corporate plan - north central catchment management€¦ · this corporate plan sets out the future...

CORPORATE PLAN2016-17 to 2020-21

Creating value for the community through partnerships

Acknowledgement of CountryThe North Central Catchment Management Authority acknowledges Aboriginal Traditional Owners within theregion, their rich culture and spiritual connection to Country. We also recognise and acknowledge thecontribution and interest of Aboriginal people and organisations in the management of land and naturalresources.

Document name: North Central Catchment Management AuthorityCorporate Plan 2016-17 to 2020-21

North Central Catchment Management AuthorityPO Box 18 Huntly Vic 3551T: 03 5448 7124 F: 03 5448 7148 E: [email protected] Web: www.nccma.vic.gov.au

© North Central Catchment Management Authority, 2016

All images in this publication are courtesy of the North Central CMA. Front cover images, clockwise from top:Catch a Carp event; Echuca fishway; Hipwell Road regulator, Regional Delivery Organisations partnership day;Chicks in the Sticks event; Hipwell Road project a winner at the 2015 River Basin Management SocietyAwards night.

Disclaimer:

This publication may be of assistance to you, but the North Central Catchment Management Authority andits employees do not guarantee that the publication is without flaw of any kind, or is wholly appropriate foryour particular purposes and therefore disclaims all liability for any error, loss or other consequence whichmay arise from you relying on information in this publication.

mailto:[email protected]

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

Table of ContentsForeword from the Chairman and CEO 3

About the North Central CMA 4

The North Central CMA Region 4

Form of this Corporate Plan 5

Part A: Statement of Corporate Intent and Business Plan 6

Vision statement 6

Strategic Direction 6

Business Objectives (five years) 6

Main Business Undertakings 7

Targeted Improvements 8

Governance 9

Prescribed Government Measures 10

Programs and Projects 11

2016-17 Projects 12

Business Risk and Risk Management 14

Summary of Major Risks 14

Part B (1): Financial Statements 15

Compliance with Australian Accounting Standards 15

Three Year Financial Statements 15

Disclosure of any Corporate Overheads allocated to Projects 15

Project Costing Principles 15

Part B (2): Financial Statements 16

Planned Programs for Forthcoming Financial Year 16

Five Year Operating Statement 17

Five Year Statement of Cash Flows 18

Five Year Balance Sheet 19

Depreciation schedule 19

Summary of Financial Results 20

Part B (3): Cost Recovery 20

This Corporate Plan sets out the future for the NorthCentral Catchment Management Authority's (CMA)activities over the next year and our focus beyond to2020-21. During 2016-17 we will deliver $13.8 millionof natural resource management investment acrossnorth central Victoria. The North Central CMA's priorities for this CorporatePlan include: 1. Fulfiling our stewardship obligations by implementing

all our guiding natural resource managementstrategies and conducting a mid-term review of the2013-19 North Central Regional CatchmentStrategy.

2. Fulfiling our statutory obligations in monitoring theuptake of salinity credits allocated across theregion and providing technical input to the BasinSalinity Management Strategy Register A five-yearreview.

3. Completing 12 site-specific environmental watermanagement plans as part of implementing waterreform in the Murray Darling Basin.

4. Implementing the final year of the KynetonWoodlands project assisting landholders to protect,manage and re-establish Grassy Woodlands asbiodiverse carbon stores.

5. Implementing the Guttrum and Benwell stateforests and the Gunbower National ParkEnvironmental Works projects to deliver environmentalwater to these important areas.

6. Continuing to implement the Caring for theCampaspe River project - a large-scale on-groundworks project delivering river health improvementsto this significant asset.

7. Strengthening our engagement with TraditionalOwners - developing our staff's cultural competencies,exploring cultural water with Barapa Barapa,building Indigenous capacity, and implementingthe Dja Dja Wurrung Partnership Action Plan.

8. Developing a North Central Regional FloodplainStrategy that contributes to Victoria's statewidefloodplain management priorities.

9. Providing leadership in the planning and delivery ofenvironmental water. Managing specific environmentalentitlements and providing input into water resourcemanagement in unregulated waterways to protectenvironmental values, and engaging with thecommunity on environmental management issues forboth rivers and wetlands.

10.Maintaining productive agricultural land - guidedby our North Central Regional Sustainable AgricultureStrategy and through the implementation of theHealthy and Productive Irrigated Landscapes project,the FarmWater Program and the Farming forSustainable Soils project.

Partnerships and programsEffective partnerships are critical to achieving ourpurpose of enhancing the integrity of our catchments.The level of achievement reached in 2015-16 has notbeen possible without the assistance of major agencyand community partnerships and the efforts of ourdedicated staff. The capacity to deliver so manyprojects has been built through the investments we havemade in both systems and people.During the coming year we will renew our CommunityEngagement Strategy. We acknowledge the importantrole played by our partners, who include the Australianand Victorian governments and their agencies, localgovernment, rural and urban water corporations, localcommunities and landholders.We will continue to support the on-ground efforts ofthe region's community volunteers through ourLandcare and Waterwatch programs, as a platform forcommunity involvement in decision-making andbroader community engagement.Business excellence and efficiencyIn 2016-17 we will further embed our operatingstandard - ‘Anything but Standard’ - into our governanceframework and undertake a fourth survey to measureour efficiency and benchmark our performance underthe Australian Business Excellence Framework. In this ongoing journey we will continue to improvethe decision making processes we use to guide ourenvironmental investment, as well as improve how themonitoring, evaluation and reporting cycle informsour decisions. We will remain focused on effectivebusiness systems, efficient work practices andbuilding a culture of continual improvement.On behalf of the Board and Executive we look forwardto guiding the actions in this Corporate Plan for2016-17 through to 2020-21 and commend it to you.

Bradley Drust David ClarkChief Executive Officer Chairman

3Foreword from the Chairman and CEO

About the North CentralCMAThe North Central Catchment Management Authority(CMA) is the lead natural resource management (NRM)agency in north central Victoria. Delivering programsin partnership with communities and other agenciesthe Authority works to enhance the integrity of theregion's four river catchments and the many naturalresources assets that they contain.Established in 1997 under Victoria's Catchment andLand Protection Act 1994 (CaLP Act) the North CentralCMA also has powers and functions under the WaterAct 1989. It is accountable to the Minister forEnvironment, Climate Change and Water, the Hon.Lisa Neville MP.The Authority delivers a range of services:i Identification of Regional Natural Resource Assets:

Over 400 natural assets have been identifiedthrough community engagement and referenced inthe 2013-19 North Central Regional CatchmentStrategy. A priority list of natural assets has beendetermined for action in the current RegionalCatchment Strategy.

i Leading and coordinating Regional NaturalResource strategy: Working with regional communityand government partners to develop and deliver ona vision for the management of the region's naturalresources and provide advice to government onregional catchment management issues.

i Natural Resource Management action: Sourcingfunds for, and delivering on-ground projects andas well as supporting agencies and communitygroups, including Landcare, to partner in the protectionand enhancement of the region's natural assets -waterways and floodplains, wetlands, soil andbiodiversity.

i Flood and Disaster Response: Providing floodprediction advice to VicSES and coordinating floodrecovery programs and funding.

i Statutory Planning: Providing floodplain advice andissuing permits to protect life and property andsupport local government, planning authorities andcommunities with expert data and recommendations.

i Environmental Water Management: Planning of thebest case scenario environmental water delivery torivers and wetlands and implementing delivery.

i Supporting sustainable agriculture: Advocating forthe sustainable use of agricultural land, includingworking with the farming community to improvethe quality of the region's soils.

The North Central CMARegionThe North Central CMA region covers about threemillion hectares or 13 per cent of Victoria. It isbounded by the Murray River to the north, Mt CamelRange to the east and the Great Dividing Range to thesouth. The region spans a number of local governmentareas, incorporating the Loddon Shire, MountAlexander Shire, Central Goldfields Shire, HepburnShire, most of the Gannawarra Shire, City of GreaterBendigo and Campaspe Shire. The northern part ofthe Northern Grampians Shire, southern part of theBuloke Shire and parts of the Pyrenees Shire, City ofBallarat, Macedon Ranges Shire and Swan Hill RuralCity also lie within the region.The region has a population of more than 240,000people, concentrated in the growing regional hub ofBendigo, and townships of Echuca, Swan Hill, Kynetonand Woodend. The southern part of the region is apopular lifestyle choice for ‘tree-changers’ with theannual population growth projected to continue atalmost 50 per cent greater than the average forregional Victoria (Loddon Mallee Regional StrategicPlan.The annual rainfall varies across the region from 300millimetres (mm) in the north-west to over 1200 mmin the south-east. Temperatures to the south oftenfall below 1°C during the winter months while to thenorth regularly reaches above 40°C in summer. The North Central CMA region is agriculturallydiverse. Horticulture, dairying and dryland farming -particularly grain and oilseed cropping and livestockgrazing - are the main enterprises.In the north of the region, the Loddon/CampaspeIrrigation Area supports dairy, mixed farming andhorticulture. In the southern area, particularly nearmajor population centres, traditional agriculturalpursuits are giving way to smaller enterprises andrural living zones. While many profitable farms remainsouth of Bendigo, this transition is being driven byincreased land amenity values, which in most casesexceed the primary production capacity of the land.Approximately 13 per cent of the North Central CMAregion is public land. The region's rich natural assetshave been reserved as regional and national parks,internationally significant wetlands, flora and faunareserves and reference areas from the gold-mining era.The North Central CMA region comprises four majorriver catchments: Campaspe, Loddon and Avoca, andAvon-Richardson. The Campaspe and Loddon riversare regulated systems that drain to the Murray River,while the Avoca River flows into a series of terminallakes and wetlands known as the Avoca Marshes.

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Form of this Corporate PlanThe Corporate Plan has been prepared in accordancewith Sections 19C and 19D of the Catchment andLand Protection Act 1994.The plan's form complies with the Guidelines forCatchment Management Authority Corporate Plansissued by the Minister for Environment, ClimateChange and Water, the Hon. Lisa Neville MP in March2015.The Corporate Plan, together with the North CentralCMA Annual Report, provides the basis for:i Planning, managing and monitoring the North

Central CMA's overall performancei Reporting to the Board and stakeholders on the

North Central CMA's business

i Demonstrating compliance with legislativeobligations under the Catchment and LandProtection Act 1994, Water Act 1989, Freedom ofInformation Act 1982, Information Privacy Act2000, Public Administration Act 2004, FinancialManagement Act 1994, and all associated statutoryinstruments, ministerial directions anddepartmental requirements.

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Figure 1: The North Central CMA region and priority natural assets

Vision statementOur mission'We will enhance the integrity of our catchments inpartnership with our communities.'

Our vision'We will be a benchmark organisation.'

Strategic DirectionThe 2016-17 year is an important one in the ongoingdevelopment, refinement and implementation of theNorth Central CMA's Corporate Plan. In 2016-17 wewill conduct the mid-term review of the strategy thatguides our work - the 2013-19 North CentralRegional Catchment Strategy (RCS). Having considered the current business context andthe success of previous corporate plans in laying thefoundations of business excellence, and operatingwith purpose while meeting stakeholder commitments,the North Central CMA Board has endorsed an on-goingcommitment to the following Statement of StrategicIntent. Our Approachi Best practice land-use planning for our floodplainsi Optimising catchment outcomes from environmental

water use and river operations through a scienceand community partnership

i Attracting resources to protect and enhance assetsidentified in our North Central RCS in partnership withthe community

i Supporting sustainable agriculture and landcare inour region

i Successfully sharing knowledge among community,science and government stakeholders

i Developing and maintaining capable teams.Our Valuesi Leadership: actively implementing, promoting and

supporting the valuesi Accountability: accepting responsibility for decisions

and actionsi Respect: treating others fairly and objectivelyi Human Rights: respecting, promoting and supporting

human rightsi Responsiveness: providing best standards of service

and advicei Impartiality: acting objectivelyi Integrity: earning and sustaining public trust.

Our Behavioursi Knowledgeable, engaging and reliablei Seek to understandi Be honest and take responsibilityi See something, do somethingi Show respecti Actively engage.Following the outcome of the RCS review we will revisethe organisation's statement of strategic intent in thefollowing year.Business ObjectivesThe flagship objectives for this Corporate Plan's next12 months are:Objective #1 - Meet all statutory and legislativerequirementsThe North Central CMA will meet its accountabilitiesas prescribed by the Victorian Catchment and LandProtection Act 1994 and Water Act 1989.Objective #2 - Maximize investment into theregion's environmental assetsThe North Central CMA will continue to actively seekcompetitive funding through state and federal governmentfunding programs, other emerging governmentinvestors and private organisations. It will alsoinvestigate opportunities for recovery of funds on a'fee for service' basis.Objective #3 - Advance community NRM capacityThe North Central CMA will continue to developcommunity capacity through its NRM program. We willbe a more enabling and empowering partner andpromote opportunities for the development andimplementation of effective environmental literacyparticipatory education programs, such asWaterwatch and Landcare.Objective #4 - Deliver the NRM program outlinedin Part A of this planThe North Central CMA will implement the asset andenabling projects described in this plan. The 2013-19North Central RCS will continue to drive our investmentprogram beyond 2016-17.

6Part A: Statement of Corporate Intent and Business Plan

Main Business UndertakingsDuring 2016-17 we will:i Fulfil our stewardship obligations by implementing

all our guiding regional strategies, including the2013-19 North Central Regional CatchmentStrategy and the 2014-22 Regional WaterwayManagement Strategy.

i Fulfil our statutory obligations to the VictorianGovernment in monitoring the uptake of salinitycredits allocated across the region and providetechnical input to the Basin Salinity ManagementStrategy Register A. We will complete five-yearreviews for the Barr Creek Catchment Strategy, theKerang Lakes/Swan Hill Salinity Management Plan,and the Woorinen Irrigation District Excision.

i Continue to implement the Caring for theCampaspe River project - a large-scale on-groundworks project delivering river health improvementsto this significant asset. The Campaspe Riversupports important biodiversity within the Riverinaand Goldfield bioregions and contains manyvulnerable, threatened or depleted vegetationcommunities, aquatic fauna (including the flagshipspecies Murray Cod and Platypus) and threatenedterrestrial species (Swift Parrot and Squirrel Gilder).Complementing the river health improvements tobe gained through the delivery of environmentalwater downstream of Lake Eppalock the project willsee the river become a healthier system.

i Implement the fifth and final year of the 'KynetonWoodlands' project in assisting landholders toprotect, manage and re-establish GrassyWoodlands as biodiverse carbon stores on theirland in an area primarily north of Kyneton. Theproject aims to re-establish 610 hectares ofwoodland vegetation and to protect and enhance950 hectares of remnant woodlands by 2017.

i Continue to lead the implementation of theNorthern Eco-Connections project across threeCMAs supporting landholders to improve andprotect native vegetation on private land, focusingon improving connections and linkages across thediverse landscapes of northern Victoria. This $4.59million project is an initiative of the VictorianGovernment's Victorian EnvironmentalPartnerships Program being delivered inpartnership with the North Central, GoulburnBroken and North East Catchment ManagementAuthorities. The project is being delivered througha conservation tender process, with landholderssubmitting bids for work they wish to undertake toimprove native vegetation on their properties.

i Continue to maintain and improve the ecologicalcondition of wetlands of international, national orstate significance within the North Central CMARegion.

i Monitor the benefits of delivering environmentalwater into Gunbower Forest, via the Hipwell Roadchannel. The forest ecosystem is a Ramsar listedwetland and Australia's second largest River RedGum forest that relies on regular flooding tomaintain its health.

i Pending Federal Government approval, implementthe Guttrum and Benwell state forests and theGunbower National Park Environmental Worksprojects.

i Work in collaboration with community networks,including the North Central Landcare and NorthCentral Waterwatch programs, as a platform forcommunity involvement in decision-making andbroader community engagement.

i Continue providing leadership in the managementof environmental water delivery, managingenvironmental entitlements and providing inputinto water resource management in unregulatedwaterways to protect environmental values,responding to regional environmental watermanagement requirements, monitoring, andengaging with the community on environmentalmanagement issues for both rivers and wetlands.

i Manage Environmental Water Management Plans asan important strategic component of the Basin Planimplementation.

i Develop a Regional Floodplain ManagementStrategy that contributes to Victoria's floodplainmanagement priorities. The Victorian FloodplainManagement Strategy (VFMS, in preparation)requires CMAs and Melbourne Water to eachprepare a regional strategy. Each strategy is tointerpret and apply the policies, actions andaccountabilities outlined in the VFMS at theregional and local level. The regional strategy willassist agencies with floodplain management andemergency functions to identify their accountabilitiesand align their priorities. The regional strategy willseek engagement with all relevant stakeholders,including Traditional Owners, to understand floodrisks and determine regional priorities. It willproduce three year rolling work plans with actionsthat will lead to increased community resilience tofuture flood events.

i In order to deliver the best possible solutions forthe environment and the communities' dependenton these river systems we facilitate sixcommunity-based advisory groups. These are theLoddon Environmental Water Advisory Group;Campaspe Environmental Water Advisory Group;the Central Murray Wetlands Environmental WaterAdvisory Group; the Bullarook Creek EnvironmentalWater Advisory Group; the Wimmera MalleeWetlands Water Advisory Group; and the GunbowerCommunity Reference Group. Environmental wateris sourced from both the Victorian andCommonwealth Environmental Water Holders.

i Renew the Aboriginal Engagement Policy thatguides the North Central CMA approach in workingwith Aboriginal people. This includes ensuring thatthe aspirations and traditions of the region'sAboriginal stakeholders are incorporated into theNorth Central CMA business, and building thecultural competencies of our staff to workproductively with Aboriginal stakeholders.

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i Continue to implement the Kerang and GunbowerNLP projects with an on-going strong focus oncommunity participation.

i Continue to participate in the $205 millionFarmWater Program - an investment in northernVictoria and a key partnership between ourselves,Goulburn Broken CMA and other agencies. Theprogram funds on-farm infrastructure to improveirrigation efficiency and save water. This programhas already transferred 31 gigalitres in watersavings to the environment.

i Promote sustainable land-management practicesto protect and enhance the resilience of ourregion's soils and priority assets through:i Farming for Sustainable Soils Phase 2 project

(which has now engaged over 850 farmers insoil improvement activities)

i Healthy Productive Irrigated Landscapesi Regional Sustainable Agriculture Strategyi Regional Landcare Coordinator and Regional

Landcare Facilitator projects.i We will continue to develop the Tri-State Murray

NRM Regional Alliance project. The Alliance bringstogether six NRM bodies from the River Murraycorridor with demonstrated experience in thedelivery of major projects. It provides a provenway to engage with river communities andbusinesses through a model that can achieve cost-effective and coordinated Murray-wide social,economic and environmental outcomes.

Targeted improvementsFour improvement projects that identify 'work on thebusiness' inform this Corporate Plan.Anything but StandardThe North Central CMA has developed an organisationstandard and associated performance benchmarks.Anything but Standard is an integral part of the CMA'sgovernance framework. It describes our operatingculture and seeks to drive high performance through:i Being at the heart of the way we do business, it

pushes us to think strategically about how we canmost effectively and efficiently achieve our goals

i Providing a basis for assessing the diverse range ofactivities, projects and programs that the CMAdelivers and reports on, and

i Prompting regular review of the results ofassessments against the Standard to continuallyrefine and improve the quality of service delivery.

Over the 2016-17 Corporate Plan period we will refineour implementation and achievement measures andembed them in our governance frameworks (SeeFigure. 3).

Figure 3: The Standard should be viewed as awhole and not a series of independent elements.Our place in the NRM communityBuilding on the strong culture of partnering, over thenext 12 months our focus will be on planning moredeliberate and complete stakeholder engagement andpartnering processes through the CommunityEngagement Strategy to define our place in theregional NRM community, with a focus on being amore enabling and empowering partner.We will renew our Community Engagement Strategyduring 2016-17 to inform the development andimplementation of a Partnership Plan later in the year,and we will actively seek stakeholder feedback andintegrate that feedback into all facets of decisionmaking.Organizational monitoring, evaluationand reporting (MER)Building on a recent review of evaluation culture wewill continue a range of systematic improvements thatwill allow us to better demonstrate the impact that wehave in our catchments and our communities,including:i Dashboard-style reporting of key organisational

performance metrics.i Effective execution of the 2013-19 North Central

RCS, the 2014-22 North Central RegionalWaterway Strategy and related NRM strategies andpolicies.

i Policies and practices that demonstrate ourprojects are achieving enduring environmentalchange.

i Demonstrating the impact of our communityengagement, the increased awareness and anyresulting practice change.

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Delivery model review - empoweringcommunity actionFollowing a whole-of-organisation 'efficiency review'in 2015-16 that engaged staff in reviewing how weconduct our business, we identified opportunities todo things different, at lower cost and/or greater impact.Elements of our project delivery model were identifiedfor further review - in particular how we select thedelivery agent for projects and the level of incentivewe provide to landholders to facilitate practice change.This further review has significant potential to set adirection that will better empower community actionin catchment management by building capacity andcapability across local landcare networks and otherNRM stakeholders.GovernanceMaintaining high standards of corporate governanceis a major focus of the North Central CMA. The Board,its committees and staff all have a strongcommitment to continual improvement in this area. These high standards are supported through astructure and culture that maintains the appropriateseparation of duties, and demands accountability andexcellence in all aspects of the business. Figure 4describes the governance framework andorganisational structure.

The Board has five standing committees, complementedby a range of project specific committees. The coreroles of the standing committees are:Community Consultative Committee - provides acommunity and local perspective to the strategic andoperational work undertaken in the region by theNorth Central CMA.Regional Engagement Committee - strategicallyanalyses, develops, monitors and coordinatesapproaches and practices in relation to the way weengage with our partners, stakeholders and thegeneral community.

Strategy Implementation Committee - supports theNorth Central CMA to deliver on the strategicdirection of the North Central RCS and sub-strategies.Audit Committee - monitors and evaluates theadequacy and effectiveness of the corporategovernance framework and risk managementframework.Remuneration Committee - oversees the management,performance and remuneration of the CEO.Reporting and Review of Corporate PlanThe Board monitors progress against the CorporatePlan objectives at its meetings. North Central CMA'sperformance, as defined by the performancemeasures in the Corporate Plan, is reported in theAnnual Report (See Table 1). In addition, its strategic direction is updated each yearbased on changes occurring in the operatingenvironment, including:i Changes in revenuei The drive for more-cost-effective systems, processes

and allocation of resourcesi Ministerial directioni Community feedbacki Catchment conditioni Government reform.Information provided to the MinisterIn addition to the Corporate Plan 2016-2021, theNorth Central CMA will also provide to the Minister forEnvironment, Climate Change and Water the followingdocuments:i The North Central CMA Annual Reporti The Victorian CMA Actions and Achievements Reporti The North Central CMA Board annual performance

assessment results.A range of reporting and information is also providedto the Department of Environment, Land, Water andPlanning (DELWP) on progress and performance ofCMA activities (e.g. six-monthly and annual projectreporting).

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Fig. 4: North Central CMA Organisational structure

Fig. 5: The North Central CMA Board (L-R) GrahamAtkinson; Dianne Bowles; Richard Carter; DavidClark (Chair); Prue Milgate; Julie Slater; CharlieGillingham; Julie Miller Markoff; Melanie McCarthy.

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Performancearea

Performance target Achievement commentary

BusinessManagement andGovernance

Submit annually a Board performanceassessment report, according to anyguidelines issued

State if the report complied with any guidelines issued.OR If the report did not comply to any guidelinesissued, explain the reason(s).

A risk management strategy approved bythe Board and being implemented

State if the strategy / plan is approved by the board andbeing implemented. OR if the strategy / plan is not approvedby the board and being implemented, explain the reason(s).

100% of the CMA's policies andprocedures reviewed every three years

State the percentage of policies and proceduresreviewed during the prior three financial years OR if lessthan 100 per cent state the percentage achieved andstate the reasons why 100 per cent was not achieved.

Full compliance with all applicableStanding Directions under the FinancialManagement Compliance FrameworkChecklist.

State if full compliance was achieved. If full compliancewas not achieved state which direction requirement(s)were not complied with and explain the reason(s) fornon-compliance.

Regional Planningand Coordination

A Regional Catchment Strategy approvedby the Minister

Describe the status of the RCS at the end of the lastfinancial year.

A Stakeholder and CommunityEngagement Framework approved by theBoard

Describe the status of the framework / plan at the endof the last financial year. OR If a framework / plan isnot approved and being implemented explain the reasons.

A Regional Landcare Support Planapproved by the Board

Describe the status of the plan at the end of the last financialyear. OR If a plan is not approved explain the reasons.

A Regional Waterway Strategy approvedby the Board

Describe the status of the strategy at the end of the lastfinancial year.

A Regional Floodplain Strategy approvedby the Board

Describe the status of the strategy at the end of the lastfinancial year.

Land and Water Management Plans(LWMP) in designated irrigation areas (orequivalent) approved by the Board.

Describe the status of the LWMP at the end of the lastfinancial year.

The regional contribution to the annualreport on salinity management activitiesand the allocation and update of saltdisposal entitlements is submitted to thedepartment by 31 July or as otherwisedirected by the department.

State the date when the regional contribution wassubmitted. If the regional contribution was notsubmitted by 31 July, or as otherwise directed, state thedate when the regional contribution was submitted andthe reason(s) for late submission.

Regional Delivery Progress with implementation of the RCS(and its major sub-strategies) is reviewedby the Board annually.

State if progress on implementation was reviewed bythe Board by the end of the last financial year. OR If theprogress on implementation was not reviewed by theBoard, explain the reasons.

Projects / activities to implement the RCSare delivered and reported according toassociated funding agreements

State if the projects / activities were delivered andreported according to associated funding agreementsOR if the projects / activities were not delivered andreported according to the funding agreements explainthe reason(s).

Projects / activities to implement theRegional Waterway Strategy and theRegional Floodplain ManagementStrategy are delivered and reportedaccording to associated fundingagreements

State if the projects / activities were delivered andreported according to associated funding agreementsOR if the projects / activities were not delivered andreported according to the funding agreements explainthe reason(s).

Projects / activities to implement theLWMP are delivered and reportedaccording to associated fundingagreements

State if the projects / activities were delivered and reportedaccording to associated funding agreements OR if theprojects / activities were not delivered and reportedaccording to the funding agreements explain the reason(s).

Statutoryfunctions underPart 10 of theWater Act

Ninety per cent of statutory requirements(permits, referrals, advice and licences)associated with waterway and floodplainmanagement are responded to within theprescribed period

State the percentage of responses that were within theprescribed period OR if the percentage of responseswithin the prescribed period was less than 90 per centexplain the reasons AND identify if waterways and / orfloodplain related responses were affected.

Statutoryfunctions underPart 11 of theWater Act.

Ninety per cent of statutory requirements(permits, referrals, advice and licences)associated with irrigation management areresponded to within the prescribed period.

State the percentage of responses that were within theprescribed period OR if the percentage of responseswithin the prescribed period was less than 90 per centexplain the reasons.

Table 1: Prescribed Government Measures.

Programs and ProjectsThis Corporate Plan is informed by the North CentralCMA's Statement of Strategic Intent as outlined in PartA and 'Our Purpose'; 'To enhance the integrity of ourcatchments in partnership with our communities.'Through this plan, we focus our resources, energiesand funding on this principal task to benefitcommunities, stakeholders and the region's richnatural resources.Regional Catchment StrategyThe North Central Regional Catchment Strategy (RCS)is required under the Catchment and Land ProtectionAct (1994). The North Central RCS is the key planningdocument that sets regional priorities for the futuremanagement of natural resources across the region.The RCS spans a six-year period (2013-19) andprovides focus, coordination and direction for all NRMwork in the region. It will strengthen the linksbetween rivers, landscapes and people across thisunique area.We have developed an RCS Implementation Plan toguide our work with the community and partnerorganisations to ensure a strong collaborativeapproach to implementing the RCS. A joint Board and CCcommittee oversee the RCS Implementation plan.Development processThe North Central CMA is the lead NRM agency innorth central Victoria for coordinating and monitoringNRM programs. We embrace this responsibility byemploying best practice principles in managing andprotecting the region's diverse environmental assetsand striving to achieve enduring outcomes and ahealthy and sustainable environment. Our approach isto ensure:i Our investment priorities align with those of the

Victorian and Australian Governmentsi Continued implementation of the RCS and sub-

strategiesi Outcomes are delivered through the most efficient

business processesi All activities are monitored and evaluated through

the project life cycle.Objective and key principlesThe overarching objective of the North Central CMAprograms is to maximise the benefits of NRMinvestment into the region. The following principleswere used in determining our 2016-17 Regionalprogram:i Ensure sufficient flexibility for the North Central

CMA to adapt to changes in Victorian Governmentpolicy and investment priorities, as well as futureBoard direction.

i As far as practical, achieve asset goals of existingprojects within the next 18 months in accordancewith the above principles.

i Manage the expectations of government, scienceand community by:i Implementing the recommendations from the

Investment Framework for Environmental Resources review panel

i Considering any of the Community Consultative Committee's recommendations

i Seeking investor feedback on all project proposals before submitting any project for funding as part of the broader Regional Investment Plan.

As such our projects are:i Policy-ledi Science-basedi Asset-basedi Collaborativei Risk assessed.Program OverviewTo deliver on our various strategies the North CentralCMA has established a range of programs thatorganise and drive the operational activity of theorganisation. These programs are:i Strategyi Community Engagementi Statutory Functionsi Environmental Assetsi Environmental Wateri Sustainable AgricultureWhilst much of our activity is managed throughseparate programs, we also take an integratedapproach to the management of NRM assetsconsistent with the objectives of the 2013-19 NorthCentral RCS, the Loddon Campaspe Irrigation RegionLand and Water Management Plan, the 2014-22 NorthCentral Regional Waterway Strategy and other relevanttheme-based strategies. The North Central Climate Change Adaptation andMitigation Plan, along with the North Central RegionalSustainable Agriculture Strategy, strengthen ourstrategic planning approach for achieving enduringenvironmental change across north central Victoria byfactoring in the vulnerability of different assets to theclimate change predictions for the region.The design of our program activities has been largelyguided by asset-based investment frameworks -INFFER, the Healthy Productive LandscapesFramework, and NaturePrint. The key threats and risks to assets will be activelyaddressed, with targeted investment to be undertakenin areas critical to achieving success. All worksproposed under this program comply with VegetationWorks Standards (DSE, 2011).

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12Table 2: 2016-17 Project ListTable 2 lists the range of known and unconfirmed projects for 2016-17. The projects presented include natural resourcemanagement opportunities with and without confirmation of funding. As CMA Corporate Plans are submitted by 30 Aprileach year, prior to Government's annual budget announcements, the projects are subject to amendment.

Project title Description Funding source Link toProgram

Administration ofStatutory Functions

Fulfilling our stewardship obligations by implementing all ourguiding natural resource management strategies, conducting amid-term review of the 2013-19 Regional Catchment Strategy andbeing the referral authority for development on the floodplain.

VictorianGovernment

StatutoryFunctions

Barapa BarapaWater for Country

This partnership project between the North Central CMA andBarapa Barapa Traditional Owners centres around BarapaCulture Team members identifying, mapping and recordingthe cultural values of the Lower Gunbower Forest to improvethe management of environmental water.

VictorianGovernment

CommunityEngagement

Basin PlanEnvironmental

Water ManagementPlans

Implementation of environmental water management plansfor regulated waterways in the region

Murray DarlingBasin Authority

EnvironmentalWater

BiodiversityDiscussion Paper

A strategic document to complement a statewide initiative aimed toprotect and enhance the region's threatened native flora and fauna Strategy

Caring for theCampaspe River

A large-scale on-ground works project delivering river healthimprovements to this significant asset.

VictorianGovernment

EnvironmentalAssets

Central MurrayWetlands

Monitoring the impacts of environmental watering activities atRound Lake, Lake Elizabeth, Johnson Swamp, Richardson'sLagoon, the Wirra-Lo Wetland Complex and McDonalds Swamp

VictorianGovernment

EnvironmentalWater

Community Grants(National Landcare

Program)A grant scheme to support community volunteers to buildcapacity and undertake on-ground works.

CommonwealthGovernment

CommunityEngagement

EnvironmentalWater Reserve

Officers

Providing leadership in the planning and delivery of environmentalwater. Managing specific environmental entitlements and providinginput into water resource management in unregulated waterwaysto protect environmental values, and engaging with the communityon environmental management issues for both rivers and wetlands.

VictorianGovernment

EnvironmentalWater

Farming forSustainable Soils 2

Working collaboratively with regional farming communities tobuild the structural integrity of soils so as to protect thisimportant asset for future generations.

CommonwealthGovernment NationalLandcare Programme

SustainableAgriculture

FarmWater Program Improving water use efficiency for savings to be used on farmand for the environment

CommonwealthGovernment On-farm Irrigation

Efficiency Program


FloodplainManagement

A region-wide statutory function that aims are to minimisethe adverse impacts of new development and to improve thesafety for people and property within flood prone areas.Operation of a permit scheme that manages impacts fromworks in waterways, on water quality and aquatic habitat.

VictorianGovernment

StatutoryFunctions

Gunbower Creekcompliance

In partnership with public land managers, ensuring that creekriparian zone land use is appropriate for the land tenure; andmatches the defined creek values, condition, threats and NRMinterventions. Support to landholders will be in the form ofextension advice along with cost share incentives for riparianfencing and off-stream watering points.

VictorianGovernment

EnvironmentalAssets

Healthy andProductive Irrigated

Landscapes

Implementing the Loddon Campaspe Irrigation Region Landand Water Management Plan to mitigate salinity and nutrientimpacts to the region's land and water assets, efficiency forsavings to be used on farm and/or for the environment,improve agricultural productivity, and improve water use.

VictorianGovernment


KamarookaWetlands

Investigative works to determine the best way to protect andenhance the wetland complex north of Bendigo.

VictorianGovernment

EnvironmentalAssets

Kerang andGunbower Wetlands

Protection

Protecting the Kerang and Gunbower wetlands - a uniquesystem of wetlands, lakes and swamps recognised under theRamsar Convention for providing habitat to significantwaterbird populations.


EnvironmentalAssets

KooyooraConnections project

Working with the Wedderburn CMN to protect and enhanceBox Gum Grassy Woodland and Buloke Woodlandcommunities in the Wedderburn area.


EnvironmentalAssets

Kyneton Woodlandsproject

Assisting landholders in the Kyneton area to protect, manageand re-establish Grassy Woodlands as biodiverse carbon stores.


EnvironmentalAssets

13

Project title Description Funding source Link toProgram

North CentralWaterwatch

The Waterwatch Coordinator works with schools and communityvolunteers to monitor water quality and educate the communityabout the importance of healthy waterways.

VictorianGovernment

CommunityEngagement

Northern Eco-Connections

This project is implemented across three CMAs and supportslandholders to improve and protect native vegetation on privateland, focusing on improving connections and linkages across thediverse landscapes of northern Victoria.

VictorianGovernment

EnvironmentalAssets

ProjectRENEW

A joint venture between the Helen Macpherson Smith Trust,North Central CMA, the City of Greater Bendigo, the NorthernUnited Forestry Group and La Trobe University that aims to buildthe health of regional communities through hands-oninvolvement in repairing the landscape.

The HelenMacpherson Smith

TrustSustainableAgriculture

ProtectingRemnant Grassy

Ecosystem

Supporting landowners to protect native vegetation and improvehabitat condition on their properties in the lower Loddon andAvoca catchments.


National LandcareProgramme

EnvironmentalAssets

Protecting andEnhancing

Regional PriorityWetlands (VEWH)

This project focuses on maintaining and improving theecological condition of a number of priority wetlands within theregion. The collective wetlands include Lake Cullen, HirdSwamp, Johnson's Swamp, Round Lake, McDonalds' Swamp, LakeElizabeth, Lake Murphy and Richardson's Lagoon.

VictorianGovernment On-

ground WorksProgram

EnvironmentalAssets

RegionalFloodplain Strategy

This strategy will set regional priorities and outlined roles andresponsibilities for floodplain management in the North CentralRegion guided by the Victorian Floodplain Management Strategy(in preparation).

VictorianGovernment Strategy

RegionalIndigenous

engagement,Building Cultural

Capacity

Strengthening our engagement with Traditional Owners -developing our staff's cultural competencies, building Indigenouscapacity, implementing our partnership program with Dja DjaWurrung.


National LandcareProgramme

CommunityEngagement

Regional Landcare

Coordinator

Work in collaboration with community networks to build capacity,facilitate on-ground NRM works, community involvement indecision-making and broader community engagement.

VictorianGovernment

CommunityEngagement

Regional Landcare Facilitator

Work in collaboration with community networks, including thefarming community, as a platform for promoting the uptake ofsustainable agricultural practices, community involvement indecision-making and broader community engagement.


CommunityEngagement

Reporting andAccounting for

Salinity

Fulfiling our statutory obligations in managing the accountablesalinity actions allocated to the region and providing technicalinput to the Basin Salinity Management Strategy for the MurrayDarling Basin.

VictorianGovernment andMurray DarlingBasin Authority


River HealthMaintenance

Works to improve the health and structural integrity of theregion's waterways, e.g. willow removal, pest plant and animalcontrol, revegetation.

VictorianGovernment

EnvironmentalAssets

SDL OffsetsGunbower National

ParkEnvironmental works in Gunbower National Park will enable thedelivery of environmental water to this important natural asset.

PendingCommonwealth

GovernmentEnvironmental

Water

SDL OffsetsGuttrum Benwell

Environmental works in Guttrum and Benwell state forests willenable the delivery of environmental water to these importantnatural assets.

PendingCommonwealth

GovernmentEnvironmental

WaterTLM Environmental

DeliveryDelivery of environmental water to priority natural assets alongthe Murray River, e.g. Gunbower Forest.


EnvironmentalWater

TLM ConditionMonitoring -

Gunbower ForestMonitoring the ecological benefits of inundating 3,500 hectaresof Gunbower Forest over 75 days via the Hipwell Road channel.


EnvironmentalWater

TLM IndigenousPartnership

Strengthening our engagement with Traditional Owners -developing our staff's cultural competencies, exploring culturalwater with Barapa Barapa, building Indigenous capacity.


CommunityEngagement

WetlandMonitoring

Monitoring the health of priority native flora and fauna inwetlands across the region

VictorianGovernment

EnvironmentalAssets

Victorian LandcareGrants

A grant scheme to support capacity building and on-groundworks for landcare groups across the region.

VictorianGovernment

CommunityEngagement

Table 2: 2016-17 Project List (continued).

14Business risk and riskmanagementThe North Central CMA's risk framework isconsistent with the International Risk ManagementStandard AS/NZS ISO 31000:2009, as illustrated inFigure 6.The North Central CMA Board and Executive teamcontinually revisits our approach to riskmanagement. A detailed review is planned in early2016-17.Key risks associated with the achievement of theNorth Central CMA's strategic priorities andrelated goals have been identified and bestpractice processes are in place to deal with theserisks, should they materialise.The Authority maintains a risk register, and theaudit committee reviews organisational risks andreports to the Board as appropriate.

Figure 6: The International Risk ManagementStandard ISO 31000:2009

Table 3 provides a summary of the North CentralCMA's approach to risk in key categories. Theinformation is based on representations made bythe North Central CMA Board and Executive team.

Table 3: Summary of major risksRiskdescription

Strategy Category

Failure todeliver tostakeholderexpectations

The North Central CMA exists to create value for thecommunity. Value can only be created while theorganisation retains public trust and the confidence of theGovernment. Failure to meet community, investor andGovernment expectations puts the reputation, funding andsustainability of the organisation at risk. Specifically, wemust ensure that we retain a high-functioning governanceframework that facilitates the delivery of our statutoryobligations as well as our contractual commitments andMinisterial expectations.

Strategic and Political

Injury oraccident tostaff or otherinvolvedperson

Under the Victorian Occupational Health and Safety Act2004 the North Central CMA is required to provide andmaintain a safe workplace for staff, contractors and thegeneral public. Under common law, the North Central CMAalso has a duty of care to all staff, contractors and thegeneral public. OHS reports KPIs monthly to AuditCommittee. To achieve this, the North Central CMA aims toactively promote a safety culture in the business andprovide a safe and secure workplace by developing,maintaining and continually improving a safety system thatassesses and effectively manages and where possible reducesthe various risks associated with the work undertaken at theNorth Central CMA. To support these processes all staff areprovided with appropriate training, information, equipment andfacilities to undertake their work.

OccupationalHealth and Safety

Inadequateprovision ofemergencyresponse

The North Central CMA has roles in emergency responseand recovery (particularly floods) defined by the Water Actand our Statement of Obligations and must ensure that itdischarges its accountabilities to prepare, protect and assistrecovery of the regional community. In order to achievethis the North Central CMA will maintain relevant ResponseAction Plans that describe the actions the organisation willtake and ensure appropriate staff resources are available todeliver the plans at all times. Compliance with theserequirements will be monitored through annual review ofResponse Action Plans, periodic 'mock events' and evaluationfollowing activation of any Plan.


Failure of aproject

The North Central CMA receives funding from a range ofsources (primarily Government) to undertake projects thatcontribute to delivering enduring environmental change andmust ensure that these projects deliver on the expectationsof the investor, community and Government. In order toachieve this, the North Central CMA will apply decisionsupport tools to select feasible projects, conduct an annualproject planning process and will ensure deliver of projectsconsistent with North Central CMA operational procedures.Compliance with these requirements will be monitoredthrough annual investment processes, project plan approvals, aproject audit methodology and the MERI Framework.


Ongoingviability ofentity

The North Central CMA must ensure it is financially solvent,able to withstand changes in external circumstances andmanage emergency situations whilst still able to meetobligations on an ongoing basis. In order to achieve this,the North Central CMA will not commit beyond knownfunding, will retain a contingency fund to meet unexpectedcosts or funding cuts and protect itself from loss throughinsurance or other contractual arrangements. Compliancewith these requirements will be monitored through annualbudgeting, preparation of monthly and annual accounts,daily treasury management, review by Audit Committee andauditors (including Financial Management ComplianceFramework).

FinancialManagement

Failure tocomply withstatutory &compliancerequirements

North Central CMA must comply with all statutory andcompliance requirements including relevant parts of TheCatchment and Land Protection Act, The Water Act, TheFinance Act and directives received from Ministers andgovernment departments. These requirements will be metthrough adherence to policies and procedures, maintainingrecords and reporting to management, Audit Committeeand Board and providing reports and declarations toMinisters (including Annual Report, Corporate Plan, anddeclarations including fraud, asset loss, credit card use.Compliance with these requirements will be monitoredthrough review by Audit Committee and auditors (includingFinancial Management Compliance Framework).

Compliance

Inability todemonstratenatural assetimprovement

The RCS provides a long-term vision for NRM and providesdirection regarding priorities and investment. To ensurethat the North Central CMA remains relevant it is importantto be able to demonstrate to Government and the communitythat we are meeting targets set in the RCS and that we arecreating enduring environmental change. This can be doneby ensuring best science is being used and that a robustMERI framework is implemented and that the CMA can tellthe story about the environmental benefits achieved.

Operational

Loss of sociallicence tooperate

The risk arising from negative perception on the part ofstakeholders (including Government Ministers, investorsand the communities with whom we work) can adverselyaffect the North Central CMA's ability to maintain existing,or establish new, relationships and have continued accessto resources. Policies and procedures are in place to limitour exposure to negative media and adverse communityopinion; including negative comments posted on social media.


Part B (1): FinancialStatements Compliance with Australian AccountingStandardsThe North Central CMA prepares the annual generalpurpose financial report in compliance with AustralianAccounting Standards, other authoritativepronouncements of the Australian AccountingStandards Board, the requirements of the FinancialManagement Act 1994 and applicable MinisterialDirections.

Three year financial statementsRevenue for 2015-16 is expected to be $14.4M. Theamount of unspent project funds expected to becarried into 2016-17 is $4.6M. This is reflected in thecash balance of $6.4M.The approach for 2016-17 and beyond is to take aconservative view on revenue by including onlyconfirmed or highly likely funding. This results inrevenue falling to $13.8M in 2016-17 and furtherreductions in subsequent years due to fundinguncertainty. The forecast is to record an operating deficit of $1.0Mthroughout the plan in order to deliver carry forwardprojects. The carried forward project funds areforecast to reduce to $1.6M by 30 June 2019.Forecasts for corporate and support functions, capitalexpenditure and cash flow have been managed toensure a sound financial position is maintained.Disclosure of any corporate overheadsallocated to projectsBusiness improvements providing productivity gainshave enabled the North Central CMA to keep itsstandard corporate charge to 9 per cent of revenuefor 2016-17. This charge covers general businesssupport and administrative functions, and access toorganisational infrastructure.Where applicable levy charges for direct supportservices apply to the following functions:i GIS and spatial information: 1.5 per cent

Spatial and data systems, map production.i Communications: 1.5 per cent

Marketing, event coordination, communityengagement.

i Indigenous Engagement: 1.5 per centCompliance, Indigenous community engagement.

This costing model is consistent with therecommendations of the SCRIVCO report and theprinciple that projects should bear the true costs ofdelivery through the full lifecycle of the project.

Project costing principlesThe North Central CMA applies the followingprinciples in costing any project and determining thenature of works and action to be undertaken.1. Right scope: agree with funding partners on the

SMART goals considering right outcome, rightintervention, right approach.

2. Compliance: meet all project governancerequirements (Organisational Performance Panel,Audit Committee, Board Review, Standing Grantspanel as required) including legislative andstatutory obligations; applicable policies and bestmanagement practices (project planningincorporating MERI and Engagement); andstakeholder service level agreements.

3. Value for money: utilise decision support toolssuch as INFFER to qualify investment thresholds,opportunities for multiple outcomes,environmental benefits and demonstratecost/benefit ratio.

4. Enduring environmental outcomes: theoutcomes of the project must be sustainable forthe benefit of future generations.

5. Transparent costing: in context of principles 1 to4, project costing considers past experience andapplicable productivity gains through innovationand improvements to deliver the most costeffective solutions for our stakeholders.

15

Part B (2): Financial Statements

Table 4: Planned programs for the forthcoming financial year

North Central CMA Planned Programs

2016-17 Forecast Income & Expenditure by Source of Funding

State - Statutory

State - Discretionary

C’wealth Other Total

Revenue Proposed

Expenditure

$ 000's $ 000's $ 000's $ 000's $ 000's $ 000's

Income

Corporate & Statutory Operations

Board, CCC, CEO & Finance 987

987 1,205

Other Revenue (including staff secondments)

75 75

Interest

142 142

Total Corporate & Statutory Operations

987

217 1,205 1,205

Project funded programs

Victorian Water Group (VIF/EC) - Statutory

1,218

1,218 1,218

Victorian Water Group (VIF/EC) - Other

4,862

4,862 5,862

Victorian Common Fund Agreement

650

650 650

National Landcare Programme 2,689 2,689 2,689

The Living Murray 920 920 920

Murray Darling Basin Plan 750 750 750

Biodiversity Fund 445 445 445

Action on the Ground 170 170 170

Sustainable Water Use 40 40 40

Other 650 265 915 915

Total Project Funded Programs 1,218 6,162 5,014 265 12,659 13,659

Total North Central CMA 2,205 6,162 5,014 482 13,864 14,864

16

Table 5: Five-Year Operating Statement

Actual Operating Statement Forecast

Current year Forecast Forecast Forecast

2014/15

2015/16 2016/17 2017/18 2018/19

$ 000's

$ 000's $ 000's $ 000's $ 000's

Statutory Operations: Governance

802 Corporate Funding 987 987 938 891

177 Interest 178 142 114 93

117 Other (includes staff secondments) 79 75 75 75

Project Grants

State Government

1,236 Victorian Water Group (VIF/EC) - Statutory 1,268 1,218 1,218 1,218

4,916 Victorian Water Group (VIF/EC) - Other 5,304 4,862 4,762 4,662

2,060 Victorian Environmental Partnerships Program 0 0 0 0

210 Victorian Common Fund Agreement 629 650 150 150

15 DELWP - Fisheries 83 0 0 0

71 Other 160 650 500 500

Commonwealth Government

2,016 Caring for Our Country 0 0 0 0

1,344 National Landcare Program 2,689 2,689 2,789 2,000

917 The Living Murray 1,070 920 920 920

3,976 Murray Darling Basin Plan 552 750 750 700

493 Biodiversity Fund 445 445 0 0

190 Action on the Ground 170 170 0 0

0 Sustainable Water Use 40 40 40 40

21 Carbon Action Plan 22 0 0 0

216 Natural Disaster Resilience Grants Scheme 89 0 0 0

0 Other 0 0 0 0

Other Funding

3 Water Corporations 224 0 0 0

94 Universities 100 0 0 0

0 Local Government 286 0 0 0

34 Other 49 265 215 215

18,911 Total Revenue 14,424 13,863 12,471 11,464

Expenditure

Corporate & Statutory Operations

164 Board 184 188 191 195

163 Community Consultative Committee 155 158 162 165

378 Chief Executive Officer & support 389 397 404 413

394 Strategic Fund 475 250 250 250

461 Business Manager & support 471 880 898 916

1,816 Other Statutory & Support functions 1,808 1,845 1,881 1,919

(2,376) Recovery from Project Programmes (2,293) (2,513) (2,660) (2,799)

17,782 Project Programmes 15,531 13,659 12,344 11,405

18,782 Total Expenditure 16,720 14,864 13,471 12,464

128 Operating Surplus (Deficit) (2,297) (1,000) (1,000) (1,000)

17

Table 6: Five-Year Statement of Cash Flows

Actual Statement of Cash Flows

Forecast Current Year

Forecast * Forecast * Forecast *

2014/15 2015/16 2016/17 2017/18 2018/19 $ 000's $ 000's $ 000's $ 000's $ 000's

Cash Flows from Operating Activities

Receipts:

802

Corporate Funding 987 987 938 891

177

Interest 178 142 114 93

117

Other (includes staff secondments) 79 75 75 75

Grants:

8,508 Receipts from State 7,445 7,380 6,630 6,530

9,174 Receipts from Commonwealth 5,077 5,014 4,499 3,660

132 Receipts from Other Investors 659 265 215 215

910 (Increase) / Decrease in Debtors 1,443 (683) 0 0

Payments:

(12,136) Payments to suppliers (10,507) (8,126) (6,607) (5,470)

172 Increase / (Decrease) in Creditors (638) 251 0 0

(6,122) Payments to employees and staff costs (6,213) (6,337) (6,464) (6,593)

80 Increase / (Decrease) in Staff Liabilities 67 32 33 33

1,815 Net cash provided by operation activities (1,425) (1,001) (567) (566)

Cash Flows from Investing Activities

(355) Payments for purchase of fixed assets & intangibles

(384) (500) (500) (500)

186 Proceeds on disposal of fixed assets & intangibles

197 150 150 150

(169) Net Cash used in investing activities (187) (350) (350) (350)

1,645 Net increase (decrease) in cash held (1,611) (1,351) (917) (916)

6,340 Cash at the beginning of the financial year 7,985 6,373 5,022 4,105

7,985 Cash at the end of the financial year 6,374 5,022 4,105 3,188

18

Table 7: Five-Year Balance Sheet

Actual

Balance Sheet


Forecast Forecast Forecast

2014/15 2015/16 2016/17 2017/18 2018/19

$ 000's $ 000's $ 000's $ 000's $ 000's

Assets

Current Assets

7,986 Cash / Deposits

6,373 5,021 4,104 3,188

1,759 Receivables

317 1,000 1,000 1,000

Non Current Assets

2,257 Fixed Assets

2,228 2,178 2,128 2,078

12,002 Total Assets 8,198 8,200 7,233 6,266

Liabilities

Current Liabilities

1,387 Accounts Payable / Accruals 750 1,000 1,000 1,000

1,095 Employee Provisions

1,124 1,152 1,181 1,210

Non Current Liabilities

112 Employee Provisions

149 153 157 160

2,593 Total Liabilities 2,023 2,305 2,337 2,371

9,408 Net Assets 6,895 5,895 4,895 3,895

Equity

229 Contributed Capital - 1/7/1997 229 229 229 229

8,527 Contributed Capital - surplus transfer 8,527 8,527 8,527 8,527

755 Asset Revaluation

538 538 538 538

6,973 Project Funded Surplus 4,622 3,622 2,622 1,622

(7,075) Accumulated Surplus (Deficit) (7,020) (7,020) (7,020) (7,020)

9,408 Total Equity 6,895 5,895 4,895 3,895

Table 8: Depreciation schedule

Actual

Movement in Fixed Assets and Intangibles


Forecast Forecast Forecast

2014/15 2015/16 2016/17 2017/18 2018/19

$ 000's $ 000's $ 000's $ 000's $ 000's

2,612 Opening Written Down Value 2,257 2,228 2,178 2,128

(484) Depreciation

(394) (400) (400) (400)

355 Additions

384 500 500 500

0 Revaluation 179

(227) Disposals at Written Down Value (197) (150) (150) (150)

2,257 Closing Written Down Value 2,228 2,178 2,128 2,078

19

Figure 8: Summary of financial results and forecasts 1997-98 to 2018-19 ($ millions)

Part B (3): Cost Recovery

North Central CMA continues to investigate the

opportunity to develop a range of services available to

communities on a ‘fee for service’ basis in accordance

with the Cost Recovery Guidelines issued by the

Department of Treasury and Finance.

This relates to services provided within our Statutory

Functions program. Initial services offered on a fee

recovery basis could include:

1. Works on waterway permits 2. Flood level advice.

(5,000) 5,000 15,000 25,000

97/98

98/99

99/00

00/01

01/02

02/03

03/04

04/05

05/06

06/07

07/08

08/09

09/10

10/11

11/12

12/13

13/14

14/15

15/16

16/17

17/18

18/19

Surplus for the Year from Ordinary Activities

Total Expenditure from Ordinary Activities

Total Revenue from Ordinary Activities

20

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