corporate plan 2010-11 to 2014-15€¦ · abn 89 184 039 725 . corporate plan . 2010-11 to 2014-15...

ABN 89 184 039 725

Corporate Plan

2010-11 to 2014-15

Pursuant to Sections 19C and 19D of the Catchment and Land Protection Act 1994, Section 247 (2A) of the Water Act 1989 and the 2010 Ministerial Form.

168 Welsford Street, Shepparton, 3630. PO Box 1752, Shepparton, 3632.

Telephone: 03 5820 1100 Facsimile: 03 5831 6254 www.gbcma.vic.gov.au, email: [email protected]

http://www.gbcma.vic.gov.au/�

mailto:[email protected]�

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TABLE OF CONTENTS Chair’s Foreword ................................................................................................................................3

The Goulburn Broken Region in Brief ................................................................................................5

PART A: STATEMENT OF CORPORATE INTENT ...................................................................... 6

1.1 .... Business Objectives ................................................................................................................................. 6

1.2 .... Main Business Undertakings .................................................................................................................... 8 1.3 .... Nature and Scope of Activities ................................................................................................................. 8

1.4 .... Performance Targets .............................................................................................................................. 10 1.5 .... Other Information to be provided to the Minister .................................................................................... 12

1.6 .... Other Matters .......................................................................................................................................... 16

PART B: BUSINESS PLAN ....................................................................................................... 22

2.1 .... Strategic Priorities 2010-11 .................................................................................................................... 22 2.2 .... Organisational Performance Indicators .................................................................................................. 22 2.3 .... Key Business Partnerships .................................................................................................................... 25 2.4 .... New Arrangements or Significant Activities............................................................................................ 26 2.5 .... Identification of Major Business Risks and Risk Mitigation Actions ....................................................... 26 2.6 .... Corporate Funding .................................................................................................................................. 28

PART C (1): FINANCIAL STATEMENTS .................................................................................... 31

3.1 .... Business Assumptions ........................................................................................................................... 31 3.2 .... Performance Targets .............................................................................................................................. 31 3.3 .... Project Costing ....................................................................................................................................... 31 3.4 .... CMA Budget 2010-11 by Project and Five Year Projections ................................................................. 32

PART C (2): FINANCIAL ATTACHMENTS – 2010-11 ................................................................ 33

PART C (3): FEES AND PRICING PROPOSALS ....................................................................... 33

ACRONYMS ................................................................................................................................. 35

TABLE 13 – Planned Programs......................................................................................................36

TABLE 14 – Projected Operating Statement.................................................................................37

TABLE 15 – Projected Balance Sheet ...........................................................................................38

TABLE 16 – Projected Cash Flow Statement................................................................................39

1.1.1 Vision and Strategic Priorities ....................................................................................................... 6 1.1.2 Authority Objectives ...................................................................................................................... 8

1.3.1 Delivery of the Corporate Plan ...................................................................................................... 9 1.3.2 Integration of strategies and activities .......................................................................................... 9

1.5.1 Priorities from regional strategies ............................................................................................... 12 1.5.2 Implementation of the farm modernisation program ................................................................... 13 1.5.3 Development and implementation of River Health Strategy ....................................................... 13 1.5.4 Implementing the Biodiversity Strategy in the Goulburn Broken Catchment .............................. 13 1.5.5 Community and local government engagement and involvement in NRM ................................. 13 1.5.6 Northern Region Sustainable Water Strategy (NSWS) implementation and MDBA Basin Plan

development ................................................................................................................................ 14 1.5.7 Fire recovery ............................................................................................................................... 14 1.5.8 Climate change adaptation ......................................................................................................... 14 1.5.9 Change management (including managing CMA merger processes) ........................................ 15 1.5.10 CMA’s statutory responsibilities .................................................................................................. 15

1.6.1 Progress towards RCS Targets .................................................................................................. 16 1.6.2 Monitoring, Evaluation and Reporting ......................................................................................... 19

3.4.1 Funding estimates ....................................................................................................................... 32 3.4.2 Contributed Capital ..................................................................................................................... 32 3.4.3 Committed Funds Reserve ......................................................................................................... 32 3.4.4 Capital Expenditure 2010-11 ...................................................................................................... 32

5.1 Waterways .............................................................................................................................................. 33 5.2 Floodplain ............................................................................................................................................... 34

Goulburn Broken CMA Corporate Plan 2010-11 12 November 2010 3

Chair’s Foreword On behalf of the Board, I am pleased to submit the Goulburn Broken Catchment Management Authority’s Corporate Plan for the period 2010-11 to 2014-15. The Corporate Plan has been prepared in accordance with Sections 19C and 19D of the Catchment and Land Protection Act 1994, Section 247 (2A) of the Water Act 1989 and the 2010 Ministerial Form guidelines. 2010-11 will continue to place many challenges in front of the Goulburn Broken region as it implements its various natural resource management programs. These challenges include: • Engaging with the MDBA Basin Plan development and ensuring alignment with the CMA’s environmental water

management responsibilities. • Fire recovery, which is only just beginning in the southern part of the catchment, and with communities

divided in their opinions of the value of native vegetation. • Increasing corporate and statutory responsibilities. • Government funding becoming increasingly competitive and declining. • Climate change impacts threatening the water resources and health of our rivers. • Maintaining the momentum of on-ground works and community engagement in the face of Catchment

Management Authority (CMA) amalgamations. The Murray Darling Basin Authority (MDBA) Basin Plan is currently developing the Sustainable Diversion Limits process which is creating a lot of uncertainty in catchment communities. The Goulburn Broken CMA has been actively involved in this process through providing a submission and being involved in stakeholder interviews. This input will continue through active engagement in the development of the Draft Basin Plan and technical review of the two Icon Environmental Sites within the Goulburn Broken Catchment, i.e. the Lower Goulburn River System and Barmah-Millewa Forest. It will be critical that the environmental water allocations, arising out of this process, are integrated into our current programs to provide the sustainable balance of consumptive and environmental outcomes. A lack of socio-economic data also makes this a significant challenge. The February 2009 fires were a national disaster and final assessments indicated that 165,000 hectares (or seven percent) of the Goulburn Broken Catchment was burnt, including 190 kilometres of major rivers. The Goulburn Broken CMA immediately played a critical role in supporting communities, assessing the damage, talking to communities affected and working with partners to devise a practical plan to rebuild the community and the natural environment. Through State and Commonwealth funding, the Goulburn Broken CMA has now instigated a fire recovery employment program employing over 12 community members to undertake a range of environmental activities including revegetation, weed control and fencing. An emerging challenge is the fear in some communities that replacing and/or maintaining key native vegetation assets creates an unreasonable ongoing fire risk. All levels of Government have a critical role to play to ensure that our natural biodiversity assets are given the opportunity to also recover from this disaster. The Government’s White Paper for Land and Biodiversity flags increased statutory responsibilities in groundwater and planning. This coincides with increasing referrals and new legal liabilities likely to arise from the new Planning and Environment Act. Consequently, the Goulburn Broken CMA Board has requested management to investigate increasing fees under Section 55 and/or reallocating funds, where possible, from on-ground works to cover growing statutory planning responsibilities. This reallocation, whilst reducing the level of onground works, will add to the protection of our natural assets through a compliance approach. The Goulburn Broken CMA currently has the lowest cost of any CMA for referrals and the highest volume. Climate variability continues to challenge the community and the catchment, be it freak storm incidents or just the prevailing dry conditions. The Goulburn Broken CMA continues to work with landowners and stakeholders to integrate climate adaptation into their various levels of management actions, on farm and regionally. Unfortunately the highly successful Drought Employment Program was not funded in 2009-10, but we have built on the learnings from this to create a similar program in the fire recovery areas. The drought has provided benefits to the salinity and water quality conditions in the catchment, but continues to challenge our ability to maintain the ecosystem health of our waterways. The recently announced funding from the Commonwealth’s On-Farm Irrigation Efficiency Program (OFIEP) will continue to build on the CMA’s Land and Water Management Plan objectives whilst enabling enhancement at the farm level of the Northern Victoria Irrigation Renewal Project (NVIRP) irrigation modernisation program. The conversion from flood irrigation to spray or drip technology has not been funded in the first round of the Commonwealth’s investment in this program, but efforts will be made to capture this opportunity in the second round.

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The CMA amalgamation process will provide a number of advantages through increased staff capacity and responsiveness, and potentially greater depth of experience in CMA Boards. However, it has created concerns with many local stakeholders, including landcare groups and Local Government, around the ability of the larger Natural Resource and Catchment Authority (NRCA) to maintain local community engagement. Also, as can be expected with any structural change, uncertainties are created with staff and competition for attracting staff is emerging from other agencies in our region, such as the Northern Victoria Irrigation Renewal Project. The Goulburn Broken CMA relies on a range of catchment partners, including our landowners, to deliver on this Corporate Plan. This reliance includes the goodwill, support, on-ground works as well as the expertise of our partners including Landcare, landowners, Department of Primary Industries, Department of Sustainability and Environment, Goulburn-Murray Water, Commonwealth Government, Local Governments, and community groups and organisations. The Goulburn Broken CMA Board looks forward to working with the Authority’s staff to deliver on this Corporate Plan. Peter F. Ryan Chair 12th November 2010


The Goulburn Broken Region in Brief The Goulburn Broken region covers 2.4 million hectares (or about 11 percent of Victoria), has a population of over 200,000 people and supports major agricultural, food processing, forestry and tourism industries. Production from the irrigation region supports a significant food processing industry that contributes 25 percent of Victoria’s export earnings. The dryland area covers about 2 million hectares, of which some 800,000 hectares is public land. Economic output from the Catchment is estimated to be $9.5 billion each year of which the Shepparton Irrigation Region contributes over $5 billion. The Region covers 2 percent of the Murray Darling Basin but generates 11 percent of the basin’s water resources. It also contains Victoria’s largest and most important water supply catchment – Lake Eildon. The Goulburn Broken catchment generates 18 percent of Victoria’s water which is used within the Catchment as well as Victoria, South Australia and New South Wales. The other major significant water body is the Ramsar listed Barmah Forest in the north of the Catchment. Extensive land clearing and irrigation over the past 100 years have resulted in significant degradation of the Catchment’s land and water resources and biodiversity, as well as causing salinity and water quality problems. The Goulburn Broken regional community response, especially since the advent of integrated catchment management in the late 1980s, has made significant progress in slowing the decline and in some cases improving the condition of the Catchment (see Table 5). Map 1 Location of the Goulburn Broken Catchment.

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PART A: STATEMENT OF CORPORATE INTENT

1.1 Business Objectives

1.1.1 Vision and Strategic Priorities The prosperity of our region in 50 years depends on how well we manage our land, water and biodiversity assets now. In 2010 the Goulburn Broken CMA Board updated the vision for the Goulburn Broken region to:

Strategic priorities for 2010-11 set by the Goulburn Broken CMA Board for the Goulburn Broken region are:

1. Priorities from regional strategies (Regional Catchment Strategy), as well as CFoC & VIF priorities. 2. Implementation of the farm modernisation program and effective links to the Northern Victoria

Irrigation Renewal Project (NVIRP). 3. Development and implementation of River Health Strategy Mid Term Review (Addendum). 4. Implementing the Biodiversity Strategy in the Goulburn Broken Catchment. 5. Community and Local Government engagement and involvement in NRM. 6. Northern Region Sustainable Water Strategy implementation and Murray Darling Basin Authority

Basin Plan (including Sustainable Diversion Limits) development. 7. Fire recovery. 8. Climate Change adaptation. 9. Change management (including managing CMA merger processes). 10. CMA’s statutory responsibilities and new legal liability under the new Planning and Environment Act. 11. Lake Mokoan rehabilitation.

The following table shows the current level of indicative State and Commonwealth base funding, proposed activities that are included in competitive funding sources, and current priority gaps which are unfunded and for which there are no known funding sources.

Healthy, resilient and increasingly productive landscapes supporting vibrant communities


Table 1 - Summary of current base funding level activities (State, plus CFoC plus half NRIP funcing), competitive processes and unfunded activities (with no known sources)

Base State plus CFoC plus half NRIP Other Competitive Funding sources Unfunded

Board Strategic Priority Base Activities $000

applied Competitive Activities

$000 applied

Unfunded Activities $000

TOTAL Funding Base +

Competitive + Unfunded

1. Priorities from regional strategies

On-ground works, engagement, planning, MER.

6,628 On-ground works (NRIP). 625 Salinity and farm works, MER,

strategic planning, governance, research.

4,000 11,253

2. Implementation of the farm modernisation program

Improved farm water use efficiency.

1,215

On farm Irrigation Efficiency Program (note this will be in

Goulburn Broken & North Central CMA areas).

25,820 - 0 27,035

3. River Health Strategy Addendum

On-ground works, engagement, planning, MER.

4,012 Murray River (NRIP). 625 On-ground works, indigenous engagement, MER, planning

and research. 1,250 5,887

4. Biodiversity Strategy On-ground works,

engagement, planning, MER. 2,857

Greengraze (CFoC) and Biolink (NRIP).

1,157 Strategic planning,

investigations, MER research, on-ground works.

1,500 5,514

5. Community and local government engagement

Community and Local Government engagement and

Landcare support. 1,363

National Landcare Facilitators Initiative.

150

Landcare & community engagement, DLS & SIRCIS

implementation, indigenous engagement, extension.

1,600 3,113

6. NSWS and MDBA Basin Plan

Planning and engagement. 227 No sources identified. 0 Goulburn Flows

Salt register B work. 500 727

7. Fire recovery Community support, MER and

on-ground works. 0 No further sources identified. 0 Community support. 300 300

8. Climate change adaptation

Planning and community engagement.

50 Community engagement. 20 Adaptation strategies, research ecosystem resilience.

300 370

9. Change management Planning and engagement.

No resources available. 0 No sources available. 0

Planning, engagement, governance & implementation.

600 600

10. CMA’s statutory responsibilities

Statutory referrals. 353 No sources available. 0 Statutory responsibilities. 200 553

11. Lake Mokoan rehabilitation

No resources currently provided.

0 To be advised. 0 To be advised. 0 0

Total

16,705

28,397

10,250 55,352


1.1.2 Authority Objectives The primary business objectives of the Authority are to:

• Develop the strategic platform to effectively manage natural resource issues. • Involve the community in decisions relating to natural resource management within their region and

be responsive and sensitive to community needs. • Build upon the relationships with partner organisations and provide leadership and representation for

the community. • Conserve, protect and enhance the condition, diversity and extent of natural resources. • Minimise damage to natural ecosystems and natural resource-based industries. • Promote transparency in all dealings, promoting trust through communicating effectively. • Be competitive in comparison to other Authorities and resource management organisations both

nationally and internationally. • Provide innovation in water and land management, as a result of investment in research, including

monitoring and evaluation of works. • Minimise damage to public and private assets from flooding and erosion. • Collaborate with industry and economic development organisations in achieving sustainable and

profitable development of catchment communities. • Support sustainable development which conserves, protects and enhances the diversity of the existing

natural resource base. • Reduce the CMA’s carbon footprint in all areas of business, without affecting efficiency and

effectiveness.

1.2 Main Business Undertakings The Goulburn Broken CMA has two types of business, Direct Service Delivery and Partnership Business; (a) Direct Service Delivery involving:

- River health management (waterway and strategic management) - Environmental Water Reserve utilisation - Strategic water quality and biodiversity monitoring and coordination - Corporate and statutory functions:

Floodplain Works on waterways Other land issues.

(b) Partnership Business involving:

- Sustainable agriculture and land management (particularly with reference to irrigation and dryland salinity)

- Water savings and water use efficiency - Surface and sub-surface water management - Biodiversity (including vegetation management and private forestry) - Landcare and community engagement and support - Pest plant and animal management - Climate change adaptation

1.3 Nature and Scope of Activities

The operational arms of the Authority are implemented through two geographical areas and one strategic program:

Program 1 Broken Goulburn Program 2 Shepparton Irrigation Region Program 4 Catchment Wide

(Note: Program 3 existed prior to the Broken Goulburn dryland area being split in two). Within each of these programs are sub-programs that are theme or issue based, most of these sub-programs are related to existing sub-strategies or action plans. They include:

Biodiversity Community Engagement and Planning


Sustainable Dryland Landscapes – including soil health and salinity Farm and Environment – including water use efficiency Surface and Sub-surface Water Management River Health including water quantity and quality Floodplain Community Involvement

A summary of main outputs proposed to be delivered in the 2010-11 year from base State and CFoC funding is found in Section 1.4. These will delivered in line with strategies and action plans in priority areas. Further details of the activities can be found in the 2010-11 Regional Investment Plan (RIP), the latest version was submitted to Department of Sustainability and Environment (DSE) on 24 March 2010 as well as the CFoC 2010-11 application.

1.3.1 Delivery of the Corporate Plan

The Corporate Plan is developed using the Regional Catchment Strategy (and sub-strategies) as the basis for priorities. The Board then annually identifies new strategic directions or priorities to supplement or update the RCS priorities. The Corporate Plan is developed according to the CaLP Act and Ministerial Guidelines and includes corporate or organisational performance targets (Section 2.2) and output performance targets (Section 1.4). The corporate and organisational performance targets are derived from the Statements of Obligations (SOO). The output performance targets are achieved through the three Programs described earlier. Progress is evaluated and reported in the Goulburn Broken CMA’s Annual Report as required under the CaLP Act.

1.3.2 Integration of strategies and activities Integration occurs at many levels across all strategic themes and operational processes in the Goulburn Broken region. Integration at the strategic level attempts to improve the effectiveness and efficiency of strategy outcomes. Integration can mean analysing more than one element of different levels, methods, outcomes (or vertical and horizontal integration). For example:

• Integrating social and economic needs or benefits with environmental ones, i.e. Shepparton Irrigation Region Catchment Implementation Strategy (SIRCIS) and Dryland Landscape Strategy (DLS)

• Integrating different program activities or outcomes, i.e. river health and biodiversity

RCS

Sub-strategy Plans/Priorities

Board Annual Strategic Directions

Corporate Plan developed annually

Broken Goulburn IC Program SIR IC Program Catchment Wide Program

Implementation of Activities

Reporting Quarterly and Annually Ope

rati

ons

Stra

tegy

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• Integrating different policies, i.e. Environmental Management Grants (EMGs) and Waterways Grants (WWGs)

• Integrating different processes, i.e. service delivery in the dryland

Much of the integration in the Goulburn Broken is targeted at on-ground works consistent with the original Regional Catchment Strategy. This maximises outcomes achieved.

1.4 Performance Targets Outputs to be delivered in 2010-11 The proposed outputs to be delivered by the 2010-11 Corporate Plan are shown in Table 2 below. Note that these outputs are for the base components of the RIP and CFoC and half of NRIP funding. Organisational and corporate performance targets are in Section 2.2. Table 2 – 2010-11 Outputs for Goulburn Broken CMA

Standard GB Threat or Impact Managed

Headline Action or Output Description

DSE Standard Output List Equivalent

2010-11 Target

2009-10 Target

Alignment to Board Strategic Priorities

Works

Threat

Land and water use practices

Stock grazing (ha = terrestrial; km = riparian)

Fence terrestrial remnant vegetation (ha)

Fence remnant vegetation Other terrestrial zones Area fenced (ha)

663 516 1, 3, 4, 7

Fence wetland remnant(ha) Fence wetland Area fenced (ha) 10 18 1, 3, 7

Fence stream/river remnant (km) Fence remnant vegetation within riparian zones Length of fencing (km)

59 38 1, 3, 7

Off-stream watering (no.) Off-stream watering points established 34 34 1, 3

Binding Management Agreement (license, Section 173, Section 69, covenant) (ha)

Conservation agreements Legal covenants / agreements on property title (ha)

252 611 4

Stock containment (ha) Stock containment Area protected (ha)

0 1,3

Induced Threat

Saline water and high watertables

Surface water Landform/lasergrading (ha)

Improved irrigation system implemented Improved management practice area serviced (ha)

0* 7,000 1, 2

Drain – primary (km) Surface Drains Primary length drain (km)

2 2 1

Drain – community (km) Surface Drains Community Length drain (km)

1.5 0 1, 5

Irrigation systems – improved or upgraded systems (ha)

Improved irrigation system implemented Upgraded systems area serviced (ha)

0* 1,150 1, 2

Irrigation systems - reuse (ha) Irrigation reuse system Area serviced (ha) 0* 500 1, 2,

Pasture – plant (ha)

Revegetation with non-indigenous vegetation other terrestrial zones area of perennial pasture (ha)

0* 0 1

Sub-surface water Groundwater pumps – public (no.) Groundwater pumps installed Public no pumps

0* 0 1





2010-11 Target

2009-10 Target


Groundwater pumps – private (new and upgrade no.)

Groundwater pumps installed Private no. pumps

4 6 1

Revegetation - Plantation / Farm Forestry (ha)

Revegetation with non-indigenous vegetation Other terrestrial zones area of plantation (ha)

0* 0 1, 4

Nutrient-rich & turbid water & suspended solids

Stormwater management projects (no)

Urban stormwater management systems implemented No installed

0* 2 1, 3

In-stream and near-stream erosion

Bed and Bank protection actions (km) Stream bank stabilised length stabilised (km) 7.5 8.75 1, 3

In-stream & tributary erosion treated (km)

Sites treated for soil erosion through engineering works Other Area treated (km)

28 3 1, 3

Changed flow pattern Environmental water allocated - eg to wetlands and rivers (ML)

Environmental water delivered to key assets Other Volume of water (ML)

0* 1,000 1, 3, 6

Weed invasion Weeds – aquatic weeds treated/eradicated (km)

Priority Pests Treated Aquatic weeds Length of waterway controlled (km)

66 62 1, 3, 4, 5,

7

Weed treated in high priority areas (ha)

Priority Pests Treated Other regionally prohibited weeds Area treated (ha)

805 640 1, 3, 4, 5,

7

Pest animals Rabbits treated in high priority areas (ha)

Priority Pests Treated Rabbits Area treated (ha)

351# 10,300* 1, 4, 5

Foxes treated in high priority areas (ha)

Priority Pests Treated Foxes Area treated (ha)

251 0 1, 3, 4, 5

Impact

Habitat loss - terrestrial Revegetation - natives (ha) Revegetate with indigenous veg - Other terrestrial - area of indigenous revegetation (ha)

521 433 1, 3, 4

Natural Regeneration (ha) Revegetate with indigenous veg - Other terrestrial - Area of indigenous revegetation (ha)

545 0 1, 3, 4

Grazing Regime Change (ha)

Grazing Regime Change Grazing as required for NRM outcomes Area established (ha)

325 4 1, 3, 4

Habitat loss – in-stream Install fish-way (no.) Stream opened to fish passage Fishway installed No fish barriers addressed

0* 7 1, 3

Establish SEAR (Significantly Enhanced Aquatic Refugia) or in-stream habitat (no.)

Stream opened to fish passage Other Length of in-stream habitat established (km)

1 5 1, 3

Habitat loss – Threatened species

Threatened Species Recovery Plan and Action Statements (no. projects)

Action Plans and Statements Flora and Fauna Guarantee Act (no.) 19.5 11 1, 3, 4

Non-Works

Planning

Whole Farm Plans - irrigation (ha) Property management plans Irrigation - IDEP (ha) Area covered by plan (ha)

12,500 6,450 1, 2, 5

Whole Farm Plans - dryland (ha) Property management plans Whole Farm Plan dryland (ha) Area covered by plan (ha)

5,000 7,500 1, 5

Strategies (no) Regional NRM Plans and sub-strategies. Other (no.) 15.5 8 1, 2, 3, 4,

5, 6, 8

Statutory Advice and Referrals (no.) Planning referrals/referrals received Other (no.) 1,000 1,045 1, 10

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2010-11 Target

2009-10 Target


Properties inspected for pests (no.) Priority Pest inspections No properties 0* 0 1, 10

Relationships and Community Capacity

Community Groups Supported (no.) Community groups supported Other (no.) 448 311

1, 2, 3, 4, 5, 6, 7, 8

Knowledge Studies, investigations or research (no.)

Investigations no. undertaken 301 275

1, 2, 3, 4, 5, 6, 7, 8

Note: includes State base and CFoC Base and half NRIP only. * Once funding is confirmed, these targets will be adjusted. # Large difference between 2009-10 and 2010-11 arises from a changed interpretation of how to measure the “treated” area; formerly the

area treated included the area “controlled”.

1.5 Other Information to be provided to the Minister

There are several matters which the Goulburn Broken CMA would like to alert the Minister to around the strategic priorities for 2010-11:

1. Priorities from regional strategies (Regional Catchment Strategy), as well as CFoC & VIF priorities 2. Implementation of the farm modernisation program and effective links to the Northern Victoria

Irrigation Renewal Project (NVIRP) 3. Development and implementation of River Health Strategy Mid Term Review (Addendum) 4. Implementing the Biodiversity Strategy in the Goulburn Broken Catchment 5. Community and local government engagement and involvement in NRM 6. Northern Region Sustainable Water Strategy implementation and Murray Darling Basin Authority

Basin Plan (including Sustainable Diversion Limits development) 7. Fire recovery 8. Climate change adaptation 9. Change management (including managing CMA merger processes) 10. CMA’s statutory responsibilities and new legal liability under the new Planning and Environment Act

1.5.1 Priorities from regional strategies

The Land and Biodiversity White Paper released in December 2009 identified the development of Regional Catchment Strategies. The Goulburn Broken CMA Board requests that the Minister defers the development of the next RCS update until after CMA amalgamations in July 2011. The reasons for this request are that there is a significant body of work indicated in the draft RCS guidelines which are unlikely to be completed until well after July 2011. The Board also felt that a new Natural Resources and Catchment Authority (NRCA) Board would be looking to have strong ownership of the directions of the organisation and natural resource management in the region for the ensuing six years and that this would require the NRCA Board to be heavily involved in RCS development. Funding availability and uncertainty continue to hamper the region's ability to deliver the RCS (and associated sub-strategies). In 2010-11 the minimum base corporate funding to the region is again around $5 million (CFoC base and State CMA corporate) which has declined from $26 million in 2006-07. This lack of certainty is adding cost to the business in additional resources required to source funding, as well as increasing the likelihood of not being able to deliver the RCS and meet statutory obligations. Along with the increasing administration and cost of applying for, and managing projects, the ability of the regional community to be involved in projects is diminishing and this causes a great deal of concern within the regional community about the future of community driven NRM. The Goulburn Broken CMA aims to be a low cost organisation and has a long standing reputation of having the lowest corporate costs of all Victorian CMAs (i.e. less than 5 percent). In recent years, as a result of increasing funding uncertainty, this corporate charge has risen from 3 percent in 2007-08 to 6.2 percent in 2009-10 to a possible projected 11.1 percent in 2010-11 should minimal funding be attained (note: Goulburn Broken CMA does not place a corporate cost on funds to partners). Whilst 11 percent is still low cost in a relative sense, the trend is worrying. Appropriate funding to the Authority to meet its statutory obligations would alleviate the uncertainty and reverse this trend. Vigilance is also required to ensure that Government funding processes are


efficient, effective and appropriate so that corporate costs can be minimised. This will remain an issue as NRCAs are created from the three merging CMAs, given similar funding levels that currently exist.

1.5.2 Implementation of the farm modernisation program The Northern Victoria Irrigation Renewal Project (NVIRP) consists of a program of infrastructure works over five to eight years that aim to increase the efficiency of irrigation delivery systems. Whilst NVIRP has specific water savings targets, the modernisation of irrigation infrastructure also provides long-term commitment to the region’s industries and will be a basis for regional growth and renewal. The Farm Water Program has received $16 million from NVIRP in 2010/11 to fund up to 79 projects with up to 9.2 gigalitres water savings and 4.6 gigalitres of these water savings being transferred to NVIRP. In March 2010, $25 million was approved in principle by the Commonwealth Government to fund water savings projects under the On-Farm irrigation Efficiency Program (OFIEP). 82 projects of $22 million have now passed the Commonwealth’s assessment process to deliver 10.2 gigalitres of water savings with 5.2 gigalitres to be transferred to the Commonwealth Government for the environment in 2010/11. Round 2 of the Commonwealth Government’s OFIEP is expected to be announced in late 2010 and it is anticipated that the Goulburn Broken CMA will apply for funding of around $80 million in 2011/12. This project was developed with North Central CMA, Northern Victorian Irrigators Inc., Dairy Australia, Murray Dairy, NVIRP, Goulburn-Murray Water, Department of Primary Industries (DPI) and Department of Sustainability and Environment (DSE) and aims to increase farm water savings in order to improve the health of rivers and streams and meet targets in our land and water management plans. This will be a significant project for the organisation and the region and is dependant on funding from the DSE Sustainable Irrigation Program for the whole farm planning activities for this project to be successful. Areas of modernisation that are not funded will reduce the potential of modernisation.

1.5.3 Development and implementation of River Health Strategy The River Health Strategy was reviewed in 2010 and an Addendum to the strategy was produced. Ideally funds would be directed to the priority activities, however funding from base DSE programs and the Commonwealth Government has been diminishing in recent years and targets to achieve on-ground works are unlikely to be met. The Waterwatch program is a valued community engagement program including directly with schools, however it is almost impossible to fund under current State and Commonwealth priorities.

1.5.4 Implementing the Biodiversity Strategy in the Goulburn Broken Catchment The Goulburn Broken CMA has almost completed its updated Biodiversity Strategy and one of the main priorities for the Strategy will be to identify one or two opportunities for large-scale landscape change. Despite trends in biodiversity funding improving in the last year or two from State and Commonwealth sources, the level of funding is still not enough to tackle the threats to biodiversity conservation in the region, which will lead to a further decline in ecosystem function and loss of species and habitat. Funding for strategic work and planning is not widely available.

1.5.5 Community and Local Government engagement and involvement in NRM Community engagement and involvement is fundamental to achieving efficient and effective practice change and on-ground works. The contribution of at least $2 from the regional community for every $1 from government is testament to the close link between the regional community and government agencies in achieving common NRM outcomes. The forthcoming amalgamation of CMAs and recent funding trends toward discrete activities at the expense of broader community engagement and works pose the risk of a loss of connection between government and the community. The Goulburn Broken CMA employed a Communications and Marketing Manager in April 2010 to provide additional expertise and support in stakeholder engagement for the Implementation Committees and staff. The CMA is reviewing its engagement processes, especially the role of its Implementation Committees and of the Landcare model. The focus for the next 12 months will be to establish a model for community engagement that can be rolled out across the Northern Rivers NRCA. It will involve an expansion of Landcare

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to embrace a range of community networks that are improving the environment, including the Catchment’s Indigenous communities. Community groups have been a major contributor to RCS Resource Condition Targets (RCT), however their ability to influence priorities has been reduced and it is critical to have significant investment to support community involvement. A consequence of the 2009 Black Saturday fires has been a greater risk of disengagement of many people in NRM because of competing demands. A lot of work is needed to achieve incorporation of land and water management implications in planning decisions. Aligning RCSs with municipal strategic statements is just one of many steps that are needed. Engagement with Local Government, particularly in the dryland, has unavoidably been piecemeal and ad hoc and significant funding is needed to link land management and land use planning, a key plank of the Land and Biodiversity White Paper.

1.5.6 Northern Region Sustainable Water Strategy (NSWS) implementation and MDBA Basin Plan development

The Goulburn Broken CMA has significant expertise, especially in the integration of on-ground works and community aspirations, to help implement the NSWS and the soon to be released MDBA Basin Plan. Further significant scoping work is needed to identify what services are needed as well as what the CMA can provide and what resources are required. For example, there will be further work required for the Goulburn Broken CMA to complete the risk assessment for the MDBA Basin Plan as well as required reporting and monitoring.

1.5.7 Fire recovery Catastrophic wildfires destroyed a significant area of the upper Goulburn River Catchment between Kilmore Wandong and Alexandra in February 2009. The largest of the fires, known as the Kilmore and Murrindindi Complex was mainly in the Goulburn Broken Catchment, burning 165,000 ha of the Catchment and resulting in significant loss of life. The Goulburn Broken CMA has a large role in advocating the interests of affected flora and fauna, in protecting riparian public lands, high priority waterways and water quality, and in applying the ‘drought employment program’ model to achieve on-ground works. The fires have changed the threats to water quality within the catchment and downstream. Rehabilitation needs to focus on working with the community to ensure there is an appropriate balance between conservation needs and fire prevention. This will require native vegetation expertise to ensure there are close links between the community, the Goulburn Broken CMA’s Biodiversity Strategy and the soon to be updated Victorian Biodiversity Strategy. Long-term targets for revegetation need to be agreed and mechanisms to achieve them, including changes to regulations, need to be established. Landcare has played a vital role in servicing both the immediate needs of people and the environment during the fire and in rehabilitation of the environment since. Support for Landcare needs to be maintained and remains a focus in the Goulburn Broken Catchment.

1.5.8 Climate Change adaptation This strategic priority is subject to significant attention by Commonwealth and State governments and includes inherent uncertainties of the biophysical implications of climate change itself and of the possible roles that the Goulburn Broken CMA might play. The CMA needs to further define its role with regard to Climate Change, although it will have a ‘focused advocate’ role through developing and highlighting impacts of scenarios and developing possible actions through engagement with landholders, the urban population and other organisations. Climate Change implications need to be embedded within all strategies, and actions in all existing CMA strategies need to be assessed in terms of their impact on Climate Change.


Commonwealth government moves to introduce a Carbon Pollution Reduction Scheme could pose risks to biodiversity, for example, through the development of monoculture carbon sequestration plantings, and these will need to be carefully managed.

1.5.9 Change management (including managing CMA merger processes) Staff and management of the Goulburn Broken CMA will be required to deal with a significant range of operational, institutional and service delivery changes over the next 12 months. Development of a staff management plan is essential to retain and replace skilled staff through this change so that the capacity to deliver core business is maintained. This will include ensuring that existing conditions for staff are retained. Impacts of the changes on service delivery will be minimised if the Minister and DSE respect the impacts of the changes on staff personally and on their engagement with the community by being reasonable and clear about their expectations. One of the concerns of the Goulburn Broken CMA Board is that there is no funding available to plan and implement the CMA amalgamation change processes. This poses several risks to the organisation such as drawing resources from other commitments and statutory activities, as well as potential overruns in costs (especially in the corporate area) and inability to undertake normal functions. The transition also needs to be seamless in terms of providing “business as usual” services to the community.

1.5.10 CMA’s statutory responsibilities

The Goulburn Broken CMA performs many statutory responsibilities under the Catchment and Land Protection and Water Acts. There is a growing trend from the community and agencies reporting ‘unauthorised’ works and activities along waterways. There are also large regional infrastructure projects affecting many waterways, including the High Country Rail Trail, the Nagambie Bypass, Goulburn Valley Freight Logistics Centre, the Wakaiti Domestic and Stock Pipeline, the North South Pipeline, DSE bridge replacement program, and a number of high profile water sensitive subdivisions. Recovery work relating to the 2009 bushfires will also continue for several years. The increased responsibilities stemming from the new Planning and Environment Act will require additional resources and training. To date, studies have been largely funded through the Natural Disaster Risks Management Studies Program with some local contributions from Council and the Goulburn Broken CMA. There is a risk of reduced on-ground works delivery to satisfy statutory responsibilities if further funding is not forthcoming. The Goulburn Broken CMA recommends that the user-pay principle is applied for all referral activities and will need to increase overhead charges.

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1.6 Other Matters

1.6.1 Progress towards RCS Targets Ratings of annual performance and long-term progress within investment areas from the 2008-09 Annual Report are in the following three tables. Table 3 – Investment and gross output performances in investment areas from 2008-09 Annual Report

i investment figures do not include interest before 2008-09 and includes funding to other partners ii based on confirmed advice at August 2009 iii performance ratings are based on outputs achieved as listed under investment area details in the 2008-09 annual report; (Note that all statutory obligations were met within relevant investment areas.) iv includes $2.7 million for fire recovery for 2009-10 activities v funding to DPI Pest Plants and Animal program not included in regional investment process for 2009-10 vi estimate does not include Shepparton Irrigation Region costs prior to 2007-08 vii includes all investment areas’ human resources: total Goulburn Broken CMA payroll including staff, Board and committee members; $4.1 million for Goulburn Broken CMA employees only; $295,000 training expenditure, human resource and occupational health and safety support and activities; not recorded this way in 2006-07; 2009-10 forecast based on an estimated 4 per cent increase on 2008-09


Table 4 – Aggregate output performance across all investment areas from the 2008-09 Annual Report Out p ut

i from funds received through Corporate Plan 2008-09 ii Significantly Enhanced Aquatic Refugia

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Table 5 – Long-term strategy implementation progress and Catchment condition from the 2008-09 Annual Report*

* Ratings in the above table are explained in details sections of investment areas in the full Annual Report. The details sections also list certainties of these ratings. i Strategy implementation progress considers evidence of outputs completed against targets, including onground works and tasks to improve management systems. Catchment condition ratings consider evidence of environmental or business condition, social and economic health and management systems. Catchment condition encompasses more than just biophysical condition. ii Strategies vary in formality and comprehensiveness. Refer to details sections for lists of strategies. Strategy life includes time taken for capacity building tasks to be completed in medium term (usually three-five years) and for ‘The Environment’ investment areas, time taken for changes to be achieved over the long-term (usually 10-50 years). iii Ratings for 1990 have been determined using our understanding in 2009 of what the situation was like in 1990. 1990 is a useful reference year because it was about this time that integrated catchment management began and sufficient time has elapsed since for meaningful questions about long-term change to be asked. iv Almost 50 per cent of riparian vegetation impacted by 2006 and 2009 fires (impact is being assessed). v Climate change condition rating considers impact of climate change on Goulburn Broken Catchment’s assets.

Legend


1.6.2 Monitoring, Evaluation and Reporting Monitoring, evaluation and reporting (MER) has been a normal part of natural resource management in the Goulburn Broken region for two decades. We believe that the Goulburn Broken MER processes and products for natural resource management are highly rated for quality, integration, depth and breadth. To support this claim, we had feedback on our annual report in 2008 from the Australian National Audit Office that the Goulburn Broken CMA;

“….takes a comprehensive approach using quantitative and qualitative data to measure performance over time. Your report provides what you consider has been satisfactorily achieved and where results are below expectations. Your report is also well presented and easy to read. You also highlight ongoing risks such as the impact of climate change. All of these aspects are consistent with good practice. You correctly point out that there is much in your annual report that would assist national reporting if it was applied more generally.”

Natural Resource Management (NRM) is complex, involving integration of many environmental, social and economic disciplines. Each discipline has evolved its own terminology and way of presenting data. The MER Strategy for the Goulburn Broken Catchment (2004) provides the framework for developing consistency in the way data is presented across disciplines. This helps to inform decisions, promoting shared understanding of benefits and tradeoffs, which helps build trust between the community, agencies and government investors. Key planks in developing consistency include the setting of long-term targets, measurement and evaluation of progress towards them, and periodic review of their appropriateness. The Goulburn Broken CMA’s commitment to improve understanding of the impacts of actions on long-term change is supported by the framework that results from the equation: Outcomes = Outputs x Assumptions. This has engendered a commitment to the collection of appropriate and standardised data, resulting in rigorously collected datasets. This in turn has attracted academic partners to undertake major studies within the catchment within, and across, many disciplines over many years. The skills and expertise required to solve parts of many of the MER problems implied in the MER Strategy 2004 resides with other agencies. The Goulburn Broken CMA collaborates extensively with external agencies within Australia and overseas to solve these problems. Abridged details of ‘knowledge’ projects that the Goulburn Broken CMA is a collaborating partner in is available as a ‘Knowledge inventory’ at www.gbcma.vic.gov.au. Analyses of progress are provided in annual reports, with supporting information included at www.gbcma.vic.gov.au. These analyses are sorted according to investment areas (see Tables 3-5). Table 6 shows that significant progress has been made towards implementing the MER Strategy (2004). Management actions from the MER Strategy 2004 that are key areas for improvement in 2010-11 are shown below Table 6. Note that the transition to the new NRCA will require investment in an additional action to integrate monitoring, evaluation and reporting processes of the three CMAs.



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Table 6 – Implementation summary: Monitoring, Evaluation and Reporting Strategy for the Goulburn Broken Catchment (2004)

MER Strategy action area

Progress of actions to January 2010 % done* Comments

1 Participative decision-making

90 • Engagement strategies are developed as part of preparing or updating all sub-strategies. Engagement processes are being implemented for major integrating sub-strategies, Dryland Landscape Strategy and Shepparton Irrigation Region Catchment Implementation Strategy.

• Feedback loops are included in project management frameworks, including the Annual Report.

• The engagement process to develop the Regional Catchment Strategy in 2011 will be arranged when guidelines for preparing the Strategy are confirmed.

2 Community and industry MER activities

85 • Large efforts began in 2005-06 to link information between government agencies, regional decision makers, community groups, land managers and the general public.

• The Annual Report reflects an additional step in this convergence of information, tying the Victorian Government’s Statement of Obligations Key performance indicators against the Goulburn Broken CMA’s major investment areas.

• Ongoing and new partnerships with industry and academic researchers have helped to keep the region at the forefront of evaluative thinking. Partners include Murray Dairy, Australian National University, Arthur Rylah Institute, the University of Tasmania, CSIRO, cooperative research centres.

3 Data knowledge and quality – environment, economic, social and institutional

100 • Great progress in linking often uncertain understanding of complex issues to the reality of business management. The McLennan O’Kane formula: Outcomes = Assumptions x Outputs provides the structure to make sense of the vast amounts of available data.

• Significant progress is being made in several disciplines and is influencing statewide processes. The Goulburn Broken CMA’s Biodiversity Monitoring Action Plan (2006, updated 2009) is an example of current thinking that is being used by several partners to improve knowledge.

• A targets information gap summary based on the national matters for target was prepared in 2006-07 and trajectory graphs of progress prepared. The Goulburn Broken CMA’s consolidated list of works outputs have appeared in the past five Annual Reports and from 2005-06 explicit ratings and discussion of progress towards targets have been given.

• Consistency in MER is critical in integrated decision making. The Goulburn Broken CMA assisted this by leading the development of output standardisation and resource condition target reporting.

• Efforts to develop a data management framework that fosters resilience thinking are increasing (see discussions in recent Annual Reports).

4 Project and issue management

75 • The structure of the Annual Report, initiated in 2005-06, shows how the Goulburn Broken CMA’s business structure and associated performance indicators are being aligned to more accurately reflect its role: to deliver environmental outcomes efficiently and in a socially responsible way.

• NRM processes run by governments are often not coordinated: the planning “end” of projects often do not link well to the reporting “end”, creating inefficiencies, adding work and cost for Goulburn Broken CMA and other regional groups and organisations. Attempts to achieve statewide and nationwide consistency are encouraging, although involvement of all relevant stakeholders is needed. The NRM “industry” still needs to consolidate a simple list of standard outputs as a fundamental basis for reporting.

5 Database management and information exchange

75 • Further enhancements of Goulburn Broken CMA’s website are being made to provide greater access to available information. Several improvements are emerging from cross-catchment initiatives, such as VicVeg Online.

• The Annual Report is part of Goulburn Broken CMA’s efforts to converge information needs of monitoring, evaluation and reporting, research and development and information technology disciplines.

• CMAs and DSE have begun to work collaboratively on informant systems needs to ensure that basic data such as standard outputs can be captured consistently.


Priority MER actions from the MER Strategy for 2010-11 are:

Action No. Action 10 Develop links between university MER activities and the Goulburn Broken Regional Catchment

Strategy. 11 Refine core logic (process of documenting assumptions that link outputs to outcomes).

12 'Map' core logic for all programs, expanding on the example in this Strategy's Background Paper on SIR salinity.

13 Prepare standardised project evaluation and reporting processes with investors, including access to reports.

16 Continue baseline monitoring of the triple bottom line, especially resource condition trends, where possible using agreed standards.

22 Evaluate and update the Regional Catchment Strategy every 5 years, in accordance with the Catchment and Land Protection Act (1994).

24 Include support processes in evaluations at the strategy level: generally at the 5 year interval.

25 Review appropriateness of long-term outcomes sought in Regional Catchment Strategy and sub-strategies, perhaps at 20 year intervals.

27 Review programs at the intermediate outcome level (where projects become integrated) annually (includes evaluation information to feed into longer term Strategy review).

31 Develop a simple access system to databases relating to the Catchment's NRM MER activities. This includes constructing a database management protocol that ensures databases developed in the Catchment are included in appropriate database warehouses.

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PART B: BUSINESS PLAN

2.1 Strategic Priorities 2010-11 The main strategic priorities in 2010-11 in the Goulburn Broken will be:

1. Priorities from regional strategies (Regional Catchment Strategy), as well as CFoC & VIF priorities. 2. Implementation of the farm modernisation program and effective links to the Northern Victoria

Irrigation Renewal Project (NVIRP). 3. Development and implementation of River Health Strategy Mid Term Review (Addendum). 4. Implementing the Biodiversity Strategy in the Goulburn Broken Catchment. 5. Community and local government engagement and involvement in NRM. 6. Northern Region Sustainable Water Strategy implementation and Murray Darling Basin Authority

Basin Plan (including Sustainable Diversion Limits development). 7. Fire recovery. 8. Climate Change adaptation. 9. Change management (including managing CMA merger processes). 10. CMA’s statutory responsibilities and new legal liability under the new Planning and Environment Act. 11. Lake Mokoan rehabilitation.

2.2 Organisational Performance Indicators

The functions specified in the Statement of Obligations for the Goulburn Broken CMA are reflected in the performance indicators in Table 7. The Goulburn Broken Catchment Management Authority will undertake functions as listed in Section 12 of the Catchment and Land Protection Act 1994. Progress against these functions as well as the Key Performance Indicators and output targets in Section 1.4 will be reported against in the Authority’s Annual Report.

The Goulburn Broken CMA Board has set the following performance areas and indicators for 2010-11, in line with Government requirements. Table 7 – Performance areas, indicators and targets

Performance area

Performance indicators Targets Achievement reporting

Governance

Board performance

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

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

Participation by board members in development activities

All board members participate in development activities

Proportion of board members participating in development activities

Board charter Develop and implement a board charter that as a minimum:

• includes a requirement for the regular review of the board’s effectiveness

• establishes appropriate board committees including a risk and compliance committee

• features a provision that the

A board charter with these features is reviewed by 31 August 2010

Actual date on which the board charter with these features was reviewed


Performance area


board will comply with Ministerial guidelines

• requires the board to monitor the CMA’s financial, social and environmental performance

Risk and financial management

Compliance to risk management plans for each program

All programs have risk management plans in place

Nil non-compliances with risk management plan

Percentage of programs with risk management plans in place

Number of non-compliances with risk management plan

Annual review of governance policies and procedures

Review all governance policies and procedures by 30 June annually

Actual date on which all policies and procedures were reviewed

Efficiency and organisational performance

Expenditure versus budget

Variation of actual to budgeted expenditure for the CMA

Total actual expenditure is less than or equal to budgeted expenditure

For each program, actual expenditure is within +/- 10 per cent of the budgeted expenditure

Total actual expenditure against budgeted expenditure

Number of programs with actual expenditure more than 10 per cent above the budgeted expenditure

Number of programs with actual expenditure more than 10 per cent below the budgeted expenditure

Grant management

Administration costs of grants are minimised

10 percent or less of grant funds is spent on administration

Overall percentage of grant funds spent on administration

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

Minimise time taken to determine grant applications

Grant applications are determined within one month of being received

Average time taken to determine grant applications

Regulatory waterway/water functions

Number of days to process works on waterways permits

95 per cent processed within 28 days

Percent (%) processed within 28 days.

Average number of working days to process permits

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



Average number of

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Performance area


working days to process referrals

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



Average number of working days to process referrals

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



Average number of working days to respond to enquiries

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



Average number of working days to process referrals

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

Not applicable

Number days to process enquiries from Rural Water Corporations issuing Take and Use Licences.

Not applicable

Effectiveness and environmental outcomes

Integrated River Health Management

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

Regional River Health Strategy revised every six years

Actual date Regional River Health Strategy was revised

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

Environmental Operating Strategies developed or revised every five years

Annual Watering Plans approved for all Environmental Entitlements

Actual dates Environmental Operating Strategies were developed or revised

Actual date Annual Watering Plans were approved

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

All annual river health targets and works programs achieved

Percentage of annual river health targets and works programs achieved

Regional Catchment

Percentage of RCS annual All RCS annual actions Percentage of RCS annual


Performance area


Strategy (RCS) implementation

actions implemented implemented actions implemented

Regional Native Vegetation Plan (RNVP) implementation

Percentage of RNVP annual actions implemented

All RNVP annual actions implemented

Percentage of RNVP annual actions implemented

Invasive plant and animal management

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

Invasive Plant and Animal Strategies revised by 30 June every five years

Actual date strategies were revised

Regional and statutory planning

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

100 per cent of referral responses provided for each issue

Percentage of referral responses provided for each issue

Salinity management

Implementation and periodic review of Regional Salinity Management Plans (RSMP) and Land and Water Management Plans (LWMP)

RSMP and LWMP completed

RSMP and LWMP periodically reviewed

RSMP and LWMP include annual actions to be implemented

Whether: RSMP and LWMP completed; RSMP and LWMP periodically reviewed; and RSMP and LWMP include annual actions to be implemented

Progress against annual action targets

All annual RSMP and LWMP actions and targets achieved

Proportion of RSMP and LWMP annual actions and targets achieved

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

All annual salinity targets and works programs achieved

Proportion of annual salinity targets and works programs achieved

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

By 31 July annually or as otherwise requested by the responsible Minister

Actual date the report was submitted

Regional Landcare groups, networks and other community groups

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

Evaluate and revise the strategy every five years

Actual date the strategy was evaluated and revised

2.3 Key Business Partnerships

The Goulburn Broken CMA regards the relationships with its partners as one of the most valuable and important parts of its business. The relationships and partnerships within the Goulburn Broken Catchment have developed over the past two decades and are regarded as critical to the success of delivering on strategy

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targets and activities. One of the main functions of the implementation committees is to develop strong partnership with a broad range of partners to deliver the RCS. As the lead organisation for natural resource management in the catchment, the Authority recognises the important partnership role which many other organisations have to contribute. The main partners with which the Goulburn Broken CMA has established close links (including a Partnership MoU signed with a number of the parties below) include:

The regional community, particularly private land managers Landcare networks, community environment groups and service groups Department of Sustainability and Environment Commonwealth Government Department of Primary Industries Goulburn-Murray Water Goulburn Valley Water Northern Victoria Irrigation Renewal Project (NVIRP) NGOs (i.e. Trust for Nature) Local Government Indigenous groups Research organisations and universities Parks Victoria Local Schools Neighbouring CMAs Industry Associations

The importance of strong partnerships cannot be over-emphasised. All the partners are committed to and involved in the delivery of agreed activities and this enables the achievement of outcomes and the success of various plans and projects to occur. The partnerships that have evolved over the past couple of decades have been the result of persistence and hard work on all sides. The CMA expects that it will need to continue to devote significant efforts to maintain and improve the partnerships already developed as well as initiate new partnerships as the needs are identified. The development of partnerships is intended to open multiple lines of communication; it is important that each partner’s role in developing policy is complementary to deliver the goals outlined in the RCS. Management of partnerships will be critically important in the lead up to the creation of the NRCA in 2011 to ensure that the roles of all partners are well known, enabling the NRCA to deliver according to widely understood expectations.

2.4 New Arrangements or Significant Activities There are a number of new significant activities that the Goulburn Broken CMA will be involved in during 2010-11 and they are:

• Farm Water Program – improved farm irrigation infrastructure (funded from the Commonwealth Government On-farm Irrigation Efficiency Program),

• Continued fire recovery work, and • Amalgamations of the CMAs.

2.5 Identification of Major Business Risks and Risk Mitigation Actions During the Plan period, the Authority will maintain a risk management framework in line with the requirements of AS/NZS ISO 31000:2009 – Risk Management Standard. This will involve:

• Establishing a culture of risk management at all levels of the Goulburn Broken CMA. • Ongoing monitoring of the organisational risk register and risk management plans. • Continued development and documentation of assurance processes.


• Application of self control assessments. • Enhancement of risk reporting formats. • Strategic risk management plans being part of the business planning process. • Improving risk procedures and accountability for managing risk. • Commitment to ongoing risk management training for all staff.

The Goulburn Broken CMA will attest in the Annual Report that it has undertaken a critical review of its risk profile. Currently identified significant risk areas together with mitigating controls are detailed below in Table 8. Table 8 – Significant risks and mitigating controls Risk description Mitigating controls Risk of Inadequate Funding Shift of natural resource management funding away from community based Regional Catchment Strategy toward State (Victorian Investment Framework) and Commonwealth (Caring for our Country) priorities.

Goulburn Broken CMA has adjusted to operating in an environment where less discretionary funds are available and more competition exists.

Potential of failing to capture funding for regional priorities

Match CMA priorities to external priorities and more actively pursue other funding sources and opportunities.

Risk of not meeting short-term needs and long term business planning

Focus on short / intermediate needs putting at risk longer term planning.

Assess priorities for Goulburn Broken CMA response to short-term requirements.

Inability to prepare accurate and appropriate funding submissions taking account of short term / immediate strategic needs and longer term requirements.

Goulburn Broken CMA confirms need from investors to undertake short-term activities and their associated costs.

Risk of Personal injury or death Use of high risk equipment across the catchment OH&S Committee in place; OH&S practices are embedded

in day to day activities Requirement to drive long distances across sometimes difficult terrain.

OH&S policies and procedures in place.

Risk of not attracting and retaining quality staff Change fatigue in staff, reducing their willingness and enthusiasm for embracing new business systems, processes and culture.

Communication with staff and ownership of changes by employees.

Staff / Management / Board not behaving in alignment with accepted values.

Agreed set of behaviours and values.

EBA differences across merging entities. Communicating with current staff and current merger issues and reviewing current contracts and options to ensure that salary packages are competitive.

Risk of external environmental impact on Goulburn Broken CMA operations and Activities

Implementation rates for dryland and irrigation salinity falling behind as a result of the current dry cycle.

Use Corporate Plan to raise awareness of external environmental changes with investors and restructure work programs accordingly.

Growing unmanageable threats e.g. pests, plants and animals, fires, urban spread, agricultural development etc, causing decline in ecosystem function and loss of species impacting on the catchment’s key biodiversity assets.

Continued environmental scanning and forecasting of emerging trends and factors influencing Goulburn Broken CMA operations. Working with investors and community to develop and prioritise new programs.

Risk of not achieving most of the current RCS objectives

Lack of funding and change of funding environment. Continued discussions and lobbying by Goulburn Broken CMA for funding to be commensurate with achieving identified targets within the Regional Catchment Strategy.

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2.6 Corporate Funding The Authority receives funding from the Victorian Government to fund its base corporate (governance) structure to discharge its responsibilities as a Statutory Authority operating under the following Acts:

Catchment and Land Protection Act 1994 Water Act 1989 (Waterway & Floodplain Management) Planning and Environment Act 1987 (for the provision of timely accurate floodplain management

advice under Section 55) The Authority’s current corporate structure established to diligently discharge its responsibilities is as follows:

A Board of Directors CEO running the business with a skilled management team Implementation Committees charged with advising on and communicating a works program within

their operational area, and Business Management support covering financial and risk management, communications and

marketing, human resources and IT. The Authority realises that in addition to discharging its statutory obligations, the CEO and Business management units provide advice and management on most projects. Consequently the associated cost, in excess of the base corporate funding grant is funded from both interest receivable as well as a corporate charge levied on all projects commensurate with the degree of their involvement. The outlook for the short-term as advised by the Governor of the Reserve Bank of Australia at the date of preparing this Plan is for an increasing interest rate cycle, which it is assumed will flow through to increasing interest rates for the Authority’s funds on deposit. However the projected increasing interest rate increase cycle will not be sufficient to offset the projected reduction in the base State and Australian Government funding to the Authority. Consequently this will translate into a higher corporate cost levy to projects to fund the balance of the required corporate structure. For the 2010-11 financial year the following percentage charge to projects to fund the current required corporate structure is projected:

11.12 percent of project revenue for projects managed by the Authority 5.51 percent of project revenue for projects jointly managed by the Authority Nil for projects where funds are held by the Authority for payment to third parties such as community

groups, DPI, DSE and G-MW, subject to the signing of Service Level Agreements. A summary of projected Governance and Business Management expenditure follows in Table 9.


Table 9 – Governance and Business Management Expenditure

Funding sourced from

ITEM ExpenseCorporate

Grant Interest Projects Total$ $ $ $ $

Board Governance 165,000 165,000 165,000

Total 2,067,067 1,015,833 122,235 929,199 2,067,267

CEO, Business Mgt & Support 1,902,067 850,833 122,235 929,199 1,902,267

An overview of the Corporate and Statutory responsibilities undertaken by the Authority and the nature of activities and type of expenditure associated with these responsibilities follows: Table 10 – Nature of Activities and Type of Expenditure for Corporate and Statutory Functions Responsibility Activities Associated Expenditure Corporate Support the Ministerially appointed CMA Board and

subcommittees CMA Board stipends, meeting costs, induction, Board performance reporting, succession planning and implementation of DSE governance guidelines.

Executive & Business Management

Establish and implement policies and procedures to comply with all relevant legislation and policy requirements relating to corporate governance, risk management, and financial management. Develop, implement and review corporate and business plans in accordance with planning and reporting requirements. Preparation of an annual report to Parliament (including report on condition and management of resources S.14 CaLP Act).

Costs associated with preparation and publication of corporate plan & annual report, costs associated with the collation of existing information for reporting on resource condition, insurance, audit services, risk management framework, governance framework, business improvement

Business Management

Office systems, support and administration. Human resource management, website maintenance, telecommunications, accommodation costs, IT support, corporate communications

Statutory Responsibilities Water - River Health, Floodplain and Drainage Works Provision of Technical Services and Participation in Statutory Planning

Regional drainage: • Provide, operate and protect drainage systems (where

relevant) • Manage specific drainage schemes (where relevant)

Floodplains: • Provide advice on flooding and controls on scheme

amendments, planning and building approvals to local councils in the capacity as a referral Authority.

• Undertake regional flood studies. • Declare flood levels, flood fringe areas and building

lines. • Liaise with local government and State Emergency

Services on flooding and emergency management issues.

• Provide technical advice to councils and the community on flooding.

• Coordinate the recording of flood events and ensure that a flood database is maintained.

Waterways: • Authorisation of works on waterway provision of

exemptions and exercise of enforcement powers under CMA Waterways Protection By-Law No. 1.

Direct expenditure on these activities Direct expenditure on these activities

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Responsibility Activities Associated Expenditure • Act as a Referral authority for any works on or in

relation to a dam. • Preparation of referrals for licences to construct works

on waterways in relation to take and use licences. Provision of Technical Services and Participation in Statutory Planning

Any relevant planning referrals under the MSS, consent to non-pest related land management notices as per S 39 (3) of the CaLP Act


PART C (1): FINANCIAL STATEMENTS The following financial statements have been prepared in accordance with Australian Accounting Standards.

3.1 Business Assumptions The underlying assumption in this Corporate Plan is that the funding levels shown on the attached financial statements will be forthcoming from both State and Commonwealth Governments and advised in a timely manner. Without such funding commitments, the entire CMA business would be in jeopardy, both for financial and natural resource condition outcomes. The following specific assumptions have been made in the development of the Corporate Plan:

State recurrent funding shall be increased by 3 percent per annum. Funding allocations from all sources are approved by September each year. The only borrowings the Authority has projected are for the financing of its Information Technology

program which is done under finance lease, classified as borrowings for accounting purposes. Continued rising interest rate cycle for 2010-11. Other than for the 2009-10 and 2010-11 financial years, the projected cash balance at 30 June during

the Plan period will not exceed DSE’s guidelines of being no more than 35 percent of annual revenue totals.

Payments to Goulburn Broken CMA from DSE in respect of funding allocations will not attract GST as they are viewed as Government budget appropriations.

Amounts receivable from principal funding bodies shall be fully paid to the Authority by the end of each financial year.

No funds included for the OFIEP in 2010-11 as the funding is not yet confirmed.

3.2 Performance Targets

The following expenditure benchmarks in Table 11 are projected for the Authority. Table 11 – Expenditure Benchmarks 2010-11 to 2014-15

Performance Measure 2010-11 2011-12 2012-13 2013-14 2014-15

Corporate Expenditure / Total CMA Expenditure

1.99% 1.18% 4.72% 7.07% 7.16%

Program Expenditure / Total CMA Expenditure*

N/a N/a N/a N/a N/a

Debt / Equity

0.45% 0.48% 1.03% 1.00% 1.08%

Governance Expenditure / Total Corporate and Statutory Operations Expenditure

47.56% 48.00% 49.00% 50.00% 50.00%

Corporate Expenditure / CMA plus Partnership Expenditure*

N/a N/a N/a N/a N/a

* N/a as Goulburn Broken CMA does not hold partnership funds.

3.3 Project Costing The Authority applies a cost to projects based on an all inclusive labour charge-out rate of labour costs, direct on-costs as well as a general overhead rate. Actual costs are monitored against the cost charge out calculation and an adjustment to charge-out rates made where material. Ongoing reconciliations are carried out to ensure that financial and the subsidiary project ledgers reconcile.

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3.4 CMA Budget 2010-11 by Project and Five Year Projections

Projected funds by key project for the 2010-11 financial and the four subsequent financial year projections are found in Tables 13- 16 (see assumptions under Section 5.1).

3.4.1 Funding estimates

Funding shown for 2010-11 includes indicative allocations and reasonable estimates of other funds which the Authority is confident of receiving.

3.4.2 Contributed Capital

Funds received for and paid to Goulburn-Murray Water on behalf of programs undertaken which are of a capital nature are accounted for through the contributed capital account.

3.4.3 Committed Funds Reserve

The purpose of the Committed Funds Reserve is to disclose that part of the Authority’s ‘accumulated surpluses’ that relate to future expenditure on works programs which have either not yet commenced or have not been completed at balance date. The Committed Funds Reserve is necessary as grant monies are taken to revenue as soon as the Authority has the right to receive those funds, however there is normally a time lag between the right to receive those funds and the commencement of the associated works program.

3.4.4 Capital Expenditure 2010-11

The budgeted capital expenditure for 2010-11 is as follows and included $49,000 of assets acquired under finance lease: Table 12 – Budgeted Capital Expenditure

Category Funding Source Expenditure $000

Description

Business Management Catchment Planning

80 Motor vehicle replacement and base IT requirements.

Community Capacity Catchment Planning


Waterways & Environmental Flows

River Health & Water Quality


Biodiversity Native Veg Mgt 38 Motor vehicle replacement and base IT requirements.

Floodplain Floodplain 41 Motor vehicle replacement and base IT requirements.

Program Support Sustainable Irrigation


Total 661


PART C (2): FINANCIAL ATTACHMENTS – 2010-11 See attached Tables 13-16. The projected deficit of $7.76 million for the 2010-11 financial year is the result of timing differences between when the Goulburn Broken CMA received 2009-10 funding and when it will fully expend those funds. A major portion of the 2009-10 funds are projected to be spent in the 2010-11 financial year. In other words the 2010-11 Operating statement reflects expenditure of previous year’s funding as well as current year’s funding resulting in the projected deficit. At this stage there are no funds projected to be paid direct to Department of Primary Industries from Department of Sustainability and Environment. No funds included for the OFIEP in 2010-11 as the funding is not yet confirmed ($25.83 million has been proposed). Once final approval of this funding stream is confirmed, the Goulburn Broken CMA will review its budget.

PART C (3): FEES AND PRICING PROPOSALS The Authority has a responsibility for authorising works on waterways and has enacted a By-law to discharge this function. The By-law provisions enable the Authority to raise fees and charges for the assessment of applications for the issue of a waterway works permit for authorising works on waterways. The fundamental principle underlying these fees and charges is that, as far as possible, the Authority will aim to recover actual costs i.e. direct costs plus overhead costs, associated with the determination of an application. The Authority also raises a fee for the provision of information and advice other than for advice directly requested under the provisions of the Planning and Environment Act 1987. Details of the continuing fees and charges for 2010-11 appear below.

5.1 Waterways The Authority raises fees for Waterways Works Permits on designated waterways within its region, under the provisions of the Authority’s By-Law No 1 Waterways Protection The fee payable is as follows: Lodgement fee/base fee..........................................................................................................$120* Additional assessment fee ......................................................................................................$80* per hour Fee for the amendment, renewal or transfer of a permit ......................................................$80* *excluding GST. Applications for works permits will vary in complexity and therefore the degree of assessment to determine an application will also vary between applications. Accordingly it can be difficult to work out the cost estimate up-front. On lodgement of an application, a fee of $120 (excluding GST) is payable to cover initial administration and assessment of the application and future works inspection if necessary. Should further work be warranted to determine the application a further assessment fee will be estimated and will be payable by the applicant. Following completion of the assessment the actual costs will be reconciled with the estimated costs and an additional fee may be payable or a refund issued to the applicant. (i) Revenue Impact of Fees and Charges The Authority expects to receive about 100 applications in the 2010-11 financial year. Based on an average fee of $120 per application the estimated 2010-11 total revenue collected will be $12,000.

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(ii) Impact of Fees and Charges This is a fee for service resulting from regulatory requirements and only applies to individuals wishing to construct works on waterways, such as bridges and occupation crossings. Public agencies are exempt from most standard works provided these are constructed in accord with general conditions determined by CMAs. The assessment of applications by the CMA will result in works which have been properly considered in relation to their impact on stability of waterways and stream environment generally.

5.2 Floodplain The Board has resolved to change the floodplain fee set under Section 264 of the Water Act 1989 for the provision of information and advice other than for advice directly requested under the Provisions of the Planning and Environment Act 1987. On lodgement of an application, a fee of $120 (excluding GST) is payable to cover initial administration and assessment of the application. Should further work be warranted to determine the application a further assessment fee will be estimated and will be payable by the applicant. Following completion of the assessment the actual costs will be reconciled with the estimated costs and an additional fee may be payable or a refund issued to the applicant. This is a fee for service to ensure that the Authority recovers the actual costs associated with the determination of an application. The change in the calculation of the fee is to standardise the fee structure within the Authority and is not expected to have a material impact on the cost of applications. (i) Revenue Impact of Fees and Charges The projected income receivable in the 2010-11 financial year for such fees is $7,200.


ACRONYMS

AS Australian Standards CaLP Act Catchment and Land Protection Act CEO Chief Executive Officer CFoC Caring For Our Country CMA Catchment Management Authority CSIRO Commonwealth Scientific Research Organisation DLS Dryland Landscape Strategy DPI Department of Primary Industries DSE Department of Sustainability and Environment EBA Enterprise Bargaining Agreement EPA Environmental Protection Agency EMG Environmental Management Grant GB Goulburn Broken GMW Goulburn-Murray Water GST Goods and Services Tax Ha Hectares IC Implementation Committee IDEP Irrigation Drainage Environmental Plan IT Information Technology KPIs Key Performance Indicators L&WMP Land and Water Management Plan MDBA Murray Darling Basin Authority MER Monitoring, Evaluation & Reporting MSS Municipal Strategic Statements NGO Non Government Organisation NRCA Natural Resources Catchment Authority NRIP Natural Resources Investment Program NRM Natural Resource Management NSWS Northern Region Sustainable Water Strategy NVIRP Northern Victoria Irrigation Renewal Project NVMS Native Vegetation Management Strategy OFIEP On Farm Irrigation Efficiency Program OH&S Occupational Health and Safety RCS Regional Catchment Strategy RCT Resource Condition Target RIP Regional Investment Plan RSMP Regional Salinity Management Plan SEAR Significantly Enhanced Aquatic Refugia SIR Shepparton Irrigation Region SIRCS Shepparton Irrigation Region Catchment Strategy SOO Statement of Obligations WWG Waterway Grant VIF Victorian Investment Framework


Program - Key Project Corporate Landmate SGL Corp Salinity & Soils

Sust Irrig WSF VWT

Sust Irrig linking farm

Sust Irrig Sal Infra

Sust Irrig SIALM Base

RH HWP

RH Stat

Funding

RH Large Scale River Rest.

EWR NRIPOther State

Revenue

Base State Total

Base CFOC

NVIRP & DEWHA

Interest Income

Other Revenue

Total 2010 / 2011

2009 / 2010 Carry

Forward

Total Income

Projected

Expenses

Estimated

2010/2011 Carry

Forward1 Broken Goulburn (Dryland)1.2 Biodiversity and Land 842 842 172 1,014 509 1,523 1,447 761.3 Community Engagement / Second Generation Landcare 486 59 897 1,442 14 1,456 662 2,118 1,906 2121.4 Mega Murray / Sustainable Dryland Lansdcapes 90 311 401 102 503 656 1,159 1,159 01.6 River Health 573 266 839 839 3,986 4,825 4,101 724Total Broken Goulburn Dryland 0 90 486 0 0 0 0 0 0 573 0 0 0 1,212 1,163 3,524 0 0 0 288 3,812 5,813 9,625 8,613 1,0122 Shepparton Irrigation Region2.2 Sustainable Irrigation - Farm and Environment 695 150 836 300 1,981 399 5 2,385 551 2,936 2,936 02.3 Farm Water Program 0 38,599 38,599 -42 38,557 28,918 9,6392.4 Sustainable Irrigation - Surface and Sub-surface Water Mgt 180 400 2,374 2,954 2,954 0 2,954 2,954 02.5 River Health / Mega Murray 450 750 1,200 3 1,203 462 1,665 1,582 832.7 Biodiversity 0 0 11 11 10 12.9 Large Scale River Restoration 1,159 1,159 1,159 377 1,536 1,459 77Total SIR 0 0 0 0 0 875 550 2,374 836 450 0 1,159 0 1,050 0 7,294 0 38,998 0 8 46,300 1,359 47,659 37,859 9,8004 GB Catchment Wide4.1 Strategic Biodiversity 0 98 98 417 515 489 264.2 Catchment Planning 1,016 1,016 734 521 2,271 448 2,719 1,962 7574.3 River Health Strategic 125 125 125 3,152 3,277 2,130 1,1474.5 River Health - Water Quality & Environmental Flows 100 227 327 125 452 2,801 3,253 1,789 1,4644.6 River Health - Floodplain Management 353 125 478 66 544 579 1,123 1,011 112Total Catchment Wide 1,016 0 0 0 0 0 0 0 0 225 353 0 227 0 125 1,946 0 0 734 810 3,490 7,397 10,887 7,381 3,506Long Term Contract Commitments 05.1 Long Term Contract Commitments 0 0 1,023 1,023 409 614Total Long Term Contract Commitments 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,023 1,023 409 614Caring For Our Country 2010-20116.1 Targeting Landscape-Scale Biodiversity Outcomes Across The GBCMA 0 2,080 2,080 0 2,080 1,872 2086.2 Sustainable Farming Practices 0 640 640 0 640 640 06.3 Engaging The Taungurung Community and Ecological Knowledge in NRM 0 255 255 0 255 230 266.4 Barmah Wetland - Cabomba Management - Broken River 0 157 157 0 157 79 796.5 Traditional Owners - Working On Country 0 468 468 0 468 234 2346.6 CFOC Core Operating 0 393 393 0 393 393 0Total Caring For Our Country 2010-2011 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,993 0 0 0 3,993 0 3,993 3,447 546Goulburn Broken Total 2010-11 1,016 90 486 0 0 875 550 2,374 836 1,248 353 1,159 227 2,262 1,288 12,764 3,993 38,998 734 1,106 57,595 15,592 73,187 57,710 15,477

Table 13 –Goulburn Broken CMA – Planned Programs 2010-11


Table 14 –Goulburn Broken CMA – Projected Operating Statement Actual Plan Forecast Forecast Forecast Forecast

2009/10 Revenue 2010/11 2011/12 2012/13 2013/14 2014/15$ 000's $ 000's $ 000's $ 000's $ 000's $ 000's

Local633 Interest 734 815 313 320 328 74 Floodplain & Licensing of Works on waterways 20 20 25 25 25

2,127 Miscellaneous 1,087 1,070 1,080 480 480 Government Grants (per Planned CMA Program)State

12,589 Base State exc NRIP 10,502 10,817 11,141 11,476 11,820 2,240 NRIP 2,262 2,330 2,400 2,472 2,546

939 Bushfire Recovery Funding - - - - - 4,177 Sale of Environmental Water -

- On-Farm Irrigation Efficiency Program 16,727 - - - - Commonwealth

4,471 Caring For Our Country 3,993 4,000 4,000 4,000 4,000 395 AFFA / MDBA - - - - -

2,260 Bushfire Recovery Funding - - - - - - On-Farm Irrigation Efficiency Program 22,270 80,000 - - -

29,905 Total Revenue 57,595 99,052 18,959 18,773 19,199

Expenditure

215 Corporate administration 232 244 251 258 266 799 Corporate administration labour & oncosts 919 945 992 1,042 1,094

3,603 Other labour & oncosts to operating programs 4,081 4,269 4,482 4,706 4,941 466 Depreciation and amortisation 478 465 470 470 470

2 Interest 5 6 8 9 9 203 Occupancy Costs 216 222 232 241 251

21,952 Operating costs to works programs 51,779 93,892 19,918 11,672 11,976

27,240 Total Expenditure 57,710 100,043 26,353 18,398 19,007

2,665 Operating Surplus / (Deficit) (115) (991) (7,394) 375 192

(2,665) Less transfer to Committed Funds Reserve 115 991 7,394 (375) (192)

- Accumulated Surplus Brought Forward - - - - -

- Accumulated Surplus Carried Forward - - - - -

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Table 15 –Goulburn Broken CMA – Projected Balance Sheets

Actual Plan Forecast Forecast Forecast Forecast

2009/10 Assets 2010/11 2011/12 2012/13 2013/14 2014/15Current Assets

19,074 Cash 20,158 34,668 6,636 6,627 6,720 1,454 Receivables 8,371 6,934 2,327 2,314 2,344

16 Prepaid Expenses 20 25 26 30 30

Non Current Assets1,640 Property plant & equipment 1,533 1,513 1,469 1,465 1,465

22,184 Total Assets 30,082 43,140 10,458 10,436 10,559

LiabilitiesCurrent Liabilities

(5,100) Payables (13,246) (27,224) (1,859) (1,392) (1,234) (37) Interest bearing liabilities (28) (28) (29) (30) (33)

(1,327) Provisions (1,227) (1,288) (1,352) (1,420) (1,491)

Non Current Liabilities

(96) Provisions (60) (70) (80) (80) (90) (30) Interest bearing liabilities (42) (42) (44) (45) (50)

(6,590) Total Liabilities (14,603) (28,652) (3,364) (2,967) (2,898)

15,594 Net Assets 15,479 14,488 7,094 7,469 7,661 Equity

4,209 Contributed Capital 4,209 4,209 4,209 4,209 4,209

- Accumulated Surplus - - - - -

11,385 Committed Funds reserve 11,270 10,279 2,885 3,260 3,452

15,594 Total Equity 15,479 14,488 7,094 7,469 7,661


Table 16 –Goulburn Broken CMA – Projected Cash Flow Statement

Actual Plan Forecast Forecast Forecast Forecast

2009/10 Cash Flow from Operating Activities 2010/11 2011/12 2012/13 2013/14 2014/15$ $ $ $ $

Receipts31,698 Government Contributions 51,365 105,307 21,894 18,786 19,169

571 Interest received 729 807 343 321 325 1,052 GST refunded / (payable) (881) (442) 184 110 112 2,418 Other revenues 1,444 1,390 1,105 505 505

Payments to(26,751) Suppliers and employees (51,194) (92,094) (51,118) (19,250) (19,537)

(2) Interest paid (5) (6) (8) (9) (9) 8,986 Net Cash generated - Operating Activities 1,458 14,962 (27,600) 463 565

(51) Financing Activities - Borrowings Repaid (52) (52) (52) (52) (52)

(766) Payment for non-current assets (660) (640) (600) (620) (640) 471 Proceeds from sale of Non-current assets 338 240 220 200 220

(346) Net Cash used in Finance & investing activities (374) (452) (432) (472) (472)

8,640 Net increase / (decrease) in Cash Held 1,084 14,510 (28,032) (9) 93

10,434 Opening cash Balance 19,074 20,158 34,668 6,636 6,627

19,074 Closing Cash Balance 20,158 34,668 6,636 6,627 6,720

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