CRADLE COAST AUTHORITY ANNUAL REPORT 2010 – 2011
Cradle Coast Authority Annual Report 2010 – 2011 Copyright © Cradle Coast Authority 2011 No part of this publication may be reproduced without the express prior permission of the Cradle Coast Authority: PO Box 338 Burnie TAS 7320 Ph: 03 6431 6285 admin@cradlecoast.com
C O N T ENTS Introduction
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Representatives and Directors
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Chief Representative’s Report
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Executive Chairman’s Report
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Staff, Tourism and NRM Reports
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Cradle Coast Authority Strategy
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Project Summary – Strategy 2010/11
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Report Against the Strategy
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Resilient Economy
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Healthy Communities
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Long-term Thinking
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Confident and Creative People
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Committees, Advisory Groups, Boards and Other Partnerships
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Summary of Contributions
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Financial Report and Statements
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Cradle Coast Authority Annual Report 2010–2011
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The Cradle Coast Authority annual report for 2010/11 outlines the achievements, project status and financial results for the organisation.
Photograph by Alice Ryder
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Cradle Coast Authority Annual Report 2010–2011
I NTRO D U C TIO N The Cradle Coast region is remarkably vibrant and diverse, bounded by 2640 km of coastline; covering 22520 square kilometres; and home to more than 110,000 people. The region incorporates the nine Councils of Burnie City, Central Coast, Circular Head, Devonport City, Kentish, King Island, Latrobe, Waratah-Wynyard and West Coast. In 1999, these nine councils established the Cradle Coast Authority to facilitate the sustainable development of the region, resolve regional issues and coordinate regional scale activity in areas such as tourism, health and local government services. The Authority also hosts the region’s natural resource management committee and staff. The Authority is governed by a two-tiered structure comprising representatives from each council in the region and a skillsbased board of directors. The Representatives’ expectations of the Authority are documented in the Cradle Coast Authority Strategy which is updated annually and published on the Cradle Coast Authority website (www.cradlecoast.com). A Quarterly Report against the Strategy is presented to the Representatives and published on the website at the end of September, December, March and June each year. In 2010/11, the core roles and functions of the Cradle Coast Authority were: • Continuously scan for regional opportunities; • Host and manage regional projects; • Act as knowledge broker for regional activities; • Lobby for positive change in the region; • Maintain an organisation structure that responds to the region’s needs; • Represent and promote the region; • Seek grants and funding on behalf of the region and participating councils; • Partner and influence other organisations; • Be a means of cooperation across councils; • Provide leadership on regional issues; • Research and analyse regional issues and • Other roles and functions as directed by the Representatives. The Cradle Coast Authority annual report for 2010/11 outlines the achievements, project status and financial results for the organisation. Additional copies of this report can be obtained from www.cradlecoast.com For more information on Natural Resource Management projects for 2010/11, refer to the Cradle Coast NRM annual report available from www.cradlecoastnrm.com. Copies can also be obtained by calling the Cradle Coast Authority office on 03 6431 6285.
Cradle Coast Authority Annual Report 2010–2011
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C O U N CIL R E PR E S E N TA T I VES Each of the Authority’s nine participating councils appoints two representatives to a Representatives Group, which acts as the Authority’s shareholder body, voting on major budgetary, policy and governance issues. The Representatives appoint and review the Authority’s Board, approve its annual budget and monitor its overall performance. Meetings are held quarterly, providing a forum for presentations on the Authority’s activities, feedback to the Board and discussion of regional issues between councils. Representatives receive minutes of all Board meetings and report to their respective councils on regional matters raised at Representatives meetings. At each Annual General Meeting, the Representatives appoint a Chief Representative to chair the meetings for the following year and a Deputy Chief Representative. The Council Representatives during 2010/11 were: Burnie City Council Mayor Alvwyn Boyd Deputy Mayor Anita Dow
Central Coast Council Mayor Mike Downie (to September 2010) Mayor Jan Bonde Deputy Mayor Tony Van Rooyen (from December 2010)
Circular Head Council Mayor Daryl Quilliam (Deputy Chief Representative from February 2011) Councillor John Oldaker
Devonport City Council Mayor Lynn Laycock Deputy Mayor Grant Goodwin
Kentish Council Mayor Don Thwaites Deputy Mayor Tim Wilson
King Island Council Mayor Charles Arnold Deputy Mayor Royce Conley
Latrobe Council Mayor Mike Gaffney General Manager Gerald Monson
Waratah-Wynyard Council Mayor Kevin Hyland (Deputy Chief Representative and Representative to November 2010) Mayor Robbie Walsh Deputy Mayor Alwyn Friedersdorff (from May 2011)
West Coast Council Mayor Darryl Gerrity (Chief Representative) Deputy Mayor Al Medwin
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Cradle Coast Authority Annual Report 2010–2011
BO ARD O F D IR E CTO R S The Authority has an eight member Board of Directors comprised of business and community leaders appointed by representatives of the participating Councils. The Board is responsible for the Authority’s strategic direction, financial management, appointment of advisory committees and other duties as set out in the Authority’s Rules. Membership of the Board is skills-based and all members participate equally in all decision-making processes at monthly meetings. The Board structure is comprised of: • two directors nominated by the participating councils – John Perkins and John Packham • one director nominated by the participating council General Managers – Alf Mott • five directors who between them have experience in or expertise relevant to the Cradle Coast region in: • agriculture, industry or commence; • education and training; • tourism – Maree Gleeson, Rod Stendrup, Royce Fairbrother, Bob Calvert and Glynn Williams. The Authority’s Executive Chairman performs the roles of Chief Executive Officer, Chairman of Board meetings and spokesperson for the Board. The Executive Chairman is not a director and does not vote at Board meetings.
MAREE GLEESON
ROD STENDRUP
JOHN PACKHAM
JOHN PERKINS
BOB CALVERT
ALF MOTT
GLYNN WILLIAMS
ROYCE FAIRBROTHER
ROGER JAENSCH
Executive Chairman
John Howard, Lynne Ferencz and Sam Samec also served as Directors during 2010/11.
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C HIE F RE PR E S E N TA TIV E ’ S R EP O R T The past year has been trying due to the Global Financial Crisis and fragile alliances within the State and Federal Governments that have affected decision making and the roll out of programs to regional areas. Even though our political and economic climate has not been good, the Cradle Coast Authority has managed our finances and programs well and is in reasonably good shape to look for opportunities that will appear in the future. The Rules Review has all but been completed and there is stability from the Representatives which make the Cradle Coast Authority the stand out organisational model for Tasmania. There have been a number of staff changes but their replacements have enhanced our management team to face future issues. There will be challenges in the future for the Authority with planning, tourism and health all now having a regional focus; the other issue of course is sewerage and water, which requires more regional control to facilitate regional economic and social growth. I believe the Representatives also share this view and that they will actively support a process to bring it under a regional body or have more regional control. There is reason now, more than ever, for the Authority to recognise the political voice of the Representatives and to use that voice to effect for the Authority’s support. Finally, I wish to thank the staff and the Representatives for their support over the last difficult year. Mayor Darryl Gerrity Chief Representative
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Cradle Coast Authority Annual Report 2010–2011
Photograph by Alice Ryder
EX ECU TIVE C HA IR M A N’ S R EP O R T The Authority’s tenth birthday was celebrated at a small gathering of current and former directors, representatives and friends after the 2010 AGM. Talk at the event reflected how the Authority’s role and composition have changed over the years in response to the region’s needs.
in the first half of the year. They were replaced by Luke Sayer and Mark Summers, respectively.
The 2010-2011 reporting year was no exception, with new projects, new people and new challenges for the Authority and its region.
Health and land use planning have been growth activities for the Authority this year, and reforms currently underway in both areas point to a greater role for regional coordination in the future.
A master plan was completed for a coastal walking and cycleway between Wynyard and Latrobe, the region’s first Regional Land Use Planning Framework was produced and the Cradle Coast Healthy Communities Initiative started exploring local government’s role in health promotion. The Authority was part of a consortium that received federal funding to trial electronic health records in our region, Cradle Coast NRM released a new 5-year strategy for the region, Zeehan’s Gaiety Theatre was reborn and the tourism potential of Mount Roland was investigated. These and other activities were overseen by a new Board line-up, with Maree Gleeson, John Perkins and Rod Stendrup replacing directors John Howard, Sam Samec and Lynn Ferencz, whose terms ended in August. Management also went through major changes with the departure of long-serving Executive Officer, Karen Hampton, and Business Manager, Tina Murphy,
Kylie Bowers joined our administration team, Bev Hayhurst came aboard to lead Healthy Communities and Mark Wisniewski and Karina Rose took up new positions in Cradle Coast NRM.
The State Budget hit NRM Committees in all regions hard and Cradle Coast NRM is working on a range of business strategies to manage the impacts of administration budget cuts over the next two years. Tourism was also targeted in the budget, but the new leadership of Tourism Tasmania has signalled bigger roles for regional bodies in the future. Apart from these changes to existing activities, the year ahead will be dominated by the roll-out and management of structural change in the region’s forest industry, and the extent to which intergovernmental agreements and economic development programs address its flow-on effects. The Authority has been actively researching the new opportunities that may emerge from this period of change and will play whatever role its region needs to secure them for the future. Roger Jaensch Executive Chairman
Cradle Coast Authority Annual Report 2010–2011
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C RA D LE C O A S T A U THOR I T Y S T A FF The Cradle Coast Authority is based in Burnie and is comprised of staff with a diverse skill-base including tourism, natural resource management, health, arts, finance, administration and communications. At the end of June 2011 there were 27 people working at the Cradle Coast Authority, including 15 in Cradle Coast NRM as part of our hosted employment arrangement. The Authority’s member Councils fully or partly fund nine positions. All other roles are funded from external sources including State and Federal Government and grants received for regional projects. Staff roles and funding sources: NATURAL RESOURCE MANAGEMENT (NRM) COMMITTEE
CRADLE COAST AUTHORITY BOARD OF DIRECTORS
EXECUTIVE CHAIRMAN Roger Jaensch
EXECUTIVE OFFICER Luke Sayer
NRM EXECUTIVE OFFICER Richard Ingram
Funded by State Government
REGIONAL TOURISM DEVELOPMENT MANAGER Ian Waller
COMMUNICATIONS MANAGER Amanda Wilson
TOURISM & MARKETING ADMINISTRATION OFFICER Kylie Scolyer
BUSINESS MANAGER Mark Summers
OFFICE MANAGER Gillian Binet
Funded by Zone Marketing Groups and project funds
TOURISM MARKETING CO-ORDINATOR Don Monk
Funded by Zone Marketing Groups and Council Contributions
HEALTHY COMMUNITIES CO-ORDINATOR Bev Hayhurst Funded by Department of Health and Ageing
BUSINESS SUPPORT MANAGER Rosie Britton Funded by State Government
ADMINISTRATION ASSISTANT Stacey Groves
Funded by Caring for our Country
ARTS @ WORK PROGRAM OFFICER Josie Hurst*
PA TO EXECUTIVE CHAIRMAN Leanne Bonney
Funded by Department of Economic Development, Tourism and the Arts *Maternity leave position for Joanna Gair
INFORMATION MANAGER James Shaddick
Funded by Caring for our Country
Funded by State Government and Caring for our Country
LAND CO-ORDINATOR Hannah Sadler
FACILITATOR TEAM LEADER Anna Wind
Funded by Caring for our Country
Funded by Caring for our Country
COASTAL CO-ORDINATOR/ FACILITATOR Belinda Colson
NRM FACILITATOR Mark Wisniewski
Funded by Caring for our Country
COASTAL WEEDS OFFICER Matt Rose
RECEPTIONIST & ADMINISTRATION OFFICER Kylie Bowers
Funded by Caring for our Country
BIODIVERSITY CO-ORDINATOR Alison Dugand
Funded by Caring for our Country
COUNCIL FUNDED POSITIONS
SHARED FUNDING SOURCE POSITIONS
EXTERNALLY FUNDED POSITIONS
WEST COAST FIRE & WEED MANAGEMENT GROUP Marty Bower
Funded by West Coast Council and Caring for our Country
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Cradle Coast Authority Annual Report 2010–2011
OPERATIONS MANAGER Sue Botting
Funded by Caring for our Country
NRM FACILITATOR Dionna Newton
Funded by Caring for our Country
NRM FACILITATOR Karina Rose
Funded by Caring for our Country
REGIONAL LANDCARE FACILITATOR Alice Ryder
Funded by Caring for our Country
Staff lend a hand on Clean Up Australia Day.
Photograph by Alice Ryder
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R EP O RT FR O M THE R E G I O N A L T O UR I S M DE VE LOPME N T M A N A GER 2010/11 was a difficult year for regional tourism throughout Australia and the Cradle Coast region was no exception to this fact. Interstate visitor numbers to Tasmania for the 12 months to the end of June 2011 were down by 2% and interstate visitor nights fell by 3% for the same period. Within the Cradle Coast region, interstate visitor numbers and visitor nights fell by 2% and 2.8% respectively. The positive amongst these figures was that spend by total visitors to Tasmania grew from an average of $177 per person per night to $194 per person per night, generating some $263 million dollars for the region and reinforcing the significant value of the industry. The Tasmanian Visitor Survey also positively showed an increase in people travelling to Tasmania by sea, considered one of the primary markets for regional areas of Tasmania. These travellers accounted for 15% of the total visitors to the state – an increase of 3% from the previous year. Less numbers, staying shorter time but spending more. This simple analysis presents significant issues for the tourism industry within the Cradle Coast region, and there is no doubt that the difficult times are impacting on the ability of individual businesses to continue to operate. We have seen in the past twelve months operators reducing their operating hours, cutting operations costs, seeking out new markets and in some cases closing their doors indefinitely.
and the provision of administration and project management support for Zone Marketing. The tourism team within the Authority have accepted these increased roles and modified their work programs to incorporate these projects, and have completed these and all other tasks in a professional manner. 2011/12 heralds further change in regional tourism in Tasmania as the industry moves away from the Zone Marketing structure and into a stronger regional approach. The Cradle Coast is well placed to embrace these changes and maximise the opportunities for the industry and the region, but it will take time, patience and a commitment; attributes that the industry must adhere to as we continue to work our way through these testing times. Congratulations to the tourism industry and its partners for having the confidence and resilience to continue to succeed and to all within the Cradle Coast Authority who have maintained their passion and support for our tourism sector. Ian Waller Regional Tourism Development Manager
Yet amongst this angst, there is an industry that is more resilient than it may have been in the past. One that is prepared to acknowledge tough times and that continues to work at improving their businesses. The region’s industry: • Collectively contributed over half a million dollars to regional marketing and promotion of their businesses with the Cradle Coast Authority and its partners • Participated in the Regional Tourism Forum and Awards in numbers that exceeded expectations • Embraced the world of online marketing and promotion with enthusiasm • Supported the review of Regional Tourism, contributing positively to this process. From the perspective of the Cradle Coast Authority, 2010/11 has held its frustrations as the Authority became the only functioning regional tourism organisation in the state. The Authority in this role became a major contributor to state issues including the review of Regional Tourism, the management of the Tasmanian Visitor Information Centre Network
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Cradle Coast Authority Annual Report 2010–2011
R EP O RT FR O M THE C R A D L E C O A S T N R M EX ECU TIVE O F F IC E R A year is a long time in NRM, a lot can happen. True to form, 2010/11 proved to be as dynamic and challenging as previous years.
community and the long term work to build capacity and introduce new technology into local government to tackle the ever present weed menace.
The early focus of the year was on the final development and accreditation of the revised Regional NRM Strategy.
Finally I would highlight the work done on the Sea Elephant catchment on King Island, which represented one of the most significant revegetation projects undertaken in many years in one of the more remote parts of our region.
The experience of undertaking the review process, as much as the information itself, provided invaluable lessons which will certainly inform our planning and approach to future work. In particular I would highlight the opportunity to meet and discuss NRM issues with the community and stakeholders as a positive step in maintaining our awareness of regional needs. The challenge now is to translate these experiences and words into actions within our community and maximise investment opportunities from both traditional sources and emerging areas like the carbon economy. This focus has become more critical in view of the recently announced budget cuts. NRM is not immune from the economic hardship faced across our state and there is no doubt that the magnitude of the cuts has hit us hard. However, I am confident that we have developed a strong business model and we have the right people in place to respond to the cuts and best maintain the quality of our front line projects and support for the community in these difficult times. We take confidence from the changes undertaken to our structure and operations in recent years, with strong performance in terms of delivering programs for our investors and increased focus on partnership development. The key is to build on this success by leveraging additional funds and diversifying funding sources.
None of these projects would have been possible without the support of project partners and the community of this region. When we consider the diversity of the region, its environment and its people, it is clear that the only way to continue to deliver a quality program of NRM activities is in partnership with the community. I would like to thank you all for your ongoing support and in particular thank the staff and committee for their dedication to the task in yet another year of change and uncertainty. Richard Ingram Executive Officer
While we continue to deliver a range of projects via these traditional partnerships it is encouraging to see better integration of our work across industry sectors, the recent project partnership with Regional Tourism to survey self accommodating visitors is a good example of how shared costs and resources can deliver mutual benefit. The capacity and skills to identify and develop more of these partnership opportunities, across all scales, remains crucial to the long term viability of a strong NRM program. With a large number of projects completed in this period it is hard to pick out personal highlights but it was pleasing to see the innovative work done in the project assessing coastal vulnerability in Robbins Passage and Boullanger Bay. Other highlights included the increasing amount of projects to support the work of the Aboriginal
Cradle Coast Authority Annual Report 2010–2011
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Photograph by Raelee Turner
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Cradle Coast Authority Annual Report 2010–2011
CRA D LE CO A S T A U THO R I T Y S T R A T EGY V IS I O N
A region known for its resilient economy, healthy communities, long-term thinking and confident, creative people.
GOALS A resilient economy that is diverse and sustainable, built on our region’s unique advantages and big new ideas.
Healthy communities that are attractive places to live, where people value their wellbeing above all else.
Long-term thinking that helps us protect our natural resources, respond to change and prepare for the future.
Confident and creative people with visible role models and unlimited access to information, knowledge and learning.
K EY I S S U E S A ND CHA LLE N GE S • Volatility in traditional commodity based industries
• The ability to ‘live in a village with all the services of a city’
• Vulnerability to local impacts of global business decisions
• Mobility and access for all people throughout, to and from the region
• Supportive environment for local innovation and entrepreneurship • Emergence of the region as a source and destination of quality • Effective planning, governance and innovation in local government
• New emphasis on ‘keeping people out of hospital’ – health promotion • Future viability of small towns, communities and councils • New roles for local government in matching services to local needs
• Community capacity to understand and manage complex natural systems • Coordination of landuse, water, energy and infrastructure planning • Managing and influencing population and demographic change • Adaptation to climate change
• Low post-compulsory education and workforce participation • Traditional attitudes, and access, to further education • Below-average adult literacy rates • High levels of selfemployment, microbusinesses and volunteering • Uptake of high-speed broadband
• Transition to a lowemissions economy
OU R RO L E S • Continuously scan for regional opportunities • Act as knowledge broker for regional activities • Lobby for positive change in the region • Host and manage regional projects • Maintain an organisation structure that is adaptive and responsive to regional needs • Represent and promote the region • Partner and influence other organisations • Seek grants and funding on behalf of the region and participating councils • Be a means for cooperation across councils • Provide leadership on regional issues • Research and analyse regional issues
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PRO JE CT S U M M A R Y – S T R A T EGY 2 0 1 0 / 1 1 Commenced this year
Completed this year
Ongoing
GOAL: A resilient economy that is diverse and sustainable, built on our region’s unique advantages and big new ideas
Status in 2010/11
Statewide Economic Development Plan participation and regional coordination Regional Shared Services project Tarkine Tourism Development Strategy implementation Food Connections Tasmania strategic and operational support Tourism Zone Marketing Group administration and promotional support Tourism Zone Marketing Group co-operative marketing packages Mining Heritage Strategy implementation Regional Planning Initiative facilitation Cradle Coast Destination Development Plan (tourism) Regional Tourism Association information and planning support Australian Regional Tourism Network participation Mt Roland Precinct Development Strategy Local Tourism Associations coordination of combined meetings Regional and Tasmanian Visitor Information Centre Network support Cultural Tourism Plan with Arts Tasmania, Tourism Tasmania and Regional Tourism bodies Tourism Industry Council of Tasmania participation Keep Australia Working Advisory Committee participation Promoting ‘passengers over profit’ on Bass Strait campaign McCain Task Force participation Paperlinx employee program community working group Berry Exchange accommodation assistance North West Rural Strategy Group participation Masters Games 2017 investigation Lake Margaret development project Review of Regional Tourism GOAL: Healthy communities that are attractive places to live, where people value their wellbeing above all else Electronic Health Information Exchange project Smashed youth binge drinking project with Big hART North West Coastal Pathway master plan and toolkit Healthy Communities Initiative – Pilot of local solutions Healthy Communities Initiative – Extension phase of local solutions
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Cradle Coast Authority Annual Report 2010–2011
Status in 2010/11
PRO JE CT S U M M A R Y – S T R A T EGY 2 0 1 0 / 1 1 Commenced this year
Ongoing
Completed this year
Healthy Communities Initiative – Council Toolkit and capacity building Healthy Communities Initiative – Job Services Australia providers Personally Controlled Electronic Health Record Project Regional Events Assistance program facilitation National Health Reforms local advocacy GOAL: Long-term thinking that helps us protect our natural resources, respond to change and prepare for the future
Status in 2010/11
Regional Land Use Planning Framework Regional Waste Management Group NRM land programs NRM coast programs NRM water programs Regional motor-home policy coordination TQUAL funding program facilitation North West Area Health Services Network Advisory Group DHHS Consumer Engagement Reference Group Western Tasmanian Industry Infrastructure Corridor participation Destination Strahan Sustainable Tourism Group support GOAL: Confident and creative people with visible role models and unlimited access to information, knowledge and learning
Status in 2010/11
Regional Tourism Forum – The Art of Partnerships Regional Tourism Forum – Fish Where the Fish Are Regional Tourism Awards promotion and management Statewide Skills Strategy participation NRM community capacity, skills and support programs Tourism Professionals Group bi-monthly meeting facilitation Social inclusion regional issues advocacy North West Education Coalition participation Arts@Work Program Officer projects University of Tasmania Cradle Coast campus support • Refer to the Cradle Coast NRM Annual Report for a full listing of natural resource management activities • Refer to pages 18 - 29 for highlights of activities undertaken in 2010/11 to help achieve each goal
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R ESILIEN T E CO N O M Y GOAL: A resilient economy that is diverse and sustainable, built on our region’s unique advantages and big new ideas.
Key activities undertaken in 2010/11 include: Delivering consistent planning schemes for the region The Regional Planning Initiative continued in 2010/11, as a component of statewide reforms to simplify and standardise land use planning across Tasmania. This project is based on a Memorandum of Understanding signed by member councils, the Cradle Coast Authority and the State Government to establish a regional land use planning framework, a regional template for local planning schemes and nine updated planning schemes based on the regional framework and template. The Cradle Coast project is overseen by a Regional Planning Initiative Steering Committee chaired by King Island Mayor, Charles Arnold, and project managed by Patrick Earle. Over the past year, planning managers and staff from the region’s nine councils have worked together to prepare a common regional template for their planning schemes based on the newly created regional land use planning framework. In May 2011, the Authority facilitated a meeting of council Representatives, the Steering Committee and the Tasmanian Planning Commission to share ideas for implementing the changes. Representatives endorsed a proposal where the Authority would be the central point for the communication of regional planning, in a yet-to-be developed process, with support from the State Government and the Tasmanian Planning Commission. Work on the reforms continues under the guidance of the Steering Committee with a target of end December 2011 for completion of new draft planning schemes.
Shining a spotlight on the region’s mining heritage A significant component of the Mining Heritage Strategy: Mining Life in a Wild World was wrapped up this year with the gala opening of a Living Pictures show at The Gaiety Theatre in Zeehan. Restoration of the Edwardian theatre was a key component of the strategy funded via a $423,250 Australian Government TQUAL Grant awarded to the Cradle Coast Authority in late 2009.
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The four-hour Living Pictures program included films last screened at The Gaiety in the early 1900s plus historic documentaries and recollections of Zeehan and the theatre’s history starring local personalities. The historic film-show included a Jewelled Nights compilation. Most of this 1925 film shot around the West Coast of Tasmania has been lost, but No Flicker Films was commissioned to imaginatively rework the surviving footage combined with photographs taken on set to bring the story back to the big screen. The project was a fitting reflection of West Coast resilience and a celebration of the Cradle Coast region’s heritage. The Living Pictures show was launched at an invitationonly gala event in April by Federal Member for Braddon, Sid Sidebottom. The event paid tribute to West Coast Heritage Ltd and Friends of the Gaiety group who have worked on The Gaiety restoration since the mid 1990s. As part of the gala screening, professional foley artists provided accompaniment to the silent film, Pole to Pole. After the gala, the show was opened to visitors of the West Coast Pioneers Museum and is now screened daily. Funding for the Living Pictures project helped install state-of-the-art projection equipment in the theatre, upgrade its electrical system and lights and produce the Living Pictures film show. Promoting ‘passengers over profit’ on Bass Strait Driven by the importance of TT-Line’s Spirit of Tasmania traffic to the Cradle Coast region, the Authority was a vocal supporter of changing the way the performance of this Government Business Enterprise is measured. Through ministerial meetings and a public awareness campaign, the Cradle Coast Authority requested that performance of the TT-Line enterprise was not measured by the profit earned from ticket sales, but rather by the number of passengers delivered to Tasmania. The Spirit of Tasmania ferries bring around 120,000 visitors spending approximately $300 million in our state each year. The TT-Line Board and management have been innovative in recent years in making the business a more positive contributor, however, there is potential to double passenger numbers in any given year and achieve flow-on economic benefits in the region. The proposal for change was sent to candidates from all major parties in the State elections. In January 2011 the Executive Chairman and Executive Officer met with Minister David O’Byrne, a shareholder Minister in the TT-Line as Minister for Infrastructure, to put forward this case. There has been no change to date but the State Opposition and Tourism Industry Council support the Authority’s position which it will continue to promote in 2011/12.
Cradle Coast Authority Annual Report 2010–2011
Coordinating accommodation for seasonal workers Early in 2011, the Berry Exchange met with the Authority and Primary Industries Minister Bryan Green to flag a need for accommodation for significant and growing numbers of berry pickers servicing the company’s Nine Mile Berry Farm at Sulphur Creek. It’s forecast that upwards of 500 bunkhouse and/or camping style beds will be required by the 2015/16 picking season. Since that time the Authority convened meetings with Berry Exchange executives and the manager of the Ulverstone Visitor Information Centre, with a view to the Centre becoming the booking hub for accommodation options along the Coast. Managers also met with local accommodation providers to gauge interest in expanding or refurbishing current operations to provide suitable accommodation. Engagement with the Central Coast Council has broadened awareness of the accommodation requirements and extended the reach in identifying suitable short term housing. The Cradle Coast Authority and Central Coast Council will continue to support the Berry Exchange in finding suitable accommodation for their growing business.
Regional Tourism Marketing The Cradle Coast Authority was reappointed as project manager for the North West Coast and Western Wilderness Tourism Zone Marketing Groups and managed promotional, administrative and planning tasks throughout 2010/11. More than 120,000 North West Coast and Western Wilderness visitor guides were distributed to tourist information service providers around the state and country as part of an annual update of the reference booklets in February. The guides feature 74 tourism businesses based on the North West coast and King Island and 46 businesses in the West covering accommodation, tours, sights and eateries. The guides are distributed via visitor information centres, accommodation providers, taxi and coach lines, car hire companies, interstate consumer travel shows, select interstate travel agencies and onboard Spirit of Tasmania I and II. The guides can also be downloaded from Tasmanian and local tourism websites. In May, a cooperative marketing prospectus for the 2011/12 holiday guides was developed and released by the Cradle Coast Authority’s Tourism Marketing Coordinator. For the past two years the Cradle Coast
Authority tourism team on behalf of the region’s Zone Marketing Groups has been compiling promotional opportunities for operators that individually would be cost prohibitive to secure. At industry information sessions held throughout the region in mid May, operators had the chance to hear details of the packages and ask questions of the Zone Marketing Groups, Cradle Coast Authority tourism staff and Tourism Tasmania Zone Marketing management team. This year also saw the redesign and relaunch of the two Zones’ consumer websites – www.tasmaniasnorthwest. com.au and www.tasmaniaswesternwilderness.com.au. Links from the sites allow readers to connect directly with local tourism operators to see details and to make bookings.
Mount Roland: developing a destination A project examining tourism opportunities and community sentiment regarding the Mount Roland precinct was initiated this year. The study defined a tourism vision for the area, proposed priorities for development and outlined a process for implementing recommendations that take into account the economic, social and environmental benefits that the iconic mountain delivers to both residents and visitors. Proposals included creating a hub of adventure tourism activities; growing recreational camping visitor nights; establishing a mountain biking and family cycling park; developing new walking tracks; increasing the number of look-outs and scenic viewing points; establishing Aboriginal culture tours and a history, culture and nature interpretation centre. An eighth proposal recommended developing a process through which the Mount Roland cable car concept could be fully assessed. Prepared by the University of Tasmania Institute for Regional Development, the report’s recommendations were derived from a two-month community and industry consultation involving surveys and interviews plus research into tourism market trends and existing assets. By the end of June 2011, the report was ready for Kentish Council consideration and put forward for community review. The Mount Roland study was initiated and sponsored by a steering committee involving Kentish Council, Cradle Coast Authority, Tourism Tasmania, Cradle Coast Natural Resource Management and the Parks and Wildlife Service.
Cradle Coast Authority Annual Report 2010–2011
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HE ALTH Y C O M M U N ITIE S GOAL: Healthy communities that are attractive places to live, where people value their wellbeing above all else.
Key activities undertaken in 2010/11 include: Improving patient outcomes with new technology The Cradle Coast Authority is a partner in a consortium funded by the Federal Government to establish an Electronic Health Information Exchange trial in the Cradle Coast region. The consortium involves the University of Tasmania Rural Clinical School, General Practice North West, North West Area Health Service and the Cradle Coast Authority. During 2010/11, the project began implementing a community of practice in which electronic patient health records are shared across healthcare organisations in North West Tasmania, providing secure access to accurate, relevant information at the point of care. Two key components of the project are an electronic referral to specialist services within the North West Area Health Service as well as an electronic request for diagnostic imaging. To ensure long term success, eHealth learning modules are being integrated into doctor training at the Rural Clinical School. As a complementary project, the group also applied for and received funding under the Government’s Personally Controlled Electronic Health Records program.
culminated in the Smashed Film Festival which screened 13 student films at the Burnie and Devonport cinemas. The films also screened at all participating schools and were followed by forum discussions with students and community members including the Authority’s Council Representatives on issues related to alcohol misuse. The Authority assisted with Big hART’s funding application; was a project partner connecting the team to business and government contacts and resources; and also helped with judging film entries from the region’s secondary school students. An underlying component of the Authority’s support has been promoting Liquor Accord models to member councils, hospitality businesses and youth-focussed community groups across the region, with the intention of fostering region-wide uptake. The Smashed project was implemented through funding from the Australian Government under the National Binge Drinking Strategy and the Alcohol Education and Rehabilitation Foundation.
A plan to guide the North West Coastal Pathway A master plan was completed this year for a 110 kilometre shared walking and cycling path connecting the five municipal areas between Latrobe and Wynyard. The North West Coastal Pathway Master Plan and accompanying design tool kit were developed to inform each council’s construction funding applications and local pathway planning. The suggested North West Coastal Pathway route takes advantage of existing paths and was selected to utilise current road reserves and rail corridors, avoid private land, maximise the distance from cars and active rail lines, highlight natural locations and views, avoid places of environmental significance, encourage commuting activity and ensure user safety.
Working together to combat binge drinking
The toolkit consolidates pathway experiences and knowledge from the five councils and identifies best practices from around Australia. Both the master plan and toolkit were developed through the Cradle Coast Authority with a steering committee comprised of representatives from Safer Roads for Cycling Tasmania, Sport and Recreation Tasmania, Department of Health and Human Services, Department of Infrastructure Energy and Resources Tasmania and local councils.
The 2010/11 year saw the Cradle Coast Authority continue its support for Big hART’s youth projects with particular emphasis on the Smashed project to tackle binge drinking.
Funding for the plan was provided by the State Government’s Trails and Bikeways Program with contributions from Latrobe, Devonport City, Central Coast, Burnie City and Waratah-Wynyard Councils.
Smashed challenged Year 9, 10 and 11 students on the North West coast to address the issue of binge drinking through the creative medium of filmmaking. The project
Copies of the North West Coastal Pathway master plan and tool kit can be obtained from: www.cradlecoast. com/north_west_coastal_pathway.html
The Cradle Coast Connected Care (4C) program is targeting aged and palliative care patients and their families, palliative care medical specialists and clinical nurse consultants as a test case for shared electronic health records in the sector.
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Cradle Coast Authority Annual Report 2010–2011
Photograph by Jenny Archer
Healthy Communities Initiative – local solutions The Cradle Coast region, via the Cradle Coast Authority, was one of 12 local government areas selected nationally (the only one in Tasmania) to pilot the Australian Government’s Healthy Communities Initiative. Funded by the Australian Government Department of Health and Ageing through the Council of Australian Governments (COAG), the initiative aims to maximise participation in healthy lifestyle programs, targeting adults not in the paid workforce. To facilitate the region’s participation, Bev Hayhurst was employed at the Cradle Coast Authority as Healthy Communities Coordinator. Working closely with the nine councils’ Community Development Officers, the initiative was able to increase opportunities for, and participation in, physical activity. It connected local council resources and infrastructure with service provider skills to custom-develop programs to suit residents’ needs. Partnerships were formed with national, state and local health service providers including personal trainers, Heart Foundation walking program staff, and Lift for Life program staff to help stimulate ideas. Through the team’s dedicated efforts, a total of 24 Healthy Communities programs were launched within a 9 month period reaching more than 1500 people across all of the region’s councils.
Programs covered inter-related topics such as nutrition awareness, cooking skills, time management and planned exercise and utilised local facilities such as men’s sheds, community gardens, walking paths, sports grounds and swimming pools. The Burnie Challenge, Swim the West Coast, King Island Growing Old Living Dangerously!, Waratah Moves and Kentish Cook for Life are some of the many local activities implemented via this initiative. The Cradle Coast Healthy Communities Initiative has built capacity in local councils and communities so that programs have more chance of inspiring generational change. Outcomes have included funding for Certificate training of local residents so that they can offer health and wellbeing services where none previously existed. Six councils also supported local providers to undertake nationally accredited courses - Lift for Life, BEAT IT, Heart Moves, Cycle Education and Certificated Fitness leaders training. Workshops were held quarterly by the Healthy Communities Coordinator to share implementation tips among council staff and health service providers. The nine councils were also supported with planning and evaluation templates, communication materials and copies of state and national campaign materials. At the end of the 12 month pilot, an application was successfully submitted to the Australian Government to extend the duration of the program to 2013.
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HE ALTH Y C O M M U N ITIE S
c o nt inu ed
Healthy Communities Initiative – Job Services Australia providers
Healthy Communities Initiative – council toolkit and capacity building
A component of the Healthy Communities Initiative successfully trialed this year was a partnership with Job Services Australia. The partnership helped connect unemployed adults at risk of chronic disease with health programs in their local area. The programs were designed to take a holistic approach to health improvement including healthy cooking on a budget, physical activity, time management, personal grooming, self-esteem and health literacy. In this way, the program not only boosted the participants’ health outcomes but also assisted in their job readiness.
A significant outcome of the Healthy Communities Initiative in its first year was the drafting of a local government toolkit: Healthy Communities – A local government toolkit for building healthier Tasmanian communities. The toolkit presents useful ideas, practical information, case studies, resources and research about the impact of the built and social environment on health. The ideas in the toolkit can inspire councils, enable best practice sharing and streamline the delivery of customised health programs.
Piloted in Circular Head, the program included sessions delivered by professionals from Work and Training Ltd, Circular Head Council and a variety of health, nutrition and exercise experts. Each Tuesday and Thursday during the ten week program, participants met at different locations around Smithton for sessions combining 90 minutes of information sharing and 30 minutes of exercise activities. One session on Healthy Eating included a ‘hands on’ healthy cooking lesson conducted by Chef Ben Burgess who was part of the team of Chefs that catered in the Athletes Village at the Sydney 2000 Olympic Games. A healthy eating habits checklist and nutritional information was also shared to introduce recommended food group serving sizes. Attending the twice weekly program enabled participants to develop a routine which further helped in the transition to job readiness. Participants reported feeling less isolated as a result of attending the course and developed friendships with other participants.
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Once the toolkit is finalised, the region’s councils can use the contents to improve planning and delivery of healthy spaces, places and programs. Improving healthy eating and physical activity rates are central to the Healthy Communities toolkit. Case studies, initiatives and resources in the toolkit were selected based on learnings from the pilot participation, plus successful programs from around Australia, and assessed on their potential application within the Cradle Coast region. This resource package is divided into eight sections that are practical and reflect the way councils plan and implement corporate policy. The sections include Community Plans, Community Mapping, Corporate Plan Tools, Community Partnerships, Operational Plan Tools, Planning Scheme Tools, Local Law Tools and Policy Matters, and Funding and Award Opportunities. At the end of the financial year period, the toolkit was in draft format ready for focus group testing with council audiences.
Cradle Coast Authority Annual Report 2010–2011
Improving healthy eating and physical activity rates are central to the Healthy Communities toolkit.
Photograph by Jenny Archer
Cradle Coast Authority Annual Report 2010–2011
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LON G TE R M THIN KIN G GOAL: Long term thinking that helps us protect our natural resources, respond to change and prepare for the future.
Key activities undertaken in 2010/11 include: Regional Land Use Planning Framework This year the region’s first Regional Land Use Planning Framework was drafted, covering all nine municipal areas of the Cradle Coast region. The framework was part of statewide reforms to simplify Tasmania’s planning schemes and will replace the nine separate land use strategies in planning schemes across the region. The document has been developed in partnership with the region’s nine councils, the State Government and the Cradle Coast Authority. Under the Land Use Planning and Approvals Act 1993, the document is a prerequisite to councils updating their planning schemes and provides a common reference. The Regional Land Use Planning Framework is one component of the Regional Planning Initiative led by a committee chaired by Mayor of King Island, Charles Arnold. Planners from each council worked collaboratively under the guidance of project manager, Patrick Earle, to compile the framework. The draft framework was released for comment for a period between December 2010 and February 2011. In addition to widespread promotion of the consultation period in regional media and on council websites, two public forums were held at the request of Circular Head and Waratah-Wynyard Councils. The consultation process generated 65 public submissions which were reviewed and incorporated into the final draft document. In accordance with its function described in the Memorandum of Understanding, the Steering Committee submitted the final draft Cradle Coast Regional Land Use Planning Framework 2010 – 2030 to the Minister for Planning for consideration in May 2011.
A regional voice for the State Economic Development Plan 2010/11 saw Tasmania’s Department of Economic Development, Tourism and the Arts commence work on an Economic Development Plan for the State. The Authority was involved in the process and convened several meetings of local council economic development officers and other regional stakeholders to minimise duplication and ensure maximum input to the plan’s creation. In early December, a discussion paper on the Economic Development Plan was released for public comment and later that month Authority staff attended a briefing by the Department’s Executive Director Strategy and Innovation to hear of the strategy’s progress. Following the briefing, the members of the local stakeholder group flagged the need for a regional response and a workshop was held in early January to discuss regional issues and prepare a submission. The submission emphasised the role of local government in economic development and encouraged a whole of government approach to any of the plan’s strategies. The submission also highlighted the need to support industry sectors across the entire region rather than particular businesses or parts of industry in traditional locations. Providing a coordinated approach to land-use, water, energy and infrastructure planning was also strongly encouraged in the submission. Submissions from around the State were received and work on the Economic Development Plan will continue in 2011/12.
Trialling the collection of residential organic waste In 2010/11, the Cradle Coast Waste Management Group was active in promotions and new projects to improve recycling rates in the region. One initiative in the Group’s annual plan was a six-month trial of kerbside organic waste collection which commenced in May with select councils including Latrobe. After an assessment of alternative proposals and business cases, the group recommended issuing trial participants with 240 litre bins which would be collected weekly. This scenario aims to reduce landfill waste by 25% and prevent 152,765 tonnes of carbon dioxide from entering the atmosphere, thereby reducing local government liabilities under a carbon pricing scheme. The Latrobe Council chose the area of Port Sorell for a weekly collection involving 250 households. The collected material is being delivered to the Dulverton Organics Recycling Facility.
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Cradle Coast Authority Annual Report 2010–2011
Rural Living Round-Up – Photograph by Alice Ryder
The trial was ongoing at the end of the financial year. The final product from the organic composting will be sold for use in nurseries, landscaping, orchards and vineyards and as a result of the trial, the region will have a better understanding of residents’ attitudes to household organic recycling in the future.
Guiding the management of our land, waterways and coasts This year, a five-year Natural Resource Management strategy was released on behalf of the region by the Cradle Coast NRM Committee. Developed in consultation with community, industry and government over a nine month period and funded by the Tasmanian Government, the Strategy provides residents and land managers with a guide to the sustainable management of the region’s land, waterways and coasts. The Committee’s approach to the Strategy’s development recognised that natural resources deliver a wide range of economic, social and environmental benefits to the region – an approach that reflects the diverse interests, community groups and industries represented by the NRM Committee membership. As part of the Strategy’s development, its draft contents were presented to community groups, industry and residents at public forums held in Burnie and Devonport. Consultation meetings were also held with government representatives, Aboriginal community members and other organisations working to care for the region’s natural resources. Feedback from the sessions and an online submission process were integrated into the final document which is now available for download from www.cradlecoastnrm.com
Natural Connections Grants focus on biodiversity Grants totalling $292,298 were awarded this year to 26 land managers and two community groups as part of the Cradle Coast Natural Connections Grants Program. The program was administered by Cradle Coast NRM targeting landholder and community projects that protect threatened species and their habitats. Individual grants up to $25,000 were provided for on-ground works that targeted protection for the Orange Bellied Parrot, Giant Freshwater Lobster, King Island Scrubtit and Tasmanian Devil and habitats including lowland grasslands, swamp forests and wetlands. As a result of the grants program, 50 kilometres of fencing was installed to protect riverbanks, remnant vegetation and vegetation corridors throughout the region, 146 hectares of weed control works were completed, 11,500 seedlings were planted and 774 hectares of land were included in protective works. The Natural Connections Grants included excellent examples of the community working together. In one project, eight land holders joined forces with Greening Australia to create two kilometres of continuous protective river works across their properties in Gunns Plains, to assist with conserving Giant Freshwater Lobster habitat, reduce erosion and assist with downstream water quality. The Natural Connections Grants Program was based on the concept of ecosystem services, recognising that all elements of the environment are connected and that they interact to deliver benefits to people living in and visiting the region.
Cradle Coast Authority Annual Report 2010–2011
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The region’s efforts in weed management were strengthened this year with the completion of the 2010 – 2015 Cradle Coast Weed Management Strategy.
Photograph by Alice Ryder
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Cradle Coast Authority Annual Report 2010–2011
LON G TE R M THIN KIN G
c o nt inu ed
Regional weed management plans in practice The region’s efforts in weed management were strengthened this year with the completion of the 2010 – 2015 Cradle Coast Weed Management Strategy. Updated from a document first completed in 2005, the Regional Weeds Advisory Group undertook the review to incorporate both coastal and inland areas, community members and all levels of government. The Strategy outlines goals and activities to prevent new weed infestations, ensure early control of weed incursions, reduce the impact of existing weeds, engage people in weed management activities, monitor progress and ensure compliance with the Weed Management Act 1999 and other relevant legislation. A program based on the Strategy’s principle of regional cooperation was launched to create, train and implement a cross-Council weed mapping and monitoring system. Cradle Coast NRM commissioned handheld devices with GPS technology to allow in-field recording of weed species and their distribution. Data can be uploaded into a State database to track progress and coordinate works across council boundaries. Weeds and Environmental Officers from six councils participated in the training program which was jointly devised by Cradle Coast NRM’s Biodiversity Coordinator and Information Manager.
Small acreage landholders play a big part in natural resource management Bush blockers, hobby farmers, lifestylers, smallholders, green-changers – there are almost as many names as there are numbers of small acreage landholders in the Cradle Coast region. Although they have small parcels of land, the fact that 55% of North West Tasmanian landholders surveyed by Cradle Coast NRM identified themselves as lifestyle or hobby farmers means that together they can have a big influence on the health of our region’s landscapes and natural assets. To cater for this significant segment of the community, this year Cradle Coast NRM produced an A-Z directory of all things relevant to rural landholders. Titled the Rural Living Guide, it covered topics from animal welfare to waste management and everything in between. The Guide was distributed via the region’s council offices and selected real estate agents. Bringing the guide to life was the objective of the Rural Living Round-up; a field day specifically for small acreage landholders held at the Burnie Polytechnic Farm School at the end of May. Almost 500 participants heard presentations, took part in demonstrations and had their land-management questions answered by experts from a variety of government, community group and commercial organisations.
After 18 months of implementation works, Cradle Coast NRM’s Coastal Weed Strategy was wrapped up this year with its legacy living on in the region. The $72,000 project built on previous weed control investments and focused on invasive coastal weeds such as African Boxthorn, Blackberry, Boneseed, Bridal Creeper, Cape Ivy, Gorse, Pampas Grass, Pyp Grass, Rice Grass and Sea Spurge. The strategy implementation delivered weed control over 150 hectares and across 40 sites throughout the region’s coastal zone. The project relied upon a coordinated effort between all of the region’s coastal councils plus the Aboriginal Lands Council of Tasmania, Six Rivers Aboriginal Corporation, Tasmanian Parks and Wildlife Service and Crown Land Services. On-ground works were assisted by more than 30 community group land management activities involving more than 500 people. In addition to weed removal there were native plant and weed identification workshops, tree planting, mapping training, and plant pressing to establish a herbarium. Actions from the Coastal Weed Strategy have been integrated into the new Cradle Coast Weed Management Strategy which is available for download from www.cradlecoastnrm.com
Cradle Coast Authority Annual Report 2010–2011
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C O N FID E N T A N D C R E AT I VE P EO P L E GOAL: Confident and creative people with visible role models and unlimited access to information, knowledge and learning.
Key activities undertaken in 2010/11 include: Regional Tourism Forum shares industry best practices The fifth Cradle Coast Regional Tourism Forum was held in July at the Civic Centre in Ulverstone and attracted 120 delegates including tourism operators, industry service providers, tourism and hospitality students and all levels of government. The full-day program featured expert speakers and interactive trade displays and provided an opportunity for local tourism operators and other industry professionals to share experiences and learn from the industry’s best. The 2010 Forum theme was The Art of Partnerships and explored the benefits of collaboration, market understanding and co-operative marketing programs in the tourism industry and their application in the Cradle Coast region. The busy program also included more informal networking sessions with a Forum dinner and event-opening cocktail party. Special guest speakers included Hon Martin Ferguson MP, Federal Minister for Tourism; Felicia Mariani, then CEO of Tourism Tasmania; Roger Grant, Executive Director of Geelong Otway Tourism; and keynote motivational speaker Catherine DeVrye, author of Good Service is Good Business – 7 Strategies for Success.
the CEO of Tourism Tasmania, Tony Mayell; Chairman of the Tourism Industry Council of Tasmania, Simon Currant; and the Minister for Tourism, Scott Bacon. Each winner was presented with a framed award in recognition of their achievement and will be acknowledged in the region’s tourist visitor guides. Regional winners were also supported in their efforts to nominate for the State Tourism Awards which led to a doubling of entrant numbers from the Cradle Coast region over the previous year. An independent judging panel undertook site visits and reference checks to assess the 48 entries received. Entries were open to all tourism and associated businesses located within, or actively operating in, the Cradle Coast region during an application period that ran from mid April until the end of May. Two new categories were introduced to the Regional Tourism Awards this year - Wineries, Distilleries and Boutique Breweries (won by Hellyers Road Distillery) and Individual Contribution to Sustainable Tourism (won by Pam McDermott of Strahan). John Dabner, of Tall Timbers in Smithton, received the award for Outstanding Contribution by an Individual to the Tourism Industry.
NRM support for community groups and youth Another productive year has seen Cradle Coast NRM facilitators assisting the region’s 50 community groups and engaging with more than 550 community volunteers. In addition, young people in the Cradle Coast region are finding more ways to connect with natural resource education thanks to a concerted effort by the NRM team.
Although announced in July 2011, planning, entry assessments and majority funding for the Awards were undertaken in the 2010/11 financial year.
Cradle Coast NRM continued its support for the Devonport City Council and the Tasmanian Arboretum in this year’s hosting of Arbor Week celebrations. Six schools from across the North West visited the Arboretum during the celebrations bringing 480 students to the Eugenana park to learn about the role trees play in all aspects of our lives.
Seventeen winners were announced in the second Cradle Coast Regional Tourism Awards covering a range of accommodation, experiences, events and personal contributions to the tourism industry. The Awards were organised by the Cradle Coast Authority tourism team to recognise excellence in the region and encourage participation in state and national tourism competitions.
The school Coastcare Week Poster Competition launched in September with the theme Native Trees Help Biodiversity. Now in its fifth year, the competition attracted more than 120 entries from around the region examining the importance of rehabilitating coastal reserves; the benefits of biodiversity; and the relationships between coastal animals, birds, insects and plants.
The winners were revealed at a special dinner held in Burnie and attended by more than 160 industry representatives. Award winner and commendation presentations were made by special guests including
Over $31,800 in grants was awarded this year to 19 primary, secondary and farm schools as part of the Cradle Coast NRM small grants program. The successful schools used the grants for native tree and
Celebrating excellence in Regional Tourism
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Cradle Coast Authority Annual Report 2010–2011
vegetable garden planting, equipment purchase, farm excursions and a range of activities that increased student understanding and involvement in caring for the region’s natural resources. The Cradle Coast NRM Community Group Small Grants program for 2010/11 delivered 14 grants totalling $19,175 to the region’s Landcare, Coastcare and ‘Friends of’ groups for activities contributing to the maintenance or extension of community-based on-ground works. A new community group, Turners Beach Friends of the Dunes, were supported with a start-up grant of $500 to control weeds at the Turners Beach Coastal Reserve. Once established, the group was also successful in obtaining a Cradle Coast NRM community group small grant to create a management plan to prioritise their weed control works. Knowledge and technical advice was also shared via Cradle Coast NRM by directly delivering, or funding the delivery of, presentations on regional natural resource issues. The Circular Head Landcare Group Inc engaged Dr Richard Mount, Research Fellow at the University of Tasmania, to undertake both a student forum and a public forum in Smithton on the results of a study on sea level rise in Robbins Passage/ Boullanger Bay.
Coast NRM. The training helped growers identify pests and develop strategies that integrate a range of defences including the crop’s beneficial insects, surrounding environment and traditional chemical control methods. Integrated Pest Management is a control strategy in which a variety of biological, chemical and cultural control practices are combined to give long-term pest control. IPM aims to maximise the use of biological control which refers to the role that beneficial insects and mites play as natural pest predators. Learning to identify and encourage these species was an important part of the workshop training. The training was delivered by Serve-Ag with IPM Technologies’ Jessica Page and entomologist Paul Horne. The entire series comprised of four introduction workshops in July and October, follow-up practical workshops in October and November and a wrap-up field walk in February. Participants received a copy of the workshop notes, the book Integrated Pest Management for Crops and Pastures and a hand lens to keep an eye on the IPM practices put into place on their properties.
Supporting higher education in the region The Cradle Coast Authority has a strong history of supporting and working with the University of Tasmania Cradle Coast Campus and 2010/11 was no exception.
Field days and workshops share sustainable farming practices This year saw the return of Cradle Coast NRM’s popular Soil Essentials field day, with more than 60 farmers and agronomists attending the Forthside vegetable research facility to take part in a series of interactive workshops. Topics ranged from soil biology to controlled traffic farming and were applicable to cropping, grazing, dairy, forestry, orchard and vineyard land managers. Soil pits and displays around the Research Facility enabled interactive demonstrations and the chance for participants to ask questions of expert speakers. Soil health underpins the region’s agricultural production and its importance is reflected in the amount of information available to land managers. The Soil Essentials field day was hosted by Cradle Coast NRM to collate key information in a single event and provide an opportunity for participants to consider practical land management methods they can apply to their own properties.
Recognising that the campus is a valuable regional asset, the Authority dedicates staff resources to assist with both the university’s strategic direction and operational activities. The Authority’s Executive Chairman is a member of the Cradle Coast Campus’ North West Advisory Board and staff have helped with judging the Faculty of Science, Engineering and Technology’s Science Investigation Awards for students. Managers from the Authority have also made presentations to students or led classes on regional development and media management. The Authority dedicates an average of one day of staff time per week to the University of Tasmania Cradle Coast campus including promoting this regional asset to industry, community and prospective students. It’s a win-win commitment that helps the education services and also enables the Authority to identify connections between regional challenges and possible research and academic solutions.
Potato, onion, brassica and flower growers in the Cradle Coast region also learnt new ways to tackle old enemies through a series of Integrated Pest Management (IPM) workshops coordinated by Cradle
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C O MMITTE E S , A D V IS O RY G R O UP S , B O A R D S AN D O TH E R PA R TN E R S H I P S During 2010/11 members of the Cradle Coast Authority were active participants in, or hosts to, the following groups: Cradle Coast Waste Management Group Gerald Monson (Chair), Roger Jaensch, Shane Eberhardt, Michael Stretton, Mat Greskie, Matthew Atkins, Rowan Sharman, Karen Hampton (to Oct 2010), Luke Sayer (from Nov 2010), Mayor Kevin Hyland (observer to Dec 2010) and Deputy Mayor Tim Wilson (observer from Feb 2011). Local Government Regional Shared Services Working Group Mayor Darryl Quilliam, Ald Peter Hollister, Greg Winton, Ian McCallum, Roger Jaensch and Karen Hampton (to Oct 2010). North West Coastal Pathway Steering Committee Keith Price (Chair), Allan Johnson, Sandra Ayton, Keith Ryan, Greg Irwin, Matt Davis, Lee-Anne Mundy, Jen Evans, Roger Jaensch, Karen Hampton (to Oct 2010), Luke Sayer (from Nov 2010) and Amanda Wilson. Regional Natural Resource Management Committee Rick Rockliff (Chair), David Henderson (Deputy Chair to February 2011), Shane Broad (Deputy Chair from March 2011), Eva Finzel, Hank Horton, Sue Jennings, Geoff King, Brett Noble, William (Bill) Walker, Peter Tyson (from March 2011). Regional Planning Initiative Working Group Mayor Charles Arnold (Chair), Patrick Earle, Ian McCallum, Paul Arnold, Greg Alomes, Louise Wilson and Roger Jaensch. Tourism Professionals Steering Group (including the Cradle Coast Regional Visitor Information Centre Network) Ian Waller, Tanya Trost, Kylie Scolyer, Don Monk, Jenny Cox, Allison Burgess, Anne Marie Snell, Susanne Clear, Jason Clare, Vicki Saunders, Sharon Jewell, Sarah Chatwin, Naomi Miller, Stuart Jones, Terri Carr, Sue Parravicini (part year), Katrina Farley, Noelene Hedditch.
During 2010/11 the Cradle Coast Authority was operating within the following partnerships, joint ventures and/or memoranda of understanding: Cradle Coast Authority Joint Authority The Joint Authority created by the nine participating Councils of North West Tasmania under the Local Government Act to perform the roles and functions outlined in the Authority’s Rules.
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Tourism Tasmania Service Agreement The Service Agreement between Tourism Tasmania and the Cradle Coast Authority is designed to coordinate State and regional tourism development and provide resources for industry development and marketing roles performed by the Authority. The current Service Agreement was renewed for a three-year period starting 2008/09, subject to annual review enabling the Service Agreement to be aligned to the Tourism 21 Strategy. An interim agreement will be negotiated for the 2011/12 financial year as the implications of the Review of Regional Tourism are implemented. Zone Marketing Project Management Agreement The Authority entered into separate Memorandum of Understandings with the North West Coast and Western Wilderness Zone Marketing Groups to project manage tourism marketing initiatives on behalf of each group. This agreement is based on a fee for service and will be extended into the 2011/12 financial year as the implications of the Review of Regional Tourism are implemented. Regional Natural Resource Management (NRM) Committee The Cradle Coast NRM Committee is an independent Committee hosted by the Authority and recognised under the Tasmanian Natural Resources Management Act 2002. Committee members are appointed by a selection panel established through a public process for a term of up to three years. Regional Events Memorandum of Understanding The Authority has an agreement with Events Tasmania with respect to the Regional Events Assistance Program which requires both parties to contribute financially to a small events assistance initiative. Arts Tasmania Memorandum of Understanding The Cradle Coast Authority has retained its partnership with Arts Tasmania and Arts@work including the retention of an Arts Officer position for the Cradle Coast region. The Program Officer Joanna Gair took maternity leave during the year and has been replaced for the leave period by Josie Hurst who is working three days per week. Hydro Electric Corporation Memorandum of Understanding The Cradle Coast Authority has a Memorandum of Understanding with Hydro Electric Corporation to facilitate sharing of information and coordinate collaborative approaches in the management of projects in the Cradle Coast region.
Cradle Coast Authority Annual Report 2010–2011
North West Coastal Pathway Steering Committee – Photograph by Amanda Wilson
In 2010/11 the Cradle Coast Authority was also represented on the: • Australian Regional Tourism Network • Central Coast Education Committee • Food Connections Tasmania Steering Group • Regional Health Services Plan Steering Committee • Regional Open Space Planning Project • Regional Weed Management Advisory Group (via Cradle Coast NRM) • State Natural Resource Management Council • Tourism Industry Council of Tasmania • Tasmanian Visitor Information Network Reference Group • University of Tasmania North West Advisory Board • Youth Transitions Taskforce • Burnie High Newstart Steering Committee • Freer Farm Advisory Committee • North West Learning Coalition • Western Tasmanian Industry Infrastructure Study Steering Committee • North West Area Health Service Network Advisory Group.
Cradle Coast Authority Annual Report 2010–2011
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Photograph by Jenny Archer
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Cradle Coast Authority Annual Report 2010–2011
C O N TRIBUTIO N S TO CU R R EN T P R O J EC T S AN D CO R E O PE R A TIO NS , 2 0 1 0 - 2 0 1 1
State Government Federal Government Industry Local Government Core Operations
$
%
EXTERNAL CONTRIBUTIONS TO CURRENT PROJECTS, 2010-2011 State Government
1,243,171
24
Federal Government
2,567,510
50
Industry
218,475
4
Local Government
259,350
5
862,724
17
5,151,230
100
CORE OPERATIONS, 2010-2011 Participating Councils
TOTAL
Cradle Coast Authority Annual Report 2010–2011
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F I N A N CIA L R E PO R T The 2010/11 Audit Report and Financial Statements for The Authority are presented in the following pages. The statements represent the overall financial position of the Authority and are inclusive of Core Operations, Education and Training, Natural Resource Management (NRM), Tourism and Core Projects. The Authority’s income, expenses and deficit for the year are summarised in the table below:
$
%
INCOME Council Contributions
862,724
16
3,815,653
71
Other Income
516,853
10
Interest (re-invested into projects)
139,190
3
5,334,420
100
Expenses from Ordinary Activities
4,044,631
66
Employee Benefits
1,910,933
32
96,018
2
6,051,852
100
Government Grants
Total Income EXPENSES
Depreciation Total Expenses COMPREHENSIVE RESULT
The year’s deficit of $717,162 represents unspent grant funds as at 30 June 2010 that were spent in 2010/11. This is comprised predominantly of Caring for our Country (NRM) grant funding. This grant income was received in prior financial years however the projects were extended into 2011. After accounting for outstanding creditors and leave provisions, the Authority held net assets of $2,517,022 on 30 June 2011. The majority of net assets represent the accumulation of unexpended grant funds which have been carried over to 2011/12. For details of areas these funds are committed to, see note 13 of the Audited Financial Statements.
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Cradle Coast Authority Annual Report 2010–2011
(717,162)
C O RE O PE R A TIO N S Core Operations is the cost centre for the operational costs of the Authority itself. It is predominantly funded by Council Contributions and has Projects contributing to it for administration and financial support. During 2010/11, projects contributed $258,500 towards Core operational costs. In 2010/11, Core Operations received income of $1,149,944 which comprised:
$
%
INCOME Council Contributions
862,724
75
Project Contributions
258,500
22
28,720
3
1,149,944
100
Other Income Total Income
The income received contributed to Core Operations’ expenses of $1,086,884 which comprised: $
%
EXPENSES Expenses from Ordinary Activities
413,661
24
Employee Benefits
673,223
74
1,086,884
100
Total Expenses
Mark Summers Business Manager
Cradle Coast Authority Annual Report 2010–2011
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Cradle Coast Authority Annual Report 2010–2011
Cradle Coast Authority Annual Report 2010–2011
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C RA D LE C O A S T A U TH O R I T Y F I N A N CIA L S TA TE M E NT S For the Year Ended 30 June 2011
Photograph by Jenny Archer
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Cradle Coast Authority Annual Report 2010–2011
C O N T ENTS Statement of Comprehensive Income
40
Statement of Financial Position
41
Statement of Changes in Equity
42
Statement of Cash Flows
43
Notes to the Financial Statements
44
Directors’ Declaration
58
Directors’ Report
59
Cradle Coast Authority Annual Report 2010–2011
39
C RA D LE C O A S T A U THOR I T Y S T A TEMEN T O F C O M PR EH EN S I VE I N C O M E For the Year Ended 30 June 2011 This statement should be read in conjunction with the accompanying notes
Actual 2011
Budget 2011
Actual 2010
$
$
$
Note REVENUE Government grants
2
3,771,653
2,669,196
3,361,903
Council contributions
3
862,724
862,724
795,136
139,190
100,000
139,095
516,853
696,338
905,754
5,290,420
4,328,258
5,201,888
1,910,933
2,016,449
1,844,161
2,987,721
2,210,730
4,318,615
96,018
70,000
72,364
5
-
1,224
1,012,905
1,034,533
1,016,490
Total Expenses
6,007,582
5,331,712
7,252,854
Comprehensive Result
(717,162)
(1,003,454)
(2,050,966)
Interest received Other income
4
Total revenue
EXPENSES Employee expenses
5
Management and consultancy fees Depreciation
6
Net Loss on sales of fixed assets Other operating expenses
40
7
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y S T A TEMEN T O F F IN A N C I A L P O S I T I O N As at 30 June 2011 This statement should be read in conjunction with the accompanying notes
Note
2011
2010
$
$
ASSETS Current assets Cash
8
2,643,506
2,732,290
Trade and other receivables
9
195,947
561,086
2,839,453
3,293,376
171,340
225,258
171,340
225,258
3,010,793
3,518,634
Total current assets Non current assets Plant and equipment
10
Total non current assets TOTAL ASSETS
LIABILITIES Current liabilities Trade and other payables
11
352,025
150,902
Provisions
12
94,025
92,878
446,050
243,780
47,722
40,671
47,722
40,671
493,772
284,451
2,517,021
3,234,183
2,261,606
2,989,025
255,415
245,158
2,517,021
3,234,183
Total current liabilities Non current liabilities Provisions
12
Total non current liabilities TOTAL LIABILITIES NET ASSETS
EQUITY Reserves Accumulated (losses)/retained surpluses TOTAL EQUITY
13
Cradle Coast Authority Annual Report 2010–2011
41
C RA D LE C O A S T A U THOR I T Y S T A TEMEN T O F C HA N GES I N EQ UI T Y For the year ended 30 June 2011 This statement should be read in conjunction with the accompanying notes
Unexpended Grant Reserve
Retained Surpluses
Total
$
$
$
Note 2011 Balance at 1 July 2010
2,989,025
Net surplus/(deficit) Transfers to and from reserves
13
Balance at 30 June 2011
245,158
3,234,183
(717,162)
(717,162)
(727,419)
727,419
2,261,606
255,415
2,517,021
5,017,693
267,456
5,285,149
-
(2,050,966)
(2,050,966)
(2,028,668)
2,028,668
-
2,989,025
245,158
3,234,183
2010 Balance at 1 July 2009 Net surplus/(deficit) Transfers to and from reserves Balance at 30 June 2010
42
13
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y S T A TEMEN T O F C A S H FL O WS For the year ended 30 June 2011 This statement should be read in conjunction with the accompanying notes
Notes
2011
2010
$
$
Cash flows from operating activities Grant funding and other receipts
5,713,087
5,179,314
Payments to contractors and suppliers
(4,174,784)
(6,013,319)
Payments to employees
(1,818,305)
(1,803,970)
GST refunded/(remitted)
94,308
40,145
139,015
160,657
(46,679)
(2,437,173)
(42,160)
(154,216)
55
31,437
Net cash used in investing activities
(42,105)
(122,779)
Net increase/(decrease) in cash held
(88,784)
(2,559,952)
2,732,290
5,292,242
2,643,506
2,732,290
Interest received Net cash provided by/used in operating activities
14
Cash flows from investing activities Acquisition of plant and equipment Proceeds from sale of plant and equipment
Cash at beginning of financial year Cash at end of financial year
8
Cradle Coast Authority Annual Report 2010–2011
43
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 1 Significant Accounting Policies a) General information
d) Plant and Equipment
The financial report is a general purpose financial report that has been prepared in accordance with applicable Accounting Standards, the Local Government Act 1993 and other authoritative pronouncements of the Australian Accounting Standards Board (AASB).
Each class of plant and equipment is carried at cost, where applicable, any accumulated depreciation and impairment losses. The carrying amount of plant and equipment is reviewed annually by the Authority to ensure it is not in excess of the recoverable amounts of these assets. The recoverable amount of the assets is assessed on the basis of the expected net cash flows that will be received from the asset’s employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts.
Cradle Coast Authority is a Joint Authority established under Section 38 of the Local Government Act 1993 with participating Councils being Devonport City, Burnie City, Kentish, Latrobe, Central Coast, Waratah-Wynyard, Circular Head, West Coast and King Island Councils. Australian Accounting Standards include Australian equivalents to International Financial Reporting Standards (IFRS). Some IFRS contain requirements specific to not for profit entities that are inconsistent with International Financial Reporting Standards (IFRS) requirements.
Depreciation The depreciable amount of all plant and equipment are depreciated on a diminishing value basis over their useful lives commencing from the time the asset is held ready for use.
Judgements made by management in the application of AIFRS that have significant effects on the financial statements and estimates with a significant risk of material adjustments in the next year are disclosed, where applicable, in the relevant notes to the financial statements. The following is a summary of the material accounting policies adopted by the Authority in the preparation of the financial report. The accounting policies have been consistently applied, unless otherwise stated. b) Basis of Preparation The financial report has been prepared on an accrual basis and is based on historical cost 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. c) Comparative Figures When required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the current financial year.
The depreciation rates used for each class of assets are: Class of plant and equipment Motor vehicles Plant and equipment
Depreciation rate 22.5% 7.5% – 60%
e) Cash Cash include cash on hand, deposits held at call with banks, investments in money market instruments maturing within less than two months and net of bank overdrafts. f)
Employee Benefits Annual leave Annual leave entitlements are accrued on a pro rata basis in respect of services provided by employees up to balance date. Annual leave expected to be paid within 12 months is measured at nominal value based on the amount, including appropriate oncosts, expected to be paid when settled. Annual leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows. Long service leave Long service leave entitlements payable are assessed at balance date having regard to expected employee remuneration rates on settlement, employment related oncosts and other factors including accumulated years of
44
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 1 Significant Accounting Policies (continued) f)
Employee Benefits (continued)
j)
Lease payments for operating leases, where substantially all of the risks and benefits remain with the lessor, are charged as expenses in the periods in which they are incurred.
employment, on settlement, and experience of employee departure per year of service. Long service leave expected to be paid within 12 months is measured at nominal value based on the amount expected to be paid when settled. Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.
k) Financial Assets and Liabilities Trade and Other Receivables Debtors are required to settle their accounts within 30 days of the invoice being issued. The Authority does not have any concerns regarding the payment of outstanding debts.
Long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.
Trade and Other Payables Creditors are generally settled within the specified terms or 30 days, whichever is earlier. Net fair value The Authority considers the carrying amount of its financial assets and liabilities approximate their fair value.
g) Income Tax The Authority is exempt from all forms of Taxation except Fringe Benefits Tax, Payroll Tax, and Goods and Services Tax. h) Revenue Contributions from Councils and Government Authorities are recognised as revenue when received or when the Authority obtains control over the assets comprising the contributions, and are measured at their fair value at the date of transfer. Interest revenue is recognised on an accrual basis. Government grants are recognised at fair value where there is reasonable assurance that the grant will be received and all grant conditions will be met. A significant proportion relates to operation of Natural Resource Management (NRM).
Leases
l)
Impairment of Assets At each reporting date, the Authority reviews the carrying values of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the income statement. For non-cash generating assets of the authority, value is use is presented by the depreciated value of the asset approximated by its written down replacement cost.
All revenue is stated net of the amount of goods and services tax (GST). i)
Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST. Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.
Cradle Coast Authority Annual Report 2010–2011
45
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 1 Significant Accounting Policies (continued) m) Change in Accounting Policy In the current year, the Authority has adopted all of the new and revised Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) that are applicable to its operations and effective for the current financial year. The impact of these new and revised standards has not had a material impact on the reported amounts in the financial statements. The following Australian Accounting Standards have been issued or amended and are applicable to the Authority but not yet effective and have not been adopted in preparation of the financial statements at reporting date.
Standard / Interpretation
Summary
AASB 9 Financial Instruments AASB 2009-11 and AASB 2010-7: Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 & 1038 and Interpretations 10 & 12]
These Standards are applicable retrospectively and amend the classification and measurement of financial assets. The authority has not yet determined the potential impact on the financial statements. Specific changes include:
Applicable for annual reporting periods beginning or ending on
Impact on Cradle Coast Authority
Applicable for annual reporting periods commencing on or after 1 January 2013.
These changes are expected to provide some simplification in the accounting for and disclosure of financial instruments.
Applicable for annual reporting periods commencing on or after 1 January 2011.
These amendments are not expected to impact the Cradle Coast Authority.
• Simplifying the classifications of financial assets into those carried at amortised cost and those carried at fair value; • Removing the tainting rules associated with held-to-maturity assets; • Simplifying the requirements for embedded derivatives; • Removing the requirements to separate and fair value embedded derivatives for financial assets carried at amortised cost; • Allowing an irrevocable elect ion on initial recognition to present gains and losses on investments in equity instruments that are not held for trading in other comprehensive income. Dividends in respect of these investments that are a return on investment can be recognized in profit for loss and there is no impairment or recycling on disposal of the instrument; and • Reclassifying financial assets where there is a change in an entity’s business model as they are initially classified based on: a the objective of the entity’s business model for managing the financial assets; and b the characteristics of the contractual cash flows
AASB 2009-12: Amendments to Australian Accounting Standards [AASBs 5, 8, 108, 110, 112, 119, 133, 137, 139, 1023 & 1031 and Interpretations 2, 4, 16, 1039 & 1052]
46
This Standard makes a number of editorial amendments to a range of Australian Accounting standards and Interpretations, including amendments to reflect changes made to the text of International Financial Reporting Standards by the IASB. The standard also amends AASB 8 to require entities to exercise judgment in assessing whether a government and entities known to be under the control of that government are considered a single customer of the purpose of certain operating segment disclosures.
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 1 Significant Accounting Policies (continued) m) Change in Accounting Policy (continued)
Standard / Interpretation
Summary
Applicable for annual reporting periods beginning or ending on
Impact on Cradle Coast Authority
AASB 2009-14: Amendments to Australian Interpretation – Prepayments of a Minimum Funding Requirement [AASB Interpretation 14]
This Standard amends Interpretation 14 to address unintended consequences that can arise from the previous accounting requirements when an entity prepays future contributions into a defined benefit pension plan.
Applicable for annual reporting periods commencing on or after 1 January 2011.
These amendments are not expected to impact the Cradle Coast Authority
AASB 2010-2: Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements
Introduces reduced disclosure requirements for certain types of entities.
Applicable for annual reporting periods commencing on or after 1 January 2013.
This standard is not expected to have a financial impact.
AASB 2010-5: Amendments to Australian Accounting Standards [AASB 1, 3, 4, 5, 101, 107, 112, 118, 119, 121, 132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042] (October 2010).
This Standard introduces a number of terminology changes as well as minor presentation changes to the Notes to the Financial Report. There is no financial impact resulting from the application of this revised Standard.
Applicable for annual reporting periods commencing on or after 1 January 2011.
These amendments are not expected to impact the Cradle Coast Authority.
AASB 2010-6: Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets [AASB 1 & AASB 7].
This Standard makes amendments to Australian Accounting Standards, introducing additional presentation and disclosure requirements for Financial Assets.
Applicable for annual reporting periods commencing on or after 1 July 2011.
These amendments are not expected to impact the Cradle Coast Authority.
AASB 1053: Application of Tiers of Australian Accounting Standards
This Standard establishes a differential financial reporting framework consisting of two tiers of reporting requirements for preparing general purpose financial statements. This Standard is not expected to impact the Cradle Coast Authority. However, it may affect disclosures if reduced disclosure requirements apply.
Applicable for annual reporting periods commencing on or after 1 January 2013.
These amendments are not expected to impact the Cradle Coast Authority.
AASB 1054: Australian Additional Disclosures
This Standard sets out the specific disclosures for entities that have adopted Australian Accounting Standards that are additional to the requirements under International Reporting Standards, including disclosures relating to the nature of the financial report, audit fees and the reconciliation of net operating cash flows to net result.
Applicable for annual reporting periods commencing on or after 1 January 2011.
This Standard is not expected to have a financial impact.
n) Budget The estimated revenue and expense amounts in the Statement of Comprehensive Income represent revised budget amounts and are not audited.
Cradle Coast Authority Annual Report 2010–2011
47
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 2 Government Grants
Department of Primary Industries and Water
2011
2010
$
$
2,324,000
2,439,110
4,000
-
50,000
-
184,000
150,904
Department of Economic Development, Tourism & Arts
-
29,700
AusIndustry
-
25,000
Department of Resources, Energy and Tourism
216,125
172,900
Department of Justice
155,000
135,000
Department of Health and Ageing
275,130
151,136
NRM South
7,080
15,000
NRM North
7,146
-
-
*(75,009)
585,172
318,162
8,000
-
Department of Environment, Water, Heritage & Arts Natural heritage trust funds Department of Agriculture, Fisheries & Forestry
Skills Tasmania Tourism Tasmania Other funding Grant revenue invoiced in prior year but subsequently not receivable
(44,000) 3,771,653
3,361,903
Burnie City
152,961
140,978
Central Coast
169,870
156,562
Circular Head
64,877
59,794
195,752
180,416
Kentish
44,775
41,268
King Island
13,890
12,802
Latrobe
66,257
61,066
109,825
101,221
44,517
41,029
862,724
795,136
* represents amount of unspent grant funds refunded to grantor
3 Council Contributions
Devonport City
Waratah-Wynyard West Coast
48
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 4 Other Income
Council Contributions – Regional Waste management levy
2011
2010
$
$
160,813
121,860
Council contributions – NW Coastal pathway project
-
18,000
NRM Fuel Reimbursement
-
948
255,589
343,289
82,905
248,912
-
280
17,546
56,000
Department of Education, Employment and Workplace Relations
-
108,747
Department of Education
-
1,868
Green Loans
-
5,850
516,853
905,754
1,690,450
1,512,789
Workers Compensation
7,852
7,,695
Annual leave and long service leave
8,198
40,179
149,675
135,771
47,451
48,157
7,307
99,570
1,910,933
1,844,161
96,018
65,436
-
6,928
96,018
72.364
Tourism Industry Contributions Other Contributions Image Sales NRM Industry Contributions
5 Employee Expenses Wages and Salaries
Superannuation Payroll Tax Fringe Benefits Tax
6 Depreciation Plant and Equipment Motor Vehicles
Cradle Coast Authority Annual Report 2010–2011
49
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 7 Other Operating Expenses 2011
2010
$
$
29,800
22,451
188,015
277,266
Auditor's remuneration
9,510
12,230
Project Audit costs
4,050
2,570
Bank charges
3,857
2,869
Communications
48,450
49,002
Directors' fees
64,000
64,000
5,516
5,653
57,342
65,651
150
215
29,880
58,453
130,959
99,534
Motor vehicle expenses
28,228
20,221
Office costs
57,114
23,706
Printing and stationery
59,939
66,341
Recruitment and relocation costs
24,548
12,069
Rent
64,389
69,810
Sundry expenses
43,213
22,335
Telephone
27,504
35,696
136,441
106,418
1,012,905
1,016,490
2,643,206
2,731,990
300
300
2,643,506
2,732,290
167,322
504,407
Accrued Interest
17,249
17,074
GST Refundable
1,198
39,605
FBT Refundable
10,178
-
195,947
561,086
Accountancy Advertising
Insurance IT support expenses Legal costs Leasing charges Meeting and seminar expenses
Travel and Accommodation
8 Cash and cash equivalents Cash at bank Cash on hand
9 Trade and other receivables Debtors
50
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 10 Plant and Equipment 2011
2010
$
$
Plant and Equipment At Cost
556,051
516,482
(384,711)
(291,224)
171,340
225,258
225,258
137,305
Additions
42,160
154,216
Disposals
(60)
(827)
Depreciation expense
(96,018)
(65,436)
Balance as at end of year
171,340
225,258
Balance as at beginning of year
-
38,761
Additions
-
-
Disposals
-
(31,833)
Depreciation expense
-
(6,928)
Balance as at end of year
-
-
171,340
225,258
Trade creditors
207,390
61,139
Other payables
144,635
89,763
352,025
150,902
94,025
92,878
47,722
40,671
Less: Accumulated Depreciation
TOTAL Movements in Carrying Amounts Plant and Equipment Balance as at beginning of year
Motor Vehicles
TOTAL
11 Trade and Other Payables
12 Provisions Current Annual leave Non current Long service leave
Cradle Coast Authority Annual Report 2010–2011
51
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 13 Future Projects Reserve Grant funding received by Cradle Coast Authority is generally provided for the purpose of achieving specified outcomes. Cradle Coast Authority manage these outcomes through the appointment through a competitive tender process of service providers who are contracted by Cradle Coast Authority to deliver agreed services, and funds paid under those contracts are conditional upon successful completion of milestones and reporting targets. While funding received by Cradle Coast Authority is recognised as revenue when control of funds is obtained, the unspent portion of the funds is set aside as a reserve to indicate commitments for future and ongoing projects. Cradle Coast Authority anticipates that the conditions attached to all amounts of funding received but not yet spent will be satisfied in accordance with the funding requirements. Opening balance
Grants received
Expended
Closing balance
$
$
$
$
2011 Program NRM – Department of Primary Industries, Parks, Water and the Environment
761,928
1,843,000
(2,276,203)
328,725
-
50,000
-
50,000
NRM – others
691,655
629,030
(852,186)
468,499
Education
256,007
-
*12,881
268,888
Tourism
763,658
1,154,867
(1,099,827)
818,698
Core projects
515,777
594,542
(783,523)
326,796
2,989,025
4,271,439
(4,998,858)
2,261,606
-
1,843,000
(1,081,072)
761,928
3,392,445
687,005
(3,387,795)
691,655
Education
464,360
-
(208,353)
256,007
Tourism
657,858
545,762
(439,962)
763,658
Core projects
503,030
286,136
(273,389)
515,777
5,017,693
3,361,903
(5,390,571)
2,989,025
NRM – Natural Heritage Trust Funds
Total
* amount represents interest earned on grant funds received. 2010 Program NRM – Department of Primary Industries, Parks, Water and the Environment NRM – others
Total
52
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 14 Cash Flow Information 2011
2010
$
$
Reconciliation of cash flow from operations with net surplus Net surplus for the year
(717,162)
(2,050,966)
96,018
72,364
5
1,224
365,139
(348,460)
8,197
40,190
Increase/(Decrease) in trade and other payables
201,123
(151,525)
Net cash provided by operating activities
(46,680)
(2,437,173)
22,410
29,880
Later than one year but not later two years
-
22,410
Later than two years but not later five years
-
-
Later than five years
-
-
22,410
52,290
Non cash items included in surplus Depreciation of plant and equipment Net (gain)/loss on disposal of property plant and equipment Changes in assets and liabilities Decrease/(Increase) in trade and other receivables Increase/(Decrease) in employee benefits provisions
15 Lease Commitments Payables: Not later than one year
16 Related Parties The Directors of the Authority during the year were Mr Alf Mott, Mr John Howard (ceased August 2010), Mr Royce Fairbrother, Mrs Lynne Ferencz (ceased August 2010), Mr Bob Calvert, Mr Sam Samec (ceased August 2010), Mr John Packham, Mr Glynn Williams, Ms Maree Gleeson (commenced September 2010), Mr John Perkins (commenced September 2010) and Mr Rod Stendrup (commenced September 2010). The Directors all served for the full financial year unless otherwise stated. Where applicable, the Authority conducts business with all of the Directors on the same terms and conditions as those entered into with other individuals and organisations. During the financial year there were no financial transactions with Directors, apart from Directors fees as disclosed in note 7.
17 Superannuation During the financial year the Authority made contributions to superannuation funds totalling $149,676. (2010: $135,771).
Cradle Coast Authority Annual Report 2010–2011
53
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 18 Financial Instruments a) Risk Management Policies and Processes The Authority has overall responsibility for the establishment and oversight of the risk management framework. Risk management policies are established to identify and analyse the risks faced by the Authority, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and the association’s activities. The Authority has undertaken the following strategies to manage risks arising from financial instruments. The Authority has established an Audit Committee. The purpose of the committee is to report to the Authority and provide appropriate advice and recommendations to assist the Authority in the discharge of its corporate governance responsibilities. It also provides a liaison between the Authority and the external auditor. The Committee is responsible for reviewing and reporting to the Authority on: • The effectiveness of the system of internal control established by management to safeguard the operations, including fraud prevention, of the Authority. • Whether accounting procedures and policies are in accordance with statutory requirements including the Local Government Act 1993 and relevant Accounting Standards. • The accuracy, reliability and timeliness of financial information, including Monthly Reports, Quarterly Financial Reports and Annual Financial Statements, provided to the Authority and the Representatives. • The policies and procedures relating to contracts and tenders. b) Categories of Financial Assets
Cash and cash equivalents
2010
$
$
2,643,506
2,732,290
195,947
561,086
Financial liabilities measured at amortised cost
(352,025)
(150,902)
Net financial assets/(liabilities)
2,487,428
3,142,474
Loans and receivables
54
2011
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 18 Financial Instruments (continued) c) Credit Risk Credit Risk is the risk that the customer or counterparty to a financial instrument will fail to perform or fail to pay amounts due causing financial loss to the Authority and arises from cash and deposits with financial institutions and principally from credit exposures to customers relating to outstanding receivables. The majority of debtors are member councils and government programmes where instalments are received in accordance with payment schedules contained in the grant deeds and funding agreements. The grant deeds and funding agreements also contain clauses that should funds be required to be returned to the respective Government entity, the amount to be returned is net of legally committed contractual arrangement. To minimise the credit risk, each grant deed or funding agreement is assessed before entering into to ensure the Authority has adequate resources to perform the obligations under the deeds and agreements. Aged Debtors Analysis
Not Past Due
Gross 2011
Impairment 2011
Gross 2010
Impairment 2010
$
$
$
$
-
-
-
-
158,715
-
390,809
-
Past Due 31 – 60 Days
189
-
40,802
-
Past Due 61 – 90 Days
-
-
15,446
-
8,418
-
57,350
-
167,322
-
504,407
-
Past Due 0 – 30 Days
More than 90 days Total Trade d) Liquidity Risk
Liquidity risk is the risk that the Authority will not be able to meet its financial obligations as they fall due. The Authority’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Authority’s reputation. Typically the Authority ensures that it has sufficient cash on demand to meet expected operational expenses for a period of 60 days, including the servicing of financial obligations; this excludes the potential impact of extreme circumstances that cannot reasonably be predicted, such as natural disasters. In addition, the Authority has access to a line of credit with its banker to enable it to meet unexpected payments.
Cradle Coast Authority Annual Report 2010–2011
55
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 18 Financial Instruments (continued) d) Liquidity Risk (continued) The following table details the Authority’s remaining contractual maturity for its non derivative financial instruments. Contractual cash flows are based on the undiscounted total payment, including both principal and interest, on the earliest possible date on which the Authority may be required to pay. Maturity analysis of financial liabilities. 2011
2010
$
$
Trade & other payables Within one year
352,025
150,902
1 to 5 years
-
-
5 to 10 years
-
-
Over 10 years
-
-
352,025
150,902
e) Market Risk Market risk is the risk or uncertainty arising from possible market price movements and their impact on the future performance of a business. In terms of the interest rate risk, the Authority has no borrowings at reporting date but it does hold investments which are subject to interest rate fluctuation. The Authority does not consider that the risk has an adverse effect on the performance of the business because any interest received is additional income to the funds received under its grant deeds and funding arrangements. Only when the interest is received does it become available to invest further in the projects to which the grant deeds and funding agreements apply. The Authority does not have exposure to exchange rate risk as all contractual obligations are in Australian dollars. It is therefore considered that the risk does not affect the performance of the Authority. Sensitivity Analysis of the Authority’s Exposure to Possible Changes in Interest Rates The following sensitivity analysis is based on interest rate exposures in existence at the reporting date. The analysis assumes all other variables remain constant and was performed on the same basis for 2010. At 30 June 2011, if interest rates had moved, as illustrated in the table below, profit and equity would have been affected as follows: 2011
2010
$
$
26,435
27,323
(26,435)
(27,323)
26,435
27,323
(26,435)
(27,323)
Change in profit – Increase in interest rate by 1% – Decrease in interest rate by 1% Change in equity – Increase in interest rate by 1% – Decrease in interest rate by 1%
56
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y NOTES TO THE F IN A N C I A L S T A T EMEN T S For the year ended 30 June 2011 18 Financial Instruments (continued) f)
Financial Instruments Fair Value Aggregate net fair values and carrying amounts of financial assets and financial liabilities at balance date: 2011
2010
Carrying amount
Net Fair value
Carrying amount
Net Fair value
$
$
$
$
Financial Assets Cash and investments Trade and other receivables
2,643,506
2,643,506
2,732,290
2,732,290
195,947
195,947
561,086
561,806
2,839,453
2,839,453
3,293,376
5,504,868
352,025
352,025
150,902
150,902
352,025
352,025
150,902
150,902
Financial Liabilities Trade and other payables
19 Remuneration & Retirement Benefits Remuneration of Key Management Personnel (KMP) Remuneration received or receivable by all KMP of the Authority: – from the Authority or a related party in connection with the management of the Authority. KMP include Directors of the Authority and the Executive Chairman.
Salary Superannuation
2011
2010
$
$
214,184
187,278
27,272
32,855
241,456
220,133
20 Subsequent Events There have been no matters or circumstances that have arisen since the end of the financial year that have significantly affected, or may affect the Authority, its operations, results of operations or state of affairs in future financial years.
Cradle Coast Authority Annual Report 2010–2011
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C RA D LE C O A S T A U THOR I T Y DI R E CTOR S ’ D E C L A R AT I O N 30 June 2011 In the opinion of the Board the financial report as set out on pages 40 to 57: 1. Presents a true and fair view of the financial position of Cradle Coast Authority as at 30 June 2011 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 Standards Board. 2. At the date of this statement, there are reasonable grounds to believe that Cradle Coast Authority will be able to pay its debts as and when they fall due. This statement is made in accordance with a resolution of the Board and is signed for and on behalf of the Board by:
58
Alfred Mott
................................................................ . . . . . . . . . . . . . .
John Perkins
................................................................ ..................................... ..............
Dated
................................................................ ............................................................ . . . .. ...........
Cradle Coast Authority Annual Report 2010–2011
C RA D LE C O A S T A U THOR I T Y DI R E CTOR S ’ R E PO R T 30 June 2011 The directors present their report on the Authority for the financial year ended 30 June 2011. The names of the directors in office during the year were: Mr Alf Mott Mr John Howard (Ceased August 2010) Mr Royce Fairbrother Mrs Lynne Ferencz (Ceased August 2010) Mr Bob Calvert Mr Sam Samec (Ceased August 2010) Mr John Packham Mr Glynn Williams Ms Maree Gleeson (Commenced September 2010) Mr Rod Stendrup (Commenced September 2010) Mr John Perkins (Commenced September 2010) The Directors have been in office since the start of the financial year to the date of this report unless otherwise stated. Operating result The deficit of the Authority for the financial year amounted to $717,162. (2010: $ 2,050,966). Review of operations The core roles or functions by which the Authority fulfilled its purpose in 2010/11, supported by annual contributions from its member Councils, external grants and other income, included • Representation and advocacy of the region’s interests • Regional leadership and coordination • Strategic planning and research • Development and management of externally funded projects • Brokering and facilitation of other regional projects, funding and services • Building regional skills and capabilities • Development of strategic partnerships and service agreements with other levels of government • Other roles and functions as directed, or agreed to, by the Representatives The major regional issues or themes that the Authority addressed/pursued in 2010/11, through various combinations of its core roles and functions, included • • • • • • • •
Tourism Natural Resource Management (NRM) Health & wellbeing Education & workforce Industry development Transport Local Government Other issues identified by the Board or Councils, and agreed to by the Representatives
Significant Changes in State of Affairs No significant changes in the Authority’s state of affairs occurred during the financial year. Meetings of Directors 11 meetings of directors (including director committee meetings) were held during the year. The attendance by each director during the year was as follows: Directors’ Meeting Number eligible to attend
Number attended
Mr John Packham
11
11
Mr Glynn Williams
11
10
Mr Alf Mott
11
10
Mr John Howard
2
2
Mr Royce Fairbrother
11
9
Mrs Lynne Ferencz
2
2
Mr Bob Calvert
11
7
Mr Sam Samec
2
2
Ms Maree Gleeson
9
8
Mr Rod Stendrup
9
9
Mr John Perkins
9
8
2011
2010
$
$
64,000
64,000
Director Allowances and Remuneration
The Authority has not, during or since the financial year, in respect of any person who is or has been an officer or auditor of the Authority or a related body corporate: • indemnified or made any relevant agreement for indemnifying against a liability incurred as an officer, including costs and expenses in successfully defending legal proceedings; or • paid or agreed to pay a premium in respect of a contract insuring against a liability incurred as an officer for the costs or expenses to defend legal proceedings. The Authority has paid premiums to insure all the directors against liabilities for costs and expenses incurred by them in defending any legal proceedings arising out of their conduct while acting in the capacity of a director of the Authority, other than conduct involving a wilful breach of duty in relation to the Authority. The amount of the premium was $317 for each director. Signed in accordance with a resolution of the Members of the Board: Board Member:
. . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . .. . . . . ...................... . .....................
Board Member: . . . ... . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . ...................... Dated this . . . . . . . ... . . . ... . . . ... . . . ... . . . . . day of . . . . . . . ... . . . ... . . . ... . . . ... . . . ... . . . ... . . . ............. 2011
Cradle Coast Authority Annual Report 2010–2011
59
No tes
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Cradle Coast Authority Annual Report 2010–2011
Cradle Coast Authority would like to acknowledge the following photographers for their contribution to this publication: Jenny Archer, Alice Ryder, Raelee Turner, Amanda Wilson, Martin Finzel, Peter Bellingham, Brian Dullaghan, Rick Eaves, Mary Viney, Richard Eastwood, Gary Moore, Penny Modra, Hannah Sadler, Dennis Harding, Don Fuchs, Jason McNeill and Tourism Tasmania. Cover photograph by Jenny Archer. This report is printed on recycled paper. Proudly designed by Emma Duncan, Red Bird Design.
Cradle Coast Authority 30 Marine Terrace PO Box 338 Burnie TAS 7320 Ph: 03 6431 6285 Fax: 03 6431 7014 admin@cradlecoast.com www.cradlecoast.com
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