 2012-2013 Virginia served on the Staff and Remuneration Committee.

JAMES DENNIS

Mr Dennis is a primary producer managing wool and prime lamb production, cereal and oil crop production, and beef cattle production. He is Deputy Chairman of Primary Skills Victoria. During 2012-2013 James served on the Audit and Risk Committee.

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PATRICK O’CALLAGHAN

Patrick O’Callaghan is the Director of Conservation Enterprises Unlimited, an international consulting firm based in Geelong. His career has included senior roles in marine and terrestrial ecology, community education and outreach, conservation management of Victoria’s parks and reserves, international non-profit management and sustainability consulting to business, government and cause groups.

He has extensive experience in threatened species recovery strategy and is a member of the Eastern Barred Bandicoot Recovery Team and convened the Pacific Leatherback Turtle Recovery team on behalf of the NAFTA collaboration between Mexico, USA and Canada. His 10-year term managing the Queenscliff Marine Discovery Centre provided him with extensive knowledge of the region’s marine and coastal environment, processes and issues, which he continues to draw on in his various roles today. During 2012-2013 Patrick served on the Business Planning Committee.

IAN CROOK

Ian Crook has extensive experience as a consultant in primary industries, is a former board director of Central Highlands Water and has been the Chair of the Corangamite CMA Soils and Salinity Committee for some years. Ian is a graduate Aberdeen University – The North of Scotland College of Agriculture and the Australian Institute of Company Directors.

Ian’s interests are in the governance of public and private sector entities. He is currently a board member and president of a community service organisation that has 180 staff and offices in four major centres of the Central Highlands region. During 2012-2013, Ian served on the Staff and Remuneration and Business Planning Committees.

BOARD MEETING ATTENDANCE

Board members 2015-2016

No. of meetings attended

Alice Knight 1 July 2015 to 30 June 2016

7/8

Hugh Stewart 1 July 2015 to 30 June 2016

7/8

Marie Thornton 1 July 2015 to 30 June 2016

8/8

Nicholas Renyard 1 July 2015 to June 2016

7/8

Tamara Boyd 27 October 2015 to 30 June 2016

4/5

John Speirs 27 October 2015 to 30 June 2016

5/5

Catherine Jenkins 27 October 2015 to 30 June 2016

4/5

Ian Crook 1 July 2015 to 30 September 2015

2/3

James Dennis 1 July 2015 to 30 September 2015

2/3

Patrick O’Callaghan 1 July 2015 to 30 September 2015

3/3

Richard Riordan 1 July 2015 to 4 November 2015

2/3

Virginia Wallace 1 July 2015 to 30 September 2015

3/3

AUDIT AND RISK COMMITTEE

Chair, John Speirs, Marie Thornton, Nicholas Renyard, Catherine Jenkins

(All are independent members)

BUSINESS PLANING COMMITTEE

Chair, Marie Thornton, Nicholas Renyard, Catherine Jenkins, Tamara Boyd

STAFF AND REMUNERATION COMMITTEE

Chair, Alice Knight, Hugh Stewart, John Speirs

EXECUTIVE TEAM

Chief Executive Officer Gareth Smith

Integrated Catchment and Strategy Executive Manager Trent Wallis

Business Support Executive Manager Greg Peters

Community Engagement and Investment Executive Manager Gavan Mathieson

CORANGAMITE CMA

– OUR ORGANISATION


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CORANGAMITE CMA

– OUR ORGANISATIONCOMMUNITY ADVISORY GROUP

The Corangamite CMA established the Community Advisory Group (CAG) in 2013 to provide advice to the Corangamite CMA on a range of regional natural resource management (NRM) matters.

This assists the Corangamite CMA in understanding and responding to matters which are important to the catchment community.

The CAG brings together community perspectives and knowledge with technical NRM expertise across the whole of the Corangamite CMA’s

NRM programs. Representation includes community, Traditional Owners, Landcare, agriculture industry groups and NRM agencies.

CAG members 2015-2016 Representation

Vacant Agriculture industry groups

Cam Nicholson Community Member

Dr Grant Palmer Community Member

Dr Peter Dahlhaus Community Member

Lizzie Corke (chairperson) Community Member

Graeme Anderson Department of Economic Development, Jobs, Transport and Resources

Peter Codd Department of Environment, Land, Water and Planning

Simon Falkiner Landcare

Dale Antonysen Parks Victoria

Bryon Powell Traditional Owner Alice Knight Corangamite CMA Board Representative

Tamara Boyd Corangamite CMA Board Representative

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CORANGAMITE CMA

– OUR ORGANISATIONCORANGAMITE CMA ORGANISATION STRUCTURE

Catchment management (Otway Coast-Bellarine)

Catchment management (Barwon-Corangamite)

Floodplain Statutory Functions

Strategy & Planning

BOARD

CHIEF EXECUTIVE OFFICER

Community Advisory Group

Finance

Information Technology

Administration

Business Support

Business Planning

Integrated Catchments & Strategy

Audit & Risk

Community Engagement

Land Health

Indigenous NRM Facilitation

Community Engagement & Investment

Staff & Remuneration

Project Committees

Human Resources


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COMPLIANCE AND

DISCLOSURESPEOPLE AND CULTURE

The 2012-2015 People and Culture Strategy has provided a strategic approach to meeting current and emerging challenges, and put a focus on developing the people and culture through specific activities, programs and projects that continue to attract, retain and develop high performing, skilled and motivated employees.

The Corangamite CMA has commenced a Culture Leadership Program that is driving change in behaviours and improving professional relationships. This program has been assisting staff to better understand the behaviours they will model, reward and challenge to build a positive work environment. Staff have also participated in an Effective Workplace Communication workshop to improve staff engagement.

STAFF MATTERS

The Public Administration Act 2004 specifies a number of employment and conduct principles that must be observed by public entities and their employees. Similarly, the Corangamite CMA’s commitment to equal opportunity employment and ensuring staff are selected on the basis of merit is assisting in recruiting and retaining quality staff. The Corangamite CMA engages a diverse workforce and encourages applications from suitably qualified people regardless of gender, race, ethnicity or disability.

Employees are appointed after a comprehensive selection process and the Corangamite CMA have successfully conducted nine recruitment events during the past year. The Corangamite CMA has also engaged two Aboriginal Natural & Cultural Resource Management Trainees. These new positions were created by the Corangamite CMA through the Indigenous Participation Program to develop the skills and qualifications needed for on-going employment in natural and cultural resource management.

The Corangamite CMA Staff Consultative Committee meets regularly to provide an opportunity for staff and management to actively consult and provide input into the following:

• monitor the implementation of the Workplace Agreement

• review the implementation of Corangamite CMA’s policies and procedures

• change initiatives that have a significant impact on staff

• monitor the implementation of the People and Culture Strategy

• commit to the Reward and Recognition program.

During the past year, the committee have focused on responding to results of the People Matter Survey, establishing the Reward and Recognition program for staff, and the Culture Development program.

WORKFORCE DATA

The Corangamite CMA employed 45 people in 2015-2016 compared to 42 people the previous year.

The staff gender breakdown is 23 men and 22 women.

OCCUPATIONAL HEALTH AND SAFETY (OH&S)The Corangamite CMA is continuing its commitment to its employees, contractors, volunteers and visitors’ health and safety, ensuring it complies with the Occupational Health and Safety Act 2004.

The Corangamite CMA’s OH&S Committee, consisting of staff, the Human Resource Coordinator and the Chief Executive Officer met regularly with the aim of building a workplace culture that puts health and safety first.

Other aims of the OH&S Committee are:

• reviewing and updating OH&S policies and procedures

• monitoring and reporting on potential risk areas

• facilitating a culture of cooperation between employer and employees to maintain a healthy and safe working environment.

There was no lost time to injuries during 2015-2016. There were several minor incidents reported and all incidents were investigated and corrective actions implemented where applicable. Defibrillators have been purchased and installed in the offices.

The number of reported incidents shown in terms of per 100 FTE is as follows:

2015-2016 = 3.66

2014-2015 = 2.38

2013-2014 = 2.27

WORKFORCE DATA TABLE

2014-2015 FTE 2015-2016 FTE

Executive officers 4 4 4 4

Senior managers 5 5 6 6

Administration 6 5.4 8 6.5

Field staff 27 24.5 27 23.8Total staff number 42 38.9 45 40.3

Total male 21 23

Total female 21 22

Total staff number 42 45*

*figure as of 30 June 2016

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COMPLIANCE AND

DISCLOSURESSTAFF WELLBEING

The Corangamite CMA places great importance on providing a healthy workforce and a culture that fosters wellbeing, diversity and equality.

During 2015-2016 there have been several initiatives that have had a positive impact on staff wellbeing:

• weekly supply of fruit for staff

• sponsorship for staff basketball team

• flu vaccinations

• purchased leave

• flexible working arrangements.

There were numerous staff events in 2015-2016 these included morning teas, staff meetings, social events to strengthen relationships amongst staff in a relaxed and social setting, provide a break from the workplace and increase opportunities for information sharing.

The Corangamite CMA continues to provide support to employees and their families through our Employee Assistance program.

INDUSTRIAL RELATIONS

Corangamite CMA’s Workplace Agreement 2014-2017 will expire in December 2017 and negotiation of a new agreement will commence in the coming year to set out fair and reasonable terms and conditions of employment.

The Corangamite CMA has excellent industrial relations and has experienced no lost days due to industrial action.

COMPLIANCE WITH RELEVANT LEGISLATION

Competition policy

Competitive neutrality seeks to enable fair competition between government and private sector businesses.

Any advantages or disadvantages that government businesses may experience, simply as a result of government ownership, should be neutralised.

The Corangamite CMA continues to implement and apply this principle in its business undertakings.

Information available for inspection

Information relevant to the headings listed in Financial Reporting direction 22B of the Financial Management Act 1994 is available on request at the Corangamite CMA’s office, subject to the Freedom of Information Act 1982.

Information includes:

• statements that declarations of pecuniary interests have been completed by all relevant officers

• details of publications produced by the Corangamite CMA and how these can be obtained

• a list of major committees sponsored by the entity, the purposes of each committee and their achievements

• details of assessments and measures undertaken to improve the OH&S of employees.

Building Act

The Corangamite CMA complied with the building and maintenance provisions of the Building Act 1993 in its building and maintenance activities.

Financing costs and lease liabilities

The Corangamite CMA has two properties it leases. Full details of each are available in the Financial Statements (see page 80).

Disclosure index

An index identifying the Corangamite CMA’s compliance with statutory disclosure requirements is contained in Appendix 1 (see page 86).

Victorian industry participation policy implementation

The Victorian Industry Participation Policy Act 2003 requires public bodies and departments to report on implementation of the Victorian Industry Participation Policy (VIPP).

Public bodies are required to apply VIPP in all tenders over $1 million in regional Victoria. No tenders were issued by the Corangamite CMA greater than $1 million for the year ending June 2016.

Bank loans, bills payable, promissory notes, debentures and other loans

The Corangamite CMA did not have any bank loans, bills payable, promissory notes, debentures or any other loans during the year.

Inventories by class N/A

Intangible asset N/A

Overdrafts N/A

Authorised and issued capital N/A

Ex-gratia payments N/A

Amounts written off N/A

Charges against assets N/A

Assets received without adequate consideration N/A

Motor vehicle lease commitments N/A


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COMPLIANCE AND

DISCLOSURESSubsequent events

There were no subsequent events between 30 June 2016 and the date this report went to print that had a material impact on Corangamite CMA’s financial position.

Freedom of information

The Corangamite CMA has determined that its authorised officer is the Department of Environment, Land, Water and Planning Freedom of Information Manager, who may be contacted on the details below.

Freedom of Information Manager

Legal Services Branch Corporate Services division Department of Environment, Land, Water and Planning

Level 10, 8 Nicholson Street, East Melbourne, Victoria 3002

Ph: (03) 9637 9730

Applications must clearly identify the relevant documents.

The current fee for applications is $27.90.

Significant changes in financial position

The Corporate Plan for 2015-2020, submitted to the ministers in April 2015, had projected revenue of $11.6 million for the 2015-2016 financial year. This figure was based on investment submissions to the Australian and Victorian governments.

In October 2015, the Corangamite CMA updated its income projection to $10.4 million based on advice at the time actual revenue for 2015-2016 was $14.5 million.

Disclosure of major contracts

In accordance with the requirements of the directors of the Minister for Finance, the annual report must include a statement about compliance with the disclosure of major contracts greater than $10 million. The Corangamite CMA did not have any contracts greater than $10 million.

Protected Disclosures Act

The Protected Disclosure Act 2012 (PD Act) enables people to make disclosures about improper conduct by public officers and public bodies.

The Act aims to ensure openness and accountability by encouraging people to make disclosures and protecting them when they do.

What is a ‘protected disclosure’?

A protected disclosure is a complaint of corrupt or improper conduct by a public officer or a public body.

Corangamite CMA is a “public body” for the purposes of the Act.

How to make a ‘protected disclosure’

You can make a protected disclosure about the Corangamite CMA or its board members, officers or employees by contacting the Corangamite CMA Protected Disclosure Coordinator or the Independent Broad-Based Anti-Corruption Commission (IBAC) Victoria.

Contacts

Corangamite CMA Protected Disclosure Coordinator atEmail: [email protected] Ph: (03) 5232 9109 or

IBAC Address: Level 1, North Tower, 459 Collins Street, Melbourne Victoria 3000

Mail: IBAC, GPO Box 24234, Melbourne, Victoria 3001 Email/Internet: www.ibac.vic.gov.auPh: 1300 735 135

Risk management attestation

I, Alice Knight, chairman of the Corangamite CMA board, certify that the Corangamite CMA has risk management processes in place consistent with the Australia/New Zealand Risk Management Standard (AS/NZS ISO 31000:2009) and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures.

The Audit and Risk Committee verifies this assurance that the risk profile of the Corangamite CMA has been critically reviewed within the last 12 months.

Insurance management attestation

I, Alice Knight, certify that the Corangamite CMA has complied with the Ministerial direction 4.5.5.1.

Summary of financial results for the last five years

The following financial reports provide a snapshot of the financial performance of the Corangamite CMA during the past five years. Results achieved are often influenced by the ability of an organisation to gear up to the changing opportunities.

This has been no different for the Corangamite CMA, which after a period of rapid growth and then consolidation, has the infrastructure to better deliver investor and community expectations.

The Corangamite CMA still maintains a strong financial position, which is represented in the balance sheet as at 30 June 2016.

Information Communication Technology (ICT) Expenditure

For the 2015-16 reporting period, The Corangamite CMA had a total expenditure of $563,611, with the details shown below:

Business As Usual (BAU) ICT expenditureTotal

Non-Business As Usual (non-BAU) ICT expenditure Total = A + B

Operational expenditureA

Capital expenditureB

$500,378 $63,232 $51,507 $11,725

“ICT expenditure” refers to Corangamite CMA costs in providing business-enabling ICT services. It comprises Business As Usual (BAU) ICT expenditure and Non-Business As Usual (Non-BAU) ICT expenditure. “Non-BAU expenditure” relates to extending or enhancing Corangamite CMA current ICT capabilities.

“BAU ICT expenditure” is all the remaining ICT expenditure which primarily relates to on-going activities to operate and maintain the current ICT capability.

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2012 $

2013 $

2014 $

2015 $

2016 $

Income and Expenditure

Victorian Government Funding 8,332,237 6,924,788 6,875,091 6,425,479 10,862,181

Australian Government Funding 3,420,544 3,452,322 3,978,849 3,363,572 2,751,529

Other Income 1,657,100 1,157,433 984,341 696,767 873,277

Total Operating Revenue 13,409,881 11,534,543 11,838,281 10,485,818 14,486,986

Total Expenses 13,695,940 14,642,418 13,481,896 11,595,847 10,765,317

Surplus / (Deficit) (286,059) (3,107,875) (1,643,615) (1,110,030) 3,721,669

Assets and Liabilities

Current Assets 11,742,210 9,602,526 9,082,872 7,760,179 12,395,373

Non Current Assets 22,214,122 21,439,526 20,953,905 20,393,736 37,899,074

Total Assets 33,956,332 31,042,052 30,036,777 28,153,915 50,294,447

Current Liabilities 1,842,345 2,094,023 2,509,690 1,808,597 2,047,300

Non Current Liabilities 5,808 56,231 170,398 98,659 99,938

Total Liabilities 1,848,153 2,150,254 2,680,088 1,907,256 2,147,238

Total Equity 32,108,179 28,891,798 27,356,689 26,246,659 48,147,209

Summary of financial results- last five years for the financial year ended 30 June 2016

COMPLIANCE AND

DISCLOSURES

Contractors and consultancies for the financial year ended 30 June 2016

The Corangamite CMA engaged 102 contractors and consultants throughout the year at a total cost of $2,474,789.

Contractors and Consultancies > $10,000

There were 41 consultants or Contractors whose cost exceeded $10,000 at a total cost of $2,281,596.

No. Consultant/Contractor $

1 Programmed Property Management 355,600

2Department of Environment, Land, Water and Planning

355,014

3 Water Technology 183,020

4 Southern Farming Systems 151,713

5 Federation University 143,100

6 City of Ballarat 141,000

7 GHD P/L 107,826

8 Greening Australia 90,000

9 A.S. Miner Geotechnical 70,779

10 Jacobs Group Australia 53,011

11 Direct Recruitment 43,892


12 City of Greater Geelong 40,164

13 Tree Management Services 38,575

14 Heytesbury Landcare 35,837

15 Australasian Fish Passage Services 29,869

16 Instream Solutions 26,730

17 Aquatic Technology 26,345

18 Great Southern Destinations Marketing 24,815

19 Riverness P/L 24,800

20 Southern Otway Landcare Network 24,290

21 Ecowise Enviromental 23,116

22 Australian Water Engineers 22,860

23 Tim Cummins & Associates 22,273


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24 Thompson Berrill Landscape Designs 20,435

25 Mallee CMA 20,000

26 Qld Regional NRM Groups Collective 20,000

27 Clear Horizon Consulting P/L 18,173

28 Wathaurung Aboriginal Corporation 17,750

29 Doug Humann & Associates 14,685

30 Goldfields Weed Management 14,610

31 PSI Asia Pacific 14,063

32 Victorian Group Training 13,292


33 Colac Otway Workforce 12,205

34 Kiandra IT 10,763

35 Allwright Ag & Pest Contracting 10,483

36 Lyness Steel Fabrications 10,458

37 Catchment Ecology Services 10,050

38 Aither 10,000

39 Glenelg Hopkins CMA 10,000

40 Goulburn Valley Water 10,000

41 Sinclair Wilson 10,000

COMPLIANCE AND

DISCLOSURES

Monitoring our environmental impact

Strategic Objective MeasureBenchmark for year ending 30 June 2006

(48 staff)

Use for 2014-2015 (42 staff)

Use for 2015-2016 (40 staff)

Reduce energy use (electricity)

kWh per FTE 124,216/48 = 2,587 kWh per FTE

105,770/42 =2,518 kWh per FTE

117,037/40 = 2,926 kWh per FTE

Total greenhouse gas emissions

172 tonnes or 3.25 tonnes per FTE



Purchase green power

% green power Nil 20% 20%

Adjusted greenhouse gas emissions


91 tonnes or 2.17 per FTE

98 tonnes or 2.46 per FTE

Reduce paper use A4 reams per FTE726/48 = 15.25 per FTE

446/42 = 10.62 per FTE

417/40 = 10.43 per FTE

Reduce fuel use (LPG, ULP, Premium ULP, Diesel)

Litres per FTE per annum

85,165/48 = 1,795 44,360/42 = 1,056 37,689/40 = 942.23

Reduce vehicle CO2 emissions Fuel (LPG, ULP, Premium ULP, Diesel)

Greenhouse gas emissions*

193,000 kg = 4,948 kg per FTE

132,870 kg = 3,164 kg per FTE

112,890 kg = 2,820 kg per FTE

Reduce water consumption

Litres per FTE160,000/48 = 3,333 litres per FTE

49,000/42 = 1,167 litres per FTE

44,000/40 = 1,100 litres per FTE

Reduce Waste

Total waste/litre per FTE

Not available39,360/42 = 937 litres per FTE

41,910/40 = 1,048 litres per FTE

Diverted from landfill per annum


23,190/40 = 580 litres per FTE

Adjusted waste to landfill/per FTE


18,720/40 = 468 litres per FTE

Note: Energy use – for the Colac and Geelong offices and operationsPaper use – change in paper user monitoring from the amount purchased to the amount usedFuel use – efforts have been made to purchase vehicles that are fuel efficient and lower CO2 emissionsWater consumption – accurate reporting of Colac and Cressy sites included. Geelong office is only an estimateWater – water saving measures included connecting stormwater tanks at Colac office

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COMPLIANCE AND

DISCLOSURESDisclosure of major contracts

In accordance with the requirements of the Directors of the Minister for Finance, the Annual Report must include a statement about compliance with the disclosure of major contracts greater than $10 million. The Corangamite CMA did not have any contract greater than $10 million.

Disclosure of grants and transfer payments

Corangamite CMA has provided grants to natural resource management community groups and organisations as part of the Victorian Landcare grants that Corangamite CMA is responsible for distributing in the Corangamite region. Grants were provided to groups in 2015-2016 for the purposes of supporting the administration of regional Landcare groups and implementing on-ground natural resource management projects.

Corangamite Landcare Grants Program recipients 2015-2016 included:

Victorian Landcare Grants 2015-2016 Corangamite Landcare Grant recipients

Proponent Project titleFunding

$

Barrabool Hills Landcare Group Linking the Community to the Barwon River 4,250

Bellarine Catchment Network Clifton Springs and Curlewis Flora, Heritage and Fauna Booklet 2,500

Bellarine Landcare Group Improving the ecological resilience of the Bellarine Ramsar sites 12,000

Bostocks Creek Landcare GroupRemoving the divide – Linking native vegetation throughout the Western Districts

28,000

Conservation Ecology Centre Restoring Cape Otway’s vulnerable woodlands 15,008

Land and Water Resources Otway Catchment

Revegetation and black fish recruitment project in Loves Creek and the Gellibrand area

10,375

Leslie Manor Landcare GroupRevegetating cleared lands to create linkages across the Leslie Manor landscape

9,650

Moorabool Landcare Network Inc 2016 Moorabool Landcare Expo 3,585

Mt Leura and Sugarloaf Management Committee

Protecting and enhancing the Victorian Volcanic Plain woodland communities

11,190

Surf Coast & Inland Plains Network (GLN & UBLN)

Rabbit Control & Community Engagement in SCIPN, GLN and UBLN 15,000

Upper Williamsons Creek Landcare Group Union Jack Creek Revitalisation Project 18,413

Winchelsea Land and River Care Bringing the community and Landcare together in Winchelsea 5,050

Woady Yaloak Catchment Group Linking revegetation corridors in the Woady Yaloak Catchment 28,623

40 community groups support grants 20,000

Total 183,644


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CORANGAMITE CATCHMENT MANAGEMENT AUTHORITY STATUTORY CERTIFICATION 54

STATEMENT OF COMPREHENSIVE INCOME 55

BALANCE SHEET 56

STATEMENT OF CHANGES IN EQUITY 57

CASH FLOW STATEMENT 58

NOTES TO THE FINANCIAL STATEMENTS 59

SECTION 6

FINANCIAL STATEMENTS

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CORANGAMITE CATCHMENT MANAGEMENT AUTHORITY

STATUTORY CERTIFICATIONWe certify that the attached financial statements for the Corangamite Catchment Management Authority have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including interpretations and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement and accompanying notes forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2016 and financial position of the authority as at that date.

At the time of signing, we are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate.

We authorise the attached financial statements for issue on 9 September 2016.

A. Knight Chairperson

G. A. Smith Chief Executive (Accountable Officer)

G. J. Peters Chief Finance and Accounting Officer

Dated this 9th day of September 2016.


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STATEMENT OF

COMPREHENSIVE INCOME for the reporting period ended 30 June 2016

Notes2016

$2015

$

Income from Operating Activities

Government contributions 4 (a) 13,613,710 9,789,051

Other income 4 (a) 625,471 460,793

Interest 4 (a) 177,379 194,728

Income from Non-Operating Activities

Net gain / (loss) on disposal of non-financial assets 4 (b) 70,427 41,246

Total Income 14,486,986 10,485,818

Expenses from Operating Activities

Integrated catchment & strategy 5 (a) (i) 5,719,029 6,671,802

Community engagement & investment 5 (a) (i) 1,802,744 1,620,790

Business support 5 (a) (ii) 2,389,549 2,462,611

Depreciation / amortisation 5 (a) (iii) 853,995 840,644

Total Expenses from Operating Activities 10,765,317 11,595,847

Net Result from Operating Activities 3,721,669 (1,110,029)

Other Comprehensive Income

Items that will not be classified to net result 18,178,883 -

Gain on revaluation of Property, Plant and Equipment

Total Comprehensive Result for the year 21,900,552 (1,110,029)

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

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Notes2016

$2015

$

ASSETS

Current assets

Cash and cash equivalents 7 11,358,572 7,219,290

Receivables 8 1,017,631 498,348

Prepayments 19,170 42,541

Total current assets 12,395,373 7,760,179

Non-current assets

Property, plant and equipment 9 37,899,074 20,393,736

Total non-current assets 37,899,074 20,393,736

TOTAL ASSETS 50,294,447 28,153,915

LIABILITIES

Current liabilities

Payables 10 1,270,457 1,150,922

Employee benefits 11 776,843 657,675

Total current liabilities 2,047,300 1,808,597

Non-current liabilities

Employee benefits 11 99,938 98,659

Total non-current liabilities 99,938 98,659

TOTAL LIABILITIES 2,147,238 1,907,256

NET ASSETS 48,147,209 26,246,659

EQUITY

Contributed capital 12 21,426,923 21,426,923

Reserves 12 30,213,317 12,034,436

Accumulated deficit 12 (3,493,031) (7,214,700)

TOTAL EQUITY 48,147,209 26,246,659

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

Commitment for Expenditure 14

Contingent Assets and Liabilities 16

BALANCE SHEET as at 30 June 2016


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STATEMENT OF

CHANGES IN EQUITY for the year ended 30 June 2016

Notes

ContributedCapital

$

Asset Revaluation

Reserve$

AccumulatedDeficit

$Total

$

Balance at 1 July 2014 21,426,923 12,034,436 (6,104,671) 27,356,690

Total comprehensive result (deficit) for the year - - (1,110,029) (1,110,029)

Balance at 30 June 2015 21,426,923 12,034,436 (7,214,700) 26,246,660

Total comprehensive result (deficit) for the year - 18,178,883 3,721,669 21,900,552

Balance at 30 June 2016 12 (a) 21,426,923 30,213,319 (3,493,031) 48,147,211

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

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Notes2016

$2015

$

Cash Flows from Operating Activities

Receipts

Interest received 169,021 200,278

GST received from the Australian Taxation Office 582,397 708,758

Other income 570,818 443,450

Receipts from Government 13,118,203 9,775,863

14,440,439 11,128,349

Payments

GST paid to the Australian Taxation Office 79,342 204,452

Payments to suppliers and employees 10,111,790 12,098,629

10,191,132 12,303,081

Net cash (outflow) / inflow from operating activities 19 4,249,307 (1,174,732)

Cash Flows from Investing Activities

Payments for property, plant & equipment (199,919) (297,229)

Proceeds from sale of non-current assets 89,894 58,000

Net cash (outflow) / inflow from investing activities (110,025) (239,229)

Cash Flows from Financing Activities - -

Net increase / (decrease) in cash held 4,139,282 (1,413,961)

Cash and cash equivalents at the beginning of the financial year 7,219,290 8,633,251

Cash and cash equivalents at the end of the financial year 7 11,358,572 7,219,290

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

CASH FLOW

STATEMENT for the year ended 30 June 2016


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NOTES TO THE

FINANCIAL STATEMENTS for the year ended 30 June 2016

Note 1 Significant Accounting Policies

(a) Basis of accounting

General

This financial report of the Corangamite Catchment Management Authority (Authority) is a general purpose financial report that consists of a Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and notes accompanying these statements. The general purpose financial report complies with Australian Accounting Standards (AAS), Interpretations and other authoritative pronouncements of the Australian Accounting Standards Board and the requirements of the Financial Management Act 1994 and applicable Ministerial Directions. The Authority is a not for-profit entity for the purpose of preparing the financial report.

Where appropriate, those AASs paragraphs applicable to not-for-profit entities have been applied.

The accrual basis of accounting has been applied in the preparation of this financial report whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

The accounts have been prepared on a going concern basis. The annual financial statements were authorised for issue by the Board on 9th day of September 2016.

(ii) Accounting policies

Unless otherwise stated, all accounting policies applied are consistent with those of the prior year.

(iii) Functional and presentation currency

Items included in this financial report are measured using the currency of the primary economic environment in which the Authority operates (‘the functional currency’). The financial statements are presented in Australian dollars, which is the Authority’s functional and presentation currency.

(iv) Classification between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be realised or paid. The asset or liability is classified as current if it is expected to be turned over within the next twelve months, being the Authority’s operational cycle - see 1(m) for a variation in relation to employee benefits.

(v) Rounding

Unless otherwise stated, amounts in the report have been rounded to the nearest dollar. Figures in the financial report may not equate due to rounding.

(vi) Historical cost convention

These financial statements have been prepared under the historical cost convention, as modified by the revaluation of financial assets and certain classes of property, plant and equipment.

(vii) Accounting estimates

The preparation of financial statements in conformity with AAS’s requires the use of certain accounting estimates that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. It also requires management to exercise its judgement in the process of applying the entity’s accounting policies.

The most significant accounting estimates undertaken in the preparation of this financial report relate to:

• estimation of useful lives

• the impairment of assets

• provisions.

(b) Change in Accounting Policies

Subsequent to the 2014-2015 reporting period, there were no new or revised changes for 2015-2016.

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NOTES TO THE


(c) Revenue Recognition

(i) Fees and Charges

Revenue is recognised when the services to which they relate have been provided.

(ii) Government contributions

Government grants and contributions are recognised as income from transactions on receipt or when an the Authority obtains control of the contribution and meets certain other criteria as outlined in AASB 1004 Contributions, whichever is the sooner, and disclosed in the comprehensive operating statement as government contributions. However, grants and contributions received from the Victorian State Government, which were originally appropriated by the Parliament as additions to net assets or where the Minister for Finance and the Minister for Environment, Climate Change and Water have indicated are in the nature of owners’ contributions, are accounted for as Equity – Contributed Capital.

Grants from the government are recognised at their fair value where there is a reasonable assurance that the grant will be received and the Authority will comply with all attached conditions.

(iii) Interest

Interest Income is recognised using the effective interest rate method.

(d) Expenses

(i) Depreciation and amortisation of non-current assets

All non-current physical assets that have a limited useful life are depreciated. Where assets have separate identifiable components that have distinct useful lives and/or residual values, a separate depreciation rate is determined for each component.

Land is not depreciated. Depreciation on other assets is calculated using the straight line method to allocate their cost or revalued amounts, net of their residual values, over their estimated useful lives, commencing from the time the asset is held ready for use. The assets residual values and useful lives are reviewed and adjusted if appropriate, at each balance sheet date.

Intangible assets with finite useful lives are amortised as an expense on a systematic basis (typically straight-line), commencing from the time the asset is available for use. The amortisation periods are reviewed and adjusted if appropriate at each balance date. Intangible assets with indefinite useful lives are not amortised. However, all intangible assets are assessed for impairment annually and adjusted if appropriate, at each balance sheet date.

Major depreciation rates used are listed below and are consistent with the prior year, unless otherwise stated:

2016%

2015%

Buildings 2.5 2.5

Infrastructure assets 2.5 2.5

Plant and equipment 10 to 33.33 10 to 33.33

Furniture & office equipment 10 to 33.33 10 to 33.33

Motor vehicles 25 to 33.33 25 to 33.33

(ii) Employee Benefits

These expenses include all costs related to employment (other than superannuation which is accounted for separately) including wages and salaries, fringe benefits tax, leave entitlements, redundancy payments and WorkCover premiums.

(iii) Superannuation

The amount charged to the comprehensive operating statement in respect of superannuation represents the contributions made by the Authority to the superannuation plan in respect to the current services of Authority staff. Superannuation contributions are made to the plans based on the relevant rules of each plan and any relevant compulsory superannuation requirements that the Authority is required to comply with.

(e) Repairs and maintenance

Routine maintenance, repair costs and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold, the cost is capitalised and depreciated.

(f) Other expenses

Other costs which are recognised as an expense in the reporting period in which they are incurred. The carrying amounts of any inventories held for distribution are expensed when distributed.


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NOTES TO THE


(g) Cash and Cash Equivalents

For the purposes of the Cash Flow Statement, cash and cash equivalents include cash on hand, deposits held at call with financial institutions, other deposits that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

(h) Receivables

Receivables consist of:

• contractual receivables, such as debtors in relation to goods and services, and accrued investment income; and

• statutory receivables, such as amounts owing from the Victorian Government and Goods and Services Tax (GST) input tax credits recoverable.

Contractual receivables are classified as financial instruments and categorised as loans and receivables.

Statutory receivables, are recognised and measured similarly to contractual receivables (except for impairment), but are not classified as financial instruments because they do not arise from a contract.

Contractual receivables are recognised initially at fair value and subsequently measured at amortised cost, less an allowance for impaired receivables.

Collectability of contractual receivables is reviewed on an on-going basis. Debts which are known to be uncollectible are written off. A provision for doubtful debts is established when there is objective evidence that the Authority will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the original effective interest rate. The amounts credited to the provision are recognised as an expense in the comprehensive operating statement.

(i) Prepayments

Prepayments represent payments in advance of receipt of goods or services or that part of expenditure made in one accounting period covering a term extending beyond that period.

(j) Recognition and Measurement of Assets

Property, plant and equipment represents non-current assets comprising land, buildings, infrastructure, plant and equipment, furniture and office equipment and motor vehicles, used by the Authority in its operations. Items with a cost or value in excess of $1,000 (2015: $1,000) and a useful life of more than one year are recognised as an asset. All other assets acquired are expensed.

(i) Acquisition

The purchase method of accounting is used for all acquisitions of assets. Cost is measured as the fair value of the assets given or liabilities incurred or assumed at the date of exchange plus costs directly attributable to the acquisition.

Where assets are constructed by the Authority, the cost at which they are recorded includes an appropriate share of fixed and variable overheads.

Assets acquired at no cost or for nominal consideration by the Authority are recognised at fair value at the date of acquisition.

(ii) Leasehold improvements

Leasehold improvements are recognised at fair value and are amortised over the unexpired period of the lease or the estimated useful life of the improvement, whichever is the shorter. At balance date, leasehold improvements are amortised over an 8 year period.

(iii) Non-Current Physical Assets

Land, buildings and infrastructure assets are recognised initially at cost and subsequently revalued at fair value less accumulated depreciation and impairment in accordance with the requirements of Financial Reporting Direction (FRD)103F.

The Infrastructure assets are valued at depreciated replacement cost.

Plant, equipment and motor vehicles are measured at fair value. For the plant, equipment and vehicles asset class, where the Authority is able to demonstrate that there is no evidence that a reliable market-based fair value (or other fair value indicators) exist for these assets, depreciated replacement cost could represent a reasonable approximation of fair value.

Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the comprehensive operating statement. When revalued assets are sold, it is the Authority’s policy to transfer the amounts included in other reserves in respect of those assets to accumulated funds.

Infrastructure/Works assets are comprised of physical structures located in the Catchment.

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(iv) Revaluations

Assets other than those that are carried at cost are revalued with sufficient regularity to ensure that the carrying amount of each asset does not differ materially from its fair value. This revaluation process normally occurs every five years and occurred in the 2015-2016 financial year.

Revaluation increments are credited directly to equity in the revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as expense in determining the net result, the increment is recognised as revenue in determining the net result.

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the revaluation reserve in respect of the same class of assets, they are debited to the revaluation reserve.

Revaluation increases and revaluation decreases relating to individual assets within a class of property, plant and equipment are offset against one another within that class but are not offset in respect of assets in different classes.

(v) Impairment of Assets

Intangible assets with indefinite useful lives are tested annually as to whether their carrying value exceeds their recoverable amount.

All other assets are assessed annually for indicators of impairment, except for inventories.

If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount. Where an asset’s carrying amount exceeds its recoverable amount, the difference is written-off by a charge to the comprehensive operating statement except to the extent that the write-down can be debited to an asset revaluation reserve amount applicable to that class of asset.

The recoverable amount for most assets is measured at the higher of depreciated replacement cost and fair value less costs to sell. It is deemed that, in the event of the loss of an asset, the future economic benefits arising from the use of the asset will be replaced unless a specific decision to the contrary has been made.

An impairment loss on a revalued asset is recognised directly against any revaluation reserve in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation reserve for that same class of asset.

A reversal of an impairment loss on a revalued asset is credited directly to equity under the heading revaluation reserve. However, to the extent that an impairment loss on the same class of asset was previously recognised in the comprehensive operating statement, a reversal of that impairment loss is also recognised in the comprehensive operating statement.

(vi) Fair Value

Consistent with AASB 13 Fair Value Measurement, the Authority determines the policies and procedures for both recurring fair value measurements such as infrastructure, property, plant and equipment, and financial instruments and for non recurring fair vale measurements such as assets held for sale, in accordance with the requirements of AASB 13 and the relevant Financial Reporting Directions.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:

• Level 1 - Quoted (unadjusted) market prices in active markets for identical assets or liabilities

• Level 2 - Valuation techniques for which the lowest level input that is significant to the fair value and measurement is directly or indirectly observable; and

• Level 3 - Valuation techniques for which the lowest level input that is significant to the fair value and measurement is unobservable

For the purpose of fair value disclosures, the Authority has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.

(k) Operating Leases

Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the comprehensive operating statement on a straight-line basis over the period of the lease, in the periods in which they are incurred, as this represents the pattern of benefits derived from the leased assets.


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NOTES TO THE


(l) Trade and Other Payables

Payables

Payables consist of:

• contractual payables, such as accounts payable, and unearned income including deferred income from concession notes. Accounts payable represent liabilities for goods and services provided to the Authority prior to the end of the financial year that are unpaid, and arise when the Authority becomes obliged to make future payments in respect of the purchase of those goods and services; and

• statutory payables, such as goods and services tax and fringe benefits tax payables.

Contractual payables are classified as financial instruments and categorised as financial liabilities at amortised cost. Statutory payables are recognised and measured similarly to contractual payables, but are not classified as financial instruments and not included in the category of financial liabilities at amortised cost, because they do not arise from a contract.

The contractual payables are unsecured and are usually paid within 30 days of recognition.

(m) Employee Benefits

(i) Wages and salaries and annual leave

Liabilities for wages and salaries, including non monetary benefits annual leave and accumulating sick leave, are all recognised in the provision for employee benefits as ‘current liabilities’, because the Authority does not have an unconditional right to defer settlements of these liabilities.

Depends on the expectation of the timing of settlement, liabilities for wages and salaries, annual leave and sick leave are measured at:

• undiscounted value if the Authority expects to wholly settle within 12 months; or

• present value if the Authority does not expect to wholly settle within 12 months.

(ii) Long Service Leave

Liability for long service leave (LSL) is recognised in the provision for employee benefits.

Unconditional LSL is disclosed in the notes to the financial statements as a current liability, even where the Authority does not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months.

The components of this current LSL liability are measured at:

• undiscounted value if the Authority expects to wholly settle within 12 months; and

• present value if the Authority does not expect to wholly settle within 12 months.

Conditional LSL is disclosed as a non current liability. There is an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service. This non current LSL liability is measured at present value.

(iii) Termination benefits

Liabilities for termination benefits are recognised when a detailed plan for the terminations has been developed and a valid expectation has been raised in those employees affected that the terminations will be carried out. The liabilities for termination benefits are recognised in accrued expenses unless the amount or timing of the payments is uncertain, in which case they are recognised as a provision.

Liabilities for termination benefits expected to be settled within 12 months are measured at the amounts expected to be paid when they are settled. Amounts expected to be settled more than 12 months from the reporting date are measured as the estimated cash outflows, discounted using market yields at the reporting date on national government bonds with terms to maturity that match as closely as possible, the estimated future cash outflows.

(iv) Employee Benefit On-Costs

Employee benefit on-costs, including payroll tax and worker’s compensation are recognised and included in employee benefit liabilities and costs when the employee benefits to which they relate are recognised as liabilities.

(v) Performance payments

Performance payments for the Authority’s Executive Officers are based on a percentage of the annual salary package provided under the contract(s) of employment. A liability is recognised and is measured as the aggregate of the amounts accrued under the terms of the contract to balance date.

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(n) Provisions

Provisions are recognised when the Authority as a result of a past event, has a legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation.

The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the end of the reporting period, taking into account the risks and uncertainties surrounding the obligation.

(o) Contributed Capital

Additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions or distributions have also been designated as contributions by owners.

(p) Financial Instruments / Investments

(i) Recognition

Financial instruments are initially measured at fair value, plus in the case of a financial asset or financial liability not at fair value through profit and loss, transaction costs that are directly attributable to the acquisition or the issue of the financial asset or liability. Subsequent to initial recognition, the financial instruments are measured as set out below:

(ii) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for those with maturities greater than 12 months after the reporting date which are classified as non-current assets. Loans and receivables are included in trade and other receivables and other receivables in the balance sheet. Loans and receivables are recorded at amortised cost less impairment.

(iii) Fair Value

Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair value for all unlisted securities, including recent arm’s length transactions, reference to similar instruments and option pricing models.

(q) Taxation

The Authority is not liable for Income Tax.

(r) Contingent liabilities and Contingent assets

Contingent liabilities and contingent assets are not recognised in the balance sheet, but are disclosed by way of a note (refer to note 16) and, if quantifiable, are measured at nominal value. Contingent liabilities and contingent assets are presented inclusive of GST payable.

(s) Goods and Services Tax

Revenues, expenses and assets are recognised net of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of an item of expense.

Receivables and payables are stated inclusive of GST. The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or liability in the Balance Sheet. Cash flows arising from operating activities are disclosed in the Cash Flow Statement on a gross basis – i.e., inclusive of GST. The GST component of cash flows arising from investing and financing activities which is recoverable or payable to the taxation authority is classified as operating cash flows.

(t) Commitments

Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are disclosed by way of notes (refer to note 14) at their nominal value and inclusive of the goods and services tax (GST) payable. These future expenditures cease to be disclosed as commitments once the related liabilities are recognised in the balance sheet.

(u) New Accounting Standards and Interpretations

Certain new accounting standards and interpretations have been published that are not mandatory for the 30 June 2016 reporting period. As at 30 June 2016, the following standards and interpretations had been issued but were not mandatory for financial year ending 30 June 2016. The Authority has not, and does not intend to, adopt these standards early. The standards on the opposite page are those which are applicable to the Authority.


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Standard / Interpretation Summary

Applicable for annual reporting

periods beginning on or after

Impact on financial statements

AASB 9 Financial Instruments The key changes include the simplified requirements for the classification and measurement of financial assets, a new hedging accounting model and a revised impairment loss model to recognise impairment losses earlier, as opposed to the current approach that recognises impairment only when incurred.

1 January 2018 The assessment has identified that the financial impact of available for sale (AFS) assets will now be reported through other comprehensive income (OCI) and no longer recycled to the profit and loss.

While the preliminary assessment has not identified any material impact arising from AASB 9, it will continue to be monitored and assessed.

AASB 2014-7 Amendments to Australian Accounting Standards arising from AASB 9

Amends various AASs to incorporate the consequential amendments arising from the issuance of AASB 9.

1 January 2018The assessment has indicated that there will be no significant impact for the public sector.

AASB 15 Revenue from Contracts with Customers

The core principle of AASB 15 requires an entity to recognise revenue when the entity satisfies a performance obligation by transferring a promised good or service to a customer.

1 January 2018The changes in revenue recognition requirements in AASB 15 may result in changes to the timing and amount of revenue recorded in the financial statements. The Standard will also require additional disclosures on service revenue and contract modifications.

A potential impact will be the upfront recognition of revenue from licenses that cover multiple reporting periods. Revenue that was deferred and amortised over a period may now need to be recognised immediately as a transitional adjustment against the opening returned earnings if there are no former performance obligations outstanding.

AASB 2015-8 Amendments to Australian Accounting Standards – Effective Date of AASB 15

This Standard defers the mandatory effective date of AASB 15 from 1 January 2017 to 1 January 2018

1 January 2018 This amending standard will defer the application period of AASB 15 to the 2018-19 reporting period in accordance with the transition requirements.

AASB 16 Leases The key changes introduced by AASB 16 include the recognition of most operating leases (which are currently not recognised) on balance sheet.

1 January 2019 The assessment has indicated that as most operating leases will come on balance sheet, recognition of lease assets and lease liabilities will cause net debt to increase.

Depreciation of lease assets and interest on lease liabilities will be recognised in the income statement with marginal impact on the operating surplus.

The amounts of cash paid for the principal portion of the lease liability will be presented within financing activities and the amounts paid for the interest portion will be presented within operating activities in the cash flow statement.

No change for lessors.

AASB 2014-4 Amendments to Australian Accounting Standards – Clarification of Acceptable Methods of Depreciation and Amortisation [AASB 116 & AASB 138]

Amends AASB 116 Property, Plant and Equipment and AASB 138 Intangible Assets to:

• establish the principle for the basis of depreciation and amortisation as being the expected pattern of consumption of the future economic benefits of an asset;

• prohibit the use of revenue based methods to calculate the depreciation or amortisation of an asset, tangible or intangible, because revenue generally reflects the pattern of economic benefits that are generated from operating the business, rather than the consumption through the use of the asset.

1 January 2016 The assessment has indicated that there is no expected impact as the revenue-based method is not used for depreciation and amortisation.

AASB 2015-6 Amendments to Australian Accounting Standards – Extending Related Party Disclosures to Not-for-Profit Public Sector Entities [AASB 10, AASB 124 & AASB 1049]

The Amendments extend the scope of AASB 124 Related Party Disclosures to not-for-profit public sector entities. A guidance has been included to assist the application of the Standard by not-for-profit public sector entities.

1 January 2016 The amending standard will result in extended disclosures on the entity’s key management personnel (KMP), and the related party transactions.

AASB 2016-4 Amendments to Australian Accounting Standards – Recoverable Amount of Non-Cash-Generating Specialised Assets of Not-for-Profit Entities

The standard amends AASB 136 Impairment of Assets to remove references to using depreciated replacement cost (DRC) as a measure of value in use for not-for-profit entities.

1 January 2017 The assessment has indicated that there is minimal impact. Given the specialised nature and restrictions of public sector assets, the existing use is presumed to be the highest and best use (HBU), hence current replacement cost under AASB 13 Fair Value Measurement is the same as the depreciated replacement cost concept under AASB 136.

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In addition to the new standards and amendments on the previous page, the AASB has issued a list of other amending standards that are not effective for the 2015-2016 reporting period (as listed below). In general, these amending standards include editorial and reference changes that are expected to have insignificant impacts on public sector reporting.

- AASB 1056 Superannuation Entities

- AASB 1057 Application of Australian Accounting Standards

- AASB 2015-9 Amendments to Australian Accounting Standards – Scope and Application Paragraphs [AASB 8, AASB 133 & AASB 1057]

- AASB 2015-10 Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128

Note 2 Financial risk management

The Authority’s activities expose it to a variety of financial risks, but primarily risks of market risk (interest rate risk), credit risk and liquidity. The Authority’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Authority. The Authority uses different methods to measure different types of risk to which it is exposed. These methods include sensitivity analysis in the case of interest rate and ageing analysis for credit risk. The Authority does not enter into derivative financial instruments and does not speculate in any type of financial instrument.

The Board and Senior Management are responsible for monitoring and managing the financial risks of the Authority. They monitor these risks through monthly board meetings where monthly management reports are presented and analysed.

The main risks the Authority is exposed to through its financial instruments are as follows:

(a) Market risk

Market risk is the risk that changes in market prices will affect the fair value or future cash flows of the Authority’s financial instruments. Market risk comprises of foreign exchange risk, interest rate risk and other price risk. The Authority’s exposure to market risk is primarily through interest rate risk with significant surplus funds held in term deposits and deposits at a call. The Authority has no exposure to foreign exchange risk or other price risk.

Interest Rate Risk

The Authority’s exposure to market interest rates relates primarily to the Authority’s funds invested on the money market.

All trade creditors and accruals are non-interest bearing.


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(b) Credit risk

Credit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial loss to the Authority. The Authority has adopted a policy of only dealing with creditworthy counterparties and obtaining sufficient collateral where appropriate, as a means of mitigating the risk of financial loss from defaults. The Authority measures credit risk on a fair value basis.

The Authority does not have any significant credit risk exposure to any single counterparty or any group of counterparties having similar characteristics other than the Government. The credit risk on liquid funds is limited because the counterparties are banks with high credit-ratings assigned by international credit-rating agencies.

All investments are held with the Treasury Corporation of Victoria.

The table in note 8 provides further information on receivables.

(c) Liquidity risk

Liquidity risk is the risk that the Authority will not be able to meet its financial obligations as they fall due. The Authority manages its liquidity risk by maintaining adequate cash reserves and continually monitoring the Authority’s expenditure commitments and cash flow needs.

The table in note 13 provides further information on financial instruments.

(d) Fair Value

The fair value of financial assets and financial liabilities has been estimated for recognition, measurement and for disclosure purposes.

Management consider that the carrying amount of financial assets and financial liabilities recorded in the financial statements approximates their fair values. The carrying amount of creditors and accruals at 30 June 2016 approximates market value.

Refer to note 1 for accounting policy in relation to disclosure of fair value measurement hierarchy.

Refer to note 13 for information on the Authority’s financial assets and financial liabilities measured and recognised at fair value at 30 June 2016 and 2015.

Note 3 Critical Accounting Estimates and Judgements

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the entity and that are believed to be reasonable under the circumstances.

The Authority makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results.

In 2015-2016 assumptions were made regarding how much annual leave would be taken within and beyond one year from the balance date of 30 June 2016. These assumptions were consistent with those in the prior year. The table in note 11 provides further detail on employee provisions.

Interest Rate Sensitivity Analysis

A change of 1% in interest rates would have increased/(decreased) the net result by the amounts detailed below. The analysis assumes that all other variables remain constant.

Interest Rate Risk

-1% +1%

Result$

Equity$

Result$

Equity$

Cash and Cash Equivalents

2016 11,358,572 (113,586) (113,586) 113,586 113,586

2015 7,219,290 (72,193) (72,193) 72,193 72,193

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Note 4 Revenue

Notes2016

$2015

$

4 (a) (i) Revenue from operating activities

Victorian Government funding 4 (b) (i) 10,862,181 6,425,479

Australian Government funding 4 (b) (ii) 2,751,529 3,363,572

Other income 4 (b) (iii) 625,471 460,793

14,239,181 10,249,844

4 (a) (ii) Revenue from non-operating activities

Interest 177,379 194,728

Profit on sale of fixed assets 4 (b) 70,427 41,246

247,805 235,974

Total Revenue from Ordinary Activities 14,486,986 10,485,818

4 (b) (i) Victorian Government funding

Landcare 458,000 346,000

River Health/Healthy Waterways 8,492,133 4,890,000

Base Funding 987,205 802,331

Bush Fire Recovery 624,000 -

Other 300,843 387,148

Total Victorian Government funding 10,862,181 6,425,479

4 (b) (ii) Australian Government Funding

Caring for Our Country / National Landcare Program 2,133,205 2,666,506

Biodiversity Fund 477,000 477,000

Other 141,324 220,066

Total Australian Government Funding 2,751,529 3,363,572


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Note 5 Expenditure

Notes2016

$2015

$

4 (b) (iii) Other Income

Interest 177,379 194,728

Regional contributions / Partnerships 409,958 308,500

Sundry 215,514 152,293

Total other revenues 802,850 655,521

4 (b) (iv) Net gain/(loss) on disposal of property, plant & equipment

Revenues from sale of property, plant & equipment 70,427 41,246

Net profit/(loss) on disposal of non-current assets 70,427 41,246

Total revenue 14,486,986 10,485,818

(a) Expenditure

2016$

2015$

Programs 7,521,773 8,292,592

Corporate 2,389,549 2,462,612

Depreciation 853,995 840,644

10,765,317 11,595,847

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2016$

2015$

5 (a) (i) Program Expenditure

Integrated Catchments

Barwon Corangamite 3,002,621 3,840,610

Otway Bellarine 1,051,462 1,271,660

Statutory Planning 706,821 570,439

Strategy & Planning 958,125 989,093

5,719,029 6,671,802

Community Engagement

Coastcare 72,604 73,846

Communications 188,178 134,658

Indigenous 214,344 159,777

Landcare 453,624 461,026

Land Health 391,122 573,056

WaterWatch & Estuary Watch 482,872 218,427

1,802,744 1,620,790

5 (a) (ii) Corporate Expenditure

Executive 813,259 793,695

Board 202,617 204,815

Authority Administration 1,232,769 1,232,803

Administered Funds 140,904 231,298

2,389,549 2,462,612

5 (a) (iii) Depreciation

Lough Calvert Drainage Assets 120,909 120,909

Woady Yallock Drainage Assets 230,955 230,955

Barwon River Assets 231,340 231,340

Office Furniture & Equipment & Buildings 270,791 257,440

853,995 840,644

10,765,317 11,595,847


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NOTES TO THE


Note 6 Remuneration of Auditors

Note 7 Cash and Cash equivalents

2016$

2015$

Audit fees paid or payable to the Victorian Auditor-General’s Office for audit of the Authority’s financial report:

Payable as at 30 June 2015 - 10,300

Payable as at 30 June 2016 10,600 -

(amounts are exclusive of GST) 10,600 10,300

2016$

2015$

Cash and cash equivalent assets

Cash at bank and on hand 2,358,572 719,290

Investments

Term Deposits - Treasury Corporation of Victoria 9,000,000 6,500,000

The deposits are bearing floating interest rates between 1.84% and 2.32% (2015: 2.10% and 2.16%)

11,358,572 7,219,290

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Note 8 Receivables

2016$

2015$

CURRENT

Contractual

Trade debtors 252,970 120,549

Less: provision for doubtful debts - -

252,970 120,549

Statutory

Amounts owing from Victorian Government 764,660 244,950

GST input tax credit receivables 1 132,849

764,661 377,799

Total receivables 1,017,631 498,348

These amounts generally arise from the usual operating activities of the Authority. The ageing of the Trade Debtors were raised within the previous 12 months and are expected to be paid in full.

The ageing of these receivables is as follows:

2016$

2015$

Current 997,953 479,936

30-60 623 -

60-90 11,000 4,210

>90 8,055 14,202

1,017,631 498,348

The receivables in the categories 30-60, 60-90 and >90 are past due but not impaired.

The creation and release of the provision for doubtful debts has been included as an expense in the comprehensive operating statement. Amounts charged to the provision account are generally written off when there is no expectation of recovering additional cash.

The Authority has no exposure to changes in the foreign exchange rate, and the carrying amounts of the Authority’s current receivables are denominated in Australian dollars.

Due to the short-term nature of the current receivables, their carrying value is assumed to approximate their fair value. The Authority does not hold any collateral as security. Refer to note 2 for more information of the risk management policy of the Authority.


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NOTES TO THE


Note 9 Property Plant and Equipment

(a) Classes of property, plant and equipment

2016$

2015$

Land

At Fair Value 13,931,668 9,574,000

13,931,668 9,574,000

Buildings

At Fair Value 715,000 1,892,208

Accumulated depreciation - (616,850)

715,000 1,275,358

Infrastructure / works

At Fair Value 22,525,300 33,088,074

Accumulated depreciation - (24,321,190)

22,525,300 8,766,884

Plant and equipment

At Fair Value 1,126,203 1,087,772

Accumulated depreciation (716,385) (581,325)

409,819 506,447

Furniture and office equipment

At Fair Value 89,512 89,512


24,488 31,417

Motor vehicles

At Fair Value 585,255 634,282


281,074 230,798

Work in Progress

At Cost 11,725 8,834

11,725 8,834

Total property, plant and equipment 37,899,074 20,393,736

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(b) Movements during the reporting periods

Carrying Amount

Work in progress & equip.

$

Vehicles, plant

& equip.$

Land &Buildings

$

Lough Calvertassets

$

Woady Yallockassets

$

Woady Yallock

land$

Barwon Riverassets

$

Barwon Riverland

$Total

$

Balance as at 1 July 2014

- 714,510 1,793,308 2,370,274 4,688,532 637,000 2,291,280 8,459,000 20,953,904

Additions 167,168 283,123 - - - - - - 450,291

Disposals - (11,481) - - - - - - (11,481)

Revaluations - - - - - - - - -

Transfers (158,334) - - - - - - - (158,334)

Write-Offs - - - - - - - - -

Derecognition - - - - - - - - -

Depreciation - (217,490) (39,950) (120,909) (230,955) - (231,340) - (840,644)

Balance as at 1 July 2015

8,834 768,661 1,753,358 2,249,366 4,457,576 637,000 2,059,940 8,459,000 20,393,735

Additions 11,725 188,193 - - - - - - 199,918

Disposals - (19,467) - - - - - - (19,467)

Revaluations - - (48,408) 2,651,772 9,966,608 991,846 1,723,243 2,893,822 18,178,883

Transfers (8,834) 8,834 - - - - - - -

Write-Offs - - - - - - - - -

Derecognition - - - - - - - - -

Depreciation - (230,841) (39,950) (120,909) (230,955) - (231,340) - (853,995)

Balance as at 30 June 2016

11,725 715,380 1,665,000 4,780,229 14,193,229 1,628,846 3,551,843 11,352,822 37,899,074

(c) Fair Value Measurement Hierarchy for Assets as at 30 June 2016

Carrying amount as at 30 June 2016

Fair value measurement at end of reporting period using

Level 1 Level 2 Level 3

Land at Fair Value

Non specialised land 950,000 - 950,000 12,981,668

Specialised land 12,981,668 - - 12,981,668

Total of land at fair value 13,931,668 - 950,000 -

Buildings at Fair Value

Non specialised buildings 715,000 - 715,000 -

Total of buildings at fair value 715,000 - 715,000 -

Vehicles, plant & equipment at fair value

Vehicles 281,074 - 281,074 -

Furniture & office equipment 24,488 - - 24,488

Plant & equipment 409,819 - - 409,819

Total of vehicles, plant & equipment at fair value 715,381 - 281,074 434,307

Infrastructure at fair value

Infrastructure 22,525,301 - - 22,525,301

Total of Infrastructure at fair value 22,525,301 - - 22,525,301

Classified in accordance with the fair value hierarchy, see note 1 (a).


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Fair Value Measurement Hierarchy for Assets as at 30 June 2015

Carrying amount as at 30 June 2015

Fair value measurement at end of reporting period using

Level 1 Level 2 Level 3

Land at Fair Value

Non specialised land 478,000 - 478,000 -

Specialised land 9,096,000 - - 9,096,000

Total of land at fair value 9,574,000 - 478,000 9,096,000

Buildings at Fair Value

Non specialised buildings 1,275,358 - 1,275,358 -

Total of buildings at fair value 1,275,358 - 1,275,358 -

Vehicles, plant & equipment at fair value

Vehicles 230,798 - 230,798 -

Furniture & office equipment 31,417 - - 31,417

Plant & equipment 506,447 - - 506,447

Total of vehicles, plant & equipment at fair value 768,662 - 230,798 537,864

Infrastructure at fair value

Infrastructure 8,766,884 - - 8,766,884

Total of Infrastructure at fair value 8,766,884 - - 8,766,884

(d) Reconciliation of Level 3 Fair Value

Plant & equipment

$

Specialised Land

$Infrastructure

$

Opening Balance

Balance as at 1 July 2015 537,864 9,096,000 8,766,882

Additions 38,431 - -

Disposals - - -

Depreciation (141,988) - (583,204)

Revaluation - 3,885,668 14,341,623

Balance as at 30 June 2016 434,307 12,981,668 22,525,301

Non specialised land and buildings

For non specialised land and buildings, an independent valuation was performed by independent valuers on behalf of the Valuer General Victoria to determine the fair value using the market approach. Valuation of the assets was determined by analysing comparable sales and allowing for size, topography, location and other relevant factors specific to the asset being valued.

From the sales analysed, an appropriate rate per square metre has been applied to the subject asset. The effective date of the valuation is 30 June 2016.

To the extent that non specialised land and buildings do not contain significant, unobservable adjustments, these assets are classified as Level 2 under the market approach.

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Specialised land

The market approach is also used for specialised land, although is adjusted for the community service obligation (CSO) to reflect the specialised nature of the land being valued.

The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the extent that is also equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value measurement, and takes into account the use of the asset that is physically possible, legally permissible, and financially feasible. As adjustments of CSO are considered as significant unobservable inputs, specialised land would be classified as Level 3 assets.

An independent valuation of the Authority’s specialised land was performed by the Valuer General Victoria. The valuation was performed using the market approach adjusted for CSO. The effective date of the valuation is 30 June 2016.

Infrastructure assets

Infrastructure assets are valued using the depreciated replacement cost method. This cost represents the replacement cost of the building/component after applying depreciation rates on a useful life basis. Replacement costs relate to costs to replace the current service capacity of the asset. Economic obsolescence has also been factored into the depreciated replacement cost calculation.

Where it has not been possible to examine hidden works such as structural frames and floors, the use of reasonable materials and methods of construction have been assumed bearing in mind the age and nature of the building. The estimated cost of reconstruction including structure services and finishes as applicable.

An independent valuation of the Authority’s infrastructure was performed by the Valuer General Victoria. The valuation was performed based on the depreciated replacement cost of the assets. The effective date of the valuation is 30 June 2016. These assets are classified as level 3 assets as the useful life of these assets is the significant unobservable input.

Vehicles

Vehicles are valued at fair value. The Authority acquires new vehicles and at times disposes of them before the end of their economic life. The process of acquisition, use and disposal in the market is managed by experienced staff in the Authority who set relevant depreciation rates during use to reflect the utilisation of the vehicles. These assets are classified as level 2 assets as there is an active secondary market where similar assets are valued, bought and sold in the ordinary course of business.

A fair value assessment was conducted at 30 June 2016 where it was concluded no material movement to the carrying value of assets has occurred.

Plant and equipment

Plant and equipment is held at fair value. When plant and equipment is specialised in use, such that it is rarely sold other than as part of a going concern, fair value is determined using the depreciated replacement cost. As there is a limited secondary market for similar assets these have been classified as level 3 assets.

There were no changes in valuation techniques throughout the period to 30 June 2016.

For all assets measured at fair value, the current use is considered the highest and best use. The Authority conducted an assessment of fair values at 30 June 2016. Movements identified since the 2011 valuation are contained in note 9.

(e) Description of significant unobservable inputs to level 3 valuations

Asset TypeValuationTechnique

SignificantUnobservable Inputs

Range (weighted average)

Sensitivity of fair valuemeasurement to changesin unobservable inputs

Specialised land Market approach Community Service Obligation (CSO) adjustment

20% - 80% (50%) A significant increase or decrease in the CSO adjustment would result in a significantly lower (higher) fair value

Furniture, plant and equipment

Depreciated replacement cost

Useful life of the equipment

Cost per unit

3 to 10 years (5 years)

$1,000 to $5,000 ($2,500)

A significant increase or decrease in the estimated useful life of the asset or the cost per unit would result in a significantly higher or lower valuation

Infrastructure Depreciated replacement cost

Useful life of the infrastructure

Cost per unit

10 to 100 years (40 years)

$1,000 to $100,000 ($25,000)

A significant increase or decrease in the estimated useful life of the asset or the cost per unit would result in a significantly higher or lower valuation


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NOTES TO THE


Note 10 Payables

Note 11 Employee Benefits

2016$

2015$

CURRENT

Contractual

Trade payables 1,021,524 820,667

Accrued expenses 248,933 330,255

Other - -

1,270,457 1,150,922

Statutory

GST Payable - -

FBT Payable - -

- -

Total Payables 1,270,457 1,150,922

The carrying amounts of the Authority’s trade and other payables are denominated in Australian Dollars.All payables are due and payable within 12 months.

2016$

2015$

Current

Annual leave and unconditional long service leave entitlements, representing 7 years of continuous service, measured at Nominal Value

Annual leave - expected to be settled within 12 months 277,685 271,767

Annual leave - expected to be settled greater than 12 months 75,915 28,479

Long service leave - unconditional and expected to be settled within 12 months - -

Long service leave - unconditional and expected to be settled greater than 12 months 423,243 357,429

Total Current 776,843 657,675

Non-Current

Conditional long service leave entitlements, measured at Present Value

Long service leave 99,938 98,659

Total Non-Current 99,938 98,659

Aggregate carrying amount

Current 776,843 657,675

Non-Current 99,938 98,659

Total Employee Benefits 876,781 756,334

Full Time Equivalent Employee numbers at end of financial year 40.00 39.00

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NOTES TO THE


Note 12 Contributed Capital, Reserves & Accumulated Funds

2016$

2015$

The following assumptions were adopted in measuring the present value of long service leave entitlements:

Weighted average increase in employee costs 4.13% 4.44%

Weighted average discount rates 1.99% 3.03%

Weighted average settlement period 7 years 7 years

(a) Contributed capital

2016$

2015$

Balance at beginning of year 21,426,923 21,426,923

Capital contributions - -

Balance at end of year 21,426,923 21,426,923

(b) Reserves

2016$

2015$

Asset revaluation reserve

Balance at beginning of year 12,034,437 12,034,437

Net transfers (to)/from accumulated funds 18,178,883 -

Asset revaluation reserve 30,213,320 12,034,437

Total Reserves 30,213,320 12,034,437

(c) Accumulated funds

2016$

2015$

Balance at beginning of year (7,214,700) (6,104,671

Net result for the period 3,721,669 (1,110,029)

Balance at end of year (3,493,031) (7,214,700)


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NOTES TO THE


Note 13 Financial Instruments

The following table sets out the Authority’s exposure to interest rate risk and the effective weighted average interest rate by maturity periods.

Interest rate exposures and maturities

2016

Weighted AverageFloating

Interest Rate

Weighted Average

FixedInterest Rate

NonInterest Bearing

FloatingInterest

Fixed Interest Maturing less than 1 year Total

Financial asset

Cash and cash equivalents 1.88% 2.17% - 2,358,572 9,000,000 11,358,572

Receivables N/A N/A 1,017,630 - - 1,017,630

Financial Liabilities

Payables N/A N/A 1,270,457 - - 1,270,457

Net financial assets/liabilities (252,827) 2,358,572 9,000,000 11,105,745

2015

Weighted AverageFloating

Interest Rate

Weighted Average

FixedInterest Rate

NonInterest Bearing

FloatingInterest

Fixed Interest Maturing less than 1 year Total

Financial asset

Cash and cash equivalents 1.77% 2.56% 1,000 718,290 6,500,000 7,219,290

Receivables N/A N/A 365,499 - - 365,499

Financial Liabilities

Payables N/A N/A 1,150,922 - - 1,150,922

Net financial assets/liabilities (784,423) 718,290 6,500,000 6,433,867

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NOTES TO THE


Note 14 Commitments

Note 15 Carry Forward FundingCatchment Management Authority’s are responsible for the facilitation and coordination of catchments in an integrated and sustainable manner. This is achieved by undertaking projects funded by State and Federal Government programs. The Authority receives funding for specific projects which are guided by the Regional Catchment Strategy and delivered in line with the Authority’s Corporate Plan approved by the Minister for Environment, Climate Change and Water.

The projects funded by the State and Commonwealth Governments can be undertaken over multiple financial years and is received at various stages of the project life based on contractual agreements. At the end of the financial year there are some projects that have not reached completion but will be completed within the contractual terms in future financial periods. At balance date the Authority has significant cash and cash equivalents that will be utilised to complete these projects in future financial years. Refer Note 7 - Cash and Cash Equivalent for balances on hand.

Note 16 Contingent Assets & Liabilities

Contingent Assets

As at 30 June 2016, the Authority has no contingent assets. (2015: nil)

Contingent Liabilities

As at 30 June 2016, the Authority has no contingent liabilities. (2015: nil)

(a) Operating leases

Non-cancellable operating lease commitments inc. GST

Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows:

2016$

2015$

Within one year 64,381 64,381

Later than one year but not later than five years 10,730 10,730

75,111 75,111

(b) Capital commitments

As at 30 June 2016 the Authority had $11,725 in capital expenditure commitments (2015: $4,788).

The Authority has the following Capital Commitments:

2016$

2015$

Within one year 11,725 4,788

Total Capital commitment 11,725 4,788


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NOTES TO THE


Note 17 Superannuation

The Authority makes the majority of its employer superannuation contributions in respect of its employees to the Vision Super Saver Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. The Authority only contributes to the accumulation category of benefits.

Obligations for contributions to the Fund are recognised as an expense in Comprehensive Operating Statement when they are made or due.

Vision Super Saver receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2016, this was 9.50% required under Superannuation Guarantee legislation).

All payments to other funds are to accumulation funds. Employer contributions are normally based on a percentage of employee earnings (as at 30 June 2016 it is 9.50% required under Superannuation Guarantee Legislation).

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

FundType of Scheme

Rate%

2016$

2015$

Vision Super Saver Accumulation 9.50% 124,941 142,074

All Other funds Accumulation 9.50% 202,674 185,049

Total contributions to all funds 327,615 327,123

As at balance date there was $126 (2015: $27,940) in contributions payable to the above funds. No balances were repayable in respect of loans made to the Authority from any fund.

Note 18 Responsible Persons Related Disclosures

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding responsible persons for the reporting period.

The persons who held the positions of ministers and accountable officers in the Authority are as follows. Unless otherwise indicated all held office from July 1, 2015 to June 30, 2016:

Hon Lisa Neville MP Minister for Environment, Climate Change and Water 1 July 2015 to 22 May 2016

Hon Lisa Neville MP Minister for Water 23 May 2016 to 30 June 2016

Hon Lily D’Ambrosio Minster for Energy, Environment and Climate Change 23 May 2016 to 30 June 2016

Alice Knight (Chair) 1 July 2015 to 30 June 2016

Ian Crook (Member) 1 July 2015 to 30 September 2015

James Dennis (Member) 1 July 2015 to 30 September 2015

Patrick O’Callaghan (Member) 1 July 2015 to 30 September 2015

Richard Riordan (Member) 1 July 2015 to 4 November 2015

Virginia Wallace (Member) 1 July 2015 to 30 September 2015

Nick Renyard (Member) 1 July 2015 to 30 June 2016

Hugh Stewart (Member) 1 July 2015 to 30 June 2016

Marie Thornton (Member) 1 July 2015 to 30 June 2016

Catherine Jenkins (Member) 27 October 2015 to 30 June 2016

Tamara Boyd (Member) 27 October 2015 to 30 June 2016

John Spiers (Member) 27 October 2015 to 30 June 2016

Gareth Smith (CEO) 1 July 2015 to 30 June 2016

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NOTES TO THE


Remuneration of responsible persons

Remuneration paid to Ministers is reported in the Annual Report of the Department of Premier and Cabinet. Other relevant interests are declared in the Register of Members’ Interests which each member of the Parliament completes.

Remuneration received or receivable from the Authority in connection with the management of the Authority during the reporting period was:

Band2016No.

2015No.

$0 – $9,999 8 0

$10,000 – $19,999 3 8

$20,000 – $29,999 1 1

$210,000 – $219,999 1 1

Total Remuneration $ 313,320 342,437

Other transactions

Responsible Persons

Responsible Persons - related parties

There were no other transactions conducted with responsible persons or their related parties during the financial year ended 30 June 2016 (2014-2015: nil).

Remuneration of Executive officers

The number of executive officers, other than ministers and accountable officers, and their total remuneration during the reporting period are shown in the first two columns in the table below in their relevant income bands. The base remuneration of executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy payments and retirement benefits. Base remuneration is inclusive of salary and superannuation. Total remuneration also includes bonus payments and payments of accrued entitlements upon termination.

Band

Total Remuneration Base Remuneration

2016No.

2015No.

2016No.

2015No.

$80,000 – $89,999 0 0 0 0

$120,000 – $129,999 0 0 1 3

$130,000 – $139,999 1 1 2 0

$140,000 – $149,999 1 2 0 0

$150,000 – $159,999 1 0 0 0

Total number of Executive Officers 3 3 3 3

Total Annualised Employee Equivalent(*) 3 3 3 3

Total Remuneration $ 429,300 423,667 392,445 400,813

*Annualised Employee Equivalent (AEE) is based on working 38 ordinary hours per week over the reporting period. The total annualised employee equivalent provides a measure of full time equivalent executive officers over the reporting period. No contractors had any key management responsibilities during 2015-2016 (2014-2015: nil).


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NOTES TO THE


Note 19 Reconciliation of Net Result for the period to net cash flows from operating activities

Note 20 Subsequent Events

No matters or circumstances have arisen since the end of the reporting period which significantly affected or may significantly affect the operations of the authority, the results of those operations, or the state of affairs of the authority in future financial years.

2016$

2015$

Net result for the period 3,721,669 (1,110,029)

Add/(less) Non-Cash Flows in Net Result

(Profit) / loss on disposal of non-current assets (70,427) (41,246)

Depreciation 853,995 840,644

4,505,238 (310,631)

Changes in Assets and Liabilities

Decrease/(increase) in receivables (519,282) (74,537)

Decrease/(increase) in prepayments 23,370 (16,732)

(Decrease)/Increase in payables 119,535 (767,231)

(Decrease)/increase in employee benefits 120,447 (5,602)

Net Cash flows from Operating Activities 4,249,307 (1,174,732)

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APPENDICES - KEY PERFORMANCE INDICATORS

APPENDIX NO 1 PERFORMANCE TARGETS 85

APPENDIX NO 2 DISCLOSURE INDEX 86

ACRONYMS AND TERMS 87

SECTION 7

APPENDICES – KEY PERFORMANCE INDICATORS

The Victorian Government set the following performance indicators and targets for all CMAs to report against annually.


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APPENDIX NO 1

PERFORMANCE TARGETS

Performance Area Performance target Achievement commentary

Business management and governance

Submit annually, a board performance assessment report according to any guidelines issued.

Board performance report submitted on 29 August 2015.

A risk management strategy/plan approved by board and being implemented.

The board approved a risk management plan in August 2015, which is being implemented.

One hundred per cent of the Corangamite CMA’s policies and procedures reviewed every three financial years.

Review of Corangamite CMA’s policies and procedures is on-going at the time of reporting 38 per cent were reviewed in the financial year.

Full compliance with all applicable Standing Directions under the Financial Management Compliance Framework Checklist.

Full compliance with applicable Standing Directions.

Regional Planning and coordination

A regional catchment strategy approved by the minister.The renewed RCS 2013-2019 was approved by the Ministers in May 2013.

A stakeholder and community engagement framework/plan approved by the board.

The Community Engagement and Partnership Strategy was approved by the board in May 2014.

A regional Landcare support plan approved by the board.Corangamite CMA board approved the new Corangamite Landcare Support Plan in June 2013.

A regional waterways strategy approved by the minister.The Corangamite Waterway Strategy 2014-2022 was approved by the Minister in 2014.

A regional floodplain strategy approved by the board.

The development of a new Corangamite Floodplain Management Strategy has commenced and is due for completion in 2017.

Regional delivery

Progress with implementation of the RCS (and its major sub strategies) is reviewed by the board annually.

The board were briefed on implementation of the RCS in May 2016. At 30 June 2016 of the 48 RCS management actions:

23 per cent are complete, 67 per cent are underway, 8 per cent have not commenced and 2 per cent were abandoned.

Projects/activities to implement the regional waterways strategy and the regional floodplain management strategy delivered and reported according to associated funding agreements.

All waterway and floodplain management projects/activities were delivered and reported in accordance with associated funding agreements under the Victorian Water Program Investment Framework.

Statutory functions under part 10 of the Water Act

Ninety per cent of statutory requirements (permits, referrals, advice, and licences) associated with waterway and floodplain management are responded to within the prescribed period.

55% of statutory requirements were met within the prescribed period for 2015/16.

The variance relates to:

• Increased complexity of referrals/advice

• High demand of referrals/advice.

Other tasks include stakeholder meetings, strategic planning, flood investigations, emergency response, and flood and estuary data management.

Seasonal watering proposals for both the Moorabool River and lower Barwon Wetlands were prepared and submitted to the Victorian Environmental Water Holder by the required timeframes.

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APPENDICES - KEY PERFORMANCE INDICATORS

FRD Disclosure Page

Report of operations

Charter and purposeFRD 22G Manner of establishment

and the relevant ministers 6FRD 22G Objectives, functions, powers and duties 6FRD 22G Nature and range of services provided 6

Management and structureFRD 22G Organisational structure 44

Financial and other informationFRD 22G Operational and budgetary objectivesSD 4.2(k) and performance against objectives 85FRD 22G Employment and conduct principles 45FRD 29A Statement of workforce data

for current and previous 45FRD 15C Executive officer disclosures 82FRD 22G Summary of the financial

results for the year 48FRD 22G Significant changes in financial position

during the year 47FRD 22G Major changes or factors

affecting performance 8FRD 22G Subsequent events 47FRD 22G Application and operation

of Freedom of Information Act 1982 47FRD 22G Compliance with building

and maintenance provisions of Building Act 1993 46

FRD 22G Statement on National Competition Policy 46FRD 25B Victorian Industry Participation

Policy disclosures 46FRD 22G Details of consultancies over $10,000 48-49FRD 12B Disclosure of major contracts 47FRD 24C Reporting of office-based

environmental impacts 49FRD 22G Statement of availability of

other information 46FRD 10A Disclosure index 86FRD 22G ICT Expenditure 47

FRD Disclosure Page

Legislation Requirement Page Reference

Financial Statements

Financial statements required under Part 7 of the FMASD4.2(b) Comprehensive income statement 55SD4.2(b) Balance sheet 56SD4.2(a) Statement of changes in equity 57SD4.2(b) Cash flow statement 58SD4.2(c) Compliance with Australian accounting

standards and other authoritative pronouncements 59-83

SD4.2(c) Compliance with Ministerial Directions 47-51SD4.2(c) Accountable officer’s declaration 54

Other disclosures in notes to the financial statementsFRD 11A Disclosure of ex-gratia payments 46FRD 21B Responsible person

and executive officer disclosures 81-82

LegislationFreedom of Information Act 1982 47Building Act 1993 46Victorian Industry Participation Policy Act 2003 46Financial Management Act 1994 52-54

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

APPENDIX NO 2

DISCLOSURE INDEX


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ABC Actions for Biodiversity Conservation

AHD Australian Height Datum

A-IFRS Australian equivalents to International Financial Reporting Standards

AVIRA Asset Value Identification and Risk Assessment

Corangamite CMA Corangamite Catchment Management Authority

CaLP Catchment and Land Protection Act

CEO Chief Executive Officer

CFI Carbon Farming Initiative

CLP Corangamite Landcare Program

CPA Certified Practising Accountant

CWS Corangamite Wetlands Strategy

DEDJTR Department of Economic Development, Jobs, Transport and Resources

DELWP Department of Environment, Land, Water and Planning

EBA Enterprise Bargaining Agreement

EEMSS Estuary Entrance Management Support System

EnSym Environment Systems Modelling

EPA Environment Protection Authority

EPBC Environment Protection and Biodiversity Conservation Act

EVC Ecological Vegetation Class

EW EstuaryWatch

EWH Environmental Water Holder

FTE Full-time equivalent

FMCF Financial Management Compliance Framework

ha Hectare

IBAC Independent Broad-based Anti-corruption Committee

ISC Index of Stream Condition

IWC Index of Wetland Condition

km Kilometre

LAS Local Authorities Super

MBI Market-based instrument

ME&R Monitoring, Evaluation and Reporting

MP Member of Parliament

NLP National Landcare Program

No. Number

NRIP Natural Resource Investment Program

NRM Natural Resource Management

OBP Orange-bellied Parrot

OH&S Occupational Health and Safety

PV Parks Victoria

RAP Registered Aboriginal Party

RCS Regional Catchment Strategy

RIP Regional Investment Program

RLC Regional Landcare Coordinators

VAGO Victorian Auditor General’s Office

VCMC Victorian Catchment Management Council

VECCI Victorian Employers’ Chamber of Commerce and Industry

VIF Victorian Investment framework

VLN Victorian Landcare Network

VROT Victorian Rare or Threatened species

VSB Victorian Super Board

VVP Victorian Volcanic Plain

Borrell-a-Kandelop Protection, enhancement and restoration of waterways and wetlands in the Western District Lakes (listed under the Ramsar Convention on Wetlands)

Ramsar Iranian town, location of the first convention (1971) where the Wetland Conservation Treaty was signed

ACRONYMS

AND TERMS

64 Dennis Street, Colac, Victoria 3250 T. 03 5232 9100 F. 03 5232 2759

[email protected] www.ccma.vic.gov.au

COPYRIGHT STATEMENT© State of Victoria, Corangamite Catchment Management Authority, 2016. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.

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