ANNUAL REPORT 2000 - 2001 - SunRISE Mapping · ANNUAL REPORT 2000 - 2001 ... • Negotiations for...

Sunraysia Regional Initiative for a

Sustainable Economy – 21st Century

Inc No. A0033161L

ANNUAL REPORT

2000 - 2001

Variety Ha. RootstockYearUse IrrigationCabernetSauvignon158 OwnRoots 1997 Dried DripShiraz 153 Schwarzmann1996 Wine SubsurfaceRedGlobe 138 Schwarzmann1993 Fresh OverheadMenindeeSeedless126 OwnRoots 1991 Fresh DripZante 104 OwnRoots 1994 Dried LowlevelWalthamCross76 OwnRoots 1962 Dried FurrowCarina 59 OwnRoots 1993 Dried FurrowColombard 55 OwnRoots 1972 Wine OverheadValencia 46 Trifoliata 1968 Fresh/JuiceDripMerlot 45 Ramsey 1995 Wine DripRubyCabernet28 Ramsey 1996 Wine LowlevelRedEmperor 27 OwnRoots 1985 Fresh LowlevelLateLane 27 Citrange 1997 Fresh DripAlmond 26 Unknown 1986 Fresh LowlevelCalmeria 23 Ramsey 1981 Fresh OverheadFlameSeedless22 Ramsey 1982 Fresh DripSugarone 18 OwnRoots 1994 Fresh FurrowMix 15 OwnRoots 0 DomesticFurrowGrenache 14 OwnRoots 1970 Wine Furrow

SunRISE 21 IncSunRISE 21 IncSunRISE 21 IncSunRISE 21 Inc

SunRISE 21 Annual Report 2000 - 2001 Page 1

SunRISE 21 Offices at 54 Lemon Ave, MILDURA

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] Website: www.sunrise21.org.au

Incorporated Association Number A0033161L ABN 81 397 614 997



Table of ContentsTable of ContentsTable of ContentsTable of Contents

CHAIRMAN’S FOREWORD................................................................................................. 3

THE YEAR IN SUMMARY: .................................................................................................. 4

SunRISE MAPPING AND INFORMATION SERVICES .................................................. 6

* Property Crop Plan ................................................................................................. 7

* SunRISE Mapping Region ..................................................................................... 8

KICKSTART SUNRAYSIA.................................................................................................... 9

* Kickstart Program Components Uptake............................................................ 11

SUNRAYSIA DRAINAGE STRATEGY............................................................................. 12

* Sunraysia Drainage Strategy - Study Area........................................................ 14

FINANCIAL REPORT ..................................................................................... 15

BOARD OF MANAGEMENT.............................................................................................. 30

STAFF MEMBERS................................................................................................................ 31


SunRISE 21 Annual Report 2000 – 2001 Page 3

Chairman’s Foreword

The 2001 year saw SunRISE 21 staff and it’s Board continue the governance of the remaining program, SunMAP, that had been established by the original pilot study. The completion of some projects and the beginning of a process of exploring other potential projects has begun to define a new period in the style and operation of the agency. All of this activity led to a busy and productive period for the Staff but also required some careful business planning for existing projects particularly around foreword forecasting of Cash Flows and estimations of time and resources needed to complete existing projects and to bid for new programs. The wind up of the Kickstart program has substantially been completed and the finalisation of Liz Chapman’s report on the effectiveness of the various components has been completed There appears to be a number of clear messages for other communities who have commenced similar programs It is evident that to achieve positive change and to succeed in enhancing a community’s potential for developmental success some important elements must exist. In précis they are quality planning, formal and informal networking, cooperation and collaboration, volunteers, the existence and acknowledgment of financial, human and social capital, leadership rotation and development, equitable access to infrastructure and of course that element closest to the heart of SunRISE 21’s original mission, the goal that development interventions are environmentally and socially sustainable. In 2000 I described our biggest challenge in the 2000 / 2001 year as continuing to gain recognition with respect to the expertise we can muster when others in the district are wanting to review important environmental, agricultural and water resource issues. Whilst comforted by this status, it must continue to be translated into paying projects. Looking forward I can see a continuing role in the district for the skills that our existing staff have. The challenge will be to link with and to market ourselves to, those government, industry and commercial concerns in the district that can utilise and promote our expertise and products. I am encouraged by the thorough Business Plan of SunMAP in this instance. Please read each of the more detailed project reports contained in our annual report this year. There is no doubt that next year, as did the previous twelve months, will present some challenges with respect to ensuring a future for SunRISE 21, but our strength lies in our track record of the successful implementation of projects that have been effective and carried out in a professional and dedicated manner by the our staff and volunteer supporters who have bought their talents to each of the projects in which we have participated.

Ross Lake CHAIRMAN

SunRISE 21 Inc.SunRISE 21 Inc.SunRISE 21 Inc.SunRISE 21 Inc.



The Year in Summary:

Highlights of the reporting period of 1st July 2000 to 30

th June 2001 include:

SunRISE Mapping and Information Services

• First 12 months of implementation of the ‘SunRISE Mapping and Information Services

Business Plan 2000 – 2002’.

• Establishment of a Citrus Information System for the Murray Valley Citrus Marketing Board.

• Supply of Property Crop Plans for participants in the Dried Fruits Approved Supplier program.

• Negotiations for the provision of Property Crop Plans to growers participating in the BRL Hardy quality assurance program.

• Commencement of the February 2000 orthophoto image base.

• Development of a Sunraysia component for the South Australian initiated project – Delivering Water Use Efficiency across the Murray Darling Basin. (Funded by the MDBC’s SI&E program)

• Upgrade of the SunRISE 21 web site (www.sunrise21.org.au) and printing of SunRISE Mapping products brochures

Kickstart Program

• Completion of the evaluation component of the Kickstart Sunraysia program. The Evaluation Report – ‘Restructuring Sunraysia’s Horticultural Industries – Evaluation of

the Kickstart Sunraysia Rural Partnership Program’, was completed December 2000 by Liz Chapman of RuralPlan.

• Conclusion of the Kickstart Sunraysia Rural Partnership Program. Although programmed to finish 30

th March 2001 an extension to 30

th June 2001 for business plan applications or

updates was accepted to 30th

June 2001 with funds acquitted prior to 31st December 2001.

Performance targets were well exceeded with a total of:

• 63 workshops held for 910 client businesses

• 590 Business Plans approved and 9 Business Plan updates approved

• 408 Redevelopment Grants approved

• 838 Training Assistance applications approved

• 176 FarmBis applications approved

• 52 interest rate subsidies approved

• 22 Re-establishment Support applications approved

• 4 Re-establishment Training applications approved.

• A further 36 businesses registered to undertake Business Plans and 185 businesses registered to undertake business plan updates. These must be completed by 31/12/2001.



Farm$mart / FarmBis

• SunRISE 21 provided administrative, accommodation and program support to the DNRE Farm$mart Facilitator.

• NRE Farm$mart in conjunction with the SunRISE 21 Kickstart Sunraysia initiative prepared for the 2001 Horticultural Industries Outlook Forum to be held July 2001.

Sunraysia Drainage Strategy

• SunRISE 21 hosted the Sunraysia Drainage Strategy with the provision of office space, administrative support and mapping services. The Regional Drainage Assessment Task Force is convened by the Mildura Rural City Council.

• Completion of the ‘Sunraysia Drainage Strategy- Stage 1 – Current Situation Report’ in April 2001.

• The first draft of ‘Sunraysia Drainage Strategy and Urban Stormwater Management Plan -

Issues Paper 1 – Background’ was completed in June 2001.



SunRISE Mapping and Information Services (Formerly – Sunraysia Land Information System, (SunLIS)) The SunRISE Mapping and Information Services Business Plan 2000 – 2002 set a path for the project to be a self-sustaining enterprise. As predicted, the first twelve months of implementation were tenuous but resulted in a modest carry-over into the 2001 – 2002 financial year. A review of the 2001 –2002 budget indicated another tenuous year but the increasing interest and involvement of citrus, dried fruit and wine-grape industry groups is encouraging. Understanding and adoption of the concept and use of spatial information products has increased considerably over the past twelve months as local growers, industry groups and agencies realise the value of spatial information as a planning and management tool. The information system developed by SunRISE 21 for irrigated horticulture is dynamic and provides accurate and detailed information at the individual property level through to district and regional levels. It is being reviewed for adoption in other regions such as the Riverland and Murrumbidgee Irrigation Areas and assessed for National adoption by the citrus industry. Foresight of the SunRISE 21 Board in establishing and investing in a regional spatial information system has not only given Sunraysia an enviable head-start but it has more importantly given Sunraysia an essential ingredient for its success – a community owned and managed information system. Main achievements for 2000 - 2001:

• Establishment of a Citrus Information System for the Murray Valley Citrus Marketing Board (MVCMB). The system provides improved planting statistics and a platform for integrated collection, storage and analysis of industry information for improved forecasting and planning. Citrus growers will annually receive a ‘Property Crop Plan’ – see Figure 1. The Property Crop Plan enables growers to verify plantings details and to feed back any changes to plantings to the MVCMB. The Plans are retained by growers for property records.

• Supply of Property Crop Plans for participants in the Dried Fruits Approved Supplier program. 352 dried fruit growers undertaking the Approved Supplier Program accessed Property Crop Plans.

• Negotiations for the provision of Property Crop Plans to growers participating in the BRL Hardy quality assurance program.

• Commencement of the February 2000 orthophoto image base.

• Development of a Sunraysia component for the South Australian initiated project – Delivering Water Use Efficiency across the Murray Darling Basin. (Funded by the MDBC’s SI&E program)

• Upgrade of the SunRISE 21 web site (www.sunrise21.org.au) and printing of SunRISE Mapping products brochures



Property Crop Plan



Involvement of the citrus, dried fruit and wine industries has seen an expansion in SunRISE Mapping extent of coverage.

SunRISE Mapping Region



Kickstart Sunraysia

This integrated package of assistance measures was 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 Kickstart Program were: • 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 re-establish 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) to generate accurate and timely statistics on crop type, age of plantings, irrigation type

• 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 Federal, Victorian and NSW participating governments. Additional support was provided by the Victorian Farm$mart program for appointment of a Property Redevelopment Facilitator. The Kickstart Program concluded on the 30

th March 2001. However an extension for Business

Plan or Business Plan update applications was approved to the 30th

June 2001 with funds to be acquitted prior to 31

st December 2001.

Performance targets were well exceeded with a total of:

• 63 workshops held for 910 client businesses

• 590 Business Plans approved and 9 Business Plan updates approved

• 408 Redevelopment Grants approved

• 838 Training Assistance applications approved

• 176 FarmBis applications approved

• 52 interest rate subsidies approved

• 22 Re-establishment Support and 4 Re-establishment Training applications approved

• A further 36 businesses registered to undertake Business Plans and 185 businesses registered to undertake Business Plan updates. These must be completed by 31/12/2001.

Farm$mart / FarmBis SunRISE 21 provided administrative, accommodation and program support to the DNRE Farm$mart Facilitator, Graeme Thornton. Heather Atkins of DNRE also joined the team in January 2001 to support Graeme and provide complimentary support to the SunRISE program. NRE Farm$mart in conjunction with the SunRISE 21 Kickstart initiative prepared for the July 2001 Horticultural Industries Outlook Forum. The Forum will explore horticultural industry trends and prospects, water allocation and trade / transfer issues and provide information about the Commonwealth AFFA / AAA package including FarmBis arrangements.



Kickstart Evaluation A Final Evaluation Report and Executive Summary were prepared in accordance with the grant requirements. The reports were completed December 2000 by Liz Chapman of RuralPlan. Copies of the report, ‘Restructuring Sunraysia’s Horticultural Industries – Evaluation of the

Kickstart Sunraysia Rural Partnership Program’ are available from the SunRISE 21 office. Evaluation of the Kickstart Sunraysia Rural Partnership Program concluded that:

• The Kickstart Strategy hit its targeted group of irrigated horticulture properties in the 8 to 25 hectare property size range. Most recipients of the most popular change-based programs – Business Plans, Redevelopment Grants, and Training were in the 8 to 15 ha property size.

• The target group was facing non-viability in the medium term.

• Farm financial characteristics have been positively affected by the Kickstart Strategy meaning that small profits are now being realised, enabling investment in continual improvement. It is considered that of greater importance is the finding that attitudes to continual improvement have been positively effected. The target group identifies strongly with a culture of continual change. Less water is being consumed (even though productivity will be increased within 3 years) on an estimated 2,297 hectares due to changes to irrigation infrastructure.

• Management capabilities have changed markedly within the Kickstart target group. Capabilities have also improved to some extent amongst irrigators generally who have heard the market message to undertake quality assurance. However the variability in management capacities is still considerable.

• Irrigators now recognise the value of quality business planning but are not prepared to pay commercial rates to fund expert assistance with Plan updates and reviews.

• Irrigators views about risk management have changed markedly. Most growers now plan to improve their skill levels and adoption of new methods in the belief that this will improve their long term viability.

• Indicative modelling to show the benefit to the regional economy of redeveloping at a faster rate was undertaken. Based on a winegrape property redeveloping 4 hectares in year one, additional profit of $109,231,710 for the 2,366 Kickstart hectares would be generated over a 10 year period. The flow on effect to the region over a ten year period using this indicative modelling, and a conservative multiplier of 3.7 is estimated to be over 400 million dollars.

• Did success hinge on the process of developing high quality business plans? Only in so far as there was not one “hinge”. Success relied on the local working group, made up of local and non-local experts across a diverse industry base, designing the correct blend of “carrots and sticks” for their local grower community. Long term benefits will be had by those growers who: (a) learnt new concepts via the Business Plan and Training programs – thus improving their

management capacities; and (b) improved their financial situation as a result of investing in redevelopment. Therefore, quality Business Planning was very important, but it was not the “hinge” from which all else followed.

• Continued attention is required in the areas of –

• Business Planning at the individual grower level. The “normalising” of Business Planning is considered of paramount importance in ensuring that the excesses evident in the cycle of “boom and bust” are avoided.

• Consolidating participation in training and learning programs post Kickstart; and improving participation rates in formal educational courses available at tertiary level.



• The Kickstart Strategy has enabled many smaller irrigated horticulturists to engage with their industry. Kickstart has meant that small to medium size horticulturists have been given an opportunity to demonstrate their commitment to a future in Sunraysia. The opportunity was grasped, and the aims of the Strategy were largely achieved.

Kickstart Program Components Uptake

TOTAL

Total Applications Approved to 30th June 2001

NSW

VIC

Business Plan Subsidy

Update Subsidy

Redevelopment Grant

Farmbis

Interest Rate Subsidy

Re-Establishment Support

Re-Establishment Training

Training Assistance

16%

0%

53%

11%

2%

7%

11%

0%

TOTAL

Total Actual $'s Approved to 30th June 2001

VIC

NSW

29%

0%

19%

41%

8%

2%

1%

0%

Business Plan Subsidy

Update Subsidy

Redevelopment Grant

Farmbis

Interest Rate Subsidy

Re-Establishment Support

Re-Establishment Training

Training Assistance



Sunraysia Drainage Strategy

In response to drainage concerns raised by the community, the Mildura Rural City Council conducted a Drainage Forum in June 2000. A Task Force was appointed to develop a strategy relating to the collection and disposal of irrigation drainage and urban stormwater drainage currently being discharged to the river or inland to evaporation basins.

The Forum determined that the Strategy should be based on a year 2050 planning horizon with the following objectives: -

• To examine and assess the current situation with regard to drainage. (‘Stage 1 - Current Situation Report’)

• To develop a strategy to cater for both short term and long term drainage requirements of the Sunraysia area. (‘Sunraysia Drainage Strategy’ and ‘Urban Stormwater Management Plan’)

SunRISE 21 provided administrative and project support to the Task Force and provided office space to the Task Force Executive Officer, Mr Ron Dudley. Ron worked closely with the SunRISE Mapping team in development of digital data sets fundamental to information needs of the Drainage Strategy. Drainage infrastructure was mapped with funding support from the Murray-Darling Basin Commission’s, Irrigation Infrastructure GIS project and plans and information supplied by Sunraysia Rural Water Authority, First Mildura Irrigation Trust and Mildura Rural City Council. Other data sets captured included catchment boundaries, urban development, drainage outfalls and shafts, potential urban development and college-lease lands. These were mapped from plans and information obtained with the co-operation of regional organisations.

Current Situation Report The Sunraysia Drainage Strategy ‘Stage 1 - Current Situation Report’ was completed in April 2001. SunRISE Mapping provided plans for this Report comprising information and data sets that had previously never been presented in an integrated format. Issues identified in the Stage 1 Report to be addressed and resolved in the Stage 2 Report are:

• The extent of future urban expansion in the Mildura/Irymple area and the need to provide adequate stormwater drainage infrastructure to cater for existing and future urban development.

• The need to co-ordinate future urban development with respect to provision of services such as drainage, power, water, sewerage, telephone, gas ,etc.

• The need to improve the quality of both irrigation and urban drainage water entering the river, particularly above the Mildura weir.

• The floodplain and the need to investigate and encourage reuse of drainage water where practical.

• The need to investigate and resolve issues regarding operation of the Lake Hawthorn / Ranfurly transfer basins with regard to collection and disposal of irrigation drainage, urban drainage and salt interception scheme discharges.

• Development of guidelines for resolution of surface stormwater flooding in rural areas.



• The need to investigate the effect of accumulation of drainage water on the flood plain, its effect on ground water discharges to the river and the potential advantages of direct discharge to the river.

• The need to address DNRE, MCMA and EPA requirements relating to the Strategy.

• Determine works required and seek stakeholder agreement.

• Preparation of preliminary designs and estimates for proposed works.

• Involvement of various stakeholders in development of cost sharing and tariff systems to fund implementation of the Strategy.

Sunraysia Drainage Strategy and Urban Stormwater Management Plan The first draft of ‘Sunraysia Drainage Strategy and Urban Stormwater Management Plan -

Issues Paper 1 – Background’ was completed in June 2001. It is the first in a series of Papers that will be produced during the course of the Project. It should be regarded as a ‘living document’ that will be added to and amended during the course of the Project, as new information becomes available.

Urban Stormwater Management Plan The Urban Stormwater Management Plan Program is a State Government initiative to improve environmental management of urban stormwater. The Government has committed significant funds over the next three years to improvement of urban stormwater management, and these will only be allocated to projects that form part of an approved Urban Stormwater Management Plan. The Plan must be prepared in accordance with the Environment Protection Authority (EPA). The Plan will be a shorter term and more operationally based program than the Strategy, and will focus on urban areas. Elements of Plan preparation include:

� Identification of stormwater threats;

� Identification of environmental values;

� Risk assessment;

� Development of management frameworks and strategies; and

� Development of an implementation framework and plan.

Key Stakeholder Organisations are:

� Mildura Rural City Council

� Sunraysia Rural Water Authority

� First Mildura Irrigation Trust

� Mallee Catchment Management Authority

� EPA Victoria

� Lower Murray Region Water

� Department of Natural Resources and Environment

� Murray-Darling Basin Commission

� SunRISE 21 Inc

� Goulburn-Murray Water



Sunraysia Drainage Strategy - Study Area

The Study Area as shown includes:

� The urban centres of Mildura (current population 25,000), Merbein (3,000), Irymple (2,000) and Red Cliffs (3,000);

� First Mildura Irrigation Trust, Red Cliffs and Merbein Irrigation Districts (total 15,000 ha);

� Old Mildura, Bruce’s Bend and Yelta irrigation areas (700 ha). These are serviced by private diversions from the Murray River; and

� Irrigated areas served by groundwater bores south-west of Merbein (160 ha), and irrigation development under the Nyah to South Australian Border Salinity Management Plan (170 ha).



SunRISE 21 Inc.

Financial Report for the year ended 30 June 2001



STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2001

Note 2001 2000

$ $

Revenue from Ordinary Activities

Government Grants 230,127 377,678

SunLIS Product Sales 129,994 153,315

Interest 6,429 11,811

Profit on Disposal of Assets - 4,269

Consultancy Payments 112,156 -

478,706 547,073

Expenditure from Ordinary Activities

Administration 2 (a) 70,207 111,384

Consulting 55,682 62,585

Depreciation 2 (b) 22,668 24,910

Employment Costs 2 (c) 316,952 321,807

Special Project Expenditure 100,913 62,979

566,422 583,665

Loss from Ordinary Activities (87,716) (36,592)

Total Changes in Equity of the Association (87,716) (36,592)



STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2001

Note 2001 2000

$ $

Current Assets

Cash 3 40,454 116,498

Receivables 28,711 1,073

Prepayments 3,045 3,266

72,210 120,837

Non-Current Assets

Property, Plant & Equipment 4 33,463 52,362

33,463 52,362

Total Assets 105,673 173,199

Current Liabilities

Creditors & Accruals 29,078 12,747

Hire Purchase Liability 4,180 3,760

Provision for Annual Leave 8,410 14,965

41,668 31,472

Non-Current Liabilities

Hire Purchase Liability 7,595 11,678

Provision for Long Service Leave 14,077 -

21,672 11,678

Total Liabilities 63,340 43,150

Net Assets 42,333 130,049

Members' Equity

Accumulated Funds 11 42,333 130,049

Total Members' Equity 42,333 130,049

The accompanying notes form part of this financial report.



STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2001

Note 2001 2000

$ $

Cash Flows from Operating Activities

Receipts from government grants 230,127 377,678

Receipts from customers 242,150 160,830

Interest received 6,429 11,811

Payments to suppliers and employees (547,318) (779,248)

GST paid to suppliers - (283)

Net cash used in operating activities 8 (b) (68,612) (229,212)

Cash Flows from Investing Activities

Payments for plant and equipment (3,769) (5,120)

Net cash used in investing activities (3,769) (5,120)

Cash Flows from Financing Activities

Repayment of borrowings (3,663) (3,927)

Net cash used in financing activities (3,663) (3,927)

Net Decrease in Cash Held (76,044) (238,259)

Cash at Beginning of the Financial Year 116,498 354,757

Cash at the End of the Financial Year 8 (a) 40,454 116,498

The accompanying notes form part of this financial report.



NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001

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, Urgent Issues Group Consensus Views and other authoritative pronouncements of the Australia Accounting Standards Board and the requirements of the Associations Incorporations Act 1997 (Vic). The financial report covers SunRISE 21 Inc as an individual entity. SunRISE 21 Inc is an association incorporated in Victoria under 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 following is a summary of the material accounting policies adopted by the Association in the preparation of the financial report. The accounting policies have been consistently applied, unless otherwise stated: (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 Depreciation Rate Office Equipment 30% Computer Equipment 40% Motor Vehicle 20%

The carrying amount of property, plant and equipment 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 Entitlements

Provision is made by the association’s liability for employee entitlements arising from services rendered by employees to reporting date. Employee entitlements expected to be settled within one year, together with entitlements arising from salaries and wages and annual leave, which will be settled within one year, have been measured at their nominal amount. Other employee entitlements payable later than one year have been




measured at their present value of the estimates future cash outflows to be made for those entitlements. Contributions are made by the association to an employee superannuation fund and are charged as an expense when incurred.

(c) Cash

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

(d) Revenue Revenue from government grants is recognised on receipt. Revenue from the sale of goods is recognised upon delivery of goods to the customer. Revenue from the rendering of a service is recognised upon delivery of the service to the customer. Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets. All revenue is stated net of the amount of goods and services tax (GST).




2001 2000

$ $

NOTE 2: LOSS FROM ORDINARY ACTIVITIES

Loss From Ordinary Activities Has Been

Determined After:

(a) Administration Costs

Advertising 5,046 1,250

Audit & Accounting 3,440 3,450

Bank Fees & Government Duties 1,764 1,069

Board & Committee Meetings Costs - -

Computer Software 3,114 32,010

Electricity 6,464 4,889

Insurance 4,317 8,387

Interest 1,688 1,385

Meeting Expenses 2,298 4,762

Motor Vehicle 2,599 9,576

Other Office Expenses 300 4,279

Postage, Printing & Stationary 11,867 14,244

Rent 14,625 13,000

Repairs & Maintenance 3,699 2,620

Telephone & Communications 8,986 9,649

Travel & Accomodation - 814

70,207 111,384

(b) Depreciation

Office Equipment 6,407 6,282

Computer Equipment 11,452 14,251

Motor Vehicle 4,809 4,377

22,668 24,910




2001 2000

$ $

(c) Employment Costs

Contract Services - 3,071

Personnel Expenses - 1,960

Professional Development 3,878 8,040

Provision for Annual Leave 2,738 (5,109)

Salaries, Wages & Oncosts 310,336 313,845

316,952 321,807

NOTE 3: CASH

Cash at Bank - National Australia Bank 40,454 16,498

Cash on Deposit - 100,000

40,454 116,498

NOTE 4: PROPERTY, PLANT & EQUIPMENT

Office Equipment at cost 33,864 33,864

Accumulated Depreciation (24,453) (18,046)

9,411 15,818

Computer Equipment at cost 47,155 43,386

Accumulated Depreciation (42,195) (30,743)

4,960 12,643

Motor Vehicle at cost 24,046 24,046

Accumulated Depreciation (4,954) (145)

19,092 23,901

33,463 52,362




2001 2000

$ $

NOTE 5: CONTINGENT LIABILITIES

The Board is unaware of any liabilities, contingent

or otherwise, not already disclosed elsewhere in

this report.

NOTE 6: CAPITAL COMMITMENTS

(a) Hire Purchasing Commitments Payable

- not later than 1 year 5,355 5,355

- later than 1 year but not later than 2 8,300 5,355

- later than 2 years but not later than 5 - 8,300

13,655 19,010

Less Future Financial Charges 1,880 3,572

Total Hire Purchase Liability 11,775 15,438

(b) Other Capital Expenditure

The Board is unaware of any other capital

or leasing commitments not already

disclosed elsewhere in this report.

NOTE 7: SEGMENT REPORTING

The association operates in the horticultural

sector providing assistance and guidance to

horticulturists in the Sunraysia area.




2001 2000

NOTE 8: CASH FLOW INFORMATION

(a) Reconciliation of Cash

Cash 40,545 116,498

(b) Reconciliation of Cash Flow from

Operations with Loss from Ordinary Activities

Loss from Ordinary Activities (87,716) (36,592)

Non-cash flows in operating deficit:

Depreciation 22,668 24,910

Profit on disposal of assets - (4,269)

Changes in assets & liabilties:

(Increase)/decrease in receivables (27,638) 7,232

(Increase)/decrease in prepayments 221 (903)

Increase/(decrease) in other

creditors and accruals 16,331 (214,481)

Increase/(decrease) in provisions 7,522 (5,109)

(68,612) (229,212)

Note 9: 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 9: Financial Instruments (Continued)

Weighted

Average Floating Fixed Interest Total

Effective Interest Rate Rate Maturing Within:

Interest Rate 1 Year

1 to 5 Years

2001 2000 2001 2000 2001 2000 2001 2000 2000

% % $ $ $ $ $ $ $

Financial Assets

Cash at Bank 3.70 5.11 40,545 16,498 -

100,000 - 40,545 116,498

40,545 16,498 - 100,000 - - 40,545 116,498

Financial Liabilities

Hire Purchase Liability 10.06 10.06 - - 11,775 15,438 11,775 15,438

- - - - 11,775 15,438 11,775 15,438



NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001 NOTE 9: 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 Statement of Financial Position and in the notes to and forming part of the accounts.

NOTE 10: RELATED PARTY TRANSACTIONS

(a) The names of the Members of the Committee who held office during the year are:

Ross Lake (Chairman) Owen Lloyd Malcolm Smith Phillip Shugg Peter Clark Geoff Woods Geoff Parsons Cnr Anne Cox (retired 23/11/2000) Steven Smith Richard Wells Vernon Knight Terry Hill (retired 23/11/2000) Ron Dudley (appointed 23/11/2000) Bill Nicol (appointed 23/11/2000) Members of the Committee do not receive any remuneration for services provided.




2001

$ 2000

$

Note 10: Related Party Transactions (Continued)

(b) Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated. Mr R Lake, Chairman of SunRISE 21 Inc, is a Director of Tasco Inland Australia Pty Ltd and the following transactions took place between the entity and the association during the financial year: Fuel Purchases 2,314 1,696

Mr B Nicol, committee member of SunRISE 21 Inc, owns and operates Nicol Projects and the following transactions took place between the entity and the association during the financial year: Laminating Services 104 -

NOTE 11: ACCUMULATED FUNDS

Retained Profits at the beginning of the Financial Year

130,049

166,641

Net Loss Attributable To The Association

(87,716)

(36,592)

Retained Profits at the end of the Financial Year

42,333

130,049



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 2001 and its operating result 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 14th day of February, 2002.



INDEPENDENT AUDIT REPORT TO THE MEMBERS OF SUNRISE 21 INC

Scope We have audited the financial report being the Operating Statement, Statement of Financial Position, 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 2001. 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 2001 and the results of its operations and cash flows for the year then ended.

Dates this 15th day of February, 2002



Board of Management

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 Stephen Smith - Deputy Chairman Real Estate. Irrigation & Environment Implementation Committee – MCMA

Mr Peter Clark - Secretary. Catchment Planning Manager - NSW Department of Land & Water Conservation

(Man of Action)

Mr Phillip Shugg - Treasurer Director - Shugg Consulting

Ordinary Members:

Mr Malcolm Smith General Manager, Administration Rural Finance Corporation

Mr Ron Dudley

Executive Officer

Sunraysia Drainage Task Force

Mr Bill Nicol Director Nicol Projects

Mr Owen Lloyd

Viticulturist

First Mildura Irrigation Trust

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

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

Mr Vernon Knight Director Mallee Family Care

Mr Don Rowe

Communications Officer

Sunraysia Rural Water Authority



Staff Members Current Employees Ian Ballantyne Projects Director Commenced July 1995 returned to DNRE January 2001 Brenda Driscoll Executive Assistant February 1997 to February 2001 Graeme Thornton Farm$mart/FarmBis Facilitator August 2000 to June 2001 Colin Watson GIS Technical Officer Returned to DNRE March 2001 Sue Argus SunRISE Mapping Project Manager July 1995 to February 2001 SunRISE 21 Executive Officer Commenced February 2001 Kathryn Davis GIS Project Officer Commenced May 2000 Jeremy Vowles GIS Technical Officer Commenced May 2001 Liz Garbutt Admin/GIS Technical Assistant July 1997 to February 2001 Executive Assistant Commenced February 2001 Ron Dudley Executive Officer Commenced June 2000 Sunraysia Drainage Task Force

Past Employees Paula Gordon Executive Officer May 1994 – December 2000 Glen Sutherland Kickstart/Farm$mart Facilitator June 1997 to April 2000 Todd Goodman GIS Project Officer January 1998 to January 1999 Fiona Betts GIS Technical Officer April 1999 to January 2000 Tim Williams GIS Technical Officer June 1999 to August 1999 John McLaughlin Vegetation Mapping Project Officer September 1997 to February 1998 Carolynne Lanigan Admin/GIS Technical Assistant June 2000 to December 2000 Cath McQuie GIS Technical Assistant November 1998 to February 1999 Tara Klizska GIS Technical Assistant August 1998 to August 1999

Liz Garbutt Kathryn Davis Sue Argus Col Watson

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