2023/24 Annual Plan Progress Report – Q1

Stronger Councils, Stronger Region

A message from the CEO

Quarterly Progress Reports are intended to let the reader know how we are progressing against the Annual Plan developed for and approved by Member Councils each year. Please note that there are a number of minor changes in this report; the changes are part of the transition process to the new Strategic Plan.

As a preferred service provider for the delivery of NRM services for the Australian Government, CCA’s Natural Resource Management business unit, Cradle Coast NRM, receives significant funding on a 5-yearly basis to deliver a suite of regional projects that align with national investment priorities. Our previous contract under the Regional Land Partnerships Program concluded in 2022-23, with 7 projects being successfully completed:

• Coastal Saltmarsh Recovery in Robbins Passage and Surrounds

• Creating a Hooded Plover Stronghold on Three Hummock Island

• Removing Rice Grass from the Rubicon Estuary

• Defining and mapping habitat requirements to support the survival of King Island Scrubtit and King Island Brown Thornbill

• Giant Freshwater Crayfish Recovery

• Protecting our Productive Soils

• Tasmanian NRM Soil Extension Program

In March 2023 we applied for the next round of 5-year funding through the Australian Government's Regional Delivery Partners Program and were recently announced as successfully maintaining our status as the preferred service provider for the delivery of NRM services in north-west Tasmania.

At the time of this report, we are awaiting confirmation of the details of funding and the nature of projects to be delivered over the next five years. The NRM team’s employment status has been maintained in transition and we have kept busy with a range of activities. This includes establishing the continuation of our soil extension and Three Hummock Island feral cat management projects, both with new funding sources and we continue to support community Landcare, Circular Head Tasmanian Devil roadkill mitigation activities and responsible cat ownership across the region. We are also producing a video to showcase the significant natural values of Robbins Passage-Boullanger Bay to support the possibility of future Ramsar nomination. Lastly, we are pursuing opportunities in natural capital accounting as a pathway for improved and consistent monitoring of NRM work and better alignment with corporate investment potential.

This quarter has seen the return of our Communications Officer, the employment of a Regional Development Manager and a reinvigoration of the Future Energy Hub; while their contribution is reflected in the report, it is anticipated that there will be increased engagement between these officers and Council in coming months.

CCA Management is currently developing the next Strategic Plan working with both the Board and the Representatives to set the future direction and next steps on a number of current initiatives. In response to a query at the last Representative Meeting, we will be finalising an advocacy plan prior to the end of the calendar year.

My report is just a small snapshot of the work of CCA; I encourage readers to visit our website or follow CCA on Facebook, Instagram and LinkedIn. A hard copy of CCA’s Annual Report has been sent to the State Government and will be mailed to each Council Mayor. Soft copies will also be circulated.

Happy reading and best wishes,

Sheree Vertigan AM BA MEd (MAICD) Chief Executive Officer

Stronger Councils, Stronger Region

VISION, PURPOSE AND PRINCIPLES

CCA’s Vision and Purpose are underpinned by our commitment to our fundamental Principles. These principles guide the way CCA conducts its business and how CCA delivers all its activities and services for the benefit of the region.

A Region that is prospering as a result of strong Councils working together, where ratepayers, industry and government see the benefits of investing in the CCA model. In short, “Stronger Councils, Stronger Region”.

To help Councils achieve regional outcomes and maintain strong local government, by working together.

AGILE COLLABORATIVE OPTIMISTIC LEAN GROWTH MINDSET

We adapt and refocus quickly and easily, in response to change.

We play to others’ strengths and listen with intent to understand and avoid duplication.

We see the best possible outcome and strive for it.

We use our resources wisely and keep things simple. If a longer meeting or document won’t add value, we’ll keep it short.

Stronger Councils, Stronger Region.

We experiment, reflect, and innovate –we constantly ask ourselves “how can we do this better”?

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Councils, Stronger Region

PURPOSE OF THIS DOCUMENT

This Annual Plan Progress Report is designed to keep stakeholders informed on our progress. It will be updated quarterly and published on our website. Quarterly progress will be reported against CCA’s four strategies, the following strategies have been drawn from the guidance of the CCA Representatives Letter of Expectation.

• Strategy 1 – Implement the Regional Futures Plan by working with Councils, Community and Others.

• Strategy 2 – Lead regional NRM, with Councils and others, to improve the environment.

• Strategy 3 – Activate the Letter of Expectation.

• Strategy 4 – Review of the organisational Strategic Plan.

Quantitative measure: Qualitative assessment:

More than or equal to 80% of milestones or requirements met Project is on track to meet deliverables or has met all deliverables

More than 50% and less than 80% milestones or requirements met Project has minor delays and/or challenges

Less than 50% milestones or requirements met Project is significantly delayed and/or has major challenges

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Strategy 1 – Implement the Regional Futures Plan by working with Councils, Community and Others.

1.1

Embed the ‘Regional Futures Plan’ as the overarching regional economic development framework for the region.

Promote the Regional Investment Framework to identify and secure support for Regionally Significant Projects.

• Employed a Regional Development Manager (RDM), who is working with all previously identified stakeholders to update progress.

• Reviewing and updating priorities identified within the RFP.

Focus on the development of regional partnerships and linkages to support Regional Development.

• The RDM along with the CCA CEO has met with all partners and is in the process of conducting meetings with all Member Council's executive teams.

• The RDM is in the process of reinstating the Regional Economic Development Officers of Councils' regular meetings.

1.2

Reactivate ‘Choose Cradle Coast’

Advocate for Tasmanian Government and Australian Government support for regional initiatives, priorities and innovations.

Undertake extensive research to support Member Councils and the community through an improved and updated Regional Land-use strategy.

• Identification of future funding streams to support the region.

• Feedback received from the State Planning Office (SPO) on the proposed changes to the Regional Land-use Strategy. This feedback from state departments and other state agencies suggests further changes are suggested and some proposed changes are not recommended. The updates have been submitted and are currently under consideration by the SPO.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Strategy 2 – Lead regional NRM, with Councils and others, to improve the environment.

2.1

Increase investment in the region and produce positive NRM outcomes through the implementation of a Regional NRM Strategy.

Develop a Regional NRM Investment Prospectus and key project implementation plan based on the 2030 Strategy.

• Exploring opportunities in Natural Capital Accounting (NCA) as a pathway for improved and consistent monitoring of NRM work and better alignment with corporate investment potential.

• Awaiting 5-year Natural Heritage Trust funding announcement to get an understanding of the projects to be delivered in the short term, and those that will require additional funding.

2.2

Continue to deliver funded NRM projects

Manage and deliver NRM projects including: Australian Government Programs: Creating a Hooded Plover Stronghold on Three Hummock Island

• This is a continuation of the Hooded Plover Stronghold project, with cat control activities funded to continue for another year.

• A targeted aerial and ground baiting operation was completed, using Curiosity baits in the shearwater colonies and on the tracks.

• The Felixers were serviced and data collected from some of the wildlife monitoring cameras. Cats are still being detected, but the Felixers did not target any cats in the last three months.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Strategic Intention

Annual Plan Action

Tasmanian Soil Extension Program

Activity this quarter

• Funding secured through the Tas Farm Innovation Hub to work in partnership with NRM North and NRM South to continue to deliver soil extension activities in 2023-24.

Status

NRM Aboriginal Traineeship Program

• Trainee, Fox Ransom, completed the unit requirements of his Conservation and Ecosystem Management Cert. IV and is awaiting final sign-off.

• Fox was also a finalist in the 2023 Tasmanian Training Awards for Aboriginal and Torres Strait Islander Student of the Year.

State Government Programs:

Community NRM Engagement Program

Implementing the Tasmanian Cat Management Plan (TCMP)

• Round 3 of the Community Capacity Small Grants is underway, with eight projects supported.

• Project Officer undertaking Project Management Course through Tas Community Fund.

• Discussions and planning underway for cat desexing program in 7 municipalities (partnership between Councils, CCA and National Desexing Network).

• King Island Cat Management Project Plan completed on the results of the King Island Cat Survey.

• Assisted RSPCA and Burnie City Council with trapping a cat colony in Upper Burnie.

Cradle Coast Authority 2023/24

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

The Tasmanian Weeds Action Fund (WAF)

• Discussions are underway with NRM North to continue support of this State Government initiative in partnership.

Cradle Coast Authority and Regional NRM Committee Programs:

Circular Head Roadkill Mitigation Project

• Data from another round of traffic counter monitoring was analysed by STDP and there has been a significant reduction in traffic speeds.

• Preparations are underway to organise a screening of Simon Plowright’s new film in Smithton.

• Results of NRE’s annual devil monitoring at Woolnorth have shown no reduction in devil population, and no DFTD in trapped devils.

• Resourcing has been an issue on this project as staff have had other priorities. As we come into the “roadkill season”, more time will be spent on facilitating working group activities.

Cradle Coast Authority 2023/24

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Strategy 3 – Activate the Letter of Expectation.

3.1

Implement the functions of CCA as described in the Letter of Expectation (LoE):

• Regional development

• Natural Resource Management

• Strategic Services

• Regional Advocacy

• Council Cooperation and dialogue

• Deliver governmentfunded projects

Ensure economic development work is informed and improved through the inclusion of an NRM perspective.

Advocate, promote and provide thought leadership in sustainable development practices and approaches across the region.

• The RDM is working closely with the NRM Business Manager and team in Agribusiness and the Natural Capital market.

• CCA hosted the fourth Urban Provocation titled "Every Town Has a Parking Problem," which was attended by 28 people, including executives from across our Member Councils.

• Planning in process for a Health Innovation forum, a joint venture with Senator Anne Urquhart and CCA.

Explore shared service opportunities in Environmental Planning e.g., climate change (review climate plans for coastal member councils), lead implementation of zero plastics and other initiatives as identified and agreed.

• The CEO is currently working with northern and southern Councils in the development of a climate response strategy and action plan.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Work with member council General Managers to assess other opportunities that will ‘facilitate’ the Shared Services Strategy and develop a detailed, costed implementation plan where applicable.

• Completed a study on housing in the West Coast region, on behalf of the West Coast Council to provide a robust, factual understanding of the current drivers, barriers and responses exhibited by the housing market in the region.

• Providing a Shared Audit Panel service to the West Coast Council; the Panel follows an annual work plan and is currently up to date with all the requirements.

• Undertaking a review of the CCA Shared Services strategy, with outcomes to be shared with the CCA Board in the next quarter.

3.2

Plan, coordinate, facilitate, and advocate on behalf of councils.

Monitor, evaluate and review the Advocacy Strategy in response to Local, State and Federal Government priorities.

• In progress (refer to pg. 37 of the CCA Annual Report).

3.3

Develop additional capacity to respond to council requests (e.g., Strategic Planning).

Continue to seek funds through budget submissions, advocacy strategy and grant submissions to build additional capacity i.e. grant writing and research.

• Completed or in the process of preparing several grant applications on behalf of CCA and Member Councils.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Constructing the Coastal Pathways

Continue to deliver funded Strategic Services projects.

Farm Vehicle Washdown and Effluent Dumping Facilities

• CCA’s involvement in the construction of this project is nearing completion.

• CCA is investigating alternative sources of funding to support Councils with the ‘add-ons’ to the Coastal Pathways.

• Stanley and King Island project site work progressing, with completion estimated for late 2023.

• Smithton site is a partnership between CCA, NRET and TasWater. TasWater is currently preparing Request for Tender documents.

• Minna Road (Burnie) is currently out for tender.

Cradle Coast Future Energy Hub

• The new Future Energy Facilitator planned operations of Future Energy Hub and sought guidance from CCA Reps, Board and REDC.

• Participated in Renewables, Climate and Future Industries Tasmania’s (ReCFIT)Climate Change Risk Assessment Workshop.

Steps towards Sustainability

• In the process of implementing four pause places along the coastal trail in Waratah-Wynyard Council as part of the Steps towards Sustainability Healthy Focus grant from the Tasmanian Department of Health.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

• Demand and Supply study is nearing completion, the consultants, Remplan, faced information access issues and limited quality data, causing timeline delay.

• The study on Planning Processes and Fees in the Region is almost finished. The study used qualitative data from members of the RPG and publicly available quantitative data. The survey discovered some practices that differed from most others. These outliers will be further investigated to establish and share innovative planning processes and practices in the region with other Councils for their consideration.

Develop partnerships to promote the Sustainable Construction and Development project

• CCA is working with a private landowner to develop a concept brief for a sustainable, multi-density housing development.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Strategy 4 – Review of the organisational Strategic Plan.

4.1

Develop an organisational model that reflects the future form and function of CCA.

Scope the proposed model developed by the Board for presentation to the Representatives in December 2023.

• In progress.

4.2

Build the workforce for the future: right people and right employment processes and practices.

Focus on building and sustaining a high-performing team.

• Improved organisational effectiveness and efficiency e.g., Cybersecurity audit, SharePoint refresh for staff.

• Supporting the NRM staff in the transition between tenders.

• Exploring potential organisational models.

4.3

Achieve financial sustainability. Monitor the Financial Management Plan to inform decision-making and ensure continued compliance through the review process.

• There is a surplus in Core Operations for the quarter.

• The finances are being monitored against the annual budget and Financial Management Strategy.

• CCA has been selected to participate in a Place-based Capital Network pilot project through Ethical Fields and Griffith University.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

4.4

Improve the way we measure and communicate the impact of our work.

Regular, transparent, and meaningful reporting to our owners and external stakeholders.

• Currently redeveloping the CCA website.

• Exploring different methods of communication including infographics and increasing digital communication.

• Evaluation of all documents to improve visual presentation.

PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Summary of Current Projects and Initiatives Funding Provider Duration

Regional Land Partnerships Core Services - The Core Services portion of the Regional Land Partnerships Program (RLP) is intended to enable the NRM groups to undertake NRM planning, project design, and Monitoring, Evaluation, Reporting and Improvement (MERI) activities. It also supports the community, including community groups, the Aboriginal community, and industry groups to participate in the delivery of RLP projects.

Soil Extension Program - Partnering with NRM North and NRM South, this project will deliver the Northwest component of the Statewide Soil Extension Program. Project activities will engage farmers from across Tasmania and aim to increase their capacity and knowledge about the management of productive soils. There is a focus on increasing soil testing and providing support for on-farm decision-making and management activities that improve soil health

Implementing the Tasmanian Cat Management Plan – This project supports the implementation of the Tasmanian Cat Management Plan (TCMP) through developing and implementing awareness and education programs to improve levels of responsible cat ownership across the region, assisting Member Councils in the development of policies linked to the TCMP including the development of by-laws and development and implementation of compliance programs for the Cat Management Act along with training programs for Member Council employees.

The Tasmanian Weeds Action Fund – The Tasmanian Weeds Action Fund (WAF) is a $5 million State Government initiative, funded for five years from 2018/19. The funds provided by the WAF were invested with farmers and other community organisations to tackle weeds impacting valuable agriculture and environmental assets. CCA has formed a partnership with NRM North and NRM South to implement stage two of the fund in the next three years, making it accessible throughout the state.

Australian Government TBC

Australian Government 2022 - 2024

Tasmanian Government 2022 - 2026

Tasmanian Government 2018 - 2023

Farm Vehicle Washdown and Effluent Dumping Facilities – This project will see the construction of modern washdown and effluent dumping facilities at Smithton, Burnie, Devonport and King Island for livestock transport and other vehicles.

All three tiers of government 2019 - 2023

Australian Government 2019 - 2024 Constructing the Coastal Pathway – Jointly funded by the State and Australian Government along with Latrobe, Devonport City and Central Coast Councils, the $14.4m Coastal Pathway extension project will see 21 km of additional pathway built between Latrobe and Sulphur Creek between 2019 and 2023.

Steps Towards Sustainability – Installation of at least four pause places around Waratah-Wynyard’s towns and villages. This project is funded through a ‘Healthy Focus’ grant from the Crown through the Department of Health.

Tasmanian Government 2023 - 2025

Stronger Councils, Stronger Region

Other Ongoing Initiatives

• Implementing the Regional Futures Plan (RFP) – The Regional Futures Plan provides a blueprint for a new way of doing regional economic development. Backed by industry, government, and the university sector, it aims to boost regional growth and foster a more resilient economy, lifting the living standards of residents in the region.

• Regional Investment Framework (RIF) – As part of the Regional Futures Plan, the Regional Investment Framework provides a systematic approach to identifying and securing support for regionally important projects. The Regional Economic Development Steering Group will maintain a list of regionally important projects, reviewed, and published quarterly. The list was released in early 2020 and is updated constantly. The purpose of the list is for our region to speak with one voice in support of projects that will drive positive economic change.

• Cradle Coast Future Energy Hub – A partnership between CCA and industry, established to showcase Cradle Coast’s future energy potential. The Hub will be a central place for industry participants to host community and industry engagement activities and a place for the community to learn about the range of renewable energy opportunities in our region.

• The Coasters – Hosted by CCA and sponsored by the University of Tasmania and CPA Australia, The Coasters was established in 2017 to ‘Connect. Inspire. Grow’. The network aims to connect like-minded aspirational young people who live and work on the Cradle Coast and wish to influence the region’s future. They share skills, knowledge, and experiences to raise aspirations and improve access to career development and mentoring opportunities.

• Local Government Association of Tasmania (LGAT) Partnership – Aimed at strengthening Local Government and reducing duplication, by sharing information more freely, CCA and LGAT will work together to deliver training, events, and other services to our Member Councils.

• University of Tasmania Partnership – The partnership with the University of Tasmania will see CCA support and/or host two PhD candidates and two Honours students working on projects aimed at supporting the implementation of the Regional Futures Plan.

• Enterprize in the Cradle Coast region – Enterprize supports founders of innovative, high-growth potential businesses by providing world-class education, mentoring, events and spaces across Tasmania. CCA supports the role of the Cradle Coast Startup Community Coordinator and the expansion of Enterprize in the Cradle Coast region.

• The Makers at Cradle Coast UTAS – The Makers site will come to showcase modern making in the region, hosting the Tasmanian Institute of Agriculture (TIA), Tech Solutions Hub, a Business Incubator and public demonstration space inside. CCA is working in partnership with UTAS to support this initiative.

2023/24 ANNUAL PLAN PROGRESS REPORT – Q1

Stronger Councils, Stronger Region

Projects of Regional Importance

There are currently eight regionally important projects that have been submitted and accepted by our Regional Economic Development Committee (REDC) under the Regional Investment Framework. More details on the regionally important projects are available here. In no particular order, the current project list includes:

• Marinus Link and Battery of The Nation – together these projects will create thousands of jobs and enable the delivery of low-cost, reliable and clean energy generation and storage providing benefits to the entire National Electricity Market – working to make the best use of Tasmania and Australia’s renewable energy resources. CCA supports the Australian Government and State Government in working with TasNetworks and Hydro Tasmania to progress these important projects.

• Whaleback Ridge Energy Park – a proposed large-scale wind farm, to be located south of the Tarkine which will be used to generate sustainable hydrogen.

• HIF Tasmania – a proposed eFuel plant to be constructed and operated in Surrey Hills on land located within an existing forestry plantation. The plant is expected to be capable of producing up to 100 million litres of carbon-neutral eFuel per year.

• Coastal Pathway extension – extensions and improvements to the Coastal Pathway, transforming it into an iconic tourism experience and increasing liveability.

• Don River Railway upgrades – a scenic railway from Devonport to Penguin and other Don River Railway upgrades, including a café and function centre. Building upon the existing Don River Railway tourism operation with the aim to capture overnight visitors by presenting a more diverse offering.

• Natural Resource Management Jobs – 200 new land conservation jobs delivered through a ‘fair share’ of a $4 billion land conservation stimulus package proposed by NRM Regions Australia. Up to $20 million allocated to our region would see people working on weed management, track work and other Natural Resource Management projects.

• Jobs Transport Independence Project – developing transport independence for individuals to strengthen local labour markets. WNW Working is currently the lead for this project.

• Table Cape Resort – an internationally recognised luxury resort built at Table Cape, providing over 100 ongoing jobs. Waratah-Wynyard Council is currently the lead for this project.

• Mobile Phone Towers – new mobile phone towers in the region, supporting business productivity, safety, and digital accessibility. CCA is currently investigating how we may provide support for digital literacy.

* The prioritised projects of regional importance are currently under review as some projects have been funded or partially funded.