2018–2021...system in Victoria. Persistence, agility and focus are three descriptors that will embody our approach to the 2018-19 financial year. The continuation of our board succession

i

Business Plan 2018–2021

Contents

Message from the Chair 1

Executive Officer’s message 2

Who we are 3

The GVWRRG Board 4

Stakeholder framework 5

Vision, purpose and values 6

Organisational goal 7

What does success look like? 8

Objectives, functions and powers 9

GVWRRG priorities 10

Legislative and policy framework 11

Priority area objectives 12

1 – Planning 12

2 – Implementation and collaborative procurement 16

3 – Engagement 16

4 – Education 17

5 – Best practice support 18

6 – Governance 18

GVWRRG risk management 19

Budget 20

Projected balance sheet 21

Appendix A 22

© State of Victoria, Goulburn Valley Waste and Resource Recovery Group 2018. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.

1Business Plan 2018-2021 1

Message from the Chair

It is with pleasure that I present the Goulburn Valley Waste and Resource Recovery Group’s (GVWRRG) Business Plan for July 2018 to June 2021.

Since establishment, the GVWRRG has worked tirelessly to demonstrate its value within the waste and resource recovery framework through local engagement and relationships that are leveraged to influence better practice within the Goulburn Valley.

This year the business planning period holds new and emerging challenges which will require GVWRRG to find a pathway through the significant layers of complexity that currently influence the waste and resource recovery system in Victoria.

Persistence, agility and focus are three descriptors that will embody our approach to the 2018-19 financial year. The continuation of our board succession will see newly appointed skills-based directors join us in August 2018. We look forward to the outcome of this recruitment process. Clearly these new directors will be joining our organisation at a watershed time.

Securing resources for our work is a high priority especially in view of the multiyear nature of the commitment required to impact the best outcomes in land use planning and procurement practices and infrastructure. As a Board we recognise that the delivery of our Waste and Resource Recovery Implementation Plan is becoming constrained. Whilst hoping for better outcomes, we will be preparing for a very different transition period to what was understood the vision of the raft of organisational and governance reforms of recent years.

With the increased demands on our time, staff will instead be encouraged to deprioritise traditional delivery areas in favour of fewer high value priority programs. This process will be carefully communicated and managed through the Board to all stakeholders.

With a 69% reduction in employment capacity, it is foreseeable that Board will be entertaining only the delivery of core statutory and governance related tasks. Assisting or facilitating other objectives of our portfolio partners will be assessed on a case by case basis only.

GVWRRG will remain committed to influencing a more sensible balance in organisational resourcing through the retention of placed based resources, whilst exploiting selected opportunities for greater collaboration.

Seema Abdullah Chairperson

1

2

Executive Officer’s message

The 2018–19 year sees GVWRRG progressing further the delivery phase of the Goulburn Valley Waste and Resource Recovery Implementation Plan. Our focus will be on continued progress with leading infrastructure planning projects that support GV Implementation Plan objectives and wherever possible align with the key priorities set out in the GVWRRG Statement of Expectations (SoE).

The events of 2017-18 have shown us that WRRGs need to remain flexible and ready to respond to needs and opportunities within our sector. It is with that sentiment in mind that GVWRRG will seek to further simplify its project deliverables in the 2018-19 financial year.

With the support and advice from the GVWRRG Board and the Goulburn Valley Local Government Waste Forum and its sub-committees, we are well placed to achieve significant outcomes in the areas of infrastructure development, procurement, land use planning and best practice support. Binding these core deliverables are all the governance elements – administration, risk management, compliance, and ethics – that are involved in operating our organisation.

The Board is cognisant of the need to ensure that any council project contributions is not being and will not be used to subsidise our core operations, rather that these monies will continue to be accounted for and managed for the purposes that they have been intended under strict project management disciplines.

A key challenge will be to maintain the current quality of our work whilst managing what reduced resources. This may be assisted to some degree by capitalising on the expertise and capacity across the WRRG network to work towards shared objectives.

Work will continue to be invested to manage stakeholder expectations and to ensure our local government partners are informed of the planning being undertaken to minimise any impacts that fiscal constraint may pose.

The recent crisis in the recycling sector also highlighted the Waste and Resource Recovery Groups’ unique facilitation role in the state environment portfolio. GVWRRG’s involvement in both the initial response and in ongoing support for the Government’s transition to a more resilient recycling economy, further demonstrates the value and influence of our work. We will be using discretion in how we support the delivery of other programs such as the implementation of the e-waste ban, management of combustible materials and closed landfills.

Further drawdown on reserves will fund the delivery of this business plan with a return to a balanced budget in the 2021-22. A key assumption in this plan is the continuation of buy in from local government through our Local Government Waste Forum. Voluntary project contributions have co-funded waste and resource recovery initiatives and research in the Goulburn Valley for over twenty years and has been a key element in the successes that GVWRRG has enjoyed.

In the fourth quarter of the 2018-19 financial year Manager of Strategic Planning, Tracy Taylor, will be acting in the role of Executive Officer while the Executive Officer takes extended leave.

Nicholas Nagle Executive Officer

Land usePlanning

IntegrationProcurement

Governance

Infrastructuredevelopment

3

Who we are

The GVWRRG is a Statutory Authority established under the Environment Protection Act 1970 (EP Act). The organisation commenced operating on 1 August 2014.

The GVWRRG provides linkages between local governments, community, and industry and is responsible for facilitating a coordinated approach to the planning and delivery of infrastructure and services for all waste streams, municipal solid waste, commercial and industrial waste and construction and demolition waste.

GVWRRG works with councils to plan for infrastructure and investment in the delivery of waste and resource recovery services. It ensures council understands the range of opportunities associated with strategic decision options and the associated policy and commercial frameworks to guide planning and procurement.

GVWRRG’s role and expertise reflects a strong understanding of council’s commitment to educate and ensure economic value via waste management and deliverables related to resource recovery.

The organisation has a central office located at Shepparton to service the Goulburn Valley region which extends from the New South Wales border through to the outer suburbs of Melbourne and encompasses the following municipalities:

• Shire of Campaspe

• Greater Shepparton City Council

• Mitchell Shire Council

• Moira Shire Council

• Murrindindi Shire Council

• Strathbogie Shire Council

Figure 1: Victoria’s waste and resource recovery regions

North East

Goulburn Valley

Loddon Mallee

Grampians Central West

Barwon South West

Metropolitan

Gippsland

4

The GVWRRG Board

The GVWRRG Board consists of eight directors, four nominated from the Goulburn Valley Local Government Waste Forum and four skills-based. Collectively, they ensure good governance and oversee risk management and strategic planning undertaken by GVWRRG.

Director Seema Abdullah

Board Chairperson

DirectorGeoff Dobson

Deputy Chair

Director David Lowe

Director Vanessa Petrie

Director Wendy Jones

Director Leigh Wilson

Director Eric Lording

Director Andrea Richards

Figure 2: GVWRRG staffing organisational chart

Manager Operations

1.0 FTE

Project Coordinator

0.6 FTE

Executive Officer 1.0 FTE

GVWRRG Board

Communications and Education Officer

0.4 FTE

Manager Stategic Planning 0.8 FTE

Administration Officer0.7 FTE

5Business Plan 2018-2021 5

Stakeholder framework

Figure 3: Organisational relationship chart

Minister for Energy, Environment and Climate Change

Audit Committee

Education Steering Committee

Technical Advisory Sub-committee

Sustainability Victoria

Other Regional Waste and

Resource Recovery Groups

Department of Environment,

Land, Water and Planning

Environment Protection

Authority Victoria

Local Government Waste Forum

Goulburn Valley Waste and Resource

Recovery Group Board

5

6

Vision, purpose and values

Our vision

Powerfully engaged; partnering in positive outcomes for waste minimisation and recovery via social, economic and environmental means.

Our purpose

Through collaboration with the six councils, the Department of Environment, Land, Water and Planning (DELWP), the Environment Protection Authority (EPA), Sustainability Victoria (SV), other (WRRGs, industry, business and the community, GVWRRG aims to:

• Integrate statutory planning for waste and resource recovery. We will work to ensure that waste and resource recovery is supported by statutory planning processes and decisions.

• Attract investment and market development. We will initiate the provision of high quality planning and advice that informs the market and supports procurement processes.

• Maximise the sustainable recovery of materials from waste.

• Reduce the generation of waste.

• Improve waste and resource recovery infrastructure. We will facilitate development and continual improvement of waste and resource recovery infrastructure.

• Manage residual waste, thereby minimising the damage to the environment caused by waste disposal.

• Improve delivery capacity. We will build capacity and promote best practice in the sector through integrated projects and the provision of expertise and resources.

Our values

We:

• Recognise the role we play in an integrated waste management framework

• Will work harmoniously together and collaborate to achieve shared objectives

• Will be responsible and equitable in our dealings and communication

• Will provide quality information, facilitation and advice.

7

Organisational goal

To be an organisation of connected, trusted experts, focused on facilitating innovative and effective waste minimisation, resource recovery and waste management initiatives in our region

We will achieve this goal by ensuring that we strive to deliver the GV Implementation Plan and become a more sustainable organisation.

During the delivery phase of our regional planning process, GVWRRG will continue to consult with relevant stakeholders in industry, the community, and other government agencies in a highly collaborative manner.

Our organisation looks forward to positively contributing towards the achievement of the state-wide goals for waste and resource recovery and the priority actions contained within the GV Implementation Plan.

We want to ensure we have the right waste and resource recovery infrastructure to meet the region’s needs for at least the next 10 years.

In line with our shared State and Regional Waste and Resource Recovery Goals, we will do this by supporting councils, industry, business and the community to:

• reduce our reliance on landfills,

• encourage resource recovery and recycling through the consolidation and aggregation of our waste,

• raise the standard of waste and resource recovery facilities by improving their performance,

• improve the evidence base for decision making at all levels of government, industry and the community.

Business Plan 2018-2021 7 7

8

What does success look like?

The region has the right mix of infrastructure to manage its waste and recover valuable resources and provide economic, social and environmental benefit to the community. Indicators of achievement will also include:

Informed planning Targeted information and guidance informs evidence-based planning and investment decisions.

Increased resource recovery Valuable resources are recovered and consolidated through an integrated planning and infrastructure approach.

Enhanced management of residual waste

Current and new residual waste facilities are managed to provide economic, social and environmental community benefits including cost efficiency, improved amenity, less community and environmental impacts, and environmental protection.

Business Plan 2018-2021 8

8

9

Objectives, functions and powers

Objectives of the GVWRRG In accordance with section 49G of the EP Act, the objectives of the GVWRRG are:

a. to undertake waste and resource recovery infrastructure planning to meet the future needs of its waste and resource recovery region while minimising the environmental and public health impacts of waste and resource recovery infrastructure;

b. to facilitate efficient procurement of waste and resource recovery infrastructure and services for its waste and resource recovery region through the collective procurement of waste management facilities and waste and resource recovery services in the region;

c. to integrate regional and local knowledge into state-wide waste and resource recovery market development strategies;

d. to educate businesses and communities within its waste and resource recovery region to reduce waste going to landfill by using waste and resource recovery infrastructure and services efficiently; and

e. to ensure Regional Waste and Resource Recovery Implementation Plans and programs are informed by local government, business and community and inform state-wide waste and resource recovery planning and programs.

In seeking to achieve its objectives, a WRRG must collaborate with councils, SV, the EPA, industry, business and the community.

Functions of the GVWRRG In accordance with section 49H of the EP Act, the functions of the GVWRRG are:

a. to plan for the future needs of waste and resource recovery infrastructure within the Goulburn Valley waste and resource recovery region consistently with the State Infrastructure Plan;

b. to facilitate the provision of waste and resource recovery infrastructure and services by councils within its waste and resource recovery region;

c. to facilitate the development of contracts for the joint procurement of waste management facilities and waste and resource recovery services within its waste and resource recovery region;

d. to manage contracts in the performance of its objectives and functions;

e. to work with Sustainability Victoria, councils, businesses and communities to ensure state-wide waste and resource recovery education programs are adapted to the needs of its waste and resource recovery region and to facilitate the delivery of those education programs;

f. to advise, with SV, councils and businesses within its waste and resource recovery region on best practices for waste and resource recovery systems, facilities and services;

g. to support its waste and resource recovery region’s Local Government Waste Forum to enable it to perform its functions; and

h. to undertake waste and resource recovery projects as funded by government, councils and other organisations.

Powers of the GVWRRG In accordance with section 49I of the EP Act, GVWRRG has the power to do all things that are necessary or convenient to enable it to carry out its functions and achieve its objectives.

However, GVWRRG cannot:

a. own or operate a waste management facility; or

b. apply for or hold a planning permit; or

a. enter into contracts for the procurement of waste management facilities or waste and resource recovery services, unless the contract is jointly entered into with a procurer under that contract.

10

GVWRRG priorities

GVWRRG will continue to initiate and facilitate appropriate projects within the resources provided to achieve the outcomes identified in our Ministerial Statement of Expectations (SoE) and the GV Implementation Plan.

Areas of implementation focus regarding the six SoE priorities are summarised in Table 1 below and are detailed in the Priority Area Objectives of this Business Plan.

Table 1: Six priority areas for GVWRRG (from the GVWRRG Statement of Expectations)

SoE priority area Implementation focus

1. Planning Assess the waste and resource recovery (WRR) needs for the region to plan for future WRR infrastructure.

2. Implementation and collaborative procurement

Facilitate the implementation of collaborative procurement initiatives to assist in the delivery of the GV Implementation Plan.

3. Engagement Support the implementation of local government funded programs that align with the GV Implementation Plan.

4. Education Work with SV to provide regionally specific input into the design of programs delivered under the Victorian Waste Education Strategy and the Victorian Organics Resource Recovery Strategy.

5. Best practice support Facilitate access to best practice advice for industry, local government schools and the community, on WRR management, services, technologies and facilities.

6. Good governance Produce timely and accurate annual financial reports and business plans.

11

Legislative and policy framework

GVWRRG will fulfil its functions in accordance with the following legislative and policy framework as set out in the GVWRRG Statement of Expectations:

• the Environment Protection Act 1970. The EP Act establishes objectives for resource efficiency including sustainable use of resources and fostering of best practice in waste management. The EP Act also sets out under Divisions 2AB the Victorian Waste and Resource Recovery Infrastructure Planning Framework which includes the requirement for WRRGs to develop Regional Waste and Resource Recovery Implementation Plans.

• the principles and obligations in the Public Administration Act 2004 and related codes and frameworks issued by the Victorian Public Sector Commission including the Directors’ Code of Conduct and the Code of Conduct for Victorian Public Sector Employees

• all other laws and obligations that bind GVWRRG and form its governance framework including the Financial Management Act 1994

• the Andrews Labor Government’s policies relevant to GVWRRG

• the Minister for Energy, Environment and Climate Change’s priorities for GVWRRG, as set out in the SoE.

Business Plan 2018-2021 1111

12

Priority area objectives

1 - Planning Assess the WRR needs for the region, to plan for future WRR infrastructure. This should support the achievement of State Infrastructure Plan goals and continue to progress the GV Implementation Plan.

The State-wide Waste and Resource Recovery Infrastructure Plan (State Infrastructure Plan) goals will be achieved by implementing the strategic directions at a state, regional and local level over the next 30 years. These directions will guide the activities and decisions made by everyone involved in waste and resource recovery infrastructure planning in Victoria.

Details of each GVWRRG action identified for each priority objective (from the GV Implementation Plan), are shown in Table 2. The table also shows alignment of actions with regional objectives, state-wide goals, stakeholders and implementation indicators. The GV Implementation Plan objectives extend to the 2019-20, which is the completion date of the four year project. We will be seeking an updated SoE, to provide further direction for future priorities during the delivery phase of the GV Implementation Plan.

#GVWRRG ACTION

OBJECTIVE

Goulburn Valley Implementation Plan

ALIGNMENT IMPLEMENTATION

Regional strategic objective

SWRRIP goal Stakeholders KPI Indicator

Go

vern

ance

• Advise Minister and the Secretary of DELWP of any known major risks

• Respond to Ministerial info requests in a timely manner

• Cooperate with DELWP in relation to all aspects of its oversight and support of our organisation, in accordance with section 13A of the Public Administration Act 2004

• Actively participate in the achievement of a shared services framework

• Ensure the GVWRRG meets all its legal and other obligations, including compliance with financial management legislation and frameworks

• Detail in the business plan what the entity intends to do to fulfil its functions and set the strategic direction and business objectives

• Develop and approve a high quality, timely, and accurate Annual Report for the Group that details activities and financial position in accordance with relevant legislation, policies and guidelines.

Minister, Secretary of DELWP, DELWP, GVWRRG Board

Timing of submission

Level of compliance

Partial, full or non-compliance

13

#GVWRRG ACTION

OBJECTIVE





1 Increase diversion of industrial waste from landfills

2018-19To investigate funding opportunities to support waste audits and increased industrial waste recovery at source.

1,31 1,3 GVWRRG, industry, councils, SV

Recovery of industrial waste (tonnes)

Leveraged statewide funding programs for infrastructure or other funding attracted ($)

Victorian Recycling Industry Annual Survey data

2019-20Nil activity.

2 Facilitate the increased recovery of regional and state priority materials

2018-19To investigate opportunities to increase reprocessing of regional priority materials including:

• plastics – assess options to utilise existing capacity and/or seek new reprocessing methods as appropriate

• e-waste – design a regional network of collection and aggregation points for at least six sites to prepare the region for the introduction of e-waste ban.


Increased recovery of regional and state priority materials (tonnes and %)

Regional Waste and Resource Recovery Data baseline (SV)

2019-20To investigate reprocessing options for textiles and other priority materials in the Victorian Market Development Strategy.

1,3 1,3

3 Work with councils and industry to investigate viable options to increase the recovery of household and commercial food and garden organics

2018-19To identify C&I organic waste streams and assess opportunities to aggregate and/or consolidate organics to support investment.

1,3 1,3 Councils, GVWRRG, SV, industry

Increased recovery of household food and garden organics (tonnes and %)

Increased commercial food recovery (tonnes and %)

Council data survey yields

Residual garbage audit results, against historic data 2007, 2010, 2016

Establish baseline data through audits

Victorian Recycling Industry Annual Survey data

2019-20To support the local delivery of the Victorian Organics Resource Recovery Strategy.


4 Improve market engagement techniques and lead a sound analysis of viable opportunities to maximise resource recovery

2018-19To undertake early engagement with industry stakeholders to obtain accurate registrations of processing capacity.

1,3,5 1,3,5,6 GVWRRG, SV, councils, industry, WRRGs

Market engagement participation — number of participants

Value of investment proposed ($)

Additional resource recovery identified (tonnes)

Market sounding result (2015 baseline)

2019-20To undertake a robust evaluation of submissions to the market engagement process to meet the region’s growing capacity needs.

1,3,5 1,3,5,6 GVWRRG, SV, councils, industry, WRRGs

14

#GVWRRG ACTION

OBJECTIVE





5 Build capacity of landfill operators to minimise impacts to the community and environment posed by the management of residual waste

2018-19Work with municipal emergency management officers, landfill operators and state authorities to develop mechanisms to appropriately manage waste during and after emergency events.

5 5 Councils, GVWRRG, EPA, Emergency Management Victoria, industry

Councils participating in domestic asbestos disposal program (number)

Number and value of site upgrades undertaken from regional facility prioritisation register

Leverage statewide funding programs for infrastructure or other funding attracted ($)

Annual performance

2019-20Nil Activity.

6 Support councils to develop waste and resource recovery plans and improved practices for waste and resource recovery facilities

2018-19Support capacity building for waste and resource recovery for LG.

3 3 GVWRRG, SV, EPA, councils, industry

Council waste and resource recovery plans that align with GV implementation plan (number)

RRCs demonstrating best practice standards (number)

Improvement against GVWRRG Regional Resource Recovery Assessment report 2014, SMEC rural and regional RRC 2014


7 Facilitate partnerships with industry (service providers and waste generators), councils and state government for collection, processing and transport efficiencies

2018-19To facilitate training opportunities to support improved procurement practices.

To support research and demonstration of innovative technologies and material handling.

1,3 1,3 GVWRRG, councils, industry, SV

Development of GVWRRG procurement plan

Delivery of council training package

Pre- and post-surveys of participant competence

2019-20To support implementation of innovative technologies and material handling.

To gain a greater understanding of material flows across the region and potential impacts.

1,3 1,3

8 Support community and business actively participating in decision making processes

2018-19To assess options for greater participation in waste management and resource recovery planning and decision making.

To support local implementation of resource recovery education and engagement

5 6 GVWRRG, councils, industry, community

Increased awareness and understanding of the waste and resource recovery network

Number of integrated waste management consultation activities with community

Improvement against community survey 2015 baseline

2019-20To support relationships and partnerships to influence best practice litter prevention and product stewardship initiatives

5 6 GVWRG, councils, industry, community, Vic Litter Action Alliance, Keep Victoria Beautiful, Parks Victoria

15

#GVWRRG ACTION

OBJECTIVE





9 Work with councils and industry to better integrate waste and resource recovery management and land use planning

2018-19To support industry and councils to identify possible sites for new resource recovery infrastructure.

4 4 GVWRRG, councils, industry

Number of integrated waste management consultation activities with industry

Number of integrated waste management consultation activities with council planning departments

Pre- and post-surveys of participants


10 Facilitate work between councils and the EPA to develop appropriate risk-based approaches for rehabilitation of closed landfills

2018-19Facilitate work between councils and EPA to assist with the development and implementation of strategies for closed landfills.

4,5 4,5 Councils GVWRRG, EPA

Facilitate a risk-based approach that is agreed between councils and EPA

Total number on closed landfill inventory

Appropriately managed/EPA approved rehabilitation

2019-20Facilitate work between councils and EPA to assist with the development and implementation of strategies for closed landfills.

4,5 4,5

11 Research local and regional economic development influences in order to achieve appropriate procurement outcomes



12 Consult with industry and councils to inform infrastructure and market development needs and priorities

2018-19To facilitate alternate solutions where councils seeks to reduce their role as default providers of waste and resource recovery facilities.

1,3,5 1,3,5 Councils, GVWRRG, industry

Number of cross sectoral partnerships facilitated

Cost benefit of resource recovery sites completed

Tonnes of recovery enabled

Annual performance

2019-20To initiate discussion with and provide linkages between waste generators and available service and facility providers.

13 Implement data collection and reporting methods that enhance and support waste and resource recovery decision making

2018-19To work with councils to implement the data collection system.

5 5 Councils, SV, GVWRRG, WRRGs, EPA, DELWP

Adoption of enhanced data collection and management systems (number sites/councils)

Annual performance

2019-20Nil activity.

16

2 - Implementation and collaborative procurement

Facilitate the implementation of collaborative procurement initiatives where these assist in the delivery of the GV Implementation Plan.

Supporting and fostering collaborative procurements is a function of WRRGs, particularly to support their local governments. Collaborative approaches can be more efficient and attract more cost-effective outcomes for communities.

Key performance indicators:

GVWRRG will participate in a collective approach to providing this service to accelerate delivery and will specifically work with local governments and other state agencies to:

• Apply for exemption to Australian Competition and Consumer Commission provisions

• Provide training, maintain network as part of Regional Procurement Strategy implementation

• Develop the GVWRRG procurement plan

• Deliver a council training package on new technologies/ materials handling/improved procurement practices

• Delivery of a pilot regional procurement initiative.

3 - Engagement

Support the implementation of local government funded programs that align with the GV Implementation Plan.


• Delivery of the Waste and Resource Recovery Buffer Support Program – Stage 2.

• Delivery of the Buffer Support Engagement and Implementation Plan and Peer Review.

• Adoption of enhanced data collection and management systems. A regional pilot program will trial RRC software package at one council, aiming to improve data collection and management.

• Development of a regional closed landfill environmental strategy assessment.

• Development of a regional education strategy.

17

4 - Education

Work with SV to provide regionally specific input into the design of programs delivered under the Victorian Waste Education Strategy and the Victorian Organics Resource Recovery Strategy.

The Victorian Waste Education Strategy (August 2016) was developed by SV and provides a coordinated and best practice approach to waste education. The Victorian Organics Resource Recovery Strategy (VORRS) outlines the Victorian Government’s vision for improved recovery of organic resources.

There are competing forces within the state environment portfolio for the time and expertise of WRRGs. GVWRRG is orienting its focus toward those areas where there is a business-like recognition of our efforts. Where work areas create excessive pressure on our resource-constrained WRRG, these may be classified as lower priority. This applies mostly to our SV interactions, where their current strategies for education, market development and organics do not currently have a tangible interface with our region.

Where funding allows, GVWRRG will:

• work with SV to support the successful implementation of the e-waste landfill ban support measures, and those which support garden and food organics collection systems

• respond to business referrals from State Government and industry on an as needs basis

• assist in the development of business cases and funding applications for facility development /improvement

• formalise communication of market intelligence

• propose projects for the greater usage of recycled content products.

GVWRRG will support SV’s data initiative by helping stakeholders improve consistency, reliability and timeliness of existing regional datasets and contributing to new datasets to better understand opportunities to increase recovery and identify sources of feedstock. GVWRRG will participate in the bimonthly Data Working Group.

Business Plan 2018-2021 17 17

18

5 - Best practice support

Facilitate access to best practice advice for industry, local government, schools and the community, on WRR management, services, technologies and facilities.


• Integrated waste management consultation activities conducted with industry and community.

• Delivery of council training package to support research and demonstration of innovative technologies.

• Events organised for stakeholders to access current best practice advice regarding e-waste landfill ban, management of combustible materials.

6 - Governance

Produce timely and accurate annual financial reports and business plans that reflect the priorities of GVWRRG as set out in the SoE, maximising efficiencies within current financial allocations.


• Submission of timely business plan to DELWP. The business plan details how GVWRRG will fulfil its functions and sets the strategic direction and business objectives

• Development and approval of a high quality, timely and accurate annual report that details activities and financial position in accordance with relevant legislation, policies and guidelines.

• Cooperation with DELWP in relation to all aspects of its oversight and support of GVWRRG in accordance with section 13A of the Public Administration Act 2004.

• A strong governance framework is in place and the board meets all its legal and other obligations, including compliance with financial management legislation and frameworks. This includes:

– a charter that provides high-level guidance on the roles, functions, operation, outcomes, performance measurement and objectives of the board of GVWRRG.

– board policies as required by section 81 of the Public Administration Act 2004 and which are consistent with DELWP’s model policies.

19

GVWRRG risk management

In accordance with the Victorian Government Risk Management Framework1, GVWRRG manages risk by following the process shown in Figure 4.

Project risk and mitigation strategies will be monitored and reviewed via the Audit and Risk Committee and the Board.

Figure 4: Risk management process

Establish the context

Com

mun

icat

e an

d co

nsul

t

Monitor and review

Identify risks

Analyse risks

Evaluate risks

Treat risks

Risk assessment

Risk assessment

Risk #

Description of Risk*

Risk Mitigation Owner Impact Likelihood

Risk Score (Impact x Likelihood)

Further Action

1

2

3

Impact Likelihood

Insignificant (1)

Minor (2)

Moderate(3)

Major (4)

Catastrophic (5)

Almost certain (5) Low Medium Significant High High

Likely (4) Low Medium Significant Significant High

50/50 (3) Low Low Medium Significant Significant

Unlikely (2) Low Low Medium Medium Significant

Rare (1) Low Low Low Low Medium

Risk Register Template

Project: Date Started:

Overall Rating

1 Department of Treasury and Finance, 2007

Source: Victorian Government Risk Management Framework

20

Budget

Actual Budget Budget Budget Budget

30 June 2018 2018/19 2019/20 2020/21 2021/22

$ $ $ $ $

RevenueMember contributions 98,481 100,942 102,961 105,020 107,121

Operating grants - core funding 614,601 674,236 634.113 644,237 654,613

Special projects grants and contributions 225,000 70,000 0 0 0

Other revenue 26,622 5,000 4,000 3,000 2,750

Total revenue 964,704 850,178 741,074 752,257 764,484

ExpensesEmployee benefits 434,214 586,254 431,516 441,603 451,932

Materials and services 524,961 254,092 190,747 178,802 164,839

Regional projects 0 175,943 107,200 112,545 114,513

Other expenses 20,311 21,250 21,833 10,874 11,200

Depreciation 26,147 22,000 22,000 22,000 22,000

Total Expenses 1,005,633 1,059,539 773,296 765,824 764,484

Surplus/(deficit) for the year (40,929) (209,361) (32,222) (13,567) 0

21

Projected balance sheet

Actual Budget Budget Budget Budget

30 June 2018 2018/19 2019/20 2020/21 2021/22

$ $ $ $ $

AssetsFinancial assets

Cash and cash equivalents 526,396 281,035 250,813 239,246 241,246

Trade and other receivables 159,933 159,933 159,933 159,933 159,933

Other non-financial assets 5,675 5,675 5,675 5,675 5,675

Total financial assets 692,004 446,643 416,421 404,854 406,854

Non-financial assets

Property, plant and equipment 192,654 192,654 192,654 192,654 192,654

Less depreciation (89,386) (91,386) (93,386) (95,386) (97,386)

Total non-financial assets 103,268 101,268 99,268 97,268 95,268

Total assets 795,272 547,911 515,689 502,122 502,122

Liabilities

Trade and other payables 52,791 52,791 52,791 52,791 52,791

Provisions - current 163,906 125,906 125,906 125,906 125,906

Provisions - non-current 10,529 10,529 10,529 10,529 10,529

Total liabilities 227,226 189,226 189,226 189,226 189,226

Net assets 568,046 358,685 326,463 312,896 312,896

Equity

Accumulated surplus/(deficit) 221,366 12,005 (20,217) (33,784) (33,784)

Contributed capital 346,680 346,680 346,680 346,680 346,680

Net worth 568,046 358,685 326,463 312,896 312,896

Movement in equity - (209,361) (32,222) (13,567) -

22

Appendix A

Table 3 Relationship between State and Regional objectives and GVWRRIP actions

1 2 3 4 5 6State infrastructure plan strategic directions

To maximise the diversion of recoverable materials from landfills

Resource recovery will be undertaken by local government and industry where it is economically viable and where it will result in better community, environment and public health outcomes.

To support increased resource recovery.

Planning of new landfill airspace, including the scheduling of new landfill sites. This will be based on:

• the volumes of residual waste streams remaining after all material that can be recovered viably have been extracted

• a demonstrated need for additional airspace.

To achieve quantities for reprocessing.

Consolidation and aggregation of material streams, around a hubs and spokes network, will be undertaken if:

• there is a market for the feedstock

• there is a viable business case

• potential community, environment and public health impacts are minimised.

To manage waste and material streams.

Suitably located and zoned land will be made available for the mix of infrastructure required.

To maximise economic outcomes, provide cost effective service delivery and reduce community, environment and public health impact.

Decisions to determine resource recovery and waste management options will be based on evidence.

To facilitate a cost effective state-wide network of waste and resource recovery infrastructure.

Integrated state-wide planning and decision making will be capable of addressing local, regional and state needs.

Regional strategic objectives

What we want to do differently

To maximise diversion of recoverable materials from landfills.

Resource recovery will be undertaken by councils and industry where it is economically viable and where it will result in better community, environment and public health outcomes.

To support increased resource recovery

Planning of new landfill airspace will be based on:

• the volumes of residual waste streams remaining after all materials that can be recovered viably have been extracted


To achieve quantities for reprocessing

Consolidation and aggregation of material streams around hubs will be undertaken if:

• the impacts of such actions are understood and they address a strategic opportunity


To manage waste and material streams

Suitably located and zoned land will be made available for the mix of required infrastructure.

To maximise economic outcomes in the delivery of a region-wide network of waste and resource recovery infrastructure

Decision making frameworks that determine resource recovery and waste management options that are evidence based and use appropriate assessment criteria.

Integrated planning and decision making will be capable of addressing local, regional and state needs.

Regional 10 year outcomes

What will be different in 10 years

Resource recovery is prioritised where it is economically viable and where it improves community, environment and public health outcomes.

Greater emphasis is placed on regional airspace needs and availability.

Industry is actively engaged to identify options for waste and resource recovery where appropriate.

Appropriate planning controls applied to minimise incompatible development within close proximity of waste and resource recovery facilities. Active encouragement of complementary land uses and innovative processes that can support the waste and resource recovery industry through feedstock generation, consumption or product development.

Targeted information and guidance informs evidence based planning and investment opportunities.

Procurement processes for waste services demonstrate consistency and integrity.

Equitable access to facilities and services is prioritised.

Regional actions

1. Increase diversion of industrial waste from landfills.

2. Facilitate the increased recovery of regional and state priority materials.

3. Work with councils and industry to investigate viable options to increase the recovery of household and commercial food and garden organics.

4. Improve market engagement techniques and lead a sound analysis of viable opportunities to maximise resource recovery.

5. Build capacity of landfill operators to minimise impacts to the community and environment posed by the management of residual waste.

6. Support councils to develop waste and resource recovery plans and improve practices for resource recovery facilities.

7. Facilitate partnerships with industry (service providers and waste generators), councils and state government for collection, processing and transport efficiencies.

8. Support community and business actively participating in decision making processes.

9. Work with councils and industry to better integrate waste and resource recovery management with land use planning.

10. Facilitate work between councils and the EPA to develope appropriate riskbased approaches for rehabilitation of closed landfills.

11. Research local and regional economic development influences in order to achieve appropriate procurement outcomes.

12. Consult with industry and councils to inform infrastructure and market development needs and priorities.

13. Implement data collection and reporting methods that enhance and support waste and resource recovery decision making.

23

Table 3 Relationship between State and Regional objectives and GVWRRIP actions

1 2 3 4 5 6State infrastructure plan strategic directions

To maximise the diversion of recoverable materials from landfills

Resource recovery will be undertaken by local government and industry where it is economically viable and where it will result in better community, environment and public health outcomes.

To support increased resource recovery.

Planning of new landfill airspace, including the scheduling of new landfill sites. This will be based on:

• the volumes of residual waste streams remaining after all material that can be recovered viably have been extracted


To achieve quantities for reprocessing.

Consolidation and aggregation of material streams, around a hubs and spokes network, will be undertaken if:

• there is a market for the feedstock

• there is a viable business case


To manage waste and material streams.

Suitably located and zoned land will be made available for the mix of infrastructure required.

To maximise economic outcomes, provide cost effective service delivery and reduce community, environment and public health impact.

Decisions to determine resource recovery and waste management options will be based on evidence.

To facilitate a cost effective state-wide network of waste and resource recovery infrastructure.

Integrated state-wide planning and decision making will be capable of addressing local, regional and state needs.

Regional strategic objectives

What we want to do differently

To maximise diversion of recoverable materials from landfills.

Resource recovery will be undertaken by councils and industry where it is economically viable and where it will result in better community, environment and public health outcomes.

To support increased resource recovery

Planning of new landfill airspace will be based on:

• the volumes of residual waste streams remaining after all materials that can be recovered viably have been extracted


To achieve quantities for reprocessing

Consolidation and aggregation of material streams around hubs will be undertaken if:

• the impacts of such actions are understood and they address a strategic opportunity


To manage waste and material streams

Suitably located and zoned land will be made available for the mix of required infrastructure.

To maximise economic outcomes in the delivery of a region-wide network of waste and resource recovery infrastructure

Decision making frameworks that determine resource recovery and waste management options that are evidence based and use appropriate assessment criteria.

Integrated planning and decision making will be capable of addressing local, regional and state needs.

Regional 10 year outcomes

What will be different in 10 years

Resource recovery is prioritised where it is economically viable and where it improves community, environment and public health outcomes.

Greater emphasis is placed on regional airspace needs and availability.

Industry is actively engaged to identify options for waste and resource recovery where appropriate.

Appropriate planning controls applied to minimise incompatible development within close proximity of waste and resource recovery facilities. Active encouragement of complementary land uses and innovative processes that can support the waste and resource recovery industry through feedstock generation, consumption or product development.

Targeted information and guidance informs evidence based planning and investment opportunities.

Procurement processes for waste services demonstrate consistency and integrity.

Equitable access to facilities and services is prioritised.

Regional actions

1. Increase diversion of industrial waste from landfills.

2. Facilitate the increased recovery of regional and state priority materials.

3. Work with councils and industry to investigate viable options to increase the recovery of household and commercial food and garden organics.

4. Improve market engagement techniques and lead a sound analysis of viable opportunities to maximise resource recovery.

5. Build capacity of landfill operators to minimise impacts to the community and environment posed by the management of residual waste.

6. Support councils to develop waste and resource recovery plans and improve practices for resource recovery facilities.

7. Facilitate partnerships with industry (service providers and waste generators), councils and state government for collection, processing and transport efficiencies.

8. Support community and business actively participating in decision making processes.

9. Work with councils and industry to better integrate waste and resource recovery management with land use planning.

10. Facilitate work between councils and the EPA to develope appropriate riskbased approaches for rehabilitation of closed landfills.

11. Research local and regional economic development influences in order to achieve appropriate procurement outcomes.

12. Consult with industry and councils to inform infrastructure and market development needs and priorities.

13. Implement data collection and reporting methods that enhance and support waste and resource recovery decision making.

Goulburn Valley Waste and Resource Recovery Group (GVWRRG)

30 Benalla Road Shepparton VIC 3630PO Box 6919 Shepparton VIC 3630

t. 03 5822 1300w. www.gvwrrg.vic.gov.au

Documents

2018–2021...system in Victoria. Persistence, agility and focus are three descriptors that will embody our approach to the 2018-19 financial year. The continuation of our board succession