seq catchments combined annual and sustainability report 2013

report 2013

combined annual and sustainability

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About this report 3

About Us 4

Our Vision 5

Our Mission Statement 5

Our Corporate Intent 5

Our Region 6

Our Services 7

Chairman’s Report 11

CEO’s Report 15

Revenue year ended 30 June 2013 18

Performance Highlights 20

Performance at a glance 20

Awards 22

How we form our strategy 25

Our Sustainability Strategy 27

Our Impact on the Environment 27

Governance and Risk Management 29

Company structure, ownership 29

Risk Management 30

Mechanisms for transparency and stakeholder input 31

Board of Directors 33

Our Executive Team 35

Delivery against our Performance Targets negotiated with SEQ community 36

Financial Statements 43

Labour Performance Indicators 45

Health and safety 45

Employee engagement, management, teamwork and feedback 45

Employee, retention and development 45

Employee statistics 46

GRI Content Index 47

Statement GRI Application Level Check 51

Feedback on the Report 52

Corporate Directory 52

Preserving our

economic and

environmental

prosperity

about this report SEQ Catchments’ combined annual and sustainability report for the 2012-13 year is the first report aligned with the Global Reporting Initiative’s (GRI) sustainability reporting framework. This expands our traditional annual reporting scope to report on the environmental and social performance of our business.

SEQ Catchments has reported internally against the suite of performance indicators used in this report for the past three years. Stakeholder consultation specifically on the materiality of the performance indicators reported here focused on discussions with the SEQ Catchments Executive team and the SEQ Catchments Board late in 2012 and early in 2013. The consultation highlighted specific interest in the following areas:

• Economic: Financial position, level of government assistance, largest donors, and how SEQ Catchments allocates resources.

• Social: Workforce demographics, support to staff through performance reviews, mechanisms for workforce feedback, Work, Health and Safety (WHS) statistics, governance demographics, efforts to gauge customer satisfaction, stakeholder involvement, public policy submissions, and transparent systems for monitoring and evaluation.

• Environmental: Greenhouse gas emissions and initiatives to reduce impact.

This report has utilised the GRI G3.1 guidelines and the Non-Governmental Organisation (NGO) sector supplement for the Annual Reporting period 1 July 2012 to 30 June 2013. At the end of the report is the GRI Index for a quick reference to a particular section.

This report applies a self-declared GRI Application Level C with a GRI level check. We expect that this report will be of particular interest to over 140 member organisations of the SEQ Catchments Members Association(SEQCMA), existing and prospective clients, as well as prospective employees.

The 140 SEQCMA member organisations have independently sought membership to oversee the operations and direction of SEQ Catchments to ensure that the company adds value and makes progress towards achieving its mission. As such the content of this report has been structured to offer improved transparency and accountability to these stakeholders, together with prospective clients and employees of SEQ Catchments, who are critical to its ongoing success.

As this is our first report there are no restatements of information in earlier reports. There also have been no significant changes during the reporting period regarding the size, structure or ownership of the business.



SEQ Catchments Limited is a community-based, not-for-profit business that works to protect and restore South East Queensland’s natural assets and biodiversity.

Community engagement, collaboration and support are central to our strategy and daily activity.

We inform and mobilise our community to care for and value the natural resources and biodiversity of South East Queensland, and recognise the impact of personal and collective actions on our natural assets which support our economy and way of life.

We provide advice, community support and access to funding and information to help local groups and landowners to carry out work on the ground. Examples of this work include better land management practices, addressing stream bank and soil erosion, restoring wetlands, removing pest weeds and animals, and improving water use efficiency and productivity on farms.

We facilitate community groups, schools, businesses and local government to work together to address local

landscape sustainability issues and achieve the targets outlined in the SEQ Natural Resource Management Plan 2009-2031(SEQ NRM Plan), South East Queensland’s natural resource management blueprint to 2031.

We work closely with the Australian and Queensland Governments to ensure local and regional planning empowers local councils, encourages investment and economic growth while ensuring environmental protection.

We also proactively engage with the corporate sector to develop partnerships and secure vital funding to support our work and leverage Australian and Queensland Government funding.

Stakeholder engagement is important to SEQ Catchments. As a community-based not-for-profit business it is important that our stakeholders are involved in the setting of the direction of the business and how our collective action will contribute to the achievement of the vision and objectives of the business.

about us

http://www.seqcatchments.com.au/resources-nrm-plan.html

http://www.seqcatchments.com.au/resources-nrm-plan.html

http://www.seqcatchments.com.au/australian-government.html

http://www.seqcatchments.com.au/queensland-government.html

http://www.seqcatchments.com.au/queensland-government.html

http://www.seqcatchments.com.au/our-partners-corporate.html


OUR VISION A sustainable future with our community, through management of our natural environmental assets.

OUR MISSION STATEMENTWe take a key role in regional natural resource management planning, secure funding and deliver collaborative and innovative partnerships with community, industry and all levels of government.

OUR CORPORATE INTENTSEQ Catchments is a community not-for-profit organisation. We focus on the sustainable management of the natural environmental assets of South East Queensland and the attainment of the targets outlined in the SEQ NRM Plan. We are independent, proactive and flexible. We seek to build trust and openness with the community, land managers and all levels of Government.

We add value for those who invest or partner with us. We contribute innovative professional solutions and leverage investment through the delivery of multiple outcomes. We link local, state and national priorities with regional perspectives to improve the sustainability and livability of South East Queensland.

In our workplace, employees are aware of what is expected of them. They trust, respect, and encourage the work of their colleagues. We promote a flexible supportive workplace where safety, security and family are our highest priorities and work is challenging and rewarding.


UPPERBRISBANE

STANLEY

PUMICESTONE

PINERIVERS

MAROOCHY /MOOLOOLAH

NOOSA

MORETON BAY AND ISLANDS

LOWERBRISBANE REDLANDS

MIDBRISBANE

BREMER

LOGAN /ALBERT GOLD

COAST

LOCKYER

OUR REGION

South East Queensland today represents the largest concentration of urban development in Queensland, and is home to the majority of the state’s population. Two out of every three Queenslanders now live in the South East corner.

The region covers an area of approximately 23,000 square kilometres stretching from Noosa in the north to the Gold Coast in the south and west to the Great Dividing Range.

http://www.seqcatchments.com.au/our-region.html


OUR SERVICES

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Community EngagementWe mobilise and involve community groups and individual landholders to identify, develop and carry out projects at the grassroots level.

Project deliveryWe support both large and small scale landscape restoration and environmental works, often acting as a Managing Contractor for operational works delivery.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Natural Landscape SolutionsWe offer a cost effective and value for money service to assist government, industry and landholders to plan for and meet mandatory and voluntary requirements for multiple Local, Queensland and Australian Government natural resource outcomes.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Landscape managementWe work with and support farmers seeking to improve agricultural production and sustainability through the protection and enhancement of their productive natural resources. Good land and flood plain management can reduce risk and improve farm value.

Vegetation managementWe provide assistance to farmers to understand carbon farming opportunities as well as planning, implementing and managing farm forestry. We work to maintain vegetation and the connections between them to protect habitats for plants and animals.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife


Waterway and coastal restorationOur focus is on the remediation of degraded coastal and aquatic ecosystems (such as streams, rivers, estuaries and mangroves) and protection from emergent risks, such as oil spills and intense storms and floods.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Biodiversity and ecosystem assessmentWe work with government, corporate, industry, research, education and community partners to conserve biodiversity and nature conservation values.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Community Engagement

Project Delivery

Offsetting

Vegetation Management

Waterway and coastal restoration

Biodiversity and ecosystem Management

Property Management Planning

Geographical Information Systems

Planning

Building Partnerships

Property Management Planning (PMP)PMP helps landholders to analyse their property from an ecological, production, economic and social perspective. PMP integrates these perspectives for the whole of the property enterprise and assists landholders to design infrastructure and management practices to meet their aims.

Geographic Information Systems (GIS) – mappingOur Mapping Unit specialises in mapping what’s possible in the landscape and applying this information to protect and restore South East Queensland’s natural resources.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife

PlanningWe work with the Australian, Queensland and Local Governments as well as the corporate sector to influence policy, and align planning with the SEQ NRM Plan.

Building partnershipsWe encourage and assist the development of partnerships between the community, the corporate sector, other NGO’s and Regions as well as governments at all levels to deliver NRM outcomes.

Healthy Country

Planning regionally

back on Track

Energex

Land for Wildlife


case studyrare fungi feeder hops into limelight Tracey and Mark Finnegan were thrilled to find out that they were sharing their Kerry Valley cattle property with the rare and elusive Long-nosed Potoroo.

A shy medium sized marsupial, often mistaken as a bandicoot but related to the kangaroo, was snapped in June 2013 as part of a wildlife survey of the property.

The Long-nosed Potoroo is listed as vulnerable under Queensland and Commonwealth law as its numbers have dropped due to habitat loss, fox predation and fungi rich soil depletion.

The surprise discovery was made as part of a project in the Kerry Valley, located a stone’s throw from Queensland’s iconic Lamington National Park, to help landholders conserve biodiversity on their properties.

It demonstrated we can achieve conservation objectives while running a productive grazing business.

Spotting the Long-nosed Potoroo confirms the critical role private landholders have in protecting threatened species, as well as broader land stewardship like providing clean water and healthy soil.

Research in other areas has shown that well considered grazing management practices that restore fungi populations back into the soils can have positive results for this species.

Funding from the Australian Government’s Caring for our Country program is vital for the recovery of threatened species like the Long Nosed Potoroo.

The wildlife surveys were conducted with support from Scenic Rim Regional Council and have also found threatened Koalas and Glossy Black-Cockatoos on the property.

The Long Nosed Potoroo became a national and international media star, with coverage on ABC TV and Online and Reuters UK.

The project marked the 1000th project delivered by SEQ Catchments, exemplifying the importance of working with governments and private landholders to achieve local, state and national objectives for nature conservation and sustainable production.

http://www.seqcatchments.com.au/news/rare-fungi-feeder-hops-into-limelight?A=SearchResult&SearchID=26292514&ObjectID=2770194&ObjectType=35

http://www.seqcatchments.com.au/news/rare-fungi-feeder-hops-into-limelight?A=SearchResult&SearchID=26292514&ObjectID=2770194&ObjectType=35

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Our natural assets are essential to our

society and economy. They underpin our way of life and our overall well-being.


chairman’s report Positioning SEQ Catchments for new political and economic realitiesOur natural assets are essential to our society and economy. They underpin our way of life and our overall well-being.

Our dependence on healthy and resilient natural assets will increase as the climate changes and as our population grows, so too will our collective impact on the environment.

The value of natural assets will be even more important in the future to maintain South East Queensland’s economic prosperity and livability.

Yet the reality we face today in a post-Global Financial Crisis (GFC), post-resources boom world is that governments and corporate investors are cutting funding and rethinking the outcomes they want from the funds they invest.

In this new reality if you can’t make an economic case for natural resource management activity it will struggle to get funding from traditional sources.

We face the challenge of delivering the outcomes that the community increasingly desire while meeting government and corporate expectations.

As funds are short, we also find ourselves in a far more competitive space. In other words, it is a difficult environment for SEQ Catchments and our stakeholders.

Our biggest challenge is to find a way to make our programs relevant to the needs of our investors but at the same time maintain community engagement.

The gap between governments’ desires and community aspirations expressed to us through the SEQ Catchments Members’ Association (SEQCMA) and our Community Partnership Managers continues to grow.

This will continue to be a significant challenge for the company in the years ahead – bridging the gap

between the economic value case for investors while supporting the community and delivering the outcomes the community wants to see.

A good example of this is the Community Water Monitoring Program, one of the longest running programs of its kind in Australia. We now have over 400 volunteers trained to Cert III in Water Quality Monitoring collecting water quality data from over 800 sites across South East Queensland, yet we are now having real difficulty in maintaining that program.

We can be pleased that during the 2012-13 period SEQ Catchments received a commitment from the Queensland and Australian Governments to regional delivery and the maintenance of funding. This is significant, given the funding pressure that governments at all levels are under. I am pleased to report that governments continue to support the regional Natural Resource Management (NRM) model and value the important role that NRM organisations play in the community.

Despite assurances from the Australian Government we have had difficulty associated with transition between programs especially Caring for our Country.

We were able to maintain on-ground works, add value to policy initiatives, and limit the impact on the community despite the funding delays. This underlined the imperative for us to drive efficiencies in the business and provide investors with good value for money outcomes.


We have been able to do this by supporting the ‘Landcare ethic’ in the community – the ethic of caring for the land carried out by local community groups. SEQ Catchments is uniquely placed to facilitate partnerships between community groups, schools, businesses and local government working together and supporting projects and plans to address local environmental issues.

What we don’t want to do is start competing with our stakeholders for limited funding. This is a waste of resources and ultimately will undermine genuine community involvement.

We have spent many years making the economic case for NRM, such as the Managing What Matters report examining the economic cost of environmental decline in South East Queensland.

We will keep on making the case for the importance of natural resources as a key factor underpinning South East Queensland’s economic viability and stability.

Water quality is a case in point. Our region provides the drinking water for more than two million people. Poor water quality, largely due to erosion from regional creeks and streams, is threatening South East Queensland’s economic future.

Agricultural production, water security and supply, the Port of Brisbane and the fishing and tourism industries are all adversely affected by the declining health of the region’s waterways and Moreton Bay.

Water quality decline will drive a shift to far more expensive and energy intensive water infrastructure such as pipelines, recycled water or desalination. It is worth noting that the average cost of desalinated water is 10 times as much as catchment-sourced water.

Assisting landholders to improve water quality through their stewardship is more cost effective than engineering solutions to treat dirty water.

It makes sense for water utilities, for example, to invest in land management to improve water quality rather than invest in expensive hard infrastructure – more pipelines, plant upgrades, desalination, or waste treatment. All consumers will benefit as water will be cheaper.

How we account for soft infrastructure and systems of licensing will need to be designed to provide incentives to those that benefit – utilities, developers, industry groups and the like – to invest in protecting the natural assets that underpin their business.

Where the benefits are indirect or associated with community aspirations such as beautiful beaches and views, being able to see koalas in the forest, the coolness of a rainforest or the scent of clean mountain air – governments should continue to contribute on behalf of the community.

Ultimately it will mean making our natural assets become a greater part of our economic system and assigning them a value in the same way as we do for hard infrastructure.

We must prove we are worthy of governments’ faith in regional NRM, continue to be efficient, and deliver on expectations on how public funds should be spent.

Change brings opportunity and we will work together with governments at all levels to add value and assist them to meet their objectives of more efficient service delivery.

ROBERT SMITH Chairman


case studymaintaining traditional heritage values for future generationsIn 2012, Quandamooka Land Council in partnership with SEQ Catchments and other partners undertook the restoration of Myora Springs on Stradbroke Island.

This culturally significant site for the Quandamooka people is a freshwater spring directly adjoining the largest remaining patch of coastal rainforest in South East Queensland. It is also home to the threatened Water Mouse and the endangered Swamp Orchid.

The site had been badly affected by unintentional erosion, loss of vegetation, and mangrove dieback, arising from increased tourist visits. These issues threatened to cause collapse of the coastal rainforest ecosystem, increased erosion and severe water quality impacts.

Restoration works have helped control erosion and prevented further damage following the Ex Tropical Cyclone Oswald storms.

Crucial to this project’s success has been the participation of the Quandamooka community in determining how works should be conducted and the direct involvement of the indigenous community in conducting on-ground activities.

Quandamooka also garnered the support of organisations such as the Moreton Bay Marine Park Authority, local governments, universities, schools, and the International Water Centre as well as the wider community on how to cooperatively manage Quandamooka country and protect culturally and environmentally sensitive sites in Moreton Bay.

Quandamooka’s support has been invaluable for many of SEQ Catchments projects throughout Moreton Bay and the Islands to help ensure healthy waterways and coastlines.

Rapidly increasing population growth in South East Queensland has put pressure on Moreton Bay.

Protecting the Bay and waterways helps to underpin the economic viability of South East Queensland’s important fishing and nature-based tourism industries.


Protecting the Bay and waterways helps to

underpin the economic viability of South

East Queensland’s important fishing and nature-based tourism

industries.


ceo’s reportPreserving our economic and environmental prosperity 2013 was a year full of challenges and potential opportunities for SEQ Catchments. In these tough economic times it is imperative we look to how we can play our part in creating economic, social and environmental value.

In today’s reality, compelling scientific, environmental or moral arguments aren’t enough on their own to invoke the change needed to solve the many problems we face.

Without sound economic argument, the investment needed to preserve and enhance South East Queensland’s natural assets which support our economic and social well-being will never be realised.

This approach has informed the investment analysis for the Moreton Bay Priority Catchments Sediment Reduction Scheme, a proposal to maintain food, water and economic security and catchment resilience in South East Queensland.

The proposal addressed the systemic risks to South East Queensland’s economic future due to poor water quality, largely due to erosion in the upper catchments.

The proposal, developed jointly by SEQ Catchments, Growcom, Healthy Waterways and Queensland Conservation Council, and supported by Queensland Farmers’ Federation and Agforce, highlighted a rational economic approach and a long-term pathway to cost reduction and risk minimisation.

Cost benefit analysis indicated a return on investment of 1:6.8 ($100m to $680m) by significantly enhancing agricultural productivity, protecting regional urban water supply sources and restoring the ecological condition of South East Queensland’s waterways, bay and beaches.

The proposal has been generally well received and will be used in the next year along with our other economic work Managing What Matters to pursue greater investment.

Only through moblising the community to take action will we generate enough activity to make a real difference. A funding and delivery model using the limited investment we have to deliver programs that leverage landholder and community knowledge, action

and long term commitment is what is needed. A model that only envisages delivery of individual projects procured on an aggressive purchasing approach will waste resources and ultimately fail.

During the period SEQ Catchments reached the important milestone of its 1,000th project. This milestone highlights the importance of regional NRM in delivering on National, State and Regional priorities as well as mobilising and engaging local communities in meaningful on-ground action to restore and maintain our valuable natural assets.

It is an example of the ability of regional NRM bodies to bring together partners to facilitate worthwhile projects.

The ‘Finnegans’ property where the project is being undertaken is an active cattle grazing property and owners Mark and Tracey are committed to achieving a balance of nature conservation and sustainable production. They were thrilled when a nationally

http://www.seqcatchments.com.au/news/moreton-bay-priority-catchment-sediment-reduction-scheme

http://www.seqcatchments.com.au/news/moreton-bay-priority-catchment-sediment-reduction-scheme

http://www.seqcatchments.com.au/managing-what-matters.html


threatened Long-nosed Potaroo was spotted on their property in June.

While the project was our 1,000th, it is typical of many that we undertake exemplifying the importance of our partners, in this case the Queensland and Australian Governments through their respective programs and the Scenic Rim Regional Council.

It highlighted the value of our Community Partnership Managers in building strong links with private landholders like Mark and Tracy, who manage much of South East Queensland’s natural resources. It also recognised the importance of active landscape management to mitigate common threats such as weeds and fire.

We continued to reinforce the value case for regional NRM to assist both the Queensland and local governments to meet their objectives in a financially constrained environment. We will continue to look for innovative solutions and opportunities to assist with the reform process.

During the period we continued to implement activities that contribute to the achievement of regional NRM targets and our Strategic Investment Plan (SIP).

Many of these activities leveraged the Australian and Queensland Government investment or separately contributed to the meeting of national and state NRM targets. Our progress towards achieving, and in many cases exceeding, these targets is detailed in the ‘Delivery against our Performance Targets negotiated with SEQ community’ section of this report.

SEQ Catchments regularly identifies current public policy related to our business and develops papers and submissions to inform debate and where possible influence policy development and decision making.

There were 16 submissions made in the 2012-13 year all reinforcing the value of aligning government business to the SEQ NRM Plan. The submissions and papers are available on our website.

Despite the changes in priority of major investors described by our Chairman, the SEQ Community Water Quality Program continued to produce impressive results and we will be seeking to review the program and source alternative funding during 2014.

The water quality team with the assistance of the Department of Science, Information Technology, Innovation and the Arts, produced an important research report Monitoring of Targeted Works to

http://www.seqcatchments.com.au/policy-submissions

http://www.seqcatchments.com.au/_literature_119197/Monitoring_of_Targeted_Works_to_Reduce_Sediment_Export_to_Waterways_Entering_Moreton_Bay


Reduce Sediment Export to Waterways Entering Moreton Bay on the measurement of sediment and outcomes from on-ground activities undertaken under the Caring for our Country program of the same name.

The results will be extremely useful in informing policy decisions and activity to improve waterway health in South East Queensland.

I am happy to report that the enQuire system continues to expand its regional client base with five interstate regions subscribing to use the system, with further regions to be added in the next 12 months. The system is now run as a software as a service on the cloud and is funded through a subscription model. The Tactiv business plan is challenging but we have made significant progress.

This year we continued to develop our quality management system with Quality Assurance System ISO 9001 being obtained in March 2012. The Quality Assurance System was subject to external audit during the period with no significant matters noted.

In the coming year we will be looking at the structure of the business to ensure we continue to remain relevant to the changing environment and are able to take opportunities, and explore new solutions. We plan to continue to broaden our revenue base and review our internal resource needs.

The principle factor that determines our success relative to other organisations in the NRM sector is our strong, grass roots links to the community.

Central to our ability to attract and retain an engaged, highly skilled workforce is our commitment to providing challenging and rewarding work, a flexible supportive workplace and secure roles, allowing our people to develop their skills, capacity and careers.

Our team includes four PhD qualified staff, with a further two currently completing their studies.

Testament to their dedication is the long-service of many of the team, some of which have been with us for over 10 years. Over half of our current staff have been with SEQ Catchments for more than five years and more than a third for more than seven years. Collectively our people have served more than 91,000 days representing over 250 years of service to the community.

SEQ Catchments continues to make a real difference to South East Queensland’s natural assets, economy and community – and that is ultimately thanks to our people.

I also owe special thanks to SEQ Catchments Executive team and our staff who each year find ways to adapt to new conditions and provide innovative solutions to our partners.

Through their resilience, persistence and pure hard work, they help preserve our economic and environmental prosperity now and into the future.

SIMON WARNER Chief Executive Officer




REVENUE YEAR ENDED 30 JUNE 2013

20%

22%

41%

3%

7%

3%4%

1

2

3

4

5

Top Five Funders1. Department of Sustainability, Environment, Water, Population

& Communities (SEWPAC)

2. Energex

3. Department of Natural Resources & Mines (DNRM)

4. Seqwater

5. Department of Agriculture, Fisheries & Forestry (AG DAFF)

* Excludes funding associated with non-core activities (hosting enQuire)

Federal core funding

Federal competitive funding

State core funding

State competitive funding

Corporate & partner funding

Oswald recovery funding

Other funding


REVENUE YEAR ENDED 30 JUNE 2012

22%

26%

16%

13%

8%

8%

7%

3

5

2

4

1

Top Five Funders1. Department of Sustainability, Environment, Water, Population

& Communities (SEWPAC)

2. 2011 Flood Recovery

3. Seqwater

4. Department of Agriculture, Fisheries & Forestry (AG DAFF)

5. Department of Environment & Heritage Protection (DEHP)

Federal core funding

Federal competitive funding

State core funding

State competitive funding

Corporate & partner funding

2011 Flood recovery funding

Other funding


performance highlights

Community Engagement

• 203 awareness raising events with over 6,300 attendees being made aware of ways to better manage soils, biodiversity, waterways, erosion, weeds and pest animals.

• 121 training sessions with 2,157 participants being trained in how to better manage our natural resources.

Biodiversity

• Supported the Land for Wildlife program that negotiated 201 new voluntary conservation agreements covering an area of 2,895 ha, including 2,124 ha of native bushland.

• As of the end of June 2013, a total of 3,763 Land for Wildlife properties were registered in South East Queensland, spanning 59,631 ha retained or restored, with landholders committing to integrate nature conservation with grazing and other farming activities.

Property Management Planning

• 190 property or reserve management plans completed, covering over 30,000 ha that when completed will result in long-term improvements in land and soil condition.

• 22 property management planning sessions held with 229 people attending, resulting in 83 landholders completing Property Management Plans.

• The total number of landholders developing Property Management Plans since July 2011 now stands at 280.

Flood Recovery

• 325 properties assisted in the aftermath of the January 2013 floods. Support included site assessments and assistance with debris removal from creeks, fencing and riparian weed control.

• Removal of at least 1.47 tonnes of flood debris along 33 km of stream bank.

Sustainability

• Maintained 5 star National Australian Built Environment Rating System (NABARS) rating for our Brisbane office and reduced our carbon output by 16.5 per cent based on the 2007/08 baseline.

River Restoration

• 267.2 km of waterways were fenced, revegetated, or had weeds removed to increase stream bank resilience against flood damage.

Vegetation Management

• 156.4 ha revegetated with locally occurring native species to improve future biodiversity, including 16.6 km of stream bank revegetation

• 2,657.7 ha of protective fencing, weed control, ecological thinning and improved fire management of native vegetation to allow natural regeneration for biodiversity outcomes.

Water Quality Monitoring

• Supported the regular water quality monitoring of 800 registered sites, with over 400 community volunteers registered.

• Community volunteers collected 4,000 samples, or 24,000 data points, across all registered monitoring sites.

• 26 training events held with 340 participants, including three Cert III in Water Quality Monitoring training events with 70 people trained.

Geographic Information System (GIS) Mapping

• Delivered 400 landscape discussion maps and 558 property maps providing strategic spatial information for input into regional or catchment-wide NRM initiatives.

PERFORMANCE AT A GLANCEDuring the 2012/13 year SEQ Catchments managed a total of 326 projects, consisting of 200 new projects along with 126 projects continuing from the previous year.

This is a significant number. A large number of projects were completed in the period.


case study

healthy country The Healthy Country program, an award winning program, was created to trial efficient and cost-effective approaches to reduce sediment entering waterways and making its way to Moreton Bay.

Much of this has involved implementing erosion control measures across properties, an important step to reduce the amount of sediment being washed away.

A key part of this program has involved working together with local communities, identifying local issues and concerns, increasing awareness and understanding of the principles behind erosion control, whilst also using the best available scientific knowledge.

Between 2012-2013, the second phase of this funding was rolled out, which focused on demonstration sites in the Upper Warrill Creek and Pumicestone Passage catchments.

The works have been simple, realistic, small-scale and low budget and serve as demonstration sites to build knowledge and capacity for other landholders to implement similar works to reduce erosion on their land.

The works have been simple,

realistic, small-scale and low

budget.

http://www.healthywaterways.org/HealthyCountry/WaterwayRestoration.aspx


AWARDS In September 2012, SEQ Catchments was named the Australian Government Natural Resource Management (NRM) Award winner at the 2012 National Landcare Awards for excellence and innovation in creating partnerships with the Landcare community for natural resource and environmental management.

SEQ Catchments was thrilled to win this Award and it is a reflection of the time and resources that are dedicated to ensuring community engagement is a core aspect of our business. An SEQ Catchments employee was also recognised with a National Award.

In May 2013 SEQ Catchments, together with partners, were selected as a finalist for six projects at the Healthy Waterways Awards 2013, including coastal clean-ups, seagrass recovery, flood restoration, sediment reduction as well as indigenous projects and waterways champions.

On Water Marine Services and SEQ Catchments took out the Product and Manufacturing Award for the

Seagrass Friendly Moorings Replacement Project, while Darren Burns from the Quandamooka Yoolooburrabee Aboriginal Corporation was awarded the Waterways Mentors Award, for his work with SEQ Catchments in engaging the Quandamooka people in the management of coastlines and islands of Moreton Bay.

In June 2013 SEQ Catchments received The Australian Business Award for Environmental Sustainability in recognition of our ground breaking work to protect seagrass beds and the economically important industries of Moreton Bay via the Seagrass Friendly Moorings Replacement Project.

This was the second year running that SEQ Catchments has received national recognition from the business community; in 2012 we were recognised for the SEQ NRM Plan 2009-2031.

It was extremely gratifying to receive national recognition from the broader business community of the economic relevance of our work to the economy and our way of life.

http://www.youtube.com/watch?v=ORHlsOB9alA


case studygrowing back moreton bay’s seagrassThe Seagrass Friendly Moorings Replacement Project is an example of our innovative approach to achieving economic and environmental outcomes.

Our interest in seagrass friendly moorings first arose from concerns about the damage caused by traditional ‘block and tackle’ moorings used by the boating community within Moreton Bay’s sensitive marine environments.

Protecting seagrass is vital to Moreton Bay’s tourism and other dependent industries such as commercial and recreational fishing.

Seagrass meadows are the nursery grounds for many commercial fish and crustacean species; they provide feeding grounds for dugongs and green and loggerhead turtles as well as playing an important role in preventing coastal erosion. Their importance cannot be underestimated.

During 2012-13 SEQ Catchments worked closely with Moreton Bay’s boating community to replace 100 block and tackle moorings with the seagrass friendly design. This provided an immediate improvement to seagrass condition at the mooring location and resulted in an immediate reduction in disturbance of sediment and the animals that live there.

Regrowth of seagrasses over an area the size of 18 football fields in Moreton Bay is estimated as a result of the project to date.

The project contributed to a further improvement in the condition of an additional 120 ha of marine ecosystems due to a reduction in impacts from moorings such as sediment deposition and the destruction of benthic invertebrate communities in areas surrounding moorings.

The Seagrass Friendly Moorings Replacement Project received national recognition at the Australian Business Awards 2013, and via the Triple J Hack current affairs program and ABC local radio.

Learn more about this project by visiting our website. Radio interviews can be accessed under our media section.

Dugong by Julien Willemhttp://en.wikipedia.org/wiki/File:Dugong_Marsa_Alam.jpg

http://www.seqcatchments.com.au/case-studies/mooring-trial-to-end-crop-circles-in-moreton-bay

http://www.seqcatchments.com.au/case-studies/mooring-trial-to-end-crop-circles-in-moreton-bay

http://en.wikipedia.org/wiki/File:Dugong_Marsa_Alam.jpg


Seagrass meadows are the nursery grounds

for many commercial fish and crustacean

species. Their importance cannot be

underestimated.


how we form our strategy The SEQ Catchments Strategic Plan details our Vision, Mission Statement, Corporate Intent and Strategic Objectives.

The Strategic Plan addresses the needs of our business and those of our community, corporate and government stakeholders both for today and into the future.

The Strategic Plan objectives align with our Key Performance Indicators which our Board regularly monitor to track the financial, organisational, and environmental progress of the company.

The objectives encompass six key action areas that guide our activities. They are:

1. Take a key role in the strategic direction of natural resource management planning in SEQ.

2. Foster partnerships with stakeholders.

3. Secure funding for activities aligned to the SEQ NRM Plan.

4. Achieve cost effective and efficient delivery of our Strategic Investment Plan (SIP) and Strategic Plan.

5. Promote a learning culture both within SEQ Catchments and the community.

6. Ensure SEQ Catchments’ governance meets professional standards and community / stakeholder expectations

Our Quality Management System (AS/NZS ISO 9001:2008) has established quality objectives for financial, human resources, operational and WHS performance, which are linked to the objectives of our Strategic Plan. This system ensures a high quality focus for our project management and contract administration for the sustainability of natural resources.

The SEQ Catchments Planning EnvironmentOur Strategic Plan is supported by the SEQ Catchments Strategic Investment Plan (SIP), which defines the intermediate targets or what we intend to deliver with our project partners over a five year period between 2009 and 2014.

http://www.seqcatchments.com.au/LiteratureRetrieve.aspx?ID=95283



We monitor progress against the SIP on a regular basis through our Planning and Investment Advisory Committee (PIAC). Membership of PIAC is drawn from a diverse cross-section of the SEQ community, including SEQ Catchments Members’ Association (SEQCMA), Council of Mayors (SEQ), Healthy Waterways Ltd, Traditional Owners and the Australian and Queensland Governments.

PIAC provides arms-length, strategic guidance of our activities. It sets our investment priorities and the processes we use to evaluate projects and funding applications to ensure our investments and delivery is aligned with national, state, regional and local priorities. It also monitors project and program outcomes while ensuring investment and activity is on track and aligned to the SEQ NRM Plan targets.

All our projects are assessed against delivery of our Strategic Plan and SIP. We regularly measure and monitor activity and use the results to enhance our services, such as conducting project audits to ensure project requirements at completion have been met.

We are currently undertaking a comprehensive public consultation for a review of the SEQ NRM Plan and our SIP.

The SEQ NRM Plan is a community document and we will be looking to gain broad support for the plan from all sectors of the community

This is being facilitated through a program of community forums and written submissions and feedback.

Business PlansTo further link our operational work programs with our SIP targets, each year SEQ Catchments completes detailed Business Plans which set annual operational, technical and corporate targets to be achieved.

These plans link our funding to delivery and help to align our staff activities with our partners and investors as well as the SEQ NRM Plan.

Multi Year Shorter term5 years 1 year

NATIONAL PRIORITIESSTATE PRIORITIES

LOCAL/COMMUNITY PRIORITIES

SEQ CATCHMENTS

STRATEGIC INVESTMENT

PLAN

SEQ CATCHMENTS

BUSINESS PLANS

SEQ REGIONAL PLAN

SEQ NRM PLAN

PROJECT DELIVERY

SEQ CATCHMENTS

STRATEGIC PLAN

STATE PLANNING

POLICY


our sustainability strategyOur vision is a sustainable future for our community. Sustainability is our core business and reason for being. We are dedicated to supporting positive actions to protect and enhance our natural assets.

Our daily activities and facilities are designed to minimise the impact we have on the natural assets and landscapes of South East Queensland.

Please refer to our Carbon and Waste Reduction Statement.

our impact on the environment SEQ Catchments achieved its carbon reduction target of 3.97 t CO2 e/employee at its latest biannual audit in January 2012, being on track to achieve its 25% carbon reduction target by 2020 based on 2007 levels.

To meet this target we have maintained the Brisbane Office’s 5 Star NABERS energy rating and have purchased green power to offset office emissions; we are also ensuring where appropriate, our vehicles have a minimum 7.5 Greenhouse Rating and operate on ethanol fuel blends; avoiding air travel where possible and providing Go Cards to staff to encourage use of public transport. Remaining CO2 is offset to ensure we meet the target.




case study

kedron brook restoration projectThe January 2011 and 2013 floods in South East Queensland badly eroded the banks of Kedron Brook abutting the Hillbrook Anglican School’s sports oval. Up to 7m of bank was lost, leaving 4m sheer cliffs that had the potential to continue to erode into the School’s oval.

Hillbrook Anglican School approached SEQC Services for assistance in building the Brook’s resilience to future floods by strengthening the ‘toe’ of the 120m of eroded bank, reshaping the stream bank and revegetating the reformed banks.

The entire school community assisted with planting a variety of tree and shrub species along the newly re-formed river bank.

As the vegetation matures, the natural resilience of the Brook to future flood damage will increase. The trees and shrubs of well-established riparian vegetation reduce stream-flow velocities (and hence stream power) acting on the banks while their root systems increase the shear resistance of the banks.

The Kedron Brook Restoration Project was successfully delivered through the commitment and enthusiasm of the entire school community.


governance and risk management COMPANY STRUCTURE, OWNERSHIP SEQ Catchments Ltd is incorporated as a company limited by guarantee and is jointly owned by the SEQ Catchments Members’ Association (SEQCMA) and the Council of Mayors (SEQ).

SEQCMA is made up of over 140 member groups representing government, community and industry. SEQCMA’s members are our lynchpin for reaching the community. They play a key role in mobilising local action or sector support to implement NRM activities.

The Council of Mayors (SEQ) consists of the Mayors representing the local governments of SEQ; Brisbane,

Gold Coast, Ipswich, Logan and Redland City Councils and Lockyer Valley, Moreton Bay, Scenic Rim, Toowoomba, Somerset and Sunshine Coast Regional Councils.

The SEQCMA Board and Council of Mayors (SEQ) nominate Directors of the SEQ Catchments Board. They are invited to participate on Board committees which advise on financial, risk and management planning, as well as prioritisation of activity and funding of projects to meet the long term targets detailed in the SEQ NRM Plan 2009–2031.

SEQC MEMBERS’ ASSOC

COUNCIL OF MAYORS (SEQ)

MEMBER SECTOR REPRESENTATION• Integrated Catchment

Management & Landcare (54)• Local Government (11)• Coastal & Marine (9)• Environment (22)• Recreation, Sport & Tourism (5)• Research & Education (7)• Rural Industry (8)• Urban Industry (8)• Traditional Owners (11)• Other (11)TOTAL : 146*some member groups have up to 500 individual members

COMSEQ MEMBERSHIP• Brisbane City Council• Gold Coast City Council• Ipswich City Council• Lockyer Valley Regional

Council• Logan City Council• Moreton Bay Regional Council• Redland City Council• Scenic Rim Regional Council• Somerset Regional Council• Sunshine Coast Regional

Council• Toowoomba Regional Council

50% ownership – 4 Directors 50% ownership – 2 Directors

AUDIT & FINANCE

COMMITTEE

PLANNING & INVESTMENT

ADVISORY COMMITTEE

SEQ CATCHMENTS

DELIVERY PARTNERS• Landholders • Landcare, community &

volunteers groups• Local Councils• Schools & Universities• Local Businesses• Industry groups• State agencies• Environmental groups


The SEQ Catchments group is made up of a number of separate corporate entities. This corporate structure has been developed to achieve a number of outcomes. These are:

• To manage risk – reputational, contractual and delivery

• To better manage corporate assets

• Separate out activities not directly aligned to the core role of SEQ Catchments as a regional NRM Body.

SEQC Operations Pty Ltd is a wholly owned subsidiary of SEQ Catchments Ltd. SEQC Operations Pty Ltd owns and manages the vehicle fleet which is leased to SEQC Catchments Ltd. It has three subsidiary companies: SEQC Services Pty Ltd, SEQC Offsets Pty Ltd and Tactiv Pty Ltd.

Tactiv Pty Ltd is a software development and solutions provider and holds the license for the enQuire software. enQuire is an end to end Grant, Contract and Project Management solution delivered via a customisable, cloud-based platform. It is designed to simplify administration, manage workloads and mitigate compliance risk by linking data collected at ground level to decision makers. Tactiv is partly owned by a unit trust representing the system developers. Tactiv shares were recently gifted to a number of Queensland regional NRM bodies which contributed to system development to date.

SEQC Offsets Pty Ltd offers cost effective and value for money solutions and service to assist government, industry and landholders to plan for and meet

mandatory and voluntary requirements for multiple Local, Queensland and Australian Government natural resource outcomes.

SEQC Services Pty Ltd undertakes project management and delivery of major landscape restoration and environmental works, often acting as a Managing Contractor for operational works delivery. The company undertakes work for SEQ Catchments Ltd, contracted by SEQC Offsets Pty Ltd and contracted in its own right to clients directly.

The constitutions of SEQC Services Pty Ltd and SEQC Offsets Pty Ltd require that their activities align with the aims and objectives of SEQ Catchments.

RISK MANAGEMENTSEQ Catchments has developed a robust risk management system that underpins all of our activities, which is reflected in the company’s Risk Management Policy. The Board has delegated the oversight of risk management to the Audit and Finance Committee which assists the Board in ensuring that there are effective systems in place to manage risk across the business. The Directors, through the Audit and Finance Committee, review the systems that have been established along with their effectiveness. The Workplace, Health, Safety and Sustainability Committee also review specific health, safety and environmental risks, the outcomes of which are reported to the Audit and Finance Committee.

SEQC SERVICES TACTIVESEQC

OFFSETS

SEQC

SEQC OPERATIONS


Community ForumsSEQ Catchments via our Community Partnership Managers hold annual or bi-annual forums to obtain feedback from the community on performance, direction and guidance that influence the SEQ Regional Plan and on-ground activities. Feedback and direction is also sought at Landcare, catchment and NRM group meetings throughout the region as opportunities arise.

Stakeholder Survey

• 42.5% participation rate

(41 completed surveys).

• Responses received from across

each of the 10 community sectors.

• The majority (85%) of our

stakeholders rated SEQC ‘effective’

or ‘very effective’ in delivering its

main objectives.

Partner Survey• 18 funding partners were surveyed.• 61% participation rate (11 completed surveys).• Those who fund SEQC activities

indicated that their likelihood of funding future projects as ‘probably’ (50%), ‘possibly (30%) and ‘definitely’ (20%).

Key summary points of the 2013 Stakeholder and Partner surveys.

MECHANISMS FOR TRANSPARENCY AND STAKEHOLDER INPUT Stakeholder engagement is critical to SEQ Catchments. How we run our business is important to our stakeholders so that they know that we not only reflect their values in our business operation but also how our success contributes towards achieving the targets in the SEQ NRM Plan.

Our operational systems and processes are managed to achieve environmental sustainability by ensuring all projects are assessed against delivery of our Strategic Plan and SIP. We regularly measure and monitor activity and use the results to enhance our services, such as conducting quarterly project audits to ensure project requirements at completion have been met.

Our progress towards achieving our SIP targets is monitored on a regular basis through our Planning and Investment Advisory Committee (PIAC) with a substantial review in line with the SEQ NRM Plan and SEQ Regional Plan currently underway and to be continuing over the next 12 months.

As part of our ongoing review of our stakeholder engagement, SEQ Catchments conducts annual stakeholder and partner surveys from April-June. The third such survey was conducted in 2013.

The Stakeholder Survey sought feedback from a range of organisations in South East Queensland, while the Survey of Partner Organisations sought feedback from organisations that invest in SEQ Catchments projects and activities.

The results from these surveys provide crucial feedback and a platform for further improving our engagement with stakeholders. The results also provide a benchmark for future assessment.

http://www.seqcatchments.com.au/stakeholder-survey.html


case studyimproved fire management and biodiversity conservation The South East Queensland Fire and Biodiversity Consortium (SEQFBC) was established in 1998. Through a network of land managers and stakeholders it provides a coordinated response and best-practice recommendations for fire management, fire ecology and biodiversity conservation in South East Queensland (SEQ) through education, community engagement, applied research and representation.

1. Education and engagement: The sharing of fire management planning and fire ecology information via workshops for private landholders and public land managers, a biannual one day forum, newsletters, the website and through training to stakeholders continues to form a key component of SEQFBC’s activities. This year, training has been provided to over 200 people in two key areas: Fire Weather and Fuel Hazard Assessment.

The SEQFBC has this year also delivered a major project, the SEQ Roadside Burning Project, aimed at developing a working model for managing roadside fuel hazard for SEQ land managers. This included a final project report, poster/fact sheet and presentation at two conferences. The SEQFBC also helped deliver a project funded through Caring for our Country on fire management practices in the Border Ranges to improve key habitat areas for the endangered Bristle Bird (in partnership with the New South Wales Nature Conservation Council and SEQ Catchments).

SEQFBC continues to build up capacity and knowledge in fire management planning through the delivery of workshops throughout the year (18 workshops to over 380 people in the 12/13 year) and invites stakeholders to attend SEQFBC forums twice a year, with guest speakers from experts in the field.

2. Applied research: SEQFBC continues to be involved in applied fire ecology and fire management projects at a local, state and interstate level (including invitations to participate in research submissions with Griffith University and the University of NSW). The SEQFBC also provides an annual Research Student Scholarship for an honours or PhD student undertaking fire research in the SEQ Bioregion. These partnerships, together with an active Research Working Group contribute to ongoing links and development of opportunities with fire research groups and academics.

3. Representation and response: SEQFBC continues to provide representation at the state and federal level, including providing submissions to the Queensland Rural Fire Service Review and the Commonwealth Environmental Protection and Biodiversity Conservation Act 1999.

For further information visit www.fireandbiodiversity.org.au

The SEQFBC is also supported by all SEQ local governments, Powerlink Queensland, Queensland Fire and Rescue Service, the Department of National Parks, Recreation, Sport and Racing and the Department of Transport and Main Roads. These partnerships provide excellent opportunities for ongoing engagement with private landholders, public land managers, universities and power utility providers.

SEQ Catchments has hosted the SEQFBC since 2010 and has agreed to continue

hosting the SEQFBC.

http://www.fireandbiodiversity.org.au


Margie Milgate (Deputy Chair) is a consultant and educator with Resource Consulting Services (RCS) and also works with other rural organisations such as Queensland Rural Industry Training Council and Growcom. Coming from a fifth generation farming family, she has a passion for seeing our lands being productive and sustainably producing food and other goods for future generations. She is active in her local catchment group Norman Creek Catchment Coordinating Committee (N4C) and the Brisbane Catchments Network. Margie believes SEQ Catchments has a significant and leading role to play in the SEQ community to ensure a sustainable future for all.

Margie is also a Director of SEQC Offsets Pty Ltd and a member of the SEQ Catchments Planning and Investment Advisory Committee (PIAC) and the Audit and Finance Committee.

BOARD OF DIRECTORS The SEQ Catchments Board of Directors is made up of eight members with one being an executive.

Robert Smith (Chairman) is the former Deputy Mayor of Boonah Shire Council and has 14 years’ experience in local government. As a non-executive Chairman he has held a number of senior executive management roles in agri-business and aviation, and has developed and managed farming businesses in poultry and cattle production. Robert is passionate about strengthening SEQ Catchments’ relationship with community, government and industry, and is committed to building a self-sufficient company.

Robert is a Director of SEQC Offsets Pty Ltd and Tactiv Pty Ltd.

Jim Dale is a retired forester and an experienced NRM Operations Manager. His areas of expertise are in the fields of vegetation, fire and water management, education, training and group organisation. Jim believes SEQ Catchments is an organisation that can deliver outcomes that others struggle to provide.

Jim is a Director of SEQC Operations Pty Ltd and is Chairman of SEQ Catchments Planning and Investment Advisory Committee and a member of the Audit and Finance Committee.

Of the eight Directors,

seven of these are aged

over 50 with one aged 30-

50 years. One is female

and one is an Executive

Director. The Chairman is

an Independent Director

and does not hold an

executive position.


Simon Warner is an experienced corporate manager with significant experience in a wide range of senior executive roles including Chief Operating Officer, and General Manager Logistics and Human Resources. Simon is currently a Member of Regional Development Australia – Ipswich and West Moreton Committee. He has also held Director positions with the Port of Brisbane Corporation, Bulk Terminals Australia, Australian Bulk Alliance, and Grainco Australia Limited Subsidiary Companies. He was Chairman of the National Grower Register.

Simon is Chairman and a Director of SEQC Offsets Pty Ltd, and a Director of Tactiv Pty Ltd.

John Brent is Mayor of the Scenic Rim Regional Council. He is Deputy Chair of the Council of Mayors (SEQ) and Chair of its Regional Plan & Growth Management Committee. He is past Chairman and a current Director of AUSVEG, a Director of Growcom and also a Board Member of Local Government Mutual Liability Pool (LGM).

John is also a Director of SEQC Operations Pty Ltd.

Peter Matic is the Brisbane City Councillor for Toowong. His particular area of interest is the rehabilitation of bushland and waterway quality improvements. He brings a variety of experience in his previous role as Brisbane City Council’s Chairman for Environment, Parks and Sustainability for four years. His vision of success is active engagement by the wider community to help achieve tangible improvements in bushland rehabilitation and waterway quality improvements.

Bardhold Blecken is a former IT Manager and System Architect, and is Chairman and a Director of Gecko Regen. He serves on the Management Committee and is President of the Gold Coast Catchments Association. Bardhold also serves on the Management Committee and is Treasurer of the Queensland Conservation Council.

Bardhold is a Director and Chairman of Tactiv Pty Ltd, SEQC Operations Pty Ltd and SEQC Services Pty Ltd. He is also Chairman of the SEQ Catchments Audit and Finance Committee and is a member of the SEQ Catchments Planning and Investment Advisory Committee.

Victor Attwood is Deputy Mayor of the Ipswich City Council and has been since 2004. He is Chair of the Council of Mayors (SEQ) Environment and Sustainability Committee and is a Committee Member of Regional Development Australia Ipswich and West Moreton and a Director of West Moreton Oxley Medicare Local.

Victor is also a Director of SEQC Services Pty Ltd and a member of the SEQ Catchments Planning and Investment Advisory Committee.


Anne Conlan (Company Secretary and Chief Financial Officer) brings with her 27 years of experience in the finance sector. Anne is a Chartered Accountant having obtained these fundamental skills at a Big Four firm in Brisbane and the majority of her experience has been in the Commercial sector having held Senior Finance roles in Mining, Telecommunications, Electricity Generation and Oil and Gas companies. Most recently Anne was the Chief Financial Officer of BG (Australia) through its subsidiary, QGC.

Simon Warner (Chief Executive Officer) has extensive industry experience at senior management and executive level as well as serving on a number of boards prior to joining SEQ Catchments in 2004. His background was in the resources and agribusiness sector prior to his time with SEQ Catchments.

Tony Costantini (Chief Operating Officer) has executive-level experience in the natural resource and forest based industries. He has worked for Forestry Plantations Queensland, Queensland Treasury and the then Department of Primary Industries Forestry. He holds PhD and Bachelor qualifications in Economics, as well as a Bachelor of Science in Forestry.

Noel Ainsworth (Chief Performance Officer) with over twelve years’ experience in senior management, has a broad range of natural resource and agricultural industry experience, having worked in a number of management, extension, research and consulting roles across Australia. Noel has served SEQ Catchments since 2005, first as an Operations Manager and now in a Chief Performance Officer role, he draws upon considerable experience in monitoring and evaluation that he has developed since the 1980’s. He holds tertiary qualifications in management, corporate governance, rural development and horticulture.

OUR EXECUTIVE TEAMOur Executive Team is responsible to the Chief Executive Officer for implementing the Board’s strategy and achieving the SEQ Catchments Vision.


delivery against our performance targets NEGOTIATED WITH SEQ COMMUNITYSEQ Catchments with the support of our partners has made significant progress towards achieving our SIP targets with the majority now delivered or over delivered. However some of these targets relating to wetland management and groundwater monitoring have been harder to deliver.

Jul -

Dec

09

Jan

- Jun

10

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11

Jul -

Dec

11

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- Jun

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12

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Jul -

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35000

30000

25000

20000

15000

10000

5000

0

Ha

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Jan

- Jun

10

Jul -

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10

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Jul -

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13

Jul -

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14

7000

6000

5000

4000

3000

2000

1000

0

Ha

Jul -

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09

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10

Jul -

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10

Jan

- Jun

11

Jul -

Dec

11

Jan

- Jun

12

Jul -

Dec

12

Jan

- Jun

13

Jul -

Dec

13

Jan

- Jun

14

140

120

100

80

60

40

20

0

Ha

To date 25,617ha of land is under recognised sustainable management practices which compares favourably against the 2014 target of 20,000ha.

To date 6,590ha of improved hill-slope and gully management has been undertaken compared with the 2014 target of 125ha.

To date 126ha of works implemented to address salinity have been undertaken which is more than twice the 2014 target.

LAND

TargetDeliveredAnticipated


Jul -

Dec

09

Jan

- Jun

10

Jul -

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10

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11

Jul -

Dec

11

Jan

- Jun

12

Jul -

Dec

12

Jan

- Jun

13

Jul -

Dec

13

Jan

- Jun

14

9000

8000

7000

6000

5000

4000

3000

1000

2000

0

Ha

Jul -

Dec

09

Jan

- Jun

10

Jul -

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10

Jan

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11

Jul -

Dec

11

Jan

- Jun

12

Jul -

Dec

12

Jan

- Jun

13

Jul -

Dec

13

Jan

- Jun

14

500

450

300

250

200

150

50

100

0

Ha

Jul -

Dec

09

Jan

- Jun

10

Jul -

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10

Jan

- Jun

11

Jul -

Dec

11

Jan

- Jun

12

Jul -

Dec

12

Jan

- Jun

13

Jul -

Dec

13

Jan

- Jun

14

2500

2000

1500

500

1000

0Ha

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09

Jan

- Jun

10

Jul -

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10

Jan

- Jun

11

Jul -

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11

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12

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12

Jan

- Jun

13

Jul -

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13

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- Jun

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70

60

50

40

30

10

20

0

No.

To date 8,457ha of native vegetation has been managed for biodiversity and to maintain ecosystem function which compares against the 2014 target of 500ha.

To date 397ha have been revegetated with native species for biodiversity outcomes and to maintain ecosystem function which compares against the 2014 target of 200ha.

To date 2,178ha of habitat of priority taxa (species) and ecosystems are managed for their protection compared with the 2014 target of 100 ha.

To date 56 Land for Wildlife binding conservation agreements have been put in place to manage remnant and woody vegetation as part of the protected area network of SEQ which compares against the 2014 target of 50.

BIODIVERSITY



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Jan

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10

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11

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12

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13

Jul -

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- Jun

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500

450

300

250

200

150

50

100

0

Ha

Both community monitoring programs have been coordinated since Jan 2011.

To date 430ha of strategic coastal sites are managed for ecosystem function compared with the 2014 target of 50ha.

2014 target: Two coordinated community programs in place monitoring SEQ seagrass and mangrove habitat areas.

To date 14 priority coastal wetland complexes (both fresh and salt water components) have been developed to increase their extent and connectivity which compares against the 2014 target of 5.

To date 780km of stream-bank management has been delivered compared with the 2014 target of 125km.

WATER

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10

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11

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12

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13

Jul -

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13

Jan

- Jun

14

16

14

12

10

8

6

2

4

0N

o.

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- Jun

10

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10

Jan

- Jun

11

Jul -

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11

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Jul -

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- Jun

13

Jul -

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13

Jan

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14

900

800

700

600

500

400

300

100

200

0

km



To date 756ha of riparian and canopy killer weeds has been managed in the headwater areas of SEQ compared with the 2014 target of 400ha.

2014 target: Coordinated community ambient water quality monitoring program operating in all Level 2 sub-catchments of SEQ.

To date 241ha of wetlands have been managed for natural wetland ecosystem service function compared with the 2014 target of 1,000ha.

2014 target: Two Groundwater Investigation Groups established to collect groundwater data and raise awareness of groundwater issues.

WATER


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13

Jul -

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14

Ha

900

800

700

600

500

400

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100

200

0

Jul -

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Jan

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10

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11

Jul -

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12

Jul -

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13

Jul -

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- Jun

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Ha

1200

1000

800

600

200

400

0

Twelve of the thirteen level 2 sub-catchments have been monitored over this period, with the one not done being the Moreton Bay islands.

One Groundwater Investigation Group was established to investigate the hydrology and impacts of water extraction at Tamborine Mountain.


There has been partial commitment between and within local and state government entities over the period since 2009.

Jul -

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13

Jul -

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13

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- Jun

14

6.00

5.00

4.00

3.00

2.00

1.00

0.00

No.

There has been partial recognition and use of the ecosystem services framework between and within local and state government in this period since 2009.

While SEQ Catchments has responded with information about natural disasters (oil spill and flood), it joined forces with Healthy Waterways and other partners in 2013 on their “Plastic Pollution Revolution” to mobilise community action to achieve the target.

2014 target: Local and state government commitment to regional NRM targets embedded in the SEQ Regional Plan.

To date the average number of collaborative partnerships per project has increased by 6% which compares against the 2014 target of 20%.

2014 target: Local and state government sector recognition and frequent use of the ecosystem services framework.

2014 target: Alliance established to profile a significant natural resource management issue with the wider community, which mobilises that community to take action.

PLANNING

PARTNERSHIPS AND COMMUNITY CAPACITY



Jul -

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18000

16000

14000

12000

10000

8000

6000

2000

4000

0

No

To date 16,731 land managers have improved knowledge and aspirations to implement practices which enhance land condition, nature conservation, coastal and marine and water quality through training and awareness raising activities, including Property Management Planning, which compares against the 2014 target of 1,000.

2014 target: Appropriate Aboriginal Traditional Owner cultural groups are engaged in planning and decision making in SEQC governance and their involvement in other NRM policy forums is promoted through a representative body for SEQ.

PARTNERSHIPS AND COMMUNITY CAPACITY


SEQC either supported a representative body for SEQ Traditional Owners or a supportive framework to involve and inform Traditional Owners over this period.

Jul -

Dec

09

Jan

- Jun

10

Jul -

Dec

10

Jan

- Jun

11

Jul -

Dec

11

Jan

- Jun

12

Jul -

Dec

12

Jan

- Jun

13

Jul -

Dec

13

Jan

- Jun

14

12

10

8

6

4

2

0

%

To date indigenous participation in projects funded through SEQC is 4.3% which compares against the 2014 target of 10%.


financial statements


financial statementsINCOME AND EXPENDITURE SUMMARY FOR THE YEAR ENDED 30 JUNE 2013

The Directors’ Report and full Audited Financial Statements for the year ended 30 June 2012 are provided separately on our website.

CONSOLIDATED GROUP PARENT ENTITY

2013 2012 2013 2012

$ $ $ $

Revenue 11,901,701 11,589,631 10,190,584 11,245,134

Expenses 11,721,536 11,592,915 10,143,848 11,242,063

Surplus / (deficit) before income tax 180,165 (3,284) 46,736 3,071

Income tax expense/benefit 44,501 1,906 0 0

Surplus / (deficit) attributable to members of the Company

135,664 (1,378) 46,736 3,071


BALANCE SHEET SUMMARY AS AT 30 JUNE 2013

CONSOLIDATED GROUP PARENT ENTITY

2013 2012 2013 2012

$ $ $ $

ASSETS

Cash and cash equivalents 5,067,298 5,352,072 5,038,536 5,298,161

TOTAL ASSETS 8,833,134 7,299,758 8,761,153 7,053,741

LIABILITIES

Revenue received in advance 4,425,634 2,823,412 3,160,749 1,888,927

TOTAL LIABILITIES 6,050,782 4,653,062 6,063,220 4,402,544

EQUITY 2,782,352 2,646,696 2,697,933 2,651,197


labour performance indicatorsOur staff is made up of almost an equal number of male and female staff, with a total of 50 employees. This year we have had a low staff turnover with only three staff members resigning and can report 0 days lost to injuries and 3% personal leave taken (out of the total available time) during 2012-2013.

HEALTH AND SAFETY SEQ Catchments Board and Executive take health and safety very seriously. All board and executive meetings begin with a review of health and safety issues and incidents if any are reported. All Board and Executive members regularly undertake training and updates on Health and Safety matters and regulatory obligations.

The Workplace Health, Safety and Sustainability Committee (WHS&S) Committee, is a key aspect of maintaining a healthy working environment and maintaining a workplace free from accidents and sickness.

The Committee is made up of 7 members (15% of the total team), who represent various areas of the organisation including management, executive, on-ground and administrative staff. It is responsible for regularly reviewing WHS risks across the organisation and ensuring policies and measures are implemented to help mitigate these risks. WHS Home Office Audits are carried out on an annual basis to ensure home working environments meet our safety standards. The Committee reports to the Executive and the CEO.

Staff are kept informed through internal WHS newsletters, and an update is provided to employees at our staff workshops twice a year.

EMPLOYEE ENGAGEMENT, MANAGEMENT, TEAMWORK AND FEEDBACK Members of the SEQ Catchments Board regularly attend activities undertaken by the staff across the region including the staff workshops, which are held every six months.

Regular team meetings both within work teams and across the organisation are held which deal with both operational and strategic issues discussed at monthly management meetings.

The CEO and Board members also attend along with staff at stakeholder meetings which are held at least annually across the region.

A company eNews is issued bimonthly to keep all internal and external stakeholders up to date with developments across the company.

A Grievances and Dispute Resolution policy provides a framework for resolving issues or sensitive matters raised by employees.

EMPLOYEE RETENTION AND DEVELOPMENT Formal employee reviews are conducted at least annually. These provide an opportunity to review not only the employee’s personal performance but also to look at their role and opportunities for training, development and new challenges.

Over 90% of all employees were reviewed in the year ended June 2013. SEQ Catchments maintains a Competency and Training Matrix for planning training. Refresher training for maintaining a qualification or licence (e.g. first aid course, training and assessment) is provided with additional training provided as identified through the review process or by management and the relevant supervisor from time to time.


EMPLOYEE STATISTICS

2012–2013 Summary

Age Group (years)

20–30 30–40 40–50 50–60 60–70 Total

Total number staff – female 5 7 9 3 2 26 (52%)

Total number staff – male 4 4 8 6 2 24 (48%)

Staff left in 2012/13 – female employees 1 1 2 (5%)

Staff left in 2012/13 – male employees 1 1

New staff hired – female employees 2 2 4

New staff hired – male employees 1 1 2

Days lost due to injuries* – female employees 0

Days lost due to injuries* – male employees 0

Personal leave taken by female employees 24 32 39 10 7 112 (2%)

Personal leave taken by male employees 26 33 68 25 0 152 (3%)

Note: SEQ Catchments engages around 400 volunteers in a part time capacity linked to community groups in the SEQ region to support monthly Water Quality Monitoring

* includes calendar days, not just scheduled work days, and lost days count begins the day after the accident.

No fatalities for workforce or independent contractors.

Female Male Total

Employment contract

Permanent 24 22 46

Fixed term 1 1 2

Casual 1 1 2

Employment type

Full time 17 19 36

Part time 9 5 14

Note: No staff or board members identify as belonging to minority groups


gri content index As an organisational stakeholder for 2013, SEQ Catchments is pleased to support the Global Reporting Initiative (GRI) as a comprehensive, internationally recognised framework for reporting on economic, environmental and social performance. This framework offers a basis upon which we can be accountable to our stakeholders and improve our performance over time.

This report applies a self-declared GRI Application Level C.

Application Level C is intended for entry-level reporting organisations. For this level we reported on a set of Profile Disclosures (1.1; 2.1-2.10; 3.1-3.8; 3.10-3.12; 4.1-4.4; 4.14-4.15). We have also reported fully on at least 10 Performance Indicators, either core or additional, including at least one from each Indicator Dimension (Economic, Environmental, and Social).

Apart from the following exception, the scope or boundary of environmental, social and economic performance outlined in this report apply to all of our business, subsidiaries and office locations as reported in the 2012 annual report:

• The scope 2 (electricity) component of the greenhouse gas emissions uses only the monthly Brisbane plus Ipswich office figures to extrapolate the results for the entire business using a tons of CO2 equivalent per employee indicator. This is primarily due to the inability to split the electricity bill where our staff are co-located in shared office arrangements. The scope 1 (vehicle usage) component of Greenhouse Gas Emissions calculations applies to the whole of the SEQ Catchments vehicle fleet.

More information on GRI Application Level Information visit the GRI website.

description of profile disclosure or performance indicator

full or partial reporting

page number

1. Strategy and Analysis

1.1 Statement from the CEO about the relevance of sustainability to the organisation and its strategy.

FULL 15

2. Organisational Profile

2.1 Name of the Organisation FULL 4

2.2 Primary brands, products, and/or services. FULL 7

2.3 Operational Structure FULL 29

2.4 Location of organisation’s headquarters FULL 51

2.5 Number of countries where the organisation operates FULL 4

2.6 Nature of ownership and legal form FULL 29

2.7 Markets Served. FULL 4

2.8 Scale of the reporting organisation FULL 29

https://www.globalreporting.org/reporting/G3andG3-1/application-level-information/Pages/default.aspx


2.9 Significant changes during the reporting period FULL 3

2.10 Awards received in the reporting period FULL 22

3. Report Parameters

3.1 Reporting Period FULL 3

3.2 Date of the most recent previous report FULL 3

3.3 Reporting Cycle FULL 3

3.4 Contact point for questions regarding the report or its content FULL 51

3.5 Process for defining report content FULL 3

3.6 Boundary of the report FULL 47

3.7 State any specific limitations on the scope or boundary FULL 47

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability

FULL 47

3.10 Explanation of the effect of any re-statements of information provided in earlier reports

FULL 3

3.11 Significant changes from previous reporting periods FULL 3

3.12 Table identifying the location of the Standard Disclosures FULL 47

4. Governance, Commitments, and Engagement

4.1 Governance structure of the organisation PARTIAL 29

4.2 Indicate whether the Chair of the highest governance body is also an executive officer

PARTIAL 33

4.3 State the number of members of the highest governance body that are independent and/or non-executive members

FULL 33

4.4 Mechanisms for internal stakeholders (e.g., members), shareholders and employees to provide recommendations or direction to the highest governance body

FULL 45

4.14 List of stakeholder groups FULL 29

4.15 Basis for identification and selection of stakeholders with whom to engage.

PARTIAL 31


Program Effectiveness

NG01 Processes for involvement of affected stakeholder groups in the design, implementation, monitoring and evaluation of policies and programs

PARTIAL 31

NG02 Mechanisms for feedback and complaints in relation to programs and policies and for determining actions to take in response to breaches of policy

PARTIAL 26

NG03 System for program monitoring, evaluation and learning, (including measuring program effectiveness and impact), resulting changes to programs, and how they are communicated

PARTIAL 26

NG05 Processes to formulate, communicate, implement, and change advocacy positions and public awareness campaigns.

PARTIAL 16

NG06 Processes to take into account and coordinate with the activities of other actors.

FULL 26

NG07 Resource allocation PARTIAL 26

NG08 Sources of funding by category and five largest donors and monetary value of their contributions

FULL 18

NG09 Mechanisms for workforce feedback and complaints, and their resolution.

PARTIAL 45

Economic Performance Indicators

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments

FULL 43

EC4 Significant financial assistance received from government. FULL See Note 17 in the Financial Statements

Environmental Performance Indicators

EN16 Total direct and indirect greenhouse gas emissions by weight PARTIAL 27

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved

FULL 27


Labour Performance Indicators

LA1 Total workforce, including volunteers, by employment type, employment contract, and region, broken down by gender

FULL 46

LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region

PARTIAL 46

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender

PARTIAL 46

LA6 Percentage of total workforce represented in formal joint management – worker health and safety committees that help monitor and advise on occupational health and safety programs

FULL 45

LA12 Percentage of employees receiving regular performance and career development reviews

FULL 45

LA13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

FULL 45

Society Performance Indicators

SO5 Public policy positions and participation in public policy development and lobbying

FULL 16

Product Responsibility Performance Indicators

PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

FULL 31


feedback on the report Contact point for questions or comments regarding the report or its content:

Sibel Korhaliller Communication Officer

[email protected]

corporate directoryBrisbane OfficeLevel 2, 183 North Quay Brisbane PO Box 13204 George St Qld 4003 Ph: +61 7 3211 4404 Fax: +61 7 3211 4405 www.seqcatchments.com.au

DirectorsRobert Smith (Chairman) Margie Milgate (Deputy Chair)Victor AttwoodBardhold Blecken John Brent Peter MaticJim Dale Simon Warner

Public OfficersSimon Warner (Chief Executive Officer)Anne Conlan (Company Secretary and Chief Financial Officer)Tony Costantini (Chief Operating Officer)

AuditorsWhitehouse Audit Pty Ltd27 Mayneview Street Milton Qld 4064

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mailto:skorhaliller%40seqcatchments.com.au?subject=Annual%20Report%20Feedback

http://www.seqcatchments.com.au

seq catchments combined annual and sustainability report 2013

Documents

chairmans report

ceos report

seq catchments board

direction of seq catchments

social performance

gri index

seq catchments executive

performance reviews