Corangamite CMA Annual Report 2014-2015

Corangamite CMA

Annual Report 2014-2015

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TABLE OF CONTENTS

Corangamite CMA Annual Report ISSN 1441-3477.

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

Section 1 OuR REgION ANd ThE yEAR IN REvIEw 4

Section 2 REPORTINg CATChMENT CONdITION ANd RCS IMPLEMENTATION 9

Section 3 MAxIMISINg NATuRAL RESOuRCE MANAgEMENT INvESTMENT IN ThE REgION 28

Section 4 CORANgAMITE CMA - OuR ORgANISATION, COMPLIANCE ANd dISCLOSuRES 34

Section 5 FINANCIAL STATEMENTS 44

Section 6 APPENdICES - KEy PERFORMANCE INdICATORS 77

TABLE OF CONTENTS

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CCMA Annual Report 2014-2015

ChAIRMAN’S FOREwORdIt is with pleasure that I present the Corangamite Catchment Management Authority’s 2014-2015 Annual Report.

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

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

This year the authority has continued to focus on implementing the Corangamite Regional Catchment Strategy (RCS) and its many actions. The RCS provides a vision for integrated natural resource management in the region. At its heart is the need to support community involvement in carrying out this blueprint for catchment health. A motivated community, combined with sound science, increased knowledge and adequate resources, is essential to improve catchment health and productivity.

The authority also endorsed a new Corangamite waterway Strategy 2014-2022 (CwS). The CwS brings together the directions and policies in the victorian waterway Management Strategy, and the objectives and actions from the RCS. The CwS incorporates rivers, estuaries and wetlands, it sets priorities and outlines a regional work program to guide investment for the next eight years. The CwS will guide a coordinated effort and has a strong focus on integration and community participation, values and aspirations.

The authority significantly progressed its pilot project to develop local catchment plans involving two Landcare networks, woady yaloak Catchment group and Surf Coast and Inlands Plains Network. The woady yaloak landscape zone was completed in partnership with the woady yaloak Catchment group, and has proven to be a great tool and process to increase awareness of regional and local priorities and identify joint priority projects. The program will be implemented in the region during the next three years to help increase co-investment to achieve improved natural resource outcomes in the catchment.

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

Alice Knight Chairman, OAM

Chairman Alice Knight

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OuR REgION ANd ThE yEAR IN REvIEw

About the corAngAmite cmA region 5

- ABOuT ThE REgION 5

- FORMATION 6

- CORANgAMITE CMA’S ROLE 6

highlightS 7

chief executive officer’S report for 2014-2015 8

SECTION 1


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OTWAY COASTBASIN

LAKECORANGAMITE

BASIN

BARWON RIVERBASIN

MOORABOOLRIVERBASIN

Colac

Geelong

Ballarat

About

370,000 people live in the catchment

175kmof coastline

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

The catchment is

13,340 square kilometres

152 community-based environment volunteer groups

15,960kmof waterways

ABOuT ThE REgION

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

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

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

• Moorabool

• Barwon

• LakeCorangamite

• OtwayCoast.

Nine municipalities are part of Corangamite - the cities of geelong and Ballarat, the Borough of Queenscliffe and the shires of Colac Otway, Surf Coast, golden Plains, Corangamite, Moorabool and Moyne.

ABOuT

ThE CORANgAMITE CMA REgION

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FORMATION

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

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

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

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

The responsible Ministers for the period:

• from1July2014to3Decemberwere the hon Peter walsh MLA, Minister for water and the hon Ryan Smith MP, Minister for Environment and Climate Change

• from4December2014to30June2015 was the hon Lisa Neville, Minister for Environment, Climate Change and water.

CORANgAMITE CMA’S ROLE

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

• review,renewandcoordinatethe implementation of the RCS

• identifypriorityactivitiesandprograms for implementation under the RCS

• ensurecommunityinvolvement in regional decision making and provide advice to the victorian and Australian governments on priorities and allocation of resources

• workwiththeDepartmentofEnvironment, Land water and Planning (dELwP) to ensure work is coordinated with the Corangamite CMA and aligned with the goals of the RCS

• establishandsupportcommunitycommittees for RCS implementation

• provideservicesrelatingtointegrated waterway, floodplain and drainage management for the protection, maintenance and improvement of river health

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

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

vISION:A healthy Corangamite catchment valued by engaged communities.

ABOuT

ThE CORANgAMITE CMA REgION

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hIghLIghTSNRM PLANNINg PORTAL gROwS

Two Landscape Zones were developed in 2014-15 on the NRM online planning portal – Thompsons, in partnership with Surf Coast and Inland Plains Network, and the woady Landscape Zone in partnership with woady yaloak Catchment group. And two additional zones – Bellarine and Leigh, completed by december 2015 in partnership with the Bellarine Landcare Network and Leigh Catchment Network.

wATERwATCh ENgAgINg COMMuNITIES

Corangamite CMA’s waterwatch team supported 24 community groups, with 72 volunteer monitors conducting water quality testing at 130 monitoring sites.

Its 2015 school program supported 1,424 students from 23 schools.

The team interacted with 5,326 people at festivals, events and school holiday programs.

COASTCARE vICTORIA

delivering the Summer by the Sea 2015 Program in partnership with Parks victoria. This included 278 activitiesduringJanuaryattracting11,247 people, a 33 per cent increase, (an additional 3,720 people involved) on 2014.

PLAINSTENdER

Corangamite CMA PlainsTender Program awarded 21 new contracts covering 1,336.46 hectares of remnant vegetation and wetland in round six of PlainsTender.

2014-15 LANdCARE gRANTS

distributed the 2014-15 Regional Landcare grants through 39 support grants and 11 project grants totalling $204,000.

wATERwAy wORKS PARTNERShIPS

Establishing works agreements with 36 landholders, many in partnership with Landcare. works include waterway protection, riparian vegetation protection and weed control.

CORANgAMITE wATERwAy STRATEgy COMPLETE

Completing the Corangamite waterway Strategy. This document will provide direction for waterway works and restoration activities for the next eight years.

CuNdARE BARRAgE INSTALLATION

The installation of new culverts at the Cundare Barrage was completed in February. These significant works are part of a larger project to increase flows into Lake Corangamite.

MOORABOOL RIvER ENvIRONMENTAL RELEASES

during 2014-15 releasing 1,700 mega litres of water into the Moorabool River as part of the Moorabool River Environmental Entitlement.

SOIL hEALTh KNOwLEdgE BASE

Establishing an online soil health knowledge base providing an easy access to relevant documents and a web mapping portal of spatial soil data and maps.

INdIgENOuS PARTICIPATION PROgRAM

Cultural awareness events with 175 Corangamite CMA staff, board, Landcare members and stakeholders attending the events.

REgIONAL LANdCARE FACILITATOR

Coordinating workshops and events for new groups and audiences including establishing the Corangamite Rural women’s Network.

ESTuARywATCh PROgRAM

Incorporating Estuarywatch in the conservation and land management curriculum at the gordon TAFE, geelong.

AuSTRALIAN gOvERNMENT REgIONAL dELIvERy FuNd

The Australian government’s Regional delivery Fund for the following projects as part of its five-year $11.8m commitment:

• Coastal Country Program $751,738

• victorian volcanic Plains Program $919,000

• Land health Program $545,000

• Regional Landcare Facilitator $157,000

• Indigenous Facilitator $293,316

• Conservation and Carbon Capture Project $477,000.

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CEO’S REPORT

FOR 2014-2015The Corangamite CMA team has continued our ongoing commitment to carry out our fundamental role of coordinating and facilitating integrated catchment management in partnership with the community, governments and industry groups.

This 2014-2015 annual report captures the key achievements of these partnerships.

In recognition of our region’s land managers’ investment in natural resource management the victorian government invested, through the CMA, $6,425,479 and the Australian government, $3,363,572. we thank both governments for their confidence in the CMA to broker effective partnerships to apply these funds efficiently.

Corangamite CMA continued to receive funding from key regional partners including water corporations – Barwon water and Central highlands water. This funding is used to improve waterways in priority catchments and for community education through the Corangamite waterwatch program.

The contribution from our many partners, particularly landowners, has resulted in significant achievements and details of these are contained within the report.

during 2014-2015 the authority continued implementation of the Corangamite Regional Catchment Strategy 2013-19 (RCS). A review was undertaken regarding the status of each RCS action. Although only the second year into the six-year strategy it is pleasing to see that of the 48 actions listed, 19 per cent are complete, 71 per cent in progress or ongoing and 10 per cent yet to commence.

A key RCS action completed was the development of Corangamite waterway Strategy 2014-2022. The process included significant community consultation and now provides the authority and community with a clear strategy to undertake the significant work required on our waterways. The CwS has already been fundamental in seeking additional investment from the victorian government for 2015-16.

The authority has imbedded new internal operations identified in 2013 to ensure we are best positioned to deliver the RCS. This has included a new staffing structure and enhancing our systems and processes. I thank all staff for their contributions to this work while continuing to deliver their projects in a highly professional manner ensuring quality outcomes for the environment and community.

Gareth Smith Chief Executive Officer

CEO Gareth Smith

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The following report on activities towards achieving the RCS and condition of biodiversity, marine and coastal, inland aquatic ecosystems, land health, environmental stewardship and community capacity provides a snapshot of overall catchment condition and activities.

community cApAcity 10

environmentAl StewArdShip 15

biodiverSity 17

inlAnd AquAtic ecoSyStemS 20

lAnd heAlth 24

mArine And coAStAl 26

SECTION 2

REPORTINg CATChMENT CONdITION ANd RCS IMPLEMENTATION

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ASSESSINg ANd REPORTINg CATChMENT CONdITION

COMMuNITy

CAPACITy OvERALL CONdITION: gOOd

TRENd: STABLE

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

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

Corangamite CMA continues to have one of the largest active community groups of all CMAs in victoria.

hISTORy OF PROgRAMS

corangamite landcare program

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

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

regional landcare facilitator program

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

The program provides opportunities for partnerships between dairy, cropping and grazing industry leaders, Landcare and the Corangamite CMA.

It has a significant role in developing the adoption of innovative approaches by supporting peer learning among the farming community, connecting groups and community members, along with supporting Landcare groups to trial sustainable land management initiatives.

coastcare victoria program

As part of the victorian government’s priority to improve service delivery, dELwP has conducted an 18-month pilot to strengthen some of its key community engagement programs.

For some time, Corangamite CMA has coordinated waterwatch and Estuarywatch at a state-wide level and partly as a result of the success of that arrangement, the new pilot involved Corangamite CMA coordinating Coastcare victoria.

indigenous participation program

Corangamite CMA Indigenous Participation Program is funded through the Australian government National Landcare Program.

The Indigenous Participation Program’s objectives are to:

• strengthenexistingrelationshipsandestablishnewrelationships between Aboriginal communities, Indigenous people and natural resource management groups and/or practitioners

• providesupporttoAboriginalcommunitiesandIndigenous people to participate in environment and agriculture management

• includecapacitybuildingandtrainingprogramsforAboriginal communities and Indigenous people

• encourageinclusionofIndigenousknowledgeintoNRMplanning and delivery.

waterwatch program

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

estuarywatch program

The Estuarywatch monitoring program was established in 2006 and continues monthly monitoring at 19 estuaries across victoria, 13 of which are in the Corangamite CMA region. Estuarywatch volunteers conduct three types of monitoring - estuary mouth condition monitoring, phys-chem monitoring and event based monitoring. There are currently 123 active Estuarywatchers across the state, with 88 of these monitoring in the Corangamite CMA region.

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

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Community

CapaCity nrm planning for climate change

The Corangamite Natural Resource Management (NRM) Planning for Climate Change Program will support the Corangamite CMA to incorporate climate change mitigation and adaptation into existing regional NRM plans e.g. the Corangamite Regional Catchment Strategy. The program will identify priority landscapes for carbon sequestration and strategies to build landscape integrity, as well as guide adaptation and mitigation actions to address climate change impacts on natural ecosystems.

The Program has three main outputs including:

• completearegionalNRMPlanforClimateChange

• completeaninternaldecisionsupporttoolthatisbasedonresilience, landscape connectivity and priority locations for carbon biosequestration, to guide investment for projects that address NRM Plan for Climate Change priorities

• completeanexternalweb-basedportalthatincorporatesthe key components of the program and a decision support tool.

ThisprojectbeganinJuly2013andcompletionisexpectedin december 2015.

natural resource management (nrm) planning portal

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

• providesspatialdigitalinformationonnaturalassets, as well as priorities from both a regional and local perspective

• providesstandardisedtemplatestohelpguidegroupsand individuals develop on-ground action plans

• allowsuserstoaddqualitycontrolleddataforthebenefitof all users.

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

The two Landscape Zones developed in 2014-15 were the Thompsons in partnership with Surf Coast and Inland Plains Network and woady Landscape Zone in partnership with woady yaloak Catchment group. Two new Landscape Zones – Bellarine and Leigh, will be completed by december 2015 in partnership with the Bellarine Landcare Network and Leigh Catchment Network respectively. More landscape zone plans will be developed in 2016 with all landscape zones expected to be completed by 2017.

Progress on the NRM Planning Portal can be viewed at www.ccmaknowledgebase.vic.gov.au/nrmpp/

INdIvIduAL LANdhOLdERS

The Corangamite CMA also implements a riparian incentive program in partnership with Landcare networks and Barwon water through its waterway protection program (refer Inland Aquatic Ecosystems for further details).

AChIEvEMENTS TOwARdS IMPLEMENTINg THERCSOBJECTIVESANDACTIONS

landcare program

Activities included:

• implementingtheCorangamiteLandcareSupportPlan

• regularforumswithLandcarecoordinatorsandnetworkchairs, which provided opportunities to build partnerships and establish training programs

• continuousmonitoringandevaluationofLandcareoutcomes and achievements through victorian Landcare grants in Corangamite

• 15.2full-timecommunityLandcarepositions maintained across 20 staff members

• localLandcarenetworkinitiativessupported

• maintainingpartnershipswithkeypeakbodiessuch as the victorian Landcare Council and Landcare Australia Limited

• supportingseveralprograms,includingtheVictorianLocal Landcare Facilitators Initiative and Communities for Nature

• developingLandcarepromotionalactivities,includingstate-wide events and local publicity including celebration events for Corangamite Landcare Awards and Landcare week

• promotingtheneed,benefitsofandregionaltools for collecting and sharing spatial data with the Landcare community

• managingandencouragingtheuseofsocialmediatoolsthat enhance communication for Landcare.

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Community

CapaCity regional landcare facilitator program


• providingsupportforcommunitymemberindustryleaders to attend training and capacity building events

• supportingthedairyindustrybysponsoringandjudgingThe great South west dairy Awards’ NRM Sustainability Award involving more than 300 farmers

• sponsoringfarmerparticipationinfocusgroupsincludingthe South west dairy NRM Reference group

• supportingcommunitycapacitybuildingthroughtheRLFproject component with trials comparing management techniques, farm walks, bus study tours and workshops

• developingcommunicationsmaterialincludingthe‘Landcare – generations of Farming’ youTube clip

• developingandfacilitatingworkshopsfornew target audiences including rural women and horse property owners

• networkingandbuildingpartnershipswithindustrybodies, NRM agencies and Landcare networks

• participatinginprojectandgroupstrategicplanningactivities

• havingaleadroleinorganisingandimplementing the Southwest Soils Conference

• planninganddeliveringpartnershipeventswiththeCorangamite CMA’s Indigenous program, Land health program and Regional Landcare Facilitator program

• increasingtheprofileoftheRLFprogramandCorangamite CMA by attending related local, victorian, national and international events.

indigenous participation program


• attendedforums,meetingsandnetworkmeetingswiththe victorian regional CMA Indigenous Facilitator Network & Indigenous Southwest Network; department of Premier and Cabinet; Parks victoria; department of EconomicDevelopment,Jobs,Transport&Resources;department of Environment, Land, water & Planning; Country Fire Authority; golden Plains Shire; Federation of victoria Traditional Owner Corporations and four Aboriginal organisations; world Parks Congress; Cape york NRM; and the program’s steering committee, providing opportunities to learn, build partnerships and monitor the program’s progress

• facilitatedculturalawarenesstrainingforstaff,boardmembers, Landcare groups, Landcare community members, and other stakeholders. In total 175 people attended the training sessions

• facilitatedthreetrainingopportunitiesfor21Indigenouspeople in the ACuP certificate, chainsaw certificate and mapping

• supportedthedevelopmentoffourstrategicdocuments– Eastern Maar Country Plan, estuary opening MOus, Corangamite waterway Strategy and Aboriginal Participation guideline for victorian CMAs

• establishedaCorangamiteCMAIndigenousTwitteraccount for program promotion.

waterwatch program


• supporting24communitygroups,with72monitorsconducting water quality testing at 130 monitoring sites

• the2015schooleducationprogramsupporting1,424students from 23 schools

• programstaffalsointeractedwithafurther5,326peopleat festivals, events and school holiday programs

• opportunitiesformonitorstointeractandlearnfromeach other and Corangamite CMA staff at workshops in Point Lonsdale and Apollo Bay to build skills and knowledge

• engagingschoolsinlearningmoreaboutwaterqualityand sustainability through Education week activities and Saltwatch

• trainingcommunitymonitorsinaquaticmacro-invertebrate surveys to increase skills and knowledge

• measuringthestandardofdatageneratedthroughthequality assurance program (QA/QC program)

• sharingmonitoringresultsthroughpartnershipswithBellarine Catchment Network and EPA

• presentingtheWaterwatcheducationprogramatteacherprofessional development sessions in geelong and Colac, with Barwon water and Central highlands water

• celebratingschools’involvementintheWaterwatchprogram at the Corangamite Waterwatch Youth Forum during National water week

• supportingeducatorsacrosstheregionthroughResourceSmart AuSSI vic and with programs like the Maths and Science in the Workplace program at westvic dairy

• communitydatahascontributedtoEnvironmentProtection Agency’s Cleaner yarra and Bay report card, the Corangamite CMA’s Envrionmental watering Reserve program and Bellarine Catchment Network’s Caring for our Bays initiative.

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estuarywatch program


• coordinating13monitoringgroups,88monitors,ensuring the contribution of quality estuarine monitoring data to inform estuarine/catchment management

• establishinganEstuaryWatchgroupontheCurdiesRiver

• maintainingpartnershipsandconductingtrainingsessions with west gippsland CMA, glenelg hopkins CMA and Melbourne water staff as part of the state coordination role

• threeEstuaryWatchEstuariesUnmaskednightseminarsto educate and raise community awareness (Torquay, Peterborough and Ocean grove)

• 14EstuaryWatcheducationalcommunityevents

• measuringthestandardofdatageneratedbymonitorsthrough the quality assurance/quality control program

• publishingGellibrandRiverDataAnalysisandInterpretation 2007-2012

• incorporatingEstuaryWatchmonitoringintotheConservation and Land Management curriculum at The gordon.

coastcare victoria program


• programco-ordinationincludingsupportingtheRegionalCoastcare Facilitators and delegated coastal managers

• deliveringSummer by the Sea 2015 in partnership with ParksVictoria.Atotal278activitiesduringJanuary2-26attracted 11,247 participants, a 33 per cent increase, (an additional 3,720 people involved) compared with 2014

• MOUpartnershipswithacoastalCommitteeofManagement and Landcare Network

• 77activitylocationsacrossthestate

• administeredCoastcareCommunityGrants2014-15with20 projects funded across the state

• Coastlinepublication–Enews(Summer2015andWinter2015 – Coastal monitoring theme)

• monitoringprogramdiscussionpaperdeterminingscopefor a business case.

• successfulGreenArmyprojectsubmissionforseveralgroups on the Surf Coast.

• CoastcareVictoriaprogramwasawardedanOutstandingCoastal Program Award in recognition for 20 years of coastal group support at the victoria Coastal Awards - September 2014

• successfulinreceivinganAustralianCoastalAward2015– Community Engagement during the Australian Coastal Councils Conference.

The18-monthpilotendedJune302015.Althoughalldeliverables were met by the Corangamite CMA, a review process was conducted and dELwP has decided to return the Coastcare victoria Coordinator function to the department.

biodiversity program


• coordinating38communityengagementandskillsevents with landholders across the PlainsTender program and dELwP Threatened Species teams

• developingmanagementplanscovering1,564hectaresof priority assets in high priority woodland and grassland vegetation communities, this included:

- mapping sites

- vegetation type and quality assessments

- recording presence of threatened species

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

Ongoing landholder advice and support in management plan implementation including 80 site visits and audits across the PlainsTender, CoastalTender and Saltmarsh protection projects.

land health program


• deliveringtheSustainableAgricultureRegionalDeliveryproject in partnership with the community, industry bodiesandDEDJTRtoincreasetheknowledge,skillsandcapacity of land managers through activities including:

- monitoring soil acidity, fertility and carbon

- trialling innovative practices

- workshops

- peer mentoring programs

- seminars

- field days

- media releases/flyers/articles

- intensive land management courses

- assisting Landcare to work with farmers

- facilitating partnerships to provide extension on pest management.

Community

CapaCity

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hIghLIghTS

• RLFworkingwithnewtargetaudiencesbydevelopingand facilitating a Corangamite Rural women’s Network and tailored events

- continuing to engage horse owners in Landcare through workshops and presentations

- incorporating Indigenous program into Regional Facilitator Program events including the Rural women’s Network Bellarine event, as well as the you yangs walk.

• LandHealthProgramExtensionEvents

• LandHealthProgrampartnershipdevelopment

• significantcommunityparticipationintheregion’s‘care’and ‘watch’ programs.

ChALLENgES

• CorangamiteCMAunderstandsandappreciatesthelimited capacity of some Aboriginal organisations and communities and will work toward preventing over burdening and over engagement of the communities

• theCorangamiteCMAcontinuestodeliverlarge-scaleprojects, in some instances across multiple CMA regions, these projects are inherently challenging, but have also resulted in substantial beneficial outcomes

• targetingengagementwithinalargeandgrowingpopulation and stakeholder base to maximise greater participation and improved behaviours for regional NRM outcomes

• attractingresourcestosupportcommunitycapacitybuilding across the catchment to deliver NRM outcomes

• maintainingthemomentumandenthusiasmoftheregion’s community environment groups

• increasingthebreadthanddepthofparticipationinNRMpractice through ensuring that investment is structured in a way that inspires greater participation.

Community

CapaCity

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ENvIRONMENTAL

STEwARdShIP OvERALL CONdITION: MOdERATE

TRENd: STABLE

Environmental stewardship in the Corangamite region takes several forms:

• managementofconservationreserves,including national parks by government agencies on behalf of the community

• voluntarystewardshipbylandholdersonprivateland

• stewardshipsupportedthroughfinancialorotherincentives.

difficulty measuring the active level of stewardship on public and private land has meant that determining condition or trend is very challenging. There is also no index or measure available to guide consideration, therefore condition and trend details are best estimates.

hISTORy OF PROgRAMS

during the past decade, a number of environmental stewardship projects have been implemented. Management plans and agreements for land protection have been put in place through the department of Environment, Land, water, and Planning Best Management practice programs.

These programs include the dairy Action Plan (dAP), sustainable lands program, and a range of environmental market-based instrument (MBI) programs.

MBI programs with landholders currently undertaking contracted stewardship in the Corangamite region include:

• VVPPlainsTender

• CoastalTender

• CoastalSaltmarshProtectionProject

• ConservationandCarbonCaptureProject

• VictorianEnvironmentalPartnershipsProgram.

Trust for Nature continues a conservation covenanting program in the region.

In addition, multiple Landcare networks, greening Australia and dELwP’s CoastAction/CoastCare have implemented incentive programs to encourage stewardship.

The Corangamite CMA also implements a riparian incentive program in partnership with Landcare networks and Barwon water through its waterway protection program (refer Inland Aquatic Ecosystems for further details).


environmental Stewardship program


• sinceitsinceptionin2004,theVVPPlainsTenderprojecthas exceeded a contracted area of more than 11,000 hectares with round 6 being implemented introducing 21 contracts covering 1,336 hectares

• CoastalTenderroundtwohasfive-yearmanagementcontracts of priority sites covering 590 hectares

• theSaltmarshProtectionProjectVictoriancoastalsaltmarsh communities across four CMA regions managed by Corangamite CMA secured 1,364 hectares under contracted management

• theConservationandCarbonCaptureProjectsecured 21 contracts of priority sites covering 890 hectares across the region

• TheVictorianEnvironmentalPartnershipsProgramsecured 12 contracts covering 340 hectares including one covenant.

The Corangamite CMA also commenced work on:

a) biophysical analysis focussing on total areas under active management through MBIs to determine targeted community engagement initiatives, possible on ground linkages, and likely future percentage outcome gain.

b) Social research study to assess the drivers of land use change in the Corangamite region and investigate landholder attitudes and behaviours to natural resource management (NRM) assistance programs, in particular those associates with MBIs.

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hIghLIghTS

• severalprojectswhichuseMBIsfordevelopingenvironmental stewardship contracts were audited. The result was land managers returning 97 per cent compliance in terms of scheduled progress and quality of contracted works

• finalisationoftheNationalLandcareProgramfundingfor the Coastal Country Program, victorian volcanic Plains and western district Lakes Recovery Program, focusing on the protections and management of nationally significant flora and fauna, ecological communities through maintenance of ecosystem services. In addition, also focusing on enhancing the capacity of Indigenous and the broader community to conserve, manage and protect natural resources.

ChALLENgES

• respondingtotheuncertaintybythecommunityofthecarbon market

• encouraginglandownersintopermanentprotectionarrangements with consideration to the financial implications of native vegetation offset market and carbon market.

EnvironmEntal

stEwardship

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BIOdIvERSITyOvERALL CONdITION: MOdERATE

TRENd: dECLININg

In 2012-2013 the Corangamite CMA took part in a national environmental accounts trial coordinated by the Wentworth Group of Concerned Scientists. As part of this trial, environmental accounts were produced for the native vegetation and wetland asset classes. Results of the native vegetation account, which is a useful surrogate for biodiversity are summarised in the following paragraphs and Table 1.

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

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

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

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

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

Table 1: Summary of Relative vegetation Condition and Extent (Econd) between 1750 and 2006, with the 1-19 bands indicating extremely poor condition up to the 80-100 band indicating good.

vegetation classification (nviS) econd

Acacia Forests and woodlands 29

Eucalypt Open Forests 34

Eucalypt woodlands 10

Tussock grasslands 8

heathlands 2

Mangroves 40

Other Forests and woodlands 8

Other Shrublands 55

Melaleuca Forests and woodlands 9

Rainforests and vine Thickets 66

Casuarina Forests and woodlands 3

Other grasslands, herblands, Sedgelands and Rushlands

13

Eucalypt Tall Open Forests 60

All vegetation 20

hISTORy OF PROgRAMS

victorian volcanic plains and western district lakes recovery program

The victorian volcanic Plains and western district Lakes Recovery Program uses financial incentives combined with community engagement and capacity building programs to deliver conservation outcomes in high priority asset areas.

These assets include:

• EPBClistedspeciesandEPBClistedecologicalcommunities, including wetlands, woodlands and grasslands

• WesternDistrictLakesRamsarsites.

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

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

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

• Victorian Volcanic Plains Extension Officer: The role incorporates flexibility in approach by working with the EPBC Compliance unit and has a strong link with the linear reserve management project in association with dELwP.

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

plainstender round 6

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

This year the authority continued implementing contracts awarded in round four (2010-2011) and round five (2011-2012) and also awarded 21 contracts under a new round 6, totalling 1,336.46 hectares of remnant vegetation and wetland that will be under active management.

conservation and carbon capture project

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

This year the authority coordinated the first year of contract implementation, which was awarded in August 2013. The second round of the project funding was combined with further Australian government money and incorporated into PlainsTender round 6. The evaluation of projects has been completed and management agreements will be instigatedfromearlyJuly2015.


plainstender


• ongoingcontractmanagementofhigh-valuewoodland,grassland and wetland assets, many of which are listed as being of national significance

• 63sitesassessedforPlainsTenderround6coveringanarea of 2,004 ha of native vegetation

• 21contractsawardedtolandholdersontheVictorianvolcanic Plains

• 1,336.46haofremnantvegetationandwetlandsunderactive management over four years

• 75percentofcontractedsitesauditedindicating 100 per cent compliance to contract.

conservation and carbon capture project (cccp)


• conservationactionscovering890hectaresover28sites,with 21 landholders undertaking a range of activities

• photopointmonitoringsitesestablishedoneachcontracted site.

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

Biodiversity

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hIghLIghTS

• $4,042,683AustralianGovernmentfundingapprovedforthe victorian volcanic Plains and western district Lakes Recovery program 2013-2018

• 28CarbonCaptureConservationProjectsitescontractedcovering 890 hectares.

ChALLENgES

• attractinggreaterregionalinvestmenttoimprovethecapacity to deliver environmental best practice outcomes

• preparingforandrespondingtothethreatsandopportunities posed by climate change

• addressingandreversingcontinuedlandclearing,legacyissues and changing land use

• attractinggreaterinvestmentforadequateandcoordinated pest plant and animal control

• increasedcontrolburningforcommunitysafetyand asset protection

• abilitytoeffectivelymeasurechangesintheenvironmentover time and the development of environmental accounts

• improvingthecomplexissueofeffectivecoordinationbetween agencies, groups and individuals that work in land, water and biodiversity.

Biodiversity

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INLANd

AQuATIC ECOSySTEMS OvERALL CONdITION: MOdERATE

TRENd: STABLE

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

hISTORy OF PROgRAMS

river restoration program

This program delivers on-ground works to restore priority river reaches within the Barwon River Basin and waterways and their estuaries in the Otway Coast Basin along the great Ocean Road. Maintenance of previous rehabilitation projects and works upstream of important wetlands across the region are receiving increased focus.

water Statutory functions

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

drainage Scheme management

The woady yaloak diversion Scheme, constructed in 1959, is part of a flood protection scheme for agriculture properties on the shores of Lake Corangamite and Lake gnarpurt.

The scheme diverts flows from the woady yaloak River just south of Cressy via an earthen channel to warrambine Creek, a Barwon River tributary above Inverleigh.

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

barwon river through geelong

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

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

environmental water management

This program is responsible for managing environmental water to protect and enhance the health of environmental values and aquatic ecosystems.

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


A major activity during the year was developing the Corangamite waterway Strategy, a draft was released to thepublicinJuly2014.ThenewCorangamiteWaterwayStrategy was released in February 2015 which informs and directs investment in waterway restoration including rivers, estuaries and wetlands, for the Corangamite CMA and broader community during the next eight years.

Also many activities for improving river health were completed in line with current priorities in the Barwon catchment and along the great Ocean Road estuaries. Activities included riparian fencing, weed control, site preparation and revegetation, mitigation of fish barriers, erosion control.

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Inland

aquatIc ecosystems river restoration program


• agreementsestablishedwith36landholders,manyinpartnership with Landcare networks, to provide priority waterways outcomes. These agreements included waterway protection, riparian revegetation, protection of remnant riparian vegetation and riparian willow control.

works that will be completed under the new agreements include:

• 12kilometresofriparianfencing

• 95.66hectaresofriparianrevegetation

• removing8.34hectaresofwillows

• 7.48haofweedcontrol/.948km

• 1kmchutemaintenance

• 50metresofbankstabilisationalongScottsCreek

• establishingfouroffstreamwateringpoints.

Other key achievements included:

• 36structuresplacedat10sitesoverthreekilometres of waterway to reinstate fish habitat in the gellibrand estuary

• five-dayjuvenileblackfishintheGellibrandRiversurvey at 11 sites

• continuedoutputsfromBreathingLifeintotheYarroweeproject. Including litter trap designs, new car park, walk ways, willow removal, retaining wall

• continuedmaintenanceofpreviouson-groundworks.Securing the health of the Barwon Project and Landcare workshop clarifying current project delivery roles and responsibilities of the Corangamite CMA and Landcare networks for 2014-15. This included the generation of projects, delivery of the projects and reporting requirements.

water Statutory functions

Works on waterways

Corangamite CMA received 117 works on waterway enquiries in accordance with the Authority’s waterway Protection By-law during 2014-2015, compared with 71 in the previous year.

Unauthorised works within a flood overlay (FO or LSIO)

There were 14 cases of unauthorised earthworks within a flood overlay during 2014-2015 compared with two in the previous year. The CMA is providing technical advice and support (as the floodplain management referral authority) to council on these matters.

Planning scheme amendments

The authority considered and provided advice on 25 local government notices relating to proposed planning scheme amendments. There were 29 the previous year.

A flood study on four major tributaries of Ballarat’s Canadian Creek (Ballarat East) is now completed. This will inform future planning and emergency response in Ballarat East. This area has experienced large infill development and inappropriate waterway and floodplain development in the past.

An update of flood mapping through the Ballarat CBd area has also been completed which incorporates updated drainage information. The intention is for council to incorporate flood overlays into the Ballarat planning scheme to better inform future land use development in the area.

The Corangamite CMA has 1 involvement in the Bellarine Peninsula Corio Bay Local Coastal hazard Assessment (LChA) which commenced in 2012. This study is one of four LChAs being undertaken in victoria and will provide an understanding of the extent of coastal hazards and the impacts on the coastal environment. This project is in the final draft stage and will inform future coastal development in this part of the region. Community consultation is expected to take place in late 2015, early 2016.

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Inland

aquatIc ecosystems planning referrals

There were 938 requests for flood-related advice for planning permits, building permit applications and requests for flood advice by private individuals during 2014-2015 compared with 907 the previous year.

drainage Scheme program

due to dry conditions the Cundare-duverney Road barrage culverts, which allow flow from Cundare pool into Lake Corangamite, have not operated due to low water levels in Cundare Pool. The Cundare Pool level has been below 116.0 metres Ahd for the past 12 months. Lake Corangamite has remainedlow,sinceJuly2012.

The Lough Calvert diversion scheme has remained closed as levels in Lake Colac have remained low. The Lake Colac level was115.038metresAHDon9June2015.Forthe18thconsecutive year no water has been diverted to the Barwon River from Lake Colac.

Cundare Barrage Culvert installation was completed in February 2015. These significant works are part of a larger project to increase environmental flows into Lake Corangamite.

Normal asset management and maintenance activities have continued on both drainage schemes, including regulator maintenance, weed control, and slashing to reduce fire risk. The woady yaloak channel did not operate in 2014-2015.

barwon river through geelong


• tracksandfixturesmaintenance

• weedremovalandrevegetationwork

• installingrockingarmouringforbankstabilisation

• ongoingblue-greenalgaemonitoring

• aquaticplantharvestingforrowingcoursemaintenance

• by-lawimplementation

• rowinglandingreplacementscopingreport

• pathupgradeswithintheriverreserves

• conductingtoursandfielddaysforcommunityand school groups.

environmental water reserve program


• furtherinvestigationstoinformmanagementoftheBarwon River Environmental Entitlement including a contaminant assessment

• the2015-16SeasonalWateringProposalsfortheMoorabool and Barwon Rivers were prepared with community consultation

• approximately1,700megalitresofwaterwasdeliveredtothe Moorabool River including summer and winter fresh flows to maintain ecosystem health through the Moorabool River Environmental Entitlement

• winterflowshavebeendeliveredtoReedyLakeandhospital Swamps (Lower Barwon wetlands) through the Barwon Environmental Entitlement

• workisunderwaytodevelopEnvironmentalWaterManagement Plan (EwMP) for the Moorabool system. The EwMP will provide strategic direction to the delivery the EwR over a 10-year period. The EwMP includes a hydrological investigation of the system and its values. The document will be developed with stakeholders over 2014-15

• fishmonitoringintheMooraboolRiverhasbeenundertaken over the 2014-15 year. This is first time surveys have been completed since 2008, and this research is considered critical in justifying the ongoing environmental and social value of the Environmental Entitlement.

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Inland

aquatIc ecosystems hIghLIghTS

• thereleaseoftheCorangamiteWaterwayStrategyinFebruary 2015

• 36Agreementswithlandholdersforwaterwayoutcomes

• completingtheCundareBarrageculvertinstallation

• releasing1,700megalitresenvironmentalwaterrelease for the Moorabool River.

ChALLENgES



• reducingthelonglagtimesbetweenresearchoutcomesand on-ground results

• exploringnewapproachestoengagethesmallnumber of landholders who are unable or willing to participate in sustainable practices

• improvingcoordinationbetweenagencies,groupsandindividuals that work in land, water and biodiversity

• managingtheinteractionbetweeneconomicandenvironmental outcomes from environmental watering and management of water regimes in priority streams.

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LANd

hEALTh OvERALL CONdITION: MOdERATE

TRENd: STABLE

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

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

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

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

hISTORy OF PROgRAMS

Sustainable Agriculture regional program

working with Corangamite’s dairy, grazing and cropping farmers to support practice change for land health, sustainable farming and natural resource protection. Changes in soil management and sustainable farming practices have the potential to generate productivity gains and environmental improvements in the dairy, cropping and grazing industries. This project aims to encourage a wider adoption of these practices. Some practices are innovative, like pasture cropping, while others are more widely known. The project will focus on practices that affect groundcover, soil biology and soil health, soil erosion and nutrient loss, especially where they affect the region’s high value natural assets. The project team will work with the community and existing projects to identify and address barriers to adoption of these changes. This will include developing information packages, economic analyses and demonstrations.

They will be tailored to issues, industries and locations across the region.

pest plants and Animals

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

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


Capacity building activities included a variety of events across the region.

12 Landcare networks/groups have been engaged in the delivery of the program.

The program coordinated the establishment of a regional soil monitoring network that provides a baseline on soil ph, fertility and carbon content testing 100 farming entities.

Five-year partnerships have been developed with organisations including Southern Farming Systems, westvic dairy, vic No Till Farmers Association, Surf Coast and Inland Plains (Landcare) Network, heytesbury districts Landcare NetworkandDEDJTRtofacilitate:

• anadditional245farmingentitiesapplyinglimeasa soil enhancer

• anadditional30farmingentitiesutilisingpermanentperennial pasture as part of crop rotation

• anadditional50farmingentitiesundertakingcovercropping inter-cropping practices as part of pasture and crop management

• 930farmingentitiesregisteringinteresttoimprovetheirskills and knowledge of non-cultivation practices

• 300farmingentitiesimprovingtheirknowledgeandunderstanding of soil biological enhancement practices and have registered interest to undertake actions to improve land management

• 200keystakeholdersincreasingtheirunderstanding of Management Practice Change relating to sustainable agriculture

• 10regionalgroupsorcommunitiesengagedandsupported in local sustainable agriculture priority setting

• partnershipsbetweengovernment,industry,educationand community for the purpose of strategically guiding sustainable agriculture management practice during the life of the program.

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Land

heaLth hIghLIghTS

• The Nutrient Management Project Profit from Better Fertiliser Decisions

A collaboration between westvic dairy, the Corangamite CMA Land health Program, the Regional Landcare Facilitator Project and warrnambool Cheese and Butter. The project has planned a final workshop for project participants to meet to discuss and share soil test results, nutrient maps produced and action plans for 2015-2017.

• The Corangamite CMA Land Health Program’s Cover Cropping Project

Paddock walks with innovative uS farmer and cover crop expert, Steve groff. The partnership project was coordinated by Southern Farming Systems’ Annieka Paridaen and involved visiting sites from Murnong, Inverleigh through to Bordertown and Shepparton. The events were a great success and attracted more than 300 farmers. Partners included Australian grain and Forage, vic No Till, SA No Till, the MacKillop group, Riverine Plains grower group and the glenelg hopkins CMA.

• The Corangamite Soil Health Knowledge Base

The Corangamite Soil health Knowledge Base was established as an internet-based repository of soil health resources that allows freely available access to both an electronic library (e-library) of documents and a web-mapping portal of spatial soil data and maps.

ChALLENgES

• attractinggreaterinvestmentforpartnershipsdealingwith coordinated pest plant and animal control



• respondingtolandhealthpressuresfromanincreaseinproductivity demands

• improvingcoordinationbetweenagencies,groupsandindividuals that work in land, water and biodiversity.

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MARINE ANd

COASTAL OvERALL CONdITION: MOdERATE TO gOOd

TRENd: STABLE

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

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

hISTORy OF PROgRAMS

corangamite coastal country protection

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

Saltmarsh protection project

Corangamite CMA continued the management of the Saltmarsh Protection Project, which targets the protection and enhancement of victorian coastal saltmarsh communities across four CMA regions (Corangamite, glenelg-hopkins, Port Phillip and westernport and west gippsland), including those areas known to provide critical habitat to Orange-bellied parrots.

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

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


corangamite coastal country protection program

during 2014-2015, this program continued to implement contracts secured for five years through rounds one and two of CoastalTender.

coastaltender round 3

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

In 2014-15, surplus high value bids under the Saltmarsh Protection Project were funded under the National Landcare Program including 697 hectares over 18 sites (8 private, 10 public), with 13 landholders across the Corangamite region.

Saltmarsh protection project

Continued contract management and implementation covering 659 hectares over 30 sites (26 private, 4 public), with 18 landholders across the four participating CMA regions protecting high value OBP habitat and coastal saltmarsh vegetation.

estuary management

To guide regulation of estuary mouth openings, the Estuary Entrance Management Support System (EEMSS) advises of risks associated with estuary mouth openings at the gellibrand, Barham, Anglesea and Curdies, Erskine rivers and Painkalac, Spring and Thompson creeks. Managing the data and reporting requirements of the system is an ongoing role.

The Corangamite CMA is updating the new online EEMSS database - victorianestuaries.com.au with improved asset information, surveying, community consultation and gIS LidAR mapping of asset points and related water levels.

The Corangamite CMA is also continuing to lead the facilitation of the Anglesea Implementation Committee to deliver on the actions highlighted in the EMP.

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Marine and

Coastal hIghLIghTS

• SaltmarshProtectionProjectcontractmanagementcovering 659 hectares over 30 sites including 26 on private and four on public land, with 18 landholders across the four participating CMA regions protecting high value Orange-bellied parrot habitat and coastal saltmarsh vegetation

• completionoftheAngleseaRiver–ExpertPanelandRiskAssessment project

• completionandagreementbyallpartiesontheErskineRiver and Spring Creek Memorandum of understandings (Mou) for artificial openings of the estuary.

• draftversionoftheAireRiverEstuaryManagementPlan

• draftversionoftheAcidEventResponsePlanforAnglesea River estuary.

ChALLENgES

• ensuringeffectivecoordinationwiththesignificantnumber of agencies involved in coastal land and estuary management


• respondingtothepressuresonnaturalvaluesfrompopulation growth and subsequent increased developments and attraction to coastal areas

• implementingthedevelopmentofmemorandumsofunderstandings for the permitted estuaries where the roles and responsibilities for stakeholders involved needs to be defined.

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MAxIMISINg NATuRAL RESOuRCE MANAgEMENT INvESTMENT IN ThE REgION

funding 29

- COMMuNITy CAPACITy 29

- BIOdIvERSITy 31

- INLANd AQuATIC ECOSyTEMS 31

- LANd hEALTh 33

- MARINE ANd COASTAL 33

- INCREASINg CORANgAMITE CMA CAPACITy 33

SECTION 3


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The authority develops and submits funding applications primarily to the Victorian and Australian governments. The authority also submits applications to secure additional funding for the region as the opportunities arise throughout the year.

There was major funding submission undertaken for 2014-15 for the victorian governments and there was a major revision undertaken for the Australian government NLP Program.

All investment bids take into consideration opportunities to implement the RCS actions and achievement of its objectives.

vICTORIAN gOvERNMENT

The victorian government provides funding under the Water Act 1989 and the Catchment and Land Protection Act (CaLP) 1994. The main funding sources from the victorian government include:

• VictorianRiverandWetlandManagement Program

• VictorianEnvironmentalPartnerships Program

• VictorianLandcareProgram

The Corangamite CMA received project funding totalling $6,425,479 through the victorian government in 2014-2015.

AuSTRALIAN gOvERNMENT

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

In 2011-12 funding was secured for five years from the Biodiversity fund which continues to be delivered through to 2016-17. Funding was also secured for NRM planning for Climate Change.

The Corangamite CMA received $3,363,572 in project funding from the Australian government in 2014-2015.

FuNdINg

community capacityAustralian

government ($)

victorian government

($)

total investment

($)

Corangamite Landcare Grants

The Corangamite Landcare grants project provided support to Landcare volunteers and groups with the aim to help people protect and restore the region’s landscape. This project supported community capacity building activities, skills development and provide local volunteers and communities with the knowledge and confidence to undertake projects that achieved natural resource management outcomes.

204,000 204,000

Regional Landcare Coordination

The project provided strategic direction, coordination and leadership to the regional Landcare program comprising of 11 Landcare networks representing more than 150 Landcare and community-based natural resource management groups including 21 Landcare coordinators and facilitators. This project provided support to these groups, enabling an increase in community capacity to participate in Landcare.

143,000 143,000

Regional Landcare Facilitation

designed to achieve the Federal government’s priorities, this project focuses on providing strategic direction, advice, assistance and support in order to build skills and knowledge to achieve positive NRM and sustainable land management outcomes. For more than 150 Landcare and community based NRM groups. This project acts to engage key agricultural bodies in NRM and build partnerships between these bodies and the Corangamite landcare community.

157,000 157,000

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Funding

community capacity (cont’d)Australian

government ($)


($)

total investment

($)

Indigenous

Corangamite CMA Indigenous Participation Program commenced in late 2013. The Australian government department of the Environment and department of agriculture fund this program. This programs objectives are:

•tostrengthenexistingrelationshipsandestablishnewrelationshipsbetween Aboriginal communities, Indigenous people and natural resource management groups and/or practitioners

•providesupporttoAboriginalcommunitiesandIndigenouspeopletoparticipateinenvironment and agriculture management

•includecapacitybuildingandtrainingprogramsforAboriginalcommunitiesandIndigenous people

•encourageinclusionofIndigenousknowledgeintoNRMplanninganddelivery.

293,316 293,316

Natural Resource Management Planning for Climate Change

The Corangamite CMA is overseeing the project to spatially identify climate change impacts on the region’s natural assets, including native vegetation, waterways, wetlands, coasts and soil.

19,066 19,066

Coastcare Statewide

Co-ordinating the statewide program including supporting the Regional Coastcare Facilitators in key projects including Summer by the Sea in partnership with Parks victoria.

20,000 20,000

Statewide Waterwatch and EstuaryWatch

This project continues the delivery of the statewide waterwatch coordination role for victorian CMAs and Melbourne water, and state wide Estuarywatch coordination for victoria’s coastal CMAs, in line with the objectives of the victorian waterway Management Strategy.

355,000 355,000

Total $469,382 $722,000 $1,191,382

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biodiversityAustralian

government ($)


($)

total investment

($)

Biodiversity Protection on the Victorian Volcanic Plains (VVP)

This proposal seeks to build on the success of previous wP Projects implemented by Corangamite CMA across the entire (wP) bio-region.

The project has three major components:

1. direct investment for on ground conservation activities to be implemented through a market based instrument (MBI) known as PlainsTender

2. Threatened species conservation management for EPBC listed species on the wP and to implement high priority actions at high priority locations

3. Strategic communication and capacity building activities to support knowledge transfer and build capacity of land managers and NRM practitioners on the wP.

931,293 931,293

Conservation and Carbon Capture Project (Biodiversity Fund Round 1)

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

477,000 477,000

Victorian Environmental Partnerships Project*

This project focuses on protecting and restoring native vegetation, particularly high value habitat for threatened species through working in partnership with the community. Funding landholders to undertake a range of actions, including managing weeds, controlling pest animals, fencing sensitive areas for stock control and revegetation projects. *No funding was received.

Total $1,408,293 $1,408,293

Funding

inland Aquatic ecosytemsAustralian

government ($)


($)

total investment

($)

Corangamite Caretaker of Waterway Health

The Corangamite Caretaker of waterway health project delivered the planning and coordination of river, estuary and wetland health activities in the Corangamite CMA region, including the delivery of the Corangamite waterwatch program and priority actions outside the Barwon and Otway Coast basins.

415,000 415,000

Securing the Health of the Barwon

This project delivered priority actions under the 2006 Corangamite River health Strategy and its 2010 Addendum to secure the health of priority river reaches in the Barwon Basin.

475,000 475,000

Breathing life back into the Yarrowee River

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

500,000 500,000

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Funding

inland Aquatic ecosytems (cont’d)Australian

government ($)


($)

total investment

($)

Corangamite Environmental Water Management

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

1. environmental water planning, delivery, monitoring and reporting

2. policy implementation, structural works and measures and collaboration

3. assessment of section 51 take and use referrals.

251,000 251,000

Corangamite Floodplain / Waterway Statutory Functions

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

616,000 616,000

Corangamite Regional Drainage Scheme Management

This project delivered the maintenance and administration of the woady yaloak diversion Scheme and Lough Calvert drainage Scheme, which Corangamite CMA manages and maintains as operational flood mitigation schemes.

283,000 283,000

Management of the Barwon River through Geelong

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

882,000 882,000

Moorabool River Fish Survey

This project involves aquatic sampling within the Moorabool river which will help determine what the environmental watering program has achieved since 2010. The results of the project will guide flow recommendations and ensure the effectiveness of future environmental watering activities.

50,000 50,000

Total $3,472,000 $3,472,000

land health Australian

government ($)


($)

total investment

($)

Corangamite Land Health

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

•Increasethepercentageandareaoffarmingentitiesusingsustainablelandmanagement practices to improve the quality of ecosystem services while building resilience to climate change

•Increasethenumberandareaoffarmingentitiesthathavetrialledinnovativepracticesfor improved natural resource management

•Contributetothedevelopmentandimplementationofnationaleradicationstrategiesfor new pest plant and animal incursions that threaten the environment.

545,660 545,660

Total $545,660 $545,660

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marine and coastalAustralian

government ($)


($)

total investment

($)

Coastal Country Program

This project provided a range of activities to protect, enhance and restore priority terrestrial and Ramsar wetland biodiversity assets. The project will deliver outcomes using three major components:

1. Continued support for the delivery of permanent protection of high value assets via a regional Trust for Nature covenant program

2. Continued support for the dELwP threatened species program, targeting high priority actions at high priority locations for a select range of EPBC listed species in locations outside the wP bioregion

3. Continued investment to secure conservation outcomes that ensure the maintenance of the ecological character of wetlands within the Corangamite region’s two Ramsar sites.

751,738 751,738

Managing Our Great Ocean Road Estuaries

This project delivers major works, community based monitoring (Estuarywatch) and other priority actions to protect and enhance the rivers and estuaries of the region’s great Ocean Road (gOR). A substantial element is the great Ocean Road (gOR) Estuaries Restoration project, which delivers large scale river restoration activities aimed at significantly improving the health of the rivers, floodplains and estuaries along the Otway coast to ensure that they are capable of delivering a wide range of services to the community.

833,000 833,000

Gellibrand River Estuary - Fish Habitat Restoration

This project is aimed at improved recreational fish habitat in the gellibrand estuary, through the delivery of in stream habitat restoration works.

80,000 80,000

Total $751,738 $913,000 $1,664,738

increasing corangamite cmA capacityAustralian

government ($)


($)

total investment

($)

Investment Recruitment Strategy

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

50,000

Information Communications Technology Upgrades

The ICT infrastructure upgrades completed in 2013-14 and 2014-15 have provided the necessary platforms for software enhancements in 2015-16. In particular a review of business and information systems will be undertaken and aims to identify the necessary systems requirements based on current and future anticipated needs. The new system is expected to improve the capacity and efficiency in storing critical information regarding business operations that will be accessible by all staff.

50,000

People and Culture Strategy

ThisthreeyearstrategydevelopedinJuly2012wasdevelopedwiththeoverallobjectiveto ensure the attraction, retention and development of highly skilled, motivated and happy employees at the Corangamite CMA. This is achieved through the implementation of various activities, programs and projects over the life of the strategy.

50,000

Total $150,000

note: Funded by the Corangamite CMA

Funding

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CORANgAMITE CMA – OuR ORgANISATION, COMPLIANCE ANd dISCLOSuRES

corAngAmite cmA - our orgAniSAtion 35

compliAnce And diScloSureS 38

SECTION 4


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ThE BOARd

Corangamite Catchment Management Authority Board includes Alice Knight, chairman, Marie Thornton, deputy chairman, virginia wallace, Richard Riordan, Patrick O’Callaghan, Ian Crook, JamesDennis,HughStewartand Nick Renyard.

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

ChAIRMAN - ALICE KNIghT, OAM

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

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

Alice’s passion is Landcare and the woady yaloak Catchment group and she spends many hours working with and encouraging others involvement in landscape change.

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

during 2014-2015 Alice was chairman of the Staff and Remuneration Committee, a member of the Community Advisory group and also an ex-officio to all other board standing committees.

dEPuTy ChAIRMAN - MARIE ThORNTON

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

during 2014-15 Marie has served as deputy Chairman and as a member of the Business Planning Committee.

PATRICK O’CALLAghAN

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

he has extensive experience in threatened species recovery strategy and is a member of the Eastern Barred Bandicoot Recovery Team and convened the pacific Leatherback Turtle Recovery team on behalf of the NAFTA collaboration between Mexico, uSA and Canada.

his 10-year term managing the Queenscliff Marine discovery Centre provided him with extensive knowledge of the region’s marine and coastal environment, processes and issues, which he continues to draw on in his various roles today.

during 2014-15 Patrick served on the Business Planning Committee and the Audit and Risk Committee.

vIRgINIA wALLACE

virginia wallace has degrees in Law and Arts from Monash university. She lives at warrion and has a wide range of experience across the legal, government and corporate spheres.

virginia has worked in policy management roles in the Federal government, as well as in senior communications and corporate roles at AMP, NAB and BhP Billiton.

In 2010 she was awarded the dame Elizabeth Couchman Scholarship to examine ways to encourage more women into parliament.

She has a wide range of community involvement in her local area including sporting, Landcare, education and sustainability groups. virginia helped establish the Colac-Otway Sustainability group Inc, which is focussed on supporting practical sustainability across the Colac-Otway area. She is also involved in the family waste and recycling business.

during 2014-15 virginia served on the Staff and Remuneration Committee.

NICK RENyARd

Nick Renyard operates a 400 hectare, 550 cow dairy farm with his family near Timboon. he has served as a director of demodairy for three years, eight years as a united dairyfarmers of victoria Central Councillor and five years as an Australian dairy Farmers Limited director. he has again taken up a role on the udv policy council.

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

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

during 2014-15, Nick served on the Business Planning Committee.

CORANgAMITE CMA

- OuR ORgANISATION

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IAN CROOK

Ian has extensive experience as a consultant in primary industries and in corporate governance, having been a company director since 1976. he is a former Board director of Central highlands water and was Chairman of the Corangamite CMA Soils and Salinity Committee for some years. he is a graduate of Aberdeen university, the North of Scotland College of Agriculture and the Australian Institute of Company directors.

Ian’s interests are in the governance of public and private sector entities; he has served on the Boards of Not-for-Profit and for-Profit entities.

during 2014-15, Ian was chairman of the Audit and Risk Committee.

RIChARd RIORdAN

Richard Riordan is from Elliminyt and is the owner/operator of an industrial supplies and equipment company. Richard has been actively involved in the community on various council subcommittees, a board member of various education providers, and a chairman and board member of Colac Area health for 16 years.

In 1997 he co-founded the Friends of Lake Colac, and with other community members worked hard at raising the profile of Lake Colac and its surrounds.

during 2014-15, Richard served on the Audit and Risk Committee.

hugh STEwART

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

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

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

hugh is a member of the Otway Agroforestry Network, a member of the Committee of Management of Trees victoria Incorporated and a director of the Natural Resources Conservation League of victoria.

during 2014-15, hugh was chairman of the Business Planning Committee.

JAMESDENNIS

JamesDennisisaprimaryproducerinvolved in grazing and cropping operations on an 1,800-hectare property north of Birregurra. The farm has been committed to rehabilitating and revegetating Birregurra Creek as well as preserving and restoring native grassland vegetation and maintaining wetlands habitats for native flora and fauna. A continuing program of waterway protection and shelter belt establishment is being carried out.

his interest in rural education and training has seen him represent the victorian Farmers Federation on the boards of Primary Skills victoria (the relevant industry training board advising governments and Industry) and South west Local and Employment Network. he has served as chairman in both organisations. he is also a member of the Rural Standing Committee for Agrifood Skills Australia.

During2014-2015,Jamesserved on the Staff and Remuneration Committee.

2014-2015 CCMA BOARd MEETINg ATTENdANCE

board members 2014-2015

no. of meetings attended

Alice Knight (Chairman) 9

Marie Thornton 9

Ian Crook 8

JamesDennis 9

Patrick O’Callaghan 8

Richard Riordan 9

hugh Stewart 7

virginia wallace 8

Nicholas Renyard 8

Corangamite Cma

- our organisation

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Corangamite Cma

- our organisationAudIT ANd RISK COMMITTEE

Chair, Ian Crook (independent), Patrick O’Callaghan (independent), Richard Riordan (independent), Alice Knight (ex-officio)

BuSINESS PLANNINg COMMITTEE

Chair, hugh Stewart, Marie Thornton, Patrick O’Callaghan, Nick Renyard, Alice Knight (ex-officio)

STAFF ANd REMuNERATION COMMITTEE

Chair,AliceKnight,JamesDennis, virginia wallace

ExECuTIvE TEAM

chief executive officer gareth Smith

integrated catchment and Strategy executive manager Trent wallis

business Support executive manager greg Peters

community engagement and investment executive manager gavan Mathieson

COMMuNITy AdvISORy gROuP

The authority established the Community Advisory group (CAg) in 2013 to provide advice to the CMA on a range of regional natural resource management (NRM) matters. This will assist the CMA in understanding and responding to matters which are important to the catchment community.

The CAg brings together community perspectives and knowledge with technical NRM expertise across the whole of the authority’s NRM programs. Representation includes community, Traditional Owners, Landcare, agriculture industry groups and NRM agencies.

CORANgAMITE CMA ORgANISATION STRuCTuRE

victorian government - minister for environment, climate change and water

BOARd - COMMuNITy AdvISORy gROuP

ChIEF ExECuTIvE OFFICER

Project Committees

Finance

Information Technology

Administration

Business Support

Business Planning

Strategy & Planning

Floodplain Management

Catchment Management

Integrated Catchment & Strategy

Audit & Risk

Engagement

Investment

Land health

Community Engagement & Investment

Staff & Remuneration

human Resources

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COMPLIANCE ANd

dISCLOSuRESSTAFF MATTERS

The authority engages a diverse workforce. The Public Administration Act 2004 specifies a number of employment and conduct principles that must be observed by public entities and their employees. Similarly, the authority’s commitment to equal opportunity employment and ensuring staff are selected on the basis of merit is assisting in recruiting and retaining quality staff.

Employees are appointed after a comprehensive selection process involving a multi-gender selection panel where possible. The authority encourages applications from suitably qualified people regardless of gender, race, ethnicity or disability.

The authority is implementing its People and Culture Strategy 2012-2015. The strategy strengthens the authority’s focus on its people and includes specific activities, programs and projects that will ultimately attract, retain and develop highly skilled, motivated and happy employees.

Stemming from the People and Culture Strategy is the organisations’ Plan for Change, introduced in 2013. This plan is designed to enhance the organisational processes, systems and structure and its performance in achieving the overall strategic objectives. The process included staff consultation and engagement to identify the improvements needed to enhance the organisation. A new organisational structure allows for increased breadth and depth of community and stakeholder participation, increased NRM investment and development of joint priorities, improved integration and coordination of delivery and increased and widely shared knowledge through the alignment of the authority’s core functions of Community Engagement and Investment, and Integrated Catchment Strategy and delivery.

The Corangamite CMA Staff Consultative Committee commenced in 2013-14 and its structure provides an opportunity for staff and management to actively consult and provide input into the following:

• monitortheimplementationoftheworkplace Agreement

• reviewandimplementationofauthority’s policies and procedures

• changeinitiativesthathaveasignificant impact on staff

• monitortheimplementationofthePeople and Culture Strategy

• acommitmenttothecontinuationof the Reward and Recognition scheme for the authority.

The committee met regularly and its focus has been implementing the Reward and Recognition scheme.

wORKFORCE dATA

The authority employed 42 people in 2014-2015 compared to 44 people the previous year.

The staff gender breakdown is 21 men and 21 women.

OCCuPATIONAL hEALTh ANd SAFETy (Oh&S)

The authority is continuing its commitment to its employees, contractors, volunteers and visitors’ health and safety, ensuring it complies with the Occupational Health and Safety Act 2004.

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

Other aims of the Oh&S Committee are:

• reviewingandupdatingOH&Spolicies and procedures

• monitoringandreportingonpotential risk areas

• facilitatingacultureofcooperationbetween employer and employees to maintain a healthy and safe working environment.

wORKFORCE dATA TABLE

2013-2014 2014-2015

Executive officers 3 4

Senior managers 7 5

Administration 7 6

Field staff 27 27

total staff number 44 42

Total male 22 21

Total female 22 21

total staff number 44 42*

*figure as of 30 June 2015

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ComplianCe and

disClosuresSTAFF wELLBEINg

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

during 2014-2015 there have been several initiatives that have had a positive impact on staff wellbeing:

• weeklysupplyoffruitforstaff

• sponsorshipforstaff basketball team

• fluvaccinations.

There were numerous staff events in 2014-2015. These included morning teas and social events to strengthen relationships amongst staff in a relaxed and social setting, provide a break from the workplace and increase opportunities for information sharing.

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

INduSTRIAL RELATIONS

The authority’s workplace Agreement (2012-2014) expired in december 2014. The Corangamite CMA EBA Committee commenced negotiating a new workplace Agreement which sets out fair and reasonable terms and conditions of employment.

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

COMPLIANCE wITh RELEvANT LEgISLATION

competition policy

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

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

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

information available for inspection

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

Information includes:

• statementsthatdeclarations of pecuniary interests have been completed by all relevant officers

• detailsofpublicationsproduced by the Corangamite CMA and how these can be obtained

• alistofmajorcommitteessponsored by the entity, the purposes of each committee and their achievements

• detailsofassessmentsandmeasures undertaken to improve the Oh&S of employees.

Building Act

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

financing costs and lease liabilities

The Corangamite CMA leases two properties.

Oh&S dATA TABLE

2013-14 actual for 44 employees

2014-15 actual for 42 employees

figures per 100 fte staff

Number of reported hazards/incidents for the year

15 10

2013-14: 44 employees x 100 FTE = 2.27 FTE x 15 hazards/incidents = 34.05

2014-15: 42 employees x 100 FTE = 2.38 FTE x 10 hazards/incidents = 23.8

Number of ‘lost time’ standard claims

N/A N/A N/A

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

Fatality N/A N/A N/A

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ComplianCe and

disClosuresdisclosure index

An index identifying the Corangamite CMA’s compliance with statutory disclosure requirements is contained in Appendix No 1 (see page 82).

victorian industry participation policy implementation

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

Public bodies are required to apply vIPP in all tenders over $1 million in regional victoria. No tenders were issued by the Corangamite CMA greater than $1 million for the year endingJune2015.

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

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

Inventories by class N/A

Intangible asset N/A

Overdrafts N/A

Authorised and issued capital N/A

Ex-gratia payments N/A

Amounts written off N/A

Charges against assets N/A

Assets received without adequate consideration N/A

Motor vehicle lease commitments N/A

Subsequent events

There were no subsequent events between30June2014andthedatethis report went to print that had a material impact on Corangamite CMA’s financial position.

compliance with datavic Access policy

Consistent with the datavic Access Policy issued by the victorian government 2012, the information in this annual report will be available at

http://www.data.vic.gov.au in machine readable format.

freedom of information

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

Freedom of Information Manager

Legal Services Branch

Corporate Services division

department of Environment, Land, water and Planning

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

Ph: (03) 9637 9730

Applications must clearly identify the relevant documents.

The current fee for applications is $27.20.

Significant changes in financial position

The Corporate Plan for 2014-2019, submitted to the ministers in April 2014, had projected revenue of $10.1 million for the 2014-2015 financial year. This figure was based on investment submissions to the Australian and victorian governments.

In September 2014, the authority’s actual revenue for 2013-2014 was $11.8 million.

disclosure of major contracts

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

Protected Disclosures Act

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

to make disclosures and protecting them when they do.

what is a ‘protected disclosure’?

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

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

risk management attestation

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

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

insurance management attestation

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

Summary of financial results for the last five years

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

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

The authority still maintains a strong financial position, which is represented in the balance sheet asat30June2014.

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ComplianCe and

disClosures

2015 $

2014 $

2013 $

2012 $

2011 $

income and expenditure

victorian government 6,425,479 6,875,091 6,924,788 8,332,237 8,867,950

Australian government Funding 3,363,572 3,978,849 3,452,322 3,420,544 3,308,460

Other Income 696,767 984,341 1,157,433 1,657,100 1,222,774

total operating revenue 10,485,818 11,838,281 11,534,543 13,409,881 13,399,184

total expenses 11,595,847 13,481,896 14,642,418 13,695,940 13,439,103

Surplus / (deficit) (1,110,029) (1,643,615) (3,107,875) (286,059) (39,919)

Assets & liabilities

Current Assets 7,760,179 9,082,872 9,602,526 11,742,210 11,053,531

Non Current Assets 20,393,736 20,953,905 21,439,526 22,214,122 22,641,482

total Assets 28,153,915 30,036,777 31,042,052 33,956,332 33,695,013

Current Liabilities 1,808,597 2,509,690 2,094,023 1,842,345 1,296,968

Non Current Liabilities 98,659 170,398 56,231 5,808 3,807

total liabilities 1,907,256 2,680,088 2,150,254 1,848,153 1,300,775

total equity 26,246,659 27,356,689 28,891,798 32,108,179 32,394,238

Summary of financial results - last five years for the financial year ended 30 June 2015 - income and expenditure last five years

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ComplianCe and

disClosures

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

monitoring our environmental impact

Strategic objective measurebenchmark for year ending 30 June 2006

(48 staff)

use for 2013-14 (43 staff)

use for 2014-15 (42 staff)

Reduce energy use (electricity)

kwh per FTE124,216/48 = 2,587 kwh per FTE

108,360/43 = 2,520 kwh per FTE

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

Total greenhouse gas emissions

172 tonnes or 3.25 tonnes per FTE



Purchase green power

% green power Nil 20% 20%

Adjusted greenhouse gas emissions


93 tonnes or 2.17 per FTE

91 tonnes or 2.16 per FTE

Reduce paper use A4 reams per FTE 726/48 = 15.25 per FTE 243/43 = 5.66 per FTE 223/42 = 5.31 per FTE

Reduce fuel use (LPg, uLP, Premium uLP, diesel)

Litres per FTE per annum

85,165/48 = 1,795 41,777/43 = 972 44,360/42 = 1,056

Reduce vehicle CO2

emissions Fuel (LPg, uLP, Premium uLP, diesel)

greenhouse gas emissions*

193,000 kg = 4,948 kg per FTE

76,710 kg = 1,785 kg per FTE

79,980 kg = 1,904 kg per FTE

Reduce water consumption

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

40,000/43 = 930 litres per FTE

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

Reduce waste

Total waste/litre per FTE

Not available38,940/43 = 906 litres per FTE


diverted from landfill per annum



Adjusted waste to landfill per FTE



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ComplianCe and

disClosurescontractors and consultancies for the financial year ended 30 June 2015

The authority engaged 41 contractors and consultants throughout the year at a total cost of $1,662,465.

contractors and consultancies > $10,000

There were 21 consultants or contractors whose costs exceeded $10,000 at a total cost of $1,550,823.

disclosure of major contracts

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

disclosure of grants and transfer payments

Corangamite CMA has provided grants to natural resource management community groups and organisations as part of the victorian Landcare grants that Corangamite CMA is responsible for distributing in the Corangamite region. grants were provided to groups in 2014-15 for the purposes of supporting the administration of regional Landcare groups and implementing on-ground natural resource management projects.

Corangamite Landcare grants Program recipients 2014-15 included:

victorian landcare grants 2014-15 corangamite landcare grant recipients

proponent project titlefunding

$

Barongarook Landcare groupFoundation Project – Central Otways Landcare Network (COLN) Reining in Blackberry

19,800

Bostocks Creek and district Landcare group Bostocks Creek Landcare 10,000 trees project 13,450

heytesbury district Landcare Network heytesbury district BIOFuNd Project 28,175

Irrewarra Farmcare group Indigenous shelterbelt for the warrowie Recreation Reserve 2,788

Land and water Resources Otway Catchment gellibrand catchment biodiversity enrichment project 9,700

Leigh Catchment group Creating Franklin’s Bridge Reserve 11,343

Leslie Manor Landcare group Maintaining the momentum to rejuvenate the Leslie Manor landscape 8,935

Lismore Land Protection group Increasing the resilience of the Corangamite Lakes Landcare Network Landscape 29,970

Mount Leura and Mount Sugarloaf development Committee (Corangamite Shire)

Protecting and enhancing the victorian volcanic Plain woodland communities 7,045

upper Barwon Landcare Network Landcare Stewardship for a better Barwon River 10,000

woady yaloak Catchment group Linking isolated high value remnant vegetation in the woady yaloak Catchment 19,149

$500 Corangamite Landcare Support grants to 39 community groups across the region 19,500

total 179,855

no. consultant/contractor $

1 dept of Environment & Primary Industries 783,493

2 Southern Farming Systems 175,038

3 water Technology 137,357

4 Federation university 99,000

5 A.S. Miner geotechnical 88,301

6 deakin university 45,000

7 Spatial vision 33,963

8 RMCg 32,945

9 Clear horizon Consulting P/L 32,543

10 Instream Solutions 26,150

11 doug humann & Associates 24,093

no. consultant/contractor $

12 Alluvium Consulting Pty Ltd 22,884

13 Ecowise Environmental (vic) P/L 22,280

14 JacobsGroup(Australia)P/L 19,467

15 ghd P/L 17,192

16 geomatic Technologies 15,000

17 Riverness Protection & Restoration Services 11,200

18 PSI Asia Pacific 11,109

19 horder Communication solutions 10,429

20 hR Landscape 10,000

21 Native Title Services victoria Ltd 10,000

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FINANCIAL STATEMENTS

corAngAmite cAtchment mAnAgement Authority StAtutory certificAtion 47

StAtement of comprehenSive income 48

bAlAnce Sheet 49

StAtement of chAngeS in equity 50

cASh flow StAtement 51

noteS to the finAnciAl StAtementS 52

SECTION 5


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CORANgAMITE CATChMENT MANAgEMENT AuThORITy

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

we further state that, in our opinion, the information set out in the statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement and accompanying notes forming part of the financial statements, presentsfairlythefinancialtransactionsduringtheyearended30June2015andfinancialpositionoftheauthorityasat that date.

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

we authorise the attached financial statements for issue on 8th September 2015.

A. Knight Chairperson

g. A. Smith Chief Executive (Accountable Officer)

G.J.Peters Chief Finance and Accounting Officer

dated this 8th day of September 2015.

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STATEMENT OF

COMPREhENSIvE INCOME forthereportingperiodended30June2015

note2015

$2014

$

income from operating Activities

government contributions 4 (a) 9,789,051 10,853,940

Other income 4 (a) 460,793 709,191

Interest 4 (a) 194,728 207,345

income from non-operating Activities

Net gain / (loss) on disposal of non-financial assets 4 (b) 41,246 67,805

total income 10,485,818 11,838,281

expenses from operating Activities

Integrated catchment & strategy 5 (a) (i) 6,671,802 7,475,025

Community engagement & investment 5 (a) (i) 1,620,790 2,018,480

Business support 5 (a) (ii) 2,462,611 3,192,602

depreciation / amortisation 5 (a) (iii) 840,644 795,788

total expenses from operating Activities 11,595,847 13,481,896

net result from operating Activities (1,110,029) (1,643,614)

total comprehensive result for the year (1,110,029) (1,643,614)

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

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BALANCE ShEET asat30June2015

note2015

$2014

$

Assets

Current assets

Cash and cash equivalents 7 7,219,290 8,633,251

Receivables 8 498,348 423,811

Prepayments 42,541 25,809

total current assets 7,760,179 9,082,872

Non-current assets

Property, plant and equipment 9 20,393,736 20,953,905

total non-current assets 20,393,736 20,953,905

totAl ASSetS 28,153,915 30,036,777

liabilities

Current liabilities

Payables 10 1,150,922 1,918,153

Employee benefits 11 657,675 591,538

total current liabilities 1,808,597 2,509,690

Non-current liabilities

Employee benefits 11 98,659 170,398

total non-current liabilities 98,659 170,398

totAl liAbilitieS 1,907,256 2,680,088

net ASSetS 26,246,659 27,356,689

Equity

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

Reserves 12 12,034,436 12,034,436

Accumulated deficit 12 (7,214,700) (6,104,671)

totAl equity 26,246,659 27,356,689

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

Commitments for Expenditure 14

Contingent Assets and Liabilities 16

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note

contributedcapital

$

Asset revaluation

reserve$

Accumulateddeficit

$total

$

balance at 1 July 2013 12 (a) 21,426,923 12,034,436 (4,461,056) 29,000,304

Total comprehensive result (deficit) for the year 0 0 (1,643,614) (1,643,614)

balance at 30 June 2014 21,426,923 12,034,436 (6,104,671) 27,356,689

Total comprehensive result (deficit) for the year 0 0 (1,110,029 (1,10,029)

balance at 30 June 2015 21,426,923 12,034,436 (7,214,700 26,246,659

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

STATEMENT OF

ChANgES IN EQuITy foryearended30June2015

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CASh FLOw

STATEMENT foryearended30June2015

note2015

$2014

$

Cash flows from Operating Activities

receipts

Interest received 200,278 209,760

Net gST received from the Australian Taxation Office 241,420 674,429

Other income 443,450 839,299

Receipts from government 9,775,863 11,161,531

10,661,011 12,885,019

payments

Payments to suppliers and employees 11,835,743 12,529,397

11,835,743 12,529,397

net cash outflow / (inflow) from operating activities 19 (1,174,732) 355,622

cash flows from investing Activities

Payment for property, plant and equipment (297,229) (201,661)

Proceeds from sale of non-current assets 58,000 67,804

net cash (outflow) / inflow from investing activities (239,229) (133,857)

cash flows from financing Activities

net increase / (decrease) in cash held (1,413,961) 221,765

Cash and cash equivalents at the beginning of the financial year 8,633,251 8,411,486

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

Note that goods and Services tax received from the Australian Tax Office is presented on a net basis.

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

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Note 1 Significant Accounting Policies

(a) basis of accounting

general

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

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

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

The accounts have been prepared on a going concern basis.

The annual financial statements were authorised for issue by the Board on 8th day of September 2015.

(ii) Accounting policies

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

(iii) Functional and presentation currency

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

(iv) Classification between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be realised or paid. The asset or liability is classified as current if it is expected to be turned over within the next 12 months, being the Authority’s operational cycle - see 1(n) for a variation in relation to employee benefits.

(v) Rounding

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

(vi) Historical cost convention

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

(vii) Accounting estimates

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

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

• estimationofusefullives

• theimpairmentofassets

• provisions.

(b) change in Accounting policies

Subsequent to the 2013-14 reporting period, the following new and revised Standards have been adopted in the current period with their financial impact detailed as below.

AASB 10 Consolidated Financial Statements

AASB 10 provides a new approach to determine whether an entity has control over an entity, and therefore must present consolidated financial statements. The new approach requires the satisfaction of all three criteria for control to exist over an entity for financial reporting purposes:

(a) The investor has power over the investee;

(b) The investor has exposure, or rights to variable returns from its involvement with the investee; and

(c) The investor has the ability to use its power over the investee to affect the amount of investor’s returns.

Based on the new criteria prescribed in AASB 10, the Authority has reviewed the existing arrangements to determine if there are any additional entities that need to be consolidated into the group. The Authority has concluded that there are no additional entities that have met the control criteria and has not been required to amend the financial statements.

NOTES TO ThE

FINANCIAL STATEMENTS foryearended30June2015

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AASB 11 Joint Arrangements

In accordance with AASB 11, there are two types of joint arrangements, i.e. joint operations and joint ventures. Jointoperationsarisewheretheinvestorshaverightstotheassets and obligations for the liabilities of an arrangement. A joint operator accounts for its share of the assets, liabilities,revenueandexpenses.Jointventuresarise where the investors have rights to the net assets of the arrangement; joint ventures are accounted for under the equity method. Proportionate consolidation of joint ventures is no longer permitted.

The Authority has reviewed its existing contractual arrangements with other entities to ensure they are aligned with the new classifications under AASB 11. As the Authority has no joint ventures in place, it has not been required to amend the financial statements.

AASB 12 Disclosure of Interests in Other Entities

AASB 12 disclosure of Interests in Other Entities prescribes the disclosure requirements for an entity’s interests in subsidiaries, associates, joint arrangements and extends to the entity’s association with unconsolidated structured entities.

The Authority does not have any interests in associates or joint ventures.

(c) revenue recognition

(i) Fees and Charges

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

(ii) Government contributions

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

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

(iii) Interest

Interest Income is recognised using the effective interest rate method.

(d) expenses

(i) Depreciation and amortisation of non-current assets

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

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

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

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

2015%

2014%

Buildings 2.5 2.5

Infrastructure assets 2.5 2.5

Plant and equipment 10 to 33.33 10 to 33.33

Furniture and office equipment

10 to 33.33 10 to 33.33

Motor vehicles 25 to 33.33 25 to 33.33

(ii) Employee Benefits

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

(iii) Superannuation

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

Notes to the

FiNaNcial statemeNts for year ended 30 June 2015

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(e) repairs and maintenance

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

(f) other expenses

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

(g) cash and cash equivalents

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

(h) receivables

Receivables consist of:

• contractualreceivables,suchasdebtorsinrelationtogoods and services, and accrued investment income; and

• statutoryreceivables,suchasamountsowingfromthevictorian government and goods and Services Tax (gST) input tax credits recoverable.

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

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

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

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

(i) prepayments

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

(j) recognition and measurement of Assets

Property, plant and equipment represents non-current assets comprising land, buildings, infrastructure, plant and equipment, furniture and office equipment and motor vehicles, used by the Authority in its operations. Items with a cost or value in excess of $1,000 (2014: $1,000) and a useful life of more than one year are recognised as an asset. All other assets acquired are expensed.

(i) Acquisition

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

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

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

(ii) Leasehold improvements

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

(iii) Non-Current Physical Assets

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

The Infrastructure assets are valued at depreciated replacement cost.

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

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

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

Notes to the


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(iv) Revaluations

Assets other than those that are carried at cost are revalued with sufficient regularity to ensure that the carrying amount of each asset does not differ materially from its fair value. This revaluation process normally occurs every five years. (The next valuation is due in 2015/16). Revaluation increments or decrements arise from differences between an asset’s depreciated cost or deemed cost and fair value.

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

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

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

(v) Impairment of Assets

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

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

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

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

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

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

(vi) Fair Value

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

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

• Level1-Quoted(unadjusted)marketpricesinactivemarkets for identical assets or liabilities

• Level2-Valuationtechniquesforwhichthelowestlevelinput that is significant to the fair value and measurement is directly or indirectly observable; and

• Level3-Valuationtechniquesforwhichthelowestlevelinput that is significant to the fair value and measurement is unobservable.

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

(k) operating leases

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

Notes to the


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(l) trade and other payables

Payables

Payables consist of:

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

• statutorypayables,suchasgoodsandservicestaxandfringe benefits tax payables.

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

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

(m) employee benefits

(i) Wages and salaries and annual leave

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

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

• undiscountedvalueiftheAuthorityexpectstowhollysettle within 12 months; or

• presentvalueiftheAuthoritydoesnotexpecttowhollysettle within 12 months.

(ii) Long Service Leave

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

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

The components of this current LSL liability are measured at:

• undiscountedvalueiftheAuthorityexpectstowhollysettle within 12 months; and

• presentvalueiftheAuthoritydoesnotexpecttowhollysettle within 12 months.

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

(iii) Termination benefits

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

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

(iv) Employee Benefit On-Costs

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

(v) Performance payments

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

Notes to the


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(n) provisions

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

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

(o) contributed capital

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

(p) financial instruments / investments

(i) Recognition

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

(ii) Loans and receivables

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

(iii) Fair Value

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

(q) taxation

The Authority is not liable for Income Tax.

(r) contingent liabilities and contingent assets

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

(s) goods and Services tax

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

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

(t) commitments

Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are disclosed by way of notes (refer to notes 15 & 16) at their nominal value and inclusive of the goods and services tax (gST) payable. These future expenditures cease to be disclosed as commitments once the related liabilities are recognised in the balance sheet.

(u) new Accounting Standards and interpretations

Certain new accounting standards and interpretations have beenpublishedthatarenotmandatoryforthe30June2015reportingperiod.Asat30June2015,thefollowingstandards and interpretations had been issued but were not mandatoryforfinancialyearending30June2015.TheAuthority has not, and does not intend to, adopt these standards early. The standards on the opposite page are those which are applicable to the Authority.

Notes to the


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Standard/interpretation Summary Applicable for annual reporting periods beginning on or after

impact on financial statements

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

1January2018 This amendment is expected to have no impact.

AASB 14 Regulatory deferral Accounts

AASB 14 permits first time adopters of Australian Accounting Standards who conduct rate-regulated activities to continue to account for amounts related to rate regulation in accordance with their previous gAAP.


AASB 15 Revenue from Contracts with Customers

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

1January2017 This amendment is expected to have limited impact.

AASB 1056 Superannuation Entities

AASB 1056 replaces AAS 25 Financial Reporting by Superannuation Plans. The standard was developed in light of changes in recent years, developments in the superannuation industry and Australia’s adoption of IFRS.

1July2016 This amendment is expected to have no impact.

AASB 2014-1 Amendments to Australian Accounting Standards (Part E Financial Instruments)

Amends various AAS’s to reflect the AASB’s decision to defer the mandatory application date of AASB 9 to annual reporting periods beginningonorafter1January2018asaconsequenceofChapter6hedge Accounting, and to amend reduced disclosure requirements.

1January2018 This amendment is expected to have limited impact.

AASB 2014-4 Amendments to Australian Accounting Standards - Clarification of Acceptable Methods of depreciation and Amortisation (AASB 116 & AASB 138)

Amends AASB 116 Property, Plant and Equipment and AASB 138 Intangible Assets to; - establish the principle for the basis of depreciation and amortisation

as being the expected pattern of consumption of the future economic benefits of an asset;

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

1January2016 This amendment is expected to have no impact as revenue based method is not used for depreciation and amortisation.

AASB 2014-9 Amendments to Australian Accounting Standards - Equity method in Separate Financial Statements (AASB 1,127 & 128)

Amends AASB 127 Separate Financial Statements to allow entities to use the equity method of accounting for investments in subsidiaries, joint ventures and associates in their separate financial statements.


AASB 2014-10 Amendments to Australian Accounting Standards - Sale or Contribution of Assets between an Investor and its AssociateorJointVenture(AASB 10 & AASB 128)

AASB 2010-10 amends AASB 10 Consolidated Financial Statements and AASB 128 Investments in Associates to ensure consistent treatment in dealing with the sale or contribution of assets between an investor and its associate or joint venture.


AASB 2013-9 Amendments to Australian Accounting Standards - Conceptual Framework, Materiality and Financial Instruments [Part B Materiality only]

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

1January2016 The amending standard will result in extended disclosures on the entitys key management personnel (KMP), and the related party transactions.

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Notes to the


In addition to the new standards and amendments opposite, the AASB has issued a list of other amending standards that are not effective for the 2014-15 reporting period (as listed below). In general, these amending standards include editorial and references changes that are expected to have insignificant impacts on public sector reporting.

- AASB 2010-7 Amendments to Australian Accounting Standards - Conceptual Framework, Materiality and Financial Instruments

- AASB 2013-9 Amendments to Australian Accounting Standards (Part d - Consequential Amendments arising from AASB 14 Regulatory deferral Accounts only)

- AASB 2014-1 Amendments to Australian Accounting Standards - Conceptual Framework, Materiality and Financial Instruments

- AASB 2014-3 Amendments to Australian Accounting Standards - AccountingforAcquisitionsofInterestsinJointOperations(AASB1 & AASB 11)

- AASB 2014-5 Amendments to Australian Accounting Standards arising from AASB 15

- AASB 2014-6 Amendments to Australian Accounting Standards - Agriculture: Bearer Plants (AASB 101, AASB 116, ASB 127, AASB 123, AASB 136, AASB 140 & AASB 141)

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

- AASB 2014-8 Amendments to Australian Accounting Standards arising from AASB 9 (december 2014) - Application of AASB 9 (december 2009) and AASB 9 (december 2010) (AASB 9 (2009 & 2010))

- AASB 2015-2 Amendments to Australian Accounting Standards - disclosure Initiative: Amendments to AASB 101 (AASB 7, AASB 101, AASB 134 & AASB 1049)

- AASB 2015-3 Amendments to Australian Accounting Standards arising from the withdrawal of AASB 1031 Materiality

- AASB 2015-4 Amendments to Australian Accounting Standards - Financial Reporting Requirements for Australian groups with a Foreign Parent (AASB 127, AASB 128)

- AASB 2015-5 Amendments to Australian Accounting Standards - Investment Entities: Applying the Consolidation Exception (AASB 10, AASB 12, AASB 128).

Note 2 Financial risk managementThe Authority’s activities expose it to a variety of financial risks, but primarily risks of market risk (interest rate risk), credit risk and liquidity. The Authority’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Authority. The Authority uses different methods to measure different types of risk to which it is exposed. These methods include sensitivity analysis in the case of interest rate and ageing analysis for credit risk. The Authority does not enter into derivative financial instruments and does not speculate in any type of financial instrument.

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

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

(a) Market risk

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

(i) Interest Rate Risk

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

All trade creditors and accruals are non-interest bearing.

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Notes to the


(b) Credit risk

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

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

All investments are held with the Treasury Corporation of victoria.

The table in note 8 provides further information on receivables.

(c) Liquidity risk

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

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

(d) Fair value

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

Management consider that the carrying amount of financial assets and financial liabilities recorded in the financial statements approximates their fair values. The carrying amountofcreditorsandaccrualsat30June2015approximates market value.

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

Refer to note 13 for information on the Authority’s financial assets and financial liabilities measured and recognised at fairvalueat30June2015and2014.

Note 3 Critical Accounting Estimates andJudgements

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

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

In 2014/15 assumptions were made regarding how much annual leave would be taken within and beyond one year fromthebalancedateof30June2015.Theseassumptionswere consistent with those in the prior year. The table in note 11 provides further detail on employee provisions.

interest rate Sensitivity Analysis

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

interest rate risk

-1% +1%

result$

equity$

result$

equity$

cash and cash equivalents

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

2014 8,633,251 (84,115) (84,115) 84,115 84,115

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Notes to the


Note 4 Revenue

4(a)(i) Revenue from operating activities

note2015

$2014

$

victorian government funding 4 (b) (i) 6,425,479 6,875,091

Australian government funding 4 (b) (ii) 3,363,572 3,978,849

Other income 4 (b) (iii) 460,793 709,191

10,249,844 11,563,131

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

Interest 194,728 207,345

Profit on sale of fixed assets 4 (b) 41,246 67,805

235,974 275,150

total revenue from ordinary Activities 10,485,818 11,838,281

4(b)(i) Victorian Government funding

note2015

$2014

$

Landcare 346,000 341,000

River health / healthy waterways 4,890,000 4,616,345

Base Funding 802,331 915,482

Other 387,148 1,002,264

total victorian government funding 6,425,479 6,875,091

4(b)(ii) Australian Government funding

note2015

$2014

$

Caring for Our Country / National Landcare Program 2,666,506 2,601,234

Biodiversity Fund 477,000 1,017,850

Other 220,066 359,765

total Australian government funding 3,363,572 3,978,849

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Notes to the


4(b)(iii) Other Income

note2015

$2014

$

Regional contributions / partnerships 308,500 519,650

Sundry 152,293 189,541

total other revenues 460,793 709,191

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

note2015

$2014

$

Revenues from sale of property, plant and equipment 41,246 67,805

net profit / (loss) on disposal of non-current assets 41,246 67,805

total revenue 10,485,818 11,838,281

5(a) Expenditure

note2015

$2014

$

Programs 5 (a) (i) 8,292,592 9,483,505

Corporate 5 (a) (ii) 2,462,611 3,202,602

depreciation 5 (a) (iii) 840,644 795,788

11,595,847 13,481,896

Note 5 Expenditure

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Notes to the


5(a)(i) Program Expenditure

note2015

$2014

$

integrated catchment

Barwon Corangamite 3,840,610 3,393,920

Otway Bellarine 1,271,660 2,141,688

Statutory Planning 570,439 618,133

Strategy & Planning 989,093 1,321,285

6,671,802 7,475,025

community engagement

Coastcare 73,846 48,359

Communications 134,658 283,376

Indigenous 159,777 149,895

Landcare 461,026 513,477

Land health 573,056 761,115

waterwatch & Estuarywatch 218,427 252,259

1,620,790 2,008,480

5(a)(ii) Corporate Expenditure

note2015

$2014

$

Executive 793,695 805,914

Board 204,815 230,699

Authority Administration 1,232,803 2,011,887

Administered Funds 231,298 154,102

2,462,611 3,202,602

5(a)(iii) Depreciation

note2015

$2014

$

Lough Calvert drainage Assets 120,909 120,909

woady yallock drainage Assets 230,955 230,955

Barwon River Assets 231,340 231,340

Office Furniture & Equipment & buildings 257,440 212,585

840,644 795,788

11,595,847 13,481,896

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Notes to the


Note 6 Remuneration of Auditors

2015$

2014$

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

Payableasat30June2014 0 10,000

Payableasat30June2013 10,300 0

(amounts are exclusive of GST) 10,300 10,000

Note 7 Cash and Cash equivalents

2015$

2014$

cash and cash equivalent assets

Cash at bank and on hand 719,290 1,883,251

investments

Term deposits - Treasury Corporation of victoria 6,500,000 6,750,000

The deposits are bearing floating interest rates between 2.10% and 2.16% (2014 2.66% and 2.68%)

7,219,290 8,633,251

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Notes to the


Note 8 Receivables

2015$

2014$

current

Contractual

Trade debtors 120,549 114,938

Less: provision for doubtful debts - -

120,549 655,248

Statutory

Amounts owing from victorian government 244,950 207,159

gST input tax credit receivables 132,849 101,714

377,799 308,873

total receivables 498,348 423,811

2015$

2014$

Current 479,936 419,252

30-60 0 4,400

60-90 4,210 0

>90 14,202 159

498,348 423,811

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

The aging of these receivables is as follows:

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

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

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

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

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Notes to the


Note 9 Property Plant & Equipment

2015$

2014$

(a) Classes of property, plant and equipment

land

At Fair value 9,574,000 9,574,000

9,574,000 9,574,000

buildings

At Fair value 1,892,208 1,892,208

Accumulated depreciation (616,850) (576,900)

1,275,358 1,315,308

infrastructure / works

At Fair value 33,088,074 33,088,074

Accumulated depreciation (24,321,190) (23,737,986)

8,766,884 9,350,087

plant and equipment

At Fair value 1,087,772 1,549,943

Accumulated depreciation (581,325) (1,131,085)

506,447 418,859

furniture and office equipment

At Fair value 89,512 64,794


31,417 35,117

motor vehicles

At Fair value 634,282 644,309


230,798 260,535

work in progress

At Cost 8,834 0

8,834 0

total property, plant and equipment 20,393,736 20,953,905

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Notes to the


(b) Movements during the reporting period

work in progress & equip.

$

vehicles, plant & equip.

$

land & buildings

$

lough calvert assets

$

woady yaloak assets

$

woady yaloak land

$

barwon river assets

$

barwon river land

$total

$

Balance as at 1July2013

0 576,977 1,833,258 2,491,183 4,919,488 637,000 2,522,620 8,459,000 21,439,526

Additions - 335,361 - - - - - - 335,361

disposals - (25,194) - - - - - - (25,194)

Revaluations - - - - - - - - 0

Transfers - - - - - - - - 0

write-Offs - - - - - - - - 0

derecognition - - - - - - - - 0

depreciation - (172,634) (39,950) (120,909) (230,955) - (231,340) - (795,788)

Balance as at 1July2014

- 714,510 1,793,308 2,370,274 4,688,532 637,000 2,291,280 8,459,000 20,953,905

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

disposals - (11,481) - - - - - - (11,481)

Revaluations - - - - - - - - 0

Transfers -158,334 - - - - - - - -158,334

write-Offs - - - - - - - - 0

derecognition - - - - - - - - 0

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

balance as at 30 June 2015

8,834 768,662 1,753,358 2,249,366 4,457,577 637,000 2,059,940 8,459,000 20,393,736

(c) FairValueMeasurementHierarchyforAssetsasat30June2015

carrying amount as at 30 June 2015

fair value measurement at end of reporting period using

level 1 level 2 level 3

land at fair value

Non specialised land 478,000 478,000

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

total of land at fair value 9,574,000 478,000 9,096,000

buildings at fair value

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

total of buildings at fair value 1,275,358 1,275,358

vehicles, plant & equipment at fair value

vehicles 230,798 230,798

Furniture & office equipment 31,417 31,417

Plant & equipment 506,447 506,447

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

infrastructure at fair value

Infrastructure 8,766,884 8,766,884

total of infrastructure at fair value 8,766,884 8,766,884

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

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Notes to the


FairValueMeasurementHierarchyforAssetsasat30June2014

carrying amount as at 30 June 2014

fair value measurement at end of reporting period using

level 1 level 2 level 3

land at fair value

Non specialised land 478,000 478,000

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

total of land at fair value 9,574,000 478,000 9,096,000

buildings at fair value

Non specialised buildings 1,315,308 1,315,308

total of buildings at fair value 1,315,308 1,315,308

vehicles, plant & equipment at fair value

vehicles 260,535 260,535

Furniture & office equipment 35,117 35,117

Plant & equipment 418,859 418,859

total of vehicles, plant & equipment at fair value 714,510 260,535 453,976

infrastructure at fair value

Infrastructure 9,350,087 9,350,087

total of infrastructure at fair value 9,350,087 9,350,087

(d) Reconciliation of Level 3 Fair valueplant &

equipment$

Specialised land

$infrastructure

$

Opening Balance

Balanceasat1July2014 453,976 9,096,000 9,350,086

Additions 210,021 - -

disposals - - -

depreciation (126,133) - (583,204)

balance as at 30 June 2015 537,864 9,096,000 8,766,883

Non specialised land and buildings

For non specialised land and buildings, an independent valuation was performed by independent valuers on behalf of the valuer general victoria to determine the fair value using the market approach. valuation of the assets was determined by analysing comparable sales and allowing for size, topography, location and other relevant factors specific to the asset being valued.

From the sales analysed, an appropriate rate per square metre has been applied to the subject asset. The effective dateofthevaluationis30June2011.

To the extent that non specialised land and buildings do not contain significant, unobservable adjustments, these assets are classified as Level 2 under the market approach.

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Notes to the


(e) description of significant unobservable inputs to level 3 valuations

Asset typevaluationtechnique

Significantunobservable inputs

range (weighted average)

Sensitivity of fair value measurement to changes in unobservable inputs

Specialised land Market approach Community Service Obligation (CSO) adjustment

20% - 80% (50%) A significant increase or decrease in the CSO adjustment would result in a significantly lower (higher) fair value

Furniture, plant and equipment

depreciated replacement cost

useful life of the equipment

Cost per unit

3 to 10 years (5 years)

$1,000 to $5,000 ($2,500)

A significant increase or decrease in the estimated useful life of the asset or the cost per unit would result in a significantly higher or lower valuation

Infrastructure depreciated replacement cost

useful life of the infrastructure

Cost per unit

10 to 100 years (40 years)

$1,000 to $100,000 ($25,000)

A significant increase or decrease in the estimated useful life of the asset or the cost per unit would result in a significantly higher or lower valuation

Specialised land

The market approach is also used for specialised land, although is adjusted for the community service obligation (CSO) to reflect the specialised nature of the land being valued.

The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the extent that is also equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value measurement, and takes into account the use of the asset that is physically possible, legally permissible, and financially feasible. As adjustments of CSO are considered as significant unobservable inputs, specialised land would be classified as Level 3 assets.

An independent valuation of the Authority’s specialised land was performed by the valuer general victoria. The valuation was performed using the market approach adjusted for CSO.Theeffectivedateofthevaluationis30June2011.

Infrastructure assets

Infrastructure assets are valued using the depreciated replacement cost method. This cost represents the replacement cost of the building/component after applying depreciation rates on a useful life basis. Replacement costs relate to costs to replace the current service capacity of the asset. Economic obsolescence has also been factored into the depreciated replacement cost calculation.

where it has not been possible to examine hidden works such as structural frames and floors, the use of reasonable materials and methods of construction have been assumed bearing in mind the age and nature of the building. The estimated cost of reconstruction including structure services and finishes as applicable.

An independent valuation of the Authority’s infrastructure was performed by the valuer general victoria. The valuation was performed based on the depreciated replacement cost of the assets. The effective date of the valuation is 30June2011.Theseassetsareclassifiedaslevel3assets as the useful life of these assets is the significant unobservable input.

Vehicles

vehicles are valued at fair value. The Authority acquires new vehicles and at times disposes of them before the end of their economic life. The process of acquisition, use and disposal in the market is managed by experienced staff in the Authority who set relevant depreciation rates during use to reflect the utilisation of the vehicles. These assets are classified as level 2 assets as there is an active secondary market where similar assets are valued, bought and sold in the ordinary course of business.

Afairvalueassessmentwasconductedat30June2015where it was concluded no material movement to the carrying value of assets has occurred.

Plant and equipment

Plant and equipment is held at fair value. when plant and equipment is specialised in use, such that it is rarely sold other than as part of a going concern, fair value is determined using the depreciated replacement cost. As there is a limited secondary market for similar assets these have been classified as level 3 assets.

There were no changes in valuation techniques throughout theperiodto30June2015.

For all assets measured at fair value, the current use is considered the highest and best use. The Authority conductedanassessmentoffairvaluesat30June2015,withno material movement identified since the 2011 valuation.

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Notes to the


Note 10 Payables

2015$

2014$

current

Contractual

Trade payables 820,667 1,511,644

Accrued expenses 330,255 399,912

Other 0 6,596

1,150,922 1,918,153

Statutory

gST Payable 0 0

FTB Payable 0 0

0 0

total payables 1,150,922 1,918,153

The carrying amounts of the Authority’s trade and other payables are denominated in Australian dollars. All payables are due and payable within 12 months.

Note 11 Employee benefits

2015$

2014$

current

Annual leave and unconditional long service leave entitlements, representing 7 years of continuous service, measured at Nominal Value

Annual leave - expected to be paid within 12 months 271,767 239,469

Annual leave - expected to be settled greater than 12 months 28,479 23,510

Long service leave - unconditional and expected to be settled within 12 months - -

Long service leave - unconditional and expected to be settled greater than 12 months 357,429 328,558

total current 657,675 591,538

non-current

Conditional long service leave entitlements, measured at Present Value

Long service leave 98,659 170,398

total non-current 98,659 170,398

Aggregate carrying amount

Current 657,675 591,538

Non-Current 98,659 170,398

total employee benefits 756,334 761,936

full time equivalent employee numbers at end of financial year 39.00 41.00

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Notes to the


2015 2014

The following assumptions were adopted in measuring the present value of long service leave entitlements:

weighted average increase in employee costs 4.44% 4.44%

weighted average discount rates 3.03% 3.57%

weighted average settlement period 7 years 7 years

Note 12 Contributed Capital, Reserves & Accumulated Funds

note2015

$2014

$

(a) Contributed capital

Balance at beginning of year 21,426,923 21,426,923

Capital contributions 0 0

balance at end of year 21,426,923 21,426,923

(b) Reserves

Asset revaluation reserve

Balance at beginning of year 12,034,437 12,034,437

Net transfers (to)/from accumulated funds 0 0

Asset revaluation reserve 12,034,437 12,034,437

total reserves 12,034,437 12,034,437

(c) Accumulated funds

Balance at beginning of year (6,104,671) (4,461,056)

Net result for the period (1,110,029) (1,643,614)

balance at end of year (7,214,701) (6,104,671)

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Notes to the


interest rate exposures and maturities

2015

weighted Average floating

interest rate

weighted Average

fixed interest rate

non interest bearing

floatinginterest

fixed interest maturing less than

1 year total

Financial assets

Cash and cash equivalents

1.77% 2.56% 1,000 718,290 6,500,000 7,219,290

Receivables N/A N/A 365,499 0 0 365,499

Financial Liabilities

Payables N/A N/A 1,150,922 0 0 1,150,922

net financial assets/liabilities

(784,423) 718,290 6,500,000 6,433,867

2014

weighted Average floating

interest rate

weighted Average

fixed |interest rate

non interest bearing

floatinginterest

fixed interest maturing less than

1 year total

Financial assets

Cash and cash equivalents

1.21% 2.73% 1,000 1,882,251 6,750,000 8,633,251

Receivables N/A N/A 322,098 0 0 322,098

Financial Liabilities

Payables N/A N/A 1,918,153 0 0 1,918,153

net financial assets/liabilities

(1,595,055) 1,882,251 6,750,000 7,037,196

Note 13 Financial instruments

The following table sets out the Authority’s exposure to interest rate risk and the effective weighted average interest rate by maturity periods.

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Notes to the


Note 14 Commitments

(a) Operating leases

non-cancellable operating lease commitments inc. gSt

Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows:

(b) Capital commitments

Asat30June2015theAuthorityhad$4,788incapitalexpenditurecommitments(2014:$128,717).

The Authority has the following Capital Commitments:

2015$

2014$

within one year 64,381 62,476

Later than one year but not later than five years 10,730 10,413

75,111 72,888

2015$

2014$

within one year 4,788 128,717

Total Capital commitment 4,788 128,717

Note 15 Carry Forward Funding

Catchment Management Authority’s are responsible for the facilitation and coordination of catchments in an integrated and sustainable manner. This is achieved by undertaking projects funded by State and Federal government programs. The Authority receives funding for specific projects which are guided by the Regional Catchment Strategy and delivered in line with the Authority’s Corporate Plan approved by the Minister for Environment, Climate Change and water.

The projects funded by the State and Commonwealth governments can be undertaken over multiple financial years and is received at various stages of the project life based on contractual agreements. At the end of the financial year there are some projects that have not reached completion but will be completed within the contractual terms in future financial periods. At balance date the Authority has significant cash and cash equivalents that will be utilised to complete these projects in future financial years. Refer note 7 - Cash and Cash Equivalent for balances on hand.

Note 16 Contingent Assets & Liabilities

contingent Assets

Asat30June2015,theAuthorityhasnocontingentassets.(2014–nil).

contingent liabilities

Asat30June2015,theAuthorityhasnocontingentliabilities.(2014–nil).

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Notes to the


Note 17 Superannuation

The Authority contributes in respect of its employees to the following superannuation schemes:

fund type of Scheme rate %2015

$2014

$

vision Super Saver Accumulation 9.50% 142,074 155,576

All Other funds Accumulation 9.50% 185,049 161,148

total contributions to all funds 327,123 316,725

As at balance date there was $27,940 (2014: $24,077) in contributions payable to the above funds. No balances were repayable in respect of loans made to the Authority from any fund.

The Authority makes the majority of its employer superannuation contributions in respect of it’s employees to the vision Super Saver Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. The Authority only contributes to the accumulation category of benefits.

Obligations for contributions to the Fund are recognised as an expense in Comprehensive Operating Statement when they are made or due.

vision Super Saver receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings(fortheyearended30June2015,thiswas9.50%required under Superannuation guarantee legislation).

All payments to other funds are to accumulation funds. Employer contributions are normally based on a percentage ofemployeeearnings(asat30June2015itis9.50%required under Superannuation guarantee Legislation).

Note 18 Responsible Persons Related disclosures

In accordance with the Ministerial directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding responsible persons for the reporting period.

The persons who held the positions of ministers and accountable officers in the Authority are as follows. unless otherwise indicatedallheldofficefromJuly1,2014toJune30,2015:

HonourableRyanSmith,MP MinisterforEnvironmentandClimateChange(1July2014to3December2014)

HonourablePeterWalsh,MLA MinisterforWater(1July2014to3December2014)

HonourableLisaNeville MinisterforEnvironment,ClimateChangeandWater(4December2014to30June2015)

Alice Knight (Chair)

Ian Crook (Board Member)

gareth Smith (CEO)

JamesDennis (BoardMember)

Patrick O’Calllaghan (Board Member)

Richard Riordan (Board Member)

hugh Stewart (Board Member)

Marie Thornton (Board Member)

virgina wallace (Board Member)

Nick Renyard (Board Member)

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Notes to the


remuneration of responsible persons

Remuneration paid to Ministers is reported in the Annual Report of the department of Premier and Cabinet. Other relevant interests are declared in the Register of Members’ Interests which each member of the Parliament completes.

Remuneration received or receivable from the Authority in connection with the management of the Authority during the reporting period was:

other transactions

responsible persons

responsible persons - related parties

There were no other transactions conducted with responsible persons or their related parties during the financial year ended 30June2014(2013/14:Nil).

band 2015 2014

$0 – $9,999 0 1

$10,000 – $19,999 8 8

$20,000 – $29,999 1 1

$210,000 – $219,999 1 1

total remuneration $ 342,437 370,331

*Annualised Employee Equivalent (AEE) is based on working 38 ordinary hours per week over the reporting period. The total annualised employee equivalent provides a measure of full time equivalent executive officers over the reporting period.No contractors had any key management responsibilities during 2014/15 (2013/14 – nil).

remuneration of executive officers

The number of executive officers, other than ministers and accountable officers, and their total remuneration during the reporting period are shown in the first two columns in the table below in their relevant income bands. The base remuneration of executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments, redundancy payments and retirement benefits. Base remuneration is inclusive of salary and superannuation. Total remuneration also includes bonus payments and payments of accrued entitlements upon termination.

band total remuneration base remuneration

2015 2014 2015 2014

$80,000 – $89,999 0 0 0 1

$120,000 – $129,999 0 0 1 1

$130,000 – $139,999 1 2 2 1

$140,000 – $149,999 2 1 0 0

Total number of Executive Officers 3 3 3 3

Total Annualised Employee Equivalent(*) 3 2.6 3 2.6

total remuneration $ 423,667 409,808 400,813 340,790

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Notes to the


Note 20 Subsequent Events

No matters or circumstances have arisen since the end of the reporting period which significantly affected or may significantly affect the operations of the authority, the results of those operations, or the state of affairs of the authority in future financial years.

Note 19 Reconciliation of Net Result for the period to net cash flows from operating activities

2015$

2014$

net result for the period (1,110,029) (1,643,614)

Add/(less) Non-Cash Flows in Net Result

(Profit)/loss on disposal of non-current assets (41,246) (67,805)

depreciation 840,644 795,788

(310,631) (915,631)

changes in Assets and liabilities

decrease/(increase) in receivables (74,537) 712,844

decrease/(increase) in prepayments (16,732) 28,574

(decrease)/Increase in payables (767,231) 396,623

(decrease)/increase in employee benefits (5,602) 133,212

net cash flows from operating Activities (1,174,732) 355,622

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Appendix performAnce tArgetS 78

Appendix no 1 diScloSure index 82

AcronymS And termS 83

SECTION 6

APPENdICES – KEy PERFORMANCE INdICATORS

The victorian government set the following performance indicators and targets for all CMAs to report against annually.

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APPENdICES - KEy PERFORMANCE INdICATORS

performance areaperformance

indicatorstargets

Achievement reporting

results

governance

Board performance Complete and submit an annual board performance assessment report, according to any guidelines issued

By 31 August annually Actual date on which the board assessment report was submitted

Submitted on 29 Aug 2015

Participation by board members in development activities

All board members participate in development activities

Proportion of board members participating in development activities

Active participation by all members

Board charter develop and implement a board charter

The board charter is reviewed (and if necessary, amended) by30Juneannually

Actual date on which the board charter was reviewed and, if necessary, amended

Reviewed and endorsed at the 28 May 2015 Board meeting

Risk and financial management

Compliance to risk management plans for each program

All programs have risk management plans in place

Percentage of programs with risk management plans in place

All relevant programs have risk management plans

Nil non-compliances with risk management plan

Number of non-compliances with risk management plan

Policies and procedures Regular review of policies and procedures

Each policy and procedure is reviewed at least every five years

Percentage of policies and procedures reviewed annually

Review of the authority’s policies and procedures is ongoing at the time of reporting 42 per cent have been reviewed

efficiency and organisational performance

grant management Administration costs of grants are minimised

10 per cent or less of grant funds is spent on administration

Overall percentage of grant funds spent on administration

Number of grants from which more than 10 per cent was spent on administration

10 per cent or less of grant funding was spent on administration

Minimise time taken to determine grant applications

grant applications are determined within one month of being received

Average time taken to determine grant applications

grant applications determine within a month of being received

Regulatory waterway/water functions

Number of days to process works on waterways permits

Not more than 20 working days

Average number of working days to process permits

Number of permits that took more than 20 working days to process

19 days

21 (25%) – total of 84 responded to (114 received)

Number of days to process referrals for any works on or in relation to a dam


Average number of working days to process referrals

Number of referrals that took more than 20 working days to process

None received

APPENdIx

PERFORMANCE TARgETS

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indicatorstargets


results

Efficiency and organisational performance (cont’d)

Number of days to process referrals from local government on flooding and controls on planning scheme amendments, and planning and building approvals




21 days


Number of days to process enquiries from local government and the community on flooding


Average number of working days to respond to enquiries

Number of enquiries that took more than 20 working days to process

18 days


Number of days to process referrals for water use Licences that don’t meet the standard water-use conditions




None received

Number of days to process enquiries from Rural water Corporations on irrigation and drainage plans and seasonal adjustments to annual use limits




None received

Number of days to process enquiries from Rural water Corporations issuing Take and use Licences




19 days (total 1 received and responded to)

None

Appendix

performAnce TArgeTs

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APPENdICES - KEy PERFORMANCE INdICATORS

Appendix

performAnce TArgeTs


indicatorstargets


results

effectiveness and environmental outcomes

Integrated River health Management

Revise Regional River health Strategy to plan for waterways in relation to their economic, social and environmental values

Regional River health Strategy revised every six years

Actual date Regional River health Strategy was revised

New Corangamite waterway Strategy completed September 2014 and endorsed by government

develop and revise Environmental Operating Strategies and Annual watering Plans to manage the environmental water reserve in accordance with objectives

Environmental Operating Strategies developed or revised every five years

Annual watering Plans approved for all Environmental Entitlements

Actual dates Environmental Operating Strategies were developed or revised

Actual date Annual watering Plans were approved

Seasonal watering proposals for both the Moorabool River and lower Barwon wetlands were prepared and submitted to the victorian Environmental water holder by 30 April 2015

Implement annual river health programs and activities to improve environmental values and health of water ecosystems

All annual river health targets and works programs achieved

Percentage of annual river health targets and works programs achieved

Annual river health works targets exceed (as per annual BP3 reporting to dELwP)

Regional Catchment Strategy (RCS)

Complete and submit the developed or revised RCS according to any guidelines, standards and related information issued

Submit the developed or revised RCS by the due date as required in any guidelines, standards and related information issued

Actual date on which the developed or revised RCS was submitted for approval

The renewed RCS was submitted to the Ministers on 24January2013

Percentage of RCS annual actions implemented

All RCS annual actions implemented

Percentage of RCS annual actions implemented

Of the 48 RCS management actions 19 per cent are complete, 71 per cent are underway and 10 per cent have not commenced

Regional Native vegetation Plan (RNvP) implementation

Percentage of RNvP annual actions implemented

All RNvP annual actions implemented

Percentage of RNvP annual actions implemented

94 per cent of management action targets achieved

Invasive plant and animal management

Regional Invasive Plant and Animal Strategies incorporating related priorities in all land tenures in the region

Invasive Plant and Animal Strategies revisedby30Juneevery five years

Actual date strategies were revised

updated 2010

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Appendix

performAnce TArgeTs


indicatorstargets


results

Effectiveness and environmental outcomes (cont’d)

Regional and statutory planning

Provide advice on dryland salinity, irrigation management, soil erosion, or any other land management issue identified in the local Municipal Strategic Statement as the referral body

100 per cent of referral responses provided for each issue

Percentage of referral responses provided for each issue

100%

Salinity management Implementation and periodic review of Regional Salinity Management Plans (RSMP) and Land and water Management Plans (LwMP)

RSMP and LwMP completed

RSMP and LwMP periodically reviewed

RSMP and LwMP include annual actions to be implemented

whether: RSMP and LwMP completed; RSMP and LwMP periodically reviewed; and RSMP and LwMP include annual actions to be implemented

N/A

Progress against annual action targets

All annual RSMP and LwMP actions and targets achieved

Proportion of RSMP and LwMP annual actions and targets achieved

N/A

develop regional salinity targets and corresponding works programs in accordance with the Murray darling Basin Salinity Agreement (for applicable CMAs only)

All annual salinity targets and works programs achieved

Proportion of annual salinity targets and works programs achieved

N/A

Annual report on the allocation and update of salt disposal entitlements submitted to the responsible Minister

By31Julyannuallyoras otherwise requested by the responsible Minister

Actual date the report was submitted

N/A

Regional Landcare groups, networks and other community groups

deliver the Regional Landcare Support Strategy, including coordination of Landcare at a regional scale

Evaluate and revise the strategy every five years

Actual date the strategy was evaluated and revised

Corangamite CMA board endorsed the new Corangamite Landcare Support Plan June2013

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APPENdICES - dISCLOSuRE INdEx

FRd disclosure Page

Report of operations

charter and purposeFRd 22C Manner of establishment

and the relevant ministers 6FRd 22C Objectives, functions, powers and duties 6FRd 22C Nature and range of services provided 6

management and structureFRd 22C Organisational structure 37

financial and other informationFRd 22C Operational and budgetary objectivesSd 4.2(k) and performance against objectives 78-81FRd 22C Employment and conduct principles 38FRd 29B Statement of workforce data

for current and previous 38FRd 15B Executive officer disclosures 75FRd 22C Summary of the financial

results for the year 41FRd 22C Significant changes in financial position

during the year 40FRd 22C Major changes or factors

affecting performance 8FRd 22C Subsequent events 40FRd 22C Application and operation

of Freedom of Information Act 1982 40FRd 22C Compliance with building

and maintenance provisions of Building Act 1993 39

FRd 22C Statement on National Competition Policy 39FRd 25 victorian Industry Participation

Policy disclosures 40FRd 22C details of consultancies over $100,000 43FRd 22C details of consultancies under $100,000 43FRd 12B disclosure of major contracts 40FRd 24B Reporting of office-based

environmental impacts 42FRd 22C Statement of availability of

other information 39FRd 10 disclosure index 82

FRd disclosure Page

legislation requirement page reference

Financial Statements

financial statements required under part 7 of the fmASd4.2(b) Comprehensive income statement 48Sd4.2(b) Balance sheet 49Sd4.2(a) Statement of changes in equity 50Sd4.2(b) Cash flow statement 51Sd4.2(c) Compliance with Australian accounting

standards and other authoritative pronouncements 52-76

Sd4.2(c) Compliance with Ministerial directions 47-51Sd4.2(c) Accountable officer’s declaration 47

other disclosures in notes to the financial statementsFRd 11 disclosure of ex-gratia payments 40FRd 21A Responsible person

and executive officer disclosures 75

legislationFreedom of Information Act 1982 40Building Act 1993 39Victorian Industry Participation Policy Act 2003 40Financial Management Act 1994 45-47

The Annual Report of the Corangamite Catchment Management Authority is prepared in accordance with all relevant victorian legislation. This index has been prepared to facilitate identification of the authority’s compliance with statutory disclosure requirements.

APPENdIx NO 1

dISCLOSuRE INdEx

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Abc Actions for Biodiversity Conservation

Ahd Australian height datum

A-ifrS Australian equivalents to International Financial Reporting Standards

AvirA Asset value Identification and Risk Assessment

corangamite cmA Corangamite Catchment Management Authority

calp Catchment and Land Protection Act

ceo Chief Executive Officer

cfi Carbon Farming Initiative

clp Corangamite Landcare Program

cpA Certified Practising Accountant

cwS Corangamite wetlands Strategy

dedJtr department of Economic Development,Jobs,Transport and Resources

delwp department of Environment, Land, water and Planning

ebA Enterprise Bargaining Agreement

eemSS Estuary Entrance Management Support System

enSym Environment Systems Modelling

epA Environment Protection Authority

epbc Environment Protection and Biodiversity Conservation Act

evc Ecological vegetation Class

ew Estuarywatch

ewh Environmental water holder

fte Full-time equivalent

fmcf Financial Management Compliance Framework

ha hectare

ibAc Independent Broad-based Anti-corruption Committee

iSc Index of Stream Condition

iwc Index of wetland Condition

km Kilometre

lAS Local Authorities Super

mbi Market-based instrument

me&r Monitoring, Evaluation and Reporting

mp Member of Parliament

nlp National Landcare Program

no. Number

nrip Natural Resource Investment Program

nrm Natural Resource Management

obp Orange-bellied Parrot

oh&S Occupational health and Safety

pv Parks victoria

rAp Registered Aboriginal Party

rcS Regional Catchment Strategy

rip Regional Investment Program

rlc Regional Landcare Co-ordinators

vAgo victorian Auditor general’s Office

vcmc victorian Catchment Management Council

vecci victorian Employers’ Chamber of Commerce and Industry

vif victorian Investment framework

vln victorian Landcare Network

vrot victorian Rare or Threatened species

vSb victorian Super Board

vvp victorian volcanic Plain

borrell-a-Kandelop Protection, enhancement and restoration of waterways and wetlands in the western district Lakes (listed under the Ramsar Convention on wetlands)

ramsar Iranian town, location of the first convention (1971) where the wetland Conservation Treaty was signed

ACRONyMS

ANd TERMS

64 dennis Street, Colac, victoria 3250 T. 03 5232 9100 F. 03 5232 2759

[email protected] www.ccma.vic.gov.au

COPyRIghT STATEMENT© State of victoria, Corangamite Catchment Management Authority, 2015. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.

gSdM_12197

Documents

Corangamite CMA Annual Report 2014-2015