- Wimmera Catchment Management Authority

Transcription

A healthy Wimmera catchment where a resilient
landscape supports a sustainable and
profitable community
Annual
Report
Report profile
Wimmera Catchment Management Authority (CMA) is established
under the Catchment and Land Protection Act 1994 (VIC) (CALP
Act). The responsible Ministers during the 1 July 2013 to
30 June 2014 reporting period were the Hon Ryan Smith MP,
Minister for Environment and Climate Change and the Hon Peter
Walsh MLA, Minister for Water.
The 2013-14 annual report of Wimmera CMA is prepared in
accordance with all relevant Victorian legislation. This index has
been prepared to facilitate identification of the Department of
Environment and Primary Industry’s compliance with statutory
disclosure requirements.
Other Wimmera CMA information is available from the
Wimmera CMA office:
Previous Annual Reports
Wimmera CMA Corporate Plan 2013-2018
Regional Catchment Strategy
Wimmera CMA
24 Darlot Street, Horsham, 3400
Ph: 03 5382 1544
Fax: 03 5382 6076
Email: wca@wcma.vic.gov.au
Web: www.wcma.vic.gov.au
© State of Victoria, Wimmera Catchment Management Authority
2014. This publication is copyright. No part may be reproduced by
any process except in accordance with the Copyright Act 1968.
ISSN 1837-0837 (Print)
ISSN 1837-0845 (Online)
Seeding to success – the front cover image shows a successful
waterway protection and rehabilitation site on a tributary of the
Wimmera River at Lower Norton south west of Horsham. The back
cover image shows the site before the rehabilitation works were
carried out.
Wimmera CMA | Annual Report 2013-2014
www.wcma.vic.gov.au
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Contents
Message from the Chair ___________________________________________________________________________________________ 4
Message from the Chief Executive Officer _____________________________________________________________________________ 5
Section 1
Report of operations______________________________________________________________________________________________ 6
Manner of establishment_____________________________________________________________________________________ 6
Responsible ministers________________________________________________________________________________________ 6
Objectives, functions, powers and duties________________________________________________________________________ 6
Nature and range of services provided________________________________________________________________________________ 7
Our vision_________________________________________________________________________________________________ 7
Our philosophy ____________________________________________________________________________________________ 7
Our mission________________________________________________________________________________________________ 7
Our approach______________________________________________________________________________________________ 7
Our role___________________________________________________________________________________________________ 7
Who we are________________________________________________________________________________________________ 7
Our region_________________________________________________________________________________________________ 8
Our stakeholders____________________________________________________________________________________________ 9
Operational and budgetary objectives_______________________________________________________________________________ 10
Catchment condition report_______________________________________________________________________________________ 14
Executive summary______________________________________________________________________________________________ 14
Native Vegetation__________________________________________________________________________________________ 16
Threatened plants and animals_______________________________________________________________________________ 21
Wetlands_________________________________________________________________________________________________ 25
Rivers and streams_________________________________________________________________________________________ 28
Soils_____________________________________________________________________________________________________ 32
Summary of the financial results for 2013-14____________________________________________________________________ 36
Section 2
Governance and organisational structure____________________________________________________________________________
Board of management____________________________________________________________________________________________
Board meeting attendance ________________________________________________________________________________________
Board governance committees_____________________________________________________________________________________
Advisory committees_____________________________________________________________________________________________
Employment and conduct principles________________________________________________________________________________
Occupational health and safety_____________________________________________________________________________________
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Section 3
Workforce data__________________________________________________________________________________________________
Community Inclusiveness____________________________________________________________________________________
Indigenous affairs__________________________________________________________________________________________
Young people_____________________________________________________________________________________________
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Section 4
Other disclosures________________________________________________________________________________________________
Victorian industry participation policy_________________________________________________________________________
Consultancies_____________________________________________________________________________________________
Disclosure of major contracts_________________________________________________________________________________
Application and operation of the Protected Disclosure Act 2012 (VIC)________________________________________________
Compliance with building and maintenance provisions___________________________________________________________
National competition policy__________________________________________________________________________________
Application and operation of the Freedom of Information Act 1982_________________________________________________
Availability of additional information__________________________________________________________________________
Office–based environmental impacts__________________________________________________________________________
Risk management attestation________________________________________________________________________________
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Section 5
Financial statements_____________________________________________________________________________________________ 49
Appendices_____________________________________________________________________________________________________ 81
Appendix 1 – disclosure index________________________________________________________________________________ 81
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Message from
the Chair
With the Wimmera Regional Catchment
Strategy (RCS) completed we have turned
our attention to the development of two
sub strategies that sit directly under it,
the Wimmera Waterway Strategy (WWS)
and Natural Resource Management
(NRM) Plan for climate change (carbon
ready plan).
The WWS was developed in close consultation with the
community to set our priorities and objectives for our Rivers,
Streams and Wetlands for the next 8 years. The NRM Plan for
climate change, funded by the Australian Government, aims to
prioritise land management practices for carbon sequestration
and predicted weather patterns on our soils, threatened species
and native vegetation. Community consultation and planning is
well underway and is due for completion in 2014-2015.
The contributions from members of our five Advisory Committees
have been instrumental in shaping strategy development by
providing specific knowledge, experience and knowledge
networks. We have commenced a review of our Advisory
Committees prior to our reappointment process later this year.
Our Board has continued to undergo professional development
including participation in the Department of Environment and
Primary Industry’s (DEPI) CMA induction session. We undertake
an annual performance review which ensures that we are
committed to good governance principles and continually
striving for improvement in our practices.
Listening to, empowering and preparing our community for
flooding has continued to be a focus this year. The Upper
Catchment and Mount William Creek flood investigations are
drawing to a conclusion with a suite of practical outcomes and
recommendations to better prepare our community for future
floods. The use of community steering groups working closely
with our professional staff and technical flood consultants is a
great model for community resilience and community capacity
building. It has also been encouraging that funding has been
made available to implement some of the recommendations of
the 2012-2013 Natimuk flood investigation.
Grampians Wimmera Mallee Water’s (GWMWater) Bulk
Entitlement review is now complete. We have been involved in
intensive stakeholder consultation with GWMWater, GlenelgHopkins CMA and the Victorian Environmental Water Holder
over the past 18 months. This will see improvements in the
management of water resources in the Wimmera.
I would like to thank the organisation and my fellow Board
members for supporting me during my time as CMA Chair of
Chairs. It has been a very rewarding experience working closely
with all CMAs, senior departmental staff and both Minister Walsh
and Minister Smith.
I would also like to acknowledge the professional and committed
team of employees led by the Chief Executive Officer, David
Brennan. We have needed to adjust to the new Federal
Government’s directions and to seek further efficiencies in our
operations. While this past year has presented its challenges we
continue to meet our obligations under the CALP Act and Water
Act 1989 (VIC) and work closely with the community to achieve
our vision of “A healthy Wimmera catchment where a resilient
landscape supports a sustainable and profitable community.”
Karen Douglas
Wimmera CMA Board, Chair
Two new investigations have been announced for the
Yarriambiack Creek between Warracknabeal and Brim and the
Dunmunkle Creek. Both of these investigations are highly
anticipated by the community. Once again we will be using
an engagement model that includes a community stakeholder
group, so that the capacity and the ownership of the flood
investigations and their recommendations stem from the
community.
www.wcma.vic.gov.au
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Message from the
Chief Executive
Officer
During the past twelve months we
have continued to transform our
organisation and business model to
align to investor expectations and the
external environment.
There has been a systematic and concentrated effort to improve
efficiencies and effectiveness, whilst ensuring that our community
engagement and project delivery remain best practice.
All of the ground work for the implementation of ISO 9001
quality assurance business systems has been completed and will
be ready for certification shortly. This system ensures all of our
processes, policies and procedures are embedded in continuous
improvement. A report by the Commonwealth Scientific and
Industrial Research Organisation (CSIRO) evaluating our project
delivery mechanisms completed the entire review of the business.
Business efficiencies and improvements during the past 12
months include:
• Strong farmer participation in sustainable agriculture trials;
and
• Use of environmental accounts to inform and demonstrate
effective regional NRM.
Staff have been working closely with stakeholders and
landholders affected by the Northern Grampians Complex Fire
that burnt 54,000 hectares of private and public land in January
2014, to repair fences that adjoin riparian zones and previous
environmental projects. We are closely watching the fire-affected
catchment for soil erosion and flash flooding as there is very little
vegetation left in many parts.
In January the transfer of the threatened orchid propagation
project to the Australian Network of Plant Conservation (ANPC)
occurred.
• Roll-out of the Sharepoint document management system;
• Administration services review including the introduction
of a streamlined payroll system and electronic staff
performance management system;
I would like to acknowledge the commitment and dedication
of staff during the past 12 months, the strong support and
leadership from the Board and various community members that
have offered advice, assistance and expertise.
• Development of a new website that improves community
and key stakeholders interactions and effectiveness;
• Signing of Regional Operating Agreements between DEPI
and Parks Victoria (PV);
• Signing of a 5 year Australian Government funding
agreement; and
• Development and release of the Wimmera Regional Delivery
Plan that clearly articulates available CMA services and
projects.
As one of four CMAs participating in the Victorian AuditorGeneral’s Office Effectiveness of Catchment Management
Authorities review we look forward to the recommendations due
in October.
The health of our catchment is a mixed fortune. Positive
outcomes this year include:
• Many landholders showing strong interest in the Victorian
Environmental Partnership Program;
• The first capturing and release of juvenile platypus in the
MacKenzie River;
• Significant improvement in fish populations across the
Wimmera;
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David Brennan
Chief Executive Officer
Section 1
Report of
operations
(iii) Matters relating to catchment management and
land protection; and
(iv) On the condition of land and water resources in the
region.
(e) Promote community awareness and understanding
of the importance of land and water resources, their
sustainable use, conservation and rehabilitation.
Manner of establishment
(f ) Make recommendations to the Minister about the
funding of the implementation of the RCS and any
special area plan.
Wimmera CMA commenced in July 1997 by order of the Minister
for Agriculture and Resources, taking over the functions and
obligations of the Wimmera Regional Catchment and Land
Protection Board. The CMA was established under the CALP Act.
(g) Make recommendations to the Minister and the
Secretary about actions to be taken on Crown Land
managed by the Secretary to prevent land degradation.
Responsible ministers
(h) Advise the Minister and provide information to the
Minister on any matter referred to it by the Minister.
The responsible Ministers during the 2013-2014 reporting period
were the Hon. Ryan Smith, MP, Minister for Environment and
Climate Change and the Hon. Peter Walsh, MLA, Minister for
Water.
Objectives, functions, powers and duties
The objectives, functions, powers and duties of Wimmera CMA are
largely contained within the following Victorian Acts:
– Catchment and Land Protection Act 1994
– Water Act 1989
– Financial Management Act 1994
– Audit Act 1994
– Freedom of Information Act 1982
– Information Privacy Act 2000
(i) Carry out any other functions conferred on the Authority
by or under this Act or any other Act.
(2) Each Authority has power to do all things that are necessary
or convenient to be done for or in connection with, or as
incidental to, the performance of its functions, including any
function delegated to it.
(3) Subsection (2) is not to be taken to be limited by any other
provision of this Act that confers a power on the Authority.
(4) Each Authority has the duties conferred on it by or under this
or any other Act.”
The Authority has additional objectives, functions, powers and
duties for waterway management, floodplain management and
regional drainage conferred under Part 7 and Part 10 of the Water
Act.
– Public Administration Act 2004
– Protected Disclosures Act 2012
The functions, powers and duties of Wimmera CMA under Section
12(1) – (4) of the CALP Act are:
“(1) Each Authority has the following functions in respect of the
region for which it has been appointed, to—
(a) Prepare a RCS for the region and to coordinate and
monitor its implementation.
(b) Prepare special area plans for areas in the region and to
coordinate and monitor their implementation.
(c) Promote the cooperation of persons and bodies involved
in the management of land and water resources in the
region in preparing and implementing the RCS and
special area plans.
(d) Advise the Minister, and, if requested by any other
Minister, that other Minister on—
(i)
Regional priorities for activities by, and resource
allocation to, bodies involved in the management
of land and water resources in the region; and
(ii) Guidelines for integrated management of land and
water resources in the region; and
www.wcma.vic.gov.au
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Section 1
Nature and
range of services
provided
Our role
Wimmera CMA’s role is to work closely with the community,
key stakeholders and government agencies to develop plans,
priorities and actions that increase opportunities for condition
improvement whilst reducing risks to our key natural assets:
• Native vegetation;
• Threatened plants and animals;
Our vision
•Wetlands;
Our vision is for a healthy Wimmera catchment, where a
resilient landscape supports a sustainable and profitable
community.
•Soils.
• River and streams; and
Wimmera CMA sets out to mitigate threats and increase the
quality, extent and connectivity of the Wimmera’s natural assets.
This is achieved by demonstrating leadership and providing a
strategic overview of the threats, priorities and actions required
to achieve our mission.
Our philosophy
We aim to achieve a triple bottom line approach to all areas of
our business, in the absence of any firm government policy or
objective.
We also attract and direct resources to improve NRM knowledge
and increase on–ground action to stabilise threats. The primary
tool Wimmera CMA uses to guide decision making is the
Wimmera RCS 2013-2019 and accompanying Action Plans.
Our mission
Our mission is to be regarded as one of the most innovative
and creative CMAs in Australia in 2016. To achieve this mission
requires an organisational culture that is flexible, dynamic,
accountable and embracing of change.
Who we are
Wimmera CMA is one of ten CMAs in Victoria. Wimmera
CMA is a statutory body that works with the community to
achieve a healthy and sustainable environment. Wimmera
CMA provides advice to the Australian and State Governments
about environmental conditions, directions and priorities in the
Wimmera region.
Our approach
To assist in delivering our objectives the following decision
making framework is applied:
Simpler
Smarter
Eight community representatives make up the Wimmera CMA
Board. The Board sets the organisation’s strategic direction,
ensures that Wimmera CMA meets statutory and financial
responsibilities and that its activities reflect community values
and expectations.
Streamlined
Stronger
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Section 1
Our region
The Wimmera is located in western Victoria and extends from the
Pyrenees ranges in the east to Lake Albacutya and the Big Desert
National Park to the north and the South Australian border to the
west. The region has a population of approximately 50,000 and
about one quarter of its residents rely directly on agriculture for
income.
The Wimmera catchment includes many cultural and
environmental heritage sites. More than 2,000 sites of Indigenous
archaeological significance are associated with the catchment’s
reserves, waterways, floodplains and wetlands.
The region is home to approximately 1,500 species of native
plants and 420 species of native animals. These include 20
mammal, 40 reptile and more than 250 bird species.
The region predominantly comprises cleared agricultural land
and includes the municipalities of Hindmarsh, West Wimmera,
Horsham and parts of Yarriambiack, Northern Grampians, Ararat,
Buloke and Pyrenees.
Natural Wimmera features include more than 3,000, or 25 percent
of Victoria’s wetlands, Grampians and Little Desert National Parks
and the Wimmera River system, which all support a diverse range
of plants and animals. The region also has productive agricultural
soils and valuable groundwater.
Mallee CMA
border
South
Australian
border
North Central CMA
border
Glenelg Hopkins CMA
border
www.wcma.vic.gov.au
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Section 1
Our stakeholders
A commitment from communities, agencies and industries to
achieve sustainable NRM outcomes in the region is vital.
Wimmera CMA engages a community that is broad and diverse.
This includes land managers, Indigenous communities, local
government and Australian and State Government investors.
Group
Characteristics
Relationship
Landholders
Rural property holders, farmers, absentee land owners
Partners in the delivery of on‑ground
change through grants, engagement
and incentive programs
Government
departments
Victorian Government: Environmental Protection Authority,
Department of Environment and Primary Industries, GWMWater,
Parks Victoria
Australian Government: Department of Environment, Department of
Agriculture
Partners, compliance and investors
Community and
Landcare networks,
groups and members
Project Platypus, Hindmarsh Landcare Network, Yarrilinks, Kowree
Farm Tree Group, Perennial Pasture Systems, Native Fish Australia,
Wimmera River Improvement Committee
Partners, grant recipients, education
and capacity building
Local government
Ararat, Buloke, Hindmarsh, Horsham, Northern Grampians, Pyrenees,
West Wimmera and Yarriambiack
Partners, customer
NRM organisations
Trust for Nature, Victorian No-Till Farmers Association, Birchip Cropping
Group, Wimmera Farming Network, Greening Australia and
Conservation Volunteers Australia
Contractors, partners
Indigenous groups
Barengi Gadjin Land Council
Partner, advice
Wimmera CMA Board
Seven member Board appointed by the Minister for Environment and
Climate Change
Governance, policy, strategy
Advisory committees
Soils, Threatened Species, Native Vegetation, Wetlands, Rivers and
Streams
Advice
Community monitors
Four monitoring programs
macroinvertebrates
Volunteers
Education sector
Department of Education network, teachers and school contacts,
Federation University Australia, Charles Sturt University
Education partner, capacity building
Consultants and
contractors
Numerous
Service providers
for
birds,
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frogs,
water
and
Section 1
Operational
and budgetary
objectives
The following key performance indicators and targets are
Wimmera CMA’s commitments to deliver on legislative
compliance requirements. This includes the CALP Act Statement
of Obligations commenced on 1 July 2007; and the Water Act
Statement of Obligations commenced on 19 October 2006.
Wimmera CMA reports progress against performance indicators
and targets established in its corporate plan.
The following tables list key performance indicators which
measure success in achieving the organisation’s objectives.
OBJECTIVE 1 – GOVERNANCE
Performance
area
Performance indicators
Targets
Achievements
Complete and submit an annual board
performance assessment report, according to
any ministerial guidelines issued
By 31 August annually
Completed by
31 August 2013
Participation by board members in development
activities
All board members
participate in
development activities
Achieved
Board charter
Develop and implement a board charter
The board charter
is reviewed (and if
necessary, amended) by
June 30 annually
Reviewed in August 2013
Risk and financial
management
Compliance to risk management plans for each
program
All programs have risk
management plans in
place
Whole of organisation
risk management plan in
place that incorporates all
programs
Nil non-compliances with
risk management plans
in place
Nil non-compliance
Each Policy and
Procedure is reviewed at
least every five years
Wimmera CMA has a
Policy Review Committee.
A procedure is being
developed to set more
appropriate triggers for the
review of policies
Board performance
Policies and
Procedures
Regular review of policies and procedures
www.wcma.vic.gov.au
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Section 1
OBJECTIVE 2 – EFFICIENCY AND ORGANISATIONAL PERFORMANCE
Performance
area
Grant management
Regulatory waterway/
water functions
Performance indicators
Targets
Achievements
Administration costs of grants are
minimised
10 percent or less of
grant funds is spent on
administration
Victorian Landcare Grants were
delivered with administration
costs less than 10 percent
Minimise time taken to determine grant
applications
Grant applications are
determined within one
month of being received
Completed in 15 working days
Number of days to process works on
waterways permits
Not more than 20
working days
The average processing time for
works on waterways permits was
12.27 days
A total of 5 permits took more
than 20 days to process
Number of days to process referrals for any
works on or in relation to a dam
Not more than 20
working days
No referrals were received for
dams
Number of days to process referrals from
local government on flooding and controls
on planning scheme amendments, and
planning and building approvals
Not more than 20
working days
Section 52 referrals were
responded to within an average
of 16 days
Number of days to process enquiries from
local government and the community on
flooding
Not more than 20
working days
Requests for flood advice were
received and responded to within
an average of 5.6 days
Number of days to process referrals for
Water Use Licences that don’t meet the
standard water–use conditions
Not more than 20
working days
Nil received
Rural Water Corporations on irrigation and
drainage plans and seasonal adjustments
to annual use limits
Not more than 20
working days
Nil received
Rural Water Corporations issuing Take and
Use Licences
Not more than 20
working days
Nil received
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Section 55 referrals were
responded to within an average
of 12 days
Section 1
OBJECTIVE 3 – EFFECTIVENESS AND ENVIRONMENTAL OUTCOMES
Performance
area
Integrated river health
management
Performance Indicator
Targets
Achievements
Revise Waterway Strategy to
plan for waterways in relation
to their economic, social and
environmental values
Waterway Strategy
revised every six years
A draft Wimmera Waterway Strategy
has been sent to the Minister for Water
and Minister for Environment and
Climate Change for approval
Develop and revise Environmental
Operating Strategies and Annual
Watering Plans to manage the
environmental water reserve in
accordance with objectives
Environmental Operating
Strategies developed or
revised every five years
Environmental Operating Strategy is
proposed to be revised in coming years
and converted to an Environmental
Water Management Plan subject to
funding
Annual Watering
Plans approved for
all Environmental
Entitlements
Annual Watering Plans (now called
Seasonal Watering Proposals) have
been submitted for the rivers and
Wimmera Mallee Pipeline wetlands
for consideration by the Victorian
Environmental Water Holder
All annual river health
targets and works
programs achieved
100 percent of annual river health
targets and works programs funded
were achieved
Implement annual river health
programs and activities to improve
environmental values and health of
water ecosystems
Regional Catchment
Strategy (RCS)
Percentage of RCS annual actions
implemented
All RCS annual actions
implemented
The RCS was endorsed by the
Minister for Water and the Minister for
Environment and Climate Change in
2013.
RCS annual actions (outputs) are
included in the annual investment
plan to investors.
The Catchment Condition Report
included in this Annual Report
outlines the performance against
these outputs.
Annual investment plans are
produced for the delivery of strategic
outcomes in line with federal, state
and regional priorities.
The RCS describes the objectives for
the management of natural assets and
the management measures to be put
in place to achieve these objectives.
Regional Native
Vegetation
Plan (RNVP)
implementation
Percentage of RNVP annual actions
implemented
All RNVP annual actions
implemented
RNVPs no longer form part of Victoria’s
permitted vegetation clearing
framework.
Wimmera CMA is determining priority
native vegetation actions through its
NRM Plan for Climate Change which is
currently in development.
Actions from this plan will be
monitored in due course.
www.wcma.vic.gov.au
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Section 1
OBJECTIVE 3 – EFFECTIVENESS AND ENVIRONMENTAL OUTCOMES
Performance
area
Performance Indicator
Targets
Achievements
Invasive plant and
animal management
Regional Invasive Plant and Animal
Strategies incorporating related
priorities in all land tenures in the
region
Invasive Plant and Animal
Strategies revised by 30
June every five years
Strategy due for review in 2015
Regional and statutory
planning
Provide advice on dryland salinity,
irrigation management, soil erosion,
or any other land management issue
identified in the local Municipal
Strategic Statement as the referral
body
100 percent of referral
responses provided for
each issue
100 percent of referrals were
responded to
Salinity management
Implementation and periodic review
of Regional Salinity Management
Plans (RSMP) and Land and Water
Management Plans (LWMP).
RSMP and LWMP
completed
The Wimmera Regional Salinity Action
Plan contains five and 20–year target
actions (outputs)
RSMP and LWMP
periodically reviewed
RSMP and LWMP include
annual actions to be
implemented
Regional Landcare
groups, networks and
other community
groups
Annual outputs are developed through
annual investment planning processes
in consultation with investors
Wimmera CMA has not been funded to
review the Action Plan
Progress against annual action targets
All annual RSMP and
LWMP actions and targets
achieved
Performance against these outputs is
outlined in the Catchment Condition
Report
Develop regional salinity targets
and corresponding works programs
in accordance with the Murray
Darling Basin Salinity Agreement (for
applicable CMAs only)
All annual salinity targets
and works programs
achieved
Annual outputs are developed through
annual investment planning processes
in consultation with investors
Annual report on the allocation and
update of salt disposal entitlements
submitted to the responsible Minister
By 31 July annually or as
otherwise requested by
the responsible Minister
There is no salt disposal entitlement in
the Wimmera CMA region
Deliver the Regional Landcare
Support Strategy, including
coordination of Landcare at a regional
scale
Evaluate and revise the
strategy every five years
Strategy completed following DEPI’s
release of the State Landcare Strategic
Plan. Landcare strategic objectives
align with the Wimmera RCS.
Performance against these outputs is
outlined in the Catchment Condition
Report
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Section 1
Catchment
condition report
Executive summary
During 2013-14, the Wimmera experienced dry conditions with
extremely low spring and summer rainfall and runoff. While crop
yields and pastures were generally good, the dry conditions
led to well below average inflows into Wimmera rivers, streams
and wetlands. Environmental flow releases into the MacKenzie
and Wimmera Rivers were able to maintain water flows and
quality at levels that enabled aquatic plants and animals to
survive. In particular, native fish and bird populations were
healthier in streams that received environmental water and
there was evidence of platypus recolonising and breeding in the
MacKenzie River. Environmental watering also helped to maintain
opportunities for recreation, including rowing, fishing, canoeing,
swimming and duck hunting.
A wet winter in the south west Wimmera caused many crops that
were sown in shallow seasonal wetlands to become waterlogged
and die. There were some isolated cases of good quality wetlands
being drained to make them available for agricultural production.
As in 2012-13, these groups and organisations have been invited
to contribute to the catchment condition report. Consequently,
the report reflects a broad range of activity that is contributing
to the condition of the region’s natural assets and implementing
RCS outcomes. The report demonstrates the strong collaborative
nature of NRM in the Wimmera.
Successful delivery of the RCS relies on the involvement of the
Wimmera community. Wimmera CMA, along with partner groups
and organisations, have provided many opportunities for the
community to participate in actively improving the condition of
the region’s natural assets by planning, learning and participating
in on-ground actions. A highlight was the Wimmera Landcare
Community Celebration which attracted 330 participants and
received a tidy towns award for the Horsham region in the
Environmental Sustainability category 2014.
A number of strategic initiatives progressed in 2013-14. Of
particular note are the development and completion of Actions
Plans under the RCS, including:
• The Wimmera Waterway Strategy which was finalised by
Wimmera CMA in June 2014 for Ministerial approval (Rivers
and Streams and Wetlands natural assets); and
• The Wimmera Carbon Ready Plan. Wimmera CMA completed
extensive consultation with stakeholders and mapped
regional biodiversity assets and their carbon sequestration
potential (Soils, Native Vegetation and Threatened Plants and
Animals natural assets).
The extremely hot and dry summer provided the right conditions
for two major bushfires in the Northern Grampians and Wyperfeld
National Parks, the latter affecting the Lake Albacutya Ramsar site.
This delayed the delivery of some of Wimmera CMA’s projects as
resources were redirected to assist with bushfire recovery and
rabbit control works at Lake Albacutya could not be carried out
until after the fire.
Another focus area during 2013-14 was the improvement
of floodplain information including progress on both the
Upper Wimmera and Mt William flood investigations. These
investigations will provide detailed flood information for almost
3,000 square kilometres of the region.
Sixty-three percent of cropping paddocks in the northern
Wimmera retained stubble following a good 2013 cropping
season. This is below the peak level of 82 percent observed in
2009.
Wimmera CMA also contributed flooding information to complex
projects such as Horsham East Channel Decommissioning, the
Horsham Bypass and Western Highway duplication for the Great
Western area.
In 2013-14, Wimmera CMA continued to work with the
community, stakeholders and government agencies to
implement actions that improve the condition of and reduce
risks to the region’s natural assets. This work has been guided by
the Wimmera RCS 2013-2019 and has benefited the Wimmera’s
natural assets, including native vegetation, threatened plants and
animals, rivers and streams, wetlands and soils.
Wimmera CMA, in partnership with DEPI, completed the 2013
Wimmera Environmental Accounts. This selection of “accounts”
demonstrates the economic and environmental state of the
Wimmera catchment. The environmental accounts will assist
Wimmera CMA to monitor progress towards achieving regional
aspirations set out in the Wimmera RCS.
The catchment condition report sets out the management actions
carried out by Wimmera CMA in 2013-14. These actions aim to
achieve the objectives and management measures established in
the RCS for the region’s natural assets.
Many management actions have been implemented via
partnerships with and between other groups and organisations.
These groups are mentioned throughout the catchment
condition report and include Landcare networks and groups,
government agencies, non-government NRM organisations,
agricultural groups, the water corporation and research
institutions. The map in figure 1 shows where they operate within
the region. Some organisations operate across the entire region
and are thus not depicted.
www.wcma.vic.gov.au
In 2013-14, Charles Sturt University was appointed to undertake
a detailed social survey to measure practice change. The survey
will help Wimmera CMA to evaluate how effectively it has
implemented the Australian Government’s Regional Delivery
Program 2013‑2018. It will also provide valuable information
about the social drivers of NRM in the Wimmera. This information
will complement the environmental accounts and help
Wimmera CMA evaluate progress in achieving RCS objectives. The
survey, to be completed by 2018, will help Wimmera CMA to plan
for future activities.
Wimmera CMA released a new Regional Delivery Plan in 2013-14.
The plan outlines projects that will be delivered and supported
by Wimmera CMA from 2013 to 2018. It enables the Wimmera
community and stakeholders to readily identify projects relevant
to their properties and local area.
14
Section 1
Figure 1: Active community groups and organisations
15
Section 1
Native Vegetation
RCS twenty–year objectives for native vegetation
1.
Improve the management of existing native vegetation
classes.
2.
Strategically revegetate with indigenous species.
3.
Bring 30,000 hectares (45 percent) of endangered vegetation
on private land under ongoing and recognised best practice
management standards.
RCS six-year management measures
Taking into consideration the condition, trends and threats to
native vegetation, the following six–year management measures
have been developed to deliver the twenty–year objectives for
native vegetation health:
• During the Yarrilinks Community Planting Weekend in
August 2013, 150 people helped to plant 12,000 indigenous
trees, shrubs and groundcover plants over 12 hectares
of public land adjacent to Yarriambiack Creek at Lah.
This project was led by Yarrilinks Landcare Network and
supported by ACE Radio (Geoff Handbury), Wimmera CMA,
the Victorian Multicultural Commission, Lah Landcare Group,
Adult Multicultural Education Services, Sudanese Australian
Integrated Learning Program inc and Yarriambiack Shire
Council; and
• Seven planting events were held as part of the 2013
Community Plantout in the upper Wimmera catchment.
This project was led by Project Platypus and supported by
Wimmera CMA, Powercor and Jallukar, Moyston, Northern
Grampians and Concongella Landcare Groups.
NRM Plan for Climate Change 2013-2014
1.
Update and review the Wimmera Native Vegetation Plan,
with an aim to provide greater flexibility and strategic
thinking in offset requirements under planning schemes,
particularly for single paddock trees, connectivity and
biolinks.
Wimmera CMA is developing a sub-strategy to the Wimmera
RCS known as the Wimmera Carbon Ready Plan. This wholeof-catchment plan will set out an approach for potentially
increasing carbon sequestration through native vegetation
actions consistent with the Wimmera RCS and the Australian
Government’s Carbon Farming Initiative.
2.
Actively protect high conservation value native vegetation
from threatening processes and sustain its conservation
values.
In 2013-14 Wimmera CMA carried out extensive community
and stakeholder consultation to source data, information and
feedback to inform the Wimmera Carbon Ready Plan.
3.
Ensure current biosecurity approaches adequately address
disease threats.
Protecting Native Vegetation
4.
Improve coordination with government agencies, local
governments, industry groups, landholders and others for
landscape–scale planning and planting of native vegetation,
including revegetation activities.
5.
Continue to implement the Wimmera Invasive Plant and
Animal Strategy, and communicate information on activities
and success to the broader community.
6.
7.
Implement recommendations of the report by the
independent working group on roadside management.
Develop an action plan that will address potential increase
in carbon sequestration activities through native vegetation
actions.
In 2013-14, Wimmera CMA completed planning for four
conservation tender rounds focussed on protecting threatened
ecological communities. Delivery of these tenders will commence
in 2014-15.
Under this project, Wimmera CMA provides funding to Trust for
Nature (TFN) to undertake permanent protection of high priority
native vegetation. During 2013-14, TFN:
• Engaged landholders, made ecological assessments and
developed covenants;
• Approved eight covenants covering 98 hectares; and
• Progressed several other covenants, made assessments and
answered technical issues for tender participants.
Victorian Government funded:
Management
Habitat Tender
Australian Government funded:
Under the Victorian Environmental Partnerships Program (VEPP),
Wimmera CMA in partnership with Glenelg Hopkins CMA
received $2.5 million to carry out a conservation tender to link
forests in south-western Victoria and the Mallee. The project will
assist landholders to improve the quality and extent of native
vegetation within a defined target area in south-western Victoria.
This project commenced in 2013-14 and will be completed in
2014-15.
Landscape Scale Conservation
This project supported three Landcare-based community
planting weekends where a range of volunteers from both within
and outside the region planted native vegetation to improve the
local environment. Achievements include:
• Project Hindmarsh planted 18,000 trees on four properties
on private land and within a TFN site, Snape Reserve, in the
northern Wimmera in August 2013. Two hundred volunteers
from across Victoria and interstate attended the event.
This project was led by Hindmarsh Landcare Network and
supported by Wimmera CMA, the Handbury Family Trust, ACE
Radio, local land managers and the Victorian National Parks
Association;
www.wcma.vic.gov.au
Achievements in 2013-14 include:
• Seventy-nine expressions of interest have been received
across the two regions. Fifty-three of these were received in
the Wimmera; and
• More than 9,000 hectares have been assessed across the two
regions for its conservation value and potential conservation
management actions. About 7,300 hectares of this is within
the Wimmera CMA region.
16
Section 1
Landcare Support
Wimmera CMA’s Regional Landcare Coordinator supported and
strengthened the capacity for increased community participation
in Landcare. In 2013-14, the Regional Landcare Coordinator:
• Delivered community Landcare events in the Horsham area,
including:
- The Wimmera Landcare Community Celebration with
Phillip Johnson, winner of the ‘Best in Show’ garden at
the 2013 Chelsea International Flower Show. The event
attracted 330 participants and was awarded regional
winner of the Tidy Towns Environmental Sustainability
category in 2014 for the Horsham area;
- A tree planting event for Horsham Primary School at
Horsham’s Police Paddocks site as part of Reconciliation
Week;
• Strengthened Wimmera CMA’s partnership with Volunteering
Western Victoria in preparation for joint delivery of the 201415 Regional Landcare Awards;
• Integrated Landcare into Community Fire Recovery planning
and implementation led by Horsham Rural City Council;
• Provided support and training for three part-time federallyfunded local Landcare facilitators and five part-time
facilitators funded under the Victorian Local Landcare
Facilitators Initiative; and
• Supported the Wimmera region’s Caring for our Watersheds
competition led by Conservation Volunteers Australia (CVA).
- The Sustainable Garden Design Competition, a Junior
Landcare project which received 200 entries;
- The nest box partnership, a Junior Landcare project with
Horsham Primary School, WorkCo, Axis Worx, Horsham
Birdlife and ACE Radio; and
Figure 2: Wimmera CMA’s Native Vegetation Activities
2013-14
17
Section 1
Key achievements by partner organisations
A number of other organisations have contributed to the
management of native vegetation. Some are outlined above as
partnerships with Wimmera CMA. Other examples include:
Conservation Volunteers Australia (CVA) assisted Parks Victoria (PV)
to manually remove Sallow Wattle in the northern Grampians
National Park.
Greening Australia (GA) conducted many activities aimed at
delivering native vegetation outcomes, including:
• Communicated with a range of stakeholders to disseminate
information and progress planning and monitoring;
• Conducted ongoing monitoring and analysis of three direct
seeding trial sites where differing rates of biochar were
applied to the soil prior to direct seeding of native trees and
shrubs;
• Progressed a study supported by Alcoa Australia to
improve the predictive understanding of on-farm carbon
sequestration from biodiverse native plantings; and
Woodland Revival Project. Forty-four kilometres of fencing
was constructed and 66,000 plants were planted on 18
properties;
• Revegetated four hectares with 1,200 plants as part of the
Stawell Gold Mine rehabilitation works;
• Worked with Moyston Landcare Group on a Pacific Hydro
revegetation project where nine volunteers planted 400
plants on 1.5 hectares;
• Completed three connectivity planning workshops involving
14 participants as part of the Grampians to Pyrenees Biolink
Project. PP also organised two cultural heritage workshops
involving 37 participants; and
• Invasive plant and animal control in partnership with
various groups and organisations, including Wimmera
CMA, Landcare groups, DEPI, PV, Northern Grampians Shire
Council, Ararat Rural City Council and VicRoads. The species
and areas controlled include:
- 256 hectares of Rabbits;
- 92 hectares of Paterson’s Curse;
• Commenced rolling out the One Million Trees Project in
conjunction with Alcoa Australia. The project will plant
trees in western Victoria and Western Australia over three
years. In 2013-14, sites were identified for 200 hectares of
revegetation in the Wimmera and partnership arrangements
were negotiated.
- 41 hectares of Horehound;
- 18 hectares of Spiny Rush;
- 0.5 hectares of Cape Tulip;
- 0.4 hectares of Amsinckia;
PV controlled invasive plants and animals to reduce impacts on
native vegetation and enhance biodiversity values in parks and
reserves. This included spraying and hand pulling invasive plants
and poisoning, ripping, fumigating and trialling use of physical
barriers to control rabbits. During 2013-14, this included treating
approximately:
- 4 hectares of Bridal Creeper;
- 58 hectares of St John’s Wort;
- 5 hectares of Chilean Needle Grass;
- 146 hectares of Sallow Wattle;
• 240 hectares for Blackberry;
- 4 hectares of Gorse;
• 20 hectares for Boneseed;
- 64 hectares of Broom species; and
• 1,513 hectares for Bridal Creeper;
- 1,472 hectares of various regionally controlled weed
species.
• 25 hectares for Gorse;
• 84 hectares for Horehound;
• 75 hectares for Perennial Veldt Grass;
• 2,700 hectares for Sallow Wattle;
• 36 hectares for Scotch Thistle;
• 25 hectares for Serrated Tussock;
• 34 hectares for St Johns Wort;
• 294 hectares for Tall Wheat Grass;
• 132,000 hectares for Rabbits;
• 46 hectares for Feral Goats; and
• 772 hectares for Feral Pigs.
Project Platypus (PP) carried out a range of activities to benefit
native vegetation in the upper Wimmera catchment region,
including:
• Revegetated 165 hectares with native vegetation and
protected 71 hectares of remnant vegetation as part of the
www.wcma.vic.gov.au
Trust for Nature (TFN) supported landowners to apply
conservation covenants that permanently protect native plants
and wildlife on their properties. Outcomes achieved in 2013-14
include:
• Assessing land and engaging landholders for covenants as
part of the Grampians to Pyrenees Biolink Project. TFN liaised
with landholders and undertook administration work for four
prospective and in-progress covenants totalling 210 hectares
for approval by their Board in 2014-15; and
• TFN prepared collaborative planning sessions, engaged with
corporate partners and held conservation planning sessions
for the Matching Appropriate Tools for Conservation and
Habitat Project funded by the Helen Macpherson Smith Trust.
Victorian Local Landcare Facilitators Initiative
This state government program funded five new part-time
local Landcare facilitator positions based in Wimmera local
communities, including Hindmarsh Shire Council area, Horsham
Rural City Council area, Kaniva and Telopea Downs, West
Wimmera and Yarriambiack Shire Council area.
18
Section 1
In 2013-14, these facilitators made a significant contribution to
improving catchment condition by supporting 40 Landcare and
associated groups and carrying out the following activities:
Hindmarsh Shire Council area:
• Assisted Nhill College students to plant trees to revegetate
an area as part of School Tree Day in July 2013; and
• Held meetings and discussions to support 12 active Landcare
and associated groups and the Hindmarsh Landcare
Network.
Horsham Rural City Council area:
• Facilitated a fire recovery workshop and presentations in the
northern Grampians community in February 2014 involving
15 participants;
• Delivered a Bat Awareness night for the Horsham community
involving 100 participants. The event was conducted in
conjunction with the Australasian Bat Night program;
weeds, Fleabane and Silverleaf Nightshade. This event was
delivered with the support of DEPI, Birchip Cropping Group,
Warracknabeal East Conservation Farmers and the New
South Wales Department of Primary Industries;
• Facilitated regular communications between Yarriambiack
Shire Council and local Landcare groups to achieve
coordinated weed control on private land and adjoining
public land in line with the Yarriambiack Groups Weed
Control Plan;
• Facilitated a Junior Landcare program with Warracknabeal
Secondary School students to increase awareness and
understanding of local land management issues;
• Strengthened relationships between Landcare and
all schools in the Yarriambiack Shire area to increase
involvement in Junior Landcare activities; and
• Held meetings and discussions to support 12 active Landcare
and associated groups in the Yarriambiack Shire area.1
• Established a Junior Landcare native garden at Natimuk
Kindergarten involving 20 participants;
• Continued delivery of the Sallow Wattle Control Project,
targeting private properties adjacent to the northern fringe
of the Grampians National Park;
• Supported the delivery of the Caring for our Watersheds
school students competition led by CVA, involving 50
participants; and
• Held meetings and discussions to support seven active
Landcare and community NRM groups in the Horsham Rural
City Council area.
Kaniva and Telopea Downs Landcare Groups:
• Rolled out a coordinated weed and rabbit campaign with the
West Wimmera Shire Council and Kaniva Landcare Groups;
• Delivered the Bill’s Gully Bush Gala tree planting event at
Kaniva in November 2013 involving 20 participants;
• Conducted a Junior Landcare plant-out event with Kaniva
students involving 25 participants as part of National Schools
Tree Day; and
• Held meetings and discussions to support four active
Landcare and associated groups in the Kaniva-Telopea
Downs area.
West Wimmera hosted by the Kowree Farm Tree Group:
• Delivered a bat nesting box workshop for the Edenhope
community involving 25 participants;
• Trained six Goroke students in native vegetation monitoring
rapid assessment techniques;
• Facilitated two Habitat 141 community planning workshops
involving a total of 40 participants; and
• Held meetings and discussions to support five active
Landcare and community NRM groups in the West Wimmera
shire area.
Yarriambiack Shire Council area, as part of Yarrilinks Landcare
Network:
• A Fleabane information morning attended by thirty people,
greatly improving their knowledge regarding emerging
19
1 A seeder demonstration workshop and a crop walk were also carried out. These
activities relate to soil health and are mentioned under the soils asset.
Section 1
Condition
Challenges and Opportunities
Trends
The Wimmera Carbon Ready Plan provides the opportunity to
prioritise actions and locations for native vegetation restoration
work that also sequesters carbon. The plan will also set out
conditions to ensure that native vegetation restoration actions
do not impact on any other community values. Stakeholder
consultation to date has highlighted a number of challenges to
large scale planting of native vegetation to sequester carbon. In
particular, stakeholders raised concerns about the impacts that
large plantings could have on fire management, water resources,
public infrastructure and utilities, high quality agricultural
land and future residential and industrial development and
subdivisions.
The Wimmera Environmental Accounts Project found that, in
2010, the remaining extent of terrestrial native vegetation was
about 28 percent of what it was prior to European settlement.
The remaining native vegetation is in relatively good condition,
receiving an average condition score of 0.69 out of a total
score of 1. However, certain types of vegetation have been
considerably reduced and degraded. For example, the estimated
extent of tussock grasslands has reduced from 57,300 to 1,700
hectares (three percent remaining) and the average condition
of the remaining extent is 0.45 out of 1. The estimated extent of
casuarina forests and woodlands has reduced from 321,600 to
20,500 hectares and the condition of the remaining extent is 0.52
out of 1.
During 2013-14, summer bushfires impacted on native vegetation
in the northern Grampians region and northern Wimmera. The
Grampians Northern Complex fire in January 2014 damaged
conservation work delivered over many years by Laharum
Landcare Group, other local groups and individual landowners.
Junior Landcare revegetation sites and soil health trials were also
affected. There is the potential for the impacts of the fire to affect
threatened species in the area. Landcare groups on the northern
Wimmera plains have also faced challenges arising as a result of
the Bronzewing fire which affected Wyperfeld National Park and
surrounding area.
The high number of expressions of interest received for Wimmera
CMA’s Habitat Tender Project demonstrates that there continues
to be strong interest from landowners to protect and enhance
native vegetation on private property. Tender programs have
been running in the Wimmera for many years and are continuing
to provide an attractive option to landowners to assist with
natural asset management.
Threats
The flow-on effects of land-use change continue to threaten
native vegetation in the Wimmera, including cropping,
inappropriate grazing management, isolated illegal clearing and
loss of paddock trees.
Weeds and rabbits also continue to impact on native vegetation.
During 2013-14, African Lovegrass has emerged as a major weed
problem in the northern Wimmera, invading native vegetation,
revegetation sites and productive land. Bridal creeper remains a
widespread problem affecting areas of native vegetation, due to
its high capacity to invade and regenerate.
Rabbits threaten the regeneration of native plants in various parts
of the region, such as Lake Albacutya and the fringe of the Little
Desert National Park. Areas where rabbit control works have been
targeted to protect significant native vegetation assets appear to
have successfully reduced the impact of rabbits in the short-term.
Ongoing coordinated effort across land tenures is required to
keep rabbit numbers in check and reduce their impacts on native
vegetation over the long-term.
In response to these concerns, Wimmera CMA is taking the
opportunity to identify and map where these challenges may
arise and to develop conditions around the key areas of concern.
A number of spatial mapping layers have already been developed
and additional layers are underway. These layers are being
combined with DEPI’s NaturePrint tool to help identify priority
areas for biosequestration. This process provides a significant
opportunity to ensure that revegetation occurs in optimal
locations within the landscape and under the most suitable
conditions.
Uptake by landholders of tree planting to sequester carbon is
currently low. Projects like the Wimmera Carbon Ready Plan and
Greening Australia’s work to improve the understanding of onfarm carbon sequestration from biodiverse plantings can help
landholders to make better informed decisions.
In 2013-14, Wimmera Landcarers brought world famous
sustainable landscape designer, Phillip Johnson, to the region
to talk about his work and the principles underpinning it. Phillip
Johnson has broad appeal with the Wimmera community,
a strong affinity for the region and an inspiring story of
volunteerism. He attracted over 330 people to attend the event.
Events such as these provide a great opportunity to engage a
broad spectrum of the Wimmera community in natural asset
management. Community partnerships played a key role in
the success of this event and there has been strong interest in
conducting follow-up activities.
The reestablishment of Sallow Wattle following the January
fires in the Grampians region is likely to pose an ongoing land
management challenge. Sallow Wattle has the potential to outcompete other regenerating native species. Wimmera CMA will
continue to work closely with partner agencies such as PV, DEPI
and local Landcare groups to monitor the situation and prepare
contingency plans to manage any issues.
Recent climate and rainfall patterns appear to have shifted the
best time for native vegetation plantings to occur in some parts
of the catchment. For example, survivorship rates from August
plantings have dropped in the northern Wimmera in recent
years as a result of inadequate spring rainfall. The timing of
revegetation in the northern Wimmera could be reconsidered to
ensure adequate plant survival.
The Northern Grampians Complex fire and Bronzewing fire
highlight the need to monitor the effects of large scale and
extremely hot fires on high quality native vegetation as the
vegetation recovers. This information would then inform ongoing
planning and management to reduce the impacts of future hot
fires on native vegetation.
www.wcma.vic.gov.au
20
Section 1
Threatened plants and animals
Implementation of the South-Eastern Red-tailed Black Cockatoo
Recovery Plan
RCS twenty-year objectives for threatened plants and
animals
This project, undertaken in partnership with Birdlife Australia,
is carrying out population and habitat monitoring and raising
community awareness of the Red-tailed Black Cockatoo.
Achievements include:
1.
Demonstrate actions leading to improving the status of 20
percent of listed species occurring in the region.
2.
Improve community awareness of local threatened species.
3.
Improve coordination of communication and availability
of information between agencies and the community to
maximise benefits for threatened species.
• An annual threatened animal survey conducted in May 2014
where 1,064 Red-tailed Black Cockatoos were recorded in
south-western Victoria and south-eastern south Australia by
131 volunteers;
• Of these, 48 volunteers searched more than 1,160 kilometres
of stringybark forest across 26 sites, recording 231 individual
birds in the Wimmera CMA region; and
• Three media releases and two radio interviews regarding the
annual bird survey and burning of Red tail Black Cockatoo
habitat;
Taking into consideration the condition, trends and threats
to threatened plants and animals, the following six-year
management measures have been developed to deliver the
twenty-year objectives for threatened species:
1.
Continue to support on-ground actions to reduce threats at
specific sites.
2.
Participate in the development of a state-wide framework
to improve the prioritisation of threatened species work and
the communication of successes.
3.
Continue to implement the Wimmera Invasive Plant and
Animal Management Strategy to manage pest plant and
animals and disease.
4.
Ensure current biosecurity approaches adequately address
disease threats.
5.
Undertake educational programs to improve community
involvement and awareness of threatened plants and
animals and the relevant threatening processes.
6.
Identify flagship species and ecological communities
to promote landscape-scale habitat protection and
improvement work.
• Release of Edition 38 of the “Red-tail News” newsletter
prepared and distributed to approximately 185 recipients in
the Wimmera;
• Two presentations to 41 students at Dimboola Primary
School;
• One nest inspection undertaken on a landholder’s property
near Benayeo, resulting in the confirmation of a new nest
site; and
• Eight news articles added to the Red-tail website since
November 2013.
Threatened Flora Threat Abatement Works
This project was delivered by Wimmera CMA in conjunction
with Parks Victoria (PV) and DEPI to reduce critical threats to and
monitor the health of 10 threatened flora species in 12 priority
areas. Activities carried out in 2013-14 include:
7.
Support and participate in existing networks to maximise
information flow between agencies (e.g. recovery teams).
8.
Establish and maintain a regional threatened species
advisory committee that reports to the Wimmera CMA Board
and includes representatives from key agencies.
9.
Ensure that spatial information on threatened species is
accessible and used by local governments and fire managers,
so that these species are routinely accounted for in planning
and operations.
10. Implement actions that directly lead to improving the status
of listed threatened species, with a focus on propagating and
reintroducing listed flora species.
Management
Golden Sun Moth Recovery
This project, delivered with the assistance of DEPI, is seeking
to improve the viability of Golden Sun Moths. Community
awareness was raised at the Wimmera Machinery Field Days
community event in March 2014, with information provided on
how to identify and manage the Golden Sun Moth.
21
• PV undertook weed and rabbit control works to improve
habitat for 10 threatened flora species on 105 hectares across
12 priority sites. Treating these sites will reduce the threat
of weeds and rabbits impacting on a neighbouring 1,652
hectares;
• PV carried out monitoring, establishing transects and
collecting baseline data to enable ongoing monitoring of the
threat abatement works; and
• Charles Sturt University was appointed to undertake a
longitudinal social survey to measure practice change across
the life of the project from 2013-18.
Threatened Species and Ecological Communities
This project seeks to improve nationally significant ecological
communities and threatened species by assisting landholders
with management and promoting community awareness of
and participation in conservation activities. The first year of the
project in 2013-14 has established agreements and partnerships
and carried out planning with stakeholders to set processes in
place for the smooth delivery of subsequent years of the project
through to 2018.
Section 1
Darling-pea;
• A regional recovery working group was formed and
community engagement opportunities were identified;
• Development of a five year management plan to improve the
quality of habitat for the Slender Darling-pea;
• Charles Sturt University was appointed to undertake a
longitudinal social survey to measure practice change over
the life of the project between 2013 and 2018;
• Planning and relationship development with the Country
Fire Authority and Yarriambiack Shire Council regarding
future roadside burns to improve the quality of habitat for
the Spiny Rice-flower and Turnip Copperburr. This relates to
three populations of these species covering 10 hectares;
• A tender metric was reviewed and finalised for the
threatened ecological community, ‘Buloke Woodlands of the
Riverina and Murray Darling Depression Bioregions,’ with
a particular focus on including threatened species in the
metric; and
• Management advice for Buloke and Grey Box woodlands
was provided at the Wimmera Machinery Field Days in March
2014.
• Production of communication and promotional materials,
including a media release about the germination of
Wimmera Rice-flower and a media release about the Slender
Darling-pea; and
• Community events to raise awareness. Eighty people
attended three events, including:
- A display at the Wimmera Machinery Field days to
raise awareness of DEPI work on Spiny Rice-flower and
Slender Darling-pea;
Wimmera Orchid Conservation Project
Wimmera CMA partnered with the Australian Network for Plant
Conservation to undertake propagation, maintenance and
reintroduction of four threatened orchid species.
- A presentation on the management of Wimmera Riceflower delivered to Wimmera CMA’s Threatened Species
and Native Vegetation Advisory Committee’s; and
Activities undertaken in 2013-14 include:
• Propagation of three orchid species;
- A presentation at the 2013 Orchid Conservation
Symposium in Halls Gap to share information gained by
DEPI regarding the monitoring of orchids.
• Translocation plans were updated in preparation for
reintroductions in 2014-15 and 2015-16;
• A presentation was delivered at the Orchid Conservation
Symposium;
• Approximately 1,000 people were engaged via social media;
• Twenty orchid conservation-related media articles were
published on radio, television and newspapers; and
• Community members assisted in carrying out six days of
surveys for threatened orchids in the Wimmera.
Wimmera Threatened Flora Project
This catchment-wide project delivered with the assistance of
DEPI implements high priority actions to reduce threats to and
enhance the condition of populations and habitats of eleven
threatened flora species. There are a range of project partners,
including the Royal Botanic Gardens Melbourne, Victorian
Spiny Rice-flower Recovery Team, Minyip Progress Association,
Australian Native Orchid Society, Yarriambiack Shire Council,
Country Fire Authority and Horsham Rural City Council.
• Population monitoring conducted over 10 hectares for Candy
Spider-orchid, Jumping-jack Wattle, Winged Peppercress, and
Wimmera Rice-flower;
• Five hectares of weed control to improve habitat for the
Wimmera Rice-flower;
• Propagation of Jumping-jack Wattle and Wimmera Riceflower for reintroductions;
management of threatened plants and animals. Some are
outlined above as partnerships with Wimmera CMA. Other
examples include:
PV carried out fox control across 108,000 hectares to reduce
predation on native animals and enhance biodiversity values in
parks and reserves.
Project Platypus and Stawell Urban Landcare Group installed
nesting boxes in Box-Ironbark forests in the Stawell area to create
habitat for threatened and endangered species.
TFN carried out a range of activities of benefit to threatened
plants and animals, including:
• Discovered, identified and recorded a new species at Snape
Reserve. The Wimmera Woodruff is listed as rare in Victoria;
• Completed final registration of covenants with suitable
habitat for a number of threatened species;
• Assisted with ongoing management of covenanted areas,
benefiting at least 13 fauna species and four flora species;
• Trust Reserves Committees of Management carried out
flora and fauna surveys using tiles, nesting boxes, motion
detecting cameras and bird surveys;
• Collection of seed for Slender Darling-pea, Spiny Rice-flower,
Candy Spider-orchid and Jumping-jack Wattle;
• Management actions at Mt Elgin Swamp to improve species
conservation, including grazing of exotic grass and reduction
in biomass to improve habitat for reptiles, several small
woodland birds and other larger birds of prey;
• Surveys over 100 hectares to locate new populations of
Candy Spider-orchid, Winged Pepper-cress, Wimmera Rice
flower, Spiny Rice-flower, Turnip Copperburr and Slender
• Careful grazing by stock of a Buloke woodland block to
improve native grassland habitat for the Golden Sun Moth
and potentially the Pale Sun Moth;
www.wcma.vic.gov.au
22
Section 1
• Restoring vegetation at a covenanted site by planting shrubs
in July 2013 to improve woodland structure for the Grey
crowned Babbler at its only known Wimmera location;
• Management and monitoring of Yellow-lipped Spider Orchid
plants that were translocated into covenanted land prior to
2013-14, resulting in natural recruitment; and
• Translocation and management to re-establish wild
populations of Sand-hill Spider orchid, Painted Spider-orchid
and Candy Spider-orchid on covenanted land.
Condition
Trends
There was an increase in weed load and biomass across all sites
that were monitored and visited by DEPI in 2013-14. This could
be a result of the above average rainfall that occurred during the
winter and spring of 2013.
In the short term, Wimmera Rice-flower populations remain stable
as a result of weed management conducted under the Wimmera
Threatened Flora Project.
The strong focus on encouraging private landholders to protect
buloke and wetland communities in recent years by Wimmera
CMA and partner organisations has resulted in an increased area
of these ecological communities being managed for conservation
purposes. This will have spin-off benefits for threatened species
associated with these areas, such as Red-tailed Black Cockatoos,
woodland birds and wetland birds.
Threats
There is an ongoing risk to threatened flora populations from
accidental damage. While no significant damaging events are
known to have occurred during 2013-14, they have happened
in the past, highlighting the importance of ongoing awarenessraising and communication of the value of threatened flora and
their habitat within the Wimmera landscape.
Continued fragmentation and loss of native vegetation continues
to pose a risk to threatened plants and animals as their habitat
declines. Ground-dwelling mammals and small woodland birds
are particularly vulnerable as many of them require habitat that is
in good condition, of a reasonable patch size and located close to
other patches of native vegetation.
Wimmera threatened species projects provide a valuable
opportunity to improve the community’s awareness and
recognition of the value of threatened flora within the Wimmera
landscape. This is important for ensuring community support for
threatened species conservation.
The Wimmera Threatened Flora Project will use fire as a means for
managing weeds and biomass in grassland areas in future years.
This is a practice that is not well documented in the Wimmera,
providing an opportunity to improve the body of knowledge
around this management technique. This small-scale project
will measure the outcomes and response of habitat to fire. This
will enable evidence-based advice to be made available to land
managers in the future.
23
Section 1
Figure 3: Wimmera CMA’s Threatened Plant and Animal
Activities 2013-14
www.wcma.vic.gov.au
24
Section 1
Wetlands
• Transect monitoring occurred in September 2013 and May
2014. This observed that rabbit numbers had declined from
an average of one to 0.5 per spotlight kilometre;
RCS twenty–year objectives for wetlands
1. Wetlands with recognised conservation significance are
protected and sustained. These include:
• Fumigation treatments occurred between July and Oct 2013,
with 101 warrens treated;
• Lake Albacutya Ramsar site
• In December 2013, 244 previously destroyed warrens were
monitored to determine if rabbits had been controlled in
these areas. This resulted in retreatment of 16 percent or 38
of the 244 warrens.
• Fourteen wetlands listed on the Directory of
Important Wetlands in Australia
• Wetlands that are known to provide habitat for
migratory birds and threatened species
• Approximately 206 warrens were treated in the fire-affected
area in early 2014. This number is a lot higher than previous
treatments due to increased access to and visibility of
warrens following a reduction in vegetation as a result of the
Bronzewing fire.
• Seasonal herbaceous wetlands (freshwater) of the
temperate lowland plains
2. The rate of decline in freshwater meadows and shallow
freshwater marshes is decreased, as these meadows and
marshes are under the greatest threat.
3.
Wetlands continue to provide social, environmental and
economic benefits valued by the community.
wetlands, the following six-year management measures have
been developed to deliver the twenty-year objectives for wetland
health:
1.
Review, update and implement waterway strategies.
2.
Actively protect wetlands with recognised conservation
significance from threatening processes and sustain their
conservation values.
3.
Actively promote wetland protection.
4.
Assist land managers to permanently protect and manage
freshwater meadows and shallow freshwater marshes
according to best practice.
5.
Increase the number of land managers implementing best
practice wetland management.
6.
Prevent negative impacts to wetlands from new
developments and land-use change by working with local
governments and the Department of Transport, Planning and
Local Infrastructure to implement wetland–specific, planning
scheme overlays.
The project is also working to increase the number of Aboriginal
people trained in undertaking threat abatement works and to
boost the integration of Aboriginal ecological knowledge within
planning and land management. To this end, engagement with
Barengi Gadjin Land Council has commenced and processes are
in place to engage indigenous works crews in threat abatement
activities in 2014-15.
Thriving Community Wetlands
Wimmera CMA delivered a conservation incentive to assist private
landholders to improve wetland management. Achievements
include:
• Five wetland management agreements were established
covering 405 hectares. Wetlands subject to these agreements
will be managed for conservation purposes, including
controlling weeds and animal pests, fencing to improve stock
management, enhancing native vegetation and revegetating
areas;
• Twenty-one expressions of interest were received; and
• Thirty-four potential sites were assessed covering 848
hectares.
Statutory Water Management
Management
In addition to its floodplain management obligations set
out under the rivers and streams asset of this catchment
condition report, Wimmera CMA has referral obligations under
environmental significance overlays in Hindmarsh Shire’s
planning scheme. The purpose of these overlays is to protect
wetlands and their catchment areas from the impacts of
inappropriate development. Wimmera CMA responded to 15
planning referral requests during 2013-14.
Wetland Environmental Watering
Protecting Lake Albacutya Ramsar Site
In 2013-14, Wimmera CMA progressed arrangements for
environmental water to be delivered to wetlands in the footprint
of the Wimmera-Mallee pipeline. Wimmera CMA has achieved the
following activities in 2013-14:
7.
Review, update and implement the Lake Albacutya Ramsar
Site Strategic Management Plan.
This project is enhancing the ecological character of the Lake
Albacutya Ramsar site by managing rabbit abundance to enable
Pine-Buloke vegetation communities to recruit and recover.
Wimmera CMA is delivering this project with the assistance
of PV. The project has progressed well despite a gap in rabbit
control works that occurred as a result of the Bronzewing fire that
affected the northern section of the Ramsar site in January 2014.
25
• Seasonal Watering Proposals were developed for wetlands
that will receive environmental water from the Wimmera
Mallee Pipeline;
Section 1
• A delivery plan was developed for Sawpit Swamp and
environmental water was delivered;
• Four wetland condition assessments were completed to
benchmark environmental values;
• Technical work commenced to inform the development of
Environmental Water Management Plans. This included:
-
Hydrological modelling to ensure that regulated
environmental water optimises terminal lake outcomes;
and
-
Looking at engineering options to maximise the
environmental outcomes that can be achieved from
watering wetlands.
Other organisations have contributed to the management of
wetlands. Some are outlined above as partnerships with Wimmera
CMA. In addition:
PV contributed to the management of wetlands to enhance
biodiversity values in parks and reserves. During 2013-14, PV
treated approximately 2,500 hectares for Bridal Creeper and 1,500
hectares for rabbits.
Condition
Trends
The south west Wimmera experienced a very wet winter in 2013
followed by extremely low spring and summer rainfall. Shallow
seasonal wetlands generally held water during winter then dried
in spring. Despite drying earlier than in most wet years due to a
lack of spring rain, many plants in seasonal wetlands appeared to
complete their cycle of germination through to seeding. Saline
wetlands also completed a wetting and drying cycle while deeper
lakes generally held very little water as rainfall and runoff was
below levels required to fill them.
Threats
The threat to shallow seasonal wetlands from cropping and
weeds was reduced in the short term due to the wet winter in
2013. It is yet to be seen whether this wet season will provide a
disincentive to crop wetlands in future years or, conversely, lead
to increased drainage of wetlands. There is evidence of wetland
areas continuing to be drained.
The main threat to the conservation values of the Lake Albacutya
Ramsar site continues to be rabbits impacting on the valued noneucalypt woodlands. Ongoing rabbit control work is required to
keep rabbit numbers at the current low levels in this area so that
the non-eucalypt woodlands can continue to recover.
Wimmera CMA implemented a new type of conservation
incentive for wetland protection in 2013-14. A positive landholder
response was realised and high value wetlands were protected.
The number of landholders expressing interest in participating in
Wimmera CMA’s wetland conservation program remained steady,
with interest continuing to exceed available funding.
Seasonal conditions appear to have a big impact on the
behaviour of some landholders with regard to how they manage
shallow seasonal wetlands on their properties. The values of
these wetlands are much more evident during a wet winter
and spring and they are also unable to be viably cropped under
such conditions. Loss of high quality wetlands as a result of
drainage works to enable cropping to occur continues to pose a
challenge. Wetland cropping also brings increased risks to water
quality with its associated herbicide, pesticide and fertiliser use,
sedimentation and turbidity.
The Bronzewing fire that occurred in the northern Wimmera in
January 2013 has reduced vegetation cover, providing improved
access to rabbit warrens in the Lake Albacutya Ramsar site. This
presents an opportunity for increased levels of rabbit control to
continue in 2014-15.
As a result of the wet winter, many shallow wetlands located in
paddocks were too wet to cultivate. Many paddocks that were
cropped experienced flooding and crops were spoiled. Draining
of wetlands is still occurring, with some isolated known cases of
good quality wetlands being drained during 2013-14.
The wet winter led to increased reports of nesting brolgas in the
south west Wimmera.
Wetlands north of the Little Desert National Park did not hold
much water at all through winter.
Monitoring of rabbit abundance at Lake Albacutya found that
rabbit numbers remained at less than one per transect kilometre
in 2013-14. This is the target level required to allow natural
regeneration of woodland species and has remained as such
since August 2009. Evidence has been collected and collated that
demonstrates an increased diversity of non-eucalypt woodland
age classes and seedling recruitment.
www.wcma.vic.gov.au
26
Section 1
Figure 4: Wimmera CMA’s Wetlands Activities 2013-14
27
Section 1
Rivers and streams
For adequate flows:
1.
1.
RCS twenty-year objectives for rivers and streams
Deal adaptively to climatic impacts on streamflows.
2.
1.
No decline in rivers and streams classified as good or
excellent in the 2004 Index of Stream Condition.
Achieve minimum environmental water needs of priority
rivers and streams under historic climatic conditions.
3.
2.
Improvements in the condition of rivers and streams
classified as poor to moderate in the 2004 Index of Stream
Condition.
Provide environmental water releases to improve water
quality and enable diversity of aquatic and water dependent
flora and fauna ecosystems and maintain channel form.
4.
Rivers and streams classified as having high social or
economic values in the Wimmera Waterway Health Strategy
2006–2011 will be maintained in value.
Seek additional environmental water where available such as
through improving efficiency of water delivery or other water
recovery activities.
5.
Prevent additional flow–stress impacts, such as intense water
extraction or land–use change activities (e.g. concentrated
areas of new farm dams or forestry development) by
acknowledging the recommendations of the Western Region
Sustainable Water Strategy 2011.
3.
4.
Eighty percent of riverine floodplain areas have accurate
modelled flood mapping incorporated into council planning
schemes. Such information is included in council and
community supported emergency response plans.
5.
Net gain in extent and quality of floodplain Ecological
Vegetation Class.
rivers and streams, the following six-year management measures
have been developed to deliver the twenty-year objectives for
river and stream health:
1.
Review, update and implement waterway strategies.
For riparian land:
1.
Establish a network of managed and maintained riparian
zones with high environmental value.
2.
Apply best practice management in riparian zones to
improve flora and fauna habitat.
For aquatic ecosystems:
1.
Reduce impacts of exotic species on aquatic ecosystems.
For the floodplain:
1.
Improve knowledge of floodplains and their flood
characteristics, including the improvement of flood overlays.
2.
Manage floodplains to minimise flood risk and damage to
people and property.
3.
Enhance ecological values of floodplains.
4.
Achieve a balance between social, economic and
environmental values on floodplains.
Management
For instream habitat and channel form:
Grampians to Pyrenees Biolink
1.
Undertake on-ground management actions targeting bed
and bank erosion, sedimentation, gully erosion and potential
landslips.
2.
Restore diversity, habitats, connectivity and movement of
instream material, through stabilisation and restoration of
channels, banks, substrate and riparian vegetation.
This project, led by Project Platypus Landcare Network, seeks to
improve ecological connectivity between the Grampians and
Pyrenees Ranges. Wimmera CMA’s role is to assist land managers
to restore riparian vegetation along waterways in strategic areas.
Achievements in 2013-14 for rivers and streams include:
3.
Apply best practice management for instream habitat,
including adequate structural woody habitat to help native
aquatic species such as native fish.
• Establishment of 3 riparian management agreements
between Wimmera CMA and landowners, resulting in:
-
Revegetation of 6 hectares of riparian area;
-
Protection and enhancement of 6 hectares of remnant
vegetation;
-
Stock being excluded from 12 hectares of riparian area;
and
For water quality:
1.
Reduce the impact of salinity on river and stream health.
2.
Limit nutrients, sediments and other pollutants entering and
being remobilised.
3.
Work towards meeting State Environment Protection Policy
(Waters of Victoria) 2003 criteria for water quality.
4.
Coordinate water quality management projects to improve
the quality of water in rivers and streams.
5.
Provide information on the trends in river and stream health
in relation to water quality.
Wimmera CMA supports Waterwatch Victoria’s statewide
community monitoring program and works to build volunteer
capacity in the Wimmera CMA region. Key achievements in 201314 include:
• Completion of one ecological monitoring report.
Community Waterways Monitoring
• Supporting the DEPI-led production of the Waterwatch
Victoria 20-year anniversary report;
www.wcma.vic.gov.au
28
Section 1
• Participating in the statewide Waterwatch network;
• Supporting local school groups to increase awareness of and
participation in the monitoring of waterway health through
six training events and five “Inspect a Bug’’ workshops;
• Assisting 28 community Waterwatch monitors to maintain
their capacity to monitor 40 sites across the region’s
waterways; and
• Strengthening the alignment of local Waterwatch activities
with complementary programs in the region such as the
CVA’s Caring for our Watersheds program.
Environmental Water Reserve (EWR) Management
Wimmera CMA has delivered its management responsibilities for
the EWR in 2013-14 and achieved the following:
• The Mount William Creek Catchment Flood Investigation,
creating hydraulic and hydrologic models that replicate
previous flood events.
In addition to this, Wimmera CMA has supported lead authorities
by providing information and advice on the following projects:
• Victorian Floodplain Management Strategy;
• Western Highway duplication near Great Western;
• Horsham Bypass.
• Completed a Seasonal Watering Proposal for the Wimmera
River system. For the first time, this incorporated the final
recommendations of a revised study for the Wimmera River
system that uses the “FLOWS” method for determining
environmental watering requirements;
• Participated in implementation projects associated with the
Victorian Environmental Water Holder;
• Trialled carp traps in the MacKenzie River;
• Monitored 12 sites for fish, five sites for geomorphology
and five sites for water quality to gather information for the
Victorian Environmental Flows Monitoring and Assessment
Program;
• Commenced technical work to inform the development of
Environmental Water Management Plans. This included:
-
• The Upper Wimmera Flood Investigation, producing flood
mapping at a range of flood intensities across an area of over
1,500 square kilometres; and
• Horsham East channel decommissioning; and
• Delivered environmental water to seven river reaches,
including sections of the Wimmera River, MacKenzie River,
Burnt Creek and Mount William Creek;
-
Wimmera CMA, in partnership with local governments and the
community, worked on a number of flood investigations. This
included substantial progress on:
Investigating how to improve town weir management
to achieve better environmental water management;
and
Hydrological modelling to ensure that management of
environmental water optimises terminal lake outcomes.
Statutory Water Management
Wimmera CMA manages a number of statutory and nonstatutory processes for development and works activities
within the Wimmera’s waterways, floodplains and wetlands.
In 2013-14 Wimmera CMA responded to 376 formal statutory
water management requests, comprising 175 floodplain advice
enquiries, 168 planning referral responses, 33 works on waterways
licence applications and 15 planning referral responses relating
to wetlands (mentioned and mapped in the wetland asset
component of the catchment condition report). These include:
• Building and development referrals;
2014 Summer Bushfire Suppression and Recovery
This project, undertaken in partnership with GWMWater, is
reinstating damaged riparian fencing, reducing risks to water
quality caused by unrestricted stock access to water supply
channels and protecting water quality in Lake Wartook.
• Supporting landholders to reinstate 13 kilometres of bushfire
recovery fencing, including seven kilometres of riparian
fencing;
• Reducing risks to water quality and improving access to
water supply channels by reinstating fencing to restrict stock
movement; and
• A temporary silt berm was installed by GWMWater at Lake
Wartook outlet to improve water quality and reduce risks to
Horsham and Natimuk’s water supply.
Thriving Community Rivers
Wimmera CMA conducted a number of activities designed to
improve outcomes for rivers and streams. Achievements include:
• Establishment of 17 riparian management agreements
between Wimmera CMA and landowners, resulting in:
-
Fencing around 23 kilometres of remnant vegetation
beside waterways, protecting 10 kilometres of river and/
or stream;
-
Revegetation of 44 hectares of riparian area; and
-
Weeds and pest animals controlled over 103 hectares.
• Seven engineering structures were constructed at three sites
on Howards Creek, Greens Creek and Glenlofty Creek to treat
these streams for gully erosion;
• A report was completed that reviewed the current state of
knowledge regarding saline pools in the Wimmera River;
• Flood advice requests;
• Subdivisions and certifications;
• Monthly surface water sampling and data collection was
conducted at 22 water quality monitoring sites;
• Zoning overlay and planning scheme amendments;
• An annual monitoring report was produced explaining
observations from water quality monitoring over the last 12
months;
• Signage, fencing and decking applications; and
• Bridge, road, works, earthworks and animal husbandry
applications.
29
Section 1
• Bird monitoring was conducted at 24 sites with quarterly
monitoring being undertaken at three riverine sites;
monitoring found an increased diversity of species at locations
where environmental water was delivered.
• The Wimmera Bird Monitoring Report was finalised,
summarising the results of Wimmera CMA’s bird monitoring
from 2004 to 2009;
Benefits for the community have been substantial, with ongoing
recreational opportunities such as fishing, canoeing, rowing,
duck hunting and swimming afforded in waterways where
environmental water was delivered. Angling competitions held at
Horsham and Jeparit have had good results relative to previous
years, with large numbers of native fish caught.
• Seven sites were monitored for fish and 13 for platypus; and
• Several additional monitoring sites were managed under the
Northern Region Water Monitoring Partnership.
Waterway Strategy Development and Engagement
Wimmera CMA reviewed and updated its Wimmera Waterway
Strategy (WWS). The catchment-wide strategy provides an eightyear action plan for achieving long-term goals for the regions’
waterways by undertaking activities on priority rivers, creeks,
lakes and wetlands. It sits under the Wimmera RCS. The strategy
was finalised by Wimmera CMA in June 2014 for Ministerial
approval.
During 2013-14, Wimmera CMA engaged the Wimmera
community in the development of the WWS via:
• Approximately 20 meetings with stakeholders;
• Information presented in the media around waterway
management projects; and
• Canvassing community views around waterway
management and elements of the WWS through a display at
the Wimmera Machinery Field Days.
management of Wimmera rivers and streams. Some are outlined
above as partnerships with Wimmera CMA. Other examples
include:
PV has contributed to river and stream management in parks and
reserves. During 2013-14, this included treating approximately
2,800 hectares for Bridal Creeper and 1,500 hectares for rabbits.
Project Platypus, in partnership with DEPI and GWMWater, installed
a new erosion control structure on Glenlofty Creek to aid platypus
recovery in the area.
Condition
Trends
Stream flows were well below average and summer conditions
were exceptionally hot and dry during 2013-14. Consequently,
environmental water releases were critical for maintaining habitat
and water quality to enable aquatic species to persist.
Monitoring conducted by Wimmera CMA indicates that
environmental watering was beneficial for fish populations,
platypus, birds and water quality. The results of platypus
monitoring in the MacKenzie River were extremely positive with
platypus appearing to have recolonised the mid-MacKenzie River
following environmental watering.
Wimmera CMA’s ecological monitoring of sites where land
managers have adopted improved riparian management
techniques has found short term improvements in the health of
riparian zones. These improvements can be attributed to reduced
stock access and a reduction in impacts caused by weeds and
rabbits, resulting in improved vegetation cover, enhanced water
quality and reduced sedimentation. Over the long term, Wimmera
CMA expects that improved biodiversity in and beside waterways
will also improve landscape connectivity.
Threats
Low rainfall and low runoff rates continue to pose a threat to
water quality and the health of aquatic life. Successive years of
stream flow have been well below average and environmental
water allocations remained comparatively low in 2013-14.
Environmental watering will be severely restricted in 2014-15 if
conditions continue to remain dry.
Uncontrolled stock access to waterways continues to pose a
significant threat to Wimmera rivers and streams, particularly
in parts of the upper catchment of the Wimmera River. Stock
movement can lead to major bed and bank erosion, resulting in
sediment moving downstream where it impacts on high value
river reaches.
Challenges and opportunities
Although reducing, there continues to be some challenges in
communicating the purpose and benefits of environmental
water releases to the Wimmera community. This is particularly
the case where environmental water releases reduce water levels
in storages that are popular for recreation. It can also be an issue
for rivers and streams where releases do not take place because
objectives for those waterways are considered to be met through
local catchment flows.
There is an opportunity to improve the planning and
implementation process for environmental watering as Wimmera
CMA develops Environmental Water Management Plans in
2014-2015.
There is an opportunity to expand trials to remove carp from
waterways using traps following a successful initial trial in the
MacKenzie River in early 2014. Whilst no carp were caught
(probably due to low numbers and restrictive conditions on
the trap’s use), the lack of impacts on non-target species has
meant that trials will expand to other locations. The Wangaratta
Sustainability Network will get involved to test the worth of the
new technology in the fight against this invasive species.
Water quality monitoring revealed salinity levels in the lower
Wimmera River have remained relatively low, preventing fish
deaths and other severe negative impacts. Fish survey data
highlighted the benefits of environmental water releases with
surveys identifying healthy populations of native fish. Bird
www.wcma.vic.gov.au
30
Section 1
Figure 5: Wimmera CMA’s River and Stream
Activities for 2013-14
There is an opportunity to capitalise on community interest in
the discovery of juvenile platypuses in the MacKenzie River in
2013-14 to strengthen school and community involvement in the
implementation of water education and management projects.
A review of existing knowledge related to saline pools in the
Wimmera River identified potential opportunities to manage
saline profiles to avoid fish kills and improve the quality of
water in the lower Wimmera River. Management tools under
consideration include the use of environmental flows and
mechanical dispersion of saline pools to achieve profile mixing
during summer.
Interest from local schools in education activities related
to waterway health remains strong. There continues to be
opportunities to deliver Waterwatch activities in partnership with
Landcare.
31
There is significant opportunity for Wimmera CMA to continue to
support landholders to undertake good waterway management
activities, with many landholders continuing to express interest in
participating in riparian management projects.
Section 1
Soils
RCS twenty-year objectives for soils
The overall outcome for soils will be to ensure land managers
have the capacity, skills and knowledge to improve soil
productivity and resilience to environmental change. Resilient
soils will, in turn, support a productive farming system and a
healthy environment and community that is prosperous in the
face of climatic and economic challenges.
This outcome will be achieved by increasing the number of
landholders (80 percent) adopting best management practices
that improve soil:
Unfortunately, harvesting was abandoned at the Telopea Downs
trial site due to extensive rabbit damage following unusually dry
local conditions.
Nitrous Oxide Trials
This project is trialling and demonstrating on-farm practices
to reduce nitrous oxide emissions associated with broad acre
cropping. The project is exploring the use of legume and nonlegume crop rotations and the use of innovative tools to improve
management and reduce use of nitrogen fertiliser application.
Wimmera CMA is delivering this project in partnership with DEPI
and with support from Vic No-Till, Landcare, Horsham East Top
Crop Group and Warracknabeal East Conservation Farmers.
Key achievements in 2013-14 include:
1.
Productive capacity.
2.
Resilience against extreme weather events and economic
perturbations.
3.
Rainfall use efficiency and water holding capacity.
• Completing post-harvest soil sampling of key treatments at
2013 sites for soil water and nitrogen levels;
4.
Environmental amenity (e.g. reduced greenhouse gas
emissions).
• Undertaking late season agronomic management of pests
and diseases by the landholders;
5.
Organic matter and biological activity.
• Harvesting by the landholders at all four 2013 trial sites; and
6.
Resilience against degradation on other natural assets.
• Identifying a new site at Bangerang for a further trial to be
conducted in 2014.
• Completing sampling for nitrous oxide emissions from trial
sites at Taylors Lake and Sheep Hills;
Securing Wimmera Sustainable Agriculture Outcomes
soil, the following six-year management measures have been
developed to deliver the twenty-year objectives for soil health:
1.
Maintaining or improving ground cover.
2.
Increasing soil organic matter (including soil carbon).
3.
Improving beneficial soil biological activity.
4.
Recovering areas of dryland salinity.
This project is promoting sustainability and innovation in local
agricultural practices, strategically reducing pest and weed
impacts on farming communities, improving management
of the natural resource base, and strengthening indigenous
participation and community capacity in sustainable agriculture.
A number of organisations assist Wimmera CMA to deliver this
project, including DEPI, Victorian No-Till Farmers Association (Vic
No-Till), Landcare, Wimmera Farming Network, Perennial Pasture
Systems and Charles Sturt University.
5.
Improving nutrient efficiencies.
6.
Enhancing landholder knowledge of soil health.
7.
Supporting research and development.
8.
Improving partnerships between landholders and soil health
agencies.
Management
Cropping with Compost Trials
This project is trialling and demonstrating innovative on-farm
technology to increase the amount of carbon sequestered in soils
through the addition of compost treatments. Wimmera CMA is
delivering this project in partnership with DEPI and with support
from Vic No-Till, Landcare, Wimmera Farming Network and
Wimmera Composting Group.
Key achievements in 2013-14 include:
• Harvesting by the landholders at 2013 trial sites at
Broughton, Vectis and Lower Norton; and
• Analysing yield data from the trial sites.
www.wcma.vic.gov.au
• Thirty people participated in training involving mentoring
activities to build the capacity of young farmers. Mentoring
was undertaken by Vic No-Till in the Vectis, Rupanyup, Nhill
and Murtoa districts;
• Over 70 farmers and industry personnel attended a spray
management workshop hosted by Vic No-Till in Rupanyup;
• Supporting Vic No-Till’s production of “Farmers Helping
Farmers from the Ground Up” Conference which was planned
and developed in 2013-14 and held in early July 2014;
• Fifty-six women participated in an on-farm workshop hosted
by the Project Platypus Landcare Network. The workshop was
designed to build the capacity of women in agriculture in the
upper Wimmera catchment;
• The Wimmera Cropland Management Transect Survey was
carried out in partnership with DEPI. The survey analyses
practices and trends regarding the management of cropping
paddocks over a five hundred kilometre route in the
northern Wimmera;
• A “Ladies in Landcare” capacity-building workshop was
delivered at Lake Bringalbert in partnership with the Young
Agriculture Network and attended by 25 West Wimmera
community members;
32
Section 1
• A pest and weed planning workshop was delivered with the
Yanac Broughton Landcare Group near Nhill;
• Supporting Perennial Pasture Systems to coordinate
and strengthen farmer networks in the upper Wimmera
catchment region. The group has increased its membership
and property coverage in 2013-14;
• Supporting on-farm cropping trials implemented by
Kaniva and Sandsmere Landcare Groups to examine the
water-harvesting potential in broad acre cropping of
polyacrylamides;
• Supporting a Soil Pit Day at Brim attended by 20 people and
hosted by Yarrilinks Landcare Network and also supported
by DEPI, Far North Wimmera Conservation Farmers and
Landmark;
• Developing a Yarriambiack Groups Weed Control Plan that
draws on information and mapping on weed management
priorities collected from local Landcare and conservation
farming groups in the Yarriambiack Shire; and
Figure 6: Wimmera CMA’s Soils Activities
for 2013-14
33
• Supporting three part-time Regional Landcare Facilitators
based in local communities. The facilitators:
-
Developed strong networks with neighbouring and
statewide counterparts and attended two statewide
forums;
-
Were guided by a Steering Committee of community
representatives;
-
Completed three training workshops, including cultural
heritage and spatial mapping to enable them to build
community capacity in these areas;
-
Drove the roll-out of the Wimmera Partnerships Forum
with Wimmera CMA, regional DEPI and other Landcare
personnel to coordinate the delivery of an annual series
of landholder workshops. This forum will continue over
the next 4 years; and
-
Facilitated workshops for farmers on soil health,
biosecurity and farm succession planning.
Section 1
Trials to Increase Soil Carbon Stocks
This project is trialling and demonstrating practices to increase
soil carbon sequestration on grazing and cropping properties in
the northern Wimmera region. Wimmera CMA is delivering this
project in partnership with DEPI and with support from Vic No Till,
Landcare, Wimmera Farming Network and Wimmera Composting
Group. In 2013-14, this project completed the following:
• Foundational and communication activities to prepare for
trial treatments to commence following harvest in late 2014
and early 2015;
• Site selection and set up for trial sites near Nhill and Telopea
Downs; and
• Collection of representative baseline soil samples from sites
to determine soil carbon, nutrients and bulk density.
management of soils. Some are outlined above as partnerships
with Wimmera CMA. Other examples include:
DEPI carried out a number of activities designed to improve soil
health. This included:
• Delivering the North West Land Health Project. During
2013-14, this project assisted landholders to make decisions
regarding soil health and management by undertaking
farm planning, workshops, field days and collaborating with
grower groups. The project involved 244 landholders and 36
service providers and collaborated with Vic No-Till, Wimmera
Farming Network and local Landcare groups;
• Commencing a three-year research project to improve
knowledge regarding the effectiveness of new strategies
to improve the efficiency of nitrogen use in grain crops
and reduce nitrous oxide emissions. Experimentation
commenced with sowing in May 2014; and
• Commencing the Innovations in Cropping Systems Project
that aims to address declining soil condition and subsoil
constraints on Victorian cropping soils by demonstrating
innovative technologies. During 2013-14, this project:
-
Undertook demonstrations of controlled traffic farming
and subsoil manuring;
-
Established eight subsoil manuring and eight controlled
traffic sites across Western Victoria in preparation for
sampling during winter and spring 2014. Of these, three
subsoil manuring and three controlled traffic sites are
located in the Wimmera; and
-
Completed media releases and case studies of the
transition of farms to controlled traffic farming systems.
Perennial Pasture Systems delivered a range of activities related to
soil health and productivity, designed to improve the knowledge
of farmers and their confidence in establishing and managing
deep-rooted perennial pastures. These activities included:
• Disseminating information and improving knowledge via an
annual conference, annual study tour, pasture workshops,
paddock walks, field days and a quarterly newsletter;
www.wcma.vic.gov.au
• A new long-term research project to analyse pasture at
Glenlogie based on economic and physical parameters; and
• A research project on pasture persistence.
Project Platypus ran a Farm Succession Planning Seminar as part of
its annual Farming in the 21st Century series. Forty-three people
attended the workshop held in Stawell.
Vic No-Till continued its work to promote and increase the
adoption of no-till cropping systems. During 2013-14, Vic No-Till
delivered events and activities of benefit to soil health, including:
• Its annual conference in July 2013 in Ballarat. About
250 people attended the event, with Wimmera farmers
comprising approximately 60 percent of the audience;
• A workshop about controlled traffic cropping systems. Fifty
people attended the workshop which focussed on assisting
farmers to reduce soil compaction and combat weeds by
introducing controlled traffic systems;
• A workshop on transitioning tough soils in March 2014
attended by 30 farmers;
• A disc demonstration day at Longerenong in March 2014
attended by approximately 100 people that viewed a series
of disc seeders in action under a range of soil moisture and
stubble conditions;
• Distributing information to farmers and other members via
social media including Twitter and Facebook, increasing
Twitter followers from 400 to 1,200 followers in a six month
period; and
• Distributing a quarterly magazine to 500 Victorian farmers.
Yarrilinks Landcare Network conducted a seeder demonstration
day and follow-up crop walk involving the members of two
Landcare groups. The seeder demonstration day was attended
by 50 people and the crop walk by 30 people. The event
was delivered with the assistance of the Far North Wimmera
Conservation Farmers and Birchip Cropping Group.
Condition
Trends
The Wimmera Cropland Management Transect Survey identifies
practices and trends in the management of cropping paddocks in
the northern Wimmera. The proportion of paddocks that retained
stubble remained steady at 63 percent of the surveyed paddock
area across both the autumn 2013 and 2014 transects. This is
below the peak level of 82 percent observed during the 2009
transect.
There were relatively high stubble loads following a good
cropping season in 2013. As a result, stubble burning increased
across many parts of the region. Stubble burning was also used
as a method to reduce the impacts of weeds and pest animals
including mice, snails and slugs prior to sowing.
The light, sandy soils of the northern Wimmera plains remained
vulnerable to wind erosion in areas where groundcover was low.
The Wimmera Cropland Management Transect Survey supported
this observation.
34
Section 1
There is a continuing trend of farmers moving to no till or reduced
till farming systems.
Weed resistance to chemical control methods is increasing,
leading to increased spraying and stubble burning.
Soil compaction is an ongoing issue impacting on soil health and
agricultural productivity.
Threats
Stubble burning leaves soils bare and prone to erosion by wind
and water. The high temperatures associated with burning can
also destroy the biology of the top soil, taking many years to
recover.
Weed resistance to chemicals is increasing. This threatens soil
health when land managers employ alternative methods of
weed control such as burning or cultivating the soil, leaving it
susceptible to erosion.
Local landholders and farmer groups are strongly supportive
of farmer-driven trials to improve knowledge associated with
local soil condition and best practice management techniques.
Wimmera CMA has well-established partnerships and processes
in place to help deliver these trials.
Wimmera CMA in partnership with DEPI plan to establish a
Southern Wimmera Land Use and Land Management Transect
Survey in 2014-15. This will provide an opportunity to compare
results with transects in the northern Wimmera and Glenelg
Hopkins landscapes. This will greatly assist Wimmera CMA and
partners to understand and influence future land use and land
management in the southern part of the region.
Weed control presents an ongoing challenge, particularly as weed
resistance or tolerance to chemical control methods increases. An
opportunity exists to explore the subtleties of no-till or minimal
till farming techniques and to support farmers to increase their
knowledge of integrated weed management methods. This could
help landholders to develop effective means of controlling weeds
using a suite of complementary methods that also provide soil
health benefits.
Climate variability poses an ongoing risk to soil health. It is
important that monitoring and effective practice change and
training opportunities continue to be delivered to farmers to
support ongoing management of the Wimmera’s soil assets.
35
Section 2
Summary of the
financial results
for 2013-14
Five–year financial summary (‘000)
Revenue From Government
2013-2014
2012-2013
2011-2012
2010-2011
2009-2010
$'000
$'000
$'000
$'000
$'000
8097
7,116
7,591
8,803
8,160
Other Revenue
386
363
705
506
433
Total Revenue
8483
7479
8,296
9,309
8,593
Expenses
6438
8613
9,850
8,515
9,405
Net Operating Result
2045
(1,134)
(1,554)
794
-812
Net Increase (Decrease) in Cash Held
2649
(1,332)
(1,471)
867
(408)
Total Assets
7134
5,056
6,059
7,667
6,815
Total Liabilities
900
873
742
796
739
Total Equity
6233
4,183
5,317
6,871
6,076
Significant Changes in Financial Position during the Year
There were no significant matters which changed our financial
position in the reporting period other than additional funding
available for Bushfire Recovery and Victorian Environmental
Partnerships Program. The additional funding has increased the
equity held by Wimmera CMA.
Major Changes or Factors Affecting Performance
There were no significant changes or factors affecting our
performance during the reporting period.
Subsequent Events
There were no events occurring after balance date which
significantly affect Wimmera CMA’s operations in subsequent
reporting periods.
www.wcma.vic.gov.au
36
Section 2
Governance and
organisational
structure
Wimmera CMA
organisation chart
37
Section 2
Board of
management
The Wimmera CMA Board is appointed by the Victorian
Government’s Minister for Environment and Climate Change
and Minister for Water. Board members have experience and
knowledge in land management, water resources management,
natural resource management, primary industry, business
management and community engagement. The Wimmera CMA
Board is accountable for the overall performance of the Authority.
Its role is to guide, govern and provide professional and strategic
advice regarding the development of Wimmera CMA’s strategic
direction for land, biodiversity and water management.
Karen Douglas continued in her role as Chair of the Wimmera
CMA Board following her reappointment to a second term on
1 October 2013. Jessica Adler, Amity Dunstan, Damien Holmes
and Emelia Sudholz were also continuing board members.
Emily Anderson, Ken Dowsley, Ewan Letts and Geoff Michell
retired from the Wimmera CMA Board on 30 September 2013.
David Drage, John Goldsmith and Dean Johns were appointed as
board members on 14 October 2013.
Board
member
Karen Douglas
(Chair)
Term of appointment
Appointed Chair 1 July 2011 – 30
September 2013
Reappointed Chair 1 October 2013 – 30
September 2017
Emily Anderson
1 July 2009 – 30 September 2013
Ken Dowsley
Ewan Letts
Geoff Michell
Jessica Adler
1 October 2011 - 30 September 2015
Amity Dunstan
Damien Holmes
Emelia Sudholz
David Drage
14 October 2013 – 30 September 2017
John Goldsmith
Dean Johns
www.wcma.vic.gov.au
Karen Douglas - Chair
Karen Douglas has been a member of
the Wimmera CMA Board since 2006
and was appointed Chair effective July
2011 and re‑appointed until 2016. She
currently is Chair of the Chairs of the
CMA’s group. Karen is a member of a
broadacre cereal cropping family farming
enterprise at Beazleys Bridge, Gre Gre
and Marnoo. She spent many years
working as a librarian both in the local
secondary college and later the Wimmera
Regional Library, before joining J R Burns
Accounting. Karen is Deputy Chancellor of Federation University
Australia, is a member and past Chair of the Stawell Regional
Health Board, and a member of McCallum Services. She served
nine years as a councillor on the Northern Grampians Shire,
serving four terms as Mayor and was the inaugural Chair of the
North Central Local Learning and Employment Network. Her
interests apart from her family, including grandchildren, include
corporate governance, strengthening opportunities for this
region especially for young people, reading and music.
Emelia Sudholz - Deputy Chair
Emelia has been a member of the WCMA
Board since October 2011 and was
appointed Deputy Chair in November
2013. Emelia is an agricultural scientist,
teacher and partner in a family cropping
and sheep farm business at Rupanyup
South. Emelia has a strong background
in water management and is the Chair
of GWMWater’s Wimmera Customer
Committee. She is also on the board of
the Wimmera Development Association
(WDA). Emelia brings experience in NRM,
stakeholder engagement, governance and a strong farming
background and involvement to the Board. She is committed
to the Wimmera after moving here 16 years ago and is heavily
involved in local community groups.
Jessica Adler Jessica was appointed to the Wimmera
CMA Board in 2011. Jessica is an
accountant holding a CPA designation
and a Bachelor of Commerce with
majors in accounting and finance. She
has worked throughout the Wimmera
in public practice and currently works
with Donald Mineral Sands, which is a
subsidiary of the ASX listed Astron group.
She also sits as an independent member
on the Audit committees of Buloke and
West Wimmera Shire Councils. She
was appointed to the Board in October 2011 after enjoying 15
months as the external member on the Authority’s Audit and Risk
Management Committee. Jessica and her husband Wayne farm
in the Coromby area near Murtoa with their family utilising No-Till
methods of farming. Soil health and increasing resilience in the
agricultural sector are high on her consciousness.
38
Section 2
Emily Anderson
Amity Dunstan
Emily Anderson was appointed to the
Wimmera CMA Board in July 2009.
Emily has a Bachelor of Geoscience
and previously worked in the Landcare
not–for–profit sector and as a Drought
Recovery Officer with the Northern
Grampians Shire Council. She also brings
skills and knowledge to the Wimmera
CMA Board from her most recent
work developing Local Government
Sustainability Strategies. Her values lie
particularly with the importance of grass–
roots community action and engagement and in supporting and
recognising rural communities and farming families. Having a
rural background herself, Emily helps manage a family farm with
her husband Nick. Emily retired from the Wimmera CMA Board on
30 September 2013.
Amity was appointed to the WCMA
Board in October 2011. Amity is part of
a grain growing family farming business
in the southern catchment area. Together
with her husband, Amity manages their
row crop planter hire and international
consultancy business. Amity’s Board
related experience includes research
in building community capacity,
post graduate studies in sustainable
agriculture, woodlot trials in saline soil,
agricultural training, and writing effective
extension material for farm economic software. Amity is an
active community member through committee participation and
fulfilling leadership roles.
Kenneth Dowsley
Ken Dowsley was appointed to the
Wimmera CMA Board in July 2009. Ken
has a long association with agricultural
science in the region, having worked with
what is now the DEPI from the early 1970s
until 2001. He has a degree of Master of
Agricultural Science (Extension) from the
University of Melbourne. Ken is involved
locally in several other organisations
including the Rural Financial Counselling
Service Victoria, Christian Emergency
Food Centre and the Horsham East Rotary
Club where he is involved with many local and international
community projects. He is also a former chairman of the Wimmera
Community College of TAFE, now the University of Ballarat. Ken
retired from the Wimmera CMA Board on 30 September 2013.
David Drage David was appointed to the Board in
October 2013. David brings a diverse mix
of farming, Landcare, community and
waterway experience and involvement
to the Board. David lives on the family
farm with his wife and two children. The
farm grows winter cereals and legumes
and they run a small flock of Merino ewes
for wool and prime lamb production.
There is also a strong focus on preserving
and conserving the remaining remnant
buloke and box vegetation on the farm.
David’s long-term goals are utilising his land-based resources
for food production and his family’s livelihood while preserving
the farm to ensure it is handed onto the next generation in
the best possible condition. David is a member of several
community groups including Warracknabeal Apex Club and Lah
Landcare Group.
39
John Goldsmith
John was appointed to the Wimmera
CMA Board in October 2013. John grew
up in the Donald area and now lives in
Horsham. John is keen, through his role
with the Board, to contribute to longterm sustainability of the Wimmera. For
the past 22 years John has worked at
Longerenong College, for the past 5 years
John has been General Manager of the
College. In his current role, John deals
with farmers and farming issues on a daily
basis, through the college’s 1070-hectare
cropping, sheep and beef cattle enterprise. He is also surrounded
by young people, who are starting their agricultural careers, and
their contribution to the Australian agricultural industry.
Damien Holmes
Damien was appointed to the Wimmera
CMA Board in October 2011. As a fifth
generation Nurrabiel farmer Damien
Holmes brings a practicing farmer’s
focus to the Wimmera CMA Board.
Damien describes himself as ‘an excited,
enthusiastic young farmer keen to have
a say on the direction farming is going
in this part of the world’. Prior to joining
the WCMA Board Damien was president
of the Wimmera Conservation Farming
Association. His vision for the future of
NRM is to maintain the land and water assets to ensure they
remain productive and viable for future farming families.
Section 2
Dean Johns
Dean was appointed to the Wimmera CMA
Board in October 2013. Dean is passionate
about how links between farming and
environmental health secure the longterm future of his farm asset. Dean sees his
new role on the Board as a way to apply
the analogies of what happens on his
own farm across the catchment. Dean has
had previous board roles with Wimmera
Development Association and the
Victorian Institute for Dryland Agriculture.
He was also president of the Wimmera
Machinery Field Days Committee for two years. Dean is currently
working as Bayer’s Wimmera and Southwest Victoria Territory
Sales Manager. Dean says the Wimmera is widely recognised for
its agricultural production potential and catchment management
is a key part of the region’s ability to reach this potential.
Ewan Letts
Ewan was appointed to the Wimmera CMA
Board in 2011. Ewan has a background
in agricultural research and extension
across the Wimmera and a sound record
of natural resource management. Ewan
brings a strong focus on sustainable land
management to the Wimmera CMA Board.
Ewan, farms at Dadswells Bridge with
his wife Claire. He has a bachelor degree
in rural management. Ewan is an active
member of Landcare and farmer groups
and is committed to the future wellbeing
of the Wimmera region. Ewan retired from the Wimmera CMA
Board on 30 September 2013.
Geoff Michell
Geoff Michell was appointed to the
Wimmera CMA Board in 2009. He is a
Director of a number of Boards including
Lower Murray Water, Bendigo Health,
Bendigo Tourism and Bendigo Community
Telco. He previously spent 35 years in
senior management and engineering
roles, including 10 years as Managing
Director of Coliban Water. Geoff has
qualifications in engineering and business
administration. Geoff retired from the
Wimmera CMA Board on
30 September 2013.
www.wcma.vic.gov.au
Board meeting
attendance
Meetings attended
01 July 2013 –
30 September 2013
Board member
Karen Douglas – Chair
2 of 2
Jessica Adler
2 of 2
Emily Anderson
2 of 2
Ken Dowsley
2 of 2
Amity Dunstan
2 of 2
Damien Holmes
2 of 2
Ewan Letts
1 of 2
Geoff Michell
1 of 2
Emelia Sudholz
2 of 2
Total Meetings
2
Meetings attended
14 October 2013 30 June 2014
Board member
Karen Douglas – Chair
5 of 6
Jessica Adler
6 of 6
David Drage
6 of 6
Amity Dunstan
6 of 6
John Goldsmith
5 of 6
Damien Holmes
6 of 6
Dean Johns
5 of 6
Emelia Sudholz
6 of 6
Total Meetings
6
40
Section 2
Board governance
committees
The Board has delegated responsibility for many functions to the
Board sub–committees.
Audit and Finance Committee
This committee meets at least four times a year and has
responsibility for the oversight and management of financial and
organisational risks, financial reporting, compliance with relevant
laws and regulations and maintenance of efficient and effective
audit functions.
Members of the Audit and Finance Committee:
01 July 2013 –
30 September
2013
14 October 2013 –
30 June 2014
Business and Planning Committee
This Committee is responsible for the oversight of the
development and review of the RCS, Investment Proposals
and Annual Corporate Plan including monitoring, evaluation,
governance, compliance requirements and strategic alignment to
organisation objectives.
Members of the Business and Planning Committee:
01 July 2013 –
30 September
2013
14 October 2013 –
30 June 2014
Ken Dowsley (Committee
Chairman)
Damien Holmes (Committee
Chairman)
Karen Douglas (ex officio)
Karen Douglas, (ex-officio)
Damien Holmes
John Goldsmith
Ewan Letts
Emelia Sudholz
Emelia Sudholz
Geoff Michell (Committee
Chairman)
Jessica Adler, Committee Chair
Karen Douglas (ex officio)
Amity Dunstan (Independent)
Jessica Adler (Independent)
Dean Johns (Independent)
Amity Dunstan
(Independent)
Anthony Schache (Independent)
Performance and Remuneration
Committee
This Committee meets on an as needs basis and its role to
monitor, review and make recommendations to the Board
regarding:
• The recruitment and appointment of the Chief Executive
Officer;
Anthony Schache
(Independent)
• The remuneration and incentive policies for the CEO;
• The performance appraisals of the CEO; and
• The succession plans for the CEO.
• The Performance and Remuneration Committee was called
the Human Resources and Remuneration Committee prior to
October 2013.
Members of the Committee:
01 July 2013 –
30 September
2013
41
14 October 2013 –
30 June 2014
Karen Douglas (Board and
Committee Chairman)
Karen Douglas (Board and
Committee Chairman)
Ken Dowsley
Emelia Sudholz (Deputy Chair)
Geoff Michell
David Drage
Section 2
Advisory
committees
Advisory Committee members provide advice to the Board on:
Native Vegetation Advisory Committe
01 July 2013 –
30 September 2013
14 October 2013 –
30 June 2014
• The implementation and review of NRM programs in their
area;
• Local and emerging issues in the development and ongoing
review of NRM plans;
Adam Blake
Adam Blake
Leigh Blackmore
Leigh Blackmore
• The delivery of the RCS;
Robert Harding
Robert Harding
• Emerging and existing catchment issues;
Ted Brown
Ted Brown
David Cadby
Annette Jones
Annette Jones
Steffen Schultz
Steffen Schultz
Steve Talbot
Steve Talbot
Karen Douglas (Board
Representative)
• Board–initiated reviews.
This process will be applied using a framework based on Analysis,
Design, Delivery and Review which underpins the approach of
the organisation and can therefore supplement and reinforce the
strategic directions the organisation will adopt.
• Analysis: Review strategic documents, including investment
plans, policies and government objectives;
• Design: Based on the analysis of the NRM issue and using a
“decision making framework” that incorporates collective
knowledge and expertise to design an appropriate response
to the issue;
• Delivery: Implement designed response and gather data on
impact; and
• Review: Assess the yearly progress on meeting the
objectives of the RCS.
The selection of committee members is based on several guiding
principles such as extending the breadth of engagement
throughout the region, ensuring a geographic component
where relevant, strengthening the relationships with relevant
department initiatives and personnel, local government and
practising landholders.
Jessica Adler (Board
Representative)
Emilia Sudholz (Board
Representative)
Threatened Species Advisory Committee
01 July 2013 –
30 September 2013
Darryl Argall
Darryl Argall
Ryan Duffy
Ryan Duffy
Gil Hopkins
Gil Hopkins
Leanne Jackman
Leanne Jackman
Pauline Rudolph
Pauline Rudolph
Ken Dowsley (Board
Representative)
Amity Dunstan (Board
Representative)
Amity Dunstan (Board
Representative)
www.wcma.vic.gov.au
14 October 2013 –
30 June 2014
42
Section 2
Wetlands Advisory Committee
Soils Advisory Committee
01 July 2013 –
14 October 2013 –
30 September 2013
30 June 2014
01 July 2013 –
14 October 2013 –
30 September 2013
30 June 2014
Wayne Caldow
Wayne Caldow
Roger Armstrong
Roger Armstrong
Peter French
Peter French
James Boyle
James Boyle
Bernie Fox
Bernie Fox
David Chamberlain
George Holden
John Griffiths
John Griffiths
George Holden
Peter Jackman
Stuart Lardner
Stuart Lardner
Peter Jackman
Julie May
Ross McDonald
Ross McDonald
Julie May
Chris Pittock
Stuart McFarlane
Stuart McFarlane
Chris Pittock
Rob Shea
Rob O’Shannessy
Rob O’Shannessy
Rob Shea
Annette Smith
Richard Wait
Richard Wait
Annette Smith
Representative)
Damien Holmes (Board
Representative)
Jessica Adler (Board
Representative)
Representative)
Dean Johns (Board
Representative)
Damien Holmes (Board
Representative)
Ewan Letts (Board
Representative)
Rivers and Streams Advisory Committee
01 July 2013 –
14 October 2013 –
30 September 2013
30 June 2014
Gary Aitken
Gary Aitken
Graham Campbell
Graham Campbell
Andrea Cooper
Andrea Cooper
Ken Flack
Ken Flack
Michael Greene
Michael Greene
Peter Hallam
Peter Hallam
James McFarlane
James McFarlane
Jim McGuire
Jim McGuire
Brad Mitchell
Brad Mitchell
Michael Stewart
Michael Stewart
Geoff Michell (Board
Representative)
Emelia Sudholz (Board
Representative)
Emily Anderson (Board
Representative)
David Drage (Board
Representative)
43
Section 2
Employment and
conduct principles
Our staff
Providing a safe working environment and investing in people
and efficient systems is an important part of Wimmera CMA’s
responsibilities. Wimmera CMA adheres to the employment and
conduct principles as contained in the Public Administration
Act 2004.
The following summarises workforce data, training, the
Multicultural Victoria Act 2004 support and the Occupational
Health and Safety report undertaken by Wimmera CMA in 20132014.
Training and development
Wimmera CMA provides flexible working arrangements to
provide a supportive and accommodating work environment that
supports staff in pursuing further studies or training to enhance
their skills.
Wimmera CMA is committed to providing training and support
for the development of staff to meet the business objectives of
the organisation.
Occupational
health and safety
Wimmera CMA has an internal Occupational Health and Safety
(OHS) Committee charged with oversight of the organisation’s
health and safety policies and procedures. During the year,
Wimmera CMA maintained a designated work group process to
manage OHS issues across the organisation. These work groups
comprise of:
• In–field contract works;
• In–field monitoring;
• Community engagement; and
• Administration and management.
A representative and deputy were nominated and elected
by members of each group. These representatives form the
OHS Committee for Wimmera CMA.
Numbers
Wimmera CMA
Performance
2013- 2012- 20112014 2013 2012
20102011
Equivalent Full time
Employees (FTE)
25
30
32.7
35.6
OHS incidents
18
11
20
6
OHS meetings
11
10
10
9
Claims under Equal
Opportunity Act 1995
0
0
0
0
WorkCover claims
0
0
0
0
Staff trained in
first aid (level 2)
13
12
13
9
4
10
10
11
Conduct Principles
Staff trained in
workplace fire and
emergency control
procedure
The standards for code of conduct mirror those issued by the
Victorian Public Sector Commission as does the Conflict of
Interest Framework and the Gifts Benefits and Hospitality Policy
Framework.
Staff trained in fire
extinguisher, hose–reel
and blanket use and
operation
10
13
17
16
Time lost to injury (days)
0
3.1
5
3
Whole–of–organisation training provided
• Workplace Obligations Training – all staff
• Cultural awareness training – all Staff
Employment Support Program
A professional, confidential counselling service was made
available to employees during the year. The employment support
program provides counselling and support to employees to
manage challenges both within the workplace and outside of it.
Converge International (Incorporating Resolutions RTK) provides
this service to Wimmera CMA.
Industrial relations
No days have been lost due to industrial action.
www.wcma.vic.gov.au
44
Section 3
Workforce data
Young people
Wimmera CMA employed 28 people (25 FTE) in 2013-2014. The
breakdown in staff for Wimmera CMA is as follows:
Staff Details
As at 30 June
2014
20132014
20122013
20112012
20102011
Total staff
28
34
37
39
Staff FTE
25
30
32.7
35.6
Female staff
14
16
19
20
Male staff
14
18
18
19
Staff departures
6
5
6
9
Community Inclusiveness
Wimmera CMA is an active participant in promoting the NRM
industry amongst young people looking to enter the workforce
or refining their career path through the provision of work
placements and vacation project work where opportunities are
available.
We work with tertiary education providers in providing work
placement opportunities for students as part of their courses
in NRM related fields; from certificate, undergraduate to post
graduate studies. During 2013-14, we facilitated two placements
in the Community Delivery and GIS areas.
Wimmera CMA has also commenced a process for engaging an
Indigenous trainee in our organisation to offer an introductory
role with a broad focus encompassing all aspects of Wimmera
CMA’s business. This includes extensive training opportunities
both on the job and with external providers. The aim is to provide
progression within the organisation to enable us to continue to
offer such opportunities to new graduates in NRM related fields.
Other areas where Wimmera CMA involved young people in
2013-14 include:
Wimmera CMA recognises that the community comprises
of a range of diverse and disparate communities. Wimmera
CMA seeks to ensure that any special needs are considered
when engaging these sections of the community in any of
Wimmera CMA’s activities.
• Junior Landcare activities delivered through WorkCo
Limited’s Primary Technical Schools Program, including the
construction of nesting boxes for the Wimmera River and fire
affected properties in the Northern Grampians region;
Indigenous affairs
The Wimmera landscape contains places where Aboriginal people
lived; obtaining sustenance, expressing themselves artistically,
passing on creation stories and cultural values, engaging in
conflict, establishing alliances and social networks, trading goods,
celebrating rites of passage and committing the departed to their
final resting places.
Aboriginal occupation and use of the land has changed
dramatically since European settlement.
Engaging with local Indigenous people is an important
component in building a comprehensive understanding of
Indigenous ecological knowledge, which enhances management
of natural resources in the Wimmera.
This year saw a number of successful outcomes achieved between
Wimmera CMA and the local Indigenous community, including:
• Support for the delivery of the Horsham Primary School’s
‘Good Tucker, Good Health’ program planting day for
Reconciliation Week;
• Staff participation in Cultural Heritage training presented by
Office of Aboriginal Affairs Victoria (OAAV) with Martang and
Barengi Gadjin Land Council;
• Collaborations with the State Aboriginal Landcare Facilitator;
• Support for the Victorian CMA’s Indigenous Facilitator
Network meetings;
• Participation in the process of developing Victorian CMA’s
Indigenous Engagement Guidelines; and
• Staff participation in the ‘Scarred Tree Recording Workshop’
delivered by Barengi Gadjin Land Council and OAAV.
45
• A platypus naming and habitat design competition delivered
in partnership with the Wimmera Mail-Times newspaper to
promote the discovery of juvenile platypuses in MacKenzie
River by researchers for the first time in more than a decade;
• A sustainable garden design competition for students
delivered in conjunction with the Wimmera Community
Landcare Celebration featuring the high profile sustainable
landscape designer Phillip Johnson; and
• Helping establish and strengthen Junior Landcare activities
with schools in the Horsham Rural City Council region,
including the Holy Trinity Lutheran School Junior Landcare
school garden project. Section 4
Other disclosures
The Wimmera CMA has developed a Protected Disclosure Policy
and Procedure and they are available on our website:
www.wcma.vic.gov.au
Victorian industry participation policy
The Wimmera CMA has not sent or referred any disclosures to
IBAC during 2013-2014.
The Victorian Industry Participation Policy applies to tenders
of over $1 million in regional Victoria. During the 2013-2014
reporting period, Wimmera CMA had no tenders of this size.
Consultancies
The definition of consultancy was updated effective from July 1,
2013. Consequently, disclosures on the 2013-2014 consultancy
expenditure cannot be compared with previous year disclosures.
Details of consultancies valued at $10,000 or greater
In 2013-2014, there were eleven consultancies where the total
fees payable to the consultants were $10,000 or greater. The
total expenditure incurred during 2013-2014 in relation to these
consultancies is $456,531 (excl. GST).
Details of individual consultancies are outlined on Wimmera
CMA’s website, at www.wcma.vic.gov.au
Details of consultancies valued at less than $10,000
In 2013-2014, there were five consultancies where the total fees
payable to the consultants were less than $10,000. The total
expenditure incurred during 2013-2014 in relation to these
consultancies is $18,494 (excl. GST).
Disclosure of major contracts
Wimmera CMA has not entered into any contracts valued in
excess of $10 million during 2013-2014.
Application and operation of the
Protected Disclosure Act 2012 (VIC)
Compliance with building and
maintenance provisions
Wimmera CMA has complied with the building and maintenance
provisions of the Building Act 1993. The premises that
Wimmera CMA occupies are leased.
National competition policy
Competitive neutrality seeks to enable fair competition between
government and private sector businesses. Any advantages or
disadvantages that government business may experience, simply
as a result of government ownership, should be neutralised. The
Wimmera CMA continues to implement and apply this principle in
its business undertakings.
Application and operation of the
Freedom of Information Act 1982
The Freedom of Information Act 1982 (FOI Act) allows the public a
right of access to documents held by Wimmera CMA. Wimmera
CMA is considered to be a ‘Government Agency’ under the terms
of the FOI Act. Accordingly, it is required to comply with the
procedures that have been prescribed under which members of
the public may gain access to information held by agencies. A
decision to release information is made by an Authorised Officer.
Freedom of Information requests are made in writing describing
the documents requested and including a payment of the
prescribed $26.50 application fee. Further charges may be
payable.
Freedom of Information fees and charges are not subject to GST.
Requests to Wimmera CMA are administered by the Manager
Corporate Services and should be sent to:
Compliance with the Protected Disclosure Act 2012 (PD
Act)
The PD Act enables people to make disclosures about improper
conduct within the public sector without fear of reprisal.
The PD Act aims to ensure openness and accountability by
encouraging people to make disclosures and protecting them
when they do so.
Wimmera Catchment Management Authority
PO Box 479, Horsham Vic 3402.
Telephone: (03) 5382 1544.
Principal Officer: David Scott
Authorised Officer: David Scott
Wimmera CMA’s powers are drawn from the CALP Act. Wimmera
CMA held and maintained the following categories of documents:
Under the PD Act, the Independent Broad-based Anti-corruption
Commission of Victoria (IBAC) has a key role in receiving,
assessing and investigating disclosures about improper conduct
and detrimental action taken in reprisal for a disclosure by public
bodies or public officers.
Correspondence files;
Disclosures to IBAC can be made in person, by phone, in writing
or via email. More information is available on IBAC’s website:
www.ibac.vic.gov.au
During the reporting period there were nil requests
for information.
www.wcma.vic.gov.au
Minutes of various meetings held by Wimmera CMA; and
Technical reports and statistical information on Wimmera CMA
matters.
46
Section 4
Availability of additional information
Office–based environmental impacts
Reports and general information can be accessed in person by
attending our office at 24 Darlot Street, Horsham, during business
hours. Wimmera CMA’s Annual Report and some key policy
documents can also be accessed via our website:
www.wcma.vic.gov.au
Wimmera CMA continues to implement actions to improve
the environmental sustainability of its operations. Actions are
guided by Wimmera CMA’s Environmental Sustainability Strategy,
developed through Victoria’s ResourceSmart Program. Actions
include recycling e-waste, fluorescent tubes, glass, cardboard and
paper, as well as use of energy–efficient office lighting, doublesided printing and water saving devices such as desert cubes.
Literature can be mailed upon request for a minimal charge.
Requests for information can be requested by writing to the Chief
Executive Officer, describing in as much detail as possible the
nature of the document required.
Information relevant to the headings listed in Financial Reporting
Direction 22C of the Financial Management Act 1994 is held at
Wimmera CMA’s office and is available upon request, subject to
the FOI Act.
• Wimmera CMA has collected and collated details regarding
the following information which is also available on request,
subject to the FOI Act:
• Declarations of pecuniary interests completed by all
relevant officers;
• Details of shares held by a senior officer as nominee, or held
beneficially in a statutory authority or subsidiary;
• Wimmera CMA publications. They can also be accessed and
downloaded from www.wcma.vic.gov.au;
• Details of changes in prices, fees, charges, rates and levies
charged by the agency;
• Details of any major external reviews carried out on
the agency;
• Details of major research and development activities
undertaken by the agency;
• Details of overseas visits undertaken, including a summary of
the objectives and outcomes of each visit;
• Details of major promotional, public relations and marketing
activities undertaken by the agency to develop community
awareness of the entity and its services;
• Details of assessments and measures undertaken to improve
the occupational health and safety of employees. Also
refer to occupational health and safety in this report in
“Occupational health and safety” on page 44;
• Details on industrial relations within the agency, and details
of time lost through industrial accidents and disputes. Also
refer to employment and conduct principles in this report in
“Employment and conduct principles” on page 44;
• A list of the agency’s major committees, the purposes of each
committee and the extent to which the purposes have been
achieved. Also refer to board governance committees in this
report in “Board governance committees” on page 41; and
• Details of all consultancies and contractors including
consultants and contractors engaged, services provided and
expenditure committed to for each engagement.
47
Sustainability audits were conducted during 2013-2014 and
the latest data for organisational energy, water and paper
use, transportation, waste production and general recycling is
highlighted below. Full–time equivalent (FTE) based indicators are
adopted for monitoring and evaluation purposes.
Energy consumption
4350 megajoules per FTE per year
Water consumption
15.6 kilolitres per FTE per year
Total waste
production
70.9 kilograms per FTE per year
Fuel usage
2.9 kilolitres per vehicle
Paper
3510 sheets of A4 paper per FTE per
year
The complete Wimmera CMA Environmental Sustainability
Strategy can be found at www.wcma.vic.gov.au
Section 4
Risk management attestation
I, Karen Douglas, Accountable Officer, certify that Wimmera CMA
has a risk management process in place consistent with the
Australian/New Zealand Risk Management Standard AS/NZS ISO
31000-2009. As part of its continuous improvement process, the
risk management process will be reviewed in the upcoming year.
This will include improving risk management integration and risk
reporting. Wimmera CMA is also reviewing its internal control and
assurance systems to enable the executive to better understand,
manage and satisfactorily control its risk exposure. The Wimmera
CMA Board verifies that the risk profile of Wimmera CMA has been
reviewed within the last 12 months.
Karen Douglas
Wimmera CMA Board Chair
23 August 2014
Insurance attestation
I, David Brennan, certify that Wimmera CMA has complied with
Ministerial Direction 4.5.5.1 – insurance.
David Brennan
Chief Executive
23 August 2014
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48
Section 5
Financial report
Financial statements
WIMMERA CATCHMENT MANAGEMENT AUTHORITY
FOR THE YEAR ENDED 30 JUNE 2014
CONTENTS
Certification to the Financial Statements
Comprehensive Operating Statement
Balance Sheet
Statement of Changes in Equity
Cash Flow Statement
Notes to and Forming Part of the Financial Statements
WIMMERA CATCHMENT MANAGEMENT AUTHORITY
The attached financial reports for Wimmera 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, in our opinion, the information set out in the Comprehensive Operating
Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and
accompanying notes, presents fairly the financial transactions during the year ended 30
June 2014 and the financial position of the Authority as at 30 June 2014.
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 20th August, 2014
Chairman
Karen Douglas
Accountable Officer
David Brennan
Chief Financial Officer
David Scott
Dated: 20/08/2014
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49
Section 5
Financial report
COMPREHENSIVE OPERATING STATEMENT FOR THE
FINANCIAL YEAR ENDED 30 JUNE 2014
Note
Revenue from operating activities
Government Contributions
Interest revenue
Other revenue
Revenue from non-operating activities
Net gain/(loss) on Sale of Assets
Total Revenue
2014
$
2013
$
8,097,347
162,621
137,294
7,116,217
191,265
151,064
3
86,228
8,483,490
25,373
7,483,919
Depreciation
2
Employee benefits
Materials, Maintenance, Grants, Contracts & Consultancies
Operating lease rental
Other
270,018
2,717,584
2,657,722
149,460
642,934
277,517
2,957,801
4,527,889
164,175
685,826
Total Expenses
6,437,718
8,613,208
Net Result for the year
2,045,772
(1,129,289)
Other comprehensive income
Comprehensive income for the year
2,045,772
(1,129,289)
The above Comprehensive Operating Statement should be read in conjunction with the
accompanying notes
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Section 5
Note
Balance at 1 July 2012
Total comprehensive
income for the year
Transfers to Reserves
Balance at 30th June 2013
9
Total comprehensive
income for the year
Transfers to Reserves
Balance as at 30 June 2014
9
Contributions
by owners
$
Accumulated
Funds
$
Reserves
$
Financial report
STATEMENT OF CHANGES IN EQUITY
Total
$
1,723,699
771,965
2,821,153
5,316,817
-
-
(1,129,289)
(1,129,289)
-
(150,066)
150,066
-
1,723,699
621,899
1,841,930
4,187,528
-
-
2,045,772
2,045,772
-
554,382
(554,382)
-
1,723,699
1,176,281
3,333,320
6,233,300
The above statement of changes in equity should be read in conjunction with the
accompanying notes
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51
Section 5
Financial report
BALANCE SHEET
AS AT 30 JUNE 2014
Note
CURRENT ASSETS
Cash and cash equivalents
Receivables
Prepayments
TOTAL CURRENT ASSETS
NON-CURRENT ASSETS
Property, Plant and Equipment
TOTAL NON-CURRENT ASSETS
TOTAL ASSETS
CURRENT LIABILITIES
Payables
Employee benefits
TOTAL CURRENT LIABILITIES
NON-CURRENT LIABILITIES
Employee benefits
TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITIES
NET ASSETS
EQUITY
Contributed Capital
Accumulated Funds
Reserves
TOTAL EQUITY
Contingencies
Commitments
2014
$
2013
$
4
5
6,106,925
341,979
41,616
6,490,520
3,458,289
768,334
14,381
4,241,004
6
643,137
643,137
7,133,657
819,465
819,465
5,060,469
7
8
369,585
464,895
834,480
344,803
436,991
781,794
8
65,877
65,877
900,357
6,233,300
91,147
91,147
872,941
4,187,528
9 (a)
9 (b)
9 (c)
1,723,699
3,333,320
1,176,281
6,233,300
1,723,699
1,841,930
621,899
4,187,528
13
11
The above balance sheet should be read in conjunction with the accompanying notes
52
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Section 5
Note
Cash Flows from Operating Activities
Government Contributions
Interest Received
Other Receipts
Net GST (paid)/received
Payments to Employees and Suppliers
Net Cash Provided by/(Used in) Operating Activities
10
Cash Flows from Investing Activities
Payments for Property, Plant & Equipment
Proceeds from sale of Property, Plant & Equipment
Net Cash (used In) Investing Activities
Net Increase/(Decrease) in Cash and Cash Equivalents Held
Cash and cash equivalents at beginning of financial year
CASH AND CASH EQUIVALENTS
AT THE END OF THE FINANCIAL YEAR
4(a)
2014
$
Financial report
CASH FLOW STATEMENT
2013
$
8,587,448
195,416
137,294
286,157
(6,550,217)
6,736,156
158,470
115,878
510,978
(8,709,210)
2,656,098
(1,187,728)
(119,890)
112,428
(7,462)
(184,945)
40,297
(144,648)
2,648,636
3,458,289
(1,332,376)
4,790,665
6,106,925
3,458,289
The above cash flow statement should be read in conjunction with the accompanying notes
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53
Section 5
Financial report
NOTES TO THE FINANCIAL REPORT FOR THE YEAR
ENDED 30 JUNE 2014
NOTE 1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
(a)
Basis of Accounting
General
The financial reports of WCMA is a general purpose financial report that consists of an
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, Interpretations, other authoritative
pronouncements of the Australian Accounting Standards Board, and the requirements of the
Financial Management Act 1994 and applicable Ministerial Directions. Wimmera Catchment
Management 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 these financial statements
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.
This financial report has been prepared on an accrual and going concern basis.
The annual financial statements were authorised for issue by the Board on 20th August, 2014
The Principal address is:
24 Darlot Street
HORSHAM 3400
Accounting policies
Accounting policies are selected and applied in a manner which ensures that the resulting financial
information satisfies the concepts of relevance and reliability, thereby ensuring that the substance
of the underlying transactions or other events is reported.
Unless otherwise stated, all accounting policies applied are consistent with those of the prior year.
Where appropriate, comparative figures have been amended to align with current presentation and
disclosure.
Functional and presentation currency
Items included in this financial report are measured using the currency of the primary economic
environment in which Wimmera Catchment Management Authority operates ('the functional
currency'). The financial statements are presented in Australian dollars, which is Wimmera
Catchment Management Authorities functional and presentation currency.
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(f) for a variation in relation to employee benefits.
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.
54
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Section 5
Historical cost convention
Financial report
These financial statements have been prepared under the historical cost convention, except where
specifically stated.
Accounting estimates
The preparation of the financial report in conformity with AAS's requires the user 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.
(b)
Changes in Accounting Policies
Subsequent to the 2012-13 reporting period, the following new and revised Standards have been
adopted in the current period with their financial impact detailed as below.
AASB 13 Fair Value Measurement
AASB 13 establishes a single source of guidance for all fair value measurements. AASB 13 does
not change when the Authority is required to use fair value, but rather provides guidance on how to
measure fair value under Australian Accounting Standards when fair value is required or permitted.
The Authority has considered the specific requirements relating to highest and best use, valuation
premise, and principal (or most advantageous) market. the methods, assumptions, processes and
procedures for determining fair value were revisited and adjusted where applicable. In light of
AASB 13, the Authority has reviewed the fair value principles as well as its current valuation
methodologies in assessing the fair value, and the assessment has not materially changed the fair
values recognised.
However, AASB 13 has predominantly impacted the disclosures of the Authority. It requires
specific disclosures about fair value measurements and disclosures of fair values, some of which
replace existing disclosure requirements in other standards, including AASB 7 Financial
Instruments: Disclosures.
The disclosure requirements of AASB 13 apply prospectively and need not be applied in
comparative information before first application. Consequently, the 2012-13 comparatives of these
disclosures have not been provided, except for financial instruments, of which the fair value
disclosures are required under AASB 7 Financial Information: Disclosures.
AASB 119 Employee Benefits
In 2013/14, the Authority has applied AASB 119 Employee Benefits (September 2011, as
amended) and the related consequential amendments for the first time.
The revised AASB 119 changes the accounting for defined benefit plans and termination benefits.
The most significant change relates to the accounting for changes in defined benefit obligation and
plan assets.
The revised standard also changes the definition of short term employee benefits. These were
previously benefits that were expected to be settled within twelve months after the end of the
reporting period which the employees render the related service, however, short term employee
benefits are now defined as benefits expected to be settled wholly within twelve months after the
end of the reporting period which the employees render the related service. As a result, accrued
annual leave balances which were previously classified by the Authority as short term employee
benefits no longer meet this definition and are now classified as long term employee benefits. This
has resulted in a change of measurement for the annual leave provision from an undiscounted to
discounted basis. All balances are stated as nominal value.
There was no dollar impact as a result of this change.
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55
Section 5
(c)
Revenue
Financial report
Government grants and contributions are recognised as operating revenue on receipt or when the
entity obtains control of the contribution and meets certain other criteria as outlined by AASB 1004.
Interest income is recognised using the effective interest rate method, in the period which it is
incurred.
(d)
Expenses
Depreciation 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.
Depreciation is calculated using the straight line method to allocate their cost or revalued amounts,
net of their residual values, over the estimated useful lives, commencing from the time the asset is
ready for use. The assets residual values and useful lives are reviewed, and adjusted if
appropriate at balance sheet date.
Major depreciation periods used are listed below and are consistent with the prior year, unless
otherwise stated.
Plant Equipment
Motor Vehicles
Leasehold Improvements
Useful life
3.5 - 10 years
3.5 years
10 years
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 Work Cover premiums.
Superannuation
The amount charged to the comprehensive operating statement is the employer contribution for
members both defined benefit and defined contribution superannuation plans that are paid or
payable during the reporting period.
Repairs & 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 costs exceeds the
capitalisation threshold, the cost is capitalised and depreciated.
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 expenses when distributed.
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Section 5
Assets
Cash and cash equivalents
Cash and deposits recognised on the Balance Sheet comprise cash on hand and cash at bank,
deposits at call and those highly liquid Investments (with an original maturity of three months or
less), which are held for the purpose of meeting short term cash commitments rather than for
investment purposes, and readily convertible to known amounts of cash with insignificant risk of
changes in value.
Financial report
(e)
For the purposes of the cash flow statement, cash and cash equivalents includes cash on hand
and in at call deposits with banks or financial institutions, investment maturing within less than
three months.
Receivables
Trade receivables are recognised initially at fair value and subsequently measured at amortised
cost, less an allowance for impaired receivables.
Collectability of trade receivables is reviewed on an ongoing basis. Debts which are known to be
uncollectable are written off.
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.
Infrastructure, property, plant and equipment
Recognition of Non-current Physical Assets
Property, plant and equipment represent non-current physical assets comprising leasehold
improvements, plant, equipment, furniture and motor vehicles. Items with a cost or value in excess
of $1,000 and a useful life to the authority of more than one year are capitalised. All other assets
acquired are expensed.
Where assets are constructed by the Authority, the cost at which they are recorded includes an
appropriate share of fixed and variable costs.
Assets acquired at no cost or for nominal consideration by the authority are recognised at fair value
at the date of acquisition.
Leasehold improvements are recognised at cost and are amortised over the unexpired period of
the lease or the estimated useful life of the improvement, whichever is shorter. At balance date,
leasehold improvements are amortised over a 10 year period.
Impairment of Assets
All assets are assessed annually for indications of impairment, except for
- assets arising from employee benefits;
- non-current assets held for sale
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 value 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. Recoverable amount for assets held primarily to generate net
cash inflows is measured at the higher of the present value of future cash flows expected to be
obtained from the asset 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.
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57
Financial report
Section 5
Operating Lease
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 are incurred, as this
represents the pattern of benefits derived from the leased assets.
(f)
Liabilities
Payables
Payables consist predominantly of trade and sundry creditors. These amounts represent liabilities
for goods and services provided to the authority prior to the end of the financial year, which are
unpaid at financial year end. The amounts are unsecured and are usually paid within 14 days of
recognition.
Provisions
Employee benefits
Provision is made for benefits accruing to employees in respect of wages and salaries, annual
leave and long service leave for services rendered to the reporting date.
Wages and salaries and annual leave
Liabilities for wages and salaries and annual leave expected to be settled within 12 months of the
reporting date are recognised at their nominal values using the remuneration rate expected to
apply at the time of settlement.
Depends on the expectation of the timing of the settlement, liabilities for wages and salaries and
annual 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
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
On-Costs
Provisions for on-costs such as payroll tax, workers compensation and superannuation are
recognised and included in employee benefit liabilities and costs when the employee benefits to
which they relate are recognised as liabilities.
(g)
Equity
Contributions by owners
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. Transfers of net assets arising from administrative
restructurings are treated as distributions to or contributions by owners.
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Section 5
Committed Funds Reserve
Financial report
Committed Funds Reserve are the authorities legal obligations owed for committed projects at the
end of the financial period.
Financial Instruments
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. Subsequently to initial
recognition, the financial instruments are measured as set out below:
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.
Held-to-maturity investments
Held to maturity investments are non-derivative financial assets with fixed or determinable
payments and fixed maturities that the Authority's management has the positive intention and
ability to hold to maturity. If the Authority were to sell other than an insignificant amount of held to
maturity financial assets, the whole category would be tainted and reclassified as available for sale.
Held to maturity financial assets are included in non-current assets, except for those with
maturities less than 12 months from the reporting date, which are classified as current assets. Any
held-to maturity investments held by the Authority are stated at amortised cost.
Impairment of financial assets
At each reporting date, the Authority assesses whether there is objective evidence that a financial
instrument has been impaired.
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.
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 value 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
Level2
Valuation techniques for which the lowest level input that is significant to the fair
value measurement is directly or indirectly observable; and
Level 3
Valuation techniques for which the lowest level input that is significant to the fair
value measurement is unobservable.
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59
Section 5
Financial report
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.
In addition, the Authority determines whether transfers have occurred between levels in the
hierarchy by re assessing categorisation (based on the lowest level input that is significant to the
fair value measurement as a whole) at the end of each reporting period.
The Valuer General Victoria (VGV) is the Authorities independent valuation agency.
The Authority in conjunction with VGV monitors changes in the fair value of each asset through
relevant data sources to determine whether revaluation is required.
(h)
Committed Funds Reserve
Committed Funds Reserve are the authorities legal obligations owed for committed projects at the
end of the financial period.
(i)
Commitments
Commitments for future expenditure including operating commitments arising from contracts relate
to rental of properties and photocopiers. These commitments are disclosed at their nominal value
net of goods and services tax payable (refer Note 11). These future expenditures cease to be
disclosed as commitments once the related liabilities are recognised in the balance sheet.
(j)
(k)
Contingent Liabilities
Contingent Liabilities are not recognised in the balance sheet, but are disclosed by way of note
and, if quantifiable, are measured at nominal value. Contingent liabilities are presented inclusive of
GST payable.
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.
(l)
New Accounting Standards and Interpretations
Certain new accounting standards and interpretations have been published that are not mandatory
for 30 June 2014 reporting period. As at 30 June 2014, the following standards and interpretations
had been issued but were not mandatory for financial years ending 30 June 2014. Wimmera
Catchment Management Authority has not and does not intend to adopt these standards early.
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Section 5
Summary
Impact on financial
statements
AASB 9 Financial
Instrument
This standard simplifies requirements 1 January 2017
for the classification and measurement
of financial assets resulting from Phase
1 of the IASB's project to replace IAS
39 financial Instruments: Recognition
and Measurement (AASB 139 Financial
Instruments: Recognition and
Measurement).
This standard is not
expected to have any
signficant impact.
AASB 10 Consolidated
Financial Statements
1 January 2014
This Standard forms the basis for
(not-for-profit
determining which entities should be
entities)
consolidated into an entity's financial
statements. AASB 10 defines 'control'
as requiring exposure or rights to
variable returns and the ability to affect
those returns through power over an
investee, which may broaden the
concept of control for public sector
entities. The AASB has issued an
Australian Implementation Guidance
for Not-for-Profit Entities - Control and
Structured Entities that explains and
illustrates how the principles in the
Standard apply from the perspective of
not-for=profit entities in the private and
public sectors.
signficant impact.
AASB 11 Joint
Arrangements
This Standard deals with the concept of 1 January 2014
joint control, and sets out a new
(not-for-profit
principles-based approach for
entities)
determining the type of joint
arrangement that exists and the
corresponding accounting treatment.
The new categories of joint
arrangements under AASB 11 are
more aligned to the actual rights and
obligations of the parties to the
arrangement.
signficant impact.
www.wcma.vic.gov.au
Financial report
Standard/ Interpretation
Applicable for
annual reporting
periods
beginning on or
after
61
Financial report
Section 5
62
Summary
Applicable for
annual reporting
periods
beginning on or
after
Impact on financial
statements
AASB 12 Disclosure of
Interests in Other Entities
1 January 2014
This Standard requires disclosure of
(not-for-profit
information that enables users of
entities)
financial statements to evaluate the
nature of, and risks associated with,
interests in other entities and the
effects of those interests on the
financial statements. This Standard
replaces the disclosure requirements in
AASB 127 Separate Financial
Statements and AASB 131 Interests In
Join Ventures.
signficant impact.
AASB 127 Separate
Financial Statements
This revised Standard prescribes the
accounting and disclosure
requirements for investments in
subsidiaries, joint ventures and
associates when an entity prepares
separate financial statements.
1 January 2014
(not-for-profit
entities)
signficant impact.
AASB 128 Investments in
Associates and Joint
Ventures
The revised Standard sets out the
requirements for the application of the
equity method when accounting for
investment sin associates and joint
ventures.
1 January 2014
(not-for-profit
entities)
signficant impact.
AASB 1055 Budgetary
Reporting
1 July 2014
AASB 1055 extends the scope of
budgetary reporting that is currently
applicable for the whole of government
and general government sector (GGS)
to NFP entities within the GGS,
provided that these entities present
separate budget to the parliament.
www.wcma.vic.gov.au
This Standard is not
applicable as no budget
disclosure is required.
Summary
Applicable for
annual reporting
periods
beginning on or
after
AASB 1056 Superannuation AASB 1056 replaces AAS 25 Financial 1 July 2016
Entities
Reporting by Superannuation Plans.
The standard was developed in light of
changes in recent years, developments
in the superannuation industry and
Australia's adoption of IFRS.
Financial report
Section 5
Impact on financial
statements
signficant impact.
In addition to the new standards above, the AASB has issued a list of amending standards that are not
effective fro the 2013-14 reporting period (as listed below). In general, these amending standards include
editorial and references changes that are expected to have insignificant impacts on public sector reporting.
The AASB Interpretation in the list below is also not effective for the 2013-14 reporting period and is
considered to have insignificant impacts on public sector reporting.
* AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010).
* AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint
Arrangements Standards.
* 2013-1 Amendments to AASB 1049 - Relocation of Budgetary Reporting Requirements.
* 2013-3 Amendments to AASB 136 - Recoverable Amount Disclosures for Non-Financial Assets.
* 2013-4 Amendments to Australian Accounting Standards - Novation of Derivatives and Continuation of
Hedge Accounting.
* 2013-5 Amendments to Australian Accounting Standards - Investment Entities.
* 2013-6 Amendments to AASB 136 arising from Reduced Disclosure Requirements.
* 2013-7 Amendments to AASB 1038 arising from AASB 10 in relation to consolidation and interests of
policy holders.
* 2013-9 Amendments to Australian Accounting Standards - Conceptual Framework, Materiality and
Financial Instruments.
* AASB Interpretation 21 Levies.
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63
Financial report
Section 5
NOTES TO THE FINANCIAL STATEMENTS
30 JUNE 2014
2014
$
NOTE 2
NOTE 3
NOTE 4
NOTE 5
DEPRECIATION
Plant & Equipment
Motor Vehicles
Total Depreciation
86,369
111,375
72,274
270,018
NET GAIN (LOSS) ON DISPOSAL OF NON-CURRENT ASSETS
Proceeds from disposal non-current assets:
Motor Vehicles
111,451
Plant & Equipment
977
112,428
Less: written down value of non-current assets
Motor Vehicles
26,200
26,200
86,228
Net gain(loss) on disposal non-current assets
2013
$
83,872
121,371
72,274
277,517
38,448
1,849
40,297
14,924
14,924
25,373
CASH AND CASH EQUIVALENTS
Cash on Hand
Cash at Bank
Short Term Deposits
Total Cash and Cash Equivalents
500
571,477
5,534,948
6,106,925
500
1,457,789
2,000,000
3,458,289
(a) Reconciliation to cash at end of year
The above figures are reconciled to cash at the end
of the financial year as shown in the cash flow
statement, as follows:
Balance as above
6,106,925
3,458,289
201,820
23,109
117,050
341,979
623,584
18,415
126,335
768,334
217,383
124,596
341,979
590,999
177,335
768,334
RECEIVABLES
CURRENT
Trade Debtors
Accrued Income
GST Receivable
Total Receivables
Receivables expected to be recovered <30 days
Receivables expected to be recovered >30 days and <60 days
Total Receivables
All receivables are current and expected to be fully recovered. The carrying amount approximates there fair value.
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Section 5
2013
$
777,713
(613,410)
164,303
Motor Vehicles at fair value
Less: Accumulated Depreciation
338,410
(159,183)
179,227
479,911
(258,396)
221,515
Leasehold Improvements at fair value
722,745
(361,372)
361,373
643,137
722,745
(289,098)
433,647
819,465
Total Property, plant & equipment
Financial report
NOTE 6
30 JUNE 2014
2014
$
PROPERTY, PLANT & EQUIPMENT
Plant & Equipment at fair value
802,316
(699,779)
102,537
Reconciliations of the carrying amounts of each class of property, plant and equipment at
the beginning and end of the current financial year are set out below.
Plant &
Equipment
Balance at
1 July 2012
Additions
Disposals
Depreciation
Balance at 30 June 2013
Balance at
1 July 2013
Additions
Disposals
Depreciation
Balance at 30 June 2014
Motor
Vehicles
Leasehold
Improvem
ents
Total
196,127
52,048
(83,872)
164,303
224,911
132,897
(14,924)
(121,371)
221,513
505,923
(72,274)
433,649
926,961
184,945
(14,924)
(277,517)
819,465
164,303
24,603
(86,369)
102,537
221,513
95,287
(26,200)
(111,375)
179,225
433,649
(72,274)
361,375
819,465
119,890
(26,200)
(270,018)
643,137
Fair value measurement hierarchy for assets as at 30 June 2014.
Carrying
amount as at
30 June 14
Fair Value measurement at end of
reporting period using:
Level 1 (i) Level 2 (i)
Level 3 (i)
Plant and equipment at Fair Value
Plant and equipment
102,537
102,537
Total Plant and equipment at Fair
Value
102,537
102,537
Motor vehicles at Fair Value
Motor vehicles
179,225
179,225
Total Motor vehicles at Fair Value
179,225
179,225
Leashold improvements at Fair Value
Leasehold improvements
361,375
361,375
361,375
361,375
Total Leasehold improvements at Fair
Value
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65
Section 5
Financial report
30 JUNE 2014
NOTE 6
PROPERTY, PLANT & EQUIPMENT (CONT'D)
Vehicles
Vehicles are valued using the depreciated replacement cost method. 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 fleet managers in the Authority who set relevant depreciation rates
during use to reflect the utilisation of the vehicles.
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
method.
Leasehold Improvements are held at fair value and are depreciated over 10 years.
There were not changes in valuation techniques throughout the period to 30 June
2014.
For all assets measured at fair value, the current use is considered the highest and
best use.
Reconciliation of Level
2014
Plant and
equipment
Motor Vehicles
Leasehold
Improvements
$
$
$
Opening Balance
164,303
221,513
433,649
Purchases (sales)
24,603
95,287
-
-
-
-
Gains or losses recognised in net results -
(26,200)
-
(86,369)
(111,375)
(72,274)
-
-
-
102,537
179,225
361,375
Revaluation
-
-
-
Subtotal
-
-
-
102,537
179,225
361,375
-
-
-
Transfers in (out) of Level 3
Depreciations
Impairment Loss
Subtotal
Closing Balance
Unrealised gains/(losses)
on non-financial assets
66
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Section 5
Financial report
30 JUNE 2014
NOTE 6
PROPERTY, PLANT & EQUIPMENT (CONT'D)
Description of significant unobservable inputs to level 3 valuations
Valuation
technique
Significant
unobservable
inputs
Cost per unit
Sensitivity of fair value
Range (weighted measurements to changes
in significant unobservable
average)
inputs
$3,000-$4,000 per
unit
A significant increase or
decrease in cost per unit
would result in a
significantly higher or
lower fair value.
($3,500 per unit)
Plant and equipment
Depreciated
replacement cost
Useful life of
plant and
equipment
5-10 years (7 years) decrease in the estimated
useful life of the asset
would result in a
lower valuation.
$9,000-$10,000 per
unit
Cost per unit
($9,500 per unit)
Vehicles
would result in a
lower fair value.
Depreciated
replacement cost
Useful life of
vehicles
3-5- years (3 years) decrease in the estimated
would result in a
lower valuation.
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67
Section 5
Financial report
NOTE 6
PROPERTY PLANT & EQUIPMENT (CONT'D)
Valuation
technique
Significant
unobservable
inputs
Sensitivity of fair value
Range (weighted measurements to changes
in significant unobservable
average)
inputs
Cost per unit
$3,000-$4,000 per
unit
would result in a
lower fair value.
($3,500 per unit)
Leasehold
Improvements
68
Depreciated
replacement cost
www.wcma.vic.gov.au
Useful life of
leasehold
improvements
5-10 years (7 years) decrease in the estimated
would result in a
lower valuation.
Section 5
2014
$
2013
$
NOTE 7
PAYABLES
CURRENT
Trade Creditors
204,000
168,010
Accrued Expenses
129,319
133,826
Group Tax payable
36,266
42,967
Total Payables
369,585
344,803
Due to the short term nature of the current payables, their carrying value is assumed to
approximate their fair value. Payables are paid within 30 days
NOTE 8
EMPLOYEE BENEFITS
CURRENT
Annual leave and unconditional long service
leave entitlements representing more than
7 years of continuous service, measured at Nominal value:
Long Service Leave
Unconditional and expected to settle within
12 months
Employee benefit on-costs
23,609
21,322
3,535
3,136
212,479
191,891
31,819
28,233
168,954
168,042
24,499
464,895
24,367
436,991
57,297
79,457
Total Non-Current
8,580
65,877
11,690
91,147
Total Employee Benefits
530,772
528,138
Unconditional and expected to settle after
12 months
Annual Leave
Unconditional and expected to settle within
12 months
Total Current
Financial report
30 JUNE 2014
NON CURRENT
Conditional long service leave and annual leave,
measured at Present value
Long Service Leave
The following assumptions were adopted in
measuring the present value or long service
leave entitlements:
Weighted average increase in employee costs
Weighted average discount rates
Weighted average settlement period
4.44%
3.57%
7 yrs
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4.50%
3.79%
7 yrs
69
Section 5
Financial report
30 JUNE 2014
NOTE 9
EQUITY
(a) Contributed Capital
Total at beginning of financial year
Total at reporting date
(b) Retained Profits
Retained Profits at the beginning of the year
Net Result for the year
Transfer (to) / from Reserves
Retained profits at the reporting date
2014
2013
$
$
1,723,699
1,723,699
1,723,699
1,723,699
1,841,930
2,045,772
(554,382)
3,333,320
2,821,153
(1,129,289)
150,066
1,841,930
(c) Committed Funds Reserve
Opening balance
621,899
Transfer from/(to) retained profits
554,382
Total at reporting date
1,176,281
Reserve funds are legal obligations owed for committed projects
NOTE 10
RECONCILIATION OF PROFIT/(LOSS) FOR
THE YEAR TO NET CASH FLOWS FROM
OPERATING ACTIVITIES
Net result for the year
Non Cash Flows in result:
Depreciation
(Profit)/Loss on disposal of non-current Assets
Changes in Assets & Liabilities:
Increase/(Decrease) in Payables
Increase/(Decrease) in Employee Benefits
Decrease/(Increase) in Receivables
Decrease/(Increase) in Prepayments
Net Cash provided by/(used in) Operating Activities
70
771,965
(150,066)
621,899
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2,045,772
(1,129,289)
270,018
(86,228)
277,517
(25,373)
24,782
2,634
426,355
(27,235)
2,656,098
114,089
16,841
(454,656)
13,142
(1,187,729)
Section 5
30 JUNE 2014
2013
$
110,979
340,842
451,821
167,378
319,077
40,474
526,929
Financial report
2014
$
NOTE 11 COMMITMENTS
Capital commitments
The Authority has no capital commitments as at 30 June 2014 (2013: nil)
Operating lease commitments
Not later than one year
Later than one and not later than five years
Later than five years
Total Operating Lease Liability
Operating lease commitments relate to building and equipment leases
NOTE 12 CARRY FORWARD PROJECT FUNDING
Catchment 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 the 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 Corporation Plan approved by
the Minister for Environment and Climate Change and Minister for 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 years. Refer Note 4 - Cash
and Cash Equivalents for balances on hand.
NOTE 13 CONTINGENT LIABILITIES AND ASSETS
The Authority has no contingent liabilities as at 30 June 2014 (2013: nil)
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71
Section 5
Financial report
30 JUNE 2014
NOTE 14
RESPONSIBLE PERSONS AND RELATED PARTY DISCLOSURES
2014
$
2013
$
(a) Responsible persons
The names of persons who were Responsible Persons
at any time during the financial year were:
Responsible Minister





Governing Board
Karen Douglas (CP)
Jessica Adler
Amity Dunstan
Emelia Sudholz
Damien Holmes
Emily Anderson
Kenneth Dowsley
Geoffrey Michell
Ewan Letts
Dean Johns
David Drage
John Goldsmith
Accountable Officer
David Brennan
Chief Executive Officer
1st July 2013 to 30th June 2014
1st July 2013 to 30th September 2013
1st October 2013 to 30th June 2014
Remuneration of Responsible Persons:
Remuneration paid to Ministers is reported in
the Annual Report of the Department of
Premier and Cabinet.
The Number of Responsible Persons are
shown in their relevant income bands:
$0 - $9,999
$10,000 - $19,999
$20,000 - $29,999
$180,000 - $189,999
Total amount Remuneration received, or due and
receivable by Responsible persons amounted to:
72
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7
4
1
1
13
8
1
1
10
$
305,152
$
310,857
Section 5
Financial report
30 JUNE 2014
NOTE 14
RESPONSIBLE PERSONS AND RELATED PARTY DISCLOSURES (CONT'D)
Other Transactions of Responsible Persons and their Related Parties
Other than travel reimbursements there were no other transactions between the Authority and responsible
persons or their related parities as at 30 June 2014. (2013: $79,200).
Total Remuneration
2014
(b) Executive Officer's Remuneration
The number of executive officers other than Ministers
and Accountable officer, whose total remuneration
falls within the specified bands above $100,000
$100,000 - $109,999
$110,000 - $119,999
$120,000 - $129,999
$140,000 - $149,999
Total number of executives
Total annualised employee equivalent (AEE)**
Total remuneration
$
1
1
2
4
4
470,557
Base Remuneration
2013
2014
2
1
3
3
$ 375,528
2
2
4
4
$458,543
2013
2
1
3
3
$366,360
** Annualised employee equivalent is based on working 38 ordinary hours per week over the
reporting period.
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 above 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. the total annualised equivalent provides a measure of full time equivalent
executive officers over the reporting period.
There was an increase in remuneration due to the Management function being shared across two existing
positions.
(c) Payments to other Personnel (Contractors with significant Management Responsibilities)
The number of contractors charged with significant management responsibilities is nil.
(2013: nil)
www.wcma.vic.gov.au
73
Section 5
Financial report
30 JUNE 2014
NOTE 15 SUPERANNUATION
The Authority contributes in respect of its employees, to the following superannuation schemes:
Type of
Scheme
Rate %
2014
2013
$
$
Vision Super
Accumulation
Fund
9.25
52,086
77,756
Other Superannuation Funds
Accumulation
Fund
9.25
162,436
150,281
214,522
228,037
Total contributions to all funds
As at balance date there were no outstanding contributions payable to the above funds.
As at the reporting date, there were no loans to or from the Authority to any of the above funds.
The Fund's accumulation category, Vision Super, receives both employer and employee contributions on
a progressive basis. Employer contributions are normally based on a fixed percentage of employee
earnings (9% required under Superannuation Guarantee Legislation). Nor further liability accrues to the
employer as superannuation benefits accruing to the employees are represented by their share of the net
assets of the Fund.
NOTE 16 FINANCIAL INSTRUMENTS
The Authority's activities expose it to a variety of financial risks: market risk, credit risk and liquidity risk.
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 other price risks, ageing analysis for credit risk and
beta analysis in respect of investment portfolios to determine market risk.
Risk management is carried out by the chief financial officer under policies approved by the Board of
Directors. The Board provides written principles for overall risk management, as well as policies covering
specific areas such as interest rate risk, credit risk, use of derivative financial instruments and nonderivative financial instruments and investment of excess liquidity.
The main risk 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 of 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, there is no
exposure to foreign exchange risk and insignificant exposure to other price risks.
Objectives, policies and processes used to these risks are disclosed in the paragraphs below:
(i) Interest Rate Risk
The Authority has minimal exposure to interest rate risk through its holding of cash assets and other
financial assets.
74
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571,477
2014
$
1,457,789
2013
$
Floating Interest Rate
5,534,948
2014
$
2,000,000
2013
$
Fixed Interest Rate
641,999
344,803
369,585
500
2013
$
224,929
500
2014
$
Non-Interest
Bearing
369,585
224,929
6,106,925
2014
$
344,803
641,999
3,458,289
2013
$
Total Carrying Amount
0%
0%
3.37%
0%
0%
4.15%
Weighted Average
Effective Interest
Rate
2014
2013
%
%
www.wcma.vic.gov.au
Financial report
The entity’s exposure to interest rate risk would mainly arise from any financial assets and financial liabilities which are held to maturity and are
subject to variable interest rates as their values will fluctuate according to changes in market rates.
ReceivablesDebtors
(ii) Financial
liabilities
Payables
Cash Assets
(i) Financial
Assets
Financial
Instruments
(i) Interest Rate Risk Cont'd
The Authority’s exposure to interest rate risks and the effective interest rates of financial assets and financial liabilities, both recognised and
unrecognised at the balance date, are as follows:
NOTE 16 FINANCIAL INSTRUMENTS (CONT’D)
30 JUNE 2014
Section 5
75
Section 5
Financial report
30 JUNE 2014
NOTE 16
FINANCIAL INSTRUMENTS (CONT’D)
(i) Interest Rate Risk Cont'd
The fair value of financial instruments must be estimated for recognition and measurement or for
disclosure purposes.
Refer to Note 1 (g) Equity - fair value for accounting policy relating to disclosure of fair value
measurement hierarchy.
The following tables present the Authority's financial assets and financial liabilities measured and
recognised at fair value at 30 June 2014 and 2013. It also shows the comparison between the
carrying amount of the asset or liability and its fair value.
2014
Assets
Financial assets at fair value through
profit & loss
Management investment schemes
Total Assets
Liabilities
Financial liabilities at fair value through
profit & loss
Total Liabilities
2013
Assets
Financial assets at fair value through
profit & loss
Management investment schemes
Total Assets
Liabilities
Financial liabilities at fair value through
profit & loss
Total Liabilities
Carrying
amount
as at
30 June 14
$
Level 1
$
Level 2
$
Level 3
$
6,331,854
6,331,854
-
-
6,331,854
6,331,854
-
-
369,585
369,585
-
-
369,585
369,585
-
-
Carrying
amount
as at
30 June 13
$
Level 1
$
Level 2
$
Level 3
$
4,100,288
4,100,288
4,100,288
4,100,288
-
-
344,803
344,803
344,803
344,803
-
-
There have been no transfers between levels during the period.
The fair value of financial instruments traded in active markets is based on quoted market prices at
the end of the reporting period. The quoted market price used for financial assets held by the
Authority is the current bid price. These instruments are included in Level 1.
The carrying amounts of receivables and payable are assumed to approximate their fair value due to
their short term nature. The fair value of financial liabilities for disclosure purposes is estimated by
discounting the future contractual cash flows at the current market interest rate that is available to the
Authority for similar financial instruments.
The fair value of the financial assets and liabilities is included at the amount at which the instrument
could be exchanged in a current transaction between willing parties, other than in a forced or
liquidation sale.
76
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Section 5
Financial report
30 JUNE 2013
(ii) Foreign Exchange Risk
The Authority has no exposure to changes in the foreign exchange rate.
(iii) Other Price Risk
The Authority has no significant exposure to Other Price Risk.
Market Risk Sensitivity Analysis
The following table summarises the sensitivity of the Authority's financial assets and liabilities to interest
rate risk, foreign exchange risk and other price risk.
Carrying
amount
$
30 June 14
Carrying
amount
$
30 June13
30-Jun-14
30-Jun-13
30-Jun-14
30-Jun-13
-1%
-1%
+ 1%
+ 1%
Result
$
Equity
$
Result
$
Equity
$
Result
$
Equity
$
Result
$
Equity
$
Financial assets
Cash & Cash
Equivalents
6,106,925
3,458,289
61,069
61,069
34,582
34,582
61,069
61,069
34,582
34,582
224,929
641,999
-
-
-
-
-
-
-
-
369,585
344,803
-
-
-
-
-
-
-
-
61,069
61,069
34,582
34,582
61,069
61,069
34,582
34,582
Receivables
Financial liabilities
Payables
Total
increase/(decr
ease)
www.wcma.vic.gov.au
77
Section 5
Financial report
30 JUNE 2014
The Authority’s maximum exposure to credit risk at balance date for each class of
recognised financial assets, is the carrying amount of those assets as disclosed
in the statement of financial position.
Concentrations of credit risk
In terms of its trade receivables, the Authority’s customers are concentrated in
Victoria, Australia. Major customers are the Victorian State Government and
Victorian Public bodies. Credit risk is minimised by the large numbers of
customers receiving the Authority's services. In addition the Authority's debt
management procedure allow only 30 days credit from the date of invoicing and a
follow-up process which will refer outstanding receivables to a debt collection
agency if there is no response to reminder notices, within 21 days after the credit
term. A provision for doubtful debts is raised for any debts, which are more than
120 days overdue, and there is a doubt regarding their collection.
(c) Liquidity Risk
The Authority manages liquidity risk by maintaining adequate reserves, by
continuously monitoring forecasts and actual cash flows and matching the
maturity profiles of financial assets and financial liabilities.
(d) Fair Valuation
The carrying value of trade receivables and payables is a reasonable
approximation of their fair values due to their short-term nature.
2014
$
NOTE 17 Remuneration of Auditor-General
Amounts received or due and receivable,
by the auditor for auditing the accounts
of the Authority
9,000
2013
$
8,750
NOTE 18 Events occurring after the balance sheet date
No matters or circumstances have arisen since the end of the reporting period
which significantly affected or may significantly affect the operations of the
Authority, the results of those operations, or the state of affairs of the Authority in
future financial years.
78
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Financial report
Section 5
www.wcma.vic.gov.au
79
Financial report
Section 5
80
www.wcma.vic.gov.au
Appendices
Appendix 1 – disclosure index
Report of operations
LegislationRequirement
Page
Charter and purpose
FRD 22C Manner of establishment and the responsible Ministers
6
FRD 22C
Objectives, functions, powers and duties 6
FRD 22C
Nature and range of services provided
7
Organisational structure 37
FRD 10
Disclosure index
82-83
FRD 12A
Disclosure of major contracts
46
FRD 22D, SD 4.2(k)
Operational and budgetary objectives and performance against objectives 10-13
FRD 22D
Employment and conduct principles
44
FRD 22D
Occupational health and safety policy
44
FRD 22D
Summary of the financial results for the year 36
FRD 22D
Significant changes in financial position during the year 36
FRD 22D
Major changes or factors affecting performance 36
FRD 22D
Subsequent events
36
FRD 22D
Application and operation of Freedom of Information Act 1982 46
FRD 22D
Compliance with building and maintenance provisions of Building Act 199346
FRD 22D
Statement on National Competition Policy 46
FRD 22D
Details of consultancies over $10,000 46
FRD 22D
Details of consultancies under $10,000 46
FRD 22D
Statement of availability of other information 47
FRD 24C
Reporting of office‑based environmental impacts
47
FRD 25A
Victorian Industry Participation Policy disclosures
46
SD 4.5.5
Risk management compliance attestation
648
SD 4.5.5.1
Insurance Attestation
48
SD 4.2(g)
General information requirements
6
SD 4.2(j) Sign-off requirements
5 & 49
Management and structure
FRD 22C
Financial and other information
81
Section 5
Financial statements
LegislationRequirement
Page
Financial statements required under Part 7 of the FMA
SD 4.2(a)
Statement of changes in equity
51
SD 4.2(b)
Statement of comprehensive income
50
SD 4.2(b)
Balance sheet
52
SD 4.2(b)
Cash flow statement
53
Other requirements under Standing Direction 4.2
SD 4.2(a)
Compliance with Australian accounting standards and
other authoritative pronouncements
54
SD 4.2(a)
Statement of Compliance
49
SD 4.2(d)
Rounding of amounts
54
SD 4.2(c)
Accountable officer’s declaration
49
Other disclosures as required by FRDs in notes to the financial statements
FRD 21B
Responsible person and executive officer disclosures
72-73
FRD 103D
Non-current physical assets
56-57
FRD 104
Foreign currency
77
FRD 106
Impairment of assets
57
FRD 110
Cash flow statements
53
FRD 112B
Defined benefit superannuation obligations
74
FRD 114A
Financial Instruments – general government entities and
public non–financial corporation’s
74-78
FRD 119
Contributions by owners
58
Legislation
Freedom of Information Act 1982
46
Building Act 1983
46
Victorian Industry Participation Policy Act 200346
Financial Management Act 1994
54
Multicultural Victoria Act 2004
45
Protected Disclosure Act 2012
40
www.wcma.vic.gov.au
82
Wimmera CMA
24 Darlot Street, Horsham, 3400
Ph: 03 5382 1544
Fax: 03 5382 6076
Email: wca@wcma.vic.gov.au
www.wcma.vic.gov.au
Publication date: September 2014

- Wimmera Catchment Management Authority

Transcription

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