NORTHERN AND YORKE NATURAL RESOURCES ......The mission for the Northern and Yorke Natural Resources Management Board is as follows: “To promote, coordinate and deliver integrated

.

NORTHERN AND YORKE

NATURAL RESOURCES

MANAGEMENT BOARD

ANNUAL REPORT

1 July 2014 to 30 June 2015

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__________________________________________________________________________________ Northern and Yorke NRM Board Annual Report 2014-2015

Page 1

Northern and Yorke Natural Resources Management Board

Annual Report 2014-2015

For further information please contact:

Regional Executive Support Officer


Unit 2, 17 Lennon Street, Clare SA 5453

Telephone: (08) 8841 3400

Facsimile: (08) 8841 3411

E-mail: [email protected]

Website: http://www.naturalresources.sa.gov.au/northernandyorke

ABN: 52 523 451 613

16 November 2015


Page 2

~ TABLE OF CONTENTS ~

LETTER OF TRANSMITTAL .......................................................................................... 3

FOREWORD ...................................................................................................................... 4

PLANS AND OBJECTIVES .............................................................................................. 5 Links between the Board Theme Areas and the SA Strategic Plan ............................................. 6

Links between the Board Theme Areas and the Seven Strategic Priorities of Government ....... 7

Links between the Board and the State NRM Plan ..................................................................... 8

OPERATIONS AND INITIATIVES ............................................................................... 10 The Year in Review .................................................................................................................. 10

NORTHERN AND YORKE REGIONAL NRM PLAN ................................................. 24

ROLE, LEGISLATION AND STRUCTURE (CORPORATE GOVERNANCE) ......... 25 Objects of the Natural Resources Management Act 2004 ......................................................... 25

Northern and Yorke NRM Board Region.................................................................................. 28

Functions of the Northern and Yorke NRM Board ................................................................... 28

Membership .............................................................................................................................. 29

Advisory Committee Membership ........................................................................................... 30

Meetings: general and special .................................................................................................. 31

Relationships with Other Agencies .......................................................................................... 31

Governance Arrangements ....................................................................................................... 31

Organisational Structure ........................................................................................................... 31

NRM GROUP ACTIVITIES AND ACHIEVEMENTS ................................................. 34

MANAGEMENT OF HUMAN RESOURCES ............................................................... 34 Employee Numbers, Gender and Status ................................................................................... 35

FINANCIAL PERFORMANCE ...................................................................................... 35

CONTRACTUAL ARRANGEMENTS ........................................................................... 35

FRAUD ............................................................................................................................. 35

CONSULTANTS .............................................................................................................. 36

COMMUNITY GRANTS ................................................................................................ 36

OVERSEAS TRAVEL ..................................................................................................... 36

ASBESTOS MANAGEMENT IN GOVERNMENT BUILDINGS ................................ 36

URBAN DESIGN CHARTER ......................................................................................... 37

FREEDOM OF INFORMATION – INFORMATION STATEMENTS ........................ 37

WHISTLEBLOWERS PROTECTION ACT 1993.............................................................. 37

REGIONAL IMPACT ASSESSMENT STATEMENTS ................................................. 37

GLOSSARY OF TERMS .................................................................................................. 37

RECONCILIATION STATEMENT ................................................................................ 38

STATEMENT OF FACT FOR SIGNIFICANT MINISTERIAL DIRECTIVES .......... 38

STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY THE

MINISTER ..................................................................................................................... 38

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED TO THE

BOARD ......................................................................................................................... 39

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED BY THE

BOARD ......................................................................................................................... 39

ACKNOWLEDGEMENTS .............................................................................................. 39

APPENDICES Appendix 1: Audited Financial Statements ............................................................................ 430

Appendix 2: Northern and Yorke NRM – Lower North Group Report ................................... 63

Appendix 3: Northern and Yorke NRM – Upper North Group Report .................................... 69

Appendix 4: Northern and Yorke NRM – Yorke Peninsula Group Report ............................. 72


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LETTER OF TRANSMITTAL

Hon Ian Hunter MLC

Minister for Sustainability Environment and Conservation

Parliament House

North Terrace

ADELAIDE SA 5000

Dear Minister

In accordance with the requirements of section 38 of the Natural Resources Management Act

2004, I have pleasure in presenting the annual report of the Northern and Yorke Natural

Resources Management Board for the year ended 30 June 2015.

Yours sincerely

Mr Eric Sommerville

PRESIDING MEMBER



Page 4

FOREWORD This annual report outlines the achievements of the Northern and Yorke Natural Resources

Management Board (the ‘Board’) through its 2015-2018 Business Plan and shows the

contribution towards the natural resources management targets of the Regional Natural

Resources Management Plan.

The Board facilitates the delivery of natural resources management services by working

together with Industry, Australian and State Government agencies, Local Government,

Aboriginal people, community groups and individuals. The Board collaborates with other NRM

Boards on coastline projects, water catchment management, fire planning and administering

cross-boundary projects.

The active participation of people in the integrated management of our precious natural

resources and the enabling of communities to care for our land, water, plants and animals will

achieve a better balance of our needs and use of natural resources. Sustainable agriculture is a

focus and we support farming system groups to facilitate this.

To implement the natural resources management investment strategy of the Board, a range of

activities are delivered through the Board programs and services. This report describes the

activities of the Board and the NRM Groups for 2014-15 and highlights their achievements.

My sincere thanks to the NRM Board and Group members and the Natural Resources Northern

and Yorke staff for their contribution and efforts during the year. I acknowledge the support of

many of our partners as we rely on the collaborative effort of many to achieve positive natural

resources management outcomes.

Eric Sommerville

PRESIDING MEMBER



Page 5

PLANS AND OBJECTIVES

The Northern and Yorke Natural Resources Management Board provides expert advice to the

Minister for Sustainability, Environment and Conservation (the ‘Minister’) on natural resources

management matters in the Northern and Yorke region of South Australia.

The vision for the Northern and Yorke NRM Board is as follows:

“A prosperous sustainable region rich in diverse natural resources that are valued by an

informed and passionate community”.

Prosperous communities and industries using natural resources within ecologically

sustainable limits.

Communities, governments and industries with the capability, commitment and

connections to manage resources in an integrated way.

Landscape scale management that maintains healthy, natural systems and is adaptive to

climate change.

Integrated management of biological threats to minimise risks to natural systems,

communities and industry.

The mission for the Northern and Yorke Natural Resources Management Board is as follows:

“To promote, coordinate and deliver integrated conservation and sustainable use of land, water,

biodiversity, coastal and marine natural resources through effective planning, research and

monitoring, and community development”.

The State NRM Plan, entitled ‘Our Place, Our Future. State Natural Resources Management

Plan, South Australia 2012-2017’ identifies a long term vision for natural resources

management in South Australia ‘We care for the land, water, air and sea that sustain us’.

The plan contains three goals:

1. People taking responsibility for natural resources and making informed decisions

2. Sustainable management and productive uses of land, water, air and sea

3. Improved condition and resilience of natural systems

The Northern and Yorke Natural Resources Management Board set the following strategic

goals for 2014-15:

Prosperous Use – Prosperous communities and industries using and managing natural

resources within ecologically sustainable limits;

Healthy Ecosystems – Landscape scale management that maintains healthy natural

systems and is adaptive to climate change;

Minimal Threats – Integrated management of biological threats to minimise risks to

natural systems, communities and industry; and

Capable People – Communities, governments and industries with the capability,

commitment and connections to manage resources in an integrated way.


Page 6

The Board applies five main themes in pursuit of these vision and goals:

Productive partnerships;

Catchment connections;

Coasting along;

Life on the edge; and

Must do management.

LINKS BETWEEN THE BOARD THEME AREAS AND THE SA STRATEGIC PLAN

Table 1 below, illustrates where each theme area in the Regional NRM Plan contributed to

achieving the visions and goals of the SA Strategic Plan.

Table 1: Links Between Northern and Yorke NRM Board Theme Areas and the SA Strategic Plan

Regional NRM Plan SA Strategic Plan

Theme Areas

Visions O

ur

Com

munit

y

Our

pro

speri

ty

Our

envi

ronm

ent

Our

hea

lth

Our

educa

tion

Our

idea

s

Productive partnerships

Productive partnerships; building capacity and connections

within the community to deliver good natural resources

management outcomes.

Catchment connections

An integrated approach to on-ground work in catchment areas.

Coasting along

An integrated approach to on-ground work in priority coastal

sites.

Life on the edge

Managing our roadsides for environmental outcomes.

Must do management

Delivering the Board’s legislative responsibilities across the

region.


Page 7

LINKS BETWEEN THE BOARD THEME AREAS AND THE SEVEN STRATEGIC

PRIORITIES OF GOVERNMENT

Table 2 below, illustrates where each theme area in the Regional NRM Plan contributed to

achieving the seven strategic priorities of Government.

Table 2: Links between Northern and Yorke NRM Board Theme Areas and the seven strategic priorities of

Government

Regional NRM Plan SA Strategic Plan

Theme Areas

Visions

Cre

ati

ng a

vib

rant

city

Safe

com

munit

ies

hea

lthy

nei

ghbourh

oods

Pre

miu

m f

ood a

nd w

ine

from

our

clea

n

envi

ronm

ent

An a

fford

ab

le p

lace

to l

ive

Eve

ry c

han

ce f

or

ever

y ch

ild

Gro

win

g a

dva

nce

d m

anufa

cturi

ng

Rea

lisi

ng t

he

ben

efit

s of

the

min

ing

boom

for

all

South

Aust

rali

ans

Productive partnerships

Productive partnerships; building capacity and connections

within the community to deliver good natural resources

management outcomes.

Catchment connections

An integrated approach to on-ground work in catchment

areas.

Coasting along

An integrated approach to on-ground work in priority

coastal sites.

Life on the edge

Managing our roadsides for environmental outcomes.

Must do management

Delivering the Board’s legislative responsibilities across the

region.

__________________________________________________________________________________

Northern and Yorke NRM Board Annual Report 2014-2015 Page 8

LINKS BETWEEN THE BOARD AND THE STATE NRM PLAN

Table 3 below, illustrates the links between the State NRM Plan and the Northern and Yorke NRM Board’s Aspirational Targets.

Table 3: Links between the State NRM Plan and the Northern and Yorke NRM Board’s strategic priorities

State NRM Plan Regional NRM Board Strategic Priorities (or program areas)

Guiding Targets

Healthy soils:

Supporting the

environmental, social and

economic needs of the

region, now and into the

future.

Viable water resources:

Supporting environmental,

social and economic

needs.

Healthy CEM

ecosystems:

Healthy, functioning

coastal, estuarine and

marine ecosystems that are

managed sustainably to

support the environmental,

social and economic values

of the region.

Healthy terrestrial

ecosystems:

Viable, resilient and

healthy functioning

ecosystems.

Minimal pest impact:

Pest plants and animals not

significantly impacting on

the environment, primary

production, or

communities.

Community driven

NRM:

The community “driving”

sustainable natural

resources management effectively.

1. Ensure people are better informed and improve capacity in NRM

decision making

Contribution Contribution Contribution Contribution Contribution Strong contribution

2. Involve more people in the sustainable management of natural

resources


3. Improve institutional and organisational capacity to support

people to manage natural

resources


4. Improve capacity of individuals and community to respond to

climate change

Contribution Contribution Contribution Contribution

5. All NRM planning and investment decisions take into account

ecological, social and production

considerations

Contribution Contribution Contribution Contribution Contribution Contribution

6. Maintain the productive capacity

of our natural resources Strong contribution Strong contribution Contribution Strong contribution Strong contribution Strong contribution

7. Improve soil and land condition Strong contribution Strong contribution Contribution

8. Increase extent and improve

condition of native vegetation Contribution Strong contribution Strong contribution Contribution

__________________________________________________________________________________


State NRM Plan

Regional NRM Board Strategic Priorities (or program areas)

Guiding Targets Healthy soils:

Supporting the

environmental, social and

economic needs of the

region, now and into the

future.

Viable water resources:

Supporting environmental,

social and economic

needs.

Healthy CEM

ecosystems:

Healthy, functioning

coastal, estuarine and

marine ecosystems that are

managed sustainably to

support the environmental,

social and economic values

of the region.

Healthy terrestrial

ecosystems:

Viable, resilient and

healthy functioning

ecosystems.

Minimal pest impact:

Pest plants and animals not

significantly impacting on

the environment, primary

production, or

communities.

Community driven

NRM:

The community “driving”

sustainable natural

resources management effectively.

9. Improve condition of terrestrial

aquatic ecosystems Strong contribution Contribution Strong contribution Strong contribution Contribution

10. Improve condition of coastal and

marine ecosystems Strong contribution Contribution Contribution

11. Increase understanding of the condition of landscapes

(geological and culturally

important features)


12. Improve the conservation status of species and ecological

communities

Contribution Contribution Contribution Contribution

13. Limit the establishment of pests and diseases and reduce the

impacts of existing pests

Contribution Contribution Contribution Contribution Strong contribution Contribution

__________________________________________________________________________________


OPERATIONS AND INITIATIVES

THE YEAR IN REVIEW

Sustainable Production

In conjunction with partner organisations such as Ag Excellence Alliance, Rural Solutions,

Upper North Farming Systems, South Australian No-Till Farming Association, Yorke

Peninsula Alkaline Soils Group and Greening Australia, projects were undertaken to enhance

sustainable production and reduce the impact on the natural resources of the region.

These included:

o workshops and extension resources for soil knowledge and management;

o the recovery of poultry waste for incorporation as BioChar to soils;

o pasture production zoning in the Southern Flinders Ranges;

o grassy weed control in no-till farming systems;

o cropping and summer / autumn grazing on non-wetting sandy soils;

o research into the behaviour and impact of snails on sandy soil cropping;

o workshops and extension resources for enhancing farm ecosystems;

o Conservation Action Planning development for soil and water resources across

the region;

o nitrogen application and its impact on pH on sandy soils;

o feral goat control to reduce the impact of unregulated grazing in the Southern

Flinders Ranges;

o fox control in Southern Yorke Peninsula for improved biodiversity and

production outcomes; and

o in conjunction with the Australian Government having a Regional Landcare

Facilitator to provide support and extension resources to Farming and

production groups or individuals across the region.

Sustainable Environment and Agriculture

In conjunction with partner organisations such as Greening Australia, Trees for Life, Nature

Conservation Society and Conservation Volunteers Australia projects were undertaken to

enhance biodiversity condition and resilience across the region.

These included:

o Community Action Planning development for landscape scale biodiversity

management across the Living Flinders, Southern Yorke Peninsula and

Northern Agricultural Zones of the region;

o control of Weeds of National Significance and pest plants across 26 740 Ha;

o fox control over 138 306 Ha;

o goat control over 108 642 Ha;

o rabbit control over 6 945 Ha;

o revegetation across 221 Ha;

o conservation activities for threatened flora species for 11 populations across 49

locations, covering 105 Ha; and

o conservation activities and monitoring for threatened fauna species including

Woodland birds, Tammar wallabies, Goannas, Sea eagles and Ospreys.

__________________________________________________________________________________


Community Engagement, NRM Education

Landholders, community and environmental interest groups were engaged with and supported

across the region.

An NRM education program has been implemented in primary schools across the region with

activities including:

o professional development workshops for NRM with teachers;

o a youth environment forum;

o a youth creating habitat workshop; and

o an environmental small grants scheme.

Strategic Priorities

The NRM Board conducted a strategic planning day with the aim to develop priorities and

identified that their priorities for 2015-16 include:

Focus on farmers

o not to duplicate existing projects and programs done by farmer groups, rather to

identify approaches to enhance these activities;

o add value to NRM objectives in ways farmers will find beneficial;

o contribute to the development of information, support and extension resources

our farmers need to flourish in our region; and

o ensure the Board creates both a voice for farmers issues and a vehicle for them

to learn more about NRM issues.

Future leaders (working with children in our region)

o forge links with the Education Department (and the Education units of AMLR

and SAMBD);

o collaborate in the development of ideas and resources;

o staff to continue to choose where relevant and feasible to work with individual

schools or hub groupings - the Board approach is a regional one; and

o support teachers to get our primary school children engaged with NRM and

develop their potential to be future leaders.

BOARD INVESTMENT PROGRAMS

Healthy Soils

Focus: The Healthy Soils program focuses on the strong links between stable healthy soils for

sustainable agriculture and the long term viability of our communities and the supporting

ecosystems. To ensure the continued productive sustainability of our region, it is critical that

the health of our natural and productive landscapes is maintained and enhanced.

Issues: The key threats to our soils include wind and water erosion often resulting from

insufficient cover, and changes to the condition of the soil resource through increasing soil

acidity, the increasing levels of secondary salinity, the loss of nutrients and insufficient organic

matter.

Maintaining plant soil cover is a key component in protecting soils in our landscape. In areas

with medium to high risk of wind erosion overall soil cover levels are steadily increasing but

further increases are needed to meet 2 030 targets. In areas with medium to high risk of water

erosion, overall soil cover levels are declining and the risk of water erosion is increasing.

__________________________________________________________________________________


Greater uptake of improved practices is required to meet the 2 030 erosion risk target of soils

adequately protected for 335 days.

Soil condition also impacts on resource protection and sustainable primary production. Areas

of focus are soil acidity, matching of nutrient levels to plant requirements and prevention of an

increasing area of dryland salinity. The State Land Condition Monitoring program indicates

there are significant areas where soil acidification is worsening. The rate of acidificat ion in

these areas has the potential to severely impact on production and resource protection unless

suitable management practices are undertaken.

Outcomes and Activities: The Healthy Soils program aims to support and maintain the current

effort in meeting soil cover targets in areas with medium to high risk of wind erosion and to

increase the effort in meeting soil cover targets in areas with medium to high risk of water

erosion. Activities include encouraging land managers to adopt better practices to manage soil

and land condition.

Working with industry organisations, government agencies, communities and individuals to

provide technical advice, information sharing and assistance to undertake best practice

management of the soil resource are key components of this program.

Under the NRM Act, the Board is required to take action when a land degradation problem is

noticed. The Healthy Soils Program provides for the Board to work with land owners to

undertake voluntary action and prepare a land management plan, prior to invoking compliance

provisions (more information is available in the Northern and Yorke Regional NRM Plan

Volume D – Regulatory and Policy Framework).

Achievements by Resource Condition Target and Management Action Target

Healthy Soils (S)

With support of the State NRM fund and the Caring for our Country Regional Landcare

Facilitator Program, there was high activity in this program. Favourable climatic conditions

have led to a significant increase in the soil cover. Monitoring indicates that application levels

of fertilisers have declined and may impact on the long term sustainability of soil health.

S1: Soil Protection

S1.1: Soil disturbance

Supported State NRM project to provide support to farmer group network to increase

awareness of benefits of integrated NRM approach to sustainable farming practices;

o Ag Excellence Alliance

o Yorke Peninsula Alkaline Soils Group

o Hart Field Site Group

o Northern Sustainable Soils Inc

o Mid North High Rainfall Zone Group

o Upper North Farming Systems Group Inc

o SA No-Till Farmers Association Inc

Monitored land condition and supported farmers to prepare land management plans;

Developed information tools for sustainable soils.

__________________________________________________________________________________


S1.2: Adequate cover

Undertook land management inspections and monitoring of soil cover;

Supported farmer groups to undertake trials and provided technical advice based on the

learnings to reduce soil erosion risk through fencing; reducing wind erosion by

re-vegetating with perennial grasses; and ensuring contour banks are re-designed and

renovated.

S2: Soil Condition

S2.1: Water use efficiency

Supported a Regional Landcare Facilitator to work with farmers and agricultural support

groups across the region;

Supported and contributed to demonstration sites, field days and agricultural show events,

Yorke Peninsula (Paskeville) Field Days;

Worked with farmers on sustainable systems for mid-north high rainfall pasture and

cropping areas;

Supported adoption of farming practices to maximise fragile dune/swale soils.

S2.2: No tillage

Delivered technical innovation support program for land managers to sustain natural

resources in primary production;

Supported research into impact of climate change on soils and snail control in cropping

land;

Supported grazing business model for soil improvement and profit.

S2.3, S2.4, S2.5: Fertiliser application and salinity management

Monitored soil cover and fertiliser application rates;

Supported research into improved management of soil acidity and production limitations.

Viable Water Resources

Focus: The Viable Water Resources program focuses on the essential nature of freshwater to

the community, agriculture and industry, as well as for the water-dependant ecosystems. This

program is critical to protecting water resources for the future and builds on the assessments of

groundwater and surface water resources and river and salinity management plans. It takes into

account the impacts of water extraction assessed through on-going monitoring programs.

Issues: The key issues of water quality and water availability for all uses including production,

domestic, amenity and environmental, need to be addressed in response to declining surface

water flows and groundwater levels. Sustainability of the water resources will be sought

through the strategic allocation of water for productive and environmental uses, minimising the

impact of development, addressing the causes of declining water quality and protecting the

water dependent ecosystems.

Good spring and base flows in watercourses are critical to the survival of water dependent

ecosystems. Groundwater levels in many aquifers have declined and groundwater salinity is

highly variable across the region so program activities will include on-going investigations to

monitor the trends. Surface water run-off has declined in higher-rainfall catchments, influenced

by the lower rainfall, construction of surface water storages and changes to land management

practices.

__________________________________________________________________________________


Outcomes: The Viable Water Resources target aims for no further decline in the quantity and

quality of surface and groundwater. Monitoring of water resources is important to ensure that

potential impacts on the resource and their dependent ecosystems are recognised and being

effectively managed.

Water planning for sustainable management of both surface water and groundwater to better

balance social and economic needs with the maintenance of environmental flows, which are

essential for healthy riverine and aquatic ecosystems and prosperous economies, is a key

responsibility of the Board.

Water planning and the management of Water Affecting Activities (WAA) to prevent practices

that will impact on the water resources are key activities of the Board to address its

responsibilities under the NRM Act. WAA include dams or structures to collect or divert water,

construction of water crossings or dumping material, excavating or cleaning soaks, waterholes

or on-stream dams, removal of vegetation, draining or discharging water desalination waste,

stormwater including urban discharge, drainage and salinity control, drilling wells or bores

(more information is available in the Northern and Yorke Regional NRM Plan Volume D –

Regulatory and Policy Framework).


Viable Water Resources (W) During 2014-15 there was progress on all action targets. Highlights included the:

Further review of a water allocation plan for the Baroota Prescribed Water Resources

Area;

Work with DEWNR to develop spatial dams assessment information;

Identification of the high priority areas for habitat improvement projects, for the

Broughton, Light, Wakefield and Willochra Rivers Management Plans;

Communication strategy to build awareness of Water Affecting Activities assessment for

permits.

W1: Sustainable water supplies

W1.1: Water Allocation Plan – Clare Valley

Continued monitoring of the Clare Valley Prescribed Water Area Plan;

Assessed water allocation activity and stormwater management plans.

W1.2 Water Allocation Plan – Baroota

Continued planning for the preparation of a Water Allocation Plan for the Baroota

Prescribed Water Resource Area.

W1.3 Water Affecting Activities (WAA)

WAA permit assessment and compliance system supported by awareness of WAA;

Continued with a communication strategy to improve awareness of WAA;

Supported the development of Best Practice Operating Procedures (BPOP) with key

stakeholders;

Undertook WAA inspections and provided advice to landholders;

Collated list of water information and Aboriginal water access.

__________________________________________________________________________________


W2: Water quality

W2.1: Stormwater and flood mitigation planning

Worked with Local Government to increase awareness of WAA in relation to council

works and the processing of development planning applications;

Undertook review of NRM principles in stormwater management plans, development

plans and applications.

W2.2: Water nutrient levels and

W2.3: Water salinity

Undertook ongoing monitoring of ground water and surface water resources.

W3: Water course protection

W3.1: River management plans

Supported community group projects to improve waterways;

Continued monitoring of permanent water pools;

Completed riparian zone rehabilitation on parts of the Wakefield River;

Continued protection of high value riparian land on the Wakefield, Willochra, Broughton

and Light Rivers.

Healthy Coastal, Estuarine and Marine Ecosystems

Focus: The Healthy Coastal, Estuarine and Marine (CEM) Ecosystems program is focused on

the conservation of the region's coastal, estuarine and marine assets. These ecosystems include

habitats such as wetlands, seagrass meadows and reefs, dunes, cliffs and reefs, which support a

multitude of plant, algae, mammal and fish species. They are at risk of further degradation

from increasing pressures arising from their use and the potential impact of climate change.

Issues: The key threats include: invasion of pest species, the impact of contaminants,

increasing industry and recreational use. The community places a high social value on having

public access to coastal areas. All coastal, estuarine and marine resources are important

economic assets to the region, supporting fishing, tourism and mining industries. Much of the

economic future of the region therefore depends in part on careful management of these

resources.

Indicators of long-term ecological change of CEM ecosystems include the condition of the land

and vegetation adjacent to the coast and the distribution, health, and abundance of threatened

marine species, commercially harvested species and marine pests. Monitoring programs assess

the health of seagrasses and the condition of reefs, to indicate the impact of actions on coastal,

estuarine and marine ecosystems and facilitate adaptive management.

Outcomes: A priority of the CEM program is the management of coastal habitats and the

reduction of land-based pollution, thereby protecting reefs, seagrasses and estuaries. Technical

advice and support of community groups and local government to protect and improve the

coast and marine environment are key components of achieving the targets identified in the

plan.

Water quality in coastal and estuarine ecosystems is affected by stormwater and flood runoff,

so improved stormwater management in coastal towns and flood planning in new

developments is encouraged.

__________________________________________________________________________________


Areas of conservation importance in the region include the saltmarsh habitats of Gulf

St Vincent (from Port Wakefield to Price) and the Spencer Gulf (from Jarrold Point to

Winninowie Conservation Park); and the sand dune and cliff landscapes of the west coast of

Yorke Peninsula (from Port Hughes to Point Turton). Climate change and rising sea levels will

place further stress on these coastal areas.

This program is critical because the integrity of coastal and marine habitats is increasingly

threatened by land based activities and a lack of action will result in continued degradation and

loss.


Coast, Estuarine and Marine (C)

The main activity in this program is to support local community action. A variety of projects

were completed in support of and in partnership with local government and community groups.

C1: Improving CEM ecosystems

C1.1, C1.2, C1.3: Marine protected areas

Supported community groups to improve and manage sensitive coastal areas.

C2: CEM Water quality

C2.1: Stormwater and flood mitigation planning (CEM)

Continued review of NRM principles in stormwater management plans.

C2.1 Water quality in development planning

Continued review of NRM principles in development plans and applications.

C3: Coastal landscapes

C3.1: Vegetation and access

Supported community groups in coastal protection works including fencing, revegetation,

walkways and signage and environmental weed programs.

C3.2: Coastal protection in development planning

Continued review of NRM principles in development plans and applications.

Healthy Terrestrial Ecosystems

Focus: The Healthy Terrestrial Ecosystems program focuses on the importance of viable

natural ecosystems and targets the management, conservation and protection of the remnant

vegetation areas of the region.

Remnant vegetation in the Northern and Yorke region is diverse and includes coastal, marine,

tidal and terrestrial vegetation such as wetlands, woodlands and grasslands. The estimated

500 000 Ha of grassland is not included in the estimated 1.2 million Ha of terrestrial remnant

vegetation due to insufficient mapping of the region's grasslands. The region's terrestrial

remnant vegetation occurs principally on private land (94% of region's native vegetation), with

only 4% conserved through the reserve system.

__________________________________________________________________________________


Issues: The key issues include: decline in species diversity, ecological connectivity and the

viability of water-dependent ecosystems. The program aims to protect by active management

the significant remnant vegetation from further degradation by minimising the threats.

Particular importance is placed on protecting ‘at risk' species populations and ecological

communities. Protection of habitat by improving the functionality and connectivity of remnant

vegetation blocks across landscapes is a priority.

There are areas of remnant native vegetation that provide a representative sample habitat for

some of the region's original biodiversity, highlighting the importance of conservation which

will help species to survive and migrate with a changing climate. Priority landscapes include

the Southern Flinders Ranges, Tothill Ranges and Southern Yorke Peninsula. A landscape

approach to improve the resilience of the region and restore ecological connectivity is vital for

species and communities to remain viable into the future.

Forty-six nationally threatened species and 186 State threatened species are recorded in the

region. Ten of the region's ecological communities are listed as endangered at a State level and

two are listed as endangered nationally. There was a dramatic reduction in ecological

connectivity as the region's vegetation was cleared in the past. Connectivity continues to be

degraded through pest plant and animal invasions, incremental clearance, land development,

over grazing and overuse of the region's water resources.

Key watercourse issues have been mapped for the upper Light, Wakefield, Broughton Rivers

and the Willochra Creek, and significant areas of watercourses and water dependent

ecosystems have been protected and managed through devolved grants programs.

Outcomes: The targets in the NRM Plan will improve the condition of remnant vegetation

through protection, management (including sustainable grazing practices), and strategic

revegetation and regeneration. These activities will improve the ecological functionality of

remnants.

Monitoring on a regular basis is needed to determine if the condition of ecosystems is

changing. The provision of technical advice to expand community knowledge and incentives

to undertake management for the conservation of areas of native vegetation and wetlands are

key components for delivery of this program.

This program is critical because without concerted effort, further species extinctions will occur

and the health of our natural and production landscapes will continue to decline.


Healthy Terrestrial Ecosystems (B)

This program is the largest area of the Board, with substantial support from the Caring for our

Country program. The targets align strongly with the State NRM Plan.

B1: Viable vegetation communities

B1.1: Increase remnant vegetation

Continuation of the ‘Living Flinders’ Southern Flinders Ranges Community Action

Planning (CAP) for enhanced landscape scale biodiversity outcomes;

The Southern Yorke Peninsula CAP project, ‘an island of biodiversity’, is continuing to

develop and expand its operations and impacts across the landscape;

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The Mid North Agricultural Zone CAP is continuing and is engaging with landholders,

common interest groups and organisations to develop an landscape scale management

program for the region;

Control of pest plants and animals for biodiversity conservation in key biodiversity areas

adjacent to national parks and other sensitive areas of southern Yorke Peninsula and

Southern Flinders Ranges;

Species recorded increased populations - Western Whipbird, Hooded Plover, Malleefowl,

Echidna, Bush Stone-curlew;

Provided private land conservation support in partnership with DEWNR;

Supported facilitator services for NRM on Aboriginal managed lands in partnership with

the Aboriginal Lands Trust;

Facilitated agreements with landholders for permanent conservation and protection of

quality vegetation remnants.

B1.2: Manage remnant vegetation

Targeted landholder engagement programs for integrated active management of significant

biodiversity remnants;

Expanded Bushland Condition Monitoring (BCM) sites to assist long term monitoring of

resource condition;

Land restoration on Aboriginal lands and private lands in the Southern Flinders Ranges

and Yorke Peninsula.

B1.3: Sustainable grazing

Increased protection of native vegetation by helping farmers fence existing native

vegetation and plant local native species.

B2: No species lost

B2.1: Threatened species

Supported projects for the restoration and reconstruction of habitat in key biodiversity

areas, integrated active management of significant biodiversity remnants and control of

pest plants and animals that has resulted in population increase of native species;

Species - Plains-wanderer, the Olearia Daisy and the Flinders Ranges White Caladenia,

Spiny Everlasting Daisy, Inland Green Comb Spider-orchid, Large Club Spider-orchid,

Halbury Greenhood Orchid.

B3: Increased connectivity

B3.1: Ecological connectivity

Supported biodiversity conservation and revegetation projects to ‘reconstruct’

biodiversity;

Supported community groups in the Lower North, Upper North and Yorke Peninsula to

undertake on ground projects;

Conducted educational information environmental days.

B3.2 Roadside vegetation

Continued pest plant control to protect native vegetation on roadsides;

Continued extensive pest control project, plant and animal;

Programs to eradicate State declared and weeds of national significance, to improve

habitats.

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B4: Water dependent ecosystems

B4.1: Riverine habitat

Targeted landholder engagement to control pest plants to protect priority river

environments of the Broughton catchment.

B4.2: Watercourse vegetation

Supported local government and community groups to undertake weed control works and

revegetation projects in watercourses.

B4.3: Environmental flows

Ongoing monitoring of River Red Gums as an indicator of environmental health.

Minimal Pest Impact

Focus: The key focus of the program is preventing the introduction of new pests, containing the

spread of invasive pests and reducing the impact of established pests. Reducing the impact of

pest plants and animals requires a strategic approach for the containment, control and eradication

(where possible) of existing infestations and the prevention of new incursions.

Issues: The Minimal Pest Impact program addresses the current and potential impacts caused by

pest plants and animals. Once pests are established, they can reduce the integrity of both natural

and production areas with ongoing ramifications for ecosystem health. This program is a major

part of Board business to address its responsibilities under the NRM Act.

The actions to control pest plants and animals will be determined using the Northern and Yorke

Pest Risk Management Framework. Assessment of the pest risk, the likelihood of them being

introduced and surviving in the region, and the feasibility of controlling them will determine the

approach to be applied. The priority is on containing the distribution of established pests, and on

strategic monitoring for potential incursions and rapid response if needed. This is consistent with

the national weeds and vertebrate pest strategies.

Objectives: Activities of the Board include statutory responsibilities in relation to the control of

declared plants and animals. Land owners have a responsibility to manage pest plants and

animals and the Board works with them to prepare voluntary management plans. The Board may

also enforce control or eradication of declared pest plants and animals with Action Plans or

Protection Orders. The Board through its NRM Groups has a responsibility to control declared

weeds on roadside reserves.

The programs are determined on a regional basis and also at a local level. They provide for

periodic inspections of potential high risk incursion sites (eg major roadsides, boat ramps and

marinas) for specific pests that are considered as high risks for introduction to the region. The

frequency of monitoring will be determined by the season, invasiveness, actual impact, rate of

pest detection, presence of threatened species or ecosystems, economic value of affected

industries, and the rate of spread.

This program is critical because pest plants and animals have a major impact on environmental

and agricultural sustainability. Consistent with Board objectives of pest control, activities are

also integrated into the activities of all other NRM investment programs.

(More information is available in the Northern and Yorke Regional NRM Plan, Volume D –

Regulatory and Policy Framework).

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Minimal Pest Impact (I)

The Minimal Pest Impact is a significant area of investment by the Board.

I1: Less impact from pests

I1.1 Risk assessment and management

Supported community groups in pest weed control project;

Continued targeted control programs for Weeds of National Significance:

Contributed to review of State proclaimed weeds;

Continued plant and animal monitoring and control programs for deer, fox, goats and

rabbits;

Continued control measures of Bridal creeper and Gorse (weeds of national significance)

in Yorke Peninsula and Lower North areas.

I1.2: Feral animal control

Coordinated fox baiting programs to reduce impact on native fauna;

Worked with community groups in townships to undertake fox and rabbit control.

I1.3: Roadside weed control

Completed inspections of roadsides in priority areas for State proclaimed weed control;

landholder advice letters; and monitoring of pest plant issues;

Species - Silverleaf nightshade, Wild artichoke thistle, Horehound, African boxthorn,

Innocent weed, Caltrop, One and Two leaf cape tulip, Creeping knapweed, African rue,

Cutleaf mignonette, Calomba daisy, Skeleton weed, Khaki weed, Lincoln weed, Yellow

burr weed, Onion weed, Wheel cactus, Bathurst burr, Mesquite, Bridal veil, White

weeping broom.

I2: No new pests

I2.1 Biosecurity and Incursion Plans

Targeted African boxthorn and White weeping broom;

Continued mechanical control of Wheel cactus in heavily infested areas;

Developed pest weed management plans for the Northern and Yorke region.

Community Driven NRM

Focus: The Community Driven NRM program recognises that effective natural resources

management occurs through the successful partnership and collaboration with the community.

The NRM Groups of the Board are key to encouraging local involvement of land managers and

community groups by acting as a liaison for input of local issues into Group and Board planning

and to raise awareness of the benefits of better NRM management.

Awareness is a key first step to becoming engaged in NRM and the aim is to engage all people in

the community including the urban population, many of whom do not traditionally think of

themselves as natural resource managers.

In rural areas there is a higher focus on NRM due to the reliance on land and water resources for

viable business purposes. A survey of NRM awareness and adoption of sustainable practices

__________________________________________________________________________________


among rural landholders showed that weeds and pest animals were the mostly widely recognised

issues, followed by adoption of better cropping and improved stock management practices.

Activities to increase the level of adoption of sustainable practices require recognition of the

challenges faced by landholders. Adverse seasonal conditions can work against the adoption of

new practices and yet also provide opportunities to make changes that will improve overall

production viability.

Outcomes: Targets for community capacity building recognise that a spectrum of social,

physical, and human resources need to be improved, ranging from individual to institutional

levels, in order to be successful. The principal outcome is a community more involved in

improved NRM. Indicators of the program success include volunteer numbers and/or hours,

participation in activities, the level of understanding of NRM and the effect of media promotions.

Adoption of NRM practices by encouraging behaviour change and increasing the participation of

people in NRM activities will drive the continued improvement in the condition of natural

resources beyond the life of this plan. Activities to change behaviour and to ensure long-term

involvement in the management of natural resources include providing information and the

recognition of exceptional contributions to the improvement of NRM.

This program is critical as an informed community is the base for creating social capital to drive

successful natural resources management.


Community Driven NRM (P)

This program is a high investment area of the Board. The focus for the Community Driven

NRM (CDN) has been to establish and build links with other NRM agencies. These

partnerships result in more strength and capacity to deliver on ground activities.

The program also covers supporting the community to participate in NRM, whether local or

group projects or community and school environmental days, recognising quality assurance

and supporting the Board and Groups in their roles.

P1: Awareness and Engagement

P1.1: Stakeholder relationships

Supported the Aboriginal Lands Trust (ALT) to coordinate on-grounds works on

Aboriginal managed lands.

P1.2 Communication and Engagement

Coordinated business plan consultation;

Coordinated update of Board website;

Facilitated and supported community based school NRM education events including

Marine Environment Day at Port Augusta, Caltowie Corridors of Green - Appila Springs,

Yacka-Moorundie Landcare Group – Spalding;

Supported community events, farmer forums, field days and country agricultural shows.

P2: Capacity building

P2.1: Training, extension and support

Recognised community NRM contributions.

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P2.2: Research and development

Flinders and Adelaide University research and knowledge projects.

P3: Adoption

P3.1: Landscape participation

Supported community group NRM projects through the Board’s Community Grants

Program allocations to community groups, local government and schools;

Facilitated, with support from Greening SA, Community Action Planning for Northern

and Yorke region.

P3.2 Performance and reporting

Provided Board and NRM Group meeting support;

Performance excellence to better support the Board and operations;

Completed policy framework development and review;

Implementation of records management system.

Governance and Administration

Focus: The Board has a key role in providing efficient and effective leadership and

management of the Board business. Sound governance and administration are critical to the

sustainable operation of the Board and the development of its capacity to deliver effective

NRM programs in the region.

Governance and administration activities support the delivery of the Board's strategies across

all of the program areas. These include a clear understanding of the obligations and

responsibilities of the Board and adoption of the principles of good governance to ensure that

the Board operates with integrity and in an ethical manner. The guiding principles include

leadership, strategic planning, community relationships, openness and transparency in

decision-making, accountability, responsible risk management, development of human

resources, efficient allocation of Board resources, financial management and timely

performance reporting.

Outcomes: Effective governance is linked closely with efficient business systems to ensure the

Board's stakeholders have confidence in its capacity to deliver natural resources management

across the region. The Board needs to ensure its business systems are efficient and effective

and have capacity to support the extensive array of natural resource management activities.

The Board guides the review, evaluation and the development of improvement strategies in

business operations that will enhance the performance of the organisation. A business culture

that fosters professional excellence among its staff and encourages cooperation with diverse

partners will be integral to achieving efficient program management and service delivery.

The Board’s regional office is at Clare with other offices across the region to support the

activities of the field staff. Business support staff provide support across the operations of the

Board in areas of planning, communication, finance, human resources, records management,

electronic information, monitoring and evaluation, project management and reporting.

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General overview of performance

Recent achievements include:

a review of regional support and delivery processes to meet stringent government

requirements;

implemented data and information systems for records management and whole of

organisation planning and reporting and improved financial management;

participated in national NRM activities;

improved operational planning and performance reporting processes.

Monitoring, Evaluation, Reporting and Improvement

Focus: To assess whether the condition of the natural resources is improving, the Board has

developed a Monitoring, Evaluation, Reporting and Improvement (MERI) Framework to

address its responsibilities under the NRM Act and to ensure that NRM funds are invested in

such as manner to make a positive contribution to achieve the targets of the Northern and

Yorke Regional NRM Plan.

There is a clear need to monitor and evaluate the change in the resource condition over the

short, medium and long term, at regional and local levels and to evaluate and improve the

ongoing management practices. Assessment of the impact of NRM management activities is a

core component of adaptive management and with resource condition monitoring enables the

Board to respond to condition changes and address any new or changes in the key influencing

factors.

Outcomes: Monitoring will be undertaken to determine the impact of the 'means' (planned

activities) to achieve the 'ends' (desired target outcomes). Existing Board and agency

monitoring programs are the primary source of this data and information.

Monitoring activities occurring in the region:

Soil cover assessments;

Land management and soil condition monitoring;

Surface and groundwater monitoring;

Bushland condition monitoring;

Pest plant and animal monitoring;

Development and WAA inspections.

Evaluation of the monitoring information will focus on:

Changes in the condition of the natural resource;

Assessment of the influence of actions and seeking to understand cause and effect, ie the

impact of NRM programs on resource management practices and the subsequent impact in

terms of resource condition;

Effectiveness, efficiency and appropriateness of NRM investment program in the

achievement of NRM outcomes; and

Disassociating seasonal or climate induced variation from long-term trends in resource

condition.

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NORTHERN AND YORKE REGIONAL NRM PLAN

The Northern and Yorke Regional NRM Plan (2009-2018) was adopted by the Minister for

Environment and Conservation on 6 May 2009 and implemented on 1 July 2009. The plan

provides the strategic direction for NRM activities of all agencies and stakeholders in the

region. It was the culmination of almost three years work. Facilitated by the Board, it is based

on input from numerous stakeholders, including the community, involved in natural resources

management within the Northern and Yorke Region.

The Northern and Yorke Regional NRM Plan outlines to the community, Local, State and

Australian Governments and other stakeholders, a vision for the future of natural resources in

the region and describes the goals and strategies to see the vision achieved. It brings together a

range of existing plans and strategies to provide a more effective use of limited resources to

manage our natural resources.

The Plan was developed as part of the responsibilities of the Board in accordance with the

provisions of the Natural Resources Management Act 2004 and has a strong alignment with

the State NRM Plan (2006).

The purpose of the Northern and Yorke Regional NRM Plan was to:

Review the state of the natural resources of the region;

Identify the processes which threaten them;

Examine the opportunities for more effective management of those resources; and

Establish a framework of broad targets to guide regional communities and Local, State and

Australian Government agencies.

The NRM Plan seeks to instil a landscape management approach which functions across all the

natural resource assets, delivering integrated programs and solutions in the region reflecting

the interdependence of all aspects of the environment. It focuses on delivering ecologically

sustainable development, an approach which is based on intergenerational equity and the

precautionary principle to ensure a long-term balance between use, conservation and

development of the region's natural resources.

The Plan consists of four volumes:

Volume A - State of the Region Report;

Volume B - Strategic Plan;

Volume C - Business Plan; and

Volume D - Regulatory and Policy Framework.

The Plan has guided the development of positive partnerships with community groups and

industry support organisations and resulted in the delivery of on-ground activities and projects.

Volume C Business Plan is a three year rolling plan which outlines the Board’s investment for

year one and includes indicative investment for the following two years. Each year the Board

reviews and updates the Business Plan.

This section of the Annual Report contains a description of the focus of the Board’s NRM

programs, the key issues for each and the intended outcomes to be achieved by the investment

strategies as outlined in the Business Plan 2015-2018, and a summary of the actions and

achievements for 2014-15.

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ROLE, LEGISLATION AND STRUCTURE (CORPORATE

GOVERNANCE)

The Northern and Yorke NRM Board was established on 9 December 2004 pursuant to section

23(1) of the Natural Resources Management Act 2004 (NRM Act). This report for the 2014-15

financial year fulfils the requirements of Section 38 of the NRM Act.

OBJECTS OF THE NATURAL RESOURCES MANAGEMENT ACT 2004

The objects of the NRM Act (section 7) include assisting in the achievement of ecologically

sustainable development in the State by establishing an integrated scheme to promote the use

and management of natural resources in a manner that—

(a) recognises and protects the intrinsic values of natural resources; and

(b) seeks to protect biological diversity and, insofar as is reasonably practicable, to support

and encourage the restoration or rehabilitation of ecological systems and processes that

have been lost or degraded; and

(c) provides for the protection and management of catchments and the sustainable use of

land and water resources and, insofar as is reasonably practicable, seeks to enhance and

restore or rehabilitate land and water resources that have been degraded; and

(d) seeks to support sustainable primary and other economic production systems with

particular reference to the value of agriculture and mining activities to the economy of

the State; and

(e) provides for the prevention or control of impacts caused by pest species of animals and

plants that may have an adverse effect on the environment, primary production or the

community; and

(f) promotes educational initiatives and provides support mechanisms to increase the

capacity of people to be involved in the management of natural resources.

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NORTHERN AND YORKE NRM BOARD REGION

The region covers a large, varied and productive portion of South Australia. It covers

approximately 34 500 km2 of land and includes 1 350 km of coastline and adjacent marine

areas. The region stretches from Hamley Bridge in the south to Hawker in the north and

includes Yorke Peninsula, the northern Mount Lofty Ranges, the Southern Flinders Ranges and

significant areas of Spencer Gulf and Gulf St Vincent. The Board is responsible for a total of

almost 50 000 km2 covering the land and sea.

The region supports a population of almost 89 000 and includes traditional Aboriginal lands of

the Kaurna, Narrunga, Nukunu, Ngadjuri, Barngala and Adnyamathanha people.

The major urban centres are the ‘Upper Spencer Gulf’ cities of Port Pirie and Port Augusta, the

'Copper Triangle' towns of Kadina, Moonta and Wallaroo and the mid north towns of Clare

and Jamestown.

It includes the Local Government areas of the Clare and Gilbert Valleys Council, the District

Councils of Barunga West, Copper Coast, Mount Remarkable, Orroroo Carrieton,

Peterborough and Yorke Peninsula, the Flinders Ranges Council, Northern Areas Council, Port

Augusta City Council, Port Pirie Regional Council, Wakefield Regional Council and part of

the District Council of Goyder.

The region's natural landscapes, ecosystems and natural resources of soil, water and native

plants and animals, provide the foundation for the economy and the lifestyles it offers. A clear

priority to ensure the long-term viability of our agricultural and other industries including

fisheries, tourism, viticulture, horticulture, forestry, aquaculture and mining that form the

economic base for the region, is the sustainable management of our environmental resources

using an integrated approach that protects and conserves complex natural systems and is

supported by a whole of the community effort. This will ensure that the region can continue to

be a major agricultural producer and conserve its native species and ecological habitats for the

benefit of the communities in the region.

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FUNCTIONS OF THE NORTHERN AND YORKE NRM BOARD

Under section 29 of the NRM Act, the statutory functions of the Board are:

(1) The functions of a regional NRM Board are—

(a) to undertake an active role with respect to the management of natural resources within

its region; and

(b) -

(i) to prepare a regional NRM plan in accordance with this Act; and

(ii) to implement that plan; and

(iii) to keep the plan under review to ensure that the objects of this Act are being

achieved; and

(c) to promote public awareness and understanding of the importance of integrated and

sustainable natural resources management within its region, to undertake or support

educational initiatives with respect to natural resources management, and to provide

mechanisms to increase the capacity of people to implement programs or to take other

steps to improve the management of natural resources; and

(d) to provide advice with respect to the assessment of various activities or proposals

referred to the Board under this or any other Act; and

(e) to resolve any issues that may arise between any NRM groups that are relevant to the

management of natural resources within its region; and

(ea) to undertake an active role in ensuring-

(i) that any Development Plan under the Development Act 1993 that applies within

its region promotes the objects of this Act; and

(ii) insofar as is reasonably practicable, that those Development Plans and the

Board’s regional NRM plan form a coherent set of policies,

and, in so doing, when a Development Plan amendment under the Development Act

1993 that is relevant to the activities of the Board is under consideration under that Act,

to work with-

(iii) in the case of a Development Plan amendment proposed by a council-the

council; or

(iv) in the case of a Development Plan amendment proposed by a Minister-that

Minister’s department; and

(f) at the request of the Minister, or on its own initiative, to provide advice on any matter

relevant to the condition of natural resources within its region, or on the management

of those resources, to conduct any inquiry or audit, or to provide any other advice or

report that may be appropriate in the circumstances; and

(g) such other functions assigned to the Board by the Minister or by or under this or any

other Act.

(2) To avoid doubt, a regional NRM Board may act with respect to a particular matter

despite the fact that the matter may not fall within the scope of its regional NRM plan.

(3) However, if a regional NRM Board acts with respect to a particular matter in the

circumstances described in subsection (2), the Board must furnish a report on the

matter to the Natural Resources Committee of the Parliament (unless the matter is not,

in the opinion of the Board, significant).

(4) In performing its functions, a regional NRM Board should (as far as is reasonably

practicable) seek to work collaboratively with—

(a) the other regional NRM Boards whose regions adjoin the region of the Board; and

(b) other State agencies, agencies of the Commonwealth, and agencies of the other States

and Territories, that have functions that are relevant to those of the Board; and

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(c) NRM groups with areas that fall (wholly or partially) within the region of the Board;

and

(d) the constituent councils for the region, and other councils as may be relevant; and

(e) relevant industry, environment and community groups and organisations; and

(f) persons who own or occupy land within the region of the Board (insofar as may be

relevant).

(5) A regional NRM Board will, with respect to the performance of its functions, report to

the Minister.

(6) If the Minister assigns a function to a regional NRM Board under subsection (1)—

(a) the Minister must furnish a report on the matter to the Natural Resources Committee of

the Parliament; and

(b) the regional NRM Board must cause a statement of the fact of the assignment to be

published in its next annual report.

MEMBERSHIP

The Board comprises nine members, appointed by the Minister. Each of the appointed

members of the Board is a person who, in the opinion of the Minister, meets the requirements

of Section 25(4) of the NRM Act.

The NRM Act provides that the Board must have a range of knowledge, skills and experience

in the following areas:

(a) give consideration to nominating persons so as to provide a range of

knowledge, skills and experience across the following areas:

(i) community affairs at the regional level;

(ii) primary production or pastoral land management;

(iii) soil conservation and land management;

(iv) conservation and biodiversity management;

(v) water resources management;

(vi) business management;

(vii) local government or local government administration;

(viii) urban or regional planning;

(ix) Aboriginal interest in the land and water, and Aboriginal heritage;

(x) pest animal and plant control;

(xi) natural and social science;

(xii) if relevant - coast, estuarine and marine management, fisheries or

aquaculture; and

(b) appoint persons who are able to demonstrate an interest in ensuring the

sustainable use and conservation of natural resources and an awareness of

natural resource issues across the relevant region; and

(c) ensure -

(i) that a majority of the members of the board reside within the relevant

region; and

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(ii) that a majority of the members of the board are engaged in an activity

related to the management of land.

As at 30 June 2015 Board membership was as follows:

Eric Sommerville (Presiding Member) Appointed 14 April 2010

Kathleen Bowman Appointed 14 April 2008

Jacqueline O’Reilly Appointed 14 April 2008

Pamela Pilkington Appointed 14 April 2010

Claudia Smith Appointed 1 July 2010

Grant Chapman Appointed 4 August 2011

Peter Stockings Appointed 5 December 2013

Natalie Sommerville Appointed 14 April 2015

Kaylene Matthias Appointed 14 April 2015

During the reporting period the former Presiding Member resigned and one member resigned.

The Northern and Yorke Natural Resources Management Board values and appreciates the

contributions and efforts of Caroline Schaefer and Denise Picton.

Section 25(11) of the NRM Act provides for the authorisation of persons to attend meetings of

a regional natural resources management board in order to represent the interests of the

Commonwealth, the State or local government. They have the right to attend, and participate

in, any meeting of the Board (but has no entitlement to vote).

The following government representatives attended and participated in meetings of the Board:

Paul McInerney (Interim Executive Officer, CLGR) Appointed 28 April 2014

o Proxy - Cate Atkinson Appointed 22 July 2013

Kristyn Swaffer (Executive Officer, DEWNR) 25 March 2013 – 25 August 2014

Rebecca Freeman (Regional Coordinator, Yorke 22 April 2013 – 22 June 2015

and Mid North, PIRSA)

ADVISORY COMMITTEE MEMBERSHIP

Section 35 of the NRM Act provides for the establishment of advisory committees to advise

the Minister on any matter relating to the administration of the Act.

The Board has established four standing committees to assist with the discharge of its

responsibilities. None of these bodies exercise a decision-making role; rather they report and

make recommendations to the Board.

Membership of the committees is reviewed regularly, most recently in June 2015. At the May

2015 meeting, the Board endorsed a merger of the Planning and Strategy and Performance

Evaluation Committees. The first meeting of the amalgamated committee will be held in July

2015.

The following were operational during the 2014-15 financial year:

Governance and Finance Committee

Performance Evaluation Committee

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Planning and Strategy Committee

Aboriginal Engagement Committee

Baroota Water Allocation Planning Committee – abolished 22 June 2015

MEETINGS: GENERAL AND SPECIAL

Ten general Northern and Yorke NRM Board meetings were held during the 2014-15 reporting

period. One special board meeting was held during the year.

Meetings of the Board are held monthly, on the last Monday of the month, except January and

December. The Board meetings are held at different locations in the region. The NRM Act

states that the meetings of the Board must be accessible to the public. The Board must give

public notice of its intention to hold a meeting, stating the time and place at which the meeting

will be held.

The number of board meetings (including board advisory committee meetings) attended by

board members are tabled below.

Board Member Board

Meeting

Governance

and Finance

Committee

Meeting

Performance

Evaluation

Committee

Meeting

Planning and

Strategy

Committee

Meeting

Aboriginal

Engagement

Committee

Meeting

Caroline Schaefer 1 of 11

Denise Picton 1 of 11 0 of 4

Eric Sommerville 11 of 11 4 of 4 4 of 4

Kathleen Bowman 10 of 11 3 of 4 2 of 3

Jacqueline O’Reilly 11 of 11 3 of 3 4 of 4 4 of 4

Pamela Pilkington 9 of 11 3 of 4 3 of 4

Claudia Smith 11 of 11 3 of 3 4 of 4

Grant Chapman 10 of 11 3 of 4 2 of 3

Peter Stockings 11 of 11 4 of 4 4 of 4

Natalie Sommerville 3 of 11

Kaylene Matthias 2 of 11

RELATIONSHIPS WITH OTHER AGENCIES

The Northern and Yorke NRM Board has continued to foster good working relationships with

all levels of government and key stakeholders in an effort to improve the management of

natural resources in its area.

The Board has adopted a conservation action planning approach to plan for large scale

conservation and resource management projects across the region. The Natural Resources,

Northern and Yorke region is the first NRM region to fully embrace Conservation Action

Planning (CAP) in Australia. Across the region there are three CAP districts: Southern Flinders

Ranges (the Living Flinders project), Southern Yorke Peninsula (the Mainland Island project)

and the Mid North Agricultural Zone, which collectively cover the NRM region’s entire

footprint.

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The Board has worked with communities, governing councils and other key stakeholders to

develop a Memorandum of Understanding (MoU) that captures how partnerships will

contribute to achieving our NRM goals in the Northern and Yorke region.

The Board, Central Local Government Region of SA and Regional Development Australia

Yorke and Mid North have formed an alliance to progress matters of strategic regional priority.

The Regional Alliance is a collaborative arrangement to share information, seek resources and

ensure positive economic, social and environmental outcomes are delivered across the region.

The Australian Government supports the Board’s regional delivery of NRM outcomes with

funding assistance from the National Landcare Programme initiative, formerly Caring for our

Country programme.

The Board has key relationships with:

Aboriginal Lands Trust

Ag Excellence Alliance Inc

Central Local Government Region of SA

Conservation Council SA

Conservation Volunteers Australia

Department of Environment, Water and Natural Resources

Department of Planning, Transport and Infrastructure

Environment Protection Authority

Forestry SA

Greening Australia SA

Land managers / land owners

Local communities

Local Government Association and local councils

Nature Conservation Society of SA Inc

Primary Industries and Regions SA

Primary Producers SA

Regional Development Australia Yorke and Mid North

Rural Solutions SA

SA Water

Trees for Life Inc

Wilderness Society Inc

GOVERNANCE ARRANGEMENTS

The business of the Northern and Yorke NRM Board delivers a diverse NRM investment

program that is supported by a robust governance framework; including planning, corporate

and administrative functions. The Board is supported by several advisory committees for

corporate and technical NRM matters.

The Board’s Governance and Finance Committee oversees governance responsibilities to

ensure that all statutory obligations are met, particularly in respect of audit and finance matters.

__________________________________________________________________________________


The Board has adopted a Governance Statement which highlights the functions delegated

under the NRM Act and states the governance responsibilities of board members. This

statement outlines the structures and practices established to assist board members to act with

the appropriate level of care and diligence.

The Board is also guided by other State government policy and legislation, including the:

Public Sector (Honesty and Accountability) Act 1995;

The Department of the Premier and Cabinet ‘Honesty and accountability for members

of government boards’;

The Department of the Premier and Cabinet Circular 016 ‘Remuneration for

Government Appointed Part-Time Boards and Committees’; and

The Department of the Premier and Cabinet Circular 022 ‘Establishment and

governance requirements for government Boards and Committees.’

ORGANISATIONAL STRUCTURE

Northern and Yorke NRM Board’s Operating Structure as at 30 June 2015

N&Y NRM Board

Board’s Governance

Statement

DEWNR

Performance

Evaluation

Committee

Planning

and Strategy

Committee

Governance

and Finance

Committee

Aboriginal

Engagement

Committee

NRM Groups

Minister of Environment,

Sustainability & Conservation

Hon. Ian Hunter MP

Government of SA

Regional NRM Plan

NRM Act 2004

__________________________________________________________________________________


NRM GROUP ACTIVITIES

Pursuant to section 46 of the NRM Act, the Board established the following groups:

Northern and Yorke NRM – Lower North Group

Northern and Yorke NRM – Upper North Group

Northern and Yorke NRM – Yorke Peninsula Group

The function of the NRM Groups is defined by section 52 of the NRM Act. The NRM Act

provides that the NRM Groups are subject to the direction of the Board (section 47(3)(b)).

The functions of an NRM Group are:

(a) to be actively involved in the development and implementation of any relevant regional

NRM plan at the local level (to the extent specified or envisaged by that plan or

specified by the relevant board or boards);

(b) to develop, implement or participate in programs associated with natural resources

management at the local level;

(c) to promote public awareness of the importance of integrated and sustainable natural

resources management within its area and to undertake or support educational

initiatives with respect to natural resources management;

(d) to provide advice to regional NRM boards, and other bodies and agencies, with respect

to the assessment of various activities, proposals, situations or circumstances within its

area; and

(e) such other functions prescribed by the regulations or assigned to the NRM group by a

regional NRM board, or by or under this or any other Act.

Refer to Appendices for activity and achievement reports from Lower North, Upper North and

Yorke Peninsula NRM Groups.

MANAGEMENT OF HUMAN RESOURCES

On 20 November 2008, the Governor approved the following fees and allowances for Northern

and Yorke NRM Board members:

Presiding Member: $258 per four hour session + $64.50 per hour for out of session

duties. The Presiding Member also receives an annual retainer as part of the

remuneration package.

Members: $206 per four hour session + $51.50 per hour for out of session duties.

Travel allowance: In addition to reimbursement of travel costs, the Presiding Member

and Members are to be remunerated at $26.00 per hour for every hour of travel between

two and eight hours in a single journey.

On 17 November 2008, Cabinet approved the following fees for Northern and Yorke NRM

Group members:

Chairperson: $129 per four hour session + $32.50 per hour for out of session duties.

Members: $103 per four hour session + $26.00 per hour for our of session duties.

__________________________________________________________________________________


EMPLOYEE NUMBERS, GENDER AND STATUS

The Northern and Yorke Natural Resources Management Board has no staff of its own and

utilises the services of DEWNR. Reporting on this matter is contained in the DEWNR Annual

Report 2014-15.

Executive, administrative and project support were provided to the Northern and Yorke

Natural Resources Management Board from existing DEWNR resources.

The gender balance of the Northern and Yorke NRM Board was taken into consideration when

members were appointed. The Board consisted of six females and three males at the conclusion

of the 2014-15 reporting period.

The following matters are contained in the DEWNR annual report 2014-15:

Workforce Diversity

Workplace Adaptation

Executives

Leave Management

Performance Development

Leadership and Management Development

Employment Opportunity Programs

Work Health and Safety and Injury Management

Reporting Against the Carers Recognition Act 2005

Disability Access and Inclusion Plans

Government Buildings Energy Strategy

Public Complaints

Sustainability Reporting

Financial Performance

Account Payment Performance.

FINANCIAL PERFORMANCE

The Northern and Yorke NRM Board’s general purpose financial statements and Auditor-

General’s report for 2014-15 are shown in Appendix 1.

CONTRACTUAL ARRANGEMENTS

The Northern and Yorke Natural Resources Management Board did not enter into any

contractual arrangements, where the total value of the contract exceeded $4 million (GST

inclusive) and which extended beyond a single year, during this reporting period.

FRAUD

It is declared that there were no instances of fraud detected in the activities undertaken by the

Northern and Yorke Natural Resources Management Board in the 2014-15 reporting period.

__________________________________________________________________________________


Financial services are provided to the Board by DEWNR. Strategies to detect instances of

fraud are reported in the DEWNR Annual Report 2014-15.

CONSULTANTS

The Northern and Yorke Natural Resources Management Board did not engage any

consultants in the 2014-15 reporting period.

COMMUNITY GRANTS

The Board has an established community grants program, whereby eligible community groups

and organisations are granted funding to undertake a project in relation to natural resources

management.

During 2014-15, the Board awarded grants to the following community groups:

Trees For Life Inc $9 577

Upper North Farming Systems Group $9 500

Quorn Area School $2 000 District Council of Mount Remarkable $24 000

Hart Field Site Group $10 000

Clare and Gilbert Valleys Council $8 000

Biodiversity and Endangered Species Team $10 000

Friends of Spring Gully Conservation Park $10 000

Brinkworth Primary School $2 050

Port Wakefield Community Management $7 563

Caltowie Corridors of Green $6 000

Risdon Park South Kindergarten $2 165

Ardrossan Progress Association $3 500

Friends of Hooded Plover $7 940

Friends of Althorpe Island Conservation Park $6 600 Tarcowie Landcare Group Inc $6 000

Laura Branch SA Agricultural Bureau $8 000

Yorke Peninsula Feral Trees Management $5 000

Corny Point Progress Association $1 295

Melrose Primary School $500

Native Orchid Society of South Australia $3 220

Port Clinton Progress Association $3 500

Total $146,410

OVERSEAS TRAVEL

It is declared that no member of the Northern and Yorke Natural Resources Management

Board has travelled overseas on Board business during the 2014-15 reporting period.

ASBESTOS MANAGEMENT IN GOVERNMENT BUILDINGS

The Northern and Yorke Natural Resources Management Board does not own any buildings

and is therefore not required to develop an asbestos risk reduction program.

__________________________________________________________________________________


URBAN DESIGN CHARTER

No events occurred in 2014-15 that required the Northern and Yorke Natural Resources

Management Board to consider the principles of urban design contained in the South

Australian Urban Design Charter.

FREEDOM OF INFORMATION – INFORMATION STATEMENTS

As a DEWNR administered entity, the Northern and Yorke NRM Board participates and

abides by the arrangements outlined in the DEWNR Freedom of Information (FOI) regime.

Reporting on this matter is available on the DEWNR website. Please visit

http://www.environment.sa.gov.au to view the FOI statement.

It is the responsibility of the Board to ensure that it complies with the Freedom of Information

Act 1991. The Records and Governance Officer is the accredited Freedom of Information

Officer assigned to the Board.

Freedom of information applications can be made by contacting the Board in writing, and

should be addressed to; Freedom of Information Officer, Northern and Yorke NRM Board,

Unit 2, 17 Lennon Street, Clare SA 5453.

No freedom of information applications were received during the 2014-15 reporting period.

WHISTLEBLOWERS PROTECTION ACT 1993

Reporting requirements against the Whistleblowers Protection Act 1993 require the Northern

and Yorke Natural Resources Management Board to report on the number of occasions on

which public interest information has been disclosed to a Responsible Officer of the agency.

There were no disclosures made during the 2014-15 reporting period.

REGIONAL IMPACT ASSESSMENT STATEMENTS

The Board did not undertake any regional Impact Assessment Statements during the 2014-15

reporting period.

GLOSSARY OF TERMS

AMLR Adelaide and Mount Lofty Ranges

BCM Bushland Condition Monitoring

BPOP Best Practice Operating Procedures

CAP Conservation Action Planning

CEM Coast Estuarine Marine

CLGR Central Local Government Region of South Australia

DEWNR Department of Environment, Water and Natural Resources

DPC Department of the Premier and Cabinet

http://www.environment.sa.gov.au/

__________________________________________________________________________________


EPBC Environment Protection and Biodiversity Conservation

FOI Freedom of Information

Ha Hectare

Inc Incorporated

Km Kilometre

LN Lower North

MERI Monitoring, Evaluation, Reporting and Improvement

MoU Memorandum of Understanding

NRM Natural Resources Management

NRM Act Natural Resources Management Act 2004

pH Potential of Hydrogen

PIRSA Primary Industries and Regions of South Australia

RCT Resource Condition Target

SA South Australia

SAMDB South Australian Murray-Darling Basin

SARDI South Australian Research and Development Institute

SEB Significant Environmental Benefit

the Board Northern and Yorke Natural Resources Management Board

WAA Water Affecting Activities

WoNS Weeds of National Significance

YP Yorke Peninsula

RECONCILIATION STATEMENT

In fulfilling its functions, the Northern and Yorke NRM Board is cognisant of the cultural and

natural heritage of traditional owners and strives to achieve positive outcomes wherever these

matters are concerned.

The Board begins each meeting with the following reconciliation statement:

“We the Northern and Yorke Natural Resources Management Board acknowledge and respect

the traditional custodians whose ancestral lands are where we have responsibilities. We

recognise the knowledge and acknowledge the deep feelings of attachment and relationship of

Aboriginal people to country.”

STATEMENT OF FACT FOR SIGNIFICANT MINISTERIAL

DIRECTIVES

In July 2014, the Premier announced a review and reform of government boards and

committees to abolish those that were no longer necessary and reform existing boards to create

efficiencies, eliminate duplication and improve accountability. A letter dated 17 March 2015

was received from the Minister for Sustainability, Environment and Conservation requesting

that the Board completes a review of their groups and various sub-committees.

__________________________________________________________________________________


STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED

BY MINISTER

There were no Ministerial functions assigned to the Northern and Yorke NRM Board in

accordance with s29(6)(b) of the NRM Act during the 2014-15 reporting period.

STATEMENT OF FACT OR FUNCTIONS OR POWERS DELEGATED

TO THE BOARD

There were no functions or powers delegated to the Northern and Yorke NRM Board in

accordance with Regulation 9e of the NRM (General) Regulations 2005 within the 2014-15

reporting period.

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED

BY THE BOARD

The Board does not have the power to enter into contracts or procure goods or services in their

own rights. The Board has delegated appropriate procurement, finance and contracting powers

to relevant DEWNR employees assigned to work on board business in accordance with

Regulation 9d of the NRM (General) Regulations 2005, section 36 of the NRM Act, DEWNR

policy and approved delegations. All relevant goods and services will be procured in the name

of the Board.

ACKNOWLEDGEMENTS

The Northern and Yorke Natural Resources Management Board would like to thank the

Minister for Sustainability, Environment and Conservation, NRM group members, staff of the

Department of Environment, Water and Natural Resources and other agencies and partners for

the support and encouragement that it has received over the year.

The Board recognises the support of the South Australian and Australian Governments,

industry groups and businesses through the provision of funding programs and support

opportunities throughout the reporting period.

__________________________________________________________________________________


APPENDIX 1

AUDITED FINANCIAL STATEMENTS

Northern and Yorke Natural Resources Management

Board

Annual Financial Statements

For the Period Ended 30 June 2015

__________________________________________________________________________________


This page number to be used for the Audit Certification Page

__________________________________________________________________________________


This second page number to also be used for the Audit Certification Page

__________________________________________________________________________________



Certification of the Financial Statements

We certify that the attached general purpose financial statements for the Northern and Yorke Natural

Resources Management Board:

comply with relevant Treasurer's Instructions issued under Section 41 of the Public Finance and

Audit Act 1987 , and relevant Australian Accounting Standards;

are in accordance with the accounts and records of the Board; and

present a true and fair view of the financial position of the Board as at 30 June 2015 and the

results of its operations and cash flows for the financial year.

We certify that the internal controls employed by the Board for the financial year over its financial

reporting and its preparation of the general purpose financial statements have been effective

throughout the reporting period.

Eric Sommerville

Presiding Member


December 2015

Dylan Strong

Manager Community, Planning and Support


December 2015

Michelle Griffiths

Chief Financial Officer


December 2015


__________________________________________________________________________________


Statement of Comprehensive Income


Expenses

Note 2015 2014

$'000 $’000

Supplies and services 5 4 790 5 287

Other Expenses 6 52 56

Grants and subsidies 7 1 218 1 028

Depreciation and amortisation expense 8 37 66

Board, Group and Committee expenses 108 155

Total expenses 6 205 6 592

Income

Regional NRM and Water Levies 9 2 925 2 852

Interest revenues 10 47 2

Grants received 11 2 881 3 592

Net gain from the disposal of non-current assets 12 15 -

Other revenues 13 56 47

Total income 5 924 6 493

Net result (281) (99)

Total comprehensive result (281) (99)

The net result and total comprehensive result are attributable to the SA Government as owner

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


__________________________________________________________________________________


Statement of Financial Position

As at 30 June 2015

Note 2015 2014

$’000 $’000

Current assets

Cash and cash equivalents 14 2 534 1 924

Receivables 15 86 1 444

Total current assets 2 620 3 368

Non-current assets

Property, plant and equipment 16 34 52

Intangible assets 17 15 34

Total non-current assets 49 86

Total assets 2 669 3 454

Current liabilities

Payables

18

466

970

Total current liabilities 466 970

Total liabilities 466 970

Net assets 2 203 2 484

Equity

Retained earnings

2 203

2 484

Total equity 2 203 2 484

The total equity is attributable to the SA Government as owner

Unrecognised contractual commitments 19

Contingent assets and contingent liabilities 20



__________________________________________________________________________________


Statement of Changes in Equity


Retained

Earnings

Total

$’000 $’000

Balance at 30 June 2013 2 732 2 732

Error correction - payables (149) (149)

Restated balance at 30 June 2013 2 583 2 583

Net result for 2013-14

(99)

(99)

Total comprehensive result for 2013-14 (99) (99)

Balance at 30 June 2014 2 484 2 484

Net result for 2014-15

(281)

(281)

Total comprehensive result for 2014-15 (281) (281)

Balance at 30 June 2015 2 203 2 203

All changes in equity are attributable to the SA Government as owner



__________________________________________________________________________________


Payments to board, group and committee members (108) (155)

Payments to suppliers, service providers, grantees (6 564) (7 200)

Cash used in operations (6 672) (7 355)

Statement of Cash Flows


Note 2015 2014

$’000 $’000

Cash flows from operating activities

Cash outflows

Cash inflows

NRM levies and other revenue received 7 220 5 200

Interest received 47 2

GST recovered from the Australian Taxation Office - 144

Cash generated from operations 7 267 5 346

Net cash (used in)/provided by operating activities 22 595 (2 009)

Cash flows from investing activities

Cash inflows

Proceeds from sale of property, plant and equipment

15

-

Net cash from investing activities 15 -

Net increase/(decrease) in cash and cash equivalents 610 (2 009)

Cash and cash equivalents at the beginning of the period

1 924

3 933

Cash and cash equivalents at the end of the period 15 2 534 1 924


__________________________________________________________________________________



Disaggregated disclosures - expenses and income

For the Year Ended 30 June 2015 (Refer Note 4 for activity descriptions)

Expenses

Staff benefit expenses

Supplies and services

Other expenses

Grants and subsidies

Depreciation and amortisation expense

Board, Group and Committee expenses

Total Expenses

Income

Regional NRM & W ater Levies

Interest revenues

Grants received

Net gain from disposal of Non-current assets

Other revenues

Total Income Net result

Healthy soils

Viable water

resources

Healthy CEM

Ecosystems

Healthy Terrestrial

Ecosystems

Minimal Pest Impact

Community Driven

NRM

TOTAL

2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

-

-

-

-

-

-

-

-

-

-

-

-

-

-

468 517 756 834 2 2 2 433 2 685 356 392 775 857 4 790 5 287

5 5 8 9 - - 27 29 3 4 9 9 52 56

120 101 189 160 2 2 619 522 90 76 198 167 1 218 1,028

4 7 6 10 - - 19 33 3 5 5 11 37 66

10 15 17 24 - - 55 79 8 12 18 25 108 155

607 645 976 1 037 4 4 3 153 3 348 460 489 1 005 1 069 6 205 6 592

394

384

302

294

37

36

1 481

1 444

316

308

395

386

2 925

2 852

- - - - - - 47 2 - - - - 47 2

479 597 522 651 30 37 1 215 1 515 317 395 318 397 2 881 3 592

- - 15 - - - - - - - - - 15 -

8 7 5 4 1 1 29 24 6 5 7 6 56 47

881 988 844 949 68 74 2 772 2 985 639 708 720 789 5 924 6 493

274 343 (132) (88) 64 70 (381) (363) 179 219 (285) (280) (281) (99)

The Board has determined that assets and liabilities cannot be reliably attributed to individual activities.

__________________________________________________________________________________



Note Index


Note Contents

Objectives and policies notes

1 Board Objectives

2 Summary of significant accounting policies

3 New and revised accounting standards and policies Activities note

4 Activities of the Board Expense notes

0 Staff benefit expenses

5 Supplies and services

6 Other Expenses

7 Grants and subsidies

8 Depreciation and amortisation expense Income notes

9 Regional NRM and Water Levies

10 Interest revenues

11 Grants received

13 Other revenues Asset notes

14 Cash and cash equivalents

15 Receivables

16 Property, plant and equipment

17 Intangible assets Liability notes

18 Payables Other notes

19 Unrecognised contractual commitments

20 Contingent assets and contingent liabilities

21 Remuneration of Board, Group and Committee Members

22 Cash flow reconciliation

23 Transactions with SA Government

24 Financial risk management/Financial instruments

25 Events after the reporting period


Notes to and forming part of the Financial Statements


__________________________________________________________________________________


1 Board Objectives

(a) Establishment of the Board

The Northern and Yorke Natural Resources Management Board (the Board) was established on 9 December 2004 pursuant to section 23(1)

of the Natural Resources Management Act 2004 (the NRM Act).

The Board operates under the Northern and Yorke Natural Resources Management Plan 2009-2018 (the Plan) which was adopted by the

Minister for Sustainability, Environment and Conservation on 6 May 2009. The Plan guides the implementation of all natural resources

management programs and policies in the Northern and Yorke region and consists of 4 volumes: Volume A State of the Region Report,

Volume B Strategic Plan, Volume C Business Plan, and Volume D Regulatory Framework. In accordance with division 3/section 81 of the

NRM Act, the Board completes an annual review of the Plan.

The Board serves the Government and the people of South Australia by achieving excellence in the provision of Natural Resources

Management.

(b) Board's Objectives

The objectives of the Board as defined in the NRM Act are:

• to undertake an active role with respect to the management of natural resources within its region

• to prepare a regional NRM plan in accordance with the NRM Act, to implement the plan and to keep the plan under review to ensure the

objects of the NRM Act are being achieved

• to promote public awareness and understanding of the importance of integrated and sustainable natural resources management within its

region, to undertake or support educational activities with respect to natural resources management, and to increase the capacity of

communities to implement programs or to take other steps to improve the management of natural resources

• mechanisms to provide advice with respect to the assessment of various activities or proposals referred to the Board under this or any

other Act

• to resolve any issues that may arise between the NRM groups that are relevant to the management of natural resources within its region

• at the request of the Minister or the NRM Council, or of its own initiative, to provide advice on any matter relevant to the condition of

natural resources within its region, or on the management of those resources, to conduct any inquiry or audit, or to provide any other

advice or report that may be appropriate in the circumstances

• any other functions assigned to the Board by the Minister or by or under this or any other Act.

2 Summary of significant accounting policies

(a) Statement of compliance

These financial statements have been prepared in compliance with section 23 of the Public Finance and Audit Act 1987 .

The financial statements are general purpose financial statements. The accounts have been prepared in accordance with relevant Australian

accounting standards and comply with Treasurer's instructions and Accounting Policy Statements promulgated under the provisions of the

Public Finance and Audit Act 1987.

The Board has applied Australian Accounting Standards that are applicable to not-for-profit entities, as the Board is a not-for-profit entity.

Except for AASB 2015-7 which the Board has early adopted, Australian Accounting Standards and interpretations that have recently been

issued or amended but are not yet effective have not been adopted by the Board for the reporting period ending 30 June 2015 (refer note 3).

(b) Basis of preparation

The preparation of the financial statements requires:

• The use of certain accounting estimates and requires management to exercise its judgement in the process of applying the Board's

accounting policies. The areas involving a higher degree of judgement or where assumptions and estimates are significant to the

financial statements, these are outlined in the applicable notes

• The selection and application of accounting policies in a manner which ensures that the resulting financial information satisfies the

concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events are reported.

• Compliance with Accounting Policy Statements issued pursuant to section 41 of the Public Finance and Audit Act 1987. In the interest

of public accountability and transparency the accounting policy statements require the following note disclosures, which have been

included in these financial statements:

(a)

(b)

(c)

revenues, expenses, financial assets and liabilities where the counterparty/transaction is with an entity within the SA Government as

at reporting date, classified according to their nature. A cumulative threshold of $100 000 for separate identification of these items

applies

expenses incurred as a result of engaging consultants

Board/committee member and remuneration information, where a Board/committee member is entitled to receive income from

membership other than a direct out-of-pocket reimbursement.




__________________________________________________________________________________


The Board's Statement of Comprehensive Income, Statement of Financial Position and Statement of Changes in Equity have been prepared

on an accrual basis and are in accordance with historical cost convention.

The Statement of Cash Flows has been prepared on a cash basis.

The financial statements have been prepared based on a 12 month period and presented in Australian currency.

The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2015 and the

comparative information presented.

(c) Reporting entity

The Board is a body corporate of the State of South Australia, established pursuant to the NRM Act.

The Board operates under a Natural Resources Management Plan (NRM Plan) which was adopted by the Minister for Sustainability,

Environment and Conservation in May 2009.

The Board's financial statements include the use of income, expenses, assets and liabilities controlled or incurred by the Board in its own right.

The financial statements include all the controlled activities of the Board.

NRM Groups

Pursuant to section 46 of the NRM Act, on 9 March 2006, the Board established the following NRM Groups:

• Northern and Yorke NRM - Lower North Group

• Northern and Yorke NRM - Upper North Group

• Northern and Yorke NRM - Yorke Peninsula Group

The function of the NRM Groups is defined by the NRM Act 2004, (section 52) and the NRM Group Charter. The NRM Act provides that the NRM

Groups are subject to the direction of the Board (section 47(3)(b)).

In accordance with a direction issued by the Board and the NRM Groups’ Charter, the NRM Groups do not have the power to enter into

contracts or procure goods or services in their own right, rather they make recommendations for action through projects undertaken by the

Board. The Board has ensured NRM Group projects undertaken by the Board and the related financial information has been incorporated in the

accounts and financial statements of the Board for financial reporting purposes.

Regional NRM Integration

In May 2010, the Minister for Environment at the time announced as part of the Machinery of Government changes that both the Board and the

Department of Environment, Water and Natural Resources (DEWNR - formerly the Department of Environment and Natural Resources) would

transition to a single delivery model to improve the delivery of environment and natural resources management in South Australia. The changes

place greater emphasis on the statutory role for the Board. Regional delivery for both DEWNR and the Board is taking place through a

single regional delivery structure which is managed through an Annual Implementation Plan and a Service Level Agreement.

On 16 April 2012, the Minister for Sustainability, Environment and Conservation, pursuant to sub-section 24(3) of the NRM Act , directed the

Board to:

• Use the Department of Environment, Water and Natural Resources to provide the Board’s business support and NRM services to the

region;

• Enter into an agreement for these services

• Fund the services and projects set out in the agreement

A Service Level Agreement was established during 2012-13 which includes the delivery of support services to the Board to ensure it is able to

meet its statutory requirements under the NRM Act and an annual work plan for the delivery of the Board's Business Plan. This

agreement details the services, projects and funds to deliver the annual work plan.

In accordance with notice published in the Government Gazette on 21 June 2012, all Board staff were transferred from employment under the

NRM Act to the Public Sector Act 2009 . This was effective from 1 July 2012 at which date staff were brought into the administrative unit of

DEWNR. As a consequence,

• As at 1 July 2012, DEWNR assumed responsibility for the staff previously employed under the NRM Act by the Board

• All staff are now employed by the Chief Executive, DEWNR under the Public Sector Act 2009

• DEWNR is responsible for the management, supervision, liability, Work Health and Safety and human resources management of the staff

that will undertake services under the Service Level Agreement (SLA)

• Staff undertaking services on behalf of the Board will be assigned to the Board under the NRM Act

• The payment for staff salaries will be recharged to the Board under a Fee for Service Arrangement

Final integration occurred during 2013-14, including the following key milestones: transfer of Board cash to the DEWNR operating bank

account; account balances and transactions now processed through the DEWNR finance system; and the transition of some financial

processes to Shared Services SA.

(d) Comparative information

The presentation and classification of items in the financial statements are consistent with prior periods except where specific accounting

standards and/or accounting policy statements has required a change.

Where presentation or classification of items in the financial statements have been amended, comparative figures have been adjusted to

conform to changes in presentation or classification in these financial statements unless impracticable.

The restated comparative amounts do not replace the original financial statements for the preceding period.

(e) Rounding

All amounts in the financial statements and accompanying notes have been rounded to the nearest thousand dollars ($'000).

(f) Taxation

The Board is not subject to income tax. The Board is liable for payroll tax, goods and services tax (GST) and fringe benefits tax.

DEWNR prepares a Business Activity Statement on behalf of the Board under the grouping provisions of the GST legislation. Under these




__________________________________________________________________________________


provisions, DEWNR is liable for the payments and entitled to the receipts associated with GST. Therefore the Board's net GST receivable /

payable is recorded in DEWNR's Statement of Financial Position. GST cash flows applicable to the Board are recorded in DEWNR's

Statement of Cash Flows.

Unrecognised contractual commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to the Australian

Taxation Office. If GST is not payable to, or recoverable from the Australian Taxation Office, the commitments and contingencies are disclosed

on a gross basis.

(g) Events after the reporting period

Adjustments are made to amounts recognised in the financial statements, where an event occurs after 30 June and before the date the

financial statements are authorised for issue, where those events provide information about conditions that existed at 30 June.

Note disclosure is made about events between 30 June and the date the financial statements are authorised for issue where the events

relate to a condition which arose after 30 June and which may have a material impact on the results of subsequent years.

(h) Income

Income is recognised to the extent that it is probable that the flow of economic benefits to the Board will occur and can be reliably measured.

Income has been aggregated according to its nature and has not been offset unless required or permitted by a specific accounting standard, or

where offsetting reflects the substance of the transaction or other event.

The following are specific recognition criteria:

Regional NRM and Water Levies

Under the NRM Act the Board receives two forms of levies; being the Regional NRM levy and the NRM Water Levy.

The Regional NRM Levy is collected by constituent councils from ratepayers and is based on the value of rateable land. Councils can seek

to recover any outgoing costs associated with the collection of the levy.

Contributions from constituent councils collected from ratepayers are recognised as income following determination of the share of each

council by the Minister and publications of those amounts in the Government Gazette. Contributions are required to be paid on a quarterly

basis to the Board.

The water based levy is collected from licensed water users by DEWNR. This levy is based on water allocated and water used. This

income is recorded as revenue when the Board has gained control of the funds, or obtains the right to receive the funds.

Commonwealth Funding - Caring for Our Country

The State and the Board entered into a Regional Proponent Agreement for the implementation of the Commonwealth's Caring for Our

Country initiative from 1 July 2008.

In order to ensure the continuity of regional base level funding from 1 July 2009 to 30 June 2013, this agreement was varied by both

parties in January 2010 whilst a new multilateral National Partnership Agreement and a cross-jurisdictional implementation plan was

finalised by the Commonwealth for the 2009-2013 regional base level funding.

The goal of Caring for Our Country is an environment that is healthy, better protected, well managed, resilient and provides essential

ecosystem services in a changing climate. Caring for Our Country has six National Priority Areas for Investment.

Under the Agreement to reflect the intent of the Commonwealth, the State and the Board work together as partners with the community and

other stakeholders, in natural resource management for the Region. Pursuant to that commitment the Commonwealth agreed to fund

programs undertaken by the Board.

The Commonwealth and the State entered into a Deed of Agreement to extend the Transitional Arrangement to such time as the parties

agreed to end the agreement.

Grants received

Grants are recognised as an asset and income when the Board obtains control of the grants or obtains the right to receive the grants and the

income recognition criteria are met (i.e. the amount can be reliably measured and the flow of resources is probable).

Generally, the Board has obtained control or the right to receive for:

• Grants with unconditional stipulations - this will be when the agreement becomes enforceable i.e. the earlier of when the receiving entity

has formally been advised that the grant (e.g. grant application) has been approved; agreement/contract is executed; and/or the grants

is received.

• Grants with conditional stipulations - this will be when the enforceable stipulations specified in the agreement occur or are satisfied; that

is income would be recognised for grants received or receivable under the agreement.

All grants received by the Board have been grants with unconditional stipulations attached and have been recognised as an asset and

income upon receipt.

Interest revenues

Interest income is recognised when earned.

Other income

Other income includes revenue generated through contracting of animal and plant control services conducted on Crown or private land,

Partner Funding of major projects such as stormwater retention facilities, payroll tax refunds and sale of merchandise such as fox baits. All

income relates to the operating activities of the Board. Other income is recognised when the service has been performed.

Gain from disposal of non-current assets

Income from the disposal of non-current assets is recognised when the control of the asset has passed to the buyer and has been

determined by comparing proceeds with carrying amount.

Gains/Losses on disposal of assets are recognised at the date control of the asset is passed to the buyer and are determined after

deducting the cost of the asset from the proceeds at that time.

(i) Expenses

Expenses are recognised to the extent that it is probable that the flow of economic benefits from the Board will occur and can be reliably

measured.

Expenses have been aggregated according to their nature and have not been offset unless required or permitted by a specific accounting

standard, or where offsetting reflects the substance of the transaction or other event.




__________________________________________________________________________________


The following are specific recognition criteria:

Depreciation and amortisation of non-current assets

All non-current assets, having a limited useful life, are systematically depreciated over their useful lives in a manner that reflects the

consumption of their service potential. Amortisation is used in relation to intangible assets such as software, while depreciation is

applied to tangible assets such as property, plant and equipment.

Assets’ residual values, useful lives and depreciation methods are reviewed and adjusted if appropriate, on an annual basis.

Changes in the expected useful life or the expected pattern of consumption of future economic benefits embodied in the asset are

accounted for prospectively by changing the time period or method, as appropriate, which is a change in accounting estimate. Depreciation/amortisation is calculated on a straight line basis over the estimated useful life of the following classes of assets as follows:

Class of Asset Useful Life (years)

Buildings 10-20

Plant and equipment 5-7

Computer Software 1-5

Computing equipment 5

Moveable vehicles 7

Grants and subsidies

The Board provided financial assistance to local government, State Government agencies and private bodies during the year. Funds are paid

by way of grants and all recipients are required to comply with conditions relevant to each grant. The details of amounts provided,

organisations receiving grants and the purpose for each grant are shown in the annual report, as required under section 42 of the NRM Act.

For contributions payable, the contribution will be recognised as a liability and expense when the Board has a present obligation to pay the

contribution and the expense recognition criteria are met.

All contributions paid by the Board have been contributions with unconditional stipulations attached.

(j) Current and non-current classification

Assets and liabilities are characterised as either current or non-current in nature. Assets and liabilities that are to be sold, consumed or

realised as part of the normal operating cycle even when they are not expected to be realised within 12 months after the reporting date have been

classified as current assets or current liabilities. All other assets and liabilities are classified as non-current.

Where asset and liability line items combine amounts expected to be realised within 12 months and more than 12 months, the Board has

separately disclosed the amounts expected to be recovered or settled after more than 12 months.

(k) Assets

Assets have been classified according to their nature and have not been offset unless required or permitted by a specific accounting


Cash and cash equivalents

Cash and cash equivalents in the Statement of Financial Position include cash at bank and on hand and in other short-term, highly liquid

investments with maturities of 3 months or less that are readily converted to cash and which are subject to insignificant risk of changes in

value.

For the purposes of the Statement of Cash Flows, cash and cash equivalents consist of cash and cash equivalents as defined above. Cash is

measured at nominal value.

Receivables

Receivables include amounts receivable from goods and services and other accruals.

Receivables arise in the normal course of selling goods and services to other government agencies and to the public. Receivables are

generally settled within 30 days after the issue of an invoice or the goods/services have been provided under a contractual arrangement.

Accrued revenue arises when goods and services have been provided but no invoice has been raised by the Board at the reporting date.

Collectability of receivables is reviewed on an ongoing basis. An allowance for doubtful debts is raised when there is objective evidence that

the Board will not be able to collect the debt. Bad debts are written off when identified.

The Board has determined that there is currently no need for an allowance for doubtful debts.

Non-current assets

Acquisition and recognition

Non-current assets are initially recorded at cost or at the value of any liabilities assumed, plus any incidental cost involved with the

acquisition. Non-current assets are subsequently measured at fair value after allowing for accumulated depreciation.

Where assets are acquired at no value, or minimal value, they are recorded at their fair value in the Statement of Financial Position.

However, if the assets are acquired at no or nominal value as part of a restructure of administrative arrangements then the assets are

recognised at book value i.e. the amount recorded by the transferor public authority immediately prior to the restructure.

All non-current tangible assets with a value equal to or in excess of $10 000 are capitalised.

Revaluation of non-current assets

All non-current tangible assets are valued at fair value; and revaluation of non-current assets or group of assets is only performed when its

fair value at the time of acquisition is greater than $1 million and estimated useful life is greater than 3 years.

As the Board does not hold assets that meet this criteria assets have not been revalued.

Impairment

All non-current tangible and intangible assets are tested for indication of impairment at each reporting date. Where there is an indication of

impairment, the recoverable amount is estimated. The recoverable amount is determined as the higher of the asset's fair value less costs of

disposal and depreciated replacement costs. An amount by which the asset’s carrying amount exceeds the recoverable amount is recorded

as an impairment loss.




__________________________________________________________________________________


Intangible assets

An intangible asset is an identifiable non-monetary asset without physical substance. Intangible assets are measured at cost. Following initial

recognition, intangible assets are carried at cost less any accumulated amortisation and any accumulated impairment losses.

The useful lives of intangible assets are assessed to be either finite or indefinite. The Board only has intangible assets with finite lives. The

amortisation period and the amortisation method for intangible assets is reviewed on an annual basis.

The acquisition of or internal development of software is capitalised only when the expenditure meets the definition criteria (identifiability,

control and the existence of future economic benefits) and recognition criteria (probability of future economic benefits and cost can be

reliably measured) and when the amount of expenditure is greater than or equal to $10 000.

Subsequent expenditure on intangible assets has not been capitalised. This is because the Board has been unable to attribute this

expenditure to the intangible asset rather than to the Board as a whole.

Error correction

An error correction of $149 000 has been disclosed in the Statement of Changes in Equity. The error correction has been retrospectively

restated in accordance with AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors , and comprises a net increase to

payables. The error correction related to an accrual not recognised in the 2012-13 administrative restructure.

Fair value measurement

AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction

between market participants, in the principal or most advantageous market, at the measurement date.

The Board classifies fair value measurement using the following fair value hierarchy that reflects the significance of the inputs used in

making the measurements, based on the data and assumptions used in the most recent revaluation:

• Level 1 - traded in active markets and is based on unadjusted quoted prices in active markets for identical assets or liabilities that the

entity can access at measurement date.

• Level 2 - not traded in an active market and derived from inputs (inputs other than quoted prices included within level 1) that are

observable for the asset, either directly or indirectly.

• Level 3 - not traded in an active market and are derived from unobservable inputs.

Non-financial assets

In determining fair value, the Board has taken into account the characteristic of the asset (e.g. condition and location of the asset and any

restrictions on the sale or use of the asset); and the asset's highest and best use (that is physically possible, legally permissible,

financially feasible).

The Board's current use is the highest and best use of the assets unless other factors suggest an alternative use is feasible. As the Board

did not identify any factors to suggest an alternative use, fair value measurement was based on current use.

The carrying amount of non-financial assets with a fair value at the time of acquisition that was less than $1 million or an estimated useful life

that was less than three years are deemed to approximate fair value.

Refer note 16 for disclosure regarding fair value measurement techniques and inputs used to develop fair value measurements for non-

financial assets.

(l) Liabilities

Liabilities have been classified according to their nature and have not been offset unless required or permitted by a specific accounting


Payables

Payables include creditors, accrued expenses and Board member remuneration on-costs.

Creditors represent the amounts owing for goods and services received prior to the end of the reporting period that are unpaid at the end of

the reporting period. Creditors include all unpaid invoices received relating to the normal operations of the Board.

Accrued expenses represent goods and services provided by other parties during the period that are unpaid at the end of the reporting period

and where an invoice has not been received.

All payables are measured at their nominal amount, are unsecured and are normally settled within 30 days from the date of the invoice or the

date the invoice is first received.

(m) Leases

The determination of whether an arrangement is or contains a lease is based on the substance of the arrangement.

The Board has only entered into an operating lease agreement in relation to office premises where the lessor effectively retain all of

the risks and benefits incidental to ownership of the property held under the operating lease.

Operating Leases

Operating lease payments are recognised as an expense in the Statement of Comprehensive Income on a straight-line basis over the

lease term. The straight-line basis is representative of the pattern of benefits derived from the leased assets.

(n) Staff benefits

From 1 July 2012 the Board has no employees. Services to the Board are provided by personnel employed by DEWNR, hence no employee

benefits or related provisions are included in the Board's financial statements. Employee benefits relating to relevant employees are

reflected in the financial statements of DEWNR.

(o) Insurance

The Board has arranged, through SA Government Captive Insurance Corporation (SAICORP), to insure all of its major risks. The excess

payable under this arrangement is $1 000 per claim.

(p) Financial risk management

The Board has non-interest bearing assets (receivables) and liabilities (payables). The Board's exposure to market risk and cash flow




__________________________________________________________________________________


interest risk is minimal. The Board has no significant concentration of credit risk.

In relation to liquidity/funding risk, the continued existence of the Board in its present form and with its present programs, is dependent on State

Government Policy.

(q) Unrecognised contractual commitments and contingent assets and liabilities

Commitments include operating, capital and outsourcing arrangements arising from contractual or statutory sources and are disclosed at

their nominal value.

Contingent assets and contingent liabilities are not recognised in the Statement of Financial Position, but are disclosed by way of a note and,

if quantifiable, are measured at nominal value.

3 New and revised accounting standards and policies

Accounting Standards

The new AASB 1055 Budgetary Reporting, which become effective for the first time in 2014-15 has no impact on the Board as the budgetary

information is not separately identified and presented to Parliament in the original budgeted financial statements in respect of the reporting period

(2014-15 Budget Paper 4).

In accordance with the new AASB 10 Consolidated Financial Statements and AASB 11 Joint Arrangements, which became effective for the first

time in 2014-15, the Board has reviewed its control assessments (i.e. the Board's involvement with the entity; protective and substantive rights;

ability to direct major relevant activities etc.) in accordance with AASB 10 and its classification assessments in accordance with AASB 11 and

has concluded that there is no impact. The Board does not currently control another entity and does not have any joint arrangements within the

scope of AASB11.

The Board will continue to review its involvement and arrangements with entities it is connected with to determine the impact of AASB 10 and 11

for future years.

Except for AASB 2015-7 which the Board has early adopted, Australian Accounting Standards and Interpretations that have recently been issued

or amended but are not yet effective, have not been adopted by the Board for the period ending 30 June 2015. The Board has assessed the

impact of the new and amended standards and interpretations and considers there will be no impact on the accounting policies or the financial

statements of the Board.

4 Activities of the Board

In achieving its objectives the Board has defined a series of strategies to manage the region's natural resources, these areas of activity are:

Activity 1: Healthy soils

Extension services to landholders focused on 'best practice land management' to reduce land degradation and improve farm sustainability.

Strong links exist between healthy functioning ecosystems and sustainable primary production. The maintenance of both is fundamental to

social, environmental and economic wellbeing.

Activity 2: Viable water resources

Water is vital to support life and livelihoods. This theme is directed towards managing our water resources to ensure a balance between the

consumptive uses of water and providing water for environments and ecosystems that depend on it. This theme also aims to maintain water

quality and ensure the best use of water is achieved.

Activity 3: Healthy coastal estuarine and marine (CEM) ecosystems

Protection, rehabilitation and management of sensitive coastal ecosystems with project support to councils and community groups. Incentive

payments to landholders for on ground works along the coast lines of the region and studies to establish baseline monitoring conditions.

Activity 4: Healthy terrestial ecosystems

Conservation of threatened plant and animal species, community education, extension services to landholders and incentive payments to

landholders and project support to councils and community groups for on ground works directed at protection of high value biodiversity areas

and revegetation.

Activity 5: Minimal pest impact

Statutory responsibilities related to declared pest animals and plants through monitoring and control works of infestations and issuing of

compliance notices to landholders and provision of technical advice to landholders to limit the impact of existing and to prevent the

establishment of new pests.

Activity 6: Community driven NRM

Awareness, knowledge, education and capacity building activities to support communities through extension, training and the promotion of

improved natural resources management for informed communities.

The Board has statutory responsibilities under the NRM Act 2004 to monitor and report on change in resource condition to its partners and the

community. It also has a responsibility to ensure that levy funds collected from the community are invested wisely in works that produce

measurable natural resources management benefits.

The disaggregated disclosures schedule present expenses and income to each of the activities for the year ended 30 June 2015 and year ended

30 June 2014.

As it is not possible to reliably attribute assets and liabilities to activities an aggregated disclosure for assets and liabilities has not been

prepared.




5 Supplies and services 2015

$'000

2014

$'000

__________________________________________________________________________________


Accommodation and property management 116 75

Contractors 10 14

Fee for service 3 911 4 276

General administration 90 91

Information technology and communication expenses 54 24

Minor works, maintenance and equipment 215 313

Motor vehicles 259 177

Staff development 35 37

Travel and accommodation 35 36

Other supplies and services 65 244

Total Supplies and services 4 790 5 287

6 Other Expenses

2015 2014

$'000 $'000

Audit fees paid/payable to the Auditor-General's Department 52 56

Total Other Expenses 52 56

Auditors remuneration

Auditors remuneration (included in the Other expenses note above) represents amounts paid/payable to the Auditor-General's Department for the audit of

financial statements. No other services were provided by the Auditor-General's Department.

7 Grants and subsidies 2015 2014

$'000 $'000

Grants and subsidies paid to entities within the SA Government

Recurrent grants 287 -

Total Grants and subsidies paid to entities within the SA Government 287 -

Grants and Subsidies paid to entities external to the SA Government:

Grants and Subsidies - Non-Government Recipients

931 1 028

Total Grants and subsidies paid to entities external to the SA Government 931 1 028

Total Grants and subsidies 1 218 1 028

8

Depreciation and amortisation expense

2015

2014

$'000 $'000

Buildings 4 4

Computing equipment - 2

Plant and equipment 12 19

Moveable vehicles 2 19

Intangible assets 19 22

Total Depreciation and amortisation expense 37 66

9

Regional NRM and Water Levies

2015

2014

$'000 $'000

NRM levies collected through Councils 2 839 2 781

Water levies collected through DEWNR 86 71

Total Regional NRM and Water Levies 2 925 2 852

10

Interest revenues

2015

2014

$'000 $'000

Interest revenues from entities within the SA Government 47 -

Other interest - 2

Total Interest revenues 47 2

__________________________________________________________________________________


11 Grants received

2015

$'000

2014

$'000

Commonwealth Funding Biodiversity Fund Program 609 898

NRM Plan for Climate Change 625 309 Other Commonwealth funding 20 428

Total Commonwealth Funding 1 254 1 635

Grants received from SA Government entities Caring for our country received through DEWNR* 1 567 1 567

State Government recurrent funding - 390

Other State Government funding 60 -

Total Grants received - SA Government entities 1 627 1 957

Total Grants received 2 881 3 592

*Caring for our country - Regional component consists of the following programs:

Conserving the Biodiversity Assets of the Northern & Yorke Agricultural District 170 320

Improving Ecological Integrity and Resilience on the Southern Yorke Peninsula 216 348

Improving Networks and Access to Sustainable Agricultural Practice: Landcare Facilitator 94 150

Increasing Sustainability in the Northern and Yorke Agricultural Sector 188 320

Living Flinders: Maintaining Ecological Integrity in Southern Flinders Ranges 272 429

Northern and Yorke - National Landcare Programme Regional Investment 2015 - 2018 627 -

Total Caring For Our Country Funding 1 567 1 567

12

Net gain from the disposal of non-current assets

2015

2014

$'000 $'000

Plant and equipment Proceeds from disposal 15 -

Less net book value of assets disposed - -

Net gain from disposal 15 -

13

Other revenues

2015

2014

$'000 $'000

Support Services 1 3

Fees and charges 5 1

Sale of goods 33 39

Other revenue 17 4

Total Other revenues 56 47

14 Cash and cash equivalents 2015 2014

$'000 $'000

Deposits with the Treasurer 2 534 1 924

Total Cash and cash equivalents 2 534 1 924

Interest rate risk

Cash on hand is non-interest bearing. Deposits at call and with the Treasurer earn a floating interest rate, based on daily bank deposit rates. The carrying

amount of cash and cash equivalents represents fair value.

15 Receivables

2015

2014

$'000 $'000

Current Receivables

82

1 194

Accrued interest 4 -

Accrued revenue - 250

Total Current receivables 86 1 444

Interest rate and credit risk:

Receivables are raised for all goods and services provided for which payment has not been received. Receivables are normally settled within 30 days.

Receivables and accrued revenues are non-interest bearing. It is not anticipated that counterparties will fail to discharge their obligations. The carrying

amount of receivables approximates net fair value due to being receivable on demand. There is no concentration of credit risk.

(a) Maturity analysis of receivables - please refer to table 24.3 in Note 24.

(b) Categorisation of financial instruments and risk exposure information - please refer to Note 24.

__________________________________________________________________________________


16 Property, plant and equipment

2015

$'000

2014

$'000

Buildings

At cost (deemed fair value)

69

69

Less: Accumulated depreciation (38) (34)

Total Buildings 31 35

Computing equipment At cost (deemed fair value) 30 30


Total Computing equipment - -

Moveable vehicles At cost (deemed fair value) 163 227


Total Moveable vehicles 1 3

Plant and equipment At cost (deemed fair value) 122 122


Total Plant and equipment 2 14

Total Property, plant and equipment 34 52

Carrying amount of property, plant and equipment

All items of property, plant and equipment had a 'fair value at the time of acquisition that was less than $1 million or had an estimated useful life that was less

than three years', and have not been revalued in accordance with APF III. The carrying value of these items are deemed to approximate fair value. These

assets are classified in level 3 as there has been no subsequent adjustments to their value, except for management assumptions about the assets condition

and remaining useful life.

Valuation techniques and inputs

Valuation techniques used to derive level 3 fair values together with the reconciliation of level 3 fair value measurements are detailed at Note 16. There were

no changes in valuation techniques during 2015.

The Board has no valuations categorised into Level 1 or Level 2.

Impairment

There were no indications of impairment of property, plant and equipment as at 30 June 2015.

Reconciliation of Non-Current Assets

The following table shows the movement of non-current assets during 2014-15:

Buildings Computing

Equipment

Moveable Vehicles Plant and

Equipment

Total

$'000 $'000 $'000 $'000 $'000

Carrying amount at the start of period 35 - 3 14 52

Depreciation expense (4) - (2) (12) (18)

Carrying amount at the end of period 31 - 1 2 34

Reconciliation of Non-Current Assets

The following table shows the movement of non-current assets during 2013-14:

Buildings Computing

Equipment

Moveable Vehicles Plant and

Equipment

Total

$'000 $'000 $'000 $'000 $'000

Carrying amount at the start of period 39 2 22 33 96

Depreciation expense (4) (2) (19) (19) (44)

Carrying amount at the end of period 35 - 3 14 52

17 Intangible assets 2015 2014

$'000 $'000

Externally acquired Computer software

At cost (deemed fair value) 173 173

Less: Accumulated amortisation (158) (139)

Total Intangible assets 15 34

__________________________________________________________________________________


Committees

Governance and Finance

Planning and Strategy

Chapman G A

Bowman K

Pilkington P J

Sommerville E M (retired 22/06/15)

Sommerville E M (retired 22/06/15)

O'Reilly J A

Pilkington P J (retired 22/06/15)

Stocking P A (retired 22/06/15)

Chapman G A (appointed 22/06/15)

Matthias K (appointed 22/06/15)

Bowman K (appointed 22/06/15)

Stocking P A (appointed 22/06/15)

Intangible asset movement reconciliation schedule

2015

Externally Intangible Assets

Acquired Total

Carrying amount at the start of period

Amortisation expense

Carrying amount at the end of period

2014

$'000 $'000

34 34

(19) (19)

15 15

Externally Intangible Assets

Acquired

$'000

Total

$'000

Carrying amount at the start of period

Amortisation expense

Carrying amount at the end of period

56 56

(22) (22)

34 34

18 Payables 2015 2014

$'000 $'000

Current Creditors 390 906

Accrued expenses 76 64

Total Current payables 466 970

Interest rate and credit risk

Creditors and accruals are raised for all amounts billed but unpaid. Sundry creditors are normally settled within 30 days. Employment on-costs are settled

when the respective employee benefit that they relate to is discharged. All payables are non-interest bearing. The carrying amount of payables represents fair

value due to the amounts being payable on demand.

(a) Maturity analysis of payables - please refer to table 24.3 in Note 24.

(b) Categorisation of financial instruments and risk exposure information - please refer to Note 24.

19 Unrecognised contractual commitments 2015 2014

$'000 $'000

Operating lease commitments

Commitments in relation to operating leases contracted for at the reporting date but not recognised as liabilities are payable as follows:

Within one year 16 -

Total Operating lease commitments 16 -

Operating lease commitments comprise the following:

The Board's operating leases are for office accommodation. Office accommodation at Minlaton is leased from the District Council of Yorke Peninsula.

Rental is payable in advance.

20 Contingent assets and contingent liabilities

The Board is not aware of the existence of any contingent assets or liabilities.

21 Remuneration of Board, Group and Committee Members

The following members of the Board served during the course of the reporting period:

Board

Schaefer C V (retired 21/09/14) Picton D A (retired 12/09/14)

O'reilly J A Swaffer K (retired 25/08/15) *

Sommerville E M Freeman R (retired 22/06/15) *

Bowman K Stocking P A

Pilkington P J McInerney P A (appointed 28/04/14) *

Smith C L Matthias K (appointed 14/04/15)

Chapman G A Sommerville N P P (appointed 14/04/15)

Some members of the Board are also members of other board committees.

Members of the committees during the 2014 financial year were:

__________________________________________________________________________________


Baroota Water Allocation Planning Aboriginal Engagement Performance Evaluation Abolished on 22 June 2015 Smith C L Merged with Planning and Strategy

Mudge B O'Reilly J A Committee 22 June 2015

Ashman G Picton D A (retired 12/09/14) Chapman G A

Chapman G A Stocking P A Bowman K

Le Messerier J Sommerville N P P (appointed 22/06/15) O'Reilly J A

O'Reilly J A Smith C L (retired 22/06/15)

Ward K

Schulz K

Valente M

Virgara P

Kretschmer P

Dennis P

Members of the groups during the 2014 financial year were:

NRM Groups

Upper North NRM Group

Yorke Peninsula NRM Group

Lower North NRM Group

Davis G A

Luckraft J

Kretschmer P R

McInnes P A (retired 06/11/14)

Daniel R K

Duggan G

Dodd G (retired 10/12/14)

Manning C

Twartz A M

Kerley L H (retired 27/09/14)

Smith N M (retired 20/06/15)

Goldsworthy S F

Lincoln R

Wilsdon J

Hallet A

Browne B J

Tilley R J R

Ward K M

Radford I C

* Denotes government employees

The number of members whose remuneration received or receivable falls within the following bands:

2015 2014 No. of

members

No. of

members

$1 - $9 999 24 21

$10 000 - $19 999 - 2

$20,000 - $29,999 1 1

Total number of members 25 24

Remuneration of members reflects all costs of performing board/committee member duties including sitting fees, superannuation contributions, salary

sacrifice benefits and fringe benefits, and any fringe benefits tax paid or payable in respect of those benefits. The total remuneration received or receivable

by members was $78 400 (2014: $97 000).

*In accordance with the Department of the Premier and Cabinet's Circular Number PC016 Remuneration for Government Appointment Part Time Boards

and Committees , government employees did not receive any remuneration for board/committee duties during the financial year.

Unless otherwise disclosed, transactions between members and the Board are on conditions no more favourable than those that it is reasonable to expect

the board would have adopted if dealing with the related party at arm's length in the same circumstances.

22 Cash flow reconciliation

Reconciliation of cash and cash equivalents at the end of the reporting period:

2015 2014

$'000 $'000

Cash and cash equivalents disclosed in the Statement of Financial Position 2 534 1 924

Balance as per the Statement of Cash Flows 2 534 1 847

Reconciliation of net cash provided by operating activities to net result

Net cash (used in)/provided by operating activities 595 ( 33)

Less non-cash items

Depreciation expense of non-current assets

(37)

(66)

Gain on disposal of non-current assets 15 -

Movement in assets and liabilities

(Decrease) in receivables (1 358) -

Decrease in payables 504 -

Net result (281) (99)

__________________________________________________________________________________


23 Transactions with SA Government

The following table discloses revenues, expenses, financial assets and liabilities where the counterparty/transaction is with an entity within the SA Government

as at the reporting date, classified according to their nature. Transactions with SA Government entities below the threshold of $100 000 have been included

with the non-government transactions, classified according to their nature.

SA Government

2015 2014

Non-SA Government

2015

2014

Total

2015

2014

Note $'000 $'000 $'000 $'000 $'000 $'000

Expenses Supplies and services 5

Accommodation and property management - - 116 75 116 75

Contractors - - 10 14 10 14

Fee for service - 2 927 3 911 1 349 3,911 4 276

General administration - - 90 91 90 91

Information technology and communication expenses - - 54 24 54 24

Minor works, maintenance and equipment - - 215 313 215 313

Motor vehicles expense - 157 259 20 259 177

Staff development - - 35 37 35 37

Travel and accommodation - - 35 36 35 36

Other supplies and services - - 65 244 65 244

Other Expenses 6 52 56 - - 52 56

Grants and subsidies 7 931 - 287 1 028 1,218 1,028

Depreciation expense 8 - - 37 66 37 66

Board, Group and Committee expenses - - 108 155 108 155

Total Expenses 983 3 140 5 222 3 452 6 205 6 592

Income

Regional NRM and Water Levies 9 - - 2 925 2 852 2 925 2 852

Interest revenues 10 47 - - 2 47 2

Grants received 11 1 627 - 1 254 3 592 2 881 3 592

Net gain from disposal of non-current assets 12 - - 15 - 15 -

Other revenues 13 - - 56 47 56 47

Total Income 1 674 - 4 250 6 493 5 924 6 493

Financial Assets

Receivables 15 - - 86 1 444 86 1 444

Total Financial Assets - - 86 1 444 86 1 444

Financial Liabilities

Payables

Creditors

Accrued expenses

18 - 304 390 453 390 757

- 64 76 - 76 64

- 368 466 453 466 821

24 Financial risk management/Financial instruments

24.1 Financial risk management

Risk management is managed by the Boards corporate services section and Board risk management policies are in accordance with the Risk Management

Policy Statement issued by the Premier and Treasurer and the principles established in the Australian Standard Risk Management Principles and Guidelines .

The Board is exposed to financial risk - liquidity risk, credit risk and market risk. There have been no changes in risk exposure since the last reporting period.

24.2 Categorisation of financial instruments

Details of the significant accounting policies and methods adopted including the criteria for recognition, the basis of measurement, and the basis on which

income and expenses are recognised with respect to each class of financial asset, financial liability and equity instrument are disclosed in note 2.

24.3 Liquidity Risk

Liquidity risk arises from the possibility that the Board is unable to meet its financial obligations as they fall due. The Board is reliant on funding from the NRM

Secretariat of DEWNR for its ongoing operation. The Board settles undisputed accounts within 30 days from the date of the invoice or date the invoice is first

received. In the event of a dispute, payment is made 30 days from resolution.

The Board's exposure to liquidity risk is insignificant based on past experience and current assessment of risk.

The carrying amount recorded in note 24.3 represent the Board's maximum exposure to financial liabilities.

The following table discloses the carrying amount of each category of financial instrument held by the Board including the contractual maturity analysis for

financial assets and liabilities (ie liquidity risk)

Cash flows realised from financial assets reflect management's expectation as to the timing of realisation. Actual timing may differ from that disclosed. The

timing of cash flows presented in the table to settle financial liabilities reflects the earliest contracted settlement dates.

Table 24.3: Categorisation and maturity analysis of financial assets and liabilities

Category of financial asset and

financial liability

Notes

2015

Carrying

amount / Fair $’000

2015 Contractual maturities

Current

$’000

Within 1 year

$’000

1-5 years

$’000

More than

5 years $’000

Financial assets


Receivables (1)

Total financial assets

Financial liabilities

Payables (1)

Total financial liabilities

14

15

18

2 534

86

2 534

86

-

-

-

-

-

-

2 620 2 620 - - -

414

414

-

-

414 414 - - -

Category of financial asset and

financial liability

Notes

2014

Carrying

amount / Fair $’000

2014 Contractual maturities

Current

$’000

Within 1 year

$’000

1-5 years

$’000

More than

5 years $’000

Financial assets


Receivables (1)

Total financial assets

Financial liabilities

Payables (1)

Total financial liabilities

14

15

18

1 924

1 444

1 924

1 444

-

-

-

-

-

-

3 368 3 368 - - -

766

766

-

-

-

766 766 - - -

(1) Receivable and payable amounts disclosed here exclude amounts relating to statutory receivables and payables (e.g. Commonwealth, State and

Local Government taxes, fees and charges; Auditor-General's Department audit fees). In government, certain rights to receive or pay cash may not

be contractual and therefore in these situations, the requirements will not apply. Where rights or obligations have their source in legislation such as

levies, tax and equivalents etc they would be excluded from the disclosure. The standard defines contract as enforceable by law. All amounts recorded

are carried at cost (not materially different from amortised cost).

24.4

Credit risk arises when there is the possibility of the Board’s debtors defaulting on their contractual obligations resulting in financial loss to

the Board. The Board measures credit risk on a fair value basis and monitors risk on a regular basis.

The Board has minimal concentration of credit risk. The Board has policies and procedures in place to ensure that transactions occur with

customers with appropriate credit history. The Board does not engage in high risk hedging for its financial assets. No collateral is held as

security and no credit enhancements relate to financial assets held by the Board.

Allowances for impairment of financial assets are calculated on past experience and current and expected changes in client credit rating.

Other than receivables, there is no evidence to indicate that financial assets are impaired. Refer note 14 for information on the allowance

for impairment in relation to receivables.

The carrying amount of financial assets as detailed in note 24.3 represents the Board's maximum

exposure to credit risk. The following table discloses the ageing of financial assets that are past due but

not impaired and impaired financial assets:

Table 24.4 Ageing analysis of Financial Assets

Financial assets item

Carrying

amount

$’000

Not past due

and not

impaired

$’000

Past due but not impaired Impaired

financial

assets

$’000

Overdue for

less than 30

days

$’000

Overdue for

30–60 days

$’000

Overdue for

more than 60

days

$’000

2015


Receivables (1)

2 534

86

2 534

(31)

-

114

-

1

-

2

-

-

2014


Receivables (1)

1 924

1 444

1,924

733

-

-

-

6

-

705

-

-

(1)

Receivable amounts disclosed here exclude amounts relating to statutory receivables (amounts owing to government). They are carried at cost.

24.5 Market Risk

The Board has no interest bearing liabilities as at the end of the reporting period. There is no exposure to foreign currency or other price risks.

Sensitivity disclosure analysis

A sensitivity analysis has not been undertaken for the interest rate risk of the Board as it has been determined that the possible impact on

profit and loss or total equity from fluctuations in interest rates is immaterial.

25 Events after the reporting period

There were no events occurring after the end of the reporting period that have material financial implications on these financial statements.


Page 63

APPENDIX 2

NORTHERN AND YORKE NRM – LOWER NORTH GROUP REPORT

The Lower North (LN) Natural Resources Management Group provides support to a broad range

of stakeholders and communities including the three local government areas of Clare and Gilbert

Valleys, Wakefield, Northern Areas and Port Pirie.

The staff of Lower North District have been very supportive and provided expertise across

programs and community projects, they have continually sought community comment and

endeavoured to develop projects to meet the strategic priorities of the Group.

The State Governments review of boards and committees bought about some significant changes

within Northern and Yorke Region with the recommendation that the groups be disbanded and

merged with the Conservation Action Planning Groups. This has been a gradual integration over

the past twelve months and one that once achieved will provide a wealth of knowledge across a

broad spectrum in natural resources management for future priorities and program/project

development across the Lower North.

Lower North is a highly fragmented landscape with high quality remnant vegetation particularly

grasslands and grassy woodlands. In the middle and to the north the highly productive primary

production areas are located in a highly modified landscape that provide significant contributions

to the state economy. The Group has been mindful that both landscapes are dependent on each

other and are not in competition but in fact are complimentary to the overall social and economic

security for Lower North.

The LN Group have been instrumental in supporting and promoting natural resources management

within the Northern and Yorke Region in Lower North focusing on:

Management of soils and water reserves;

Management of weeds;

Landscape restoration including landowner incentives;

Feral pests;

Education; and

Community engagement.

Key Projects

Burra to Kapunda Landscape SEB Project - This collaborative project is the first stage of a larger

program that aims to restore the condition, habitat value and connectivity within and between a

series of prominent north-south running ranges within the Northern Mount Lofty Ranges. This

will be achieved through an integrated combination of revegetation, weed and pest control and

changes to grazing management practices.

The area has been identified as a priority conservation area through the Mid North Conservation

Action Plan (CAP) and the Northern and Yorke Regional NRM Plan as it retains significant

remnant EPBC listed vegetation associations including Peppermint Box (Eucalyptus odorata)

Grassy Woodlands and Iron-grass (Lomandra multiflora) Grasslands as well as being an important

area for a suite of ‘Declining Woodland Birds’ and the Pygmy Bluetongue Lizard (Tiliqua

adelaidensis). This area lies at the transitional boundary of the temperate grassy systems of the


Page 64

west and the arid systems of the east resulting in novel vegetation associations and one strongly

endemic species (Pultenaea kraehenbuehlii).

This area has extensive heritage agreements and land managed for conservation (but without a

formal covenant) but also has adjoining areas which are barriers to connectivity through historic

clearance and overgrazing. The extent and proximity of remnant vegetation makes improving

connectivity a reasonable proposition without adversely impacting on agricultural production. One

key mechanism to increase the uptake of revegetation in the landscape is the use of ‘whole of

paddock restoration’ to incorporate revegetation into high value grazing systems.

The project has had a successful start especially in the Burra to Eudunda area. Thirty-four

landowners have been contacted and their properties visited. These visits were conducted by Anne

Brown from Greening Australia and some with Sam Everingham from Natural Resources,

Northern and Yorke. Sam Everingham instigated the first round of visits and these centred on his

Burra location using local knowledge and information from past programs. Following the first

round of visits other landowners contacted us due to word of mouth and chance meetings in the

field. The area has had little previous contact with conservation projects and most long-term

farmers have only been involved in pest animal and plant control programs. Although the

landscape is highly fragmented, landowners are willing to participate in programs that aim to

improve land condition. There has been real interest in the project but many landowners wish to

initially participate on a small scale and then expand their effort over time. All landowners are

time poor.

Achievements - Sustainable landscapes

Silverleaf nightshade (Solanum elaeagnifolium)

The LN Group continued to support the community to achieve improved management of

this declared plant. In collaboration with Dr John Heap of Biosecurity SA and Dr Hanwen

Wu of Charles Sturt University NSW, staff assisted in providing local knowledge and

networks that have enhanced the delivery of their projects. It is hoped that with local

grower input these projects will provide new and effective strategies to manage this plant

in our agricultural zone.

District Inspection

In the spring of 2014 the LN Group undertook a brief tour of the Broughton River

catchment from Spalding to Yacka. Issues relating to declared plants, biodiversity and soil

management were observed and discussed. The inspection provided a valuable insight into

the complexity of issues in the landscape for those that attended.

Fox (Vulpes vulpes) Management

The LN Group continued in its commitment to assist the community in protecting valued

assets from fox predation through responsible baiting programs. Staff serviced groups that

had been active in preceding years as well as looking for new opportunities. Active groups

in the districts of Hilltown, Gulnare, Manoora, Balaklava, Mundoora and Eudunda were

supported through a bait subsidy scheme that encouraged landholders to combine in a

coordinated way. In the 2014-15 year there were 8 388 baits supplied to landholders across

many areas of the Lower North District. Authorised staff that administer the supply of

baits to the community do so to a very high standard for compliance with the conditions of


Page 65

use in this state. During 2014-15 there was one known off target issue investigated by

PIRSA Farm Chemicals. This concluded that the staff and user had not been deficient in

their supply and use of the bait material.

Rabbit Management

Rabbit numbers have remained stable in the group area. Rains in February of 2015

provided early green feed for rabbits to commence breeding. For some areas of the district

such as the Port Wakefield area may be impacted upon with increased rabbit numbers in

the next season as high rabbit numbers already existed at some locations. The district needs

to increase its awareness to landholders of the need to control rabbits through baiting

programs as landholders are not perceiving rabbits as an issue and therefore not seeking

assistance from the region.

Khaki weed (Alternanthera caracasana) Management

Previously known infestations of this plant were monitored through regular inspection and

treatment. Potential sites such as public amenity areas and playgrounds were also inspected

with new infestations being discovered at Booborowie and Gulnare. Collaboration with the

Department of Planning, Transport and Infrastructure and the Department for Education

and Child Development and local government ensured that persisting infestations were

subject to a regular inspection regime to minimise the threat of further spread. Summer

rainfall events that are commonly experienced are exacerbating the development and

spread of this plant.

African rue (Peganum harmala) Management

Staff assisting the LN Group continued to monitor for the spread of this declared plant and

work with affected landholders to raise awareness of its potential threat to the Broughton

catchment, its assets and land uses. In February, staff conducted a field identification

workshop at Koolunga with approximately 12 landholders attending. Landholders were

also able to provide information as to the plant’s presence on their properties as well as

other potential areas of infestation. The district also purchased two gas operated portable

spray packs that were trialled for the treatment of plants along a section of the Broughton

River that is very difficult to access other than by foot.

Buffel grass (Cenchrus ciliaris)

This plant continues to spread in a southerly direction through the Port Pirie area along

main road corridors and the rail network. Surveying of the group area has revealed several

new infestations well away from the main infestation with these being treated and subject

to an ongoing monitoring program. These may be linked to the movement of shipping

containers by road transport. In May, staff supported Biosecurity SA in their funded

project to deliver rapid response control of Buffel grass in the Port Pirie area. This was also

supported by several other NRM regions in their state and will be focussed on other

affected regions in future years. Plants present away from the Augusta Highway were

treated with the intent of containing the infestations and protecting the key assets of the Mt.

Remarkable National Park and Flinders Ranges in that zone. As part of the State Buffel

Grass Strategic Plan 2012-17, the containment line in the Port Pirie areas has been

reviewed and moved further south to Abattoir Road, Warnertown. The Northern and Yorke

NRM Board will resource the control of plants south of the containment line.


Page 66

Weeds of National Significance (WoNS)

Funded through the Commonwealth Government's Caring for Our Country program, $15

000 was allocated to the control of WoNS in the LN Group area. Maintenance of previous

infestation sites as well as new areas were treated for Gorse (Ulex europeaus L.),

Blackberry (Rubus fruticosus sp. agg.) and Boneseed (Chrysanthemoides monilifera).

Domestic Deer Keeping

Staff continue to monitor properties with domestic deer herds for the standard of fencing to

comply with the Chief Officer's determination. One large deer enterprise operator

continues to cause concern for the local community as there have been regular escapes of

deer over a long period of time despite regular communications. This resulted in a

protection order being issued to the landholder requiring that the fence be repaired and

maintained to an appropriate standard.

Management of Road Reserves

The LN Group has continued to manage road reserves for declared plants and animals

within its area. The density of declared plants on road reserves is considered to be of a

generally good standard, only requiring focused resources on issues as they become

prominent and needing of attention. The group takes responsibility for the management of

declared plants and animals on road reserves but allows adjoining landholders to perform

the necessary control work providing that it is done within a nominated period of time.

However, these landholders may be charged for control works undertaken by the group if

plants are not controlled by other means.

Orders and Notices

A protection order under section 193 of the Natural Resources Management Act 2004 was

issued in 2014-15. This was the first protection order that the Northern and Yorke NRM

Board has issued. Previously issued notices to prepare action plans and a voluntary

management plan have been monitored for progress.

Land Degradation

The LN Group continued to monitor the landscape for instances of possible land

degradation through its members and staff assisting. No new issues were highlighted

however a surface cover level monitoring program in the Spalding district has continued

due to previous approaches to individual landholders in regard to consistently low levels of

cover in the autumn periods.

Achievements - Education

Young Environmental Leaders Program

The Lower North group continues to support the Young Environmental Leaders program.

This program is targeted at Primary school aged children, introducing them to

environmental learning, leadership opportunities and natural resource management.

Schools participating in the program are supported by grant funding to initiate, design and

implement a sustainable project within their school grounds. In many cases, this has

contributed to a whole of school culture change, with projects supported by the broader

schooling communities.


Page 67

Planting Days

Towards the end of 2014 local planting days were held within Wirrabara Forest and the

Gleeson Wetlands in Clare. A number of local primary schools, community group

members and Lower and Mid North staff participated in bushfire recovery by revegetating

in Wirrabara, and helped to plant 1 050 native seedlings around the Gleeson Wetlands.

Appila Springs Education Day

Staff assisting the Lower North helped to run an activity at the Appila Springs Education

Day. Organised by the Caltowie Corridors of Green group, this event successfully brought

together a range of local presenters and 148 students from 8 rural primary schools in

celebrated learning about the natural environment.

Achievements – Community Engagement

Community Action Planning

The Lower and Mid North Conservation Action Planning program has continued in 2014-

15 and district group members have actively participated in the Soil, Water and

Biodiversity workshops. Recently this program has developed into Community Action

Planning (CAP) with integrated workshops being held within the region. Most LN Group

members have now transitioned into CAP membership, continuing their support of the

program.

NRM Show Sites

During the 2014-15 show season, a number of interpretative NRM stalls were held by

Lower and Mid North staff throughout the district. These included the Jamestown and

Clare Agricultural Shows and the SA Autumn Garden Festival and offered excellent

opportunities to engage with local communities, and support local events.

Membership

Section 48 of the Natural Resources Management Act 2004 provides for the appointment of the

Lower North Natural Resources Management Group.

The Group consists of up to seven members, appointed by the regional NRM Board, being persons

who collectively have, in the opinion of the Board, knowledge, skills and experience determined

by the Board to enable the NRM Group to carry out its functions effectively.

As at 30 June 2015 Lower North NRM Group membership was as follows:

Jillian Wilsdon (Chair) Appointed 15 December 2008

Robert Tilley Appointed 27 July 2006

Ian Radford Appointed 10 December 2012

Anne Hallett Appointed 17 November 2011

Kerry Ward Appointed 22 June 2011

Benedict Browne Appointed 18 April 2011


Page 68

Meetings: general and special

Five general Lower North NRM Group meetings were held during the 2014-15 reporting period.

The number of Lower North NRM Group meetings attended by group members are tabled below.

Group Member Group Meeting

Jillian Wilsdon 5 of 5

Robert Tilley 4 of 5

Ian Radford 5 of 5

Anne Hallett 5 of 5

Kerry Ward 5 of 5

Benedict Browne 2 of 5

Relationship with other agencies

The LN Group has an effective and productive working relationship with the district councils in

Lower North, and have fostered a close working relationship with the SAMDB Rangelands NRM

Group particularly for the development and implementation of the Burra to Kapunda Landscape

SEB Project which extends across two regions and forms a partnership to provide opportunity for

farming communities to be engaged in natural resources management.

The Department of Environment, Water and Natural Resources, Rural Solutions SA, SA Water,

the Department of Planning, Transport and Infrastructure and the South Australian Research and

Development Institute (SARDI) have supported the LN Group operational programs in

collaborative on-ground activity.

Acknowledgements

The LN Group would like to thank the Minister and staff of the following organisations for the

support and encouragement that it has received over the year:

DEWNR staff


Biosecurity SA

SAMDB Rangelands NRM Group

Primary Industries and Regions South Australia

Clare and Gilbert Valleys Council

Port Pirie Regional Council

Northern Areas Council

Wakefield Regional Council; and

The various community groups, progress committees and individuals of the Northern and

Yorke Region that acted in a voluntary capacity.


Page 69

APPENDIX 3

NORTHERN AND YORKE NRM – UPPER NORTH GROUP REPORT

Operational Outcomes

The Upper North Group have been influential and achieved positive outcomes in the 2014-15

period, they have influenced work programs within the district that reflected the community

sentiment.

Sustainable Landscapes

The focus for the Group has been to build on previous work. This work has included:

Completion of the Mount Remarkable to the Sea Project which achieved the following

outcomes:

o Boxthorn control of riparian and coastal areas;

o Olive tree control across 40 hectares in the Nelshaby Creek (using machinery);

o Wheel cactus control within Port Germein Gorge, Telowie, and Ranges to Coast

footprint;

o Fencing high quality vegetation areas;

o Revegetation covering 60 Ha including protection fencing of revegetation sites; and

o Bridal Creeper control in the Southern Flinders Ranges.

Buffel Grass Survey and Control as a part of the State Task Force Strategic Response

Team which carried out works between Port Pirie and Port Augusta.

Fox baiting program in Arden Vale covering 50 000 hectares with 500 baiting stations

established across 24 properties.

Boxthorn and Pepper Tree control in the Arden Vale area.

Feral goat control including:

o Aerial mustering and trapping in the Arden Vale area;

o Aerial culling operations in the Arden Vale and Southern Ranges areas in March

2015;

o Additional aerial culling work undertaken in the Southern Ranges in November

2014; and

o A total of 70 000 Ha of land was treated in the Arden Vale area with an additional

30 000 Ha treated in the Southern Ranges.

A total of 5 262 goats were removed by activities directly funded under the Arden Vale

and Southern Ranges goat control program in the 2014-15 financial year.

Willochra Catchment Project which included weed control and protection fencing of

riparian areas.

Wild Dog Management

The Upper North Southern Flinders Group have formalised the establishment of a Wild Dog

Group which seeks to link community concerns in relation to wild dog activity with opportunities

for community capacity building and to monitor wild dog activity to allow more effective

responses to be initiated when required.

This Group has built on workshops held in previous years to ensure this issue is managed in

partnership with landholders in the most effective way.


Page 70

Community Program

Young Environmental Leaders Program

This year saw five schools located within the Southern Flinders District involved in the Young

Environmental Leaders Program (YEL). The purpose of YEL is to expose students to new ideas,

skills and ways of thinking around the environment and sustainability. The students were involved

students researching, taking action and presenting on a topic of their interest that will help their

school community achieve greater environmental sustainability.

Schools participating in this program are provided with the following opportunities:

Programs to build youth voice and student-initiated action that enhances the sustainability

performance of schools.

Access to NRM expertise and an enhanced network of contacts around the topic of

sustainability and environment to link in with the Australian curriculum.

Board funding assistance to explore support and develop various types of sustainability

programs within the schools. This opportunity was taken up by five schools who used the

funding to initiate small sustainability projects and educate students.

YEL forums included activities such as: water monitoring and testing, watch, seed bomb

making, waste and recycling, plant and animal identification, propagation sessions,

environmental art and fossils.

Grant Funding Assistance

This year has seen the NRM community team take a very proactive approach to sourcing and

assisting community groups with funding applications. To date the following have been

successful:

Caltowie Corridors of Green National Landcare Grant: Protecting Appila Springs

Friends of Telowie Gorge:Reinstate Park Aesthics:Post Bangor Fire

Eastern Plains NRM Community Grant ‘Improving the health of Walloway Catchment’

Subaru 4WD Club: Boxthorn control at Dutchman’s Stern

Appila Springs Education Day NRM Community Grant

Quorn Area School Bush Tucker Garden Project

Appila Springs Education Day

The Appila Springs Environmental Education Day was once again a huge success with the

community team staff now acting in a more hands on organisation role with the group and funding

obtained from the Board via the community grant process. Approximately 180 students from eight

schools attended the event. Students participated in eight different sessions on a variety of

different educational topics such as: water watch activities, reptiles, animals anonymous, wattles,

fossils and rocks, and nature play scavenger hunt.

Membership


Upper North Natural Resources Management Group.


Page 71




As at 30 June 2015 Upper North NRM Group membership was as follows:

Geraldine Davis (Chair) Appointed 4 March 2008

Peter McInnes 9 November 2006 – 8 November 2014

Jane Luckraft Appointed 9 November 2009

Ronald Daniel Appointed 22 November 2010

Greg Duggan Appointed 25 February 2013

Paul Kretschmer Appointed 15 December 2008


Six general Upper North NRM Group meetings were held during the 2014-15 reporting period.

The number of Upper North NRM Group meetings attended by group members are tabled below.


Geraldine Davis 6 of 6

Peter McInnes 2 of 6

Jane Luckraft 6 of 6

Ronald Daniel 6 of 6

Greg Duggan 6 of 6

Paul Kretschmer 6 of 6

Relationships with Other Agencies


Greening Australia

Rural Solutions SA

Ag Excellence Alliance

Biosecurity SA

Forestry SA

SA Water

Department of Planning, Transport and Infrastructure

District Council Orroroo Carrieton

Flinders Ranges Council

Port Augusta Council

District Council of Mount Remarkable

District Council or Peterborough


Page 72

APPENDIX 4

NORTHERN AND YORKE NRM – YORKE PENINSULA GROUP REPORT

The Yorke Peninsula (YP) Natural Resources Management Group provides support to a broad

range of stakeholders and communities including the three local government areas of Barunga

West, Copper Coast and Yorke Peninsula.

The staff of Yorke District have been very supportive and provided expertise across programs and

community projects, they have continually sought community comment and endeavoured to

develop projects to meet the strategic priorities of the YP Group.

The State Governments review of boards and committees bought about some significant changes

within Northern and Yorke Region with the recommendation that the groups be disbanded and

merged with the Conservation Action Planning Groups. This has been a gradual integration over

the past twelve months and one that once achieved will provide a wealth of knowledge across a

broad spectrum in natural resources management for future priorities and program/project

development on Yorke Peninsula.

Yorke Peninsula is diverse in character with high quality remnant vegetation and ecologically rich

in the southern part with tourism being one of the attractions of Yorke Peninsula. In the middle

and to the north the highly productive primary production areas are located in a highly modified

landscape that provide significant contributions to the state economy. The group has been mindful

that both landscapes are dependant of each other and are not in competition but in fact are

complimentary to the overall social and economic security for Yorke Peninsula.

The YP group have been instrumental in supporting and promoting natural resources management

within the Northern and Yorke Region on Yorke Peninsula focusing on:

Management of soils and water reserves;

Management of weeds;

Ecological restoration and management including threatened specials;

Feral pests;

Education;

Innovative work practices; and

Community engagement.

Key Projects

Southern Yorke Peninsula Fox Baiting Program continues to be highly effective with an

extension to the footprint covering in excess of one hundred and twenty thousand hectares

now encompassing Peesey Swamp effectively providing a chemical fence for the southern

part of Yorke Peninsula. This program has effectively bought together two communities;

the farming community and the environmental community. The benefits are that fox

numbers are at manageable numbers providing relief for the native fauna Mallee Fowl,

Tammars, and more recently the re-emergence of the Stone Curlew. The farming

community has seen a rise in the lambing rates which is a direct result of the fox baiting

program, this program has gain community acceptance with many farmers seeing the

benefits to baiting and are now supporting the Baiting for Biodiversity Program.


Page 73

Young Environmental Leaders Program continues to be supported by the YP Group. This

program is targeted at the school-aged children introducing them to natural resources

management. The YP Group sponsored Connecting Children to the Natural Environment.

This program was successful in having seven schools attend a day with two hundred

children between the ages of seven and ten learning about environmental management.

The Southern Yorke Peninsula Conservation Action Planning (SYP CAP) program has

continued in 2014-15 with many of the YP Group members transitioning into the CAP

membership. Workshops are held in the region with plans to develop two groups; one for

Southern YP and one for Northern YP. They will meet in a combined meeting at least

annually.

The support for the Grazlan Project is a great example of the Group’s ability to embrace

new technologies and project delivery. The Yorke District has been controlling Boxthorns

via the cut and swab method for many years, recently staff on YP were exposed to another

method for the control (and potential eradication) of Boxthorns via chemical control and

transported by helicopter. A proposal was presented to the YP Group who recognised the

significance of change of practice and endorsed the development of a project. The project

covered a suitable area of inaccessible vegetation and soil types and is highly cost effective

in the treatment of Boxthorns. It was the Group’s ability to recognise an innovative

approach to prescribed weed that has provide a truly landscape approach, the group would

like to recognise the staff (Jasmine Swales, Van Teubner and Max Barr) who provided the

project concept the operational support and logistics.

Membership


Yorke Peninsula Natural Resources Management Group.




As at 30 June 2015 Yorke Peninsula NRM Group membership was as follows:

Grantley Dodd (Chair) 18 April 2011 – 10 December 2014

Alan Twartz Appointed 15 December 2008

Neil Smith 22 June 2009 – 20 June 2015

Stephen Goldsworthy Appointed 22 November 2010

Celia Manning Appointed 26 September 2011

Leonie Kerley 26 September 2011 – 27 September 2014

Robert Lincoln Appointed 28 April 2014


Five general Yorke Peninsula NRM Group meetings were held during the 2014-15 reporting

period.


Page 74

The number of Yorke Peninsula NRM Group meetings attended by group members are tabled

below.


Grantley Dodd 2 of 5

Alan Twartz 4 of 5

Neil Smith 5 of 5

Stephen Goldsworthy 4 of 5

Celia Manning 3 of 5

Leonie Kerley 1 of 5

Robert Lincoln 3 of 5

Relationship with other agencies

The Yorke Peninsula NRM Group has an effective and productive working relationship with the

District Councils on Yorke Peninsula, and have embarked with development of Aboriginal

Partnerships Program that will see three councils on YP Aboriginal Lands Trust and Northern and

Yorke Natural Resources form a partnership to provide opportunity for Aboriginal communities to

work and have influence in Natural Resources Management on YP.

The Department of Environment, Water and Natural Resources, Rural Solutions SA, SA Water,

the Department of Planning, Transport and Infrastructure and the South Australian Research and

Development Institute (SARDI) have supported the Group operational programs in collaborative

on-ground activity.

Acknowledgements

The Group would like to thank the Minister and staff of the following organisations for the

support and encouragement that it has received over the year:

DEWNR staff


Biosecurity SA

Primary Industries and Regions SA

District Council of Barunga West

District Council of the Copper Coast

Yorke Peninsula Council; and

The various community groups, progress committees and individuals of the Northern and

Yorke region that acted in a voluntary capacity.

Documents

NORTHERN AND YORKE NATURAL RESOURCES ......The mission for the Northern and Yorke Natural Resources Management Board is as follows: “To promote, coordinate and deliver integrated