Annual Report...Page 6 1. Year in review 1.1 Chairperson’s message It is my pleasure to present the 2016–17 annual report of the Goulburn Valley Waste and Resource Recovery Group

Annual Report

For the reporting period ending 30 June 2017

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Goulburn Valley Waste and Resource Recovery Group staff:

• Nicholas Nagle Executive Officer

• Brad Montgomery Manager Operations

• Tracy Taylor Manager Strategic Planning

• Kate Marr Administration Officer

• Kathryn Maddox Communications and Education Officer

© State of Victoria, Goulburn Valley Waste and Resource Recovery Group 2017. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of

the Copyright Act 1968.

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Contents 1. YEAR IN REVIEW ................................................................................................................... 6

1.1 Chairperson’s message..................................................................................................... 6 1.2 Executive Officer’s report .................................................................................................. 7 1.3 Manner of establishment and relevant Ministers .............................................................. 9 1.4 Objectives, functions and powers ..................................................................................... 9 1.5 Vision / mission / values .................................................................................................. 11 1.6 Objectives and strategies ................................................................................................ 12 1.7 Environmental reports ..................................................................................................... 12 1.8 Nature and range of services provision........................................................................... 12

2. GOVERNANCE AND ORGANISATIONAL STRUCTURE ................................................... 14

2.1 Governing board .............................................................................................................. 15 2.2 GVWRRG Board of Directors .......................................................................................... 15 2.3 GVWRRG Board of Directors — biographies ................................................................. 17 2.4 Board committees ........................................................................................................... 19

2.4.1 Audit and Risk Committee ....................................................................................... 19 2.4.2 Local Government Waste Forum ............................................................................. 20

2.5 Occupational health and safety (OH&S) ......................................................................... 21

3. REPORT OF GVWRRG OPERATIONS ............................................................................... 22

3.1 Management team .......................................................................................................... 22 3.2 GVWRRG strategic direction and authority development ............................................... 23 3.3 Objectives of the Victorian waste and resource recovery planning framework .............. 24 3.4 Operational objectives and performance against objectives........................................... 25 3.5 Key initiatives and projects .............................................................................................. 31

3.5.1 Kerbside performance achievement (Objective 3: increase recovery of food and garden organics) ............................................................................................................... 31 3.5.2 Kerbside diversion rate by municipality / region (Objective 8) ................................. 33 3.5.3 Household waste to landfill (Objectives 2,3 and 7) .................................................. 34 3.5.4 Kerbside recycling recovery rate (Objective 8 – Support community and business in decision making process) ................................................................................................. 35 3.5.5 Organics recovery rate (Objectives 3 and 8) ........................................................... 35 3.5.6 Overall household materials recovery rate (Objective 8) ......................................... 36 3.5.7 Service costs (Objectives 7 and 11) ........................................................................ 37

3.6 The future ........................................................................................................................ 38

4. WORKFORCE DATA ....................................................................................................... 38

4.1 Public sector values and employment principles ............................................................ 38 4.2 Comparative workforce data ........................................................................................... 39 4.3 Executive Officers disclosures ........................................................................................ 40

5. OTHER DISCLOSURES .................................................................................................. 40

5.1 Application and operation of Freedom of Information Act 1982 ...................................... 40 5.2 Availability of other information ....................................................................................... 41 5.3 Compliance with building and maintenance provisions of the Building Act 1993 ........... 42 5.4 National Competition Policy ............................................................................................ 42 5.5 Privacy and Data Protection Act 2014 ............................................................................ 42 5.6 Protected Disclosures Act 2012 ...................................................................................... 42 5.7 Office based environmental impacts ............................................................................... 43 5.8 Subsequent events.......................................................................................................... 44 5.9 Significant changes or factors affecting performance ..................................................... 44 5.10 Victorian Industry Participation Policy disclosures ........................................................ 44

6. FINANCIALS .................................................................................................................... 44

6.1 Five-year financial summary ........................................................................................... 44 6.2 Use of landfill levy monies ............................................................................................... 45 6.3 Significant changes in financial position during the reporting period .............................. 45 6.4 Financial auditing ............................................................................................................ 45 6.5 Budget portfolio outcomes .............................................................................................. 45

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6.6 Consultancies greater than $10,000 ............................................................................... 46 6.7 Number and value of consultancies less than $10,000 .................................................. 46 6.8 Disclosure of major contracts .......................................................................................... 46 6.9 Capital projects ................................................................................................................ 46 6.10 Disclosure of grants and transfer payments ................................................................. 46 6.11 Government advertising expenditure ............................................................................ 46 6.12 Information and Communication Technology (ICT) expenditure .................................. 46 6.13 Compliance with DataVic Access Policy ....................................................................... 47 6.14 Related party transactions ............................................................................................ 47 6.15 Financial report 2016–2017 .......................................................................................... 48 6.16 Independent audit report ............................................................................................... 76 Appendix 1: Disclosure index ................................................................................................ 76

Figures FIGURE 1 OVERARCHING CONTEXT OF THE GVWRRC UPGRADES PROJECT .................................... 7 FIGURE 2 MAP OF WASTE AND RESOURCE RECOVERY REGIONS ................................................... 11 FIGURE 3 ORGANISATIONAL STRUCTURE CHART ............................................................................ 14 FIGURE 4 STAFFING STRUCTURE CHART ........................................................................................ 14 FIGURE 5 AMOUNT OF WASTE COLLECTED BY SERVICE TYPE IN THE GOULBURN VALLEY 2002–2016 .... 32 FIGURE 6 NUMBER OF COLLECTION SERVICES IN THE GOULBURN VALLEY 2002–2016 .................... 32 FIGURE 7 REGIONAL KERBSIDE GARBAGE AVERAGE ....................................................................... 34 FIGURE 8 REGIONAL RECYCLING YIELD.......................................................................................... 35 FIGURE 9 YIELD PER ORGANICS SERVICE....................................................................................... 35 FIGURE 10 HOUSEHOLDS WITH A GREEN ORGANICS SERVICE ......................................................... 36 FIGURE 11 REGIONAL KERBSIDE DIVERSION PERFORMANCE ........................................................... 36 FIGURE 12 REGIONAL KERBSIDE SERVICE COST PER HOUSEHOLD ................................................... 37 FIGURE 13 REGIONAL KERBSIDE SERVICE COST PER TONNE ........................................................... 37 FIGURE 14 COMBINED REGIONAL SERVICE DELIVERY COSTS........................................................... 38

Tables Table 1 Performance of governance objectives ........................................................................ 26 Table 2 Performance of GV Implementation Plan objectives .................................................... 27 Table 3 Materials generated per household serviced in the Goulburn Valley…………………...31 Table 4 Household material generated per service (%) in the Goulburn Valley 2014–2016.….33

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Attestation of compliance with Standing Direction 3.7.1

I, Seema Abdullah certify that the Goulburn Valley Waste and Resource Recovery

Group has complied with the Ministerial Standing Direction 3.7.1 – Risk

Management Framework and Processes. The GVWRRG’s Audit Committee has

verified this.

Seema Abdullah Chairperson Goulburn Valley Waste and Resource Recovery Group August 2017

Responsible Body Declaration

In accordance with the Financial Management Act 1994, I am pleased to present the Goulburn Valley Waste and Resource Recovery Group Annual Report for the year ending 30 June 2017.

Seema Abdullah Chairperson Goulburn Valley Waste and Resource Recovery Group August 2017

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1. Year in review

1.1 Chairperson’s message

It is my pleasure to present the 2016–17 annual report of the Goulburn Valley Waste and Resource Recovery Group (GVWRRG). The year was characterised by significant project work, board transition and the approval of the Goulburn Valley Waste and Resource Recovery Implementation Plan, and has provided both milestone achievements and a sense of renewal. The GVWRRG Board is especially pleased to have developed the GV Implementation Plan on time and in budget. A noticeable dividend of this work is the unified purpose and enhanced understanding of regional objectives that our industry and local government stakeholders are increasingly exhibiting. It is timely to acknowledge the project funding provided by the Government through the Department of Environment Land Water and Planning that has enabled the development and early execution of the GV Implementation Plan. Being part of an integrated framework has enabled us to continue building strong relationships with our Victorian Government portfolio partners. Rather than being a necessary phase to go through, integration has become a central element to the way we approach our work. The expiry of terms for GV Local Government Waste Forum nominated directors in May saw us farewell long-serving Board Directors who have invested significantly in our organisation (and the Goulburn Valley Regional Waste Management Group). In thanking former Chair Wendy Buck and Board members Fern Summer, Robin Weatherald and Greg Toll, the current board is vowing to continue the work they have commenced in an efficient and innovate manner. Finally, on behalf of the GVWRRG Board I would like to thank the GVWRRG staff for their commitment to ensuring the Goulburn Valley actively pursues better practice waste services and facilities.

Seema Abdullah Chairperson

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1.2 Executive Officer’s report

The GVWRRG has wasted no time reflecting on the journey of developing the GV Implementation Plan. In parallel to the approval process, work was invested in completing some of the foundation strategies and research that will deliver priority actions. This has meant that GVWRRG, having once relied upon a small number of key council personnel responsible for waste service delivery, now interacts with council across multiple directorates. Expanding our network of people engaged in the waste and resource recovery task has provided a highlight throughout the year. In March 2017, a Statement of Expectations was issued to GVWRRG by the Hon Lily D’Ambrosio MP Minister for Energy, Environment and Climate Change. The Statement clearly outlines the expectations of GVWRRG in helping to deliver on the Andrews Labor Government’s 30-year vision for an integrated state-wide waste and resource recovery framework. In seeking to work within this direction, the 2016–17 year saw GVWRRG adopt a very deliberate approach to, and sharp focus on, infrastructure development, procurement and land use planning pursuits:

1. Infrastructure development: The Planning for Resource Recovery Centre (RCC) Upgrades project has created a solid evidence base for site improvements across the Goulburn Valley RRC network. This work included the development of a Regional Strategy for RRCs and associated business case for future upgrades which effectively represent a regional prospectus for resource recovery.

A critical output of our infrastructure work has been identification of a suitable network of regional collection points for electronic waste (e-waste) in advance of a landfill ban being introduced for this material. This has enabled us to better understand the concept of reasonable access and continue to progress our readiness for local government to play a central role in the implementation of the ban.

Figure 1 Overarching context of the GVWRRC Upgrades project

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2. Procurement: An assessment of collaborative procurement opportunities across the six councils in the region was undertaken as part of the development of a procurement strategy. This work recommended that GVWRRG take a leading role in the region, in terms of developing processes and documentation with the councils, managing the funnel of opportunities, coordinating training in collaborative procurement and higher contract management skills, and working with councils to address the resourcing issues this presents.

3. Land use planning: GVWRRG completed the first stage of what will be ongoing work. An assessment of 16 nominated waste facilities was delivered to determine the required separation distance from sensitive uses, along with a qualitative risk assessment of buffers around the sites. The work has greatly assisted GVWRRG identify opportunities to strengthen support for waste and resource recovery facilities in planning policy.

With the Victorian Waste and Resource Recovery Infrastructure Planning Framework setting out long term planning for waste and resource recovery infrastructure, the GVWRRG has invested appropriate organisation efforts throughout the reporting period to ensure that the following better practice considerations are taken into account in for the waste and resource recovery facilities within our region:

• Risk management

• Meeting stakeholder needs

• Smart materials management

• Financial sustainability

• Futureproofing. It is timely to acknowledge a significant business transition underway with one of our major industry stakeholders. Ellwaste Pty Ltd commenced operations in 1984, with the purchase of one truck and 50 containers to service local clients’ waste disposal needs. Having grown to be one of rural Victoria’s largest waste management companies, Ellwaste has been acquired by Veolia Australia and New Zealand. We wish David, Stephen and their families well in their future endeavors and thank them for their unwavering interest in and dedication to regional waste and resource recovery group activities Lastly, I would like to acknowledge the support of the GVWRRG Board, and the work undertaken by our dedicated staff who have further enhanced our reputation and the influence of the work we do.

Nicholas Nagle Executive Officer

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1.3 Manner of establishment and relevant Ministers

The Goulburn Valley Waste and Resource Recovery Group (GVWRRG) is a Statutory Authority established under section 49C of the Environment Protection Act 1970 (the EP Act) that:

• is a body corporate with perpetual succession

• has a common seal

• may sue and be sued in its corporate name

• is capable of acquiring, holding and disposing of personal property

• may take land on lease and grant subleases of leased land

• subject to this Act, may do and suffer all acts and things that a body corporate may by law do and suffer.

The responsible Minister during the 2016–17 reporting period was the Hon Lily D'Ambrosio MP, Minister for Energy, Environment and Climate Change. GVWRRG received a Statement of Expectations from the Minister in March 2017, which outlines the governance standards and priorities that the Minister expects GVWRRG to apply in its performance and obligations.

1.4 Objectives, functions and powers

Objectives of the GVWRRG In accordance with section 49G of the EP Act, the objectives of a Waste and Resource Recovery Group 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

(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 Waste and Resource Recovery Group must collaborate with councils, Sustainability Victoria, the Environment Protection Authority, industry, business and the community.

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Functions of GVWRRG In accordance with section 49H of the EP Act, the functions of a Waste and Resource Recovery Group are —

(a) to plan for the future needs of waste and resource recovery infrastructure within its waste and resource recovery region consistently with the State-Wide Waste and Resource Recovery 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 Sustainability Victoria, 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 the Waste Forum to perform its functions

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

The establishment of the WRRGs has targeted the following deliverables:

• development of Regional Implementation Plans including landfill and resource recovery infrastructure draft schedules

• facilitation of joint procurement of infrastructure and services in partnership with local governments

• education in accordance with the state’s education approach

• projects as funded by Sustainability Victoria, councils and other organisations. Powers of 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 objective. GVWRRG cannot, however, own or operate a waste management facility, hold a planning permit or 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. Legislative and policy framework Legislation The EP Act establishes objectives for resource efficiency including sustainable use of resources and fostering of best practice in waste management.

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Waste and resource recovery infrastructure planning 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 and maintain Regional Waste and Resource Recovery Implementation Plans.

1.5 Vision / mission / values

Through the business planning process commencing in October 2016, GVWRRG adopted a vision, mission and set of values that were incorporated into its objectives and program areas for 2016–17.

OUR VISION

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

OUR MISSION

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

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

• Attract investment and market development: initiate the provision of high quality planning and advice.

• Maximise resource recovery: maximise the sustainable recovery of materials from waste.

• Waste Minimisation: reduce the generation of waste.

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

• Manage residual waste: minimise the damage to the environment caused by waste disposal.

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

Figure 2 Map of Waste and Resource Recovery Regions

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OUR VALUES GVWRRG will:

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

• work harmoniously together and collaborate to achieve shared objectives

• be responsible and equitable in our dealings and communication

• provide quality information, facilitation and advice.

1.6 Objectives and strategies

The GVWRRG used the 2016–17 year as a transitionary period, developing the GV

Implementation Plan and commencing implementation. This was managed in the form

of five key priority areas:

1. Governance and Organisational Development:

• to ensure service delivery is maintained whist adapting to new legislative

responsibilities.

• ensuring quality compliance across all areas of governance

2. GV Implementation Plan Delivery:

Organisation focus on three key specific areas:

• Land use planning

• Collaborative procurement

• Infrastructure development

Details of each strategy identified under each core focus area is monitored and tracked via key timeframes and dates for delivery. GVWRRG strives for implementing best practice service delivery outcomes. To ensure GVWRRG provides value to the community and industry, key performance measures are implemented and tracked across the priority areas.

1.7 Environmental reports

GVWRRG prepares and implements environmental (waste and resource recovery) plans and reports, as part of its core functions and statutory obligations. In doing so GVWRRG works in partnership with other government agencies to promote and to maintain the principles of sustainability. GVWRRG will articulate its long-term strategic position on the environment through the GV Implementation Plan, which will be implemented through the business plan and reported on through future annual reports.

1.8 Nature and range of services provision

GVWRRG develops and applies regional strategies and initiatives in the context of State policy, through the State’s regional waste management framework under the EP

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Act. As such, GVWRRG plans for waste management and resource recovery at a regional level and facilitates and fosters best practice in waste management and resource recovery within the Goulburn Valley. GVWRRG provides the following services (based on its core functions):

• plans for the future needs of waste and resource recovery infrastructure within the Goulburn Valley region consistently with the Statewide Waste and Resource Recovery Infrastructure Plan

• assists the Shires of Greater Shepparton, Campaspe, Moira, Strathbogie, Mitchell and Murrindindi to provide waste and resource recovery infrastructure and services

• facilitates the development of contracts for the joint procurement of waste management facilities and waste and resource recovery services within the Goulburn Valley region

• manages contracts in the performance of its objectives and functions

• works with State government, councils, businesses and communities to ensure State-wide waste and resource recovery education programs are adapted to the needs of the Goulburn Valley region and facilitates the delivery of these education programs

• advises councils and businesses within the Goulburn Valley region on best practices for waste and resource recovery systems, facilities and services

• supports the GV Local Government Waste Forum to enable the Forum to perform its functions

• undertakes waste and resource recovery projects as funded by government, councils and other organisations.

Key GVWRRG stakeholders include:

• Local government – including the Shires of Greater Shepparton, Moira, Campaspe, Strathbogie, Mitchell and Murrindindi

• State government – SV, DELWP, EPA, other Waste and Resource Recovery Groups

• Business, industry and community within the Goulburn Valley.

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2. Governance and organisational structure

Organisational structure

Interactivity of the Minister, the Board and committees of GVWRRG, is set out in Figure 3, and the GVWRRG staffing structure is shown in Figure 4.

Figure 3 Organisational structure chart

Figure 4 Staffing structure chart

Minister for Energy, Environment and Climate Change

Department of Environment, Land, Water ad

Goulburn Valley Waste and Resource Recovery

Group Board

Chair: Seema Abdullah Executive Officer: Nicholas Nagle

GV Local Government Local Government Waste Forum

Chair: Paul McKenzie

Audit and Risk Committee

Chair: Geoff Cobbledick

Advisory

GVWRRG Board

Chair: Seema Abdullah

Executive Officer

Nicholas Nagle 1.0 FTE

Manager Operations

Brad Montgomery

1.0 FTE

Manager Strategic Planning

Tracy Taylor

0.8 FTE

Administration Officer

Kate Marr 0.7 FTE

Headcount: 5

FTE: 3.7

Communications and Education Officer

Kathryn Maddox

0.2 FTE

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2.1 Governing board

The role and duties of the GVWRRG Board of Directors include strategy, governance, and risk management. GVWRRG Directors undertake a number of responsibilities including:

• setting the broad strategy for GVWRRG to meet its objectives and performance targets

• approving, where appropriate, GVWRRG policies and other recommendations received from GVWRRG, its sub-committees and staff

• monitoring all GVWRRG policies, reviewing and recommending changes to the GVWRRG’s internal strategies and policies manual

• establishing and monitoring governance arrangements for the entity

• integrating risk management into the entity's strategic planning process

• monitoring and reviewing the effectiveness and currency of internal financial and operational risk management, compliance and reporting systems

• ensuring the preparation of and approving strategic plans, annual reports, key procedures and policies

• considering and approving GVWRRG’s annual budget

• appointment and release of the Executive Officer

• assisting to develop and maintain positive relations among the Board, committees, staff, stakeholders and the community to enhance the GVWRRG’s mission.

As members of a State Statutory Agency’s Board, Directors may choose to be remunerated under the Government’s Appointment and Remuneration Guidelines for Victorian Government Boards and Advisory Committees. The Board has determined to pay sitting fees in accordance with the guidelines.

2.2 GVWRRG Board of Directors

The GVWRRG Board consists of four Local Government Waste Forum (Forum) nominees and four skills-based representatives. The four Forum-nominated directors’ terms expired on 30 April 2017, and the four new Forum-nominated directors were appointed from 1 May 2017 to 30 April 2021. The members of the GVWRRG Board of Directors during 2016–17 were:

Directors Appointment type

Term of appointment Meetings attended

Meetings eligible to attend

Wendy Buck, Chairperson

Forum-nominated Moira Shire Council

01/08/2014 – 30/04/2017 10 10

Greg Toll, Member

Forum-nominated Shire of Campaspe

01/08/2014 – 30/04/2017 10 10

Fern Summer, Member

Forum-nominated Greater Shepparton City Council

01/08/2014 – 30/04/2017 8 10

Robin Weatherald, Member

Forum-nominated Strathbogie Shire Council

01/08/2014 – 30/04/2017 8 10

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Geoff Dobson, Deputy Chairperson

Skills-based 01/08/2014 – 31/07/2018 8 10

Andrea Richards, Member

Skills-based 01/08/2014 – 31/07/2018 8 10

Anthony Lewis, Member

Skills-based 01/08/2014 – 31/07/2018 10 10

Geoff Cobbledick, Member

Skills-based 01/08/2014 – 31/07/2018 8 10

Seema Abdullah, Chairperson, Member

Forum-nominated Greater Shepparton City Council

01/5/2017 – 30/04/2021 1 1

David Lowe, Member

Forum-nominated Mitchell Shire Council

01/05/2017 – 30/04/2021 1 1

Eric Lording, Member

Forum-nominated Murrindindi Shire Council

01/05/2017 – 30/04/2021 1 1

Leigh Wilson, Member

Forum-nominated Shire of Campaspe

01/05/2017 – 30/04/2021 1 1

Board members are required to operate in the best interests of the GVWRRG as a whole rather than in a representative capacity for any stakeholders or customer groups. Collectively, the Board ensure good governance and oversight of risk management and strategic planning undertaken by GVWRRG. The GVWRRG Board of Directors met eleven times during the 2016–17 reporting period. Meeting details are as follows:

Meeting Date Meeting Location

15 July 2016 Shepparton

19 August 2016 Shepparton

23 September 2016 Shepparton

21 October 2016 Shepparton

18 November 2016 Shepparton

9 December 2016 Shepparton

20 January 2017 Shepparton

23 February 2017 Ballarat

17 March 2017 Shepparton

21 April 2017 Shepparton

19 May 2017 Shepparton

Key achievements 2016–17

• Formal environment portfolio integration phase undertaken for the GV Implementation Plan

• Finalisation and formal submission of the GV Implementation Plan

• Approval and release of the GV Implementation Plan

• Board transition and induction of new Board members

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2.3 GVWRRG Board of Directors — biographies

Seema Abdullah Board Chair (01/05/2017 – 30/04/2021) Greater Shepparton City Councillor Seema is a Project Management professional with strong track record of developing and implementing best practice approaches to project delivery and business process improvement. Seema has local and international work experience of 20 years (including more than 10 years of project management experience) across a range of sectors including IT, biomedical-engineering services, health informatics, pre-media production, banking and government. Wendy Buck Board Chair (1/08/2014 – 30/04/2017) Moira Shire Councillor Wendy Buck participates in the agricultural sector, taking on the role of facilitator of a farming group, community representative and Chair of various organisations and committees. As community representative on the Goulburn Broken Catchment Management Authority, Wendy is involved in sustainable irrigation and has a keen interest in landcare. Wendy is a graduate of the Moira Shire Community Leadership Program and Fairley Leadership Program. Director Geoff Dobson Deputy Chair Geoff Dobson has been involved in the real estate industry for 35 years and in that time, he owned two real estate offices and worked in commercial and residential real estate sales. He has been a Director of the Real Estate Institute of Victoria (REIV) for nine years and previously held the role of REIV President. Geoff is currently involved in the Yorta Traditional Owner Land Management Board, the Shepparton Villages Board and numerous community projects. He is also a former Goulburn Valley Water Board member. Leigh Wilson Campaspe Shire Councillor Leigh Wilson is a self-employed, sole operator, building designer. Leigh has a diverse career in business services including engineering and hospitality. He is serving in his second term as a Campaspe Shire Councillor, having also served as Mayor for 2014–15 and 2015–16. David Lowe Mitchell Shire Councillor David Lowe is a semi-retired career professional with 40 plus years’ involvement in procurement activity. David has held various senior management positions in a number of multinational companies involved in food manufacture and marketing. David also has consulting experience in personnel development and procurement. David is serving his first term at Mitchell Shire Council, and he has also been appointed Deputy Mayor. Eric Lording Murrindindi Shire Councillor Eric Lording is a semi-retired electronic engineer with experience in chemical, civil, aeronautical, mechanical and electrical engineering. He is a former Shire employee in project delivery. Eric is serving in his second term as a Shire Councillor with

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Infrastructure and Waste Portfolio responsibilities. Geoff Cobbledick

Geoff Cobbledick holds qualifications in Business Accounting, Education, and Governance Practice. Geoff is a member of CPA Australia and the Australasian Mutuals Institute. His Board and Committee memberships include: Goulburn Murray Credit Union, GMCU Audit Committee and Salary & Structure Committee, Greater Shepparton City Council’s Audit and Risk Management Committee, Scott Peoples’ Foundation Ltd Anthony Lewis Anthony Lewis is employed as a Vendor & Contracts Manager with Jetstar Airways. Anthony has extensive commercial, IT and engineering experience across the manufacturing, mining/resource, transport logistics, and aviation sectors. In the last ten years, he has worked for a variety of multi-national firms in procurement, project management, product development, asset management and commercial services. Anthony is also currently a Director of BANT Property which is engaged in equity investment, property development & management services. Andrea Richards Andrea Richards is employed as Productivity and Performance Optimisation Manager at Goulburn-Murray Water. This role is responsible for the identification, analysis and delivery of continuous improvement within Goulburn-Murray Waters Connections Program. Previous strategic customer relations and strategic delivery roles with Strathbogie Shire Council and Ericsson respectively. Andrea volunteers as Website Administrator and Grants Coordinator at the Nagambie Golf Club and has participated as a Corporate & Community Reference Group Member with Goulburn Valley Water. Fern Summer Greater Shepparton City Councillor Fern Summer has a Bachelor degree in Nursing and has managed commercial businesses in Shepparton. Fern’s other Committee appointments include: Best Start Municipal Early Years Partnership Committee, Disability Advisory Committee, Festive Decorations Advisory Committee, Goulburn Broken Greenhouse Alliance, Municipal Association of Victoria. Greg Toll Greg Toll is recently retired and has had numerous community affiliations, including the Gunbower Preschool, which he helped establish, and the Gunbower Landcare Group. He is a life member of the Gunbower Race Club, Gunbower Country Fire Authority, and Wilshire Horn Association. Greg served as a Campaspe Shire Councillor for 16 years and was the Chair of the Goulburn Valley Regional Waste Management Group until its windup in 2014. He is also the immediate past President of the Region 2 Murray Darling Association.

Robin Weatherald Robin Weatherald is a former Strathbogie Shire Councillor and, in two stints since 2003, has served 10 years. Recently retired, Robin has held a variety of business interest in the agriculture and fuel industries. Robin has successfully established livestock, tourism information and commercial fuel businesses. He was elected a Board member of the Victorian Auto Chamber of Commerce (2004–2010). He is a

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former director of the Goulburn Valley Regional Waste Management Group from 2012 and is currently a member and volunteer at the Strathbogie Golf Club.

2.4 Board committees

2.4.1 Audit and Risk Committee

The Audit and Risk Committee consists of four members and a chairman as indicated below. Members are appointed by the GVWRRG Board, usually for a three-year term, and are subject to the Committee’s terms of reference. As the skills-based board directors have not been engaged in an executive capacity on the board they qualify as independent for the purpose of compliance with the

Standing Directions issued by the Minister for Finance. The role of the Audit and Risk Committee is to oversee and advise GVWRRG on matters of accountability and internal control affecting its operations.

The Committee undertakes the oversight of:

• reporting financial performance and monitoring financial processes, including the annual financial statements

• application of accounting policies

• internal control systems affecting the operations of the Group

• overseeing the effectiveness of the internal and external auditor functions and providing a forum between the Board and the internal and external auditors

• the operation and implementation of the risk management framework

• the effectiveness of policies, procedures and other systems of internal control as well as the quality of internal and external reporting of financial and non-financial information

• GVWRRG’s process for monitoring compliance with laws and regulations, standards and best practice guidelines.

Membership of the committee in 2016–17 comprised:

• Geoff Dobson (Chair — skills-based independent)

• Geoff Cobbledick (skills-based independent)

• Andrea Richards (skills-based independent)

• Cr Robin Weatherald (Local Government Forum nominated Board member) Four meetings were held during 2016–17:



6 March 2017 Shepparton

25 May 2017 Shepparton

Meeting attendance:

Meeting Attendance Position Attended

Director Geoff Cobbledick Skill-based Director 4

Director Geoff Dobson Skill-based Director 4

Director Andrea Richards Skill-based Director 4

Cr Robin Weatherald LG Forum-nominated Director

4

Cr Eric Lording LG Forum-nominated Director

1

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Key Achievements 2016–17:

• Risk Management policy and framework development

• Internal Audit conducted into Financial Management Compliance Framework and fraud risk management

• Internal Audit conducted into key personnel risk and human resource systems and payroll systems.

2.4.2 Local Government Waste Forum

The Environment Protection Act 1970 requires the establishment of a Local Government Waste Forum (the Forum) to support the effective operation of the Board of the GVWRRG. The Forum’s membership consists of one councillor from each member council. The Forum aims to engage with industry, government and stakeholders to develop and deliver effective, efficient and sustainable resource recovery planning and management in the Goulburn Valley Waste and Resource Recovery Region.

Meeting were held on four occasions during 2016–17:



16 December 2016 Shepparton

17 March 2017 Melbourne

12 May 2017 Nagambie

Members of the Goulburn Valley Local Government Waste Forum are:

Member Member Council Meetings attended

Cr Kevin Mulroney/Cr David Lowe/Cr Bob Humm

Mitchell Shire Council 4

Cr Eric Lording Murrindindi Shire Council 4

Cr Wendy Buck/Cr Kevin Burke Moira Shire Council 2

Cr Ian Maddison/Cr Leigh Wilson Campaspe Shire Council 4

Cr Fern Summer/Cr Seema Abdullah Greater Shepparton City Council

4

Cr Deb Swan/Cr John Mason/Cr Alistair Thompson

Strathbogie Shire Council

4

Malcolm Styles/Steve Bowmaker/Ifte Hossain/Jean Young/Heinz Kausche

Greater Shepparton City Council

4

John Mangan /Sally Rice/Clinton Shand Moira Shire Council 3

Brian Holmes/Samantha Ferrier/Paul McKenzie

Campaspe Shire Council 4

Tamara Johnson/Narelle Liepa Mitchell Shire Council 4

Darren Ritchie Strathbogie Shire Council

4

Mark Leitinger/Josh Russell Murrindindi Shire Council 4

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Key Achievements 2016–17

• Membership transition post local government elections

• Election of Chairman

• Facilitated workshop to determine key strategic focus areas

• Induction of new forum representatives Technical Advisory Reference Group: The Technical Advisory Reference Group (TARG) is a sub group of the Goulburn Valley Local Government Forum. The TARG was established to advise, assist and inform the Goulburn Valley Local Government Waste Forum. The TARG investigates, makes recommendations and provides expert advice to the Forum on technical matters relevant to the provision of Goulburn Valley council’s waste and recycling services and facilities. Key achievements during the reporting period include:

• facilitating the development of the Regional Procurement Strategy

• participating in the development of the Regional Resource Recovery Centre Strategy

• participating in a technical tour to the Albury Resource Recovery Centre and landfill.

GV Implementation Plan working group: The GV Implementation Plan working group was established to assist in the development and delivery of the GV Implementation Plan. The working group was disbanded upon the submission of the GV Implementation Plan. Key achievements during 2016–2017 were:

• monitoring and evaluation of formal environment portfolio integration phase for GV Implementation Plan development

• three-stage legal review of GV Implementation Plan development

• peer review of GV Implementation Plan development

• finalisation of GV Implementation Plan and preparation for submission.

2.5 Occupational health and safety (OH&S)

GVWRRG has the appropriate Workcover policy and adopts safe work practices. GVWRRG has an OH&S policy as part of its HR Policy Manual which includes OH&S inductions procedure and an incident log. There have not been any reports or claims made for injuries or near misses during the 2016–17 financial year. Workplace ergonomic assessments have been conducted by a licensed contractor and the recommendations received were implemented during the reporting period. Ergonomic assessments are reviewed annually as part of the internal audit work program. Performance indicators 2016–17 2015–16 2014–15

No. of reported hazards/incidents 0 0 0

No. of lost time standard claims 0 0 0

Average cost per claim N/A N/A N/A

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3. Report of GVWRRG operations

3.1 Management team

In 2016–17, GVWRRG employed a full-time Executive Officer (Nicholas Nagle); a full-time Manager Operations (Brad Montgomery); a part-time Manager of Strategic Planning (Tracy Taylor); a part-time Communication and Education Officer (Kathryn Maddox); and a part-time Administration Officer (Kate Marr). The success of GVWRRG’s programs is also contingent upon the support of Directors and officers of member councils and other external organisations with whom partnerships are forged. Executive Officer: The main purpose of the Executive Officer position is to support GVWRRG in the development and implementation of its plans, budgets, programs, projects, and activities for waste management in the region, in accordance with relevant legislation, policy and guidelines, and consistent with regional needs and priorities. A key objective of the position is to ensure GVWRRG develops and maintains a vision of continuous improvement in the management of waste in the region, and makes progress towards the achievement of state-wide policy goals and regional objectives for municipal and industrial waste reduction. The Executive Officer is therefore considered a creative source for the strategic thinking and planning of GVWRRG, and a driving force behind the implementation of its waste management plans and programs. The Executive Officer is responsible for the operational and financial management activities of GVWRRG as well as co-ordinating the strategic planning functions, budget, funding opportunities and liaison with other relevant bodies. Manager – Operations: The main purpose of the Operations Manager role is to make substantial contributions to the development and execution of the GV Implementation Plan, focusing on data collection and analysis, development of infrastructure scheduling and managing external and local implementation plan working parties. The role also manages stakeholder engagement, including the Goulburn Valley Local Government Waste Forum and their Technical Advisory Reference Group and Education Working Group subcommittees. The position has the responsibility for facilitating efficient procurement of waste and resource recovery services for the region through the collective effort of its local councils. The Operations Manager is required to identify service procurement opportunities, establish systems, manage and evaluate joint waste management and/or resource recovery related to service contracts. Manager – Strategic Planning: The main purpose of the Strategic Planning Manager position is to make substantial contributions to the development and execution of the GV Implementation Plan, focusing on identifying future infrastructure priorities and providing improved links to statutory land-use planning, and facilitating a coordinated state-wide approach to infrastructure planning supported by local input and implementation. The Manager Strategic Planning is also responsible for identifying waste and resource recovery opportunities for local government, industry and the community.

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This position is the lead role for facilitating efficient procurement of waste and resource recovery infrastructure for the region through the collective effort of its local councils. The Strategic Planning Manager identifies future facility procurement opportunities, plans and evaluates infrastructure contracts. Communications and Education Officer: The main purpose of the Communications and Education Officer is to provide expert advice and assistance in the coordination, monitoring and implementation of the GVWRRG Communication and Engagement Plans. More specifically, the Communication and Education Officer is responsible for providing input and communication and education advice on various projects to the Executive Officer and other GVWRRG staff and managing consultants and other stakeholders during the implementation of projects. Additional duties of the position include liaison with project partners to align messages and content in co-ordinating media opportunities, as well as reporting and presenting to other stakeholders and Government agencies on the progress of project and strategy. The position also engages with shared service resources who deliver state-wide strategic communications advice to the GVWRRG. Administration Officer: The main purpose of the Administration Officer position is to provide administrative and secretariat support to the Executive Officer, and other GVWRRG staff. At the direction of the Executive Officer, direct support is at times required to be extended to the Board, its sub-committees, and the Chair. This role provides administrative and office support functions including financial administration, executive support and office management. Included in these duties is the development and maintenance of data and administrative systems for all aspects of GVWRRG’s operations, including processing and monitoring funding submissions and preparing briefs for internal and external communication. The maintenance and updating of GVWRRG’s website content and coordinating the publishing of reports and other content in printed and/or electronic formats are included in these duties, along with the provision of support and coordination for waste and resource recovery projects. External support: The officers of GVWRRG are required to attend Board and special project group meetings as well as other project-based activities from time to time. Officers of GVWRRG, Environmental Protection Authority (EPA), Sustainability Victoria (SV) and other government and private sector organisations take part in regional activities.

3.2 GVWRRG strategic direction and authority development

GVWRRG prepares and implements policies, strategies, and programs that are articulated through its GV Implementation Plan and then implemented through the annual business planning and reporting process. The responsible minister approves the GV Implementation Plan.

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SV provides the opportunity for additional funding to GVWRRG through tied grants and informally reviews the GVWRRG Business Plan.

3.3 Objectives of the Victorian waste and resource recovery planning framework

The framework, as articulated in section 50 of the Environment Protection Act 1970, is constituted by the following:

• Statewide Waste and Resource Recovery Infrastructure Plan (SWRRIP)

• Regional Waste and Resource Recovery Implementation Plans (RWRRIPs)

• any guidelines made under section 50CA in relation to the SWRRIP and RWRRIPs

• the formal integration process of the plans as outlined in section 50BD of the Environment Protection Act 1970.

The objectives of this framework, as articulated in section 50A, are to:

• ensure long-term strategic planning for waste and resource recovery infrastructure at both the state and regional levels

• facilitate the integration of state-wide directions for the management of waste and resource recovery infrastructure and regional infrastructure needs

• enable this infrastructure planning to be: o effectively integrated with land use and development planning and

policy o effectively integrated with transport planning and policy

• ensure SV and the WRRGs work together to integrate the SWRRIP and RWRRIPs

• enable waste and resource recovery infrastructure planning decisions to be made at the appropriate level of the framework.

Content of RWRRIPs The mandatory requirements for the Regional Implementation Plans (currently under development) are identified in section 50BB are listed below: (a) A description and analysis of waste and resource recovery infrastructure within its waste region, including consideration of

i. environmental and financial performance ii. current infrastructure and anticipated opportunities for providing

infrastructure across the waste region iii. the waste and resource recovery infrastructure needs, priorities

and preferred locations for the waste and resource recovery region

iv. regional transport and land use planning

b) A description of how the long-term directions of the SWRRIP will be implemented to give effect to local and regional infrastructure needs within the waste region c) A schedule of existing and required waste and resource recovery infrastructure within the waste region including:

i. the type, general location and other requirements of new waste and resource recovery infrastructure, other than landfills

ii. the timeframe for when new waste and resource recovery infrastructure is needed

iii. an identification of steps required to align the schedule with local planning schemes

iv. the proposed sequence for the filling of available landfill sites for at least the next 10 years

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v. a program for replacing and rehabilitating landfill sites vi. the intended or likely date of closure of each landfill site vii. options for future landfill capacity and resource recovery

infrastructure. d) Any matters required by guidelines made under section 50CA.

3.4 Operational objectives and performance against objectives

GVWRRG’s objectives fall under two main areas — governance activities relating to the Ministerial Statement of Expectations (Table 1), and regional priorities and actions related to the GV Implementation Plan (Table 2).

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Table 1 Performance of governance objectives

1 ✓= performance target achieved or exceeded or expected to be achieved

Objective (from Statement of Expectations) Unit of measure 2016–17 status Result1

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

No action—no major risks known ✓

Respond to Ministerial info requests in a timely manner 2 requests responded to ✓

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

Ongoing ✓

Actively participate in the achievement of a shared services framework No. of meetings attended

Participated in Project control board and signed MoU

✓

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

No. of compliance activities completed

Compliance with all legal, financial and other obligations in a timely manner. Developed and reviewed Board Charter and other policies

✓

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

Detailed objectives, strategies outlined in 2017–2020 Business Plan

✓

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

This Report ✓

Development of, and response to, Statement of Expectations (SoE) Response letter to Minister regarding the SoE sent June 2017, and posted on website with SoE.

✓

Facilitate the implementation of the GV Implementation Plan No of actions implemented

Detailed in Table 2 ✓

Implement recommendations of the 2016 Independent Board performance review process

No. of recommendations implemented

17 recommendations implemented ✓

Implementation of 2016 Ergonomic assessment report No. of recommendations implemented

50 recommendations implemented ✓

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Table 2 Performance of GV Implementation Plan objectives

Region priority objective (from GVWRRIP)

Action Unit of measure 2016–17 status Result2

1. Increase diversion of industrial waste from landfills

To investigate the viability of pre-sort infrastructure at landfills in the region

Increased recovery of industrial waste (tonnes)

Consultant engaged to further investigate the feasibility of a pre-sort facility at Cosgrove landfill, including concept designs

✓

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

To investigate opportunities to increase reprocessing of regional priority materials including e-waste

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

Consultant engaged to investigate the viability of site improvements to GV RRCs, including identifying and mapping a suitable network of regional collection points for electronic waste (e-waste) in advance of a landfill ban being introduced for this material

✓

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

To support councils to consider and expand organics recovery To investigate opportunities to link industry with existing food recovery collection and reprocessing service providers

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

Supporting councils to expand organics—increased no. of FOGO services and increased FOGO collections—see data presented in Section 4.4.6

✓

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

Nil activity proposed for 2016–17 Market engagement participation — number of participants

Value of investment proposed ($)

Additional resource recovery identified

NA ✓

2 ✓= performance target achieved or exceeded or expected to be achieved

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(tonnes)

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

• To investigate accessible and appropriate handling and disposal options for asbestos waste management in the region

• Facilitate assessment of sites against Australian Standard AS/NZS 5377:2013 in preparation for e-waste ban from landfill

Councils participating in domestic asbestos disposal program (number) Number and value of site upgrades undertaken ($)

Consultant engaged to investigate the viability of site improvements to GV RRCs, including:

• identifying and mapping a suitable network of regional collection points for electronic waste (e-waste) in advance of a landfill ban being introduced for this material

• investigating analysis, mapping and modelling of asbestos disposal options

✓

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

• To assist councils to review their waste and resource recovery plans to ensure alignment with GV Implementation Plan and Statewide Infrastructure Plan

• To investigate priority upgrades at facilities to support improved practices

Council waste and resource recovery plans that align with GV Implementation Plan (number) RRCs demonstrating best practice standards (number)

Provided advice to council officers re-aligning their waste plans with the GVWRRIP:

• Four council waste plans commencing align with the GVWRRIP

• Engaged consultant to investigate the viability of upgrades to RRCs using better practice guidelines

• Four RRCs demonstrating better practice standards

✓

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

• To review past collaborative procurement processes

• To identify procurement options to maximise waste and resource recovery

• To gain a greater understanding of material flows across the region

Development of GVWRRG procurement plan Delivery of council training package

Engaged a consultant to highlight the joint procurement opportunities in the Goulburn Valley region to maximise resource recovery and improve the quality of procurement through the development of a Procurement Strategy.

✓

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

• To build awareness and understanding of the waste and resource recovery network among all stakeholders

• To support the local delivery of the Victorian Community and Business Education Strategy

Increased awareness and understanding of the waste and resource recovery network

• Circulation of waste and resource recovery media coverage

• Development and implementation of Communication and engagement plan

• Circulation of updates to reprocessor network

• Circulation of Regional Implementation

✓

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Number of integrated waste management consultation activities with community

Plan hardcopies, summary documents, key data fact sheets.

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

To meet with councils to facilitate a process where WRRGs play a role in new waste and resource recovery infrastructure applications and multi-unit/mixed-use developments.

Number of consultation activities with council planning departments Increased appreciation of integrated waste management

Engaged a consultant to undertake a risk assessment of the buffer areas surrounding landfills and RRCs, to support councils seeking planning approvals for new/expanded infrastructure, and to protect areas surrounding WRR infrastructure from sensitive land uses Meetings conducted with council planning officers

✓

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

To support workshops, working groups and development of guidelines for closed landfills

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

• Meetings with EPA and councils re closed landfills

• Increased disclosure of closed landfill inventory

• Consultation on draft risk assessment tool

✓

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

• To undertake an economic benefit assessment of waste and resource recovery in the region

• To implement recommendations from the economic benefits analysis to achieve optimal procurement outcomes

Increased- net environmental benefit of resource recovery activity

Economic assessment completed Development of Procurement Strategy

✓

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

To initiate discussions and provide linkages between waste generators and available service and facility providers

Number of cross sectoral partnerships facilitated

Cost benefit of resource recovery

Four linkages/partnerships between waste generators and service providers enabled

✓

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sites completed Annual tonnes (T) of recovery enabled

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

To investigate regional data collection systems that are aligned with the statewide data collection system

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

Organised tour for GV council waste officers to investigate use of data collection system at Barwon South West RRCs, for possible adoption in the Goulburn Valley. Data hardware solutions trialled in Moira and Mitchell.

✓

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3.5 Key initiatives and projects

During the reporting period, GVWRRG has performed well against its stated objectives, with improvement against regional targets predominately through improved diversion of kerbside waste from landfill driven by organics recovery. Our focus on the collaborative development of state-wide Waste and Resource Recovery framework has seen us achieve our GV Implementation Plan development milestones on time and under budget. In the next two years, GVWRRG will direct an expected $800,000 of project funding towards the further development of our legislative functions and the implementation of priority actions in the GV Implementation Plan.

3.5.1 Kerbside performance achievement (Objective 3: increase recovery of food and garden organics)

The information contained within this section relies on the Local Government Data Survey which is an indicator of council performance across municipal solid waste collection services. Sustainability Victoria compiles and interrogates this data, undertaking a lengthy review process to ensure its integrity. Only the information that is published and publically available at the time of report preparation has been utilised. Sustainability Victoria provides this information annually in advance of its formal release for the purpose of the production of Waste and Resource Recovery Group Business Plans and Annual Reports.

Table 3 Materials generated per household serviced in the Goulburn Valley

Household materials generated per household serviced

2014–15 Sustainability Victoria Local Govt survey data

kg/household/yr

State average

2015–16 Sustainability Victoria Local Govt survey data

kg/household/yr

State average

2014–15 2015–16

Waste to landfill (garbage) kg/household/year

Campaspe:

508

471

Campaspe:

473

471 Shepparton: 538 Shepparton: 685

Mitchell: 469 Mitchell: 473

Moira: 366 Moira: 341

Murrindindi:

374 Murrindindi:

392

Strathbogie: 456 Strathbogie: 244

Region total: 474 Region total: 499

Commingled packaging and paper/cardboard recyclables collected kg/household/year

Campaspe: 256

245

Campaspe: 245

245 Shepparton: 371 Shepparton: 253


Moira: 236 Moira: 275

Murrindindi: 227 Murrindindi: 217


Region total: 287 Region total: 250

Garden organics collected kg/household/year

Campaspe: 260

297

Campaspe: 237

297

Shepparton: 398 Shepparton: 393


Moira: 0 Moira: 0

Murrindindi: 0 Murrindindi: 0


Region total: 314* Region total: 359*

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Figure 5 Amount of waste collected by service type in the Goulburn Valley 2002–2016

Figure 6 Number of collection services in the Goulburn Valley 2002–2016

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3.5.2 Kerbside diversion rate by municipality / region (Objective 8)

Household material generated per household serviced (%)

Municipality 2014–15 Local Govt data survey

State average 2014–15

2015–16 Local Govt data survey

State average 2015–16

Kerbside recyclables % of total tonnes i.e. Recyclables Recycled x 100 [Garbage + Recyclables Collected]

Campaspe 33

34

34

33

Shepparton 41 28

Mitchell 34 34

Moira 44 37

Murrindindi 36 35

Strathbogie 32 48

Region

Avg.

37 33

Kerbside recyclables and organics % of total tonnes i.e. [Recyclables + G.O Processed] x 100 [Garbage + Recyclables Recycled + G.O. Collected]

Campaspe 40

45

41

44

Shepparton 53 36

Mitchell 37 35

Moira 39 36

Murrindindi 38 40

Strathbogie 32 34

Region

Avg.

44.8 45.5

Kerbside and drop off recyclables, and organics % of total tonnes i.e. [Recyclables + G.O Processed] x 100 [Garbage + Recyclables Recycled + G.O. Collected]

Campaspe 41

48

42

48

Shepparton 53 48

Mitchell 34 34

Moira 61 59

Murrindindi 38 38

Strathbogie 40 66

Region

Avg. 50.6 52.9

Table 4 Household material generated per service (%) in the Goulburn Valley 2014–2016

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While many of the performance indicators that GVWRRG currently use exclude industrial waste, future reporting will be broader based and representative of all sources of solid waste. GVWRRG has commenced a process to identify new regional performance targets for successive reporting. Other ways that GVWRRG monitors the performance is via the annual regional waste auditing and community attitudes surveys. Tracking Regional Performance

3.5.3 Household waste to landfill (Objectives 2,3 and 7)

Figure 7 Regional kerbside garbage average

A total of 79,585 properties (including 5,998 non-residential services) now have a garbage service in the region. As depicted in figure 11, the household garbage yield remained steady with just a 3kg per household per annum increase being reported.

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3.5.4 Kerbside recycling recovery rate (Objective 8 – Support community and business in decision making process)

Figure 8 Regional recycling yield Part of the reason for GVWRRG’s strong kerbside performance as shown above in figure 10, is the fact that a high proportion (99%) of these services also have a recyclables service. A number of councils also extended their kerbside recycling service coverage in 2015–16 with over 6,300 non-residential properties now serviced in the region. The total number of recycling services grew by a substantial 4,173 services (or 5.3%) during the 2013–14 data collection year to total of 82,946.

3.5.5 Organics recovery rate (Objectives 3 and 8)

Figure 9 Yield per organics service

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The sustained increases in organics yields per service points to the increased practice of food disposal as education and familiarity with the ‘third bin’ service becomes more entrenched.

Figure 10 Households with a green organics service Further growth in the number of kerbside organics services regionally remains a priority of the GVWRRG and timing of this is dependent on the tendering processes of member councils. During the reporting period, both Strathbogie Shire Council and Moira Shire Council commenced a kerbside garden and food organics collection service which contributes to the increases shown in figure 12 above.

3.5.6 Overall household materials recovery rate (Objective 8)

Figure 11 Regional kerbside diversion performance

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Figure 13 shows that a pleasing 4% increase in kerbside service diversion performance was achieved in the latest data reporting period. This improvement was 9% when the inclusion of drop off recyclables is factored in (figure 10). Future household waste diversion performance will be linked to the significant expansion of organics services (figure 12). Other service related influences to positively impact diversion will be the availability of 360L recycling bins, further downsizing of garbage bins and potential for alteration of residual bin collection frequency to a fortnightly cycle rather than weekly such as has occurred in the Strathbogie Shire.

3.5.7 Service costs (Objectives 7 and 11)

Figure 12 Regional kerbside service cost per household

Figure 13 Regional kerbside service cost per tonne

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The growing disparity between the costs associated with residual waste disposal and the recovery of both organics and recyclables on a per tonne and per household basis is a helpful and compelling factor in discouraging waste to landfill (see figures 14–16).

Figure 14 Combined regional service delivery costs

3.6 The future

The GVWRRG will be working to ensure the region’s interests are well represented in the development and implementation (pending release) of Sustainability Victoria’s key responsibilities over the coming year:

• Statewide Waste and Resource Recovery Planning Framework

• Statewide Market Development Strategy

• Statewide Investment Strategy (including infrastructure funding)

• Statewide Business and Community Education Strategy

• Statewide Data Management Governance Framework

• Joint procurement and business support for WRRGs and councils. The Goulburn Valley Local Government Waste Forum will be a conduit for consultation between the GVWRRG and member councils, and for advice to the GVWRRG Board on matters and issues affecting the role of local government in waste management and resource recovery. The GVWRRG will continue to provide logistical and secretariat support and advice to the Forum to ensure it can establish itself in the new waste and resource recovery organisational framework.

4. Workforce data

4.1 Public sector values and employment principles

GVWRRG’s Equal Employment Opportunity policy is applied in all employment decisions (including recruitment, promotion, training and other opportunities). GVWRRG is committed to applying merit and equity principles when appointing staff. The selection processes ensure that applicants are assessed and evaluated fairly and equitably on the basis of the key selection criteria and other accountabilities without discrimination.

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This approach reflects GVWRRG’s desire to have a work place free from discrimination, where each person has the opportunity to progress to the extent of their ability and the needs of the organisation. GVWRRG is committed to providing a work environment in which employees feel they are a valued member of the organisation and that that they are treated in a fair and non-discriminatory way. GVWRRG is committed to policies, programs and strategies aimed at delivering culturally appropriate services to all Victorians. GVWRRG’s Grievance policy supports the right of every employee to lodge a grievance with their manager if they believe a decision, behaviour or action affecting their employment is unfair. GVWRRG is committed to the continual development and education of its employees, through the application of its Training and Development policy. The achievement of this is essential for the effective operation of the organisation and the safety of all employees.

4.2 Comparative workforce data

On 30 June 2017: • GVWRRG employed 5 staff (3.7 full time equivalent) compared to 4 staff (3.3

full time equivalent) on 30 June 2016. • The proportion of women was 60% (compared to 50% on 30 June 2016). Employees have been correctly classified in workforce data collections.

Classification 2016–17 2015–16

Number (headcount)

FTE Number (headcount)

FTE

Executive Officers 1 1 1 1

Senior Managers 2 1.8 2 1.8

Employment and Conduct principles

Public sector values (section 7, PAA)

The public sector values are: Responsiveness, Integrity, Impartiality, Accountability, Respect,

Leadership and Human rights.

Public sector employment principles (section 8, PAA)

Public entities are required to have in place employment processes that will ensure that:

• employment decisions are based on merit;

• public sector employees are treated fairly and reasonably;

• equal employment opportunity is provided;

• human rights as set out in the Charter of Human Rights and Responsibilities are upheld; and

• public sector employees have a reasonable avenue of redress against unfair or unreasonable treatment.

Codes of conduct and standards issued by the Victorian Public Sector Commission (VPSC), include:

• the Code of Conduct for Victorian Public Sector Employees

• the Conflict of Interest Policy Framework and the Gifts Benefits and Hospitality Policy

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Administration Staff 2 0.9 1 0.5

Total 5 3.7 4 3.3

Male 2 2 2 2

Female 3 1.7 2 1.3

Total 5 3.7 4 3.3

Notes:

• All figures reflect employment levels during the last full pay period in June of each year.

• Excluded are those on leave without pay or absent on secondment, external contractors/consultants, and temporary staff employed by employment agencies.

• Ongoing employees includes people engaged on an open-ended contract of employment and executives engaged on a standard executive contract who were active in the last full pay period of June.

• FTE=full time equivalents.

4.3 Executive Officers disclosures

Classification Number

(headcount) In 2016–17

Total number of executive officers reported in the notes to the financial statements

1

Total number of executive officers with remuneration over $100,000 1

Total number of executive officers that GVWRRG notified to VPSC in the latest Government Sector Executive Remuneration Panel (GSERP) annual survey

1

See also the financial statements Note 23 (ii) p.72, for Executive Officer who will be listed under ‘Remuneration of responsible persons’ and the total other number of executives listed under ‘Remuneration of executives.’

5. Other disclosures

5.1 Application and operation of Freedom of Information Act 1982

GVWRRG is a State Statutory Agency under the Environment Protection Act 1970, and so is a ‘Government Agency’ under the terms of the Freedom of Information Act 1982. 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. Access to documents may be obtained through written request to the authorised FOI officer. Requests should be addressed to the Authorised Officer as follows: GVWRRG FOI Officer Mr Nicholas Nagle Executive Officer Goulburn Valley Waste and Resource Recovery Group PO Box 6919

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Shepparton VIC 3630 From 1 July 2017, the application fee will be $28.40. There were no requests received under the Freedom of Information Act 1982 during the reporting period.

5.2 Availability of other information

Additional information available on request In compliance with the requirements of the Standing Directions of the Minister for Finance, details in respect of the items listed below have been retained by GVWRRG and are available (in full) on request, subject to the provisions Freedom of Information Act 1982:

(a) details of publications produced by GVWRRG about itself, and how these can be obtained

(b) details of any major external reviews carried out on GVWRRG (c) details of major research and development activities undertaken by

GVWRRG (d) details of major promotional, public relations and marketing activities

undertaken by GVWRRG to develop community awareness of the entity and its services

(e) details of changes in prices, fees, charges, rates and levies charged. The information is available on request from:

Executive Officer

Goulburn Valley Waste and Resource Recovery Group

By phone: 03 5822 1300

In writing: P.O. Box 6919, Shepparton VIC 3630

Additional information included in annual report

Details in respect of the following items have been included in GVWRRG’s annual

report, on the pages indicated below:

(f) assessments and measures undertaken to improve the occupational

health and safety of employees (on page 21)

(g) a statement on industrial relations within GVWRRG (on page 21 – OH&S

principles, and page 40 – Public service values and employment

principles)

(h) a list of GVWRRG’s major committees; the purposes of each committee;

and the extent to which the purposes have been achieved (on page 19)

(i) A statement of completion of declarations of pecuniary interests by

relevant officers is not available, as not all declarations of pecuniary

interests have been completed by all relevant officers

Information that is not applicable to GVWRRG

The following information is not relevant to GVWRRG for the reasons set out below:

(j) a declaration of shares held by senior officers (no shares have ever

been issued in GVWRRG).

(k) details of overseas visits undertaken (no board members or senior

executives took overseas work related trips.)

.

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5.3 Compliance with building and maintenance provisions of the Building Act 1993

GVWRRG did not undertake any building works, which fall within the provisions of the Building Act 1993, as its premises are leased and any waste management services are provided by contractors.

5.4 National Competition Policy

Under the National Competition Policy (NCP), the guiding legislative principle is that legislation, including future legislative proposals, should not restrict competition unless it can be demonstrated that:

• the benefits of the restriction to the community as a whole outweigh the costs

• the objectives of the legislation can only be achieved by restricting competition.

Competitive neutrality requires government businesses to ensure where services compete, or potentially compete with the private sector, any advantages arising solely from their government ownership be removed if it is not in the public interest. Government businesses are required to cost and price these services as if they were privately owned. Competitive neutrality policy supports fair competition between public and private businesses and provides government businesses with a tool to enhance decision on resource allocation. This policy does not override other policy objectives of government and focuses on efficiency in the provision of service. GVWRRG, as the independent manager of, and investor in GVWRRG’s assets, purchases services and goods in line with the Victorian Government Purchasing Authority’s guidelines. In doing this, GVWRRG applies the following principles:

• Value for Money

• Open and Fair Competition

• Accountability

• Victorian Industry Participation Policy. GVWRRG adheres to the principles of the National Competition Policy to ensure that any business competition with private entities takes place in an environment where GVWRRG has no competitive advantage. The Environment Protection Act 1970 specifically precludes GVWRRG from undertaking waste management activity that is being carried out on a commercial basis anywhere in Victoria. GVWRRG strictly adheres to relevant provisions of the Environment Protection Act 1970 in relation to this issue.

5.5 Privacy and Data Protection Act 2014

The Privacy and Data Protection Act 2014 came into assent on 2 September 2014. GVWRRG as a Public Sector Agency is subject to this Act and has taken steps to ensure compliance with the provisions. The Executive Officer as the Privacy Officer did not receive any complaints concerning breaches of the provisions of the Privacy and Data Protection Act 2014 during the 2016–17 reporting period.

5.6 Protected Disclosures Act 2012

Compliance with the Protected Disclosures Act 2012

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The Protected Disclosure Act 2012 (PD Act) enables people to make disclosures

about improper conduct by public officers and public bodies. The PD Act aims to

ensure openness and accountability by encouraging people to make disclosures and

protecting them when they do.

What is a 'protected disclosure'?

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

The GVWRRG a “public body” for the purposes of the PD Act.

What is ‘improper or corrupt conduct’?

Improper or corrupt conduct involves substantial:

• mismanagement of public resources

• risk to public health or safety or the environment

• corruption.

The conduct must be criminal in nature or a matter for which an officer could be

dismissed.

How do I make a 'Protected Disclosure'?

You can make a protected disclosure about the GVWRRG or its Board members,

officers, or employees by contacting Independent Broad-Based Anti-Corruption

Commission (IBAC) on the contact details provided below.

Please note that the GVWRRG is not able to receive protected disclosures.

How can I access GVWRRG’s procedures for the protection of persons from

detrimental action?

The GVWRRG has established procedures for the protection of persons from

detrimental action in reprisal for making a protected disclosure about GVWRRG or its

employees. These are available on request from the Executive Officer on telephone

number 03 58221300.

Contacts:

Independent Broad-Based Anti-Corruption Commission (IBAC) Victoria

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

3000.

Mail: IBAC, GPO Box 24234, Melbourne Victoria 3001

Internet: www.ibac.vic.gov.au

Phone: 1300 735 135

Email: see the website above for the secure email disclosure process,

which also provides for anonymous disclosures.

The number of disclosures made by an individual to the Department and

notified to the Independent Broad-based Anti-Corruption Commission

2016–17 2015–16

number number

Assessable disclosures 0 0

5.7 Office based environmental impacts

GVWRRG employs four officers that operate from an office in Shepparton and has made a commitment to lead by example in promoting and maintaining the principles of sustainability within its office environment. As such, GVWRRG participates in

http://www.ibac.vic.gov.au/

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Sustainability Victoria’s ResourceSmart program and leads in advocacy for the purchase of recycled content products. Other achievements relative to minimising environmental impacts of operation include:

• 25% Green Power has been purchased through energy retailer

• train travel is preferred where possible for meetings in Melbourne

• teleconferencing and video conferencing are being used with increased frequency to avoid unnecessary business travel

• purchase of 100% recycled office paper and use of the first commercial printing companies in regional Victoria to be awarded the Sustainable Green Print (SGP) tick of approval.

5.8 Subsequent events

There were no events occurring after 30 June 2017 which may significantly affect GVWRRG’s operations in subsequent reporting periods.

5.9 Significant changes or factors affecting performance

There were no significant changes or factors which affected our performance during the reporting period.

5.10 Victorian Industry Participation Policy disclosures

Victorian Industry Participation Policy (‘VIPP’) aims to foster industry development, by encouraging Victorian government departments and public bodies to genuinely consider Victorian, Australian and New Zealand supply. The VIPP applies when the Victorian Government’s funding or provision of a grant exceeds $3 million in metropolitan Melbourne and $1 million in regional Victoria. There were no contracts over $1 million awarded by GVWRRG during the reporting period.

6. Financials

Budgetary objectives and performance against objectives The budget adopted for the 2016–17 reporting period proposed a drawing down of reserves; however, a less than expected reliance on external expertise during the development of our GV Implementation Plan and a delay in the consultation phase amounted to a net result from transactions of $139,192. The Board has adopted a budget strategy that proposes strategic investment into priority projects that will further, the land-use planning and procurement elements of the GV Implementation Plan delivery.

6.1 Five-year financial summary

2012–13 2013–14 2014–15 2015–16 2016–17 As it is the third year

of operation, no figures for the previous years can be provided. It is to be noted that

Core business revenue $319,359 $581,512 $605,200 Project grants

$505,699 $629,323 $374,002

Member funds and other $158,154 $212,367 $201,813 Total revenue $983,212 $1,423,202 $1,181,015 Administration

$586,753 $794,585 $774,636

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expenditure

due to the Aug 1 2014 commencement of the organisation, the 2014–15 results represent an 11-month period.

Corporate expenditure $23,668 $316,564 $27,354 Project expenditure $294,414 $262,666 $230,299 Total expenditure $904,835 $1,373,815 $1,032,289 Current assets

$586,605 $626,109 $771,242

Non-current assets $55,153 $112,639 $114,838 Total assets

$641,758 $738,748 $886,080

Current liabilities

$222,915 $265,595 $147,174

Non-current liabilities $378 $3,370 $129,931 Total liabilities $223,293 $268,965 $277,105

GVWRRG received funding during the reporting period for its core administration derived from the landfill levy, which is paid by any party disposing waste at landfills in Victoria. These payments were made in accordance with the Environment Protection (Distribution of Landfill Levy) Regulations 2010 which was amended on 18 June 2013. GVWRRG received $605,200 in the reporting period. The utilisation of these funds from the landfill levy are summarised in 6.2 below.

6.2 Use of landfill levy monies

• Employment and associated costs for the Executive Officer, Manager Operations, Manager Strategic Planning, Administration Officer and Executive Officer are $369,380.

• The remaining funding of $235,820 contributed to core administration costs (including meeting expenses, Directors’ fees, office rental and outgoings, insurances, telephone etc.) which amounted to $286,417. The additional expenditure in core administration was supported through revenue received from project administration.

All these activities are directly associated with core operation of the GVWRRG, including the implementation of specific aspects of the GVWRRG Business Plan.

6.3 Significant changes in financial position during the reporting period

There were no significant matters which changed our financial position during the reporting period.

6.4 Financial auditing

Financial auditing is under the control of the Victorian Auditor-General’s Office. That Office has appointed as their agent Stephen Clarke of Johnsons MME (Partner) as the auditor of the regions’ financial statements for the period ended 30 June 2017.

6.5 Budget portfolio outcomes

Under its obligations to section 50QC of the Environment Protection Act 1970, GVWRRG has reported in section 6.2 of this report and on page 8 and 9 of the financial statements on all the activities it has undertaken that were funded by the landfill levy.

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6.6 Consultancies greater than $10,000

In 2016–17, there were six consultancies where the total fees payable to the consultants were $10 000 or greater. The total expenditure incurred during 2016–17 in relation to these consultancies was $140,714 (excl. GST). Details of individual consultancies are outlined on GVWRRG’s website, at www.gvwrrg.vic.gov.au

6.7 Number and value of consultancies less than $10,000

In 2016–17, there were fifteen consultancies engaged during the year, where the total fees payable to the consultants was less than $10,000. The total expenditure incurred during 2016–17 in relation to these consultancies was $38,010 (excl. GST).

6.8 Disclosure of major contracts

GVWRRG did not award any major contracts (valued at $10 million or more) during 2015–16. A ‘major contract’ is a contract entered into during the reporting period valued at $10 million or more.

6.9 Capital projects

GVWRRG does not manage any capital projects.

6.10 Disclosure of grants and transfer payments

GVWRRG did not provide grants to other organisations during the reporting period.

6.11 Government advertising expenditure

GVWRRG’s expenditure in the 2016–17 reporting period on government campaign expenditure did not exceed $100,000.

6.12 Information and Communication Technology (ICT) expenditure

For the 2016–17 reporting period, GVWRRG had a total ICT expenditure of $5,707, with the details shown below. ($ thousand)

Business As Usual (BAU) ICT expenditure

Non-Business As Usual (non-BAU) ICT expenditure

Non-BAU ICT expenditure • Operational

expenditure (OPEX)

Non-BAU ICT expenditure • Capital

expenditure CAPEX

(Total)

(Total = Operational expenditure and Capital Expenditure)

5 NA NA NA

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

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

6.13 Compliance with DataVic Access Policy

In August 2012, the Victorian Government released the DataVic Access Policy, which enables the sharing of Government data at no, or minimal, cost to users. Government data from all agencies will be progressively supplied in a machine-readable format that will minimise access costs and maximise use and reuse. GVWRRG have commenced assessing the requirements for the DataVic Access Policy during the reporting period. GVWRRG have consulted with portfolio partners to access information collection methodology regarding Victorian waste and resource recovery datasets used in previous GVWRRG annual reports. These datasets are currently publically available through the Sustainability Victoria’s Victorian Local Government Annual Surveys. GVWRRG have submitted four annual reports (the GV Waste Management Group’s 2011–12, 2012–13, 2013–14 Annual Reports, and GVWRRG’s 2014–15 Annual Report) through the DEDJTR online services portal, for publication on the Victorian Data Directory (www.data.vic.gov.au). GVWRRG have become a signatory to the Waste Data Governance Framework Memorandum of Understanding and as such expect that progressive implementation of the framework will increase the nature and range of available information.

6.14 Related party transactions

Revenue and expense transactions:

• There were no revenue and expense transactions between the entity and responsible persons and related parties during the period.

Amounts payable and receivable:

• Aggregate amounts receivable from and payable to responsible persons or their responsible person related parties: NIL

Loans made to responsible persons and related parties:

• Nil Other transactions:

• Related party transactions requiring disclosure under the Direction of the Minister for Finance have been considered and there are no matters to report.

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6.15 Financial report 2016–17

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6.16 Independent audit report

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Appendix 1: Disclosure index

The 2016–17 Annual Report of the GVWRRG is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the authorities’ compliance with statutory disclosure requirements.

Ministerial directions

Report of Operations

Acronyms:

FRD-Financial Reporting Direction SD-Standing Direction MRO-Model Report of Operations

Legislation Requirement

Page Reference

Accountable Officer’s declaration

SD 4.2(j) Sign off requirements 75

Charter and purpose

FRD 22H Objectives, functions, and powers 9

FRD 22H Manner of establishment and responsible Minister 9

FRD 22H Nature and range of services provided 12

Financial information

FRD 22H Operational and budgetary objectives 25, 44

FRD 22H Summary of the financial results 44

FRD 22H Major changes or factors affecting performance 44

FRD 22H Subsequent events 44

FRD 22H Significant changes in financial position during the year 45

Governance and organisational structure

FRD 22H Organisational structure 14

FRD 22H Occupational health and safety policy 21

FRD 22H Employment and conduct principles 38

FRD 29B & 22H Workforce data disclosures 39

FRD 22H Workforce inclusion policy NA

FRD 15D & 21C Executive Officer disclosures 40

Other information

FRD 10A Disclosure index 78

FRD 25C Victorian Industry Participation Policy disclosures 44 FRD 22H Entity’s initiatives and key achievements 31

FRD 22H Details of consultancies in excess of $10 000 46

FRD 22H Details of consultancies under $10 000 46

FRD 22H Disclosure of government advertising expenditure 46

FRD 12B Disclosure of major contracts 46

FRD 22H Application and operation of Freedom of Information Act 1982 40

FRD 22H Compliance with Building Act 1993 41

FRD 22H Statement on National Competition Policy 42

FRD 22H Application and operation of Protected Disclosures Act 2012 42

FRD 24C Summary of environmental performance 43

FRD 22H Statement of availability of other information 41

SD 4.5.5 Risk management compliance attestation 5

MRO Compliance with DataVic access policy 47

SD 4.2(g) General information requirements 41

FRD 30D Print & design NA

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Financial Statements

Legislation Requirement Page reference

Finance report

Financial Statements required under Part 7 of the FMA

SD 4.2(a) Statement of changes in equity 52

SD 4.2(b) Operating statement 50

SD 4.2(b) Balance Sheet 51

SD 4.2(b) Cash flow statement 53

Other requirements under Standing Directions 4.2 SD 4.2(c) Compliance with Australian accounting standards and other

authoritative pronouncements

54, 60

SD 4.2(c) Statement of compliance 54

SD 4.2(d) Rounding of amounts 54

SD 4.2(c) Accountable Officer’s declaration 75

Other disclosures as required by FRDs in notes to the financial statements FRD 11A Disclosure of ex-gratia payments NA

FRD 12B Disclosure of major contracts 46

FRD 21C Disclosures of responsible persons, Executive Officers and other personnel with significant responsibilities

75

FRD 102A Inventories 64

FRD 103F Non-current physical assets 64

FRD 104A Foreign currency 71

FRD 106A Impairment of assets 64

FRD 109A Intangible assets 64

FRD 110A Cash flow statements 53

FRD 112D Defined benefit superannuation obligations 68

FRD 113A Investments in subsidiaries, jointly controlled entities and associates

NA

FRD 114B Financial Instruments – general government entities and public non-financial corporations

69

FRD 119A Transfers through contributed capital 51

FRD 13 Disclosure of parliamentary appropriations 45

Legislation

Freedom of Information Act 1982 40

Building Act 1983 41

Protected Disclosures Act 2012 42

Victorian Industry Participation Policy Act 2003 44

Financial Management Act 1994 54

Environment Protection Act 1970 9-11

Public Administration Act 2004 26

Documents

Annual Report...Page 6 1. Year in review 1.1 Chairperson’s message It is my pleasure to present the 2016–17 annual report of the Goulburn Valley Waste and Resource Recovery Group