South East NATURAL RESOURCES MANAGEMENT BOARD ANNUAL …€¦ · South East Natural Resources Management Board Annual Report 2011-12 For further information please contact: Callena

South East

NATURAL RESOURCES MANAGEMENT BOARD

ANNUAL REPORT

1 July 2011 to 30 June 2012

South East Natural Resources Management Board

Annual Report 2011-12

For further information please contact:

Callena Rawlings, Manager, Community Engagement

Department of Environment, Water and Natural Resources PO

Box 1046, Mount Gambier, SA, 5290 Telephone: (08) 8735117

Facsimile: (08) 87351155

E-mail: [email protected]

Website: www.senrm.sa.gov.au

ABN: 93 209 459 406 IISN & ISBN numbers: 978-0-9775406-8-6

30th August 2012

_______________________________________________________________________________

South East NRM Board Annual Report 2011-12 Page 2

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

TABLE OF CONTENTS

LETTER OF TRANSMITTAL ............................................................................................. 4 PLANS AND OBJECTIVES .................................................................................................. 5

LINKS BETWEEN THE BOARD AND THE SA STRATEGIC PLAN ....................... 5

LINKS BETWEEN THE BOARD AND THE SEVEN STRATEGIC PRIORITIES

OF GOVERNMENT .......................................................................................................... 6 STATE NATURAL RESOURCES MANAGEMENT PLAN ......................................... 7 LINKS BETWEEN THE BOARD AND THE STATE NRM PLAN ............................. 7

OPERATIONS AND INITIATIVES ..................................................................................... 9

ROLE, LEGISLATION AND STRUCTURE ..................................................................... 46 OBJECT OF THE NATURAL RESOURCES MANAGEMENT ACT........................... 47

FUNCTIONS OF THE SOUTH EAST NATURAL RESOURCES MANAGMENT

BOARD ............................................................................................................................. 47 MEMBERSHIP ................................................................................................................ 48 MEETINGS: GENERAL AND SPECIAL ..................................................................... 49 RELATIONSHIPS WITH OTHER AGENCIES .......................................................... 50 GOVERNANCE ARRANGEMENTS ............................................................................ 50 ORGANISATIONAL STRUCTURE ............................................................................. 50

MANAGEMENT OF HUMAN RESOURCES................................................................... 51 EMPLOYEE NUMBERS, GENDER AND STATUS .................................................... 51 EXECUTIVES .................................................................................................................. 53 LEAVE MANAGEMENT ............................................................................................... 53 WORKFORCE DIVERSITY .......................................................................................... 53 VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS ..................................... 55

PERFORMANCE DEVELOPMENT ................................................................................. 55 LEADERSHIP AND MANAGEMENT DEVELOPMENT............................................... 56 ACCREDITED TRAINING PACKAGES .......................................................................... 56

EMPLOYMENT OPPORTUNITY PROGRAMS ............................................................. 56 OCCUPATIONAL HEALTH, SAFETY AND INJURY MANAGEMENT ..................... 56 FINANCIAL PERFORMANCE .......................................................................................... 58 CONTRACTUAL ARRANGEMENTS .............................................................................. 59 ACCOUNT PAYMENT PERFORMANCE ....................................................................... 59 FRAUD .................................................................................................................................. 59 CONSULTANTS .................................................................................................................. 59 OVERSEAS TRAVEL ......................................................................................................... 60 DISABILITY ACTION PLANS .......................................................................................... 60

ASBESTOS MANAGEMENT IN GOVERNMENT BUILDINGS ................................... 60 FREEDOM OF INFORMATION - INFORMATION STATEMENTS ........................... 61

PUBLICATION OF INFORMATION STATEMENT ................................................. 61 WHISTLEBLOWERS PROTECTION ACT 1993 ............................................................ 62 ENERGY EFFICIENCY ACTION PLAN REPORTS ...................................................... 63 GREENING OF GOVERNMENT OPERATIONS FRAMEWORK ............................... 63 REGIONAL IMPACT ASSESSMENT STATEMENTS ................................................... 64 FREEDOM OF INFORMATION - STATISTICAL REPORTING ................................. 64 RECONCILIATION STATEMENT ................................................................................... 64

ACKNOWLEDGEMENTS .................................................................................................. 65 _______________________________________________________________________________


LETTER OF TRANSMITTAL

Mr Andrew Inglis AM

Chair

Natural Resources Management Council

GPO Box 1047

ADELAIDE

South Australia 5001

Dear Mr Inglis

In accordance with the Natural Resources Management Act 2004, I have pleasure in

presenting the annual report of the South East Natural Resources Management Board for the year ended 30 June 2012.

Mark Braes

Presiding Member


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Sta

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PLANS AND OBJECTIVES

LINKS BETWEEN THE BOARD AND THE SA STRATEGIC PLAN

The revised South Australia’s Strategic Plan contains 100 targets within six key areas:

• Our community

• Our prosperity

• Our environment

• Our health

• Our education

• Our ideas

South Australia’s Strategic Plan 2011 (SASP) sets the strategic direction for South Australia

and sets targets for social, economic and environmental outcomes. In doing so, it sets a

framework for the future activities of South Australian Government agencies and authorities

(which includes the SE NRM Board), as well as for businesses and the entire community.

The SASP sets out six interrelated visions with associated goals and targets for the

measurement of success. The SE NRM Board Regional NRM Plan makes direct contribution to the

following objectives: Our Community, Our Prosperity and Our Environment.

Figure 1 below, illustrates where each Resource Condition Target in the Regional NRM Plan

contributed to achieving the targets in the SA Strategic Plan. A summary of the SE NRM Board

Resource Condition Targets and Management Action Targets is available at

www.senrm.sa.gov.au

Figure 1 Key Targets from South Australia’s Strategic Plan

SE NRM Resource Condition (Long term) Targets*

B1 B2 B3 C1 L1 L2 P1 W1 W2

T24 Volunteering

T28 Aboriginal leadership

T30 Boards and Committees

T31 Chairs of boards and

committees

T32 Client satisfaction

T33 Government planning

decisions

T40 Food industry

T62 Climate change adaptation

T69 Lose no species

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

Sta

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T70 Sustainable land

management

T71 Marine biodiversity

T72 Nature conservation

T75 Sustainable water use

ke Primary Alignment y

Secondary Alignment

*Refer to South East NRM Board Strategic Plan

LINKS BETWEEN THE BOARD AND THE SEVEN STRATEGIC PRIORITIES OF

GOVERNMENT

Figure 1 Key Targets from South Australia’s Strategic Plan

SE NRM Resource Condition (Long term) Targets*

B1 B2 B3 C1 L1 L2 P1 W1 W2

T24 Volunteering

T28 Aboriginal leadership

T30 Boards and Committees

T31 Chairs of boards and

committees

T32 Client satisfaction

T33 Government planning

decisions

T40 Food industry

T62 Climate change adaptation

T69 Lose no species

T70 Sustainable land

management

T71 Marine biodiversity

T72 Nature conservation

T75 Sustainable water use

ke Primary Alignment

y

Secondary Alignment

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Sta

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Pla

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STATE NATURAL RESOURCES MANAGEMENT PLAN

The State NRM Plan identifies a 50-year vision for natural resources management in South Australia. The State NRM Plan contains four goals:

1. Landscape scale management that maintains healthy natural systems and is adaptive

to climate change.

2. Prosperous communities and industries using and managing natural resources within ecologically sustainable limits.

3. Communities, governments and industries with the capability, commitment and

connections to manage natural resources in an integrated way.

4. Integrated management of biological threats to minimise risk to natural systems,

communities and industry.

LINKS BETWEEN THE BOARD AND THE STATE NRM PLAN

The State Natural Resources Management Plan 2006 (State NRM Plan) was prepared by the NRM

Council as a requirement under the Natural Resources Management Act 2004 (NRM Act). It

contains strategic policy at the state level for managing South Australia’s natural resources. The

State NRM Plan provides a broad framework for both regional NRM plans and state agency

activities. While the State NRM Plan has recently been reviewed, a Regional NRM Plan must be

consistent with the State NRM Plan, which for the purposes of reporting on 2011-12, remains the

2006 plan.

The Regional NRM Plan has many critical links to the State NRM Plan. Its goals and guiding

principles reflect a similar intent, and there are alignments between its Resource Condition

Targets (RCTs) and the RCTs of the State NRM Plan. The relationship between RCTs in the

State NRM Plan and the Regional NRM Plan are shown in Table 2. The strong correlation

between the goals of this plan and those described in the State NRM Plan are also below

Table X.

Table 2: Links between SE NRM Plan and State NRM Plan

SE NRM Region

Resource Condition Targets

L1

W1

W2

W3

By 2011, land condition will have

improved compared to 2006

By 2011, all ecosystems dependent on

prescribed water resources have

improved ecological health compared

to 2006

By 2020, all aquatic ecosystems have

improved ecological health compared

to 2006

By 2015, no further net loss of wetland or

estuary extent or condition

compared to 2006

B1 B2 B3 C1 L1 L2 P1 W1 W2

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W4

B1

B2

B3

B4

P1

By 2011, an increase in net water

quality compared to 2006

By 2020, 50% of species and

communities in each of the 2006 risk

categories have moved to a lower risk

category

By 2011, no species and ecological

communities have moved to a higher

risk category from 2006

By 2011, no further net loss of natural

habitat (terrestrial, marine or aquatic)

extent and condition below that of

2006

By 2020, a net increase in ecological

connectivity across all terrestrial,

marine and aquatic ecosystems

compared to the 2006 values

By 2011, the capacity of people in the

community, institutions and regional

organisations to sustainably manage

natural resources will be greater than

in 2006

Primary Alignment

Secondary Alignment

Table X: Links between the State NRM Plan and the South East Regional NRM Plan

Regional NRM

Plan

Goals

Landscape scale

management

that maintains

healthy natural

systems and is

adaptive to

climate change

State NRM Plan

Goals

Prosperous Communities,

communities governments Integrated

and industries and industries management of

using and with the biological

managing capability, threats to

natural commitment and minimise risks to

resources within connections to natural systems,

ecologically manage natural communities

sustainable resources in an and industry

limits integrated way

Goal A: Healthy

landscapes

supporting high value ecological systems

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Goal B: Regional

communities active in NRM

Goal C: Resilient

industries taking

responsibility for

sustainable use

and management

of natural resources

Goal D:

Leadership,

adaptability and

partnerships for

effective NRM

Key Strong contribution

Contribution

OPERATIONS AND INITIATIVES

The SE NRM Board derives income from two major sources, NRM levies (land and water)

and external funds such as the Australian Government’s Caring for our Country program. The

SE NRM Board coordinates a suite of projects across its four strategic goals. During the

reporting period some projects were delivered by the staff of the SE NRM Board; others were

delivered by external parties (e.g. non-government organisations) or other government

agencies. The section below provides an overview of all activity occurring during the

reporting period under the strategic guidance and financial investment of the SE NRM Board. All

activities align with the strategic goals in the Regional NRM Plan adopted by the Minister for

Environment and Conservation on 31 May, 2009.

Underneath each of the strategic goals of the Regional NRM Plan are Management Action

Targets (MATs) which contribute to Resource Condition Targets (Please see Appendix 1

summary table of MATs and RCTs) referenced above. The SE NRM Board has influenced

the design of all its projects to ensure that they contribute across a range of Management

Action Targets.

All activities of the SE NRM Board are supported by a Corporate Services Team providing

relevant and required administration support services.

In 2010 the Minister for Sustainability, Environment and Conservation announced a new initiative to:

• Create a clear identity through a single regional face for environment and natural

resource management services.

• Establish an integrated NRM workforce.

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• Improve delivery through an increased emphasis on collaborating, partnering and

engaging with local communities.

• Improve integration through a shift to landscape approaches linking across both

public and private lands.

The Department of Environment and Natural Resources was then established to help the

government and South Australians find a way to live sustainably and prosperously, without

diminishing or damaging the environment. One of its priorities is to improve the delivery of

environment and natural resources management (NRM) in South Australia. The changes built on

the achievements of the past, sought to retain what has worked well and strengthened existing

relationships. The changes also preserved and placed greater emphasis on the statutory role

for regional Natural Resource Management Boards.

Regional Delivery for both DENR and NRM Boards occurs through an agreed Annual

Implementation Plan and will take place through a single regional delivery structure.

The Annual Implementation Plan will provide clarity, transparency and accountability for the partnership and for broader relationships with community, industry, non-government organisations, local government and other government agencies.

The Regional Integration Plan had seven strategies:

• Strategy 1: Align Regional Boundaries to match the existing statutory Natural Resource Management boundaries.

• Strategy 2: Implement an integrated delivery model for each region.

• Strategy 3: Create a single community face for NRM in each region.

• Strategy 4: Clarify governance and inter-governmental relationships.

• Strategy 5: Integrate Planning, Review and Investment.

• Strategy 6: Streamline business support and corporate services.

Strategy 7: Manage the change process in a consultative way. The

expected benefits from these changes include:

• Greater community understanding and ownership of planning and on-ground delivery

for environment and natural resource management.

• A greater impact when addressing environment and natural resource management

through more coordinated community, industry, individual landowner, local

government and state agency efforts.

• More resources available to on ground activities through efficient and simplified

regional structures of the NRM Boards, DENR and other government agencies (where

possible), which simplify support arrangements and remove duplication of activities.

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• More cohesion in natural resource management: a single public interface will mean that advice and actions taken by NRM Boards or DENR will be much more

coordinated and the involvement of the community, primary producers, landholders,

industry and Local Government better facilitated.

• A more holistic approach to natural resource management issues will be achieved: a

landscape-scale approach (by both NRM Boards and DENR) will lead to a consistently broad view of problems and required solutions.

During the reporting period significant headway was made within each of these strategies in the

South East, including (but not limited to) integration of workforces, establishment of a new

Regional Management Team and associated structural changes, review and establishment of new

internal administrative district boundaries as well as alterations to improve connection to and

engagement with communities. This work will culminate on the 28 August, 2012 with the

Ministerial launch and official opening of the new Natural Resource Centre, South East, a one-stop

shop for the broad range of services offered in the region.

SE NRM Board Vision: Healthy landscapes for better living

As a stepping stone to achieving the 50-year vision, four overarching goals have been

developed to guide involvement, investment and priorities. The goals are based on a 20-year

timeframe and are differentiated from the resource condition targets by their integrated nature. Each

of the goals represents a different aspect of natural resources management including protection

and enhancement, sustainable development, communities and partnerships. It is very clear that in

order to attain the vision for the region no single goal can be considered to be more important than

any other.

SE NRM Board Strategic Goals:

• Goal A: Healthy landscapes supporting high value ecological systems

• Goal B: Regional communities active in natural resources management

• Goal C: Resilient industries taking responsibility for sustainable use and management

of natural resources.

• Goal D: Leadership, adaptability and partnerships for effective natural resources

management.

Overview Table of projects and Strategic Goals achieved

Project Goal A Goal B Goal C Goal D

Feral deer and goat control and

survey project

Building awareness and

understanding for community involvement in animal and

_______________________________________________________________________________


plant control

Integrated pest management implementation for natural resource management

The capture and preservation

of information for reporting,

monitoring and evaluation of

regional APC activities.

The inspection of lands for the

presence and control of

declared pest plants and

animals for the protection of

natural resources.

Implementing the South East

Pest Management Strategy

Priority Habitat Enhancement

Project

South East Deer Advisory

Committee

Working with NRM

Communities’

Box Flat Dingo Control

Coordinating Committee

Supporting Aboriginal

Engagement across the SE

Natural Resources Management region

Youth Creating Habitat

Supporting NRM Community

Groups & Bucks for Bush -

community projects supporting

biodiversity in the South East

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Enhancing Soil Health in the

South East

Communications project

Regional NRM Plan

(Incorporating Regional NRM Plan, Development Planning,

Annual Review and Partnerships for Better NRM)

Caring for our Country

program management,

monitoring and evaluation

Review and amendment of the Lower Limestone Coast Water Allocation Plan

Explanatory Document for the

2010 Tatiara Water Allocation

Plan

Permits - Water Affecting

Activities

South East Surface Water

Project

2012 amendments to the 2010

Tatiara Water Allocation Plan

Tintinara Coonalpyn Water

Allocation Plan

Promoting Best Pastures in the Upper South East Drainage Area.

SE NRM Board individual project details

Project Title:

Feral deer and goat control survey project

Project Deliverer:

_______________________________________________________________________________


SE NRM Board, DENR, EcoKnowledge

Funding Source:

Caring for Our Country

Funding amount: $150,000

SE NRM Board Regional NRM Plan Goal(s) addressed: Goals A and D

Project length:

2 years ending 30 June 2013

This project aims to protect significant areas of high value native vegetation, productive

agricultural land and public safety through the three main activities. These are the

implementation of aerial control programs for localised eradication of feral goats and

management of feral deer, community liaison and engagement to increase landholder

involvement in feral animal control and aerial surveys to monitor effectiveness of the control

programs and estimate feral deer population.

The sites for project activities during the reporting period were Ngarkat, Bunbury, Hanson Scrub, Messent, Coorong, Mt Boothby, Tilley Swamp, Martin Washpool and Gum Lagoon Conservation Parks.

A methodology for aerial population surveys and aerial control of goats and deer has been

developed and refined over previous years and continues to provide information about trends in

deer numbers. The eradication of goats and the control of feral deer is a high priority of the project

and provided a model for landholders to increase their control efforts.

The project has been successful with highlights including a total of 657 feral deer and 26 feral

goats removed across 9 sites (50,000 ha) of national parks/conservation parks and private land

in the Upper South East, an aerial survey indicating a reduction in feral deer numbers from

last year, landholders maintaining a high level of support for this project as evidenced through

their agreement to participate and more than 70 landholders engaged through this project.

A ground survey was also established at the aerial survey site to provide additional data. Initial ground counts were implemented before and after the winter aerial control program and will be repeated periodically over the next 12 months. These surveys provide extra

information such as species, age and gender and also pick up the presence of other pest

species such as foxes which can add value to other projects.

There were also other significant achievements during the project such as a winter control

program being trialed for the first time. This achieved slightly less productive control that the usual

autumn program. Pre and post control aerial surveys were successfully completed in autumn 2012

and EcoKnowledge (the service provider of this survey) delivered their report outlining results for

this year and recommendations for future activities.

_______________________________________________________________________________


A nine day aerial control program was implemented in autumn 2012 and resulted in 443 feral deer

and 14 feral goats being removed. A five day aerial control program was implemented in winter

2012 and resulted in 218 feral deer and 12 feral goats being removed.

Though the project has been successful, there were several challenges. These included

landholders who reported verbally that they had control programs active on their property but

there is limited ability to quantify this effort due to the lack of landholder record keeping.

Some key properties known to harbor feral deer and goats continue to decline to participate in the

project resulting in knowledge gaps in some geographic areas.

Project Title:

Building awareness and understanding for community involvement in animal and plant

control

Project Deliverer: SE NRM Board, Operations Team

Funding Source:

NRM Levy


SE NRM Board Regional NRM Plan Goal(s) addressed: Goal B

Project length:

Ongoing

The project is centred on building community awareness and education for the identification

and control of declared plants and animals. This is achieved through a series of community

information and engagement methods such as brochures, Field days, weed identification

workshops, Bi-annually run information sessions on fox baiting, website, media releases, school based programs and community programs such as Weed Warriors. In addition to these

initiatives, APC officers work with landholders and a range of stakeholders involved in

animal and plant control.

During the past financial year highlights of the project have been 25 public education events

hosted or attended to promote best practice pest management. Topics included; fox control,

winter weed management, application of bio-control agents for weed control, field day displays, rabbit control demonstration days and weed control trial sites.

An annual winter and summer weed circular was successfully distributed to all rural landholders in the region to advise them of their seasonal statutory obligations to control declared pests on their properties and their responsibilities for roadsides.

Other achievements for this project include over 150 weed identifications provided for

community members and media exposure targets were exceeded this year with more than 18

separate articles promoted in local print and radio outlets. A range of publications were also

_______________________________________________________________________________


produced and distributed this year including a management plan for African lovegrass,

seasonal pest circulars and fact-sheets on the feral deer control project.

Despite the success of the project, achieving high levels of community attendance at events is still an ongoing challenge. A range of different methods were trialled this year to increase public participation with catered breakfast meetings proving successful.

The Weed Warriors program was also implemented in 8 schools around the region. This is a very

popular program in local primary schools and the students consistently provide strong positive

feedback. Animal and plant control topics were also introduced to the curriculum through the environmental educator’s network.

Project Title:

The capture and preservation of information for reporting, monitoring and evaluation of regional APC activities.

Project Deliverer:

SE NRM Board, Operations Team

Funding Source: NRM Levy


SE NRM Board Regional NRM Plan Goal(s) addressed:

Goal D

Project length: Ongoing

This project aims to create an effective mapping and record keeping data base considered

essential to maintaining a professional and systematic approach to pest animal and plant

control. An electronic system for data storage has been developed and is hosted by the South East

Resource Information Centre (SERIC). Authorised Officers use Personal Digital Assistants

for collection of data and interrogation of land ownership whilst in the field. These records are

used to monitor and evaluate pest population trends and impact on the community. This

project also includes planning, policy development, risk assessment and reporting.

The project delivered some very positive outcomes. Most notably was the agreement with all South

East Councils to obtain up to date land-ownership data which continues to operate efficiently

and effectively. Once again an annual winter weed mail out was successfully completed and an

agreement to share weed location data with forestry was achieved. Staff exchanged local level

data for district control program purposes and this collaboration has been well supported and

resulted in positive outcomes for the project.

_______________________________________________________________________________


Throughout the year mapping of project activities has been successfully completed and all new

incursions have been mapped out and reported as required. The project team contributed greatly

to the current Weeds of National Significance mapping which is being collated nationally

and the team also submitted an annual broomrape inspection report which was submitted to

PIRSA and Biosecurity SA.

The project did face some challenges over the course of the year such as the potential closure of

SERIC which caused significant upheaval plus system development plans were put on hold in order

to consolidate existing data in case of pending transfer to an alternate agency/system. Compatibility issues between SERIC and DENR IT hampered this activity.

Some IT challenges also presented themselves with most PDAs being quite old now and

starting to malfunction. Suitable replacement hardware has not yet been identified and

requires careful analysis with assistance of technical experts such as SERIC. Financially the

project went over budget this year as more staff time than anticipated was spent on mapping and

reporting activities.

Additional Management Action Target achievements:

Implement an electronic data capture and storage system

• Authorised Offiers continue to use PDAs to capture data in the field and upload

information to SERIC as the storage and analysis function.

• Liaison with SERIC about required upgrades and developments to the system

Ensure accurate and current record keeping and planning

• The feral deer regional policy was reviewed and updated.

• A management plan for African lovegrass was developed

Develop high quality reports, maps and records for use both within and outside the board

• All operational reporting obligations met on time.

• Track count survey methodology implemented at Gum Lagoon CP for feral deer

monitoring

Apply a risk assessment approach to pest management

• Contribution to the state wide weed declaration review process

• Presentation of pest prioritization process to SE NRM Board

Project Title:

The inspection of lands for the presence and control of declared pest plants and animals for the protection of natural resources.

Project Deliverer:

SE NRM Board, Operations Team

Funding Source: Levy

Funding amount:

_______________________________________________________________________________


$1,001,783


Goal D

Project length: Ongoing

This project consisted of the statutory obligations that the SE NRM Board, through their

Authorised Officers, has to administer the animal and plant control provisions of the NRM

Act. The fundamental aspects of this project are maintaining knowledge about the distribution

and management of declared plants and animals through property and roadside inspections

and effective liaison with all landholders. In addition to inspections and landholder liaison the

project included implementing prevention measures, surveillance activities, incursion

response, enforcement measures as appropriate, data collection and reporting, planning and

policy development. Other activities include contributing to other regional and state

biosecurity matters.

Highlights of this project have included implementing the SE Pest Management Strategy

which has been in operation for two years and has resulted in a more strategic approach to animal and plant control through targeted pest control programs and increased community

engagement.

The project has also seen a renewed focus on landholder compliance through standardized regional approaches to landholder liaison and compliance which was implemented by

Authorised officers. Landholders involved in these programs now receive formal written

correspondence to outline their obligations regarding pest control on their properties and set clear expectations about what they are required by the SE NRM Board to do. This

correspondence is followed up with inspections, further reminders/warnings as required and may

end in legal action to ensure the aims of the control program are met.

Another highlight has been the engagement with Northern NRM Group on African lovegrass

control which has resulted in a regional management plan which identified key priorities for

works. The relationships which this project has created or fostered have also seen a good rate of

participation of local government in machinery weed hygiene training.

The project has also delivered some secondary achievements, namely the ongoing cooperation

with Lucerne Australia on golden dodder eradication, distribution of annual summer and

winter pest circulars to all landholders and successful implementation of annual roadside

weed control programs and implementation of standardised property and roadside inspection

procedures.

This project faced many challenges for this financial year. Some were internal and others

external. Externally these were achieving community understanding and acceptance of pest priorities due to the large volume of technical information that underpins the pest risk

assessments and regional pest policies.

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Internally the introduction of a new IT system caused issues for staff. The main program affected is the

PDA mapping system and interface with SERIC. Resolution of this issue is still being worked through.

Due to the good agricultural seasons a significant increase in fox numbers has challenged landholders’

control programs and quality assurance programs in forestry that prevent the use of 1080 are hampering

district level pest animal control programs.

Additional Management Action targets achieved:

Property and roadside inspections completed

This year there has been 1,389 property inspections covering 160,426ha and 14,959km of roadsides inspected.

Undertake random stock sale inspections

Six stock sale inspections were undertaken this year with no declared plants detected.

Undertake compliance activities as required

• A deer fence issue is an ongoing case. Compliance with the protection

orders was not achieved by the landholder and the SE NRM Board is currently seeking

advice on legal action to achieve resolution.

• Administration of permits to allow movement of declared plants for display purposes and contaminated produce.

• Enforcement of the roadside winter weed control program successfully implemented.

• A standardised ‘pre-compliance’ process involving advice notices has been implemented successfully again this year achieving a higher level of compliance from landholders on priority programs.

• Buffer zones were implemented across the region to protect clean properties from

adjoining properties infested with priority weeds.

Respond to new incursions

Authorised officers have responded to numerous new incursions this year, including pests

such as Californian burr, Cane Toads, Golden Dodder, Khaki weed, Feral Pigs and Coolatai grass.

Response activities include pest identification, mapping, landholder liaison, search for extent of

new infestation, reporting to Biosecurity SA if required and development of a management plan with

associated stakeholders.

Project Title:

_______________________________________________________________________________


Implementing the South East Pest Management Strategy

Project Deliverer:

SE NRM Board and Rural Solutions SA

Funding Source: Caring for Our Country



Goal A, B, C

Project length: 2 years to 30 June 2013

This project utilises Australian Government funding to implement key aspects of the South

East Pest Management Strategy that are not currently funded by the South East NRM Levy.

The main areas of activity are community and school education programs and on-ground

control works of Weeds of National Significance (WONS). The project works in conjunction

with the region’s core animal and plant control program and adds significant value to the

existing activities.

The project aims to protect environmental, social and economic assets from the adverse

impacts of invasive species. It also generates community support and investment in invasive

species management, implements a risk management approach to invasive species including

WONS and rabbits, implements a prevention approach through building capacity for early

detection and rapid response, creates and implements knowledge on best practice

management and involves youth in NRM.

Throughout the year there were several key project highlights ranging from educational

awareness to on-ground works. 300 ha of rabbit control undertaken at six priority sites

(Coorong and Islands; Avenue to Blackford; Mt Monster to Mount Boothby; Gum Lagoon

and Tilley Swamp areas; Mundulla, Custon and Teatrick areas; and Cannawigara) to protect

Grey Box Grassy Woodlands, Jumping Jack Wattle, Avenue Cassinia, Monarto Mintbush and

Metallic Sun-Orchid.

A wide range of educational activities were implemented to increase the knowledge of natural

resource management issues and solutions by landholders, industry and community. A pest

Management Demonstration Day held on silverleaf nightshade, rabbit management and

African lovegrass control was attended by 32 landholders and three Weed Hygiene and

decontamination training days were provided to 52 farmers to improve their knowledge of

Biosecurity practices. An additional two workshops were held specifically for Naracoorte-

Lucindale Council, City of Mount Gambier Council and Department of Energy, Transport and

Infrastructure personnel.

Pest management was actively included in school curriculums around the region through the

Weed Warriors program and the Environmental Educators network with seven schools

_______________________________________________________________________________


including classroom theory and activities and field activities in multiple day programs. 14

teachers were engaged in weed education activities held in classrooms or through field trips.

Professional Development training was held for 12 teachers to provide the knowledge and

skills for teachers to be able to deliver pest management sessions to their classes.

In regards to weed control, high priority assets were successfully managed to reduce the

impacts of Weeds of National Significance (WONS). 125ha of priority blackberry sites were

controlled accordingly to the regional management plan and consistent with national targets.

175 ha of bridal creeper outliers were controlled in accordance with the Asparagus Weeds

Best Practice Manual and Regional Management Plan, 150 ha of boneseed containment lines

controlled in accordance with the National Strategic Plan, including 170 kms of containment

lines and 125 ha of Gorse core infestation controlled according to the 25 year MOU for gorse

eradication.

Many secondary achievements occurred during the course of the year which complemented

the major highlights of this project. The Weed Spotters program continued to support forty

three registered members with two newsletters being sent out and eight plants sent in to the

regional coordinator for identification. Five new recruits were also inducted to the Weed

Spotter network.

Landholders were engaged in pest control responsibilities through a range of community

events, activities and promotion including a weed swap day where community members could

remove a weed from their property and swap it for a more suitable plant that would not have

weedy properties. Other activities included shopping centre displays on pest management

topics with live weed samples to view and discuss. These activities were well attended with

more than 40 people attending each and positive feedback received. Several pest managment

days were also held throughout the year which was well attended including the South East

Field Days where 350 interested landholders and community members visited the display.

Successful events were also held at the Keith, Kingston and Penola shows and this year saw a

high volume of media exposure maintained with regular articles published on a wide range of

topical issues, pests and events.

Also, a number of operational guidelines and protocols relating to best practice pest

management were developed in collaboration with NRM Groups and added to the SE Pest

Management Strategy to be implemented by SE NRM Board staff. These included the African

lovegrass management plan and factsheet, property and roadside inspection procedures and SE

NRM Board weed hygiene procedures.

However the project was not without its challenges. Farmers continue to be reluctant to

undertake rabbit control on roadsides due to concerns about impacting on native vegetation

and the Weed Spotters network requires ongoing support to ensure spotters are kept up to date

with weed identification information and are undertaking active surveillance. The Weed

Warriors school program is resource intensive and requires careful planning and negotiation

with schools to achieve participation. On ground works are impacted upon by seasonal

conditions which affect the timing and success of on-ground control activities and influence

the adoption rates by landholders. Planning public events for maximum attendance continues

to be a challenge in a world of competing priorities and time. Different event times and _______________________________________________________________________________


formats were trailed throughout the year with reasonable success which will be reviewed for next

year.

Project Title: Priority Habitat Enhancement Project

Project Deliverer:

DENR

Funding Source: CFOC

Funding amount:

$597,000


Goal A and B

Project length: 2 years (2011/12 - 12/13)

This project takes a landscape approach to managing critical threats to the values of priority

remnant habitats in the South East and has a focus on working cooperatively with private land

managers. To achieve this, the project incorporates a range of activities, including a devolved

grant for landholders, the provision of one-on-one habitat management advice and a range of

community engagement and educational activities. Priority habitats targeted include priority

wetlands on private and public land, habitats associated with the Naracoorte Range World

Heritage Area, large patches of remnant vegetation and areas that provide habitat for

nationally listed species and communities.

Extensive project highlights have occurred throughout the course of the project. One of the

focus areas for the project has been the Naracoorte Range. A range of bush management and

restoration activities have been undertaken. On-ground activities have included surveying

770 ha of remnant native vegetation for Boneseed on 6 private properties surrounding the

Naracoorte Ranges world heritage area. As a result of this Boneseed was removed from 415

ha of bushland on private property. To complement this, a landholder engagement activity

was held at the Blanche cave to inform local landholders about the results of the program.

Other activities in the area include a revegetation trial of cleared land at the Sand Cave site,

which was recently added to the World Heritage Area. Weed control has also been

undertaken across the 35 ha site (in preparation for revegetation activities next year) and a

direct seeding demonstration held to showcase the technique to landholders.

Another highlight has been that restoration works in the Piccaninnie Ponds system have

continued to build on works undertaken by previous projects including 5ha of peripheral

swamp revegetated with Silky Tea Tree, Scented Tea Tree and Cutting sedge species. A

range of weed control activities have also been completed at the site including the control of

environmental weeds such as Bridal Creeper and invasive wattle species. A sub-project to

reintroduce the Nationally Threatened Yarra Pygmy Perch (currently confined to the isolated

_______________________________________________________________________________


Crescent pond) to the restored habitat of the Pick Swamp portion of the site has been started. The

sub-project has captured fish which are successfully breeding at the aquaculture facility at Kingston

School. The fish will be re-introduced into Pick Swamp in 2012/13.

Project staff worked closely with community members to increase understanding of the

values, and active involvement in management of the biodiversity assets of the region. A

range of community events have been competed by project staff including a successful Family

day held at the Naracoorte Caves in September 2011. 450 people attended the day which

showcased the range of natural values associated with the region generally and the Naracoorte

Ranges world heritage area in particular. Project staff also contributed to the biodiversity

component of displays at a range of regional events including the Lucindale Field Days. A

range of talks were held at the library for Environment month (June 2012). Topics included -

Bentwing bats, live local animal displays, Glenelg spiny Cray, and Biodiversity on farms.

Community groups assisted with implementing restoration projects include the Francis

Primary School, Friends of Lower South East Parks and the Mundulla on the Move group. The

project has also supported a range of volunteers groups to undertake works in the region

including the International Student volunteers and Conservation Volunteers Australia.

Project staff provided a significant amount of Bush and Wetland management advice to bush

and wetland managers and to other projects operating in the region focused on delivery and

strategic planning for conservation. This advice is provided in an on-going manner and assists

land managers to better manage the remnant habitats and species on their properties and helps

them to access funding and develop cooperative landscape scale projects with other

landholders and groups. Technical advice may be provided informally (at field days, over the

phone etc) but is also provided as written biodiversity management plans as necessary for

individual properties.

A major component of the project is the provision of funding to private landholders to assist them

in undertaking priority revegetation, restoration and bush and wetland management activities

on their properties and this has been another project highlight. This year devolved funding was

delivered cooperatively with the Bucks for Bush: the next generation program, an initiative of the

SE NRM Board.

Some secondary project achievements have been wetland conservation on private and public land.

This year the project has completed planning for a small regulating structure to restrict the loss of

water at Lake Hawdon South. The project has also identified and fenced high priority wetland

habitat on private land including an example of the recently nationally listed critically endangered

“Seasonal herbaceous wetlands (Freshwater) of the temperate lowland plains”.

The project also established a sub-project with the SE Water Conservation and Drainage

Board and the Friends of Lower South East Parks to restore in-stream habitat for the

endangered Glenelg Spiny Cray in the 8 Mile Creek system - activities including weed

control, re-creation of habitat niches in the drain and monitoring of Cray populations and

genetics. Though it was not an original milestone of the project, it came about because of

project staff involvement in providing advice to the SEWCDB and encouraging the Friends of

Lower South East Parks to become involved. The Friends of Group has subsequently been

successful in attracting funding to undertake revegetation and some community engagement

activities relevant to the species (events, brochures and banners) which will continue to be

_______________________________________________________________________________


useful in promoting the conservation of the species in the region. The existing relationship of

project staff with different groups and agencies operating in the region is a core factor for the

success of opportunities like this which would otherwise not be developed

Activities to restore priority remnant native vegetation patches have also included 200 ha of

woody weed control. Revegetation activities have focused on re-establishing degraded

examples of the endangered Grey Box and Buloke communities with 12 ha of understorey

establishment at grassy woodland sites in the USE completed.

This project faced some challenges throughout the course of the year. The project is

progressing well but technical challenges have presented some difficulties. For example the

Yarra Pygmy Perch harvested form Crescent pond for the breeding program proved initially

difficult to breed, there was some concern that they would not breed at all as they had failed

to respond to the normal range of triggers that other pygmy perch respond to.

Experimentation by the manager of the aquaculture facility involving manipulation of the

light regime fish were kept under eventually resulted in successful breeding.

Project Title:

South East Deer Advisory Committee

Project Deliverer: SE NRM Board, Operations team

Funding Source: SE NRM Levy

Funding amount:

$4,250

SE NRM Board Regional NRM Plan Goal(s) addressed: Goals C and D

Project length:

To 31 May 2014

Feral deer control is a high priority natural resource management issue for the South East

region. In recognition of this, the South East Natural Resources Management Board convenes a

Deer Advisory Committee which provides specific advice to the SE NRM Board on feral deer

control matters. The two key functions of the committee are to provide strategic and

operational advice on deer management issues to the South East Natural Resources

Management Board and to increase awareness of, and action on deer control through

provision of information and engagement with stakeholders.

Membership of the committee is made up of a range of individuals that collectively have

knowledge and experience in deer biology and ecology, wild deer control and management,

farmed deer management (including confinement), agricultural land management, native

vegetation/public land management, NRM Act compliance and enforcement and animal health

issues, welfare and management. The committee operates under its own charter and is guided by the

SE NRM Board’s regional pest policy on feral deer.

_______________________________________________________________________________


This year has seen three main project highlights. The SE Deer Advisory Committee

successfully fulfilled its role as steering committee to the feral deer control and survey project

through provision of community engagement and operational implementation advice.

Secondly, the SE NRM Board this year extended the life of the committee for an additional 2

years until May 2014. This extension is in recognition of the committee’s contribution to the

SE NRM Board’s activities on feral deer management and the continuing projects that will

benefit from the committee’s advice. Lastly the project saw the committee review the regional

feral deer policy and recommended an updated version to the SE NRM Board which was

endorsed without change.

Apart from these three key project highlights, the project also saw other achievements such as the

committee updating its work plan to reflect the status of various projects and changes to the

operating environment and it began preparations to repeat the landholder survey from 2005,

including a review of questions to ensure relevance for 2012.

The committee also met with the SE NRM Board to discuss committee activities and issues relating to a feral deer matter at the SE NRM Board level. Discussion was very productive and well received by both the committee and the board.

The challenges this project faced were generally internal. They have been recognised as the slow

progress of compliance action which dampened the Committee’s enthusiasm and caused frustration,

perceived conflicts of interest of committee members caused tension within the Committee in

relation to meeting discussions and the project went over budget this year as a result of increased

staff time to support committee activities.

Project Title:

Working with NRM Communities

Project Deliverer:

SE NRM Board

Funding Source: SE NRM Levy and CfoC

Funding amount: $295,000 (SE NRM Levy), plus $135,000 (CfoC)

SE NRM Board Regional NRM Plan Goal(s) addressed: Goals A,B,C and D

Project length:

2 years

The ‘Working with NRM Communities’ project facilitated collaboration between the South

East NRM Board and the regional community by providing opportunities and incentives for

_______________________________________________________________________________


our local population to enhance their understanding of, and involvement in, best practice

NRM; for positive, long term on-ground change.

The project worked with landholders to identify high priority NRM issues for on-ground works through integrated farm planning. It offered small incentive payments, technical

services and advice from experts to landholders to assist with on-ground works through its Red

Gum Regeneration project.

NRM Innovation Grants continued to be offered as another strategy to promote sustainable

natural resources management, profitable and productive agricultural land management

practices and the enhanced social wellbeing of regional NRM communities. Two successful

trials, investigating soil water storage, carbon sequestration and groundwater salinity issues, are

currently ongoing.

The project helped to link existing business, governmental agencies and members of the

community in a united approach targeting NRM issues in the region through project officer

membership of a number of NRM-related industry groups and lecturing on regional groundwater issues to local TAFE dairy students.

Additionally, the nrmWEATHER automatic weather station network was maintained and

expanded to provide enhanced weather monitoring across the South East NRM Region.

This project continues to be successful with several project highlights during the reporting period.

Firstly the incorporation of Round 3 of the Red Gum Regeneration project into the Bucks for

Bush - the Next Generation program in order to provide a ‘one stop shop’ for revegetation

grant funding in 2011-12. Following an Expression of Interest period, site visits incorporating

technical advice to support NRM practice change were undertaken to view each project site and

discuss the proposed projects with landholders. The advice was well received by landholders and

was utilised within the development of their formal project applications. The delivery of a third

round of the Red Gum Regeneration project helped to guarantee that our regional NRM

community remained focused on the need for ongoing efforts to ensure the maintenance of viable

populations of this locally iconic tree species.

Value-adding to the regional Automatic Weather Station (AWS) network continued with the

addition of three new stations near Beachport (‘Symon’), Lucindale (‘Joyce’) and Coonalpyn

(‘Lewis’). This expansion brings the total number of AWS’s in the network to 17 and,

together with the seven existing Bureau of Meteorology sites, provides for considerably

enhanced localised weather monitoring across the SE NRM Region.

The NRM Innovation Grants program continued this year, with two high quality applications

being funded within the 2011-12 round. One project aimed to test the salt mitigating effects of

fulvic acid products on crops and pastures, while the other will explore the effects of clay

delving on soil water storage and carbon sequestration. Results of these trials will be made

publically available subsequent to trial completion and the submission of final reports.

Continued strengthening of the cross-border dairy NRM relationship occurred via ongoing

attendance by the project officer at several Dairy NRM Reference Group meetings. Via this

forum, distribution of South West Victorian-derived dairy related NRM information to

_______________________________________________________________________________


members of the South East regional dairy community has been occurred. The project officer

delivered a presentation on our regional AWS network and provided relevant information to

facilitate the development of a funding application by South West Victorian proponents to

establish a similar network on their side of the border. Strategic placement of stations in far

South West Victoria would provide further regional value adding to our existing network.

Lastly, an ongoing relationship with TAFE was strengthened in early 2012 with the project

officer lecturing on regional groundwater and irrigation issues to local TAFE dairy students.

Highlighting aspects of best management irrigation practice to the next generation of

irrigators will assist in ensuring more efficient long term use of our valuable groundwater

resource.

The project also delivered two secondary achievements. These were that a new subsidiary

association was formed - the MacKillop Irrigation Management Group (MIMG).

Subsequently, the project officer was invited to become a member of the MIMG in an

ongoing, non-voting capacity. As a consequence of discussions during the initial MIMG

meetings, the project officer undertook the task of developing a basic, three-session irrigation

training program for MFMG (and any regional irrigators) members. The first session,

‘Understanding your soil, water quality and crop requirements’, attracted 30 attendees and

highlighted the importance of connecting with established local agriculture groups in order to

enhance the degree to which we can deliver best practice NRM information to our regional

NRM communities.

Secondly the Project Officer recently undertook delivery of a number of elements of the

Regional Landcare Facilitator (RLF) role. Valuable community engagement experience was

derived by the project officer through the maintenance and updating of the AgConnect SE

website (and the development of the fortnightly e-news), delivering community presentations

on the Carbon Farming Initiative and undertaking networking opportunities at RLF-related

events.

One of the biggest challenges of the project, and one that wasn’t addressed to the satisfaction of

project staff, was the attempted engagement with regional agribusiness professionals. Increase

engagement with agribusiness professionals, through which we felt our NRM messages

would reach greater numbers of regional landholders, formed one element of the project.

Significant effort was made to try to get a range of local agribusiness professionals in the same room

to discuss various regional NRM issues (from both viewpoints). A perceived lack of commercial

advantage associated with this scenario (in the eyes of these industry entities) contributed

significantly to the lack of success of this initiative.

Project Title: Box Flat Dingo Control Coordinating Committee

Project Deliverer:

SE NRM Board and SA MDB NRM Board through jointly operated Box Flat Dingo Control Coordinating Committee

Funding Source:

_______________________________________________________________________________


Funding is usually sought yearly from the Coorong, Tatiara and Southern Mallee councils (one

third), South Australian Sheep Advisory Group (SASAG) (one third) and the SE NRM Board and

SA MDB NRM Board Levies (one third).

Funding amount:

Funding was not sought this year as the committee had sufficient existing funds. The project

operated this financial year on carry-over funds to the amount of $55,435.

SE NRM Board Regional NRM Plan Goal(s) addressed: Goal C

Project length:

Ongoing

The Box Flat Dingo Control Coordinating Committee has an established and successful history of protecting the local sheep industry from the adverse impacts of dingoes and wild dogs

in the vicinity of what is now the Ngarkat Complex of Parks straddling the SE region’s northern

boundary.

The Committee’s area of jurisdiction is all issues regarding the eradication of dingoes that affect

or may affect primary industries within the area of the District Council of Tatiara, the Southern

Mallee District Council and eastern part of the Coorong District Council and includes all

public and private lands. The aim of the committee is to coordinate activities and advise on the

control of dingoes with a target of eradication.

This project has been successful with several project highlights occurring this reporting

period. These have included an ongoing quarterly baiting campaign in partnership with DENR

staff resulting in minimal attacks on sheep by dogs. The Committee has had input to the review of

the state policy on dingo management and quarterly dingo surveys have been successfully

completed.

Beyond these highlights, other project achievements have occurred. The Committee’s

strategic plan has been under review and a continued collaboration with Victoria on dingo

control programs has occurred. A wild dog which was killed on a road and brought into the

Lameroo office has been sent to the SA Museum and a DNA test is being carried out by a

company in Western Australia to determine the purity of the dog. Results have not yet been

received.

The largest challenge the project faced this reporting period is the possible re-infestation of these

animals from the Eastern edge of the Ngarkat complex of parks. Victoria has a larger number of

dingoes and wild dogs than in South Australia and they do not put a priority on eradicating them,

rather are just committed to controlling them around their park boundaries. This issue will continue

to be the major focus in the future.

Additional Management Action Targets achieved:

2 committee meetings held this year 4 dingo surveys successfully completed

3 baiting programs implemented during the year

_______________________________________________________________________________


Project Title:

Supporting Aboriginal Engagement across the SE Natural Resources Management region

Project Deliverer: SE NRM Board in partnership with the South East Aboriginal Focus Group.

Funding Source:

Caring For Our Country (CFOC) - Regional Allocation.

Funding amount: July 2011- June 2012 $162,000

SE NRM Board Regional NRM Plan Goal(s) addressed: A, B, C and D

Project length:

This is a two year project July 2011 - June 2013

Through this unique project, cultural and spiritual connections that Aboriginal people have with

the land, water and associated natural resources are widely recognised and supported by the SE

NRM Board. This project continues to support and engage Aboriginal people through the South

East Aboriginal Focus Group (SEAFG).

The SEAFG are the engagement conduit between the South East Natural Resources

Management Board and the wider Aboriginal community. They also provide an Aboriginal

engagement portal for wider Government and non-government Aboriginal associated

engagement.

This project delivers cultural education outcomes to school groups and assists Aboriginal

Land Managers with targeted on ground works that protect and enhance 977ha of Aboriginal

managed lands.

The project highlights include SEAFG developing their Three Message Stick Cultural

Governance process. This process creates ownership by providing the opportunity for people

to have input at the planning, doing and reviewing level of projects. The SEAFG have

developed the process into a framework that is being used for external engagement and

planning.

Improvements to the management and enhancement of six Aboriginal managed properties as well

as employing Aboriginal contractors to maintaining fire prevention breaks and access tracks have

occurred during the reporting period. Other highlights include facilitation of oncountry Cultural

Education days with school and university groups, undertaking pest animal and plant control

measures. A two day Aboriginal Heritage workshop delivered in Mount Gambier in partnership

with Department for Premier and Cabinet Aboriginal Heritage branch with 18-20 people attending

over the two days.

_______________________________________________________________________________


Other achievements outside of project highlights have occurred too with the development of a

working partnership with Mount Gambier based Aboriginal organisation, Burrandies. This

partnership is recognised through a Memorandum of understanding (MOU). The partnership

provides the opportunity and commitment to working with the Mount Gambier Aboriginal

community.

Also, SEAFG members participated in a second Yuki (bark canoe) making activity with

Naracootre Primary school at Naracoorte. 450 students attended throughout the day,

unfortunately the Yuki was not successful and split as it was removed from the tree. The remnants of the Yuki have been used to develop a permanent acknowledgement of the traditional owners which will hang in the new Natural Resources Centre, South East.

Project Title:

Youth Creating Habitat

Project Deliverer: DENR

Funding Source:


Funding amount:

$170 000


Project length:

July 2011 - June 2013

The Youth Creating Habitat (YCH) Project involves regional youth from the school-based

community in on-ground work activities at nine sites to create and maintain habitat for

threatened species in the South East landscape.

The project provides diverse and effective education opportunities to facilitate youth involvement in caring for their local habitats and taking action towards preventing further species

loss. Youth share knowledge and skills gained through their involvement with the project at

regional Youth Environment Forums.

The aim of the project is to build the environmental literacy, knowledge and skills of the

region’s youth to foster respect and knowledge of local natural resources.

The project highlights have revolved around the nine sites that YCH focus on. The breeding

of Yarra Pygmy Perch at the Valley Lakes Wildlife Park and Mount Muir Head sites, the

Southern Bell Frog riparian restoration site in Naracoorte and Bool Lagoon, the Glenelg Spiny

Cray restoration at 8 Mile Creek, the Orange Bellied Parrot habitat restoration at Piccannine

Swamp and the Red-Tailed Black Cockatoo habitat restoration at Naracoorte Nature Park and

Sand Cave.

_______________________________________________________________________________


Another highlight has seen over 200 regional youth involved in a variety of activities at the

above sites. These activities have included education sessions, propagation and planting of

aquatic and terrestrial plant species, weed control, GPS, mapping, photo point, water, flora and

fauna monitoring.

Another successful highlight has been the South East Youth Environment Forums. Twenty-

one primary and high schools from across the region have been represented at a series of

forums which support youth voice and action on regional environmental and sustainability

issues. Four students from these forums have further represented the region at Youth

Environment Council (YEC) in Adelaide and an executive committee of 6 students (including

1 Penola Primary rep) from the YEC met with the Environment Minister. Here they shared

information about the fantastic work that the state’s youth are doing to address sustainability

issues and address their concerns.

Project Title:

Supporting NRM Community Groups & Bucks for Bush - community projects supporting biodiversity in the South East

Project Deliverer:

SE NRM Board

Funding Source: Caring for our Country

Funding amount:

$260 000


A, B, D

Project length: 2 years

This project builds on the successful 2009-10 “Bucks for Bush” devolved grants scheme for

farmers and community groups. On-ground projects are supported to increase the area of

native habitat and vegetation managed by the community to reduce threats to biodiversity and

enhance condition, connectivity and resilience of vegetation on public and private land. The

grants are complemented by activities aimed to increase community participation in NRM

with emphasis placed on engaging landholders, NRM groups and youth from the region in on-

ground projects and field days/workshops to improve their knowledge and skills in NRM.

Over the course of the project, many key highlights have occurred. The continuation of the Bucks

for Bush devolved grants was a key milestone for this year with the program over tripling in

size both in participants and hectares of habitat being managed.

When the successful CFOC projects were announced, the Incentive Coordinating Committee

was established to coordinate the delivery of the Bucks for Bush project, the then DENR

managed Priority Habitat incentives and the biodiversity incentives under the Working with

_______________________________________________________________________________


NRM Communities project. Badged as “Bucks for Bush - the next generation”, significant work

went into getting a combined program running to deliver this larger scale grants program

with a revised set of priorities and investment scope.

Following previous Bucks for Bush experience, a new method of simplifying the application

process was implemented with the introduction of an Expression of Interest (EOI) stage and

subsequent site visit, where technical advice was provided to applicants prior to them

submitting a formal application for funds. It was anticipated that by providing this personal

level of technical support and making the process as simple as possible, more farmers would

be encouraged to participate. Thorough promotion of the program through media, networks,

personal contact and the information sessions was made. A webpage on the SENRM website

was developed and received 557 views for the period with 128 people downloading the EOI

form. 3 information sessions were held in Mundulla, Struan and Mt Gambier to promote

participation in Bucks for Bush- the next generation program. 20 participants attended in total

with 18 continuing their participation in the program following the sessions.

A final tally of 73 Expressions of Interest were received. Of those 73 EOI’s, 68 were

individual farmers. Site visits were carried out for all 73 interested parties with the primary aim to

gain technical knowledge of the proposed project, liaise directly with the landholders to discuss

their aims for the site and provide advice on how best to achieve a technically sound, cost

effective project that would meet both the landholders aims and the objectives of the Bucks for

Bush program. Additional support was then provided with the project applications and in

total 60 project applications were received for assessment. Assessments were made against the

specific Bucks for Bush criteria with 49 projects being awarded funds totalling $460,265. Funding

agreements, work plans and additional requirements such as grazing agreements were drawn up

and sent out.

It was deemed that since the full $606,890 had not been allocated, that a small discreet round

would be run in March and April to devolve the remaining funds. Projects that were

approached included people that had a site visit but did not apply due to time constraints of

the funding round and people that had enquired about funding previously that did not apply

for B4BTNG (Bush For Bucks Next Generation) .This more streamlined process was run in March

with assessments to be carried

out in April.

18 new projects were proposed with subsequent site visits and applications being followed up with each proponent. The assessment day was held and extensive follow up with each proponent was made to allow for funds to be allocated to each positively assessed project whilst still meeting the target budget. Additional funds were sourced allowing for an additional 3

projects to receive funds. This brings the total number of projects for the Bucks for Bush - the next generation round to 67 projects receiving $629,890.

On top of this highlight information was provided to farmers through a variety of mediums

and giving farmers and land managers opportunity to gain better awareness of the latest in

NRM.

From the Ground Up newsletter is a land management publication produced for land

managers by this project. It aims to increase people’s awareness of the latest NRM projects

happening in the region and promote upcoming events, grants, workshops and other public

_______________________________________________________________________________


activities. Four editions of From the Ground Up were produced and distributed to over 11,000

stakeholders this year and during this period the newsletter celebrated its 50th

edition.

Six field days/seminars/awareness raising activities were held in 2011-12 financial year to directly engage farmers/land managers in the community. These events ranged from the large

scale community display at the SE Field Days which directly engaged hundreds of people, to

the more targeted biodiversity management workshops aimed at land managers that wished to increased their native vegetation management skills and knowledge. Niche community

members were also targeted with support provided to the Southern NRM Groups “Small

Farms” workshop series.

In addition to managing the Bucks for Bush program, supporting community groups and

schools with project planning and management is a key highlight for this project. Activities

ranged from basic communication through attending meetings and discussing projects to more

formal support with handling applications and providing training and up-skilling opportunities

through the provision of workshops. Regional support was provided to the community with

regard to the State NRM Community Grants including coordinating information workshops

on the application process, supporting applicants with the paperwork and providing regional

comment on proposed projects. This had positive outcomes with 12 projects receiving funds

for on-ground community projects.

Other community based projects and programs were also supported including the

“Biodiversity on Farms” and “Snapshots in time” talks at the Library as part of Environment

Month, the series of Coastal Gardens workshops and establishment of the native gardens

throughout the South East, the Lower South East Youth Environment Forum, Water Week South

East events, the South East Careers Expo at TAFE and supporting the Pt Mac Landcare Group to

host interstate Landcare and Coastcare groups in a weekend tour.

Lastly, the project sought to involve school aged youth in NRM events and hands on learning to

improve their NRM skills, knowledge and to encourage them to share this learning with their

peers. This was achieved through supporting the “Youth Creating Habitat” project via education

sessions at the Youth Forums and also directly supporting on-ground projects with the Naracoorte,

Allendale and Kongorong schools.

Throughout the reporting period, the project has faced numerous challenges, the most notable being internal systems and processes and logistics of organising events.

Project Title: Enhancing Soil Health in the South East

Project Deliverer:

SE NRM Board

Funding Source: Caring for our Country, and SE NRM Board levy funds

Funding amount:

_______________________________________________________________________________


Caring for our Country $165,000.00; SE NRM Board levy $253,000

SE NRM Board Regional NRM Plan Goal:

Goal B and C

Project length: July 2011 to June 2013

The project aims were to directly enhance soil health by increasing the skills and knowledge of

landholders to address soil degradation issues related to erosion, acidification and soil carbon

content. This was achieved through identifying high priority areas in the South East region, and

establishing 6 demonstration farm sites to promote and monitor best practice soil management

techniques. A Market Based Instrument funding program called Soil Tender was also delivered to

address sub-surface soil acidity issues in two focus areas, one around the Naracoorte area and

one south of Kalangadoo.

nrmFARM continued to be promoted through a series of workshops in Mount Gambier and

Naracoorte targeting new and experienced uses of this on-line farm management program.

Project highlights included good linkages with Victorian based soil experts and were able to

showcase new soil health technology (sub soil manuring machine) to landholders in the

region. We continued to develop relationships with regional landholders through the

demonstration farm sites and workshops held. The project is gaining momentum with the

project officer’s gaining a great rapport with those involved and landholder awareness of

managing soils is increasing.

Also the identification and establishing of two new demonstration farm sites along with

implementing a monitoring program at all of the demo farm sites. Another round of the Soil

Tender Program, coordination of 4 nrmFarm workshops and 3 field days on demonstration farm

sites were also highlights.

Apart from the project highlights, other achievements were 5 nrmFarm workshops with 35

landholders in attendance and four field days were held on the four established demo farms sites

and an additional soil health workshop was also delivered with a 76 landholders in total attending

our events.

Soil fact sheets were also produced and made available on the SE NRM Board’s website.

Project Title:

SE NRM Board Communications project

Project Deliverer: SE NRM Board

Funding Source:

SE NRM Levy

Funding amount:

_______________________________________________________________________________



Project length: On going

The purpose of this project is to raise the profile of the board and the work it undertakes with the

broader community and to support the staff with internal and external communication and media

requirements.

Having a strong positive profile and positive media coverage builds trust and relationship

with community, government, industry and stakeholders. Part of the role of the

communications officer is to work with project staff in developing effective communication

plans to enable projects to be well communicated, received and promoted within the

community.

There have been several highlights throughout the year. These have included the updating of

our website to provide a more intuitive user experience with consistent updates and the

removal of obsolete material. Also, major events such as the SE Field Days have been well

promoted and workshops, forums and other events have had numerous positive media

coverage. Project officers have been able to have brochures, flyers and other marketing

material designed and printed and a strong relationship with local media has been formed as

part of this project.

One of the other highlights has been the development of ‘Env-igorate’ which is an e-

newsletter that has been designed and launched and currently has over 350 subscribers. The e-

news is an effective tool to communicate with people interested in NRM and leads people back to the SE NRM Board’s website.

The website received 17,376 visits with 64,219 page views during the reporting period. The SE NRM Board released 69 media releases resulting in 257 media stories through newspaper, radio and TV.

Project Title: Regional NRM Plan

(Incorporating Regional NRM Plan, Development Planning, Annual Review and Partnerships for

Better NRM)


Funding Source:

SE NRM Levy

Funding amount:

$125,000

_______________________________________________________________________________


SE NRM Board Regional NRM Plan Goal(s) addressed: Goals A, B, C & D

Project length: 3 years

The Regional NRM Plan is a strategic document that guides all investment and effort in

natural resources management across the South East region. The plan was adopted by the

Minister for Environment and Conservation in May 2010 and is effective for five years.

Since the adoption of the plan, this project has focused on building partnerships within the

South East community and with new and existing stakeholders to deliver the outcomes in the

plan. The Business Plan component of the Regional NRM Plan is also reviewed annually in

accordance with the NRM Act.

Some positive project highlights occurred during the reporting period. Building partnerships with

community groups through small sponsorship grants was a highlight in 2011-12. A dedicated

sponsorship fund was available for grants of up to $2,000, which allowed the SE NRM Board to

fund a range of community activities and events that contributed to the targets in the Regional

NRM Plan. Examples of these sponsored events include a sustainable architecture lecture, a

plant identification workshop on the SA/Vic border, an environmentally focused Girl Guide camp,

an Aboriginal performance at the opening of a local museum and promotion of environmental jobs

at the local careers expo.

During the review of the Business Plan for the coming financial year, an extensive early

engagement program was undertaken which was another project highlight, this involved

meeting with a range of environmental, industry and community groups as well as Local

Government. This early engagement was in addition to the formal statutory consultation

required when reviewing the Business Plan. It offered stakeholders the opportunity to have

input into the development of a draft Business Plan, as well as reviewing the draft plan before

adoption.

Project Title:

Caring for our Country program management, monitoring and evaluation


Funding Source:

Caring for our Country regional base allocation funding

Funding amount:

$400,000

SE NRM Board Regional NRM Plan Goal(s) addressed: Goal D

Project length:

2 years, July 2011 to June 2013

_______________________________________________________________________________


The objectives of this project are to ensure the efficient and timely delivery of externally funded activities, particularly those funded from the Caring for our Country program, meeting all

the contractual reporting obligations of the external investors and developing information systems to promote project achievements.

The SE NRM Board received about $2.5M of Caring for our Country funding in 2011-12 for a

wide range of activities focusing on both implementing on-ground works, and building the NRM

skills and knowledge of the community.

This project has seen several highlights produced. Firstly the meeting of the contractual

obligations of the funding agreements with the Australian Government in relation to regular

reporting and seeking variations for project delivery (milestones and funding) when

necessary.

Secondly assistance was provided in developing and submitting funding applications for the

competitive round of the 2012-13 Caring for our Country program and the Biodiversity Fund

and enhancements were made to the web based nrmFARM and nrmPROJECT applications.

A secondary achievement that has come about from the project is an alliance with the Science Resource Centre of DEWNR which was established and work has commenced on the establishment of a native vegetation monitoring network in the region.

Project Title: Review and amendment of the Lower Limestone Coast Water Allocation Plan

Project Deliverer:

SE NRM Board

Funding Source: SE NRM Levy

Funding amount:

$91,000 ($35,000 operating)


Goal C

Project length: 9 years (June 2004 - June 2013)

The purpose of this project is to provide a framework to manage the underground water

resource sustainably and to meet legislative requirements in terms of the review and

amendment of water allocation plans. The South East Natural Resources Management Board

(the Board) is preparing the Lower Limestone Coast (LLC) Water Allocation Plan (the WAP). The

WAP is pivotal in providing a clear direction that ensures the long term sustainability of the

region’s water resources, which underpins the region’s people, townships, industries and

environments.

_______________________________________________________________________________


The major highlight of this project was that in recognition of the importance of the WAP, the SE NRM Board convened a Reference Group to provide recommendations to the SE NRM Board

on the development and implications of water policy options. The Reference Group met for a series of seven workshops between May and July 2012.

The Reference Group was established as a formal subcommittee of the SE NRM Board with its

primary role being to provide advice and recommendations regarding policy for inclusion in the

Lower Limestone Coast WAP.

As identified in the Charter for the Reference Group, this advice and recommendations needed to be consistent with the approved Lower Limestone Coast Water Allocation Plan

Policy Principles Paper as endorsed by the Minister for Sustainability, Environment and

Conservation.

The Reference Group was comprised of representatives of various industry sectors in the

South-East.

The following sectors/industries were represented on the Reference Group:

• South East Potato Growers Industry

• South East Viticulture Industry

• South East Dairy Industry

• South East Private Softwood Forest Industry

• South East Private Hardwood Forest Industry

• ForestrySA

• South Australian Farmers Federation

• Conservation Council of South Australia

• Dryland Farming Community (per SA Farmers Federation)

• South East Local Government Association

Another highlight of the project for 2011-12 included the assenting of the Natural Resources

Management (Commercial Forests) Amendment Bill by the Governor.

Another significant achievement was developing a risk assessment process for determining management areas requiring treatment being initiated, which will inform the policy in the LLC WAP.

Project Title:

Explanatory Document for the 2010 Tatiara Water Allocation Plan

Project Deliverer:

SE NRM Board

Funding Source:

Levy


_______________________________________________________________________________


SE NRM Board Regional NRM Plan Goal(s) addressed: Goal C:

Project length: January 2011 - 30 June 2013

The project was based around the finalisation of the Guide to the Development and Contents of the

2010 Tatiara Water Allocation Plan (Guide), following the 2012 amendments to the Plan. During

2012, new legal advice regarding the implications of the Permissible Annual Volumes set under

the Border Groundwaters Agreement for volumetric conversion of existing allocations, was

received by the Department for Water. Based on this advice, DFW and SE NRM Board staff

worked towards determining new Target Management Limits (TMLs) for the management areas

located within the Designated Area (Border Zone). This advice and the new TMLs needed to be

incorporated into the draft Guide.

The highlight of this project was that DFW and SE NRM Board staff reached an agreement

regarding amendments required to the 2010 Tatiara WAP. The reasons behind these changes and

the new limits to allocation have been incorporated in the Guide.

SE NRM Board staff have also identified the need for further amendments, in order to ensure temporary components of allocations are retained in the Border Zone. As a result, further amendments to the Guide may be required.

Project Title: Permits - Water Affecting Activities

Project Deliverer:

SE NRM Board

Funding Source: SE NRM Levy, plus permit application fees ($47.75 per application)

Funding amount:

$19,900 (operating budget)


Goal C

Project length: This project commenced in September 2011 and is ongoing.

This project was a new initiative for the SE NRM Board in 2011-2012 to implement actions to enable active permit policy provisions of the NRM Plan to be implemented through the issue of permits for water affecting activities relating to dams and watercourses.

The highlights of this new project included developing the SE NRM Board’s administrative

systems for lodging, assessment and administration of water affecting activity permits.

Considerable assistance was provided by relevant staff in other NRM Board’s around the

_______________________________________________________________________________


state. Permit application forms and information materials on how to apply for a water

affecting activity permit were prepared and made available on the SE NRM Board’s website. Two

permit applications to remove and replace three culverts on Mill Road, Kybybolite, were assessed

and approved, with technical advice provided by the South Eastern Water Conservation and

Drainage Board.

A small contract was also let to update the SA Murray Darling Basin NRM Board’s water

affecting activities database, to enable use in the South East. The best practice operating

procedure the SE NRM Board has in place with SA Water has operated effectively throughout the

year. This risk based approach has enabled SA Water to discharge water for pump testing and

maintenance within the region in line with its work schedule whilst ensuring it meets the

requirements of the NRM Plan.

Other achievements included participation in a field trip and meeting of the Statewide Water

Affecting Activities Working Group; involvement with this group has provided significant

professional support and advice during the development phase of setting up the SE NRM

Board’s administrative systems for water affecting activity permits. This has prevented

duplication and has streamlined the approach to the administrative arrangements for assessing and

implementing the Permit process.

This project had several challenges throughout the reporting period. Firstly the lack of

technical information relating to surface water flow in watercourses such as the Naracoorte

Creek, compromised the ability for the SE NRM Board to take a whole of catchment

approach to assessment and to respond to permit applications to upgrade structures such as

culverts. .

Also the age of aerial photography has hindered the baseline assessment of water course

structures within the water courses of the region. It is anticipated further progress on this issue

will be enabled when a scheduled update of aerial photography is undertaken during

2012/2013.

Project Title:

South East Surface Water Project

Project Deliverer:

SE NRM Board

Funding Source: Levy funded

Funding amount:

$166,100 ($ 62,103 of this budget operating)


Goal D

Project length:

_______________________________________________________________________________


The project is an ongoing project funded in the 2011/2012 financial year

This project was initiated to take the first steps to ensure the knowledge from the range of surface water technical work, planning and on- ground works that have been undertaken to

date are brought together to set direction for the management of the surface waters of the SE

NRM Region.

A range of risks to the surface waters of the region have been identified through projects such as

the National Water Initiative funded Regional Flow Management Strategy, the preparation of

groundwater allocation plans, the process of defining water affecting activity policy during the

preparation of the Regional NRM Plan, the adaptive management strategy for the USE

Program and the preparation of a Drainage Management Strategy for the upper South East by the

Department for Water.

This surface water management project has focused on bringing together the existing

knowledge and relevant stakeholders required to progress the management and protection of

surface waters and related groundwaters of the SE.

This project has used a case studies approach to assist building understanding about the

operational requirements, threatening processes and potential approaches for the integrated

management of surface water, wetlands, groundwater and drainage across the region. This

information will provide key input to strategic planning related to surface waters in the

Region. It is anticipated that this project will provide valuable information to support the SE

NRM Board in the preparation of a South East Drainage and Wetland Management strategy

which may be a future requirement of the NRM Board on the ascent of the SE Drainage

System Operation Management Bill.

There have been several major highlights of the project such as the analysis of case study

areas including the Marcollate Didicoolum area, the area from the Mosquito Creek across

drain M to the coast (including the southern bakers range water course) and the 8 mile creek

area.

The project has also enabled the participation of the SE NRM region in the connecting the

catchments forum. This forum is designed to assist water management agencies in SA and

Victoria, the SE NRM Board and Catchment Management Authorities in Victoria and South

Australia to share information and issues with a focus on surface water and broader natural

resource management initiatives.

Another highlight has been the project supporting the regional wetland working group, a

group comprising wetland technical experts from a range of agencies and industries to share

information and analysis of wetland management approaches and assessment methodologies.

Other key highlights have included the formation and input of SE Surface Water Working

group , which provides important linkages between some of the key technical and policy

experts within and external to the SE NRM region.

_______________________________________________________________________________


The project, which also has a focus on filling information gaps has also enabled the cost effective delivery of a LIDAR run of the 8 mile creek area, the landsurface information

generated by this project will act as an important piece of baseline information for the future monitoring of the site into the future.

A key challenge for the project has been the range and variability of resource condition

information and the absence of ongoing ecological monitoring for many sites within the case

study areas, on which condition assessments could be based in the future. Recognizing this, the

project methodology and case studies have sought to define approaches to assessment that address

information variability.

Project Title:

2012 amendments to the 2010 Tatiara Water Allocation Plan

Project Deliverer:

SE NRM Board

Funding Source:

Levy

Funding amount

part salary for Water Planning Officer


Goal C

Project length: ongoing

The project is based on new legal advice regarding the implications of the Permissible Annual

Volumes set under the Border Groundwaters Agreement for volumetric conversion of existing

allocations, was received by the Department for Water. Based on this advice, DFW and SE

NRM Board staff worked towards determining new Target Management Limits for the

management areas located within the Designated Area (Border Zone).

One of the key highlights of this project was DFW and SE NRM Board staff reaching an

agreement regarding new Target Management Limits for the management areas located

within the Designated Area (Border Zone). The proposed amendments were sent to the

Minister for Sustainability and Environment Conservation, who, in turn, consulted with the SE

NRM Board before finalising the changes (as required by the NRM Act. )

Another achievement which came from the project has been that Board staff identified the

need for further amendments, in order to ensure temporary components of allocations are

retained in the Border Zone. As a result, staffs are continuing to work towards further

amendments of the WAP, to be finalised prior to 30 June 2013.

_______________________________________________________________________________


The biggest challenge this project faces is in regards to timelines. Further amendments to the

Tatiara WAP are required prior to 30 June 2013.

Project Title: Tintinara Coonalpyn Water Allocation Plan


Funding Source:

Levy

Funding amount: $38,000 ($10,000 operating)


Goal C

Project length:

Ongoing until amended WAP finalised

The purpose of this project is to provide a framework to manage the underground water

resource sustainably and to meet legislative requirements in terms of the review and

amendment of water allocation plans.

The sole highlight of this project was the adoption of the WAP on the 23 April 2012.

Challenges faced by this project included the turnaround time of the submitted WAP. The

consulted upon Draft Water Allocation Plan was submitted to the Ministers Office for

approval in August 2011, and was not approved until April 2012.

Project Title:

Promoting Best Pastures in the Upper South East Drainage Area.

Project Deliverer: South Australian Research & Development Institute.

Funding Source:


Funding amount: $100,000.00


Goal C

_______________________________________________________________________________


Project length:

1st July 2011 - 30

th June 2013

This project seeks to capitalise on the significant Federal, State and landholder financial

investment made to construct the Upper South East Drainage Scheme by obtaining a better

understanding of its impacts and the long-term performance of drained pastures, particularly

perennial species. Specifically, the project will identify the most productive and best-adapted

pasture species for four post-drainage environments and convey this information to the

farming community through the development of a set of pasture species guidelines. In short, this

project will assist producers to better manage the land under the influence of the drainage scheme

and so realise the improvement in agricultural productivity and sustainability of these areas

provided by the drainage scheme.

Project highlights have included the well attended on-site field days held in the Mt Charles and

Taratap districts during October 2011. The feedback from attendees at these events was excellent

with most wishing to receive more frequent project information via email.

The information being obtained through on-going pasture data collection is providing

invaluable insights into the long-term performance of pasture species in the post-drainage

landscape. In addition, collection and collation of soils data has enabled an understanding of

changes in soil condition over the lifetime of the project. This information is enabling

producers to make more informed decisions on pasture management.

Significant media coverage, both at the local and State level, has ensured that public exposure to

the project and its outcomes remains at a high level.

Apart from the project highlights, other achievements occurred. These have been an email

database group of over 50 people being established to allow more frequent dissemination of

project information to interested parties. This occurred as a direct result of producer feedback

gained at the project field days in October 2011. Project data is now emailed to this group on

a quarterly basis.

New linkages with existing producer groups have also increased producer exposure to the project. These groups include the Lochaber Agricultural Bureau and the Mid South-East Irrigators Association.

The major challenge confronting the project has been identifying and implementing the best

means of disseminating project information to the farming community as ensuring project

outcomes are communicated effectively is critical to the success of the project.

Another project challenge has involved managing weeds in multi-species experiments where

herbicide control options are very limited. Despite the difficulties, this issue has now been

satisfactorily resolved.

_______________________________________________________________________________


Project Title: Regional Landcare Facilitator

Project Deliverer:

SE NRM Board

Funding Source:


Funding amount:

Caring for our Country $149; 464

SE NRM Board Regional NRM Plan Goal:

Goal B and C

Project length: July 2010 to June 2013

This project aims to establish adaptable, self reliant and appropriately informed networks of

community landcare and production groups. Working with landholders, community and industry

groups the role of the RLF is to provide access to information through workshops, information

sessions, web, print media etc on issues relevant to sustainable agricultural production.

Communication with groups to reduce duplication and overlap of events is also an important

outcome as is the provision of information on funding opportunities for sustainable agricultural

activities. The RLF also has a role in providing information related to Carbon Farming in the

region.

The project has seen several highlights with the RLF increasing networks and being approached to provide assistance with a number of events. Having a project that can be responsive to current issues

and provide landholders information on topics that are relevant to seasonal conditions e.g. (snails,

supplementary feeding etc) has been beneficial.

The challenge for this project has been the projects popularity. An RLF staff member working

part time with support from another staff member has limited outcomes to some extent.

However, a recruitment process will be undertaken to appoint a person until the end of the

current contract (June 30th 2013) at 0.4FTE. This will provide continuity and the capacity to

increase outcomes.

ROLE, LEGISLATION AND STRUCTURE

The South East Natural Resources Management Board was established on 9 December 2004

under the auspices of the Natural Resources Management Act 2004 (NRM Act). This report for

the 2011-12 financial year fulfils the requirements of Section 38 of the NRM Act.

OBJECT OF THE NATURAL RESOURCES MANAGEMENT ACT

The objects of the NRM Act include to assist 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.

FUNCTIONS OF THE SOUTH EAST NATURAL RESOURCES MANAGMENT

BOARD

Section 29 of the NRM Act describes the functions of the South East Natural Resources

Management Board.

(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 the NRM Council, 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

(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

Section 25 of the NRM Act provides for the appointment of the South East Natural Resources

Management Board.

_______________________________________________________________________________


The Board comprises 9 members, appointed by the Governor on the recommendation of 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 for the appointment of

members:

The membership of the Board during 2011-12 was:

Members

• Mark Braes - Presiding Member

• Anna Hooper

• Gordon Stopp

• Judy Zacker, appointed 1 December 2011

• Michael Bleby, appointed 4 August 2011

• Nick Hunt

• Tim Hartman, resigned 14 November 2011

• Wendy Beumer

• Yvonne Correll, appointed 4 August 2011

Government representatives authorised to attend meetings

• Don Plowman, PIRSA

• Peta Crewe (proxy for Don Plowman)

• Andrew Johnson, DfW

• Drew Laslett (proxy for Andrew Johnson) till 25 April 2012

• Nick McIntyre (proxy for Andrew Johnson), appointed 25 April 2012

• Jim Maher, SELGA Representative - resigned 11 October 2011

• Helen Macdonald, SELGA Representative, replaced Jim Maher 15 March 2012

MEETINGS: GENERAL AND SPECIAL

A total of 11 general Board meetings were held during the 2011-12 financial year. A

total of 1 special Board meetings were held during the 2011-12 financial year.

Attendance by appointed members at meetings:

Member Meetings Comments

attended

Mark Braes 10

Gordon Stopp 11

Wendy Beumer 8

Tim Hartman 1 Resigned 14 November 2011

Anna Hooper 12

Nick Hunt 11

Yvonne Correll 12

Michael Bleby 10

Reason for non

attendance

Apology (2)

Apology (1)

Apology (1) & leave of

absence (3 meetings)

Apology (1), absence (2)

Apology (1)

Apology (2)

_______________________________________________________________________________


Judy Zacker 6

Don Plowman 4

Peta Crewe 6

Andrew Johnson 5

Drew Laslett 1

Nick McIntyre 2

Jim Maher 2 Resigned 11 October 2011

Helen Macdonald 4 Appointed 15 March 2012

Apology (1)

Apology (8)

Proxy for Don Plowman

Apology (7)

Proxy for Andrew

Johnson

Proxy for Andrew

Johnson

Apology (1), Resignation

RELATIONSHIPS WITH OTHER AGENCIES

The SE NRM Board continued to work with other agencies during this reporting period. Most

notably was the integration of the staff of the SE NRM Board into the newly created

Department of Environment and Natural Resources. The SE NRM Board also worked at

times with Department for Water (DfW), Local Government generally, South Australian

Farmers Federation (SAFF), South East Local Government Association (SELGA), Forestry

SA and a wide variety of NGO’s, schools, community groups, industry groups and indigenous

groups.

GOVERNANCE ARRANGEMENTS

Several policies were reviewed and endorsed by the SE NRM Board during 2011-12

including: Procurement, purchase of goods and services, grants administration, risk

management Framework and Matters reserved for the Board.

ORGANISATIONAL STRUCTURE

_______________________________________________________________________________


MANAGEMENT OF HUMAN RESOURCES

EMPLOYEE NUMBERS, GENDER AND STATUS

Total Number of Employees

Persons 41

FTEs 37.2 (FTEs shown to 1 decimal place)

Gender % Persons % FTEs

Male 51.22 51.88

Female 48.78 48.12

Number of Persons During the 11-12 Financial Year

Separated from the agency 5

Recruited to the agency 4

Number of Persons at 30 June 2012

On Leave without Pay 0

NUMBER OF EMPLOYEES BY SALARY BRACKET

Salary Bracket Male Female Total

$0 - $51,599 7 3 10

$51,600 - $65,699 10 6 16

$65,700 - $84,099 4 11 15

$84,100 - $106,199 0 0 0

$106,200+ 0 0 0

TOTAL 21 20 41

AMOUNT OF SUPERANNUATION CONTRIBUTIONS BY THE BOARD

Number of employees Contribution ($)

41 194,000

_______________________________________________________________________________


STATUS OF EMPLOYEES IN CURRENT POSITION

FTEs Ongoing

Male 14

Female 10.3

TOTAL 24.3

PERSONS Ongoing

Male 14

Female 12

TOTAL 26

Short-Term Long-Term

Contract Contract

1 1.7

1 6.6

2 8.4

Short-Term Long-Term

Contract Contract

1 2

1 7

2 9

Other Total (Casual) 2.5 19.3

17.9

2.5 37.2

Other Total (Casual) 4 21

0 20

4 41

EXECUTIVES

EXECUTIVES BY GENDER, CLASSIFICATION AND STATUS

Ongoing

Term Term

Tenured Untenured

Other (Casua Total

Classifi Male Female Male Female Male Female Male Female Male % Female % Total

ation

0 0 0 0 1 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0 0 0 0 0 0 0

LEAVE MANAGEMENT

AVERAGE DAYS LEAVE PER FULL TIME EQUIVALENT EMPLOYEE

Leave Type

2008-09 2009-10

2010-11 2011-12

Sick Leave 3.33 4.35 6.71 5.137

Family Carer’s Leave 0.2 0.99 0.92 .258

Miscellaneous Special

Leave

0 0 0 0

WORKFORCE DIVERSITY

ABORIGINAL AND/OR TORRES STRAIT ISLANDER EMPLOYEES

Salary Aboriginal Total % Target*

_______________________________________________________________________________


Bracket Employees Employees Aboriginal

Employees

$0 - $51,599 0 0 0 2%

$51,600 - 0 0 0 2% $65,699

$65,700 - 0 0 0 2% $84,099

$84,100 - 0 0 0 2% $106,199

$106,200+ 0 0 0 2%

* Target from SASP

NUMBER OF EMPLOYEES BY AGE BRACKET BY GENDER

2010

Age Bracket Male Female Total % of Total Workforce

Benchmark*

15-19 6.4%

20-24 2 2 4.88 10.4%

25-29 1 2 3 7.32 11.0%

30-34 1 3 4 9.76 10.1%

35-39 5 5 10 24.39 10.3%

40-44 4 4 8 19.51 11.0%

45-49 2 3 5 12.2 11.5%

50-54 3 0 3 7.32 11.4%

55-59 3 1 4 9.76 9.4%

60-64 2 2 4.88 5.5%

65+ 0 3.0%

TOTAL 21 20 41 100 100.0

*Source: Australian Bureau of Statistics Australian Demographic Statistics, 6291.0.55.001

Labour Force Status (ST LM8) by sex, age, state, marital status - employed - total from Feb78

Supertable, South Australia at May 2011.

CULTURAL AND LINGUISTIC DIVERSITY

Male Female Total % Agency SA Community*

Number of employees born

overseas 1 4 5 12.2 20.3%

Number of employees who

speak language(s) other than 3 3 7.32 16.6%

English at home

_______________________________________________________________________________


* Benchmarks from ABS Publication Basic Community Profile (SA) Cat No. 2001.0, 2006

census.

TOTAL NUMBER OF EMPLOYEES WITH DISABILITIES (ACCORDING TO

COMMONWEALTH DDA DEFINITION)

Male Female Total % of Agency

0 0 0 0

TYPES OF DISABILIY (WHERE SPECIFIED)

Disability Male Female Total % of Agency

Disability

requiring 0 workplace

adaptation

0 0 0

Physical 0 0 0 0

Intellectual 0 0 0 0

Sensory 0 0 0 0

Psychological/ 0

Psychiatric 0

0 0

VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS

VOLUNTARY FLEXIBLE WORKING ARRANGEMENTS BY GENDER

Male Female Total

Purchased Leave 0 0 0

Flexitime 17 20 37

Compressed Weeks 0 0 0

Part-time 5 5 10

Job Share 0 0 0

Working from Home 0 0 0

PERFORMANCE DEVELOPMENT

DOCUMENTED REVIEW OF INDIVIDUAL PERFORMANCE MANAGEMENT

Employees with … % Total Workforce

A review within the past 12 months 82.93

A review older than 12 months 2.44

_______________________________________________________________________________


No review 14.63

The 14.63% of staff without a performance review is made up of the Board's

casual spray operators who are not required to undergo a performance review

LEADERSHIP AND MANAGEMENT DEVELOPMEN

LEADERSHIP AND MANAGEMENT TRAINING EXPENDITURE

Training and Development Total Cost

% of Total Salary

Expenditure

Total training and development

expenditure

Total leadership and management development expenditure

$42564.12 1.46%

$2445.00 .001%

ACCREDITED TRAINING PACKAGES

ACCREDITED TRAINING PACKAGES BY CLASSIFICATION

Classification Number of Accredited

Training Packages

ASO1 1

ASO3 1

ASO6 1

GSE3 2

OPS3 2

OPS5 1

EMPLOYMENT OPPORTUNITY PROGRAMS

The SE NRM Board did not manage or participate in Employment Opportunity Programs

during the reporting period.

OCCUPATIONAL HEALTH, SAFETY AND INJURY MANAGEMENT

TABLE 1 OHS NOTICES AND CORRECTIVE ACTION TAKEN

Number of notifiable occurrences pursuant to OHS&W Regulations Part 7 0

Division 6

Number of notifiable injuries pursuant to OHS&W Regulations Part 7 0

Division 6

Number of notices served pursuant to OHS&W Act s35, s39 and s40 0

(default, improvement and prohibition notices)

_______________________________________________________________________________


TABLE 2: AGENCY GROSS WORKERS COMPENSATION EXPENDITURE FOR 2011-12 COMPARED WITH 2010-11

% EXPENDITURE 2011-12 2010-11 Variation Change

($m) + (-) + (-)

($m) ($m)

Income Maintenance 0 0

Lump Sum Settlements

Redemptions - Sect.42 0 0

Lump Sum Settlements

Permanent Disability - Sect. 43 0 0

Medical/Hospital Costs combined 0 $228.00 -$228.00 -100%

Other

Total Claims Expenditure

TABLE 3 MEETING SAFETY PERFORMANCE TARGETS

Base: Performance: 12 months to

2009-10 end of

June 2012*

Final

Target

Number Actual Notional Variatio Number

s or % Quarterl n s or %

y Target

**

1. Workplace Fatalities 0 0 0 0 0

2. New Workplace Injury 0 1 0 1 0

Claims

3. New Workplace Injury 0 0 0 0 0

Claims Frequency Rate

4. Lost Time Injury Frequency 0 0 0 0 0

Rate ***

5. New Psychological Injury 0 0 0 0 0

Claims

6. Rehabilitation and Return to 0 80%

Work:

6a. Early Assessment within 2 n/a n/a n/a 80% or

days more

6b. Early Intervention within 5 n/a n/a n/a 80% or

days more

_______________________________________________________________________________


6c. RTW within 5 business n/a n/a n/a 75% or

days more

7. Claim Determination:

7a. Claims determined in 10 100% 75% 25% 75% or

business days more

7b. Claims still to be 0 3% 3% or

determined after 3 months less

8. Income Maintenance n/a n/a n/a

Payments for Recent Injuries:

2010-11 Injuries (at 24 months $0 $0 $0 Below

development) previous

2 years

average

2011-12 Injuries (at 12 months $0 $0 $0 Below

development) previous

2 years

average

* Except for Target 8, which is YTD. For Targets 5, 6c, 7a and 7b, performance is

measured up to the previous quarter to allow reporting lag.

** Based on cumulative reduction from base at a constant quarterly figure.

***Lost Time Injury Frequency Rate Injury frequency rate for new lost-time

injury/disease for each one million hours worked. This frequency rate is calculated for

benchmarking and is used by the WorkCover Corporation.

Formula for Lost Time Injury frequency rate (new claims):

Number of new cases of lost-time injury/disease for year x 1,000,000

Number of hours worked in the year

FINANCIAL PERFORMANCE

_______________________________________________________________________________


Certification of the Financial Statements

We certify that:

• Financial statements of the South East Natural Resources Management

Board:

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

- comply with relevant Treasurer's instructions; and

- comply with relevant accounting standards; and

- present a true and fair view of the financial position of the SE NRM Board

at the end of the financial year and the result of its operations and cash flows for the financial year.

• Internal controls employed by the South East Natural Resources Management

Board over its financial reporting and its preparation of the financial statements

have been effective throughout the financial year.

Tim Collins Joy Cunneen

Regional Manager Senior Finance Officer

Mark Braes

Presiding Member

Date

DRAFT


Statement of Comprehensive Income For the year ended 30 June 2012

2012 2011

Note $’000 $’000

EXPENSES

Supplies and services 5 2,630 2,592

Grants and subsidies 6 1,341 1,449

Staff benefits 7 2,853 3,039

Other expenses (26) 32

Depreciation 8 102 114

Total Expenses 6,900 7,226

INCOME

Regional NRM and water levies 10 3,654 3,522

Grants received 11 3,079 3,170

Interest received 12 173 184

Other income 13 524 648

Net gain from the disposal of non current assets 14 6 29

Total Income 7,436 7,553

NET RESULT 536 327

Total Comprehensive Result 536 327

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

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

1

DRAFT


Statement of Financial Position As at 30 June 2012

2012 2011

Note $’000 $’000

CURRENT ASSETS:

Cash and cash equivalents 15 4,277 3,988

Receivables 16 730 587

Inventories 30 35

Total Current Assets 5,037 4,610

NON-CURRENT ASSETS:

Property, plant and equipment 17 410 408

Prepayments 90 100

Total Non-Current Assets 500 508

Total Assets 5,537 5,118

CURRENT LIABILITIES:

Payables 19 298 451

Staff benefits 21 225 338

Provisions 20 2 8

Total Current Liabilities 525 797

NON-CURRENT LIABILITIES:

Payables 19 52 35

Staff benefits 21 559 401

Provisions 20 6 26

Total Non-Current Liabilities 617 462

Total Liabilities 1,142 1,259

NET ASSETS 4,395 3,859

EQUITY:

Retained earnings 4,395 3,859

TOTAL EQUITY 4,395 3,859

The total equity is attributable to the SA Government as owner.

Unrecognised contractual commitments 22

Contingent assets and liabilities 23


2

DRAFT


Statement of Changes in Equity For the year ended 30 June 2012

Retained Retained

Earnings Earnings

$’000 $’000

Balance at 1 July 2010 3,532 3,532

Net result for 2010-11 327 327

Total comprehensive result for 2010-11 327 327

Balance at 30 June 2011 3,859 3,859

Balance 1 July 2011 3,859 3,859

Net result for 2011-12 536 536

Total comprehensive result for 2011-12 536 536

Balance at 30 June 2012 4,395 4,395

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


3

DRAFT


Statement of Cash Flows For the year ended 30 June 2012

2012 2011

$’000 $’000

CASH FLOWS FROM OPERATING ACTIVITIES: Note

Supplies and services (2,996) (2,900)

Grants and subsidies (1,465) (1,594)

Staff benefits (2,838) (2,991)

Other expenses - (34)

GST paid to ATO (351) (367)

Cash used in operations (7,650) (7,886)

Regional NRM and water levies 3,477 3,496

Grants received 3,386 3,476

Interest received 173 182

Other income 631 716

GST recovered from the ATO 370 399

Cash generated from operations 8,037 8,269

Net cash provided by operating activities 26 387 383

CASH FLOWS FROM INVESTING ACTIVITIES:

Purchase of property, plant and equipment (109) (61)

Cash used in investing activities (109) (61)

Proceeds from the sale of property, plant and equipment 11 29

Cash generated from investing activities 11 29

Net cash used in investing activities (98) (32)

Net increase in cash and cash equivalents 289 351

Cash and cash equivalents at the beginning of the period 3,988 3,637

Cash and cash equivalents at the end of the period 15 4,277 3,988


4

DRAFT


Disaggregated Disclosures - Expenses and Income For the Year ended 30 June 2012

Industries Industries Integrated Integrated Strategic Strategic

Healthy and Healthy and Informed and Informed and Operating within Operating within Management at Management at Direction, Direction,

Productive Productive Engaged Engaged Best NRM Best NRM a Landscape a Landscape Leadership and Leadership and

THEME Natural Systems Natural Systems Communities Communities Practice Practice Innovation Innovation Scale Scale Partnerships Partnerships Total Total

2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 2012 2011

$000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's

EXPENSES

Supplies and services 195 121 204 210 364 363 416 467 998 829 453 602 2630 2592

Grants and subsidies 598 299 262 177 390 146 22 72 1 0 68 755 1341 1449

Staff benefits 306 304 266 284 333 369 52 57 1392 1315 504 710 2853 3039

Other expenses (3) 1 (3) - (2) 3 - - (15) 3 (3) 25 (26) 32

Depreciation 1 1 - 1 15 13 - - 85 96 1 3 102 114

Total Expenses 1097 726 729 672 1100 894 490 596 2461 2243 1023 2095 6900 7226

INCOME

Regional NRM and water levies 511 429 372 366 610 602 180 121 1516 1480 465 524 3654 3522

Grants received 790 300 433 237 552 334 400 552 339 373 565 1374 3079 3170

Interest Received 18 19 17 16 16 24 1 4 98 90 23 31 173 184

Other income 12 20 12 16 9 18 1 4 469 547 21 43 524 648

Net gain on the disposal of non-

current assets (1) - (1) - - - - 8 29 - 6 29

Total Income 1330 768 833 635 1187 978 582 681 2430 2519 1074 1972 7436 7553

Net result 233 42 104 -37 87 84 92 85 -31 276 51 -123 536 327

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

5


Note Index

Note Number Description

5 Supplies and Services

6 Grants and subsidies paid

7 Staff Benefits

8 Depreciation

9 Auditors' Remuneration

10 Regional NRM and Water Levies

11 Grants Received

12 Interest Received

13 Other Income

14 Net gain from disposal of non current assets

15 Cash and Cash Equivalents

16 Receivables

17 Property, Plant and Equipment

18 Property, Plant and Equipment Movement Schedule

19 Payables

20 Provisions

21 Staff Benefits

22 Unrecognised contractual commitments

23 Contingent assets and liabilities

24 Financial Instruments

25 Board and Committee members remuneration

26 Cash flow reconciliation

27 Funds held on behalf of Mid South East Irrigators Association (MSEIA)

6

DRAFT South East Natural Resources Management Board

Notes to and Forming Part of the Financial Statements

1 Objectives and Funding

a) Establishment of Board

The South East Natural Resources Management Board (the Board) was established on 9 December 2004

under Section 23 of the Natural Resources Management Act 2004 (the NRM Act).

The Regional Plan was adopted by the Minister on 31 May 2010. The Plan contains a three year business plan,

strategies and management action targets commencing from 1 July 2010. The Business Plan is

reviewed annually, with the 2012-13 review being adopted by the Minister on 2 April 2012.

b) Functions of the Board

The functions of the Board are to: ●

●

●

●

●

c)

prepare and implement a Natural Resources Management Plan;

provide advice to the Minister for Environment and Conservation and constituent councils

regarding natural resources management in the Board's area;

promote public awareness of the importance of proper management and sustainable use of

the natural resources within the Board's area;

protect agriculture, the environment and public safety from pest plants and animals and

promote public awareness in pest plant and animal control; and

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

region.

Sources of Funding

Grants and Subsidies

A significant portion of the Board's income is derived from Commonwealth funding programs, predominately from

the Caring for Our Country Program. Contributions under these agreements are required to be spent in a manner

specified in the agreement.

Levy Funding

The Board received land based levies pursuant to section 92 of the NRM Act collected by councils on

rateable land of $1,457,000.

In accordance with the provisions of section 101 of the NRM Act the Board received water based levies from water

licences holders in the Lower Limestone Coast, Padthaway, Tatiara and Tintinara Coonalpyn

prescribed wells areas and the Morambro Creek prescribed watercourses and surface water area.

d) Administered Activities

The Board administers funds on behalf of the Mid South East Irrigators Association (MSEIA). The

transactions relating to these activities are not recorded in the Board’s Statement of Comprehensive Income,

Statement of Financial Position, Statement of Changes in Equity or Statement of Cash Flows, as the Board does

not have any control over these activities and merely acts as an agent. Details relating to these

administered funds are disclosed in Note 27.

2 Statement of significant accounting policies

a) Statements of compliance

The financial statements are general purpose financial statements. The accounts have been prepared in

accordance with relevant Australian Accounting Standards, Treasurer’s Instructions and Accounting Policy

Statements promulgated under the provisions of the Public Finance and Audit Act 1987.

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 2012. These are outlined in

Note 3.

7



b) Basis of preparation

The preparation of the financial statement 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 are outlined in the

applicable notes;

accounting policies are selected and applied in a manner which ensures that the resulting financial

information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the

underlying transactions or other events are reported; and

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 this financial report:

a) revenues, expenses, financial assets and liabilities where the counterparty/transaction is with an

entity within the SA Government as at reporting date, are classified according to their nature. A

cumulative threshold of $100,000 for separate identification of these items applies;

b) expenses incurred as a result of engaging consultants (as reported in the Statement of

Comprehensive Income);

c) staff whose normal remuneration is equal to or greater than the base executive remuneration level

(within $10,000 band widths) and the aggregate of the remuneration paid or payable or otherwise

made available, directly or indirectly by the entity to those staff; and

d) 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, except for certain assets that were valued in accordance with the valuation policy applicable.

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

The financial statements have been prepared based on a twelve 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 2012 and the comparative information presented.

c) Reporting entity

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 a Natural Resources Management Plan (NRM Plan) which was approved by the

Minister for Environment and Conservation in May 2010.

The Board is an administrative unit acting on behalf of the Crown.

The Board's financial statements include the use of income, expenses, assets and liabilities controlled or

incurred by the Board in its own right.

Prescribed bodies

The activities of the following prescribed bodies (as defined in the NRM Act) are subject to the direction of the

Board:

●

●

●

Lucindale Naracoorte Animal & Plant Control Board

Grant Animal & Plant Control Board

Wattle Range Animal & Plant Control Board

8



During 2005-06 the assets, rights and liabilities of these prescribed bodies were vested in the Board.

Transactions made on behalf of these bodies are staff benefits only and these have been included in the

Board's statements.

Consolidated financial statements have not been prepared for the Board because the application of

Australian Accounting Standard AASB 127 'Consolidated and Separate Financial Statements' is not

considered to be of material consequence.

NRM Groups

Pursuant to section 46 of the NRM Act, on 10 August 2006 the Board established the following NRM

Groups:

●

●

●

South East Natural Resources Management - Southern Group

South East Natural Resources Management - Central Group

South East Natural Resources Management - Northern 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 72(3)(b)).

The NRM Groups' functions include the active involvement in the development and implementation of the

Board's regional NRM Plan at the local level and the provision of advice to the Board.

In accordance with a direction issued by the Board under 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 projects undertaken by the Board. The Board has ensured NRM Group projects are

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 and Conservation announced as part of the Machinery of

Government changes, that both the NRM Boards and the Department for Environment and Heritage will

transition to a single delivery model so as to improve the delivery environment and natural resources

management (NRM) in South Australia.

The changes will also preserve and place greater emphasis on the statutory role for regional Natural

Resource Management Boards. Regional Delivery for both DENR and NRM Boards will occur through an

agreed Annual Implementation Plan and will take place through a single regional delivery structure.

During 2011-12 the Regional Management team was appointed, as part of the single delivery model under a cost

sharing initiative. Mount Gambier based staff also moved into the shared Natural Resources Centre. There were

no other financial impacts on the Board during the period.

All Board staff will transfer to the Department of Environment, Water and Natural Resources from 1 July

2012.

The Minister for Sustainability, Environment and Conservation has directed the NRM Boards, pursuant to

sub-section 24(3) of the Natural Resources Management Act 2004 (the NRM Act) to: ●

●

●

use the Department of Environment, Water and Natural Resources (DEWNR) to provide the Board's

business support and NRM services to the region;

enter into an agreement with DEWNR for these services. This agreement will include 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 will detail the services,

projects and funds to deliver the Board's annual work plan; and

fund the services and projects set out in the agreement.

This directive is effective from the 1 July 2012.

9



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 have 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 impractical.

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

e) Rounding and Currency

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, fringe benefits tax and goods and

services tax (GST).

Income, expenses and assets are recognised net of the amount of GST except:

●

●

when the GST incurred on a purchase of goods or services is not recoverable from the Australian

Taxation Office, in which case the GST is recognised as part of the cost of acquisition of the asset or as

part of the expense item applicable; and

receivables and payables, which are stated with the amount of GST included.

The net amount of GST recoverable from, or payable to, the Australian Taxation Office is included as part of the

receivables or payables in the Statement of Financial Position.

Cash flows are included in the Statement of Cash Flows on a gross basis and the GST component of cash flows

arising from investing and financing activities, which is recoverable from, or payable to, the Australian Taxation

Office is classified as part of the operating 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 end of 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 and Expenses

Income and expenses are recognised to the extent that it is probable that the flow of economic benefits to or from

the Board will occur and can be reliably measured.

Income and 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 notes accompanying the financial statements disclose income and expenses, where the transactions

are with an entity within the SA Government as at the reporting date, classified according to their nature.

Transactions with SA Government entities below the cumulative threshold of $100,000 have been included with

the non-government transactions, classified according to their nature.

10



The following are specific recognition criteria:

Income from Grants and Subsidies

Grants and subsidies are recognised as an asset and income when the Board obtains control of the

grant/subsidy or obtains the right to receive the grant/subsidy and the income recognition criteria are met (ie 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 - when the grant agreement becomes enforceable; ie the earlier of

when the receiving entity has formally been advised that the grant application has been approved;

agreement/contract is executed; and/or the contribution is received.

grants with conditional stipulations - this will be when the enforceable stipulations specified in the grant

agreement occur or are satisfied; that is income would be 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 Income

Interest income is recognised when accrued.

Regional NRM and Water Levies

Income from Regional NRM and Water levies comprise water levies collected by the Department for Water,

(DFW) and land based levies collected by local councils. This income is recorded as revenue when the Board

has gained control of the funds, or obtains the right to receive the funds.

Net Gain/Loss on 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 is determined by comparing proceeds with carrying amount.

Loss on disposal of assets is recognised as an expense when the control of the asset has passed to the

buyer and is determined by comparing proceeds with carrying amount.

Grant Expenses

Grants are recognised as a liability and expense when the Board has a present obligation to pay the grant and

the expense recognition criteria are met.

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.

Staff Benefits Expenses

Staff benefit expenses includes all costs related to employment including wages and salaries, non monetary

benefits and leave entitlements. These are recognised when incurred.

Superannuation

The amount charged to the Statement of Comprehensive Income represents the contributions made by the

Board to the superannuation plan in respect of current services of current Board staff. Any unpaid liability is

disclosed in the Statement of Financial Position. The Department of Treasury and Finance recognises the

superannuation liability for schemes operated by the State Government, in the whole of government financial

statements.

Depreciation

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. 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.

11



Changes in the expected useful life or the expected 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 estimates.

Land and Non-current assets held for sale are not depreciated.

Depreciation is calculated on a straight line basis over the estimated useful life of the various classes of

assets as follows:

Years

Buildings 20

Computer equipment 3

Motor vehicles 4

Plant and equipment 10

Furniture and fittings 7

i) Current and Non-current Classification

Assets and liabilities are characterised as either current or non-current in nature. Assets or liabilities that are sold,

consumed or realised as part of the normal operating cycle even when they are not expected to be realised within

twelve 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 twelve months and more

than twelve months, the Board has separately disclosed the amounts expected to be recovered or settled

after more than twelve months.

j) Assets

Assets have been classified 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.

Where an asset line item combines amounts expected to be settled within twelve months and more than

twelve months, the Board has separately disclosed the amounts expected to be recovered after more than

twelve months.

The notes accompanying the financial statements disclose financial assets 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 cumulative threshold of $100,000 have

been included with the non-government transactions, classified according to their nature.

k) Cash and Cash Equivalents

Cash and cash equivalents in the Statement of Financial Position includes cash at bank and on hand and in other

short-term, highly liquid investments with maturities of three months or less which are readily converted to cash

and subject to insignificant risk in 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.

l) Receivables

Receivables include amounts receivable from goods and services, GST input tax credits recoverable 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.

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.

12


Notes to and Forming Part of the Financial Statements Accrued revenue arises when goods and services have been provided but no invoice has been raised by the Board

at the reporting date.

m) Inventories

Inventories include goods held for sale in the ordinary course of business.

Inventories held for sale are measured at the lower of cost or their net realisable value.

The amount of any inventory write-down to net realisable value or inventory losses are recognised in the

Statement of Comprehensive Income as an expense in the period the write down or loss occurred. Any writedown

reversals are also recognised in the Statement of Comprehensive Income.

Inventories held by the Board include chemicals and baits used for animal and plant control operations, which

are billed to external clients on use.

n) Prepayments

Prepayments comprise prepaid rents for periods of up to twenty years. These assets are secured by rental

agreements. These assets are amortised annually.

o) Non-Current Assets

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 less

accumulated depreciation.

Where non-current assets are acquired at no value, or nominal value, they are recorded at 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 ie the amount

recorded by the transferor public authority immediately prior to restructure.

All non-current tangible assets with a value equal to or in excess of $3,000 are capitalised.

Revaluation of Non-current Assets

All non-current tangible assets are valued at written down current cost (a proxy for 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 three years.

If at any time, management considers that the carrying amount of an asset materially differs from its fair

value, then the asset will be revalued.

As the Board does not own any assets that meet the revaluation criteria, assets have not been revalued.

Impairment

All non-current tangible assets are tested for indication of impairment at each reporting date. Where there is an

indication of impairment, the recoverable amount is estimated. An amount by which the asset's carrying amount

exceeds the recoverable amount is recorded as an impairment loss.

p) Liabilities

Liabilities have been classified 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.

Where a liability line item combines amounts expected to be settled within twelve months and more than

twelve months, the Board has separately disclosed the amounts expected to be settled after twelve months.

The notes accompanying the financial statements disclose financial 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 cumulative threshold of $100,000 have been included with

the non government transactions, classified according to their nature.

13



q) Payables

Payables include creditors, accrued expenses and employment 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 date the invoice is first received.

Staff benefit on-costs include payroll tax, Workcover levies and superannuation contributions in respect to

outstanding liabilities for salary and wages, long service leave and annual leave.

The Board makes contributions to several State Government and externally managed superannuation

schemes. These contributions are treated as an expense when they occur. There is no liability for payments

to beneficiaries as they have been assumed by the respective superannuation schemes. The only liability

outstanding at reporting date relates to any contributions due but not yet paid to the relevant superannuation

fund.

r) Staffing Costs and Related Entitlements

Staffing Arrangements

Pursuant to proclamation, the Statutes Amendment (Public Sector Employment) Act 2006 , (PSE Act) came into

operation on 1 April 2007. The PSE Act amended the employment provisions of the NRM Act to provide that the

Chief Executive of the Department of Water, Land and Biodiversity Conservation be the "employing authority" for

all Board staff. With the formation of the Department of Environment and Natural Resources (DENR) in July 2010,

the employing authority was transferred to the Chief Executive of DENR. Prior to the operation of the PSE Act, the

Board had the power to appoint staff.

Consistent with the PSE Act, the Chief Executive of the Department of Environment and Natural Resources

delegated all of his powers and functions relating to the employment of staff to the Regional Manager SE,

these functions were previously delegated to the Board. The Treasurer, pursuant to the PSE Act, has also

issued a direction to the Board to make payment with respect to any matter arising with the employment of a

person under the NRM Act.

All NRM Board employees are to be transferred to the Department of Environment, Water and Natural

Resources from the 1 July 2012, as advised in the Government gazette notice of the 21 June 2012.

Staff Benefits

These benefits accrue for staff as a result of services provided up to the reporting date that remain unpaid.

Long-term staff benefits are measured at present value and short-term staff benefits are measured at

nominal amounts.

Wages, Salaries, Annual Leave and Sick Leave

The liability for salary and wages is measured as the amount unpaid at the reporting date at remuneration rates

current at reporting date.

The annual leave liability is expected to be payable within twelve months and is measured at the

undiscounted amount expected to be paid. In the unusual event where salary and wages and annual leave are

payable later than 12 months, the liability will be measured at present value.

No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in

future years by staff is estimated to be less than the annual entitlement for sick leave.

Long Service Leave

The liability for long service leave is recognised from commencement of service. An actuarial assessment of

long service leave undertaken by the Department of Treasury and Finance based on a significant sample of

staff throughout the South Australian public sector determined that the liability measured using the short

hand method was not materially different from the liability measured using the present value of expected

future payments. This calculation is consistent with the Board’s experience of staff retention and leave

taken.

14



The amount of long service leave classified as current is the estimate of the amount of leave that will be

taken within the next twelve months based on the leave taken over the past year.

Staff Benefit On-costs

Staff benefit on-costs (payroll tax, workcover and superannuation) are recognised separately under

payables.

Provisions

Provisions are recognised when the board has a present obligation as a result of a past event, it is probable that

an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable

estimate can be made of the amount of the obligation.

When the Board expects some or all of a provision to be reimbursed, the reimbursement is recognised as a

separate asset but only when the reimbursement is virtually certain. The expense relating to any provision is

presented in the Statement of Comprehensive Income net of any reimbursement.

Provisions are measured at the present value of management’s best estimate of the expenditure required to

settle the present obligation at the reporting date. If the effect of the time value of money is material,

provisions are discounted for the time value of money and the risks specific to the liability.

Workers Compensation

The workers compensation provision is an actuarial estimate of the outstanding liability as at 30 June 2012

provided by a consulting actuary engaged through the Public Sector Workforce Relations Division of the

Department of the Premier and Cabinet.

These figures reflect an apportionment of the whole-of-government estimate of workers compensation

liability, according to the Board’s experience of claim numbers and payments.

The Board is responsible for the payment of workers compensation claims.

s) Leases

The determination of whether an arrangement is or contains a lease is based on the substance of the

arrangement.

The South East Natural Resources Management Board has only entered into operating leases.

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.

t) 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.

u) 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. Risk

management is carried out by the Board.

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.

v) Unrecognised contractual commitments and contingent assets and liabilities

Commitments include operating, capital and outsourcing commitments 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.

15


Notes to and Forming Part of the Financial Statements 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.

3 New and Revised Accounting Standards and Policies

The Board did not voluntarily change any of its accounting policies during 2011-12.

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 2012. 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 strategies have been divided into themes of activity which are:

Theme 1 Healthy and productive natural systems

Activities in this area include both levy and externally funded programs, including protecting

fauna, wetland restoration, land and water compliance, water allocation plan development and

water policy.

Theme 2 Informed and engaged communities

Activities in this area include communications strategy, environmental education, NRM

Groups, NRM community groups support.

Theme 3 Resilient industries operating within best NRM practice

Activities in this area include the healthy soils project, landcare support, working with NRM

communities (a community grants program).

Theme 4 Innovation

Activities in this area include implementation of the pest strategy, culling program to reduce

herbivore threats and a small grants project for community groups.

Theme 5 Integrated management at a landscape scale

Activities in this area include the inspection of land for the presence and control of pest

plants and animals, the capture and storage of pest plant and animal data, building

awareness and understanding of pest plant and animal control, weeds of national

significance programs.

Theme 6 Strategic direction, leadership and partnerships

Activities in this area include the support for indigenous NRM projects, coastal action plan,

farm planning, regional and state planning, Blue Lake management committee.

The disaggregated disclosure schedule presents expenses and income information attributable to each of the

themes for the year ended 30 June 2012.

As it is not possible to reliably attribute assets and liabilities to themes an aggregated disclosure for assets and

liabilities has not been prepared.

16

DRAFT



2012 2011

$’000 $’000

5 Supplies and Services

Provided by entities external to the SA Government:

Advertising 38 31

Contractors 444 312

Consultants - 19

Motor vehicles expense 54 74

Accommodation & travel 98 99

Occupancy & utilities 261 274

Postage, printing & stationery 78 120

Minor equipment 47 23

Services 116 154

Cost of sales 121 120

Group expenditure 34 52

Other 378 440

Total Supplies and services - Non SA Government entities 1,669 1,718

Supplies and services provided by entities within the SA Government:

Contractors 288 525

Services 354 32

Motor vehicles expense 319 317

Total supplies and services - SA Government entities 961 874

Total supplies and services 2,630 2,592

5 Consultancies

The number and dollar amount of consultancies paid/payable that fell within the following bands:

2012 2011

No. $’000 No. $’000

Below $10,000 - - - -

Between $10,000 and $50,000 - - 1 19

Total paid/payable to the consultants engaged 0 0 1 19

6 Grants and subsidies paid

Provided to entities external to SA Government

Local Government 14 12

Other 535 363

Total Grants and contributions non SA Government entities 549 375

Grants and subsidies paid

Provided to entities within the SA Government 792 1,074

Total Grants and Contributions 1,341 1,449

2012 2011

$’000 $’000

7 Staff Benefits

Salaries & wages 1,939 2,167

Annual leave 188 205

Long service leave 185 67

Superannuation 194 217

Payroll tax 123 136

Board, Group and committee expenses 183 172

Other staff related expenses 41 75

Total Staff Expenses 2,853 3,039

17

DRAFT



2012 2011

$’000 $’000

Remuneration of Staff

Numbers Numbers of

The number of staff whose total cost of employment to the Board falls within the following bands: of Staff Staff

$160,700 - $170,699 - -

Total number of staff - -

Due to structural change, no staff directly paid by the Board, received remuneration equal to or greater than the base executive

remuneration level during the year. Remuneration of staff reflects all costs of employment including salaries and wages, payments in lieu

of leave, superannuation contributions, fringe benefits tax, vehicle lease costs and any other salary sacrifice benefits.

8 Depreciation

Plant & Equipment 29 26

Computer Equipment 4 6

Buildings 5 5

Motor Vehicles 61 74

Furniture & Fittings 3 3

Total Depreciation 102 114

9 Auditors' Remuneration

Audit fees paid / payable to the Auditor - General's Department 29 27

Total audit fees 29 27

No other services were provided by the Auditor - General's Department

10 Regional NRM and Water Levies

Regional NRM and Water levies received/receivable from entities external to the SA Government:

NRM Levy collected through Councils 1,457 1,388

Water Levy collected through Department for Water 2,197 2,134

Total Council & prescribed area levies - Non SA Government entities 3,654 3,522

Total Council & Prescribed Area Levies 3,654 3,521

11 Grants Received

Commonwealth Revenues

Caring for Our Country Funding (CFOC):

Healthy Landscapes 792

Resilient Industries 664

Regional Communities 537

Effective Partnerships 396

Landscapes 2,389 -

Total CFOC Regional Component 2,389 2,389

Coastal Action Plan - 5

Shorebirds Protection - 5

Total CFOC Competitive Component - 10

Investment Strategy/ Other Income

National Landcare Program 149 149

Community Action Grant - 11

Biodiversity Fund 190 -

Total Other Commonwealth Grants 339 160

Total Commonwealth Funding 2,728 2,559

Grants provided by SA Government entities

State Complementary NRM Fund - 237

Other SA Government 351 374

Total Grants provided by SA Government entities 351 611

Total Grants received 3,079 3,170

18

DRAFT



2012 2011

$’000 $’000

12 Interest Received

Total Interest provided by SA Government entities 173 184

Total Interest received 173 184

13 Other Income

Contract Sales 355 443

Other Income 10 33

Other Income Non SA Government Entities 365 476

Payroll Tax reimbursement 83 123

Other Income 76 49

Other income SA Government Entities 159 172

Total Other Income 524 648

14 Net gain from disposal of non current assets

Motor Vehicles

Proceeds from disposal 11 29

Less: net book value of assets disposed - -

Net gain from disposal of motor vehicles 11 29

Office Equipment

Proceeds from disposal - -

Less: net book value of assets disposed 5 -

Net loss from disposal of plant & equipment (5) -

Total assets

Total proceeds from disposal 11 29

Less: net book value of assets disposed 5 -

Total net gain from disposal of assets 6 29

15 Cash and Cash Equivalents

Bank balance and cash on hand 4,277 3,988

Total Cash and Cash Equivalents 4,277 3,988

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.

16 Receivables

Receivables 609 472

Less: Provision for doubtful debts (4) (4)

GST Receivable 72 51

Accrued Revenue 21 36

Prepayments 17 17

Accrued Interest 15 15

Total Current Receivables 730 587

Government / Non Government Receivables

Receivables from SA Government entities

Receivables 563 372

Accrued Interest 15 15

Total Receivables from SA Government entities 578 387

19

DRAFT



2012 2011

$’000 $’000

Receivables from Non SA Government entities

Receivables 46 100

Less: Provision for doubtful debts (4) (4)

GST Receivable 72 51

Prepayments 17 17

Accrued Revenue 21 36

Total Receivables from Non SA Government entities 152 200

Total Receivables 730 587

Allowance for doubtful debts

The allowance for doubtful debts is recognised when there is objective evidence that a receivable is uncollectable.

An allowance for doubtful debts has been recognised in other expenses in the Statement of Comprehensive Income for specific debtors

assessed on a collective basis for which sure evidence exists.

Movements in the allowance for doubtful debts

Carrying amount at the beginning of the period 4 2

Increase in the allowance - 2

Carrying amount at the end of the period 4 4

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, prepayments and accrued revenues are non-interest bearing.

Other than as recognised in the allowance for doubtful debts, 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 24.2 in Note 24.

b. Categorisation of financial instruments and risk exposure information - please refer to Table 24.1 in Note 24.

2012 2011

$’000 $’000

17 Property, Plant and Equipment

Plant & Equipment

Plant & Equipment at cost 299 268

Less: Accumulated depreciation (102) (73)

Total Plant & Equipment 197 195

Computer Equipment

Computer Equipment at cost 19 23


Total Computer Equipment 13 7

Buildings

Buildings at cost 95 95


Total Buildings 66 71

Furniture & Fittings

Furniture & Fittings at cost 20 31


Total Furniture & Fittings 11 20

Motor Vehicles

Motor Vehicles at cost 471 418


Total Motor Vehicles 123 115

Total Property, Plant and Equipment 410 408

20

DRAFT



Impairment

There were no indications of impairment of property, plant and equipment assets at 30 June 2012.

18 Property, Plant and Equipment Movement Schedule

Plant & Computer Furniture Motor

Equipment Equipment Buildings and Fittings Vehicles 2012 Total 2011 Total

$’000 $’000 $’000 $’000 $’000 $’000 $’000

Carrying amount at the beginning of the

period 195 7 71 20 115 408 451

Additions 31 10 - - 68 109 71

Disposals - - - (5) - (5) -

Depreciation (29) (4) (5) (3) (61) (102) (114)

Carrying amount at the end of the period 197 13 66 11 123 410 408

19 Payables

19.1 Current:

Creditors 207 376

Accrued Expenses 60 28

Staff on-costs 31 47

Total current payables 298 451

19.2 Non-Current:


Total non-current payables 52 35

2012 2011

$’000 $’000

Government / Non Government Payables

Payables to SA Government entities

Creditors - 112

Total Payables to SA Government entities - 112

Payables to Non SA Government entities

Creditors 207 264

Accrued Expenses 60 28


Total current payables 298 339

Total non-current payables 52 35

Total Payables to Non SA Government entities 350 374

Total Payables 350 486

21

DRAFT



Interest rate and credit risk

Creditors and accruals are raised for all amounts owed to the Board (billed and un-billed) but unpaid. Creditors are normally settled within

30 days. Staff on-costs are settled when the respective staff 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.

As a result of an actuarial assessment performed by the Department of Treasury and Finance, the percentage of the proportion of long service

leave taken as leave has changed from the 2011 rate 35% to 40% and the average factor for the calculation of employer

superannuation cost on-cost has remained at the 2011 rate of 10.3%. These rates are used in the employment oncost calculation. The net

financial effect of the changes in the current financial year is a increase in the employment on-cost of $1,281. The estimated impact on 2013

and 2014 has not been determined as structural changes will result in the transfer of employee liabilities to the Department of Environment,

Water and Natural Resources.

a. Maturity analysis of payables - Please refer to Note 24.

b. Categorisation of financial instruments and risk exposure information - please refer to note 24.

20 Provisions

20.1 Current

Workers Compensation 2 8

2 8

20.2 Non Current

Workers Compensation 6 26

6 26

$'000

Carrying amount at the beginning of the period 1 July 11 34

Decrease in provisions recognised -26

Carrying amount at the end of the period 30 June 12 8

A liability has been reported to reflect unsettled workers compensation claims. The workers compensation provision is based on an

actuarial assessment performed by the Public Sector Workforce Relations Division of the Department of Premier and Cabinet.

The methodology adopted to allocate liabilities to individual agencies has been revised for this years valuation. The new methodology is

based on more detailed modelling of the Board's historical payments and claims experience and as such provides a more equitable allocation

of liabilities than was the case under the previous approach. The change in methodology has resulted in a variation in the allocated liability

from that allocated last year but variations in future years are not expected to be as significant.

21 Staff Benefits

21.1 Current:

Accrued Wages 12 77

Annual leave 205 228


Total current staff benefits 225 338

21.2 Non-Current:


Total non current staff benefits 559 401

Total staff benefits 784 739

Staff benefit on-costs such as payroll tax and other similar on-costs, are recognised as liabilities and expenses when the staff benefits, to which

they relate are recognised. These staff on-costs are disclosed as Payables in Note 19.

The total current and non-current liability (ie aggregate staff benefits plus related on-costs for 2012 is $256,000 (2011: $385,000) and

$612,000 (2011: $436,000).

AASB 119 Employee Benefits contains the calculation methodology for long service leave liability. It is accepted practice to estimate the

present values of future cash outflows associated with the long service leave liability by using a shorthand measurement technique. The

shorthand method measurement technique takes into account such factors as changes in discount rates and salary inflation.

AASB 119 requires the use of the yield of the long term Commonwealth Government bonds as the discount rate in the measurement of

the long service liability. The yield on long term Commonwealth Government bonds has decrease from 2011 (5.25%) to 2012 (3.0%).

22

DRAFT



This significant decrease in the bond yield, which is used as the rate to discount future long service leave cash flows, results in a

significant increase in the reported long service leave liability.

Based on an actuarial assessment performed by the Department of Treasury and Finance, the benchmark for the measurement of long service

leave liability has changed from the 2011 benchmark of 5.0 years to 0.0 years and includes a 10% premium. This has resulted in an increase

of provision of $104,192. The impact on future periods is impracticable to estimate as the benchmark is calculated using a number of

assumptions - a key assumption is the long-term discount rate. With current conditions, the long-term discount rate is

experiencing significant movement.

The actuarial assessment performed by the Department of Treasury and Finance left the salary inflation rate at 4%. As a result, there is no net

financial effect resulting from changes in the salary inflation rate.

22 Unrecognised contractual commitments 2012 2011

22.1 Operating Lease Commitments (excluding GST) $’000 $’000

Commitments in relation to operating leases contracted for at the reporting date but not recognised as

liabilities are payable as follows:

Within one year 42 124

Later than one year and not later than five years 127 126

Later than five years 170 192

Total operating lease commitments 339 442

Operating lease commitments comprise the following:

The property leases which are non-cancellable. Rental is payable monthly with reviews indexed annually, alternating between market value

and CPI indexation. Options exist to renew the leases at the end of the current terms.

22.2 Other commitments (excluding GST)

Not later than one year 2,267 744

Total other commitments 2,267 744

Commitments under non-cancellable contracts are for grant payments or services at the reporting date which have not been recognised in the

Statement of Comprehensive Income and Statement of Financial Position.

22.3 Remuneration Commitments

Commitments for the payment of salaries and other remuneration under fixed-term employment contracts in existence at the reporting date

but not recognised as liabilities are payable as follows:

Within one year - 591

Later than one year and not later than five years - 459

Total remuneration commitments - 1,050

Amounts disclosed include commitments arising from staff contracts. The Board does not offer fixed term remuneration contracts greater than

five years.

There are nil remuneration commitments at 30 June 2012, as all liability for contract commitments for staff are to be transferred to

Department of Environment, Water and Natural Resources from the 1 July 2012.

23

DRAFT



23 Contingent assets and liabilities

The Board is not aware of any contingent assets or liabilities.

24 Financial Instruments

Interest Rate Risk Exposure

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 Statement of Significant Accounting Policies.

Table 24.1 - Categorisation of financial instruments

2012 2011

Category of financial

assets and financial Statement of Financial Position line Carrying Carrying

liabilities item Note Amount Fair Value Amount Fair Value

$’000 $’000 $’000 $’000

Financial assets

Cash and cash equivalents Cash and cash equivalents 15 4,277 4,277 3,988 3,988

Receivables Receivables 16 42 42 96 96

Total financial assets 4,319 4,319 4,084 4,084

Financial liabilities

Financial liabilities at cost Payables 19 184 184 362 362

Total financial liabilities 184 184 362 362

The amount of receivables and payables stated above do not include those arising from statutory obligations, including levies, workers

compensation liability, staff on-costs and GST. They are carried at cost.

Credit risk

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.

Provisions for impairment of financial assets is calculated on past experience and current and expected changes in client credit rating.

Currently the Board does not hold any collateral as security to any of its financial assets. At reporting date, there is no evidence to indicate that

any of the financial assets are impaired.

The following table discloses the ageing of financial assets.

Table 24.2 - Ageing analysis of financial assets

Overdue Overdue

for < 30 for 30 - 60 Overdue >

days days 60 days Total

$'000 $'000 $'000 $'000

2012

Not impaired

Receivables 6 4 9 19

Impaired

Receivables - - 4 4

2011

Not impaired

Receivables 40 6 7 53

Impaired

Receivables - - 4 4

24

DRAFT



The amount of receivables stated above do not include those arising from statutory obligations, including levies, workers compensation

liability, staff on-costs and GST. They are carried at cost.

Maturity Analysis

All financial assets and liabilities have a maturity less than one year.

Liquidity Risk

The Board is funded principally from land and water based levies and Commonwealth grants. Liquidity risk arises where the Board is

unable to meet its financial obligations as they fall due. The continued existence of the Board is dependent on State Government policy. The

South East Natural Resources Management 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 within 30 days from resolution.

Market Risk

Market risk for the Board is primarily through interest rate risk. There is no exposure to foreign currency or other price risks.

Sensitivity Analysis

A sensitivity analysis has not been undertaken for the interest rate risk for 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 Board and Committee members remuneration

25.1 Remuneration of Board members

Members of the South East Natural Resources Management Board during the financial year were:

Mr Mark Braes (Presiding Member) Mr Michael Bleby Appointed 4 August 2011

Ms Anna Hooper Mrs Yvonne Correll Appointed 4 August 2011

Mr Nicholas Hunt Mrs Judith Zacker Appointed 1 December 2011

Ms Wendy Beumer Mr Timothy Hartman * Resigned 14 November 2011

Mr Gordon Stopp

25.2 Remuneration paid to other groups and committees

Members that were entitled to receive remuneration for membership during the reporting period were:

Aboriginal Focus Group

Received sitting fees and kilometre allowance

Mr Tim Hartman - Chair * Mr Doug Nicholls

Mr Kingsley A 'Hang Mr Edwin Owen

Ms Valda Brennan Ms Gwenda Owen

Ms Robyn Campbell Ms Melissa Owen

Mr Peter Clark Mr Major Sumner

Mr John Hammond Mr Cyril Trevorrow

Mr Des Hartman Mr Paul Watson

Ms Fiona Wilson Ms Irene Watson

Tintinara Coonalpyn Water Allocation Planning Committee

Received kilometre allowance only

Mr David Altus Mr Adrian Smith

Mr Rodney Lush Mr Tony Zacker

Ms Christine McDonald Ms Dianne Ashby

25

DRAFT



Box Flat Dingo Control Committee

Received kilometre allowance only Mr

Jeffrey Klitscher

Mr Neville Pfeiffer

Mr Kelvin Westbrook

SE Deer Advisory Committee

Received kilometre allowance only

Mr James Darling Mr Patrick Ross

Ms Josie Lord Mr Jeff Varcoe

Ms Vicky McBride Ms Lee Williams

South East Natural Resources Management - Northern Group


Mr Neville Stopp - Chairperson Ms Judy Zacker

Mr Peter Will Mr Anthony Hedges

Mr Miles Hannemann Ms Tracey Strugnell*

Mr David Altus

South East Natural Resources Management - Central Group


Mr James Ferguson - Chairperson

Ms Heather Kriesl Ms Kelly Rosenberg

Ms Kaylene Bourne Mr Robert Netherton

Mr Patrick Ross Mr Phillip Schaefer

Ms Sally Schultz

South East Natural Resources Management - Southern Group


Mr Brendan Provis - Chairperson Ms Sharn Lucas *

Mr Bruce Bain Mr Ken Jones

Mr Robert Bawden Mr Thomas Rymill

Ms Kylie Boston

Other Committees

Received sitting fees and/or kilometre allowance

Ms Yvonne Correll Mr James Osborne

Mr Wayne Hancock Ms Pip Rasenberg

Resigned 21 February 2012

Term expired

Term expired

Term expired

Term expired

Term expired

Term expired

Term expired

Term expired

26

DRAFT



The number of Board, Group or Committee members whose remuneration received or receivable falls within the following

bands:

2012 2011

Number of Number of

members members

$1 - $9,999 50 50

$10,000- $19,999 3 6

$20,000- $29,999 1 -

54 56

Remuneration of members reflects all costs of performing members duties including sitting fees, superannuation, stationery and kilometre

allowances. The total remuneration received or receivable by members was $165,943 ($171,160).

*In accordance with the Department of Premier and Cabinet Circular No. 016, government employees did not receive any sitting fees for

board/committee duties during the financial year.

Unless otherwise disclosed, transactions between members are on conditions no more favourable than those that it is reasonable to

expect the entity would have adopted if dealing with the related party at arm's length in the same circumstances.

Related Party Transactions

There were no contracts or transactions between related parties that require disclosure.

26 Cash flow reconciliation

2012 2011

Reconciliation of cash and cash equivalents at the end of the reporting period: $’000 $’000

Cash and cash equivalents disclosed in the Statement of Financial Position 4,277 3,988

Balance as per the Statement of Cash Flows 4,277 3,988

Reconciliation of net cash provided by/(used in) operating activities to result:

Net cash provided by/(used in) operating activities 387 383

Add/(Less) non cash items

Depreciation expense of non-current assets (102) (114)

Gain/(loss) on sale or disposal of non-current assets 6 29

Asset received for nil consideration - 10

Movement in assets and liabilities:

Increase in receivables 134 49

(Decrease) in inventory (5) (5)

(Increase)/Decrease in provisions 26 (4)

(Increase)/Decrease in staff benefits (45) 37

(Increase)/Decrease in payables 135 (58)

Net result 536 327

27 Funds held on behalf of Mid South East Irrigators Association (MSEIA)

The Board holds funds on behalf of the Mid South East Irrigators Association to assist them implement a

program to rehabilitate degraded confined aquifer wells. The Board has accepted this deposit on the basis that

these monies will be disbursed in accordance with the instructions of the Mid South East Irrigators Association.

Interest is paid at the same rate as received by the Board.

Balance at 1 July 396 378

Interest earned on deposits 18 18

GST Refund 17 -

Payments made on behalf of MSEIA - -

Balance of funds held at 30 June 431 396

27

CONTRACTUAL ARRANGEMENTS

Nil contractual arrangements in excess of $4m.

ACCOUNT PAYMENT PERFORMANCE

Number of Percentage of

Particulars accounts accounts paid

paid (by number)

Percentage

Value in $A of of accounts

accounts paid paid (by

value)

Paid by due date* 1559 91.3% $3,617,433 84.5%

Paid late, within 30

days of due date

Paid more than 30

days from due date

121 7.1% $297,211 7.0%

27 1.6% $364,538 8.5%

*Note: The due date is defined under section 11.7 of Treasurer’s Instruction 11 Payment of

Creditors’ Accounts. Generally, unless there is a discount or a written agreement between the public

authority and the creditor, payment should be within thirty days of the date of the

invoice or claim. Some agencies receive invoices significantly later than the invoice date, due to

supplier invoicing processes. Agencies may choose to report against the date the invoice is first

received rather than the date of invoice.

FRAUD

The number of instances of fraud detected in the SE Natural Resources Management Board was

nil. The SE NRM Board implements policies and procedures to reduce the risk of fraud, engages

an external auditor to conduct an internal audit on a quarterly basis and is subject to an annual audit by the Auditor General.

Nature of fraud Number of instances Strategies to control and prevent

CONSULTANTS

No consultants were engaged during this reporting period.

_______________________________________________________________________________


OVERSEAS TRAVEL

Number of Destinations Reasons for Travel Total Cost to Board employees

DISABILITY ACTION PLANS

The SE NRM Board does not have a specific Disability Action Plan. However it does ensure that its services are easily accessible to people with disabilities including access to disabled car

parks. The SE NRM Board is a small organisation and any disability issue that is

identified has immediate measures implemented to address it.

Promoting Independence - Disability Action Plans for South Australia provides a framework of

action for agencies to meet the requirements of the Commonwealth Disability

Discrimination Act 1992 and the SA Equal Opportunity Act 1984.

There are six outcome areas outlined in Promoting Independence against which the Board is

measured against:

1. The Board ensures accessibility of their services to people with disabilities, both as customers and employees.

2. The Board ensures information about their services and programs is inclusive of

people with disabilities.

3. The Board delivers advice or services to people with disabilities with awareness and

understanding of issues affecting people with disabilities. The Board provides

opportunities for consultation with people with disabilities in decision making

processes regarding service delivery and in the implementation of complaints and

grievance mechanisms.

4. The Regional Manager ensures that the Board has met the requirements of the

Disability Discrimination Act and Equal Opportunity Act.

5. The Board reports on how they are increasing the rate of employment of people with a

disability in order to meet the SASP Target 6.22 - ‘to double the number of people

with disabilities employed in the public sector by 2014’.

ASBESTOS MANAGEMENT IN GOVERNMENT BUILDINGS

The SE NRM Board does not own any buildings, other than recently erected corrugated iron sheds, and as a consequence of this has not been required to undertake surveillance or risk reduction

programs in regard to asbestos. Regular Occupational Health and Safety checks are maintained in all

SE NRM Board workplaces.

_______________________________________________________________________________


[AGENCY NAME]: ANNUAL ASBESTOS MANAGEMENT REPORT 2011-12

Category

1

2

3

4

5

6

Number of Sites

At start At end of

of year year

Category

Description

Remove

Remove as soon as

practicable

Use care during

maintenance

Monitor condition

No asbestos

identified /

identified asbestos

has been removed

Further information

required

Interpretation

One or more items at

these sites …

should be removed

promptly.

should be scheduled for

removal at a practicable

time.

may need removal during

maintenance works.

has asbestos present.

Inspect according to

legislation and policy.

All asbestos identified as per

OHS&W 4Regulations

2010 (Division 2 -

Asbestos) has been

removed.

These sites not yet

categorised or some

asbestos items do not have

recommended actions.

Definitions:

Category: The site performance score, determined by the worst item performance score at each

site. Number of Sites in Category: A count of how many sites have the corresponding site

performance score, with separate counts done at the start and the end of each year.

Category Description: Indicates the recommended action corresponding to the worst item

performance score (recorded in the asbestos register by a competent person, as per OHS & W

Regulations (SA) 2010 (Division 2 - Asbestos). Interpretation: A brief real-world example of what each category implies for a site.

FREEDOM OF INFORMATION - INFORMATION STATEMENTS

PUBLICATION OF INFORMATION STATEMENT

In accordance with the Freedom of Information Act 1991, members of the public can apply to

access their own personal information that is held by the SE NRM Board, including the right to

apply to correct personal information that is out of date, incorrect or misleading. The

Board uses the State Records Freedom of Information Management System (FOIMS)

database to enter relevant data. There was one Freedom of Information application received by the

Board during the 2011-12 financial year.

Documents available free of charge:

_______________________________________________________________________________


The following documents are available by contacting the SE NRM Board at the Natural

Resources Centre on (08)87351177.

• brochures and fact sheets

• policy documents

• management plans

• newsletters

• water allocation plans

• Regional NRM Plan

Effect of Board functions on members of the public

Policy documents related to natural resource management that involve consultation with

stakeholders, including the public.

Information Summary The types of documents that are held by the SE NRM Board include:

• administration files

• tender and contract information

• policy documents and procedure manuals

• research reports and publications

• brochures, fact sheets, newsletters, photos and posters.

Accessing Documents

Access to documents of requests for information under the Freedom of Information Act 1991 is via

the FOI Officer.

Contact Officer FOI requests are addressed to:

Freedom of Information Officer

South East Natural Resources Management Board PO

Box 1046 Mount Gambier SA 5290

The Board is committed to undertaking extensive public consultation prior to the formulation

of any major policies relating to the Board’s functions. Any Board policy may be viewed by

contacting the Board’s offices between 9:00am and 5:00pm Monday to Friday. Instructions

on how to make an application under the FOI Act can also be obtained from the Board’s

offices.

WHISTLEBLOWERS PROTECTION ACT 1993

The SE NRM Board has an employee with the qualifications determined by the

Commissioner for Public Employment designated as a responsible officer for the purposes of the

Whistleblowers Protection Act 1993. There have been no public interest disclosures made to the

responsible officer during the reporting period.

_______________________________________________________________________________


ENERGY EFFICIENCY ACTION PLAN REPORTS

The SE NRM Board is committed to contributing to the annual energy efficiency targets

under the government’s Energy Efficiency Action Plan.

PERFORMANCE AGAINST ANNUAL ENERGY EFFICIENCY TARGETS

Base Year 2006/20073:

SENRM Board

Portfolio Total

Base Year 2006/20073:

SENRM Board

Portfolio Total

Year Being Reported:

2011/2012

SE NRM Board

Portfolio Total

Final Portfolio Target6

(for 2014)

Energy Use (GJ)1

GHG Emissions2

Business Measure6

235.408 54.85 1.37T/hd

235.408 54.85 1.37T/hd

235,408,000MJ4/1.37 T/hd/annum

235,408,000MJ4/1.37 T/hd/annum

209.0268 44.78051 1.31T/hd

209.0268 44.78051 1.31T/hd

MJ/business measure1/annum =176,556,000/1.03 T/hd/annum

GREENING OF GOVERNMENT OPERATIONS FRAMEWORK

The SE NRM Board is committed to working towards the Greening of Government Operations (GoGO) Framework approved by Cabinet in February 2006.

The SE NRM Board currently implements the following activities, which contribute to the

Board’s Environmental policy that was developed, adopted and implemented during 2007-08. This sets out policy for ‘best environmental practice’ and associated procedures for waste management, recycling and other activities.

• energy and water use efficiency where possible

• recycling of paper waste, cardboard and plastics, printer and toner cartridges

• composting of green waste through the use of a ‘Bokashi’ bin

• vehicles are also being converted to diesel and LPG as they are replaced

• recycled stationery and catering products are used wherever possible, including note- books, dividers, post-it notes, and a percentage of printer paper, as well as cardboard pens and coffee cups

• all printer settings with the capacity to print double-sided have been defaulted to this

setting and black and white

• staff are encouraged to reduce paper consumption by only printing what is necessary,

and employing paper and ink saving techniques for draft documents

_______________________________________________________________________________


• chemical cleaners have been replaced with organic-based cleaners to reduce toxic

build up and environmental waste.

REGIONAL IMPACT ASSESSMENT STATEMENTS

The Board did not undertake any regional Impact Assessment Statements during the 2011-12

financial year.

FREEDOM OF INFORMATION - STATISTICAL REPORTING

The Board is subject to the Freedom of Information Act 1991 and as such uses State Records Freedom of Information Management System (FOIMS) database to enter all relevant data.

RECONCILIATION STATEMENT

The South East Natural Resources Management Board acknowledges the land on which it meets

is the traditional lands for the Meintangk, Marditjali, Potaruwutj, Bunganditj,

(southern) Tanganekald and (southern) Ngarkat people and that it respects their spiritual

relationship with their country. The South East Natural Resources Management Board also

acknowledges the Meintangk, Marditjali, Potaruwutj, Bunganditj, Tanganekald and Ngarkat

people as the custodians of the South East region and that their cultural and heritage beliefs are

still as important to the living Meintangk, Marditjali, Potaruwutj, Bunganditj,

Tanganekald and Ngarkat people today.

In fulfilling its functions, the South East Natural Resources Management Board is cognisant of the cultural and natural heritage of traditional owners and strives to achieve positive outcomes wherever these matters are concerned.

STATEMENT OF FACT FOR SIGNIFICANT MINISTERIAL DIRECTIVES

There were two Ministerial Directions issued to the SE NRM Board during 2011-12.

1. Issued 15 August 2011, pursuant to sub-section 30(4) of the Natural Resources

Management Act 2004, directs the Board to seek the approvals and comply with the

processes set out in Treasurer’s Instruction 8; Financial Authorisation (TI8).

2. Issued 16 April 2012, pursuant to section 23 of the Natural Resources Management Act 2004, directs the Board to:

• Use the Department of Environment and Natural Resources (DENR) to provide the Board’s business support and NRM services in the region;

• Enter into an agreement for these 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 will detail the

services, projects and funds to deliver the Board’s annual work plan; and Fund

the services and projects set out in the agreement

STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY

MINISTER

_______________________________________________________________________________


There were no Ministerial functions assigned to the Board in accordance with s29(6)(b) of the

NRM Act during the reporting period.

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED TO THE

BOARD

There were no functions or powers delegated to the SE NRM Board within the reporting

period.

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED BY THE

BOARD

The Board has delegated appropriate procurement, finance and contracting powers to relevant

members of staff of the Board in accordance with Regulation 9d of the NRM (General) Regulations 2005 and s36 of the NRM Act. This enables Board staff to undertake operational

Board business.

ACKNOWLEDGEMENTS

The SE NRM Board would like to thank the Minister and staff for the support and encouragement that it has received over the year.

Attachment 1

ATTACHMENT 1: ANNUAL REPORT OF CENTRAL NRM GROUP

CENTRAL

NATURAL RESOURCES MANAGEMENT GROUP

ANNUAL REPORT

1 July 2011 to 30 June 2012

_______________________________________________________________________________


_______________________________________________________________________________



Mr Mark Braes

Presiding Member

South East Natural Resources Management Board P

O Box 30 Mt Gambier SA 5290

Dear Mark

In accordance with the requirements of the Public Sector Management Act 1995 and section

59 of the Natural Resources Management Act 2004, I have pleasure in presenting the annual report of the Central Natural Resources Management Group for the year ended 30 June 2012.

James Ferguson O A M

Chairperson

Central Natural Resources Management Group

_______________________________________________________________________________


TABLE OF CONTENTS

LETTER OF TRANSMITTAL ........................................................................................... 67 FOREWORD ........................................................................................................................ 69 NRM GROUP MATTERS CONTAINED IN THE NRM BOARD’S REPORT ............. 70 OPERATIONS AND INITIATIVES ................................................................................... 71 ROLE, LEGISLATION AND STRUCTURE ..................................................................... 71

ROLE OF THE GROUP ................................................................................................. 72 FUNCTIONS OF THE CENTRAL NRM GROUP ....................................................... 72 MEMBERSHIP ................................................................................................................ 73 MEETINGS: GENERAL AND SPECIAL ..................................................................... 73

RELATIONSHIPS WITH OTHER AGENCIES .......................................................... 74 GOVERNANCE ARRANGEMENTS ............................................................................ 74

FINANCIAL PERFORMANCE .......................................................................................... 74 STATEMENT OF FACT FOR SIGNIFICANT BOARD DIRECTIVES ........................ 74 STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY THE

BOARD .................................................................................................................................. 74


GROUP .................................................................................................................................. 74


GROUP .................................................................................................................................. 74 REQUIREMENTS FOR ANNUAL REPORT ................................................................... 75 SPECIFIC REPORTS .......................................................................................................... 75

COMMITTEES LISTING ................................................................................................... 75 ACKNOWLEDGEMENTS .................................................................................................. 75 GLOSSARY .......................................................................................................................... 76

_______________________________________________________________________________


FOREWORD In the first half of the reporting period membership of six continued from the previous

financial year. However, despite the very best of intentions by staff, the applications for

positions on the NRM Group and their eventual appointments resulted in a lack of

productivity in the Dec to March period. It is pleasing to note that in spite of this the group has

still been able to achieve many of the activities outlined in our work plan set out in 2011. This

says much about the commitment of the members to the tasks they planned. As outlined in other

parts of the report the achievements are wide and varied.

The revegetation of the red tailed black cockatoo habitat has expanded in such a way that it is almost self-sustaining. This says much about the landholders and the facilitators involved and the group and SE NRM Board should be very happy about the result.

We have continued to work with Neville Bonney to increase understanding of our native

plants and have had a very positive response from both adult and school age groups in the

community.

Various groups in the Kingston area have had continued opportunity to observe the assets of the Butcher Gap wetland. Relationships between the SE Drainage Board, DENR, Kingston Community School, and local residents have progressed very significantly.

This is due, in large part to the success of the Caring for Country grant which was sponsored by

the Central NRM Group through the SE NRM Board

Individual members of the group deserve great credit for their continued active involvement in control of some particular weed species, Boneseed, False Caper, Billardia heterophylla and Nagoora Burr are four that come to mind.

In this year our members still serve on a very wide range of community groups. Suffice to say

the SE NRM Board is very fortunate to be able to use the skills and experience of a very

influential group of people.

On behalf of the group I would like to express our thanks for the very regular and informative

visits to our meetings by our nominated Board members. Allied with this, the regular

meetings of the three Chairs with the Presiding Member and Regional manager has led to the

positive development of Group and, to some extent, Board policy.

The group has persisted with our policy of rotating public meetings across the region. We believe that this allows for maximum opportunity for members of the public to be involved in our meetings.

It is my belief that the Board has been well served by group members and SE NRM staff in 2011

/ 2012.

James A Ferguson OAM

Chairperson

Central NRM Group

_______________________________________________________________________________


NRM GROUP MATTERS CONTAINED IN THE NRM BOARD’S REPORT

The following annual reporting requirements are not included in this report as they are

reported in the South East Natural Resources Management Board’s Annual Report:

• Plans and Objectives

• Links between the Board and the SA Strategic Plan

• Links between the Board and the State NRM Plan.

• Object of the Natural Resources Management Act

• Administration of the Act

• Organisational Structure

• Management of Human Resources

• Equal Employment Opportunity Programs

• Occupational, Health, Safety and Injury Management

• Contractual Arrangements

• Account Payment Performance

• Fraud

• Disability Action Plans

• Asbestos Management in Government Buildings

• Urban Design Charter

• Freedom of Information

• Energy Efficiency Action Plan Report

• Greening of Government Operations Framework

• Regional Impact Assessment Statements

• Reconciliation Statement

_______________________________________________________________________________



The Southern NRM Group had a range of highlights across the 2011-12 year.

• Continued to partner the Threatened Species Network to assist in the preservation of

habitat for the Red-tailed Black Cockatoo - the Chair was a member of the Red tailed Black

Cockatoo Project Team.

• Worked with the Friends of Butcher Gap to hold a field day teaching people how to use

the SE NRM Board published Neville Bonney book What South East Native Plant is

That?at Kingston.

• Supported providing plant identification to Kingston and Naracoorte teachers and

students

• Coordination of a breakfast field day on Bridal Creeper Control using spore water in

Reedy Creek in spring.

• Contributed to coordination of an educational water week event at Bool Lagoon

• Worked with the South East Aboriginal Focus Group members to discuss the potential

for setting up a native nursery.

• Worked with Northern and Southern NRM Groups to host Fox Fortnight promoting the

Spring baiting of foxes.

• Attendance at SE NRM Board Business Plan consultation sessions in their area.

• Coordinated project funded by the Australian government to support community

engagement and scientific measuring at Butcher Gap wetlands.

• Members attended several conferences and workshops pertaining to natural resource

management.

• Contributed towards the development of South East specific flora and fauna identification

brochures.

• Assisted in the promotion of environmental and NRM events within the South East.

• Hosted a weed display at Kincraig Plaza in June speaking to over 50 people about local

weeds and distributing information.

• Provision of information on local issues to the SE NRM Board (in partnership with the

Northern and Central NRM Group)

_______________________________________________________________________________



The Central Natural Resources Management Group was established in December 2004 under the auspices of the Natural Resources Management Act 2004. This report for the 2011-12 financial year fulfils the requirements of section 57 of the Natural Resources Management

Act.

ROLE OF THE GROUP

The SE NRM Board’s role is defined in the Natural Resources Management Act 2004 and

includes:

• Promoting public awareness and understanding of the importance of integrated and

sustainable NRM;

• Undertaking and supporting educational activities and increasing community capacity

to undertake sustainable natural resource management.

In order to maintain close links with the community, the Board has established three NRM Groups within its region; these are the Northern Group, Central Group and Southern NRM

Groups. The role of the NRM Groups is to provide a link to their communities, support and

encourage engagement with the public and ensure representation of local priority issues.

FUNCTIONS OF THE CENTRAL NRM GROUP

Section 52 of the Natural Resources Management Act describes the functions of the Central

Natural Resources Management Group:

(1) The functions of a regional 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); and

(b) to develop, implement or participate in programs associated with natural resources management at the local level; and

(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; and

(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

(f) 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.

_______________________________________________________________________________


MEMBERSHIP

Section 48 of the Natural Resources Management Act provides for the appointment of the Central Natural Resources Management Group.

The Group consists of up to 7 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 or boards to enable the NRM Group to carry out its functions

effectively.

The membership of the Central Group during 2011-12 was:

Members

• James Ferguson, Kingston - Chairperson

• Heather Kriesl, Naracoorte

• Philip Schaefer, Kingston

• Pat Bourne, Bool Lagoon

• Bob Netherton, Naracoorte

• Kelly Rosenberg, Robe

• Patrick Ross, Lucindale

• Sally Schultz, Naracoorte


A total of six Public Group meetings were held during the 2011-12 financial year. A

total of one Briefing Sessions were held during the 2011-12 financial year. A total of 5

educational days were held during 2011-12 financial year.


Member Meetings Comments Reason for non

attended attendance

James Ferguson 6 of 6 Chairperson

Heather Kriesl 6 of 6

Philip Schaefer 0 of 4 Unknown, was not

contactable.

Pat Bourne 6 of 6

Bob Netherton 3 of 4

Kelly Rosenberg 3 of 4 Unavailability of

childcare

Patrick Ross 2 of 2

Sally Schultz 2 of 2

_______________________________________________________________________________



The Group works closely with the SE NRM Board and regional agencies such the SA

Department for Environment and Natural Resources, Threatened Species Network (under the auspices of WWF-Australia) and the Red-tailed Black-Cockatoo Recovery Team.


During 2011-12, the Central NRM Group has not developed any additional policies to support governance arrangements.


Financial transaction are completed by the South East Natural Resources Management Board

STATEMENT OF FACT FOR SIGNIFICANT BOARD DIRECTIVES

During 2011-12, there were no significant board directives given to the Group in accordance with

sections 47 and 53 of the Natural Resources Management Act.

STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY THE

BOARD

No additional functions have been assigned by the Board to the Group during 2011-12.


GROUP

No additional functions or powers have been assigned by the Board to the Group during

2011-12.

STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED BY THE GROUP

There were no functions or powers delegated by the Group in 2011-12.

_______________________________________________________________________________


REQUIREMENTS FOR ANNUAL REPORT

Section 56 - Accounts and Audit of the Natural Resources Management Act requires that:

(1) An NRM Group must cause proper accounts to be kept of its financial affairs and must

cause financial statements to be prepared in respect of each financial year.

(2) The Auditor-General may at any time, and must in respect of each financial year, audit

the accounts and financial statements required under subsection (1)

Section 57-Annual Reports of the Natural Resources Management Act requires that:

(1) An NRM Group must, on or before 31 October in every year, provide to the regional

NRM board or boards that have responsibility for the NRM Group a report on its

activities for the financial year ending on the preceding 30 June (and need not provide

a report under section 6A of the Public Sector Management Act 1995). (2) The report must-

(a) include a copy of the audited accounts and financial statements of the NRM

Group, and

(b) include other information required by or under the regulations.

In regards to section 57(2)(b) there are no regulations applying.

SPECIFIC REPORTS

Section 58 of the Natural Resources Management Act states that:

(1)The Minister or a regional NRM Board may, by written notice to a regional NRM Group,

require the Group to provide to the Minister or the Regional NRM board, within a period

stated in the notice or at stated intervals, any report or reports relating to the performance,

exercise or discharge of its functions, powers or responsibilities, as the Minister or the

regional NRM board (as the case may be) thinks fit.

(2) If a requirement is imposed under subsection (1), the regional NRM Group must cause

a statement of the fact of the imposition of the requirement to be published in its next

annual report.

There were no specific reports requested and provided to the Minister or the NRM Council

under section 39 during 2011-12.

COMMITTEES LISTING

The Central NRM Group did not conduct any sub-committees during 2011-12.

ACKNOWLEDGEMENTS

The Group would like to thank the Minister for Environment and Conservation, staff and

Board Members of the SE NRM Board; Department for Environment and Natural Resources;

South East Mallee & Woodland Threatened Species Network and WWF Australia for the support

and encouragement that it has received over the year.

_______________________________________________________________________________


GLOSSARY

SE NRM South East Natural Resources Management

RtBC Red-tailed Black Cockatoo

WWF World Wildlife Fund

Attachment 2

ATTACHMENT 2: ANNUAL REPORT OF SOUTHERN NRM GROUP

SOUTHERN

NATURAL RESOURCES MANAGEMENT GROUP

ANNUAL REPORT

1 July 2011 to 30 June 2012 _______________________________________________________________________________



Mark Braes Presiding Member


O Box 30

Mount Gambier, SA 5290

Dear Mark,


59 of the Natural Resources Management Act 2004, I have pleasure in presenting the annual

report of the Southern Natural Resources Management Group for the year ended 30 June

2011.

Brendan Provis

Chairperson

Southern Natural Resources Management Group

_______________________________________________________________________________


TABLE OF CONTENTS

ATTACHMENT 1: ANNUAL REPORT OF SOUTHERN NRM GROUP ..................... 76 LETTER OF TRANSMITTAL ........................................................................................... 77 FOREWORD ........................................................................................................................ 79 NRM GROUP MATTERS CONTAINED IN THE NRM BOARD’S REPORT ............. 80 OPERATIONS AND INITIATIVES ................................................................................... 81 ROLE, LEGISLATION AND STRUCTURE ..................................................................... 82

ROLE OF THE GROUP ................................................................................................. 82 FUNCTIONS OF THE SOUTHERN NRM GROUP .................................................... 82 MEMBERSHIP ................................................................................................................ 83

MEETINGS: GENERAL AND SPECIAL ..................................................................... 83 RELATIONSHIPS WITH OTHER AGENCIES .......................................................... 84 GOVERNANCE ARRANGEMENTS ............................................................................ 84


BOARD .................................................................................................................................. 84


GROUP .................................................................................................................................. 84


GROUP .................................................................................................................................. 84 REQUIREMENTS FOR ANNUAL REPORT ................................................................... 84

SPECIFIC REPORTS .......................................................................................................... 85 COMMITTEES LISTING ................................................................................................... 85 ACKNOWLEDGEMENTS .................................................................................................. 85 GLOSSARY .......................................................................................................................... 85

_______________________________________________________________________________


FOREWORD

The Southern NRM Group has been fortunate in retaining the skills of three previous

members, and with only one new member being appointed this year, we represent a good

cross-section of our community despite being below full strength. Two previous members

decided not to re-nominate this year, and I acknowledge the tremendous contribution of Sharn

Lucas to the Group over the past seven years, and also Ken Jones and Tom Rymill’s terms

with the Group.

The Group achieved much of what they wanted to accomplish during the year. The highlight

for the year was the initiation and running of the Small Farms Workshops, which were very

well supported. The production and launch of the Neville Bonney book, ‘What South East

Native Plant is That?’ from two years ago was followed up this year by a very successful

teacher training workshop, where the author taught teachers from schools in the SE how to

use the book. The Group also supported the Coastal Gardens Workshops during the summer. I

commend the work of the SE NRM Board staff and the dedication of the Groups Coordinator,

Naomi Brick, who works tirelessly with the NRM Groups to achieve their goals.

The Southern Group members all engage in some form of community activity, Local

Government, weed and pest management, coastal and marine environment involvement and native

vegetation protection.

I believe the Southern Group can look forward to building on previous initiatives and

embracing the Group restructure program to further progress the goals of the South East

Natural Resource Management Board Regional Plan.

Brendan Provis

Chair Southern NRM Group

_______________________________________________________________________________




reported in the Southern Natural Resources Management Board’s Annual Report:












• Fraud









_______________________________________________________________________________



The Southern NRM Group members belong to a wide range of community groups which

instigate positive natural resource management in the southern area. The members have

supported the education of the community in native vegetation, weed and pest management,

biodiversity, and fish and bird habitats. Connections included Port MacDonnell Landcare

Group, Birds Australia regional groups, the Lower SE Marine Parks committee, Red tailed

Black Cockatoo and Orange bellied Parrot affiliations, Friends of Shorebirds, Local

Government Advisory Committees, the Forest and Dairy industries and the Wine Industry

Precision Viticulture Group.

Highlighted Projects and Activities of the Southern NRM Group include:-

• Providing a series of four Small Farms workshops around Mount Gambier for people

who did not make their primary income from farming was the highlight of the group’s

year. It is the first time any NRM activities have been specifically directed towards

this community, and it was highly successful with all sessions being booked out, and

extremely positive feedback received. The group will be aiming to expand and

improve on its program next year, and has also inspired other NRM Groups to

consider whether they may need a similar program in their area.

• For the first time the group ran a workshop specific to teachers. The Group asked

Neville Bonney to run a session explaining how to use his book What South East

Native Plant is That?. Teachers that attended then received a copy of the book to use

with students at their school.

• Participation in the launch of the South East NRM Business Plan community

consultation throughout the region.

• Participation in the Orange Bellied Parrot and Red tailed Black Cockatoo surveys.

• Assistance with the Coordination of Coastal Gardens workshops promoting the SE

Coastal Gardens Booklet.

• Attendance at several conferences and workshops pertaining to natural resource

management.

• Provision of information on local issues to the SE NRM Board (in partnership with the

Northern and Central NRM Group)

• Contribution towards the development of South East specific flora and fauna

identification brochures.

• Worked with the Northern and Central NRM Groups to host Fox Fortnight promoting

the coordinated spring baiting of foxes.

• Assisted in the promotion of environmental and NRM events within the South East.

• Coordination of a joint meeting with the other NRM Groups to discuss Lower Limestone Coast Water Allocation Plan.

_______________________________________________________________________________



The Southern Natural Resources Management Group was established on December 2004

under the auspices of the Natural Resources Management Act 2004. This report for the 2011-

12 financial year fulfils the requirements of section 57 of the Natural Resources Management

Act.

ROLE OF THE GROUP


includes:


sustainable NRM;



In order to maintain close links with the community, the SE NRM Board has established three NRM Groups within its region; these are the Northern Group, Central Group and Southern NRM Groups. The role of the NRM Groups is to provide a link to their communities, support

and encourage engagement with the public and ensure representation of local priority issues.

FUNCTIONS OF THE SOUTHERN NRM GROUP

Section 52 of the Natural Resources Management Act describes the functions of the Southern


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

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



(b) to develop, implement or participate in programs associated with natural resources management at the local level; and



initiatives with respect to natural resources management; and

(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

(g) Such other functions prescribed by the regulations or assigned to the NRM Group by a


_______________________________________________________________________________


MEMBERSHIP

Section 48 of the Natural Resources Management Act, 2004 provides for the appointment of the Southern Natural Resources Management Group.

The Group consists of up to 7 members, appointed by the regional NRM board, being persons who

collectively have, in the opinion of the SE NRM Board, knowledge, skills and

experience determined by the board or boards to enable the NRM Group to carry out its

functions effectively.

The membership of the Southern Group during 2011-12 was:

Members

• Brendan Provis, Coonawarra, Chair

• Sharn Lucas, Mount Gambier

• Bruce Bain, OB Flat.

• Kylie Boston, Yahl.

• Tom Rymill, OB Flat.

• Ken Jones, Port MacDonnell.

• Rob Bawden, Mount Gambier


A total of 6 general public Group meetings were held during the 2011-12 financial year. A total

of 1 briefing sessions were held during 2010-2011 financial year

A total of 2 educational meetings were held during the 2011-12 financial year

Additionally the Southern NRM Group also established a Small Farms Workshop Working

Group which met regularly in advance of the Small Farms Workshops.



attended attendance

Sharn Lucas 3 of 4 Holiday

Bruce Bain 6 of 6

Brendan Provis 6 of 6

Kylie Boston 6 of 6

Tom Rymill 2 of 4 Work commitments

Ken Jones 2 of 4 Work commitments

Rob Bawden 2 of 2

_______________________________________________________________________________



The Group works closely with the SE NRM Board and regional agencies such the DENR and PIRSA Forestry.


During 2011-12, the Southern NRM Group has not developed any additional policies to support governance arrangements.






STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY THE

BOARD



GROUP

No additional functions or powers have been assigned by the Board to the Group during 2011-12.


GROUP






(4) The Auditor-General may at any time, and must in respect of each financial year, audit the accounts and financial statements required under subsection (1)


_______________________________________________________________________________




activities for the financial year ending on the preceding 30 June (and need not provide

a report under section 6A of the Public Sector Management Act 1995). (4) The report must-

(a) include a copy of the audited accounts and financial statements of the NRM

Group, and



SPECIFIC REPORTS







(2) If a requirement is imposed under subsection (1), the regional NRM Group must cause a statement of the fact of the imposition of the requirement to be published in its next annual report.

There were no specific reports requested and provided to the Minister or the NRM Council

under section 39 during 2011-12.

COMMITTEES LISTING

The Southern NRM Group did not have any sub-committees during 2011-12.

ACKNOWLEDGEMENTS

The Group would like to thank the Minister, the South East NRM Board, and staff for the support and encouragement that it has received over the year.

GLOSSARY

SE NRM South East Natural Resources Management Board

Board

NRM Natural Resources Management

DENR Department for Natural Resources and Environment

SNRMG Southern Natural Resources Management Group under the SE NRM Board

_______________________________________________________________________________


Attachment 3

ATTACHMENT 3: ANNUAL REPORT OF NORTHERN NRM GROUP

NORTHERN

NATURAL RESOURCES

MANAGEMENT GROUP

ANNUAL REPORT

1 July 2011 to 30 June 2012 _______________________________________________________________________________



Mr Mark Braes

Presiding Member


O Box 30 MT GAMBIER, SA 5290

Dear Mark


59 of the Natural Resources Management Act 2004, I have pleasure in presenting the annual

report of the Northern Natural Resources Management Group for the year ended 30 June

2012.

Neville Stopp

Chairperson

Northern Natural Resources Management Group

_______________________________________________________________________________


TABLE OF CONTENTS

ATTACHMENT 3: ANNUAL REPORT OF NORTHERN NRM GROUP .................... 65 LETTER OF TRANSMITTAL ........................................................................................... 87 FOREWORD ........................................................................................................................ 89 NRM GROUP MATTERS CONTAINED IN THE NRM BOARD’S REPORT ............. 90 OPERATIONS AND INITIATIVES ................................................................................... 91

ROLE OF THE GROUP ................................................................................................. 92 FUNCTIONS OF THE NORTHERN NRM GROUP ................................................... 92 MEMBERSHIP ................................................................................................................ 93 MEETINGS: GENERAL AND SPECIAL ..................................................................... 93

RELATIONSHIPS WITH OTHER AGENCIES .......................................................... 94 GOVERNANCE ARRANGEMENTS ............................................................................ 94


BOARD .................................................................................................................................. 94


GROUP .................................................................................................................................. 94


GROUP .................................................................................................................................. 94 REQUIREMENTS FOR ANNUAL REPORT ................................................................... 94 SPECIFIC REPORTS .......................................................................................................... 95

COMMITTEES LISTING ................................................................................................... 95 ACKNOWLEDGEMENTS .................................................................................................. 96 GLOSSARY .......................................................................................................................... 96

_______________________________________________________________________________


FOREWORD The Northern NRM Group has had another productive year with all members keen and active.

Unfortunately our number of members shrunk to only 4 early in 2012 due to Judy Zacker not

seeking reappointment (so she could join the SE NRM Board) and Tracy Strugnell and Tony

Hedges not continuing on. We welcomed Peter Wills to our group. It would be remiss of me to start

this foreword without thanking Judy for her great effort and leadership of the Northern Group for

these past years. We already miss her, but wish her well in her new role as a member of the SE

NRM Board. It is disappointing we don’t have any female members in our group as well as nobody

representing the northern half of our region.

Despite our numbers we continue to work hard and in the past year we initiated the idea of Fox

Fortnight (held in September) and for a first up effort were quite successful especially in the Keith

Bordertown area. We look forward to the program growing next September as fox numbers are

reportedly quite high. With rabbit numbers on the increase we helped the Coorong LAP

with half the cost of purchasing a new rabbit bait layer to loan out to landholders in the

Tintinara area.

We had a joint meeting with Mallee NRM group (from Murray Darling Board) discussing

common issues, especially weeds with another meeting planned for Sept/Oct. As has been our

custom we shared a stand at the Keith, Coonalpyn and Mundulla shows with Coorong/Tatiara

LAP and NRM staff- a great way to keep in contact with the community and get some

feedback.

Much time and energy has been put into the issue of weeds in the area especially African

Lovegrass which is spreading along roadsides and now out into pastures, educating people of the

weed and its threat.

The Northern NRM Group also supported the Coorong LAP to run a Water Security Forum at

Tintinara, assisting financially and in organising the program and on the day. This forum was a huge

success with over 200 registrations and good speakers with relevant methods to help overcome

the high cost of stock water for the areas that rely on mains water or salty underground

water. Ideas like harvesting rainfall, successfully shandying mains and salt water, leak

detection, desalination and piping between properties.

The Northern Group members continue to be actively involved in the wider community and

eagerly look forward to the task of helping maintain sustainability of the environment in our region.

We would also like to thank the SE NRM staff with whom we work and come in contact with

for all their assistance and patience.

Neville Stopp

Chairperson Northern NRM Group

_______________________________________________________________________________




reported in the Northern Natural Resources Management Board’s Annual Report:












• Fraud









_______________________________________________________________________________



The Northern NRM Group continued to raise their profile and that of the SE NRM Board by

having information stands at the Coonalpyn Show, Keith and Mundulla Shows. These stands

promoted a wide range of NRM issues including water quality testing, weed and pest control, and

nrmFARM. The Group also invited staff to join them at these stands, providing another

opportunity to engage with the community.

The major project of the Northern NRM Group this year was their support of the Coorong

Tatiara Local Action Plans Water Security Forum. With a major increase in the price of River

Murray water which farmers rely on to water their stock the economic impact of minor leaks can

be huge. The Northern Group worked with the LAP to hold a Water Security Forum looking

at technology advances which could prevent leakages.

The Northern NRM Group continue to exchange minutes with the Mallee Coorong NRM

Group regularly and members endeavour to attend a meeting occasionally.

Some of the highlights for the Northern NRM Group were:

• Attendance at the SE NRM Business Plan Community Consultations

• Attendance at Water Allocation Plans information sessions in the region

• Participation in the Steering Committee for the Regional Landcare Facilitator

• Provision of information on local issues to the SE NRM Board (in partnership with

the Northern and Central NRM Group)

• Contributed towards the development of SE specific flora and fauna identification brochures

• Attendance at several conferences and workshops pertaining to natural resource

management

• Worked with the Central and Southern NRM Groups to host Fox Fortnight promoting the Spring baiting of foxes.

_______________________________________________________________________________



The Northern Natural Resources Management Group was established in December 2004

under the auspices of the Natural Resources Management Act 2004. This report for the 2011-

12 financial year fulfils the requirements of section 57 of the Natural Resources Management

Act.

ROLE OF THE GROUP


includes:


sustainable NRM;



In order to maintain close links with the community, the Board has established three NRM Groups within its region; these are the Northern Group, Central Group and Southern NRM Groups. The role of the NRM Groups is to provide a link to their communities, support and

encourage engagement with the public and ensure representation of local priority issues.

FUNCTIONS OF THE NORTHERN NRM GROUP

Section 52 of the Natural Resources Management Act describes the functions of the Northern


(1) The functions of a regional NRM Group are— (a) to be actively involved in the development and implementation of any relevant



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

management at the local level; and



initiatives with respect to natural resources management; and (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

(h) Such other functions prescribed by the regulations or assigned to the NRM Group by a


_______________________________________________________________________________


MEMBERSHIP

Section 48 of the Natural Resources Management Act provides for the appointment of the

Northern Natural Resources Management Group.

The Group consists of up to 7 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 or boards to enable the NRM Group to carry out its functions

effectively.

The membership of the Northern Group during 2011-12 was:

Members

• Judy Zacker -Tintinara

• Tracey Strugnell -Tintinara

• Miles Hannemann - Keith

• Anthony Hedges - Keith

• Neville Stopp - Keith

• David Altus - Keith

• Peter Will - Bangham


A total of 5 general Group public meetings were held during the 2011-12 financial year.



attended attendance

Judy Zacker 3 of 3 Chair until February 21

Tracey Strugnell 3 of 3

Miles Hannemann 5 of 5

Anthony Hedges 1 of 3 Work commitments

Neville Stopp 5 of 5 Chair from February 22

David Altus 4 of 5 Work commitments

Peter Will 2 of 2

_______________________________________________________________________________



The Group works closely with the SE NRM Board and regional agencies such the Coorong

Tatiara Local Action Plan.


During 2011-12, the Northern NRM Group has not developed any additional policies to

support governance arrangements.






STATEMENT OF FACT FOR SIGNIFICANT FUNCTIONS ASSIGNED BY THE BOARD


STATEMENT OF FACT FOR FUNCTIONS OR POWERS DELEGATED TO THE GROUP

No additional functions or powers have been assigned by the Board to the Group during

2011-12.


GROUP






(6) The Auditor-General may at any time, and must in respect of each financial year, audit

the accounts and financial statements required under subsection (1)




_______________________________________________________________________________


activities for the financial year ending on the preceding 30 June (and need not provide a

report under section 6A of the Public Sector Management Act 1995).

(6) The report must-

(a) include a copy of the audited accounts and financial statements of the NRM Group, and



SPECIFIC REPORTS







(2) If a requirement is imposed under subsection (1), the regional NRM Group must cause a statement of the fact of the imposition of the requirement to be published in its next annual report.

There were no specific reports requested and provided to the Minister or the NRM Council under section 39 during 2011-12.

COMMITTEES LISTING

The Northern NRM Group did not have any sub-committees during 2011-12.

_______________________________________________________________________________


ACKNOWLEDGEMENTS

The Group would like to thank the Minister and staff of the South East Natural Resource

Management Board for the support and encouragement that it has received over the year.

GLOSSARY

LAP Local Action Plan

NRM Natural Resources Management

DfW Department for Water

LLC Lower Limestone Coast

WAP Water Allocation Plan

_______________________________________________________________________________
