Annual Report 1998-1999 - SunRISE 21 · SunRISE 21 Annual Report 1998 – 1999 Page 5 of 44 Envisage Sunraysia in the 21 st Century… ~ a highly attractive area in which to live,

Annual Report 1998 - 1999

SunRISE 21 IncSunRISE 21 IncSunRISE 21 IncSunRISE 21 Inc

SunRISE 21 Annual Report 1998 – 1999 Page 2 of 44

All requests for further information regarding this Annual Report should be addressed to:

SunRISE 21 Inc. PO Box 997, Mildura Victoria 3502

Telephone: (03) 5022 1588 Facsimile: (03) 5021 1457

Email: [email protected]

Incorporated Association Number A0033161L



Table of Contents

The Sunraysia Region ................................................................................. 4 SunRISE 21 – Vision and Mission ............................................................ 5 Chairman’s Foreword ................................................................................. 6 The Year in Summary – Highlights ........................................................... 8 Project Reports

• Robinvale Irrigation and Drainage Scheme .......................................... 9

• Land Capabilities and Irrigation Infrastructure Assessment .............. 10

• Regional Land Use Strategy ............................................................... 14

• Kickstart Sunraysia ............................................................................. 16

• Sunraysia Land Information System ................................................... 22

• Artists in Industry ............................................................................... 26

• Other Projects ...................................................................................... 28 Financial Report ....................................................................................... 29 Board Members and Staff ........................................................................ 44



Envisage Sunraysia in the 21st Century…

~ a highly attractive area in which to live, work and invest due to its international

competitiveness in production, processing, marketing and environmental management ~

From left, Ross Lake, current Chairman, Henry Tankard and Pat Lanigan, past Chairmen

SunRISE 21 has a mission…

To increase regional wealth by stimulating and fostering an investment environment for

all sectors of the community based on highly productive irrigated agricultural pursuits

that are ecologically sustainable, export orientated and self adjusting.



Chairman’s Foreword “Where to from here” for SunRISE 21 and all who have contributed their time, intellect and effort? This foreword is my personal view and probably somewhat of an indulgence, but I hope they add to people’s capacity to think more globally about their community and the role they and others might have in it. I don’t think I have to remind readers of this report of the nature and work of SunRISE 21 over the last four to five years – this is well and professionally documented, nor do I have to remind them in depth of our continuing programs. They are:

� Kickstart – which has made individual growers – hundreds of them, ask questions about their future and the way they will do business.

� SunLIS – the beginning of examining and identifying “The What” in our community.

� Artists in Industry Project – a project that will assist what I call our Social Cultural Animation – aimed at balancing environmental/economic considerations with the civility of self-esteem and art.

When SunRISE 21 looks forward it can see the successful stewardship of these remaining programs as its first priority. However, I am reminded that my predecessors envisaged a broader role for the agency, in that it would participate in “Reviewing and identifying the institutional, economic, environmental and social factors affecting productivity and profitability” of the region. I believe SunRISE 21 has consistently engaged itself in this broader community debate, despite our publications concentrating around land, water, drainage or irrigation issues. My desire is that SunRISE 21 continues to engage itself in this broader debate with whatever resources remain attached to it and in partnership with like minded individuals and agencies which share components of SunRISE 21’s original vision. So is there a debate to enter? Sure is! Democracy is a conversation not an argument. If you don’t participate, you lose this participatory opportunity! Like nothing else I have experienced in my life of 44 years in this district, issues of community interest are being debated – some examples are: � Rural Community Equity Issue (Human Rights Commission ) � Political representation issues (Federal, State and Local) � Education issues � The Deakin Project/or expansion of irrigation district generally by who/how/where/why. � Privatisation of Public assets (Railway Line and Hospital) � Rail line relocations / Riverfront � Community Social and Economic Development issues � Community Foundation issues The expertise brought originally to the Board of SunRISE 21 and the various sub-committees that oversaw and continue to oversee project activities was special. It was (possibly unwittingly) close to a model organisation for leading the way in examining the sustainable economic and social development of our community. Now we are often highlighted as an appropriate process to conduct a broader examination of this community’s “ preferred future” by a group of “self determining” people within a “self defined” region of shared “consumer interest and challenges”. I want to concentrate on the potential for SunRISE 21 to continue to engage itself in this process rather than wallow in any thoughts of the inevitability of the gradual – over next 18 months dissipation of the Agency and its resources. It might be said SunRISE 21 was a touch before its time. Remember, the past is like empty seats on a plane that has already left – you can’t fill the seats, time is irretrievable as is any event of opportunity that went with it. If we enter the debate, what values and tasks can SunRISE 21 perform, and how might it fund these?



Values � We need to understand that Economic and Social Development is a profession – as a community we have not

yet reached this level of seriousness about it. Nor have we convinced enough others of its importance. � We need to understand that the process is inclusive and exhaustive and it starts with a thorough analysis of

indicators that can be measured now and across time to see a progression toward a community wide agreed preferred future. SunRISE 21 has been engaged in this.

� We need to avoid elites – the purpose of bureaucratic/governmental or political structures is not to defend themselves but to lead and resource and do. We need to root out the gatekeepers of structure, tenure and political influence. For example: Our conviction has to be that in the end we will have to do it for ourselves – Government is part of the problem, not the solution.

� We need to establish a regional self esteem focussed first on individuals (via education and employment), then families, towns and regions – this includes a universal acknowledgment that every job is worthwhile and deserves training. Intrinsic in this is the recovery/support of indigenous cultures.

� We need to understand everything is interconnected, we cannot have agencies/processes/people in our community that are silos on the landscape, working on implementations top down rather than bottom up. It is structurally dysfunctional to see processes in our community this way.

� We should Celebrate our Successes, not cut down our tall poppies – a fundamental flaw in our false egalitarian psyche.

� We need to appreciate that if change outside the organisations in our community is moving faster than change inside, then the end is near for them.

� We need to acknowledge that “self interest” can’t lead a community at a personal/business or governmental level – only a shared interest can.

If we take these values into the community, what tasks might appropriately fall to SunRISE 21? � It should seek to be a collegiate member of any task force that endorses a process similar to the one

described briefly above and offer its expertise at a commercial rate. � We need to acknowledge the existing intellectual property of SunRISE 21 which has enormous value and

that this property belongs to this community. The Board should ensure it stays in the community’s control, is widely dispersed and promoted and utilised – not locked away with specialists.

� The accumulated skills of the paid staff and volunteers should be audited and collated to form part of the archive of this pilot study. There is no doubt that the interest shown by other Rural Partnership Programs points to a role for SunRISE 21 as a mentor to other regions Australia wide about its experiences. We should investigate this.

� SunRISE 21 can exist forever as a virtual entity, via the web sites for SunRISE 21 and SunLIS currently proposed. The Artists In Industry web site is already in existence. SunRISE 21 could conceivably switch on and off, forming and reforming around projects aimed at, and sufficiently funded by the communities’ preferred future utilising its collected expertise.

� SunLIS in particular has an expertise and potential to define and describe, spatially (over the geography of the region) and temporally (over time) the WHAT of our community. This GIS (geographical information system) and its indicator mapping could underpin the whole investigation of the economic and social drivers within our community. It just needs to be given the job.

Getting the Job? � SunRISE 21 is like an apprentice who has done his/her time. As a community, can we afford to put these

skills on the dole? � The projects described in this Annual Report are examples of the achievements of SunRISE 21’s work, why

not give it a go?

Ross Lake CHAIRMAN

SunRISE 21 Inc.



The Year in Summary: The past year has been one of transition for SunRISE 21. The year has seen a number of projects commenced and funded as part of the initial case study for regional sustainable development being finalised, while other projects that grew out of the initial case study being in full implementation, to efforts to define and pursue a future direction for SunRISE 21. A strategic planning workshop held in September 1998, in conjunction with key stakeholders, reviewed the achievements of SunRISE 21 and defined a future purpose and direction for the organisation. The key tasks were identified as:

1. Finalising the pilot study - involving completion of specific projects and evaluation, documentation and communication of the lessons and skills learnt in the pilot.

2. Completion of Funded Projects – requiring successful completion of the existing funded projects – these being Artists in Industry, Kickstart and SunLIS.

3. Developing Future Directions - requiring development of activities that relate to: (a) social/industry issues in terms of economic development and regional restructuring based on

sustainable use of resources; (b) information development and exchange for regional decision making (c) enhancing education and skills base to support economic development and restructuring, in

consultation with the region’s stakeholders. While this path was seen by regional key stakeholders as appropriate for SunRISE 21, there were also some major challenges identified that needed to be overcome in order to pursue this path. The lack of success in obtaining core funding to support the corporate and strategic functions of the organisation and the inability to negotiate an appropriate working relationship with the Mallee Catchment Management Authority in Victoria, has severely limited SunRISE 21’s ability to progress beyond finalising specific projects and maintaining momentum of the three funded projects. This inability to obtain core funding resulted in the loss of key staff - CEO Paula Gordon in March 1999 and Executive Assistant Carolyn Mehan in July 1998. Nevertheless, this has been a successful year for SunRISE 21 with continued advancement towards the goal of achieving sustainable regional development in Sunraysia.

Highlights: � The Robinvale Irrigation & Drainage Scheme study has been completed and presented to the community. � Reports for the comprehensive interstate Land Capabilities and Irrigation Infrastructure Assessment have

been completed and presented to the community. � The draft of the Regional Land Use Strategy was released for public exhibition and comments are currently

being incorporated into the final version that will address issues associated with conflicting demand for land use.

� The Kickstart Sunraysia Rural Partnership Program has had overwhelming community acceptance with available funds and performance targets being well exceeded in the first full year of operation.

� The evaluation component of the Kickstart Sunraysia program is well advanced and is providing some valuable data. Early indications are that there is a greater preparedness for irrigators to invest in infrastructure, technology, skills acquisition and information focussed on improving on-farm productivity, providing a basis for a sustainable future for Sunraysia.

� The Sunraysia Land Information System – The SunLIS regional orthophoto image base is now well established and being utilised by industry with over 2,500 individual irrigators having accessed property maps to assist with property redevelopment and planning. The first edition of the 1997 crop report was released.

� The SunRISE 21 Artists in Industry project is in full implementation with the development of art works underway and the production of a major catalogue due for public release in March 2000.



Robinvale Irrigation & Drainage Scheme Planning for irrigation development at Robinvale is crucial to the long tern viability of the area. Water quality, the security and efficiency of water supply, groundwater movements and salinity control are all concerns of the Robinvale community. The proper management of irrigation and drainage waters is essential if further horticultural development in the area is to be cost effective and sustainable. SunRISE 21 initiated a $130,000 study into the ways of sustainably extending irrigated horticulture at Robinvale. The study takes a fresh look at enhancing the long-term economic and ecological sustainability of irrigation in the Robinvale area. The outcome of this study, will foster further development of irrigated horticulture in the area by addressing the critical factors affecting sustainable regional irrigation and drainage. The plan for the scheme was developed following discussions with key stakeholders, including Robinvale irrigators, concerning the available opportunities and the needs for sustainable development in the area. A steering committee was formed and SunRISE 21 engaged Sinclair Knight Merz to conduct a feasibility study, including a cost-benefit analysis of the options, for the diversion, re-use, or disposal of drainage water, and the upgrading and expansion of the irrigation and drainage infrastructure in the Robinvale district. The study also assessed the suitability of adjacent dryland areas for irrigation development. The study was completed in June 1998 and assessed a total of 20,000 ha in the Robinvale area including 6,700 ha of remnant vegetation which is to be retained for biodiversity and flora and fauna conservation purposes. Of this area a total of 6,300 ha is irrigated (2,690 ha with the Robinvale Irrigation District and 3,610 ha supplied by private diversion) with 7000 ha of vacant land being suitable for new irrigation development. It is proposed that all drainage water generated from the new development will be re-used on suitable plantings with disposal of secondary drainage water into evaporation basins. A summary brochure outlining the project and a full report have been produced and presented to the Robinvale community. The report recommends steps to further advance the proposed development that could lead to a doubling of the area of irrigated horticulture near Robinvale over the next 20 years: The work places Robinvale in a sound position to capture opportunities for securing its future as a sustainable irrigation district. It provides a foundation for a greater Robinvale district with increased investment opportunities for all sections of the community based on expanding sustainable irrigated agricultural industry. However for the vision to become a reality it will require the will, effort and cooperation of all sections of the community supported by local government, SRWA, Mallee CMA and DNRE working towards a common goal. The Robinvale Irrigation and Drainage Scheme Steering committee comprised: Mr Peter MacIntosh, Horticulturist, SunRISE 21 Board Mr Henry Tankard, Horticulturist, Chairman - SunRISE 21 (to 1997) Mr Richard Oliver, Horticulturist Mr Garry Tepper, Executive Officer, Economic Development, Swan Hill City Council Mr Brian Handreck, Horticulturist Mr Rowan Loy, Horticulturist, Nyah to the S.A Border Salinity Implementation Group Mr Ken Krake, Sunraysia Salinity Implementation Group Mr John Cooke, Project Manager, Department of Natural Resources and Environment Mr Chris Stoltz, Chief Executive Officer, Sunraysia Rural Water Authority (until 1997) Mr Andrew Sinn , Chief Engineer, Sunraysia Rural Water Authority Mr Dougal Leslie, Horticulturist Lisa Fillipin, Executive Officer Irrigation & Riverine IC, Mallee CMA ( previously Exec Officer Nyah to SA Border Implementation group)



Land Capabilities and Irrigation Infrastructure Assessment The Land Capabilities & Irrigation Infrastructure Assessment has been a major project initiated by SunRISE 21 in collaboration with Victorian and NSW Rural Water Authorities. Its findings have already provided a stimulus for proposals for expansion of sustainable irrigation development on both sides of the Murray River and a basis for the promotion of expansion of irrigation development in the Sunraysia area. SunRISE 21 commissioned Sinclair Knight Merz (SKM) in 1996 to commence the assessment aimed at addressing issues fundamental to the long-term sustainability of the pumped irrigation districts and the irrigation industry they supported. The objectives were to

• assess the suitability of lands adjoining the irrigation districts for sustainable horticultural development,

• assess the capacity and capability of existing irrigation infrastructure,

• determine feasibility and cost effectiveness for maximising the efficiency and responsiveness of current irrigation and drainage systems and

• define the investment required to extend the economic life of established districts.

Stage 1 of the Assessment Stage 1 was completed in January 1997. It identified the following:

• areas of environmental significance where development should not occur;

• that suitable land is not limiting;

• that adequate drainage is available;

• that existing infrastructure has limited spare capacity and some works were required.

• that 15% of potential areas could be serviced with minimal costs. The findings of Stage 1 lead to the development of Stage 2 in consultation with the salinity & land & water planning groups. Stage 2 commenced in May 1997 and consisted of five separate but related components. Detailed final reports on each component and a summary report are now available and have been presented to the community.

Stage 2 of the Assessment The Stage 2 Study undertook further detailed assessment in five separate components and resulted in the following major findings and outputs:

1. Regional Hydrogeology Assessment � Irrigation in all of the modelled study areas will generally have an impact on river salinity in the study area.

These impacts will vary from minimal to significant, depending on the area and location of development. � The numerical groundwater models developed are able to reproduce the observed long term groundwater

responses satisfactorily for strategic planning. � The models indicate that in all the regions (except Nangiloc-Colignan) under the “do nothing” scenario,

there will be a significant increase in salt load entering the Murray River even if no new development takes place by the year 2026.

� River impact resulting from the future development depends on the location of development with respect to the existing groundwater mound and the shape of the mound.

2. Regional Drainage Capacity Assessment � Based on current drain flow trends and an assessment of the potential driving forces and barriers to reducing

irrigation drainage rates, a regional drainage rate of 1 ML/ha/yr was adopted for estimating future drainage volumes from existing and potential new irrigation development. The study acknowledged that drainage rates will vary significantly from property to property based on factors such as, the adoption of improved management practices, soil structure, crop types and irrigation salinity;

� A total of approximately 46,000 ha was identified in the study area as being suitable for potential further irrigation development. Taking into account existing irrigation development this equates to a total requirement for approximately 60,000 ML of drainage water to be disposed of annually in Victoria and NSW. While some use could be made of the spare capacity in existing disposal basins throughout Sunraysia, they would not be able to directly support the magnitude of drainage volume estimated from such large scale development.



� The reuse of irrigation drainage water can be limited by the build up of contaminants such as boron and salt

in the root zone, and the potential infestation of sites by nematodes. However, no investigations have been carried out to date in Australia to support, or otherwise, the longer term risks associated with large scale reuse (as would be required to support the proposed development outlined in this study);

� Properly managed woodlot trials have shown that reuse for irrigation, drainage water and sewage water can be successfully and sustainably reused. However, there is still some uncertainty concerning the potential long term sustainability of reuse on more sensitive high value crops;

� Modelling of soil salinity and moisture content for different soil types in the Region under different irrigation scenario’s highlighted that the leaching requirement varies dramatically depending upon; the groundwater situation, soil type, crop variety and the salinity of the applied irrigation water;

� A balance between regional evaporation basins and reuse systems with small areas disposing to the river and farm scale or community disposal systems is likely to be the best mix for the future development of drainage disposal in the study area.

3. Supply Storage and Design Criteria Three main outputs were produced as part of this study, namely:

1. A report on the role and requirements of on-farm and regional storages in optimising the use of existing and new infrastructure to supply new areas of irrigation development;

2. Development of design sizing, siting and construction criteria for storages to achieve efficient water use and minimise environmental impacts; and

3. Development of a supply storage computer software program.

4. Further Irrigation Infrastructure Assessment Capability and Limitations in Supply Infrastructure

� The main supply pumping stations at Red Cliffs, Merbein and FMIT (Psyche Bend and Central) are relatively old but progressive upgrades of electric power and control equipment have enabled them to meet changing irrigation water demands. The pumps are well maintained and most are reliable with relatively low risk of failure. There are a number of instances where upgrading existing technology would enhance system operation and flexibility.

� Utilisation of the spare pumping capacity to service new irrigation development is reasonable but should be approached carefully to avoid jeopardising the standard of service to existing users.

� Except where there are former irrigation properties within existing irrigation Districts, there is limited scope for supplying additional new areas of irrigation from existing distribution pipelines. Some capacity does however exist in the main pipelines.

� While there appears to be little scope for major inter linking between supply systems of the different Authorities in the short term, there are possible localised benefits in some areas although these benefits are not expected to be sufficient to justify the costs involved.

� A survey of some 100 irrigation farms indicated that less than 30% of growers considered that they had problems with their irrigation and drainage infrastructure. Some reported problems could apply to all types of systems such as undersized pipes or debris problems.

Salinity Implications � Likely increases in salinity in Murray River water over the next 40 to 90 years are expected to have only a

relatively low overall effect on metal and concrete components of the supply and drainage collector systems; and

� The supply system has adequate flow capacity to meet any increased leaching requirements resulting from irrigation water salinity increases. Significant additional storage capacity would be required if low salinity water were to be stored and used for dilution during periods of higher salinity.

5. Environmental Constraints for Implementation The focus of field investigations undertaken as part of this component was on potential irrigation development areas in NSW. However, the current and proposed legislative requirements for future irrigation development, particularly the clearing of land, was investigated for both NSW and Victoria.

Integrating the results Combined, the studies focused on the following intense public irrigation areas; � Merbein Irrigation District;



� FMIT Irrigation District; � Red Cliffs Irrigation District; � Robinvale Irrigation District; � Nangiloc-Colignan Irrigation Area; and, � Coomealla Irrigation Area. With this in mind the conclusions of the five components have been integrated on a sub-regional scale.

Nangiloc Colignan As part of this study the Nangiloc-Colignan Irrigation area was only investigated from a hydrogeological perspective. One scenario run was modelled for the area based on the maximum potential future development with 10,500 ha of additional irrigation. The outcomes from this modelled scenario indicated that such large scale development should result in an expansion of the existing groundwater mound significantly increasing salt loads to the River Murray and would have a major impact on existing groundwater discharge areas, swamps, basins and nearby dryland. The outcomes of this study highlight the need for a regional strategy to be developed to facilitate the management of future development in the area so that the impact on the river and the surrounding land is minimised, and any remedial action is identified and initiated at the appropriate time.

Robinvale Similar to the Nangiloc-Colignan Irrigation area, the Robinvale Irrigation District, and surrounding land, was only investigated from a hydrogeological perspective, as the Robinvale Irrigation and Drainage Scheme feasibility study investigated other aspects. A total of two scenario runs were modelled, the first was based on full development of the District and surrounding land, and the second was based only on areas of potential development on the downthrown (eastern) side of the Tyrrell fault. Irrigation as per the two scenarios tested, resulted in minimal impact on the River Murray and adjacent dryland areas. The existing fresh water zones in the regional aquifer, along the River Murray, played a major role in reducing the total salt load entering the river as a result of irrigation. These outcomes have been used to assess the potential impact of future irrigation expansion as part of the separate Robinvale irrigation and drainage scheme feasibility study.

Sunraysia For this study the Sunraysia Irrigation area comprises the Merbein, FMIT and Red Cliffs Irrigation Districts: The supply and drainage requirements of potential future irrigation development in the Sunraysia area were assessed in addition to the hydrogeological impacts of such large scale development. A total of approximately 44,000 ha was identified in the Sunraysia area as being suitable for future irrigation development. Taking into account current irrigation in the three existing districts, this equates to around 56,000 ML of drainage water required to be disposed of annually. A key conclusion from the “Further Irrigation Infrastructure Assessment” is the need for a coordinated strategic plan to be developed between the existing districts to guide and facilitate the supply and drainage infrastructure requirements of any future irrigation development. This would reduce potential inefficiencies in infrastructure development and make best use of the existing supply and drainage systems to maximise development opportunities. In the Sunraysia area a combination of evaporative disposal and reuse appear to be the best option on a regional scale. The “Regional Drainage Capacity Assessment” highlighted the need for further field based development and research of reuse systems, particularly related to the impacts of nematodes and boron in drainage water on crop productivity. This may involve:

• The design and construction of a smaller reuse system for both research and education purposes

• Further modelling of crop water demand and optimum leaching fractions on different soil types with water of differing qualities

The use of evaporation basins for drainage disposal in the area is critical to support development in the immediate future. Where feasible and where environmental impacts can be minimised, the spare capacity in existing and undeveloped evaporation basins should be more firmly established and committed to stakeholders. This will assist in maximising the environmental benefit of new development and facilitate efficient development.



A total of four hydrogeological scenario runs were modelled in the Sunraysia area based on different levels of future irrigation development. These scenarios indicated that large scale development in the area will impact on salt loads to the River Murray. However, these impacts will be minimised if irrigation development is concentrated behind the existing irrigation mound. The outcomes of the hydrogeological study highlight the importance of developing a coordinated strategy in the Sunraysia area to manage future supply and drainage requirements whilst minimising environmental impacts. Project Steering Committee comprised: Terry Hill SunRISE 21 convenor ( initially Henry Tankard) Andrew Sinn SRWA (initially Chris Stoltz ) Richard Wells SRWA / SR21 Ray Byrnes CEO FMIT Owen Lloyd Chairman FMIT/SR21 Ian Murdoch Chairman Western Murray Irrigation Anthony Couroupis CEO Western Murray Irrigation (initially Sue Chapman) Mike Erny Groundwater Resource Officer DLWC Ron Dudley ex-officio Projects Engineer SunRISE 21



Regional Land Use Strategy The Regional Land Use Strategy provides an exciting collaboration in planning for the future sustainability of the region of North West Victoria and South West NSW. It is a major step in Land Use Planning spanning two States and the Murray River within the Murray – Darling Basin. Industries and communities in the region are dependent upon a common environment where activities in one area can impact upon another including water quality, security and efficiency of water supply, ground water movements and salinity control. Shared goals and integrated planning across administrative boundaries are critical to the sustainability of the region to remain competitive in a global environment. This Strategy provides a major step towards achieving this goal. SunRISE 21, Mildura Rural City Council and Wentworth Shire Council combined to develop an integrated Strategy for Land Use. It provides direction for future development that takes into account the Region’s requirement for economic, social and environmental sustainability mindful of the need to manage competing demands for land use in a just, equitable and sustainable manner. Major objectives of the Regional Land Use Strategy are:

• Develop a Regional Land Use Strategy upon which the future horticultural, agricultural, industrial and urban development of the area can be planned into the 21st century.

• Ensure issues critical to the sustainability of horticulture are fully incorporated in the strategy and that initiatives developed for areas outside of the irrigated agricultural zone do not compromise that sustainability.

• Ensure that the natural environment is protected.

• Develop strategies for meeting the range of residential needs for the Region.

• Facilitate a common planning strategy across State and Local Government Boundaries. Planning consultants, PPK Environment & Infrastructure Pty Ltd, were contracted to develop the Land Use Strategy. Development of the strategy has been undertaken through a process of research and consultation. The Strategy is a dynamic document, responsive to change and subject to annual review. The draft Strategy was completed in December 1998 and was adopted in principle by each municipality and SunRISE 21 for the purpose of public exhibition. Some 25 individuals and agencies responded to the opportunity to comment on the draft and these are currently being reviewed and incorporated into the documents where appropriate. The draft comprises two volumes, 1 being the Strategy and 2 providing background sources and information. Recommendations and actions have been prepared for the following areas:

- Environment - Public land - Agricultural development - Population trends - Housing - Heritage - Community services - Infrastructure services - Transport - Economic development - Commercial and retail development - Urban development

The Strategy proposes actions based on

- Short term – by end 2000 - Medium term – by end 2002 - Long term – beyond 2002 - On-going - continuing

The Strategy is a working document that will be subject to annual review and update based on new information and understanding of the balance required to achieve long term sustainability compatible with the continued



dynamic rural, urban and industrial development. It is not a Local Government Planning Scheme. It is a guiding document from which issues central to the region’s future can be considered and actions planned. The work has contributed substantially to the development of the Mildura Rural City Council’s new Planning Scheme.

A major issue for the region is how to best manage the long term needs and infrastructure requirements of a viable and vibrant horticultural industry and meet the residential demands of the fast growing urban population and the secondary industries that it supports.

Public comments received as a result of the public exhibition period were particularly favourable. Typical of comments received were: “ It is good to see an across the board approach being taken to land use planning within the area. It is also

pleasing to see the importance of agriculture recognised within the region and the need for planning to conserve

agricultural land to avoid land use conflicts……..With urban expansion, the need for good land use planning

cannot be over emphasised as the primary means of avoiding land use conflict.”

K P Sheridan, Director – General, NSW Agriculture “The draft strategy is indeed a timely and necessary investment for the region and I congratulate the

cooperative partnerships involved.

I am particularly impressed with the documents focus on the environment, acknowledging the need to protect,

enhance, and utilise our natural resources to ensure we are still here in a healthy and prosperous form in years

to come.”

Daryl Walters, Project Officer – Mallee Greening Australia I congratulate the initiative…. Only through such an approach can we expect to address environmental

degradation and production losses arising from regional development activities which are often implemented

without these considerations. The framework has brought together the important competing issues between the

environment, agricultural production and the urban needs of rural communities and provides a very sound

foundation for a regional plan.

Kevin Goss, Ag/Chief Executive Officer Murray Darling Basin Commission To support the development of the Regional Land Use Strategy and planning in general, digital terrain modelling and vegetation mapping has been undertaken by the Sunraysia Land Information System. This work will provide for the first time a geographically accurate map that does not stop at State borders and provides an important reference for targeting detailed on ground investigation for land use planning. Regional Land Use Strategy Working Group Cr Ann Cox Mildura Rural City Council Cr Howard Crothers Mildura Rural City Council Richard Wells SunRISE 21 Cr Reg McKenzie Wentworth Shire Council Gary Healy ex officio Director Planning and Asset Development MRCC (previously David Krumins) Rod Spitty ex officio Manager Planning & Development WSC Paula Gordon ex officio CEO SunRISE 21 Inc. Ian Ballantyne ex officio Projects Director SunRISE 21 Inc.



Kickstart Sunraysia

A separate detailed Annual Report has been prepared for this aspect of the SunRISE 21 program in accordance with the grant requirements.

Kickstart Sunraysia is now into its second year of operation. This integrated package of assistance measures is designed to provide a stimulus for vulnerable irrigators to initiate property redevelopment or restructure and continuously invest in world’s best practice in production and land management. Components of the Program are: • a subsidy designed to ensure the preparation of a comprehensive business plan as the first step to adoption of

best practice;

• grants designed to address the major impediments to initiating a redevelopment program;

• training designed to assist growers seeking to increase their technical and management skills;

• assistance to growers who choose to leave their industry and establish themselves outside farming.

• measures designed to facilitate the creation of more economically viable horticultural properties by facilitating the amalgamation of properties where appropriate.

• development of the Sunraysia Land Information System (SunLIS) which will generate accurate and timely statistics on crop type, age of plantings, irrigation type; and

• ongoing support to SunRISE 21 to implement, monitor, refine, market and manage the program in collaboration with the region's irrigators.

Funding was secured through the Rural Partnership Program (RPP) with the Federal, Victorian and NSW as participating governments. Additional support is provided from the Victorian Farm$mart program for the appointment of a property redevelopment facilitator. Farm$mart encourages irrigators to take control of their future by integrating personal and family goal setting, business and skills development and sustainable natural resource management in a holistic planning process that compliments the Kickstart program in Sunraysia. The uptake of the program and the community support generated has been beyond the original expectations of the Kickstart Management Committee and well justifies the commitment by SunRISE 21 and participating governments. Nearly 1,200 of the region’s irrigators have expressed interest in the program with over 900 attending one of the 39 Information Days and a majority proceeding to access some of the integrated assistance measures available. Kickstart has provided an excellent opportunity for growers to move from being at risk or from “doing OK,” to having strong prospects of viability and being better prepared to meet future challenges. The impact of the program has been significant. There is a greater preparedness for irrigators to invest in infrastructure, technology and skills acquisition focussed on improving on-farm productivity The collective impact will result in a sustainable future for Sunraysia. The program is being evaluated to assess the extent to which it has been able to contribute to sustainable regional economic development, stimulate the provision of business planning and training services and to overcome the limitations that prevented irrigators from investing in new technologies and better management practices. Kickstart, with its powerful relationships with industry, service providers and government has provided a great opportunity for those keen to restructure their horticultural businesses. The Kickstart Management Committee has made two separate requests for approval from the funding agencies for an internal re-allocation of funds. This has resulted in a decreased allocation of $100,000 for Property Purchase Interest Subsidies and $900,000 for Enhanced Re-establishment with a corresponding increase of $250,000 for Business Plan Subsidies and $750,000 for Redevelopment Assistance. A further re-allocation of $1,000,000 to Redevelopment Assistance from the Enhanced Re-establishment Assistance has also been undertaken.



SunRISE 21 has proposed a strategy to effectively acquit the program over the next 12 – 18 months that is currently before the funding partners for consideration. In developing the strategy SunRISE 21 considered the following:

• A desire to maintain the momentum and focus for regional development and restructure that the program has been able to generate,

• To maximise the outcomes from the integrated program by maintaining simultaneous access to projects over the life program within funding limits,

• The implementation of recommendations contained in the first evaluation progress report provided by the external evaluation. That is: 1. to capitalise on the positive change in attitude to business planning that has occurred and further

encourage business planning to become an ongoing management practice, and 2. to provide further resource to the training and development project to further improve management

capability. The strategy includes a proposed incentive for the 494 irrigators who have completed a business plan, to update their plan to encourage a continuation of the Business Planning process and encourage irrigators to use the Business Plan as an ongoing decision making tool. The evaluation being conducted by Ruralplan, has identified an important shift in attitude to business planning. Initially the Business Plan was generally seen as a hurdle to be jumped in order to advance towards redevelopment funding assistance, however subsequently, most people adjusted their thinking to a positive view of the Business Planning experience after having participated in the process. While there is no indication that the procedure has become habit forming, or that the benefits have convinced growers that Business Planning should become an ongoing and vital tool in their management, a change in attitude is indicated. Irrigators are moving from a negative attitude to business planning to at least a neutral position. Valuable information is now emerging on the magnitude of redevelopment occurring and the financial returns to the region as a result of the redevelopment grant incentive. Feedback from clients remains very positive. Most applications indicate that the areas redeveloped are only part of a longer term on-farm restructuring program and substantial further redevelopment will occur as rewards are realised.

• In nearly all cases growers have redeveloped more than the 2-hectare minimum required to qualify for a grant. Many are redeveloping more than the 4 hectare maximum available for a grant and consequently are carrying 100% of the added cost.

• The 372 redevelopment grants approved to June 30th indicate an irrigator investment of $31.85M.

• Early assessment of a sample of Business Plans indicates the Gross Margins per hectare will increase (virtually double) from an average of around $9,650 to $20,500 after redevelopment.

• Based on these figures, the increase in regional revenue that could be expected to be generated from the 2,664 ha redeveloped (in full production) would be around $28.1M per annum. This represents a very significant regional return stimulated by a one-off Government investment of $4.75M.

• Anecdotal evidence suggests that for every dollar invested in property redevelopment, an additional dollar is invested in regional infrastructure to process and value add the production.

• Irrigation redevelopment occurred on 70% of properties redeveloped with Kickstart assistance indicating that improvements in productivity and water use efficiency can be expected.



There have been 21 Re-establishment grants approved at an average of $44,856, committing $923,216 of funds. Interest in the Re-establishment Training is very low with 4 applications being approved committing $2,362 of funds. The implementation of the training component has begun to build momentum with the level of uptake increasing markedly over the four months of March to June 1999. This level of uptake can be expected to be maintained as irrigators implement the training requirements identified in business plans and training providers continue to develop new training packages to meet these requirements. SunRISE 21 is keen to maintain this momentum, as improving the skill level of irrigators is likely to have longer-term impacts on building the capacity of individual irrigators to address the sustainability of the region. On current levels of uptake existing allocations will be exhausted by December 1999, however a proposal currently before the funding partners should extend this to around December 2000. 246 training audits from Business Plans have been reviewed, identifying a total of 718 separate training activities, at an average of 2.9 per business. The major training needs identified in Business Plans are-

• Quality Assurance including SQF 2000 and Wine Grape and general QA.

• Occupational Health & Safety

• Computing (from basic to applied software applications for property management).

• Record keeping and farm management.

• Production related training for wine grape and table grape production

• Irrigation, chemical use, pest & disease, soils, plant nutrition and vine propagation courses Kickstart training uptake is in line with the needs identified in business plans with training approvals to date being-

Training Activity No $

MV WineGrape Growers QA 81 128,251 Quality Assurance 72 120,080 SQF 2000 Quality System 6 17,197 Computer Vineyard Management 70 83,802 OH&S 26 7,806 Wine Grape Production 17 18,225 Disease & Pest Control 6 938 Chemical Users 3 417 Staff Management 3 4,786 General Property Check 2 1,200 Irrigation Management 2 2,626 Vineyard Management 2 3,000 Various Individual Courses 6 2,028

Total 297 $390,355

SunRISE 21 has facilitated recognition of courses through the Rural Adjustment Scheme Authorities for Kickstart and FarmBis training subsidies. The Sunraysia Land Information System (SunLIS) is an integral component of the Kickstart Program. Kickstart funding has enhanced the development of the 1999 crop database through a contribution towards the cost of completing orthophoto imagery, systems development and data collection and entry. Kickstart has provided a significant incentive for growers to participate in SunLIS through the provision of property maps for planning in exchange for details of crop plantings. The SunLIS project details are reported on separately in this report. The evaluation being conducted by Rural Plan is progressing well. The Kickstart Management Committee determined that the evaluation must demonstrate a strong emphasis on participative processes, and be designed to collect performance information, achievements of the program against set objectives and other measures and indicators considered important. Of particular interest to the management committee was whether there had been identifiable, sustainable change as a result of Kickstart.



This included:

• enhanced viability of farm business enterprises,

• change in the economy,

• change in the environmental sustainability of the region, and

• change in the capacities of the community to plan and address its future needs. The evaluation tender was advertised in May 1998, and the evaluation consultant, Rural Plan was contracted in October 1998 to provide the two phases of the evaluation, development of a comprehensive evaluation plan and implementation of the evaluation. The Consultant was required to develop a comprehensive Evaluation Plan by the end of December 1998 which would detail a program, timetable and methodology for the evaluation. Performance Indicators for each program area under the Kickstart initiative had been formulated and agreed to between the program partners. In addition to this, other measures were needed in order to address the broader interest areas of the committee. The Plan was designed in close consultation with stakeholders. The Consultant visited 14 people, and attended two management committee meetings to guide the plan’s development. The Plan demonstrates that data is to be assimilated from a number of sources, with the aim being to capture a wide spectrum of impacts, not only the preplanned benefits. The methods of data collection include:

• Key Individuals (people who have a particular perspective regarding some element/s or the whole of the Kickstart program).

• Focus Groups (6 groups representing growers, business/finance, community, and authorities)

• Documentary Analysis

• Data Base Analysis

• Review of literature

• Surveys (telephone and mail out)

• Case Studies

• Print Media Diary

• GIS system pictorial of changes

The Evaluation Plan was submitted and approved during December 1998. The first round of data collection was undertaken during January/February 1999. The aim of the first round was to establish whether the 11 programs which make up Kickstart Sunraysia RPP had been implemented (a) in a manner which was on target to achieve the stated goals (b) in a manner which could be assessed as high quality and satisfying for participants. The consultant has reported that the answers to these points are yes, the project is being run professionally and with good quality resourcing. In the first round of data collection over 60 Sunraysia people were interviewed in face-to-face meetings, and a further 50 Kickstart clients were interviewed by telephone. Group interviews were taped and transcribed; individual interviews were noted and written up at the meeting’s conclusion. An evaluation ethics protocol was followed to ensure that all participants understood the work being undertaken and the manner in which the information was to be used. Numerical data was independently but concurrently collated and analysed from a number of data bases under confidentiality agreements.

The data was compiled, assessed and reported to SunRISE 21 as the First Progress Report in April, 1999. Some adjustments to the Evaluation Plan were recommended to best capture performance indicators.

A review of literature is also being carried out as part of the evaluation. This is an important component of the evaluation because it draws out and substantiates elements in the ‘system’ of change which have been researched and experienced in other rural development programs internationally. There are four components to the review:

• a description of the current and historical context for the Sunraysia region;

• identification of other rural development programs which had elements which could provide comparative benchmarks;

• discussion on how social capacity is linked to long term change in rural development;

• an identification of Rural Development best practice nationally and internationally.



Collation and review has commenced in each of these areas. The third component – social capacity – has been completed in detail. This review of social capacity and its relevance to rural development in Sunraysia has led to the formation of an additional reference group. This additional group was formed in June, with its first meeting planned in July 1999. It is made up of 6 local people – growers and other specialists – all of whom have a strong personal commitment to the region and the industry. The reference group will participate in the analysis of data towards determining whether the capacity of growers to change has been enhanced. SunRISE 21 believes that the Kickstart Sunraysia RPP is significant in terms of regional restructuring and the funds allocated are achieving maximum regional impact with consequential benefits to the participating States and the Nation. Kickstart Management Committee Mr Henry Tankard Committee Chairman, Horticulturist, Mr Malcolm Smith General Manager, Rural Finance Corporation Mr Geoff Parsons Partner, Thomsons Accountants & Advisers, Mr Richard Wells Horticulturist, Sunraysia Rural Water Authority; Mr George Stone Associate Director, Sunraysia Institute of TAFE Mr Kevin Cock Chairman, Murray Valley Citrus Marketing Board & Horticulturist, Mr Paul McClure VFF Nominee, Horticulturist Mr Chris Young Manager-Rural Team, National Australia Bank Mr Geoff Woods Regional Director, NSW Agriculture Ms Ellen Howard Director, Client Services, NSW Rural Assistance Authority, Ms Tracie Hogan Project Manager, DPIE Ms Liz Hogan Ex officio Policy Analyst, DNRE Ian Ballantyne Ex officio Projects Director SunRISE 21 Inc.



Sunraysia Land Information System – SunLIS In 1995 SunRISE 21 Inc. initiated the Sunraysia Land Information System (SunLIS) project. SunLIS utilises Geographic Information System (GIS) technology which enables spatial capture and storage of data. This greatly enhances the ability to assess information and complex spatial relationships, providing a powerful communication, management and planning tool. SunLIS provides an opportunity to view Sunraysia from a new perspective and promote Sunraysia’s unique profile. SunRISE 21 identified the development of the Irrigated Crop Database as SunLIS’s highest priority in response to the need for readily available and accurate information with respect to Sunraysia’s most significant industry – irrigated horticulture. The database :

− Quantifies Sunraysia’s irrigated horticultural base

− Monitors trends in horticultural plantings & practices

− Assists industries and farmers to plan for the future

− Provides a base for improved regional crop forecasting

− Potentially avoids duplication of effort in costly data collection activities The first edition of the SunLIS 1997 Crop Report based on information in the Irrigated Crop Database was produced in November 1998. The publication received positive comments from stakeholders and community leaders, particular for the reports precision and presentation of information in a format accessible and understandable to a wide cross section of the community. These features of clarity and exactness will be upheld with the 1999 edition due for release in late 1999. The first edition identified for the first time the actual areas of irrigated horticulture and reported in detail on 34% of the regions plantings. Work undertaken this year, which will be reported in the 1999 edition, has accelerated the rate of coverage and recording of the districts’ crop types planted in the benchmark year of 1997, to enable around 70% of the district to be reported on and to provide a demonstration of the updated changes for the Red Cliffs irrigation district. SunLIS’s spatial storage of data enhances the ability to monitor trends in plantings and cultural practices. It also has the ability to link to other spatial data such as infrastructure, social or land related data to address sustainable development issues. SunLIS is an integral component of the Kickstart Sunraysia Rural Partnership Program. Kickstart funding has enhanced the development of the crop database through a contribution towards the cost of completing orthophoto imagery, systems development and data collection and entry. Kickstart has provided a significant incentive for growers to participate through the provision of property maps for planning in exchange for details of crop plantings.

Orthophoto Imagery Orthophoto imagery is fundamental to SunLIS crop data capture. Orthophotos are aerial photographs that have been corrected for distortions using map referenced ground control. They are therefore scale accurate and provide a detailed reference map base. SunLIS has established an orthophoto image base of Sunraysia’s prominent irrigation districts. This base is used in conjunction with the Murray-Darling Basin Commission’s infrared orthophoto imagery as a geographic reference base for mapping of irrigated crop patches. The date of photography varies for each irrigation district from November 1992, to April 1996 and April 1997.

Data Limitation In many of the private diverter areas the MDBC infrared orthophotos have been used as a reference base to map irrigated crops. As this incorporates 1996 aerial photography, some 1997 newly irrigated areas may have been missed. It is anticipated that these areas will be identified and mapped as more irrigators are surveyed.



Data Capture The crop survey requires irrigators to identify the individual crop patches comprising their property by marking the patches on an orthophoto map. Each patch is given a unique label and its details are entered onto a survey form. If details for any of the parameters differ then a new patch is defined. The SunLIS crop database parameters (fields) were determined in consultation with Sunraysia’s industry organisations and are as follows:

1. Crop type (eg. Citrus) 2. Crop category (eg. Navel) 3. Crop variety (eg.barnfield, powell, leng etc.) 4. Rootstock 5. Year planted 6. Planted area 7. Crop use (eg. Fresh, wine, dried, etc.) 8. Pruning method 9. Harvesting method 10. Irrigation type 11. On farm drainage 12. Trellising type, height & width (for relevant crop types) 13. Interplanting or rework details (if relevant)

Using the orthophoto imagery as a reference base on a computer screen, polygons are drawn around each crop patch to match those on the irrigator’s survey map. Corresponding crop details are then referenced from the irrigator’s survey form and entered into the crop database. In a GIS, graphics and tables (databases) are linked, so by selecting a crop polygon with the computer mouse all the tabulated crop details relevant to that polygon are also selected.

Data Confidentiality Data collected form an irrigator as part of a SunLIS crop survey is confidential data. SunLIS and contributing organisations act as custodians of the data and hence have the responsibility of ensuring its confidentiality and security. Contributing organisations have access to crop data for irrigators within their area of operation only. Individual property crop data can not be released to any other party without written permission of the property owner. Crop information is released or distributed as aggregated information at catchment, district or regional levels.

Crop Data Updates The Sunraysia Land Information System will maintain and update irrigated crop data as required and supported by regional industry groups and agencies. In early 1999, Sunraysia Rural Water Authority (SRWA) employed a project officer to support SunLIS in the undertaking of crop and culture surveys in the Red Cliffs irrigation district. Benchmark crop data for 1997 was collected along with 1998 and 1999 crop details and other data pertinent to customer service issues. The purpose of the study was to provide SRWA and the Red Cliffs Water Services Committee with better information with regards to the changes and trends occurring in the Red Cliffs irrigation district. This in turn enables better planning and management of irrigation and horticultural developments. The SunLIS database being on a GIS platform also enables the data to be used and analysed for other purposes including ongoing trends analysis.

Red Cliffs Changes & Trends Changes in plantings and / or cultural practices have been surveyed for 653 hectares in the Red Cliffs irrigation district. A further 109 hectares of land vacant in 1997 is yet to be surveyed with the expectation that new plantings will have occurred since 1997. Hence, at least 762 hectares of changes have occurred in Red Cliffs since 1997. These changes have occurred on 290 properties (ie. 48% of the 600 properties in Red Cliffs).



Details of the magnitude of changes will be available in the 1999 crop report, however some indicative trends are

• Significant areas of furrow irrigation have been converted to drip, overhead and undertree irrigation

• Significant areas of plantings have been removed or changed comprising, principally sultana.

• Significant areas of new crops have been planted principally red wine grape varieties.

• There are significant new areas being irrigated, predominantly as a result of improved row layouts and use of areas previously dedicated to headlands or drying racks.

• The average age of sultana plantings removed in 1998/1999 was 1955

• 940 hectares of sultanas planted prior to 1960 still remain in Red Cliffs

Refinement of the database will continue as SunLIS resources and support from stakeholders increases. Its extent of coverage is continually expanding and SunLIS will continue to update the 1997 benchmark to provide valuable information on the rapidly changing plantings and cultural practices, essential for improved investment and planning decisions. Industry support and valued input is essential to the development of this leading edge regional information system to ensure it meets industry needs.

SunLIS Contributors

SunLIS Financial Members SunLIS membership entitles agencies to priority access to products and services at reduced rates. Current members are:

− Simeon Wines

− Murray Valley Citrus Marketing Board

− Sunraysia Rural Water Authority

− First Mildura Irrigation Trust

− Wentworth Shire Council

− Sunraysia Horticultural Centre

SunLIS Orthophoto Contributors Basic requirements for orthophoto creation are aerial photography and accurate horizontal and vertical ground control. Significant contributions of these requirements for orthophotos were received from Lower Murray Water, Wentworth Shire Council, Western Murray Irrigation, Sunraysia Rural Water Authority, Murray Darling Water Management Action Plan and Nyah to South Australian Border Salinity Management Plan.

SunLIS Crop Database Contributors: Sunraysia Irrigators

Over 2,500 irrigators have contributed information to the SunLIS Crop Database. In view of the multitude of surveys irrigators are asked to participate in each year, their patience, support and enthusiasm is encouraging and greatly appreciated. All of these irrigators have, or will be, provided with an orthophoto print of their property, as a scale accurate property planning map base. Other benefits will be the need for fewer surveys and better information for planning and management of the industries they support.

Sunraysia Horticultural Centre (SHC) SHC was host agency for the SunLIS project from 1995 to 1997 and provided support in undertaking the Red Cliffs pilot crop study in August 1996. Results from the pilot study reinforced SunRISE 21’s commitment to region wide capture of irrigated crop data.

Murray Darling Water Management Action Plan (MDWMAP) In late 1996, MDWMAP undertook an Agricultural Resources Study and incorporated the SunLIS

methodology in collection of crop data. Crop data from this study is now incorporated into the SunLIS Crop Database.

Western Murray Irrigation (WMI) In April 1997, WMI collaborated with SunRISE 21 in capture of SunLIS crop data for all WMI properties.

Capture was completed in late 1997.

Lower Murray Irrigation Areas-Land & Water Management Plan In December 1997, LMIA-LWMP provided SunLIS with crop data for Mourquong and Gol Gol properties. This crop data was used in preparation of LMIA-LWMP’s District Summary – May 1998.

CSIRO



In April 1998, CSIRO Plan Industry and SunRISE 21 agreed on arrangements for capture of crop data for irrigated properties in the Nangiloc – Colignan area. SunLIS crop data will be linked to yield data benefiting both the SunLIS project and CSIRO’s winegrape crop estimation project.

Department of Land & Water Conservation (DLWC) In June 1998, DLWC commissioned SunRISE 21 to complete SunLIS crop data capture for its NSW irrigated properties along the Murray River from Euston to Wentworth and up the Darling River from Wentworth to Menindee.

First Mildura Irrigation Trust (FMIT) In July 1998, FMIT in collaboration with SunRISE 21 commenced collection of SunLIS Crop information for FMIT irrigated properties.

Sunraysia Rural Water Authority (SRWA) SRWA and SunRISE 21 collaborated in the capture of crop culture information for the Red Cliffs irrigation district.

Murray-Darling Basin Commission (MDBC) MDBC funding has supported the SunLIS project from its inception.

SunLIS Products and Services SunLIS offers a range of mapping and GIS products and services. These include:

• Writing to CD-ROM

• Scanning of A4s, negatives, slides.

• Printing of colour A4 to larger than AO prints.

• Customisation of SunLIS products and GIS services to meet specific business needs.

• Sales of SunLIS digital orthophoto imagery, contouring and Digital Elevation Models (DEM’s).

A summary of achievements for SunLIS:

• provided over 2,500 irrigators with free detailed scaled property maps to assist them with property management planning in exchange for property crop planting details.

• 100% of the Sunraysia pumped irrigation districts covered by high resolution, scale accurate orthophoto imagery

• collected and entered 70% of the region’s crop data using 1997 as the base line for release in the updated Crop Survey Report in November 1999.

• been progressively updating the base line information by collating and entering 1999 crop data as new surveys are undertaken

• Red Cliffs crop survey data has been collected and updated to 1999 in order to demonstrate the ability to analyse changes, indicate trends and show the impact of industry redevelopment. This will be demonstrated in the 1999 version of the Crop Report. Updates for other areas have been progressively collected over the year but not entered in the SunLIS database. These updates will be included as funds become available.

• provided specific information and data requests to survey, research and industry organisations as well as individual clients

• demonstrated the benefit to the region’s horticultural industries of having specific, accurate information about the region’s crops and plantings

• provided digital copies of orthophoto imagery to growers for use with farm GIS software packages for crop patch management and record keeping applications

SunLIS Committee of Management: Mr Peter Clark (SunLIS Chairman), Catchment Planning Manager Department of Land and Water Conservation Mr Terry Hill Manager, Private Enterprise. Mr Phillip Shugg Senior Partner, Allford Shugg, Accountants & Advisors Mr Keith Leamon Director, Sunraysia Horticultural Centre, Vic. Mr Ian Murdoch Chairman, Western Murray Irrigation, NSW Mr Brian Woodford First Mildura Irrigation Trust Mr Andrew Sinn Senior Engineer, Sunraysia Rural Water Authority



SunRISE 21 Artists in Industry Project

Further details of the project and ongoing progress can be tracked on the internet www artind21.org.au

Artists in Industry is an innovative communication project using the medium of art to address cultural, ecological and industrial issues associated with the sustainability of Sunraysia. One of the overall aims of the project is to promote sustainable development and cultural practices that defend the environment and reinforce the economy. The project also promotes artistic innovation by creatively engaging the community in the process.

The project placed six professional artists with five regional organisations concerned with sustainable regional development. The artists were thus provided with a unique opportunity to work with issues of national significance within a ‘real’ regional context. The five host agencies all share a common commitment to cultural development in step with technological and economic advances in industry, agriculture and ecological management.

Artists and Host Agencies

ARTIST MEDIUM HOST

Rodney Spooner, (Adelaide /Brisbane)

Sculpture First Mildura Irrigation Trust

Megan Jones (ACT)

Multi media Salinity Management Consortium, including: Lower Murray Catchment Management Authority (NSW), The Sunraysia Salinity Management Plan, the Mallee Catchment Management Authority, Nangiloc Colignan Waterway Management Committee and Murray Darling Water Management Action Plan

Michael Doneman and Motoyuki Niwa (Brisbane/Japan)

Multi media Cooperative Research Centre for Freshwater Ecology, Lower Murray Laboratory, (The Lab).

Craig Christie (Melbourne)

Theatre Horticultural consortium, including: Murray Valley Citrus Marketing Board, Australian Dried Fruits Assn., Victorian Farmers Federation (Murray Valley Horticulture Group).

Chris Booth (New Zealand)

Sculpture Riverlink, a collaborative agency comprising CSIRO Horticulture, NSW Agriculture, DNRE, Primary Industries South Australia, and the South Australian Research and Development Institute.

Each of the five host industry organisations is concerned with the practical and or scientific management of the productivity of land and water resources. Each artist is engaged with their industry host to produce a work based on artistic nterpretation of the theme of sustainability.

A joint initiative of SunRISE 21, the Mildura Rural City Council and the Wentworth Shire Council and administered by the Mildura Arts and Heritage Unit, the project has attracted the patronage of the Murray—Darling Basin Commission and secured widespread support from regional industry.

Rural Partnership Program Funding for the project was announced in November 1997 with the Commonwealth, Victoria and NSW as participating governments through the Australia Council $60,000, Arts Victoria $50,000 and NSW Ministry for the Arts. $10,000

Ian Hamilton, Director of the, Mildura Arts Centre is Project Manager and Helen Vivian, Director of Artmoves is the Curator. The artists were engaged in July 1998 and the project officially launched at a community celebration in November.

Project outcomes will be five new works of art and a high-quality book detailing the project process and outcomes.

Publication The high quality book will not only provide information about the process and outcomes of the project but have a broader and more lasting relevance. It will comprise essays by commissioned writers and industry hosts on each of the five arts projects, discussing the artwork and its context, the objectives, history and outcomes of the project.



The central purpose of each of the commissioned essays is to discuss the works created by each of the five artists and to further elaborate on the ideas through the creative medium of writing. The publication will contribute a further dimension to the artists in industry project by stimulating an enlivened discourse on sustainability within the community and the nation. The process of involving a diverse group of local organisations and individuals over 2 year time-frame has provided opportunities for open dialogue between diverse groups of people with considerable influence over the management of the region. The involvement of prominent artists and writers in the project has extended these dialogues onto the national stage and the unique insights will introduce some of the perspectives of the bush and vice versa. to a largely urban Australia. Each of the thirteen essays that will make up the publication will take as its initial perspective the aim or intention of the Artists in Industry Project. The underlying hope that creativity, informed intelligence and a desire to work together will provide new insights, adding to the story of the region and contributing to its future sustainability. The desire to work together in a genuinely multi-disciplinary approach to these vital concerns for the future of the region, is itself an expression of the community’s concern and hopefulness. A number of project newsletters have been produced over the year to keep host agencies and community partners informed on project progress. The project will conclude with a major exposition at the Mildura Arts Centre in March 2000. Artists in Industry will put Sunraysia, its achievements and work towards sustainability in the spotlight and the project will attract national and international interest.

Project Management Committee Mr Ross Lake SunRISE 21 Mr Phillip Shugg SunRISE 21 Mr Henry Tankard horticulturist Dr Rob Walker CSIRO/Riverlink Cr Anne Mansell MRCC Mr Neil Fettling Sunraysia Institute TAFE Ms Rosemary Purdie MDBC Mr David McMillan Wentworth Shire Council Mr Ian Hamilton ex officio Project Manager Ms Helen Vivien ex officio Curator Ms Karen Harris ex officio Arts Development Officer Mildura Arts Centre (resigned February 1999) Ms Philippa O'Halloran ex officio Arts Development Officer West Darling Region



SunRISE 21 Inc

Financial Report for the year ended 30 June 1999



OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 1999

Note 1999 1998

$ $

Income

Government Grants 327,359 740,737

SunLIS Product Sales 72,177 53,874

Interest 18,061 1,636

417,597 796,247

Expenditure

Advertising 1,362 2,596

Audit & Accounting 1,250 1,250

Bank Fees & Government Duties 803 160

Board & Committee Meetings Costs 4,555 18,646

Computer Software 25,528 7,261

Consulting 44,000 101,570

Contract Services 107,830 373,609

Depreciation 26,873 6,082

Electricity 4,331 -

General Stores - 44,347

Indirect Operating - 63,700

Insurance 5,508 5,815

Interest 1,327 -

Meeting Expenses 4,965 -

Motor Vehicle 1,490 4,716

Other Office Expenses 110 11,465

Personnel Expenses 1,273 1,510

Postage, Printing & Stationary 16,469 25,819

Professional Development 760 15,545

Provision for Annual Leave 20,074 -

Recruitment Expenses - 490

Rent 13,000 7,106

Repairs & Maintenance 3,388 -

Salaries & Wages 254,147 268,076

Special Project Expenditure 137,716 -

Telephone & Communications 9,275 -

Travel & Accomodation 2,764 5,128

688,798 964,891

Operating Deficit (271,201) (168,644)

The accompanying notes form part of this financial report.



OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 1999

Note 1999 1998

$ $

Operating Deficit (271,201) (168,644)

Accumulated Surplus at the Beginning

of the Financial Year 437,842 606,486

Accumulated Surplus at the End of theFinancial Year 166,641 437,842




BALANCE SHEET AS AT 30 JUNE 1999

Note 1999 1998

$ $

Current Assets

Cash 3 354,757 250,855

Trade Debtors 8,305 39,180

Other Debtors - 88,918

Prepayments 2,363 -

365,425 378,953

Non-Current Assets

Property, Plant & Equipment 4 60,883 76,512

60,883 76,512

Total Assets 426,308 455,465

Current Liabilities

Creditors & Accurals 227,228 1,250

Hire Purchase Liability 4,333 4,008

Provisions 5(a) 20,074 -

251,635 5,258

Non-Current Liabilities

Hire Purchase Liability 8,032 12,365

8,032 12,365

Total Liabilities 259,667 17,623

Net Assets 166,641 437,842

Members' Equity

Accumulated Funds 166,641 437,842

Total Members' Equity 166,641 437,842




STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 1999

Note 1999 1998

$ $

Cash Flows from Operating Activities

Receipts from government grants 416,277 651,819

Receipts from customers 103,052 14,694

Interest received 18,061 1,636

Payments to suppliers and employees (418,236) (956,499)

Net cash used in operating activities 9(b) 119,154 (288,350)

Cash Flows from Investing Activities

Payments for plant and equipment (11,244) (41,804)

Net cash used in investing activities (11,244) (41,804)

Cash Flows from Financing Activities

Repayment of borrowings (4,008) (5,335)

Net cash used in financing activities (4,008) (5,335)

Net Decrease in Cash Held 103,902 (335,489)

Cash at Beginning of the Financial Year 250,855 586,344

Cash at the End of the Financial Year 9(a) 354,757 250,855




NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 1999 NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES The financial report is a general purpose financial report that has been prepared in accordance with Australian Accounting Standards and other mandatory professional reporting requirements and the requirements of the Associations Incorporations Act 1997 (Vic). The financial report is prepared on an accruals basis and is based on historical costs and does not take into account changing money values or, except where stated, current valuations of non-current assets. Cost is based on the fair values of the consideration given in exchange for assets. The accounting policies have been consistently applied, unless otherwise stated. The following is a summary of the material accounting policies adopted by the Association in the preparation of the financial report: (a) Property, Plant & Equipment

The depreciable amounts of all property, plant and equipment are depreciated on a straight line basis over the useful lives of the assets to the association commencing from the time the asset is held ready for use. The depreciation rates used for each class of depreciable assets are:

Asset Class Rate Furniture & Fittings 10% Motor Vehicle 20% Office Equipment 30%

The carrying amount of fixed assets is reviewed annually by the committee members to ensure that it is not in excess of the recoverable amount of those assets. The recoverable amount is assessed on the basis of expected net cash flows which will be received from the assets’ employment and subsequent disposal. The expected net cash flows have not been discounted to their present value in determining the recoverable amounts.

(b) Employee Benefits

No provision has been made in the financial report for employee entitlements to annual leave and long service leave as these costs are considered to be the liability of the Department of Natural Resources and Environment. An allowance is made within the budgets of SunRISE 21 Inc to contribute towards the accumulation of these provisions as part of the overall budget process. The Associations liability for employee superannuation is administered and paid by the Department of Natural Resources and Environment.

(c) Cash

For the purpose of the Statement of Cash Flows, cash includes cash on hand, at banks and on deposit.



NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 1999

(d) Revenue

Revenue from government grants is recognised on receipt. Revenue from the provision of services and sale of goods is recognised upon delivery of the service or goods to the customer. Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets.

(e) Reporting Presentation

For the year ended 30 June, 1999 the Association has adopted its own reporting requirements and presentation to meet its own needs. In previous years, DRE revenue and expenditure classification have been used. Consequently there are significant variances in the presentation of the operating statement between the 1999 and 1998 financial years.




1999 1998

$ $ NOTE 2: ABNORMAL ITEMS

Initial recognition of provision for annual

leave 20,074 -

20,074 -

NOTE 3: CASH

Cash at Bank - National Australia Bank 154,757 172,541

Cash on Deposit 200,000 -

NRMS Funds #1 (Subject to MDBC approval) - 2,614

NRMS Funds #2 (Subject to MDBC approval) - 75,700

354,757 250,855

NOTE 4: PROPERTY, PLANT & EQUIPMENT

Office Equipment at cost 72,130 60,886

Accumulated Depreciation (28,256) (5,725)

43,874 55,161

Motor Vehicle at cost 21,708 21,708

Accumulated Depreciation (4,699) (357)

17,009 21,351

60,883 76,512

NOTE 5: PROVISIONS (a) Current

Provision for Annual Leave 20,074 -




1999 1998

$ $

NOTE 6: CONTINGENT LIABILITIES The Board is unaware of any contingent liabilities not already recorded or disclosed elsewhere in these Accounts as at 30 June 1999 NOTE 7: CAPITAL COMMITMENTS (a) Hire Purchase Commitments

Hire purchase payments payable:

- not longer than 1 year 5,335 5,335

- longer than 1 year but not longer than 2 8,683 5,335

- longer than 2 years but not longer than 5 - 8,683

14,018 19,353

Less Future Financial Charges 1,653 2,980

Total Hire Purchase Liability 12,365 16,373

(b) Other Capital Expenditure

The Board is unaware of any other capital or leasing commitments not already disclosed elsewhere in these Accounts as at 30 June 1999.

NOTE 8: SEGMENT REPORTING The association operates in the horticulture sector providing assistance and guidance to horticulturists in the Sunraysia area.



NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 1999 NOTE 9: CASH FLOW INFORMATION (a) Reconciliation of Cash

Cash 354,757 250,855

(b) Reconciliation of Cash Flow from

Operations with Operating Deficit:

Operating deficit after abnormal items (271,201) (168,644)

Non-cash flows in operating deficit:

Depreciation 26,873 6,082

Changes in assets & liabilties:

(Increase)/decrease in trade debtors 30,875 (39,180)

(Increase)/decrease in other debtors 88,918 (88,918)

(Increase)/decrease in prepayments (2,363) 1,060

Increase in other creditors & accruals 225,978 1,250

Increase in provisions 20,074 -

119,154 (288,350)

(c) Non-cash Financing Activities

Property, Plant & Equipment During the previous financial year the Association acquired a motor vehicle with an aggregate fair value of $21,708 by means of hire purchase. This acquisition is not reflected in the Statement of Cash Flows.

NOTE 10: FINANCIAL INSTRUMENTS (a) Interest Rate Risk

The Association’s exposure to interest rate risk, which is the risk that a financial instrument’s value will fluctuate as a result of changes in market interest rates and the effectiveness weighted average interest rates on those financial assets and financial liabilities, is as follows:




NOTE 10: FINANCIAL INSTRUMENTS (CONTINUED)

1999 1998 1999 1998 1999 1998 1999 1998 1999 1998

% % $ $ $ $ $ $ $ $

Financial Assets

Cash at Bank 4.14 4.45 154,757 250,855 200,000 - - - 354,757 250,855

154,757 250,855 200,000 - - - 354,757 250,855

Financial Liabilities

Hire Purchase Liability 8.11 8.11 - - - - 12,365 16,373 12,365 16,373

- - - - 12,365 16,373 12,365 16,373

Weighted

Interest Rate

Floating

1 to 5 Years

TotalFixed Interest

Rate Maturing Within:

1 YearInterest Rate

Effective

Average



NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 1999 NOTE 10: FINANCIAL INSTRUMENTS (CONTINUED) (b) Credit Risk

The maximum exposure to credit risk, excluding the value of any collateral or other security, at reporting date to recognise financial assets is the carrying amount as disclosed in the balance sheet and notes to the financial statements. The Association does not have any material credit risk exposure to any single debtor or group of debtors under financial instruments entered into by the Association.

(c) Net Fair Values

The net fair value of assets and liabilities in the financial statements approximates their carrying value. No financial assets and financial liabilities are readily traded on organised markets in standardised form other than listed investments. Financial assets where the carrying amount exceeds net fair values have not been written down as the Association intends to hold these assets to maturity. The aggregate net fair values and carrying amounts of financial assets and financial liabilities are disclosed in the balance sheet and in the notes to and forming part of the accounts.

NOTE 11: YEAR 2000 COMPLIANCE The systems critical to the association's ongoing operation and preparation of financial information (including application systems, operating systems, hardware and other devices that rely on computer technology) have been reviewed to establish the impact, if any, which Year 2000 date change will have on the accuracy of calculations, processing and reporting. This review extends to systems external to the association, such as those of suppliers and service providers that may expose the association to the risks associated with the Year 2000 systems issue. Plans are in place to modify systems, as required, before the impact of Year 2000 date change creates significant errors in accounting records or adversely impacts on business operations or customer services. The insurers of the association will not cover any adverse financial effects resulting from the Year 2000 systems issue.



NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 1999 NOTE 12: RELATED PARTY TRANSACTIONS (a) The names of the Members of the Committee who held office during the year are: Ross Lake (Chairman) Owen Lloyd Ms Sandy Robinson Phillip Shugg Malcolm Smith Geoff Woods Peter Clark Cnr Anne Cox Geoff Parsons Rod Spitty Steven Smith Richard Wells Vernon Knight Terry Hill (b) Members of the committee utilise the

services of the Association on the same terms and conditions applicable to other members of the company.

Services provided by Members of the

Committee for the year ended 30 June,1999 were: - -



STATEMENT BY MEMBERS OF THE COMMITTEE In the opinion of the committee the financial report: 1. Presents fairly the financial position of SunRISE 21 Inc as at 30 June 1999 and its performance for

the year ended on that date in accordance with Australian Accounting Standards, mandatory professional reporting requirements and other authoritative pronouncements of the Australian Accounting Standards Board.

2. At the date of this statement, there are reasonable grounds to believe that SunRISE 21 Inc will be

able to pay its debts as and when they fall due. This statement is made in accordance with a resolution of the Committee and is signed for and on behalf of the Committee by: ……………………………………….. Ross Lake Chairman Dated this 21

st day of October 1999.



INDEPENDENT AUDIT REPORT TO THE MEMBERS OF SUNRISE 21

Scope We have audited the financial report being the Income and Expenditure Statement, Balance Sheet, Statement of Cash Flows, notes to and forming part of the Financial Statements and the Statement by Members of the Committee of SunRISE 21 Inc for the year ended 30 June 1999. The Committee is responsible for the presentation of the financial report. We have conducted an independent audit of the financial report in order to express an opinion on them to members. Our audit has been conducted in accordance with Australian Auditing Standards to provide reasonable assurances as to whether the financial report is free of material misstatement. Our procedures included examination, on a test basis, of evidence supporting the amounts and other disclosures in the financial report, and the evaluation of accounting policies and significant accounting estimates. These procedures have been undertaken to form an opinion as to whether, in all material respects, the financial report is presented fairly in accordance with Australian Accounting Standards and other mandatory professional reporting requirements so as to present a view which is consistent with our understanding of the Association’s financial position, the results of its operations and cash flows. The audit opinion expressed in this report has been formed on the above basis. Audit Opinion In our opinion the financial report presents fairly in accordance with Australian Accounting Standards and other mandatory professional reporting requirements the financial position of the SunRISE 21 Inc as at 30 June 1999 and the results of its operations and cash flows for the year then ended. ……………………………………….. Stephen J Costley FCA Partner THOMSONS - Accountants & Advisers Dates this 21

st day of October 1999



SunRISE 21 Inc. Board of Management

Board Members The SunRISE 21 Board combines private and public sector expertise with the knowledge of experienced horticulturists. The Board comprises community leaders and key industry representatives who are able to represent the views of various sectors of the community. Mr Ross Lake Chairman Managing Director, TASCO Inland Viticulturist

Mr Malcolm Smith General Manager, Administration Rural Finance Corporation

Mr Terry Hill Manager, Private Enterprise Viticulturist

Mr Geoff Parsons Thomsons Accountants and Advisers

Mr Phillip Shugg Shugg Consulting

Mr Rod Spitty Manager, Planning and Development Wentworth Shire Council

Mr Owen Lloyd Viticulturist First Mildura Irrigation Trust

Mr Richard Wells Viticulturist Director, Sunraysia Rural Water Authority Mallee Catchment Management Authority, VIC

Mr Peter Clark Catchment Planning Manager Department of Land and Water Conservation, NSW

Mr Geoff Woods Regional Director of Agriculture Far Western Region, NSW Agriculture

Mr Vernon Knight Director, Mallee Family Care

Cr. Ann Cox Councilor, Mildura Rural City Council Viticulturist

Mr. Stephen Smith Viticulturist Merbein Dried Fruitgrowers Union Inc.

Mr Sandy Robinson Manager, Irrigation Regions Program Murray-Darling Basin Commission

Staffing

Paula Gordon Chief Executive Officer (resigned April 1999) Ian Ballantyne Projects Director Ron Dudley Projects Engineer (casual) Carolyn Mihan Executive Assistant (resigned July 1998) Brenda Driscoll Executive Assistant Glen Sutherland Regional Farm$mart Facilitator (resigned April 1999) Sue Argus SunLIS Project Manager Todd Goodman SunLIS Technical Officer (resigned January 1999) Colin Watson GIS Technical Officer, SunLIS Fiona Betts GIS Technical assistant, SunLIS Tara Kliska GIS Technical assistant, SunLIS (resigned February 1999) Cath McQuie GIS Technical Assistant (casual) Liz Garbutt GIS Technical Assistant (casual) Tim Williams GIS Technical Assistant (casual)

Annual Report 1998-1999 - SunRISE 21 · SunRISE 21 Annual Report 1998 – 1999 Page 5 of 44 Envisage Sunraysia in the 21 st Century… ~ a highly attractive area in which to live,

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