Cradle Coast Authority Annual Report 2021 by Cradle Coast Authority

ANNUAL REPORT

20 21

ACKNOWLEDGEMENT OF COUNTRY We pay respect to and acknowledge the traditional owners of iutruwita (Tasmania), the Palawa/Pakana people. We acknowledge the North-West Nation, including eight clans, Tommeginer, Parperloihener, Pennemukeer, Pendowte, Peerapper, Manegin, Tarkinener and the Peternidic; the South-West Nation, including four clans, Mimegin, Lowreenne, Ninene and Needwonnee; and two clans of the North Nation, Noeteeler and Plairhekehillerplue, as the traditional owners of the lands within the Cradle Coast region. We recognise and celebrate the Tasmanian Aboriginal peoples’ survival and continued connection with the land, spanning more than 40,000 years. This is a very important part of our region’s story.

Image: Dr. Emma Lee, Research Fellow – Centre of Social Impact Swinburne University and Daryl Connelly.

Cradle Coast Authority Annual Report 2020 - 2021 Published by: Cradle Coast Authority. No part of the publication may be reproduced without the express prior permission of the publisher. A digital version of this report can be found on the publications and media releases page of our website. This report is produced to fulfil reporting obligations of Cradle Coast Authority in accordance with the CCA Rules and under the Tasmanian Natural Resource Management Act 2002. This report covers the period from 1 July 2020 to 30 June 2021. CRADLE COAST AUTHORITY ANNUAL REPORT 2021

CRADLE COAST AUTHORITY ANNUAL REPORT The Annual Report provides a comprehensive overview of Cradle Coast Authority’s (CCA’s) activities during 2020/21 incorporating the results of our performance in respect of goals and objectives set out in the 2020/21 Annual Plan and details of our financial performance. The report also provides an insight into the full extent of our operations and services and how we are working towards securing a positive future for our region. The Cradle Coast is a vibrant and diverse region of Tasmania, with beautiful coastlines, rich agricultural lands and awe-inspiring national park areas. Around 113,755 people call this region home. The region incorporates the nine municipalities of Burnie City, Central Coast, Circular Head, Devonport City, Kentish, King Island, Latrobe, Waratah-Wynyard, and West Coast. Established in 1999 and jointly owned by the region’s nine Councils, CCA exists to help them achieve regional outcomes and maintain strong local government, by working together. Our three functions are regional economic development, natural resource management (NRM) and strategic services. The long-term sustainability and future prosperity of the region is at the heart of everything we do.

Cradle Coast Snapshot Representing one in five Tasmanians 1

Cradle Coast Region Nine Councils

Population 113,755

Jobs 48,715 local jobs 44,353 employed

Geographical Size 23,065 sq. km (One-third of Tasmania)

Median Age 44 years

Enterprises 8,044

Based on Cradle Coast Community Profile data CRADLE COAST AUTHORITY ANNUAL REPORT 2021

A MESSAGE FROM THE CHIEF REPRESENTATIVE In a break from tradition, I would like to begin my report by thanking Cradle Coast Authority’s (CCA) Leadership Team, Deputy Chief Representative Dr Mary Duniam, Board Chair Sid Sidebottom, his fellow Directors and now former CEO Daryl Connelly for their shared commitment to the leadership of not only CCA but also our region. Above all else, and particularly at this time, our region is in need of strong leadership and a shared vision that seeks to deliver positive outcomes for our residents, our communities and the region more widely. Together we face significant challenges but as always there are great opportunities and I am committed to leading a collaborative effort which helps to build on and maintain those values and priorities we share. I would also like to acknowledge and thank current CEO Sheree Vertigan AM for her willingness to lead the transition of the CCA through this next stage of our evolution and her commitment and professionalism that has ensured the vital work of the organisation has been continued following Daryl’s departure. No Annual Report would be complete without reflecting on the continuing impact of COVID-19 and associated issues. There is no doubt our way of life is far from what we had become accustomed to and there is still no realistic timeframe in which we can expect things to return to the so called ‘normal’. It seems there will be some permanent changes to the way in which we live our lives here in the Cradle Coast region and in Tasmania more widely but there should be no doubt we are indeed fortunate to live in the safest state in the safest country in the world. Likewise, we need to be very clear we can’t take current circumstances for granted and we all need to be vigilant and do what we can to ensure we minimise the likelihood of any outbreak and the multi-faceted impact being experienced in other states. That being said, my first year in the role of Chief Representative has been very much a learning curve but I am extremely proud of the way in which our team and Councils have identified and provided advocacy on behalf of Projects of Regional Importance during the recent state election. CCA’s priority projects were well received by political aspirants from all sides and our advocacy was recognised at a number of press conferences and in the media more widely.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

We were also grateful the State Government chose to provide financial support ($500,000) for the establishment of an Enterprize Hub for our region which will result in a high-tech innovation and support centre being established in the region just as previous hubs have been established in both the north and south of the state. Similarly, we were successful in our advocacy to have an additional annual funding allocation provided for Natural Resource Management activities in our region and we are now prioritising and preparing for similar advocacy during the forthcoming Federal Election. Our Leadership team have been buoyed by the strong support of the CCA Representatives and their Councils as we have continued to conduct visits to each Local Government Area during the course of the year. Of course, we acknowledge and respect the decision of the Burnie City Council to give notice of their intention to withdraw from participation in the CCA and we certainly acknowledge the financial difficulties that underpinned their decision and subsequent refocussing of priorities in their municipal area. Despite that decision we are committed to working in the best interest of the Cradle Coast region and I have no doubt the people of Burnie will continue to be beneficiaries of the effort and initiatives undertaken by the CCA and its member Councils. In closing, I would like to again thank our dedicated team at CCA who work collaboratively and consistently to achieve outcomes for our communities. CCA is the organisation best placed to provide advocacy on behalf of our region and, in my opinion, be able to deliver projects and programs that can address current issues and opportunities that exist across the region. I value the ongoing commitment of our member Councils and look forward to working with them and our team during what promises to be a very challenging 2021/22 financial year.

Mayor Peter Freshney Chief Representative

A MESSAGE FROM THE CHAIR Greetings! As a region, we can either be fashioned by events, or seek to fashion them. CCA is both a result of and representative of the latter. That’s our legacy and our challenge. 2020-2021 continues to be a challenging time for our nation, State, and region. It is also a time for reflection of what is: what we do, how, and why? Hence, a time of opportunity and change. CCA - like many other organisations and businesses – has faced its challenges (internally and externally) and can celebrate a number of initiatives and successes as outlined in this Annual Report. Indeed, some key and diversified outcomes are listed in this Report and referred to in the CEO’s Comments. CCA is unique in Tasmania. It originated 20 years ago from a desire by the nine Councils which make up the Cradle Coast region (from the West Coast, to Kentish, to Circular Head, and including King Island) to work together on issues and projects for the betterment of the region as a whole and to lobby, advocate and promote the region externally. Through its various shades of existence, CCA continues to evolve as circumstances change and challenge our region and State. This evolution will continue into the future but today CCA uniquely integrates regional economic development, natural resource management, and related service provision. These three key components of CCA and the important emphasis on sustaining stakeholder commitment and engagement are reflected in the composition and structure of the CCA Board of Directors: an independent Chair, two other independent directors, respective chairs of Regional Economic Development, and Natural Resource Management committees, two Mayoral directors, and one General Manager’s representative director. In 2021, along with delivering key components of the Futures Plan, CCA has worked with its shareholders to secure important regional projects in the recent State election and developed a further ‘Regional Priority List’ for the upcoming Federal election. Each evidence-based project is independently assessed by a regional economic development steering group and submitted to our member councils for priority listing. These will then, with the support of our member councils, be collectively supported and promoted by CCA and its members, as the key priority areas for funding and support.

The Board is greatly appreciative of the support and work of our Member Councils and councillors, as well as key government, community, training, and business organisations, and individuals, including the many volunteers on our various committees, and our political representatives. This commitment to regionalism benefits all our communities and is an important contributor to the positive liveability aspect of our region. The Board wishes to thank the hardworking, dedicated, and professional staff of CCA for their invaluable contributions to making our region a better place in which to live, work, train, invest, and recreate. We wish to particularly thank Daryl Connelly for his excellent work and leadership as CEO during challenging and changing times at CCA and wish him all the very best in his new role at Central Coast Council. In the meantime, we welcome the highly experienced Sheree Vertigan AM as interim CEO and congratulate her and the team on the smooth transition in management. The Board believes this is an opportune time, along with a reduced Council membership of CCA, and the potential opportunities and implications inherent in the PESRAC Report to reflect, review, and strategically plan for the next few years. This transitionary period will establish the groundwork for the next CEO to build on. The need for adopting a co-operative, collaborative approach amongst our Councils to achieving common regional goals is even more relevant today and CCA is well placed to play its role in this. Indeed, CCA has been appointed by the Tasmanian Government to be a Co-Chair of the NW Regional Recovery Committee. A unique aspect of CCA is the role of the Representative’s Committee. Its Chair and Deputy Chair form part of the leadership team along with the CEO and the Board Chair. I would like to greatly thank the former Chair, Mayor Jan Bonde, for her strong, on-going support of CCA and regionalism, and thank the new Chair, Mayor Peter Freshney, and Deputy Chair, Deputy Mayor Mary Duniam, for their positive leadership, ideas and support. Finally, I wish to thank my fellow Directors for their terrific support and guidance during the period, and for their invaluable direction of CCA. Special thanks to Phil Vickers (former West Coast Mayor) for his positive contributions over the past couple of years and we wish him well in his future endeavours. With thanks,

The Hon. Sid Sidebottom Chair

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

CHIEF EXECUTIVE OFFICER’S REPORT It is my pleasure to provide the Annual Report for the 2020/21 financial year. The provision of an Annual Report is required under the CCA Rules and the NRM funding deed which exists between us and the State Government. It is also one way of demonstrating our commitment to transparent, impactful and value for money public administration. Quarterly Progress Reports, “dashboard- style” financial reporting and a Strategic Plan with measurable targets, are other examples of best practice public administration we have implemented, not because anybody has asked us to, but because we are personally invested in CCA’s Vision, Purpose and Principles. Every Annual Report tells a story about the team of people who make it tick. If you read this document carefully, you will gain a better understanding of the people who have chosen to serve the region through CCA, why they do it, how they do it and the tremendous potential which exists. Looking back over the past year, some of the standouts include completion of the Latrobe to Ambleside section of the Coastal Pathway (walk or ride it with the family, if you haven’t already!) and a very successful approach to state election advocacy. Despite the short lead time to the snap election in May, we again proved the value of our unique organisation, by securing more than $2.05 million for our region. This investment – made possible through the coordinated effort of our nine Member Councils – will deliver improvements to land use planning, the environment and support small business. We were also proud to play a key role in securing a $3 million commitment to a new world class waste management facility at Dulverton, something we have been advocating for since 2018. All this advocacy work was underpinned by the Regional Investment Framework we developed last year, and we sincerely thank parliamentarians from all sides of politics, for taking it seriously. We are currently preparing for the next federal election. NRM Operations Our funding deed with the State Government requires us to report annually on our NRM operations, and the project summaries throughout this document effectively showcase our efforts to improve the environment and support sustainable agriculture.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

During the reporting period, this work has been guided by the Cradle Coast Natural Resource Management Strategy 2015 - 2020 as well as the objectives set by our main NRM funding partners, the State Government and Australian Government. Highlights of State Government investment in our NRM work included finalisation of a Little Penguin conservation toolkit, launched by Minister Guy Barnett in January, and successful development of a Regional Cat Management Strategy through our work Implementing the Tasmanian Cat Management Plan, which will be endorsed by our Member Councils later this year. Ongoing Australian Government investment saw the successful continuation of five projects through the Regional Land Partnerships Program, as well as commencement of a new project Defining and Mapping Habitat Requirements to Support the Survival of the King Island Scrubtit and King Island Brown Thornbill. A significant focus during the reporting period was development of the next Regional NRM Strategy. This demanding but rewarding work has provided an excellent basis for reenergising existing relationships and developing new ones, and we are excited about what lies ahead after it is endorsed by the Tasmanian Government and Australian Government later this year. In the lead up to the state election, the Tasmanian Government not only committed to reinstating NRM funding into forward estimates, but also committed to an increase in funding. This was a very welcome validation of the work of us and our partners, including the many volunteers and community groups who add value to our environmental projects. I would like to thank staff, Councillors, General Managers, Directors and Committee Members for the important role they have all played in making our corner of the island an even better place to live, work, visit and invest for the one in five Tasmanians who choose to live here Best wishes,

Daryl Connelly MBus Chief Executive Officer

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.

Principles We will achieve our vision by consistently acting according to our principles. We are agile, collaborative, optimistic, and lean. We take our responsibility as public administration professionals seriously and have a growth mindset.

Vision 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”.

Purpose 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.

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

Stronger Councils, Stronger Region.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

ORGANISATIONAL STRUCTURE CCA had 19 employees (15.3 full-time equivalents) as at reporting. Of these, 12 positions were fully funded by State Government and / or Australian Government funding. The remaining seven positions were partially funded by State Government and / or Australian Government funding through the provision of administrative project support. In addition to this, there are two co-funded PhD candidates working on projects aimed at supporting the implementation of the Regional Futures Plan. The diagram below reflects the governance structure and functions of CCA.

Usually, the Mayor and General Manager of each Member Council.

Council and Independent Directors plus Regional NRM Committee and Regional Economic Development Steering Group Chairs.

REPRESENTATIVES

BOARD

Committees of the Board include: • Audit & Risk Committee • Regional NRM Committee • Regional Economic Development Steering Group (REDSG)

General Management & Regional Economic Development

Chief Executive Officer Daryl Connelly

Strategic Services & Corporate Services

Natural Resource Management

Deputy Chief Executive Officer Claire Smith

Regional NRM Manager Mike Thomson

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

COUNCIL REPRESENTATIVES Our Member Councils appoint two Representatives, usually the Mayor and General Manager of each Member Council unless they are appointed to the Board, in which case the Deputy Mayor is appointed as a Representative instead.

Council Representatives as at 30 June 2021 Burnie City Council

King Island Council

Mayor Steve Kons

Mayor Julie Arnold

Simon Overland, General Manager

Greg Alomes, General Manager

Central Coast Council

Latrobe Council

Mayor Jan Bonde

Mayor Peter Freshney 2

Sandra Ayton, General Manager

Gerald Monson, General Manager

Circular Head Council

Waratah-Wynyard Council

Mayor Daryl Quilliam

Mayor Robby Walsh

Scott Riley, General Manager

Deputy Mayor Dr. Mary Duniam

Devonport City Council

West Coast Council

Deputy Mayor Alison Jarman

Deputy Mayor Shane Pitt

Matthew Atkins, General Manager

David Midson, General Manager

Kentish Council Mayor Tim Wilson Deputy Mayor Don Thwaites

Image from left to right: Daryl Connelly, Sheree Vertigan AM, Senator Anne Urguhart and The Hon. Brendan O’Connor MP.

Chief Representative – Chair of the Representatives

Deputy Chief Representative – Deputy Chair of the Representatives

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

BOARD In 2020/21 CCA had an eight-member Board, appointed by the Representatives. The Board is responsible for CCA’s strategic direction, governance, appointment of Committees and other fiduciary duties. Membership of the Board is skills-based along with one General Manager and two Mayoral Representatives appointed from our Member Councils.

Directors at 30 June 2021 The Hon. Sid Sidebottom (Independent Chair) Mayor Annette Rockliff (Mayoral Representative) Ms Kathy Schaefer PSM (Independent Member) Mr Malcolm Wells (Independent Member and Audit & Risk Committee Chair) Mr Peter Voller PSM (Regional NRM Committee Chair) Mayor Phil Vickers (Mayoral Representative) ceased 30 April 2021 Ms Sheree Vertigan AM (REDSG Chair) leave of absence as of 28 June 2021 Mr Shane Crawford (General Manager Representative) commenced June 2020

Image from left to right: The Hon Sid Sidebottom, Mayor Peter Freshney, Deputy Mayor Dr. Mary Duniam, Daryl Connelly.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

OUR TEAM As at 30 June 2021

Daryl Connelly Chief Executive Officer

Claire Smith Deputy Chief Executive Officer

Tegan McKillop Executive Assistant to CEO

Patrick Harvey Finance Coordinator/Accountant

Carol Bracken Program Manager – Regional Futures Plan

Spencer Gibbs Program Manager – Regional Land Partnerships

Ali Dugand Agriculture Project Coordinator

Jemma O’Neill Corporate Services Coordinator

Prakash Thapa Administration Assistant

Fiona Marshall Agriculture Project Coordinator

Dr Tom O’Malley Regional Agirculture Landcare Facilitator

Iona Flett NRM Planning & MERI Coordinator

Hannah Sadler NRM Engagement Officer

Dr Margot Oorebeek Regional Cat Management Coordinator

Deanna Hutchinson PhD Candidate, Centre of Social Impact – Swinburne University of Technology

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Tanya Denison Future Energy Facilitator

Samuel Hong PhD Candidate, University of Tasmania

THE YEAR IN REVIEW Key Performance Indicators

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Where the Dollars Come From

< 130,000

Expenditure by Program/Project 3,557,309 317,414 < 200,000

Reporting on the 2020/21 Annual Plan CCA’s 2020/21 Annual Plan was developed in accordance with our 2020 – 2025 Strategic Plan and includes actions the business pursued through its own operations to deliver on regional goals. A summary of the 2020/2021 Annual Plan along with the status of each deliverable is detailed on the following pages. Of the 40 actions set, 32 actions were achieved, five were in progress / ongoing at year end and three were delayed. 2020/21 Annual Plan Actions Final progress report for period ending 30 June 2021

Planned target achieved

In progress

Not progressed or delayed

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Continue to lead regional economic development, with Councils, and others, to make our region an even better place to live, work, visit, learn and invest

Strategic Intention

Annual Plan Action

Support the implementation of the Regional Futures Plan

Projects developed and implemented by Working Groups.

Embed and establish the ‘Futures Plan approach’ as the overarching economic development framework for the region, including:

Implement the Regional Investment Framework (RIF) – CCA publishes, identifies and advocates for regionally significant projects.

•

Ensuring the regional governance framework – a joined-up approach to economic development is effective

•

Ensuring the Regional Investment Framework – a systematic approach to identifying and securing support for regionally significant projects works

Develop an effective working relationship with the Regional Tourism Organisation, build on defined roles and collaborative work

Status

Map the entrepreneurial ecosystem including the identification of gaps and opportunities (Swinburne PhD initiative). Two PhD and two Honours students to commence projects (University of Tasmania initiative). Provide support the Food Producers’ Network.

Identify and implement options for collective work.

Image: Latrobe to Ambleside Coastal Pathway Construction.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Continue to lead regional NRM, with Councils and others, to improve the environment

Strategic Intention

Annual Plan Action

Deliver Commonwealth and State Government funded NRM work to increase investment in the region through the implementation of a Regional NRM Strategy

Develop Regional NRM Strategy

Continue to deliver State and Federally funded NRM projects

Manage and deliver Regional Land Partnerships (RLP) Program projects (on-going through to June 2023):

Status

Commence developing a Regional NRM Investment Prospectus.

• • • •

RLP Core Services

•

Creating a Hooded Plover Stronghold on Three Hummock Island

• •

Giant Freshwater Crayfish Recovery

Regional Agriculture Landcare Facilitator (RALF) Protecting Our Productive Soils Coastal Saltmarsh Recovery in Robbins Passage and Surrounds

Rice Grass Removal from the Rubicon-Port Sorell Estuary

Implement the Tasmanian Cat Management Plan (TCMP). Deliver other priority projects, including:

•

Smallholder property management planning program

•

Community capacity building program

Alter our business model, so some NRM capability can be maintained through core funding (i.e., Council contributions)

Develop business case and explore further to increase in 2021/22 planning.

Provider greater coordination and support of Member Council NRM activities

Council NRM staff across the region are engaged with CCA and other Councils.

Image: Agriculture Project Coordinator, Ali Dugand.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Further integrate our NRM and economic development work and that of Councils, demonstrating leadership in sustainable development

Strategic Intention

Annual Plan Action

Develop greater cohesion and whole-ofbusiness awareness within the Leadership Team and across staff more broadly

Embed the Leadership Team approach.

Mirror elements of the ‘Futures Plan approach’, including the Regional Investment Framework (RIF) and Core Team (as appropriate), in NRM

Council NRM staff across the region are engaged with CCA and other Councils.

Overcome the confusion between NRM and other organisational branding

Phase out standalone “Cradle Coast NRM” branding.

Status

Ensure our new Strategic Services capability delivers for Councils

Strategic Intention

Annual Plan Action

Effectively implement the Shared Services Strategy and collaborative working arrangements

Offer Internal Audit Program to Member Councils.

Status

Continue to deliver Cradle Coast Local Government Networking Program in partnership with LG Professionals Tasmania. Work with General Managers to complete the analysis already commenced in relation to regulatory services. Conduct an audit of policies and procedures across Councils to identify gaps and develop templates for Council use. Explore shared service opportunities in Environmental Planning e.g., climate change (review climate plans for coastal Councils), lead implementation of zero plastics and other initiatives identified and agreed. Work with General Managers to assess other opportunities categorised as ‘facilitate’ in the Shared Services Strategy and develop a detailed, costed, implementation plan where applicable. Year one actions include: • Environmental Health under sub-regional arrangements • Parking, animal control and regulation • Shared IT environment to enable HR management • Review HR practices to implement standardised processes • Recruitment

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Plan, coordinate, facilitate, advocate, and otherwise act on behalf of Councils, when required

Evaluate requests and opportunities and act on behalf of Councils (to be determined based on needs) where strategic alignment is achieved.

Promote Local Government careers and help Councils with workforce development

Continue to deliver Australian School-based Apprenticeship (ASbA) program, contributing to:

•

15 ASbA placements with Member Councils

•

School-based pathway mapping for careers into local government

•

Forward identification of local government roles across Member Councils over five years

Achieve financial sustainability

Strategic Intention

Annual Plan Action

Diversify revenue streams through effective business development and service delivery

Identify investment priorities and funding streams through the development of regional plans / strategies e.g., Regional NRM Strategy and subsequent Investment Prospectus.

Implement a Financial Management Plan to better withstand any financial shocks and inform decision making around Council Contributions

Implement a long-term Financial Management Plan

Status

Achieve financial KPIs as identified in Strategic Plan.

Make the most of technology to improve organisational effectiveness and efficiency

Strategic Intention

Annual Plan Action

Establish high levels of technological literacy among staff

Learning and development plans identify and reflect technological literacy aims.

Status

Maximise benefits and knowledge of current software solutions, i.e.: M-Files, Microsoft Office 365. Innovate through software and hardware adoption, both internally and externally

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Ensure software/hardware solutions are fit for purpose and lead the way to deliver best practice.

Become a global exemplar of regional development, local government collaboration, and public administration

Strategic Intention

Annual Plan Action

Ensure we have the right people, skills and processes

Deliver on internal process improvement and staff capability / training as per Strategic Plan.

Develop a culture in which we all strive to get ‘world’s best’ out of each other, supported by mentoring, peer coaching or consulting

Deliver against individual learning and development plans.

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

Develop and implement communications and engagement plans.

Status

Regular, transparent and meaningful reporting to our owners and external stakeholders through: • Biannual attendance at Council workshops • Monthly newsletter and social media • Continued radio, television and newspaper coverage • Public presentations Provide thought leadership across our areas of capability and influence

Gear up to provide thought leadership from July 2021 through: • Identifying topics and opportunities • Establishing capacity and capability

Ensure knowledge and other project outputs are utilised and shared beyond the funding period; maintain corporate memory and deliver lasting value

Develop sound knowledge management practices through: • Effective records management • Ongoing website maintenance and management • Web portal development

Embrace cultural diversity in our organisation and in the work, we do, including meaningful engagement with Aboriginal communities

Incorporate cultural awareness into induction processes.

Embrace cultural diversity in our organisation and in the work, we do, including meaningful engagement with Aboriginal communities

Deliver against NRM Indigenous participation plan.

Continue to deliver priority economic development projects

Build the Coastal Pathway improvements Manage the establishment of farm vehicle washdown facilities - stage one, completion of feasibility study.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

PROJECT HIGHLIGHTS AND SUMMARY OF PROGRESS

Implementing the Regional Futures Plan (RFP) Endorsed by Member Councils in late 2018, RFP implementation was funded by the State Government for a two-year period from 2019 to 2021 and provides a blueprint for regional economic development, backed by industry, government, and the university sector. The RFP tackles three key issues:

•

People not engaged in work or education will further entrench disadvantage.

•

An ageing workforce, static population and out-migration of young people will cause economic and social change.

•

A shortage of relevant skills in the workforce is limiting industries, competitiveness, and growth.

Highlights and outcomes

•

Nine local Councils working together strategically for the benefit of the region - working collaboratively will bring greater change and results.

•

Implementation of the RFP continued with CCA maintaining the Regional Economic Development Steering Group (REDSG) comprising government, industry, and community leaders, ‘Core Team’ and Working Groups arrangements.

•

Maintained the Regional Restart Hub encompassing free mentoring, the Cradle Coast Funding Finder, a free service to assist the community to find funding fast, along with useful resources.

•

Completed an evaluation of the RFP activities delivered to date, which include: o

Contributing to funding for Seedlab Tasmania to support 105 agri-food businesses through a two-day bootcamp and 40 businesses through six-month mentoring support, 15% (~16 businesses) were from the Cradle Coast.

Supported two Honours projects with UTAS in Business Appetite for Work Integrated Learning and Apprenticeship Decision Making in the Construction Industry.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Engaging Beacon Foundation to develop and deliver two growth industry preparedness programs on the Renewable Energy industry with West Coast High Schools.

Developed a Renewable Energy Investment Prospectus for the region.

Developed a Population Strategy.

Developed a regional register of arts assets.

Established an agreed list of major events for the region.

Showcased the opportunities in the Cradle Coast through a revamped Choose Cradle Coast website and partnered with Regional Australia Institute’s Move to More national ad campaign.

The “Futures Plan” approach played a key role in our very successful state election advocacy campaign, which secured millions of dollars of investment for our region. Project partners: State Government, Member Councils, Industry and University sector.

Regional Investment Framework (RIF) As part of the RFP, the RIF provides a systematic approach to identifying and securing support for regionally important projects. The Framework is a key deliverable of the RFP and a method to seek support for regionally significant projects. The REDSG will maintain a list of regionally important projects - reviewed and published quarterly. The first list was released in early 2020. The purpose of the list is for our region to speak with one voice in support of regionally significant projects that will drive positive economic change. Highlights and outcomes

•

The framework provides a way for people to seek CCA’s help advocating for regionally important projects and allows our region to speak with one voice when it comes to telling governments what is important to us.

•

Several project submissions assessed against the RIF.

•

First list of Regionally Important Projects finalised and announced in 2020.

•

Advocated for regionally important projects during state election campaign.

•

Secured funding commitments for several Regionally Important Projects and other organisational priorities during the state election campaign – 2021 Regional Election Commitments.

•

Reviewed and updated the RIF process to include two new sustainability criteria in relation to sustainable use of the region’s resources with the aim to improve the environment and community engagement.

Project Partners: State Government, Member Councils, Industry and University sector.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Constructing the Coastal Pathway Jointly funded by the State Government, Australian Government along with Latrobe, Devonport City and Central Coast Councils the $14.4m Coastal Pathway extension project will see 21km of additional pathway built between Latrobe and Sulphur Creek between 2020 and 2022. Highlights and outcomes

•

Completed the Latrobe to Ambleside section in April 2021, increasing safety for cyclists and pedestrians, providing new recreation and tourism options and leading to significant public support for a new parkrun.

•

Awarded tender for construction of Don River bridge.

•

Completed revised detailed designs for Sulphur Creek to Penguin and prepared and submitted development applications.

Project Partners: Australian Government, State Government and Local Government.

Image from left to right: Felix Ellis MP, Gavin Pearce MP, Daryl Connelly, Mayor Peter Freshney and Keith Price.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

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

•

Construction of the facilities will provide increased safety to the public by removing the risk of spillages on our roads.

•

Improved animal welfare during transportation.

•

Improved working standards for drivers.

•

Reduces the risk of transferring disease and weeds between farms – Biosecurity threats.

•

Steering Groups established.

•

Feasibility and demand studies in relation to suitable locations completed.

•

Site suitability assessments completed based on feasibility studies.

•

Progressed plans for facilities at Smithton, Stanley, King Island and Burnie.

Project Partners: Australian Government.

Food Producers’ Network This initiative will support start-up agritourism, food and drink businesses in the region. In partnership with new food business incubator, Seedlab Tasmania, CCA will support the delivery of several business, boot camps and masterclasses between Smithton, Devonport, which will form the basis of a Food Producers’ Network. Highlights and outcomes

•

CCA continued to support Seedlab Tasmania to deliver subsidised masterclass training to food producers in the region – 15% of participants (~ 16 businesses) were from the Cradle Coast.

•

Masterclasses bought subject matter experts to the region to share their knowledge of food manufacturing, agritourism and small business success.

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Commenced promotion of online events through the Food Producers Network and social media and sought discount for food producers in the region to attend.

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Supported Cradle Coast businesses to attend Insights to Actions - using the Innovate Database and other Consumer Insights to Innovate in March 2021 and Tasmanian Products into SouthAsia: Provenance & Positioning in February 2021, run by Seedlab Tasmania.

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Sponsored discounted tickets for Cradle Coast businesses to attend seven webinars on production, packaging and supply chain improvements and business growth for the agri-food sector.

Project Partners: Australian Government, Local Government, and Industry.

Cradle Coast Future Energy Hub A CCA and industry partnership established to showcase Cradle Coast’s future energy potential. The Cradle Coast Future Energy Hub (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. CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Highlights and outcomes

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For more than a century, renewable energy has been powering Tasmania. The state has one of the two largest hydropower systems in the nation and some of the best wind resources in the world. This rich history and expertise in renewables positions Tasmania well for a changing energy future.

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As home to the site of proposed additional interconnection with Victoria (Marinus Link) and all three short-listed sites for pumped hydro (Battery of the Nation), as well as many potential renewable energy generation projects, the growth of the renewable energy industry will be a key driver of the Cradle Coast’s future economy.

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The Cradle Coast Future Energy Hub was launched and established in 2020 to showcase the Cradle Coast’s future energy potential.

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Teaming agreement with TasNetworks funds a dedicated economic development officer employed by CCA to coordinate activities of The Hub.

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The Hub is a ‘one-stop-shop’ for renewable energy development and a central place to host community and stakeholder engagement activities for the community to learn more about what is ahead for renewable energy in Tasmania.

Project Partners: State Government, Local Government, and Industry.

King Island Future Leaders Program This project aims to establish The Coasters on King Island and provide important career-building and networking opportunities to help King Islanders overcome some of the challenges of isolation to help them thrive in their community. The program will also establish the Coasters on King Island, to help attract and retain young people and raise aspirations on the Island, which has been achieved by this initiative in other parts of the Cradle Coast Region. The Coasters’ aims and objectives are guided by the motto “Connect, Inspire, Grow”. Connect – a network of like-minded aspirational young people, who live and work on the Cradle Coast who wish to influence the region’s future. Inspire – sharing skills, knowledge, and experiences to raise aspirations. Grow – improve access to career development and mentoring opportunities.

Image: Daryl Connelly and Senator Jacqui Lambie.

The King Island Future Leaders Program will bring the next generation of King Island business and community leaders into a supportive and engaging network which encourages people to pursue meaningful careers in their regional community. Highlights and outcomes

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Unfortunately, the final phase of the program was postponed due to COVID.

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Final activities will be delivered before the end of 2021 in conjunction with King Island Regional Development Organisation’s “Celebrate small” program – a month long program of events to support the development of small businesses on the island.

Project Partners: Australian Government, King Island Council, King Island Tourism and King Island Chamber of Commerce.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Kickstarting Energy Careers on the West Coast In partnership with Beacon Foundation and Granville Harbour Wind Farm, this project will provide West Coast students with the opportunity to engage with the renewable energy industry and partake in a twoday intensive project involving work-readiness education, mentoring and site tours. Beacon Foundation’s Growth Industry Preparation Programs promote Tasmania’s key industries to young Tasmanians and will help raise student, teacher, and parent awareness of the growing career opportunities. Highlights and outcomes

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Due to Covid-19, this project was delayed by three months and was completed in 2020/21.

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There are plans to extend the program to all Council areas in 2021.

Project Partners: Industry and Beacon Foundation.

Renewable Energy Community Awareness As part of our Future Energy Hub work around renewable energy careers, this project will develop and deliver a range of initiatives which will articulate, raise the awareness of and prepare community members in the Cradle Coast region for opportunities in the Tasmanian renewable energy industry and related sectors. Initiatives will include five (or more) video career stories and two online learning modules - advised and endorsed by members of CCA’s Renewable Energy Working Group. Highlights and outcomes

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Development of career stories reflecting the wide range of skills, backgrounds and experiences that positively reflect the opportunities available across renewable energy and related sectors in the broader Cradle Coast region.

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Development of two renewable energy online learning modules, including a course for the general community (including school students) that build general awareness about the employment and skills opportunities in the renewable energy sector.

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Mapping current skill sets against the needs of the future renewable energy sector to assist the region’s current workforce to understand the skills requirements of the renewable energy sector, and how they may enhance their current skill set to better meet the needs of the emerging renewable energy sector.

Project Partners: State Government, Member Councils and Industry.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Regional NRM Strategy CCA has been working with NRM North and NRM South, the Tasmanian Government and Australian Government, to develop our new Regional NRM Strategy. The Regional NRM Strategy will guide our work for the next 10 years by identifying priorities for NRM investment and listing priority actions which will form the basis for project development. Highlights and outcomes

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In collaboration with NRM North and NRM South, and with the assistance of NRM planning consultants, a framework and prioritisation process was established. Expert workshops were held to refine each region’s priorities and most effective actions.

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A draft Regional NRM Strategy was developed and submitted to DPIPWE and the Australian Government Regional Land Partnerships program managers at the end of June 2021.

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The Cradle Coast region’s NRM priorities are grouped under three themes - Land, Water and Biodiversity. Under these themes, asset classes have been selected and assets prioritised based on their importance to the country, state, region and community, as well as the condition of and threats of each asset which can be managed by NRM activity.

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The asset classes are: Healthy Country, Resilient Landscapes, Soils and vegetation, Rivers, floodplains and estuaries, Wetlands and other water bodies, Coastal and marine areas, Important biodiversity areas, Threatened and important ecological communities, Threatened and important species.

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The draft will be used to consult with regional stakeholders, then updated and circulated for public comment before being finalised by the end of 2021.

Project partners: Australian Government, DPIPWE, NRM North and NRM South.

Protecting Our Productive Soils This project engages and supports farmers to build capacity to better manage hillslope erosion on mixed cropping farms and soil acidification on intensive grazing enterprises. The project utilises awareness-raising and capacity-building workshops, demonstration trials on commercial farms, and one-to-one farmer support to achieve practice change on the ground. The project’s aim is to improve the sustainability of natural resource management across our productive landscapes. Image: “Across the Paddock” - Autumn Cover Crop Workshop at hillslope erosion site in Penguin.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Highlights and outcomes

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Project agreements established with agribusiness, research and education project partners.

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Commercial-size hillslope erosion demonstration trials established, including a mix of mechanical and precision techniques plus multi-species cover crops with monitoring underway.

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Data collection and monitoring methods established.

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Several successful workshops and field days held with farmers and lead agronomists.

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Hillslope erosion management agreements in place with several farmers.

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Commercial-size soil acidification demonstration trials established with monitoring underway.

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Mentoring and monitoring progressed with five farmers who have Soil Acidification Management Agreements in place.

Project partners: Australian Government 4

Coastal Saltmarsh Recovery in Robbins Passage and Surrounds This project aims to improve the condition and long-term protection of the Coastal Saltmarsh Threatened Ecological Community by targeting Rice Grass, the primary ecological threat to saltmarsh and by brokering and establishing conservation agreements with landholders to maintain and protect saltmarsh on their properties.

Image: Saltmarsh in the Circular Head area with a good variety of species, a valuable ecological community to protect long term with a conservation covenant.

Highlights and outcomes

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21 landholders were identified as having saltmarsh areas on privately owned land. All landholders were contacted and 19 of them had site inspections undertaken. This allowed landholders to access technical advice on how to improve and / or protect their saltmarsh areas.

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Four landholders, who have privately owned saltmarsh areas on their properties, have expressed an interest in pursuing a conservation covenant to protect this threatened ecological community long term. The Tasmanian Land Conservancy is currently working with these landholders to identify potential covenant areas and develop a covenant.

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A total of 832.6 hectares was treated for Rice Grass. This involved initial treatment at Duck Bay, West Inlet, Montagu Island and Robbins Island (312.9 hectares) and follow up spraying of 519.7 hectares.

Project partners: Australian Government 5, Circular Head Landcare and Tasmanian Land Conservancy.

4 5

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program. This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Rice Grass Removal from the Rubicon-Port Sorell Estuary This project will improve the condition and the long-term protection of Coastal Saltmarsh and feeding habitat for migratory and resident birds, by targeting the primary ecological threat of the estimated 660 ha of Rice Grass in the Rubicon-Port Sorell Estuary through control and containment.

Highlights and outcomes •

A total of 436 ha was treated for Rice Grass, exceeding the annual target of 405 ha. This involved initial treatment at North East Arm, Brown’s Creek, Squeaking Point, Thompsons Creek and Panatana Rivulet (226 ha). Follow-up spraying at Narawntapu National Park also occurred (210 ha).

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A community engagement session was held in Port Sorell in May 2021 to provide an overview of the project including what has been completed and what is planned. Aerial spraying was also introduced as a potential control method. Feedback was positive with respondents either considerably or reasonably supportive of the project.

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An aerial spraying permit application was progressed with DPIPWE. An approval pathway has been determined with PWS, if and when this is obtained.

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A trial treatment site has been established at a Rice Grass meadow in Finger Point (0.8 ha). Using plastic stakes, erosion and sediment movement will be monitored in a treatment plot and compared to an adjacent area that has received no spraying. The findings will inform future Rice Grass meadow spraying.

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Initial sampling of sediments was undertaken in Rice Grass meadows to detect potential metal contaminants. 12 samples were sent for laboratory analysis of total metals. Further analysis is needed before conclusions can be made.

Project Partners: Australian Government 6, Latrobe Council, Tasmanian Parks and Wildlife Service and DPIPWE-Biosecurity Tasmania.

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Giant Freshwater Crayfish Recovery This project will protect and improve priority stream habitat for the highly valued and vulnerable Giant Freshwater Crayfish (GFC). Working with landholders to establish conservation agreements and undertake riparian protection and rehabilitation works, the project will increase the area of good quality habitat within the species’ range and protect it from further habitat loss and degradation. This is a very targeted project focussing on highest priority river sections across the Cradle Coast region to get maximum benefit in maintaining and improving GFC populations. Highlights and outcomes

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To date, project proposals have been established with 10 individual landholders to protect or improve 27 km of river banks. Most project works include fencing to exclude stock from the waterway, installation of off-stream watering points and revegetation where required. These project works will reduce bed and bank erosion, minimise sediment and nutrients reaching the waterway and reintroduce timber into the waterway to provide both food and shelter for the GFC.

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Six priority areas were identified to target landholder engagement and develop riparian rehabilitation projects with landholders who are adjoining or on opposite banks. This will lead to continuous reaches of the priority river sections being enhanced and improved.

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Baseline monitoring was completed in all six of the priority areas and further monitoring will be undertaken in the final year of the project.

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Despite inclement weather and COVID restrictions, more than 35 participants attended a very successful field day held in the Inglis-Flowerdale catchments to look at riparian management options, hear from experts about the life cycle of the Giant Freshwater Crayfish and look at the potential to put a conservation covenant on good remnant vegetation areas.

Project partners: Australian Government 7 and Tasmanian Land Conservancy.

Defining and mapping habitat requirements to support the survival of King Island Scrubtit and King Island Brown Thornbill This project is conducting important bird surveys on King Island, to improve our understanding of the distribution and habitat requirements of the critically endangered King Island Scrubtit and King Island Brown Thornbill. These two birds are among the five Australian bird species considered most likely, in the absence of intervention, to become extinct within 20 years. We are also conducting vegetation surveys to improve accuracy of mapping of important native vegetation communities and habitat for these birds. This will aid future landscape-scale planning and management of critical biodiversity assets. Image: King Island Scrubtit - Mark Holdsworth.

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Highlights and outcomes •

Bird surveys undertaken over autumn 2021 have identified these birds in a range of habitat types, including quite small areas of remnant vegetation, much of which is on private agricultural land.

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Vegetation surveys are ongoing and our expert project consultant is working closely with state government agencies to update forest and scrub vegetation mapping information.

Project Partners: Australian Government 8 , Biodiversity Maintenance Australia, King Island Landcare, DPIPWE and FPA.

Little Penguin Conservation Project This project was funded by the Department of Primary Industries, Parks, Water and Environment (DPIPWE) to increase public awareness of the threats to Tasmanian populations of the Little Penguin (Eudyptula minor). CCA was engaged to develop a community-based survey, monitoring program and framework to assess and mitigate threats to Little Penguin colonies across Tasmania. Image: Little Penguin Online Learning Package.

Highlights and outcomes

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Finalised and delivered Little Penguin Survey and Monitoring Toolkit.

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Citizen science-based toolkit launched by the Minister for Primary Industries and Water, The Hon. Guy Barnett MP.

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Funded by the Tasmanian Government and developed by CCA, the toolkit will help land managers and community groups monitor Tasmania’s Little Penguin populations and manage threats to their colonies.

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The toolkit provides guidance on survey methods community groups can use to monitor changes to penguin populations in their local area. It also provides methods to assess the Little Penguin habitat potential of an area, as well as way to effectively assess current and future threats to colonies.

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Data collected using these methods can be provided to the Tasmanian Government through a dedicated email address to improve knowledge of Little Penguin populations and distribution around the state.

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The toolkit is endorsed by the Tasmanian Penguin Advisory Group and endorsed by DPIPWE wildlife experts.

Project Partners: DPIPWE and Tasmanian Penguin Advisory Group.

Image from left to right: Peter Voller PSM, Dr. Perviz Marker, Anna Wind, Bonnie Bonneville and Mike Thomson.

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Image from left to right: Daryl Connelly, Dr. Perviz Marker, Felix Ellis MP, The Hon. Guy Barnett MP, Anna Wind.

Community NRM Engagement Program This program maintains relationships, networks and capacity for NRM across the region beyond currently funded projects. It aims to educate and engage the broader community in natural values, natural resource protection and best-practice NRM; to recognise and celebrate individuals, community groups, businesses and schools who are undertaking good NRM work; to maintain and improve the presence and reputation of the CCA’s NRM work; to engage small holders in best practice NRM; to improve engagement and recognition of the Tasmanian Aboriginal community and their participation in NRM.

Image: Hannah Sadler at CCA’s Central Coast Ecofest stall.

Highlights and outcomes

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Maintained, and built communication and engagement through the NRM Facebook page, Cradle to Coastlines newsletter and other channels.

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Established a regional Council NRM Working group to better share information, network and collaborate on NRM projects.

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Submitted four nominations for Tasmanian Community Landcare Awards and shared local success stories.

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Presented at school and community events and activities including U3A, Somerset High School, Wynyard High School and Central Coast Ecofest.

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Contributed to the Cradle Coast Weed Advisory Group.

Project partners: Member Councils, Community Groups and Industry.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Creating a Hooded Plover Stronghold on Three Hummock Island This project will protect the threatened beach-nesting shorebird species, the Hooded Plover, on Three Hummock Island, by working towards the eradication of feral cats from the Island, as well as controlling the invasive weed, Sea Spurge, and removing marine debris.

Highlights and outcomes

Image: NRM Planning & MERI Coordinator, Iona Flett in helicopter baiting with Curiosity.

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The second year of the Three Hummock Island project has seen feral cat control work start on the island. This involved preparation of a detailed Environmental Management Plan and Reserve Activity Assessment. Approvals were granted, and poison baiting occurred at the end of May using Curiosity cat baits, both from a helicopter and along tracks from a vehicle.

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Five Felixer cat grooming traps on loan from the Australian Government were installed on the island in trial (photo-only) mode. They are due to be activated in the first quarter of 2021-22. Results from the trial are positive, and this looks to be an effective long-term solution for cat control.

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A Wildcare group, Friends of Three Hummock Island (FROTHI), was established and engaged to undertake the first Sea Spurge and marine debris working bee. This took place at the end of June and resulted in increased area of suitable nesting habitat for Hooded Plovers.

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Monitoring continued throughout the year, to determine the cat detection rate before and after cat control activities, as well as rodent monitoring and Sea Spurge monitoring.

Project Partners: Australian Government 9, DPIPWE-Biosecurity Tasmania, Tasmania Parks and Wildlife Service, Three Hummock Island lease managers and BirdLife Australia.

Image: FROTHI (Friends of Three Hummock Island) volunteers during the working bee.

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Regional Agriculture Landcare Facilitator (RALF) The primary objective of this project is to promote sustainable agriculture practices by collaboration with farmers, farm production groups and industry. Communications and capacity-building initiatives around whole-farm planning play a role in this. Another key role of the RALF position is to provide support in the delivery of the sustainable agricultural project, Protecting our Productive Soils. Highlights and outcomes

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Established four new dung beetle nursery colonies Onthophagus vacca on commercial grazing farms.

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Property Management Planning (PMP) workshop held at Gaunts farm (Nietta) investigating the effect of biological soil and foliar amendments.

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Two presentations were delivered to TasTAFE agriculture students and apprentices on Natural Resource Management in sustainable agriculture, dung beetles and whole farm planning.

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Eight media articles published in The Advocate and Cradle to Coastlines newsletter.

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Four farmers were supported to develop funding applications to improve land management practices (two funded successfully to date).

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Funding was secured to develop an additional online climate change module for the PMP program.

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Assisted with the delivery of six extension activities and provided four demonstration trial summary reports for the “Protecting our Productive Soils” sustainable agriculture project.

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Project Partners: Australian Government 10.

Online Property Management Planning (PMP) Climate Change Module Funded by the State Government’s Climate Research Grants Program, this project will see CCA develop an online module - ‘What does climate change mean for my farm?’ to complement our existing online PMP modules. Highlights and outcomes

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Online learning modules developed providing information and options to farmers to assist managing primary production under a changing climate.

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The new module will sit within our existing online (PMP) program and provide valuable information about this key area which agricultural systems will need to adapt to.

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This will broaden the scope of the existing PMP program (>100 PMPs completed to date) enabling it to provide a more comprehensive suite of information to farmers, small landholders and land managers alike.

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The focus for action is to encourage practice change in the agricultural sector through communication, farm demonstration trials and support of PMP in the context of climate change.

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This will be an engaging and accessible tool for the growing number of Cradle Coast residents who are small-scale hobby farmers or commercial farming entities, or are interested in the sector, to assist them in planning and making decisions that respond to the impacts of climate change.

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Having the knowledge to adapt appropriately to climate change will assist agricultural operations to avoid unanticipated costs and productivity losses, as well as building longer term resilience into the sector.

Project Partners: Department of Premier and Cabinet’s Tasmanian Climate Change Office and Industry.

This project is supported by Cradle Coast Authority and funded by the Australian Government’s National Landcare Program.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Implementing the Tasmanian Cat Management Plan (TCMP) This project supports the implementation of the TCMP through developing and implementing awareness and education programs to improve levels of responsible cat ownership across the region. The project will also assist Councils in the development of policies linked to the TCMP including the development of by-laws and implementation of compliance programs and training programs for Council officers. Highlights and outcomes

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Developed a Regional Cat Management Strategy in collaboration with Member Councils.

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Assisted in the development of the Pilot Cat Control Project at Preservation Bay for Central Coast Council.

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Created four educational videos and associated TV advertisements entitled ‘That’s Cats’ that have been launched by the Minister for Primary Industries and Water. The advertisements screened on television 504 times across three channels and the videos have been viewed over 8,700 times on Facebook.

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Created six educational brochures on responsible cat ownership, highlighting the importance of containment, health, cat behaviour and surrendering a pet cat.

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TassieCat Facebook page launched which gained over 2,000 followers. The TassieCat website was regularly updated, and visitor numbers have doubled, consistently receiving approximately 475 visits per month.

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Presented at the 2019 Australian Institute of Animal Management Conference. The presentation was entitled The Tasmanian Cat Management Project: ‘the Tassie approach to state-wide cat management’.

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Participated in two discounted microchipping days organised by the RSPCA, one in partnership with West Coast Council, and a Cat Expo organised by the Tasmanian Feline Association.

Project Partners: DPIPWE-Biosecurity Tasmania, NRM North, Kingborough Council, RSPCA, Just Cats Tasmania, Ten Lives Cat Centre and Local Government Association of Tasmania (LGAT).

The Tasmanian Weeds Action Fund (WAF) The Tasmanian Weeds Action Fund is a $5 million State Government initiative. The funds provided will be invested with farmers and other community organisations to tackle weeks that are impacting valuable agricultural and environmental assets. CCA has partnered with NRM North and NRM South to deliver Stage Two of the fund over the next three years. The funds will provide a more strategic and targeted approach to tackling high priority weeds that affect agriculture and the environment, to improve the productive value of land and protect our natural values. Highlights and outcomes

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Shared and promoted WAF priorities and opportunities.

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Provided support and advice to State-wide Weed Action Fund Coordinator and NRM North on priority WAF projects for the Cradle Coast region.

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Fielded queries and provided advice and support to project applicants in the Cradle Coast region in developing project applications in line with program objectives and grant guidelines.

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Developed projects including a successful Spanish Heath weed mapping project with Burnie City, Devonport City, Central Coast, Waratah Wynyard and Circular Head Councils and a large gorse and broom control project from Ridgely to Waratah with Burnie City Council and other stakeholders.

Project Partners: State Government, NRM North, NRM South, Industry, Member Councils and Community groups. CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Local Government Australian School-based Apprenticeship (ASbA) Program Councils are looking to provide more jobs for young people and this program aims to make it easier for Councils, Schools, and young people to navigate ASbAs. The project will increase the number of ASbAs within Councils, help Councils understand the benefits of ASbAs, and map ASbAs to areas of current and future skills shortages. This project also aims to support and increase the number of ASbA commencements within Councils in the future and is funded by the Australian Government under the $3.9 Image: CCA ASbA Sarah Walton. million North-West Tasmania Job Generation Package through Skills Tasmania. Highlights and outcomes

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Future workforce planning will help prioritise investments in recruitment and training to build the Local Government workforces. Investment in people has the potential to overcome the challenges of attracting critical skills our region faces.

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Completed Local Government Career Pathway Mapping work – published resources can be found on our website here.

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Developed a range of resources including promotional material for Schools.

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Presented an overview of the program and local government careers to a range of Schools.

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Provided further analysis of workforce data for several Member Councils to assist with identification of ASbA opportunities for 2022 intake.

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Developed ‘A day in the life of West Coast Council’ – a work experience program to engage students on the West Coast with Council. The program will be delivered in September 2021 in partnership with West Coast Council, Mountain Heights High School and Roseberry District High School. If successful, CCA would look to roll out the program (or similar) with other Councils across the region to engage young people in local government career conversations.

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Confirmed several ASbA roles with participating Councils for the 2022 intake.

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Engaged with relevant Schools across the region in relation to 2022 ASbA opportunities.

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Developed recruitment campaign and communications strategy to advertise and promote opportunities in August and September.

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Continued building on the workforce planning work commenced and prepared a presentation for General Managers to inform further shared services opportunities and other workforce initiatives.

Project partners: Australian Government, State Government, Skills Tasmania, and Member Councils.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Cradle Coast Shared Services Strategy While there are many good examples of shared services across the region, General Managers and other stakeholders have consistently stated the absence of a dedicated coordination role is a major impediment for further shared services implementation. CCA took this feedback on board and responded to it through our 2019/20 Annual Plan and Budget. Endorsed by the Representatives in May 2019, the 2019/20 Annual Plan and Budget established a new direction for CCA, with a clearer purpose, a new Strategic Services function, actions and key deliverables relating to shared services. During 2019/20 CCA developed a Shared Services Strategy which was endorsed by the Representatives in February 2020. CCA’s role in shared services is not to dictate or control, but to help Member Councils achieve the benefits they desire, through coordination, encouragement and professional service delivery. The Shared Services Strategy identifies several opportunities and initiatives CCA will pursue with Member Councils. Principles which underpin our approach to shared services include: 1.

Act! Let’s choose some low risk, low hanging fruit and pursue some quick-wins.

Quick-wins and collective action will help build the trust and capability required to pursue more complex shared service solutions over time.

Maintaining the status quo is not an option; public expectations and economic reality demand we do thing differently.

A range of opportunities and initiatives were identified and assessed through the development of the Shared Services Strategy and to commence the implementation of the Shared Services Strategy, CCA as adopted two approaches: 1.

Initiatives CCA will lead and deliver.

Initiatives CCA will help Councils’ progress.

Image: Microsoft Office 365 “Customer Immersion Program”.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Highlights and outcomes

•

Effectively commenced implementing the Shared Services Strategy and collaborative working arrangements including: o

Offering internal audit and other professional services to Member Councils

Continued delivering the Cradle Coast Local Government Networking Program in partnership with Local Government Professionals Tasmania

Continued to coordinate and promote regional events through the Regional Events Working Group

Collected data to complete the analysis already commenced in relation to the regulatory services review

Completed Telecommunications review and gained commitment from participating Councils to progress joint Telstra and Microsoft Office 365 procurement.

Completed regional-scale Microsoft procurement and Council on-boarding with preferred provider

Launched a Microsoft Customer Immersion Experience Program to help Councils maximise their return on investment

Executed joint Telstra procurement arrangements on behalf of Member Councils

Secured commitment from Microsoft vendor to provide additional benefits including a customised ‘Customer Immersion Experience’ program

Provided Member Councils with a joint energy platform (‘Energy Detective’) proposal which will see CCA coordinate the implementation of the platform across participating Councils to help Councils take control of their energy costs and emissions.

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Engaged with LGAT, the Local Government Division and others in relation to our shared services activities and future priority areas.

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Developed an action plan to complete agreed priorities and initiatives postponed by Councils due to COVID.

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Presented an overview of our shared services work at the inaugural Local Government Professionals Digital Innovation and Transformation Special Internal Group.

Cradle Coast Local Government Networking Program As part of our Strategic Services business function, this initiative supports our purpose to achieve regional outcomes and maintain strong local government, by working together. Instead of re-inventing the wheel we partnered with Local Government Professionals Tasmania to deliver the Cradle Coast Local Government Networking Program. The initiative delivers a series of professional development and networking events aimed at increasing collaboration and engagement across the region. Through quarterly events hosted by Member Councils, the program aims to strength ties across the region’s local government workforce, at all levels, while promoting and sharing learnings. Both Local Government Professionals members and non-members are invited to attend. Highlights and outcomes

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Established a partnership with Local Government Professionals Tasmania.

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Planned and delivered a calendar of events for 2020.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

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First event for 2021 delivered in February at Central Coast Council where Sandra Ayton, General Manager, presented an overview of Central Coast Council’s Dementia Friendly Strategy and Reconciliation Action Plan.

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Second event for 2021, delivered in May at Devonport City Council with Matthew Skirving, Executive Manager City Growth, presenting an overview and update of the LIVING CITY project.

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Planned and agreed on a schedule of events for the remainder of the year.

Project partners: Local Government Professionals Tasmania and Member Councils.

Council Services In addition, the initiatives identified in our Shared Services Strategy we also provide a range of professional service offerings for Member Councils including audit panel services, internal audit programs, business planning and strategic plan development, risk management, workforce planning, facilitation, stakeholder engagement, training coordination and continuous improvement initiatives. Highlights and outcomes

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Developed internal audit programs for several Member Councils.

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Provided internal audit services to Waratah Wynyard and West Coast Councils.

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Provided other fee for service work for West Coast Council.

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Progressed discussions with Devonport City Council to provide internal audit services.

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Established an Audit Panel service for West Coast Council.

Image: Independent Audit & Risk Committee Member, Steve Allen and Claire Smith.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

FINANCIAL REPORT Comprehensive Result The Independent Audit Report and Annual Financial Statements including notes to the accounts is presented in the following pages. The general purpose financial report meets the requirements of the Local Government Act 1993 (as amended) and Australian Accounting Standards and has been audited by the Tasmanian Audit Office. An unqualified audit opinion was issued by the Auditor General on 24 September 2021. The financial report represents the overall financial position of CCA inclusive of Core Operations, Natural Resource Management (NRM), Regional Economic Development and Strategic Services functions. CCA reported a consolidated deficit of $1.09 million against a budgeted surplus of $83k, representing draw down of project funds held and transfer / expense of Contract Asset upon completion of the Construction of the Latrobe to Ambleside section of the Coastal Pathway at 30 June 2021. The operating result exclusive of capital expenditure relating to the Coastal Pathway and before depreciation and amortisation was a surplus of $743k (2020: $3.13m). The discrepancy between the actual result and budget is due to income and expenditure relating to the Construction of the Coastal Pathway not included in approved budget estimates due to the timing and nature of the project. After accounting for outstanding creditors, leave provisions and other payables, CCA held net assets of $4.46 million at 30 June 2021 (30 June 2020: $5.55 million). Of net assets, $776k represents construction WIP and $2.79 million represented unexpended grant funds held in accordance with grant funding conditions and/or project commitments. See note 19 of the audited Financial Statements for details of areas these funds are committed.

2021

2020

(1,089,775)

4,625,440

Cash assets

4,527,703

3,290,960

Net assets

4,467,229

5,557,004

Project reserves

2,792,695

3,071,573

Financial Result Surplus/(deficit) and comprehensive result

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Contributions received for Projects and Operations 2021 Income

2020

Australian Government

1,463,769

23.8

4,370,689

State Government

1,791,846

29.2

1,053,836

Local Government

1,839,695

29.9

361,564

185,612

157,616

12,885

0.2

16,347

0.2

850,696

13.8

895,471

6,144,503

100

6,889,070

100

Industry/other Interest (re-invested) Member contributions Council contributions (core funding) Total

Figure 1: 2020/21 Member Council contributions represented 13.8% of total revenue

14%

Australian Government 24%

3% State Government

Local Government - Projects

30%

Industry / Other 29% Council Contributions (Core Funding)

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Core Operations Performance ‘Core Operations’ includes operating overhead expenses incurred on behalf of the business. During 2020/21, projects and business units contributed $320,000 towards operating costs and internal support services, reported as ‘project contributions’ below. In 2020/21, Core Operations reported gross income of $1,566,249 and gross expenditure of $1,404,643 inclusive of contributions made to projects and business unit activities. Consolidated Income Statement 11 For the year ended 30 June 2021 2021 Income

2020

Council Contributions

850,696

895,471

Project Contributions

652,610

627,079

62,943

154,132

1,566,249

100

1,676,683

100

Expenses from Ordinary Activities

343,201

462,600

Employee Expenses

673,382

553,285

Project Delivery Expenses

388,060

434,903

1,404,643

100

1,451,788

100

Other Income Total Income Expenses

Total Expenses Net Surplus/(Deficit)

161,606

225,895

The Core Operating result for the year ended 30 June 2021 before depreciation and amortisation expenses, was a surplus of $161,606 (2020 surplus: $225,895). Core Operating project expenditure for 2020/21 included non-reoccurring payments of $45,000 made to Swinburne University for the Evaluation of the Regional Futures Plan. Other project expenditure reported relates to contributions towards external service delivery and regional economic development project activities.

The information presented has been compiled from audited financial statements relating to ‘Core Operations’.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Regional Natural Resource Management CCA’s NRM function delivers Regional NRM services on behalf of the Australia Government and State Government. During 2020/21 NRM funding contributed $320,000 towards overhead costs and internal corporate support services. In 2020/21, CCA reported income of $1,781,999 and expenditure of $1,510,563 for Regional NRM activities, the statement below represents the consolidated performance of these activities. This year’s surplus of $271,435 represents an increase in project reserves as at 30 June 2021, comprising predominately of Australian Government funding relating to Regional Land Partnership projects. Consolidated Income Statement 12 For the year ended 30 June 2021 2021 Income

2020

388,994

417,607

1,367,519

1,113,355

72.5

25,485

7,258

0.5

1,781,999

100

1,538,220

100

Employee Expenses

668,180

566,022

Project Delivery Expenses 14

724,019

453,439

Other Operating Expenses

118,364

118,496

1,510,563

100

1,137,957

100

State Government 13 Australian Government Other Income Total Income Expenses

Total Expenses Net surplus/(deficit)

271,435

(366,480)

2021

2020

Opening Reserves 15

402,035

1,790

Surplus/(Deficit)

271,435

400,263

Closing Reserves 16

673,470

402,053

Comprehensive Result

After accounting for outstanding creditors and leave provisions, CCA held consolidated reserves of $673,470. Total reserves held include Regional Land Partnerships $639,716 (2020: $371,152), State Support for Regional NRM $10,521 (2020: $3,219) and other standalone State Government projects $23,233 (2020: $24,581).

The information presented has been compiled from audited financial statements relating to funding received for Natural Resource Management.

Does not include Revenue received in advance recognised in accordance with AASB 15

Excludes employee expenses incurred for project delivery.

2020 Opening Reserves adjusted in accordance with adoption of new and revised accounting standards.

Reported reserves held at 30 June 2020 is inclusive of ‘residual project funds’ and year-end operating surplus/(deficit) results, however, excludes revenue received in advance recognised as a financial liability. 16

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Review of Financial Performance Council contributions

In 2021, CCA delivered a five per cent decrease in Member Council contributions, in response to the impacts of COVID-19 on local government.

Cost control

There was ongoing effort reviewing how business was conducted at both an organisational and business unit level to integrate business activities, reduce costs, streamlining processes, and delivering greater transparency. This work is ongoing and will create sustainable value and deliver a stronger focus on project and resource management.

Operating Expenses (OPEX)

Following significant reductions over previous years, between 2019 and 2020 operating expenditure remained on par. Expenses in 2021 were slightly less than 2020 with a small $5k reduction. Organisational practices and processes continued to be improved to create efficiencies and further control operating expenditure in line with organisational goals and key performance indicators.

Employee expenses

Overall, total consolidated employee expenses were above budget due to fluctuations in project related resourcing levels, however, a portion was offset by a reduction in core operating salaries relating to vacant roles during the year.

Claire Smith CPA Deputy Chief Executive Officer

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

AUDIT REPORT

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

FINANCIAL STATEMENTS Statement of Comprehensive Income For the Year Ended 30 June 2021

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Statement of Financial Position As at 30 June 2021

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Statement of Cashflows For the Year Ended 30 June 2021

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Statement of Changes in Equity As at 30 June 2021

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Notes to and forming part of the General Purpose Financial Statements For the Year Ended 30 June 2021 Note 1 Significant Account Policies 1A

General Information

Cradle Coast Authority (CCA) is a Joint Authority established under Section 30 of the Local Government Act 1993 (as amended) with participating Member Councils being Burnie City, Central Coast, Circular Head, Devonport City, Kentish, King Island, Latrobe, Waratah-Wynyard, and West Coast. The purpose of CCA is to help Councils achieve regional outcomes and maintain strong local government, by working together.

Basis of Accounting

These financial statements are a general purpose financial report that consists of a Statement of Comprehensive Income, Statement of Financial Position, Statement of Changes in Equity, Statement of Cash Flows, and Notes accompanying the Financial Statements. The general purpose financial report complies with applicable Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting Standards Board (AASB) and the Local Government Act 1993 (as amended). CCA has determined is does not have profit generation as a prime objective. Consequently, where appropriate, CCA has elected to apply options and exemptions within accounting standards applicable to not-for-profit entities. This financial report has been prepared under the historical cost convention (except where specifically stated) and on the accrual and going concern basis. Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to conform with current presentation, and disclosure has been made of any material changes to comparatives. All amounts presented in the financial statements are expressed in Australian Dollars and have been rounded off to the nearest dollar.

Accounting Estimates and Judgements

In the application of Australian Accounting Standards, CCA is required to make judgements, estimates and assumptions about carrying amounts of assets and liabilities that are not readily available from other sources. The estimates and associated assumptions are based on historical experiences and various other factors believed to be reasonable under the circumstances. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. CCA has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

Key Judgements Assumptions are utilised in the determination of CCA's employee entitlements provisions. These assumptions are discussed in Note 1O. Assumption and judgements are utilised in determining the value of CCA's property, plant and equipment including useful lives and depreciation rates. These assumptions are discussed in Note 1F.

Impact of COVID-19 on Financial Reporting for 2020-21 The COVID-19 pandemic has impacted this financial report, which may be reflected in the comparability of some line items and amounts reported in the statements and / or the notes. The financial impacts are a direct result of either CCA’s response to the pandemic, or due to mandatory shutdowns as directed by the Australian Government and the advice from the Australian Government Department of Health and Tasmanian Government. Further details of such impacts are disclosed in the material budget variations at Note 22. CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Revenue

Revenue is recognised when CCA obtains control of the contribution or the right to receive the contributions, it is probable that the economic benefits comprising the contribution will flow to CCA and the amount of the contribution can be measured reliably. CCA determines whether an enforceable agreement exists and whether the promises to transfer goods or services to the customer are ‘sufficiently specific’. If an enforceable agreement exists and the promises are ‘sufficiently specific’ (to a transaction or part of a transaction), CCA applies the general AASB 15 principles to determine the appropriate revenue recognition. If these criteria are not met, CCA considers whether AASB 1058 applies. Refer to note 1R for accounting policy related to AASB 15 and AASB 1058. Interest revenue is recognised on an accrual basis as earned using the effective interest rate method. Grant income is recognised as revenue when CCA obtains control over the assets comprising the receipt. Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured and are valued at their fair value at the date of transfer. Where grants recognised as revenue during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant is also disclosed. Unreceived contributions over which CCA has control are recognised as receivables. CCA recognises a contractual asset for work in progress where a performance obligation is satisfied by transferring a promised good or service to the customer, before the customer pays consideration or CCA transfers control of the contractual asset. CCA reviews contractual assets for impairment annually and when indicators of impairment are identified. All revenue is stated net of the amount of Goods and Services Tax (GST)

Borrowings

The borrowing capacity of CCA is limited by the rules of CCA. Borrowings are initially recognised at fair value net of transaction costs incurred. After initial recognition, these liabilities are measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Statement of Comprehensive Income over the period of the liability using the effective interest method.

Plant, Equipment and Leasehold Improvements

Plant and equipment is measured at historical cost less accumulated depreciation and impairment. Leasehold improvements are recognised at cost and are amortised over the unexpired period of the 10-year lease period. Depreciation is calculated on a diminishing value basis over the useful lives of the assets, commencing from the time the asset is held ready for use. The depreciation rates used for each class of depreciable asset are listed below and are consistent with the prior year. Plant and Equipment:

7.5 - 60%

Leasehold Improvements: 10% Depreciation rates and methods are reviewed annually, and residual values and useful lives are adjusted if appropriate at the end of each reporting period. Items of plant and equipment are derecognised upon disposal or when there are no future economic benefits to CCA.

Intangible Assets

Intangible assets with finite lives acquired separately are carried at cost less accumulated amortisation and accumulated impairment losses. Amortisation is recognised on a straight-line basis over the estimated useful lives. The estimated useful life and amortisation method are reviewed at the end of each reporting period, with the effect of any changes in estimate being accounted for on a prospective basis. Intangible assets with indefinite useful lives that are acquired separately are carried at cost less accumulated impairment losses.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Impairment

At the end of each reporting period, CCA reviews the carrying values of its assets to determine whether there is any indication those assets have been impaired. Impairment losses are recognised in the Statement of Comprehensive Income under expenses. Reversals of impairment losses are recognised under income. For non-cash generating assets of CCA, the carrying value is presented by the depreciated value of the asset approximated by the written down replacement cost.

Cash and Cash Equivalents

Cash and cash equivalents include cash on hand, deposits held at-call with financial institutions and other shortterm highly liquid investments with the original maturities of two months or less.

Receivables

Receivables are carried at amortised cost using the effective interest rate method. A provision for impairment is recognised when there is objective evidence that an impairment loss has occurred. Debtors are required to settle their accounts within 14 days of the invoice being issued. CCA does not have any concerns regarding the payment of outstanding debt.

Right-Of-Use Asset

A right-of-use asset is initially measured at cost comprising the initial measurement of the lease liability adjusted for any lease payments made before the commencement date (reduced by lease incentives received), plus initial direct costs incurred in obtaining the lease and an estimate of costs to be incurred in dismantling and removing the underlying asset, restoring the site on which it is located or restoring the underlying asset to the condition required by the terms and conditions of the lease. Right-of-use assets are depreciated over the shorter period of lease term and useful life of the underlying asset. If a lease transfers ownership of the underlying asset or the cost of the right-of-use asset reflects that CCA expects to exercise a purchase option, the related right-of-use asset is depreciated over the useful life of the underlying asset. The depreciation starts at the commencement date of the lease.

Lease Liability

The lease liability is measured at the present value of outstanding payments that are not paid at balance date, discounted by using the rate implicit in the lease. Where this cannot be readily determined, then CCA's incremental borrowing rate for a similar term with similar security is used. The lease liability is subsequently measured by increasing the carrying amount to reflect interest on the lease liability (using the effective interest method) and by reducing the carrying amount to reflect the lease payments made.

Payables

Payables represent the liability outstanding at the end of the reporting period for goods and services received by CCA during the reporting period which remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition.

Taxation

CCA is exempt from all forms of taxation except Fringe Benefits Tax, Payroll Tax, and Goods and Services Tax.

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 statement of financial position are shown inclusive of GST. Cash flows are presented in the cash flow statement on a gross basis, except for the GST component of the investing and financing activities, which are disclosed as operating cash flows.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Employee Benefits

Employee benefits include, where applicable, entitlements to wages and salaries, annual leave, personal leave, long service leave, superannuation, and any other post-employment benefits. Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in assets or an increase in liabilities have arisen that can measure reliably.

Short-Term Obligations Liabilities for wages and salaries, annual leave, and long service leave expected to be settled within 12 months of the end of the reporting period are measured at the amounts expected to be paid when the liabilities are settled.

Long-Term Obligations The liability for long service leave and annual leave which is not expected to be wholly settled within 12 months after the end of the reporting period in which the employee renders the related services, is recognised in the provision of employee benefits and measured as the present value of expected future payments to be made in respect to services provided by employees up to the end of the reporting period. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash flows.

Personal Leave Benefits No accrual is made for personal leave as experience indicates that, on average, personal leave taken in each reporting period is less than the entitlement accruing in that period, and this is expected to recur in future reporting periods. CCA does not make payment for any untaken personal leave entitlements.

Superannuation During the year CCA made the required superannuation contributions for all eligible employees to an appropriate complying superannuation fund as required by the Superannuation Guarantee (Administration) Act 1992.

Allocation Between Current and Non-Current

In determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next 12 months, or if CCA does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.

Budget

The estimated revenue and expense amounts in the Statement of Other Comprehensive Income represent approved budget estimates and are not audited.

Adoption of New and Amended Accounting Standards

In the current year, CCA has adopted all the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board that are relevant to its operations and effective for the current annual reporting period. The impact of the adoption of new and revised Standards are detailed below and in the relevant notes where applicable.

AASB 2018-7 Amendments to Australian Accounting Standards – Definition of Material The amendments refine the definition of material in AASB 101 and are applicable for the year ended 30 June 2021. The amendments clarify the definition of material and includes guidance relating to obscuring information that could reasonably be expected to influence decisions of the primary users of the financial information. The amendments include additional guidance to the definition of material, gives it more prominence, and clarifies the explanation accompanying the definition of material. The adoption of the amendments has not had any significant impact on CCA.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Pending Accounting Standards

Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2021 reporting periods. CCA's assessment of the impact of the relevant new standards and interpretations is set out below.

AASB 2017-5 Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 and Editorial Correction, applicable to annual reporting periods beginning on or after 1 January 2022. These amendments address and acknowledge inconsistency between the requirements in AASB 10, and those in AASB 128 (2011) in dealing with the sale or contribution of assets between an investor and its associate or joint venture. The main consequence of the amendments is that a full gain or loss is recognised when a transaction involves a business (whether it is housed in a subsidiary or not). A partial gain or loss is recognised when a transaction involves assets that do not constitute a business, even if these assets are housed in a subsidiary. All other Australian accounting standards and interpretations with future effective dates are either not applicable to CCA's activities or have no material impact.

Note 2 Events after Reporting Date In April 2021 Burnie City Council provided their notice of withdrawal as participating Member Council. While this has not impacted CCA's Financial Statements for the year ended 30 June 2021, BCC's withdrawal will be effective as of 1 July 2022 and will have an impact on future year's revenue. There have been no other events subsequent to balance date which would have a material effect of CCA's Financial Statements as at 30 June 2021.

Note 3 Government Grants

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 4 Council Contributions

Note 5 Other Income

Note 6 Employee Benefits

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 7 Project Materials and Services

Note 8 Depreciation and Amortisation

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 9 Other Operating Expenses

Note 10 Cash and Cash Equivalents

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 11 Receivables

Note 12 Property, Plant and Equipment

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 12 Property, Plant and Equipment Cont.

Note 13 Intangible Assets

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 14 Payables

Note 15 Lease Liabilities

Note 16 Provisions

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 17 Other liabilities

Note 18 Borrowings

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 19 Reserves

Note 20 Cash Flow Information

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 20 Financial Instruments a)

Accounting Policies and Processes CCA has overall responsibility for the establishment and oversight of the risk management framework. Risk management policies are established to identify and analyse risks faced by CCA, 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 business activities. CCA has an Audit and Risk Committee, with the purpose being to report to the Board and provide appropriate advice and recommendations to assist the Board to discharge its corporate governance responsibilities. It also provides a liaison between CCA and the external auditor. The Committee is responsible for reviewing and reporting to the Board on the following matters;

•

The effectiveness of internal controls established by management to safeguard the operations, including fraud prevention, of CCA.

•

Whether accounting procedures and policies comply with statutory requirements including the Local Government Act 1993 (as amended) and relevant Accounting Standards.

•

The accuracy, reliability, and timeliness of financial information, including monthly reports, quarterly financials and annual financial statements, provided to the Board and Representatives.

Categories of Financial Assets

CCA received grant revenue in advance from DPIPWE – Biosecurity Tasmania, DPIPWER – Natural and Cultural Heritage, the Department of Premier and Cabinet and the Department of State Growth. Grants which have specific performance obligations yet to be satisfied as at 30 June 2021 under an enforceable contract or where the funding agreement includes a “Termination of Convenience” clause giving the Grantor the right to terminate the Deed by notice in writing, whereby CCA must repay the Grantor on demand, gives rise to a financial liability. These are disclosed above as “Other Liabilities”.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Fair Value

Credit Risk The maximum exposure to credit risk at the balance date in relation to each class of recognised financial asset is represented by the carrying amount of those assets and indicated in the Statement of Financial Position.

Risk and Mitigation Market Risk Market risk is the risk that the fair value or future cash flows of financial instruments will fluctuate because of changes in market prices. CCA’s exposures to market risks are primarily through interest rate risk, with only insignificant exposure to other prices risks and no exposure to foreign currency risk. Components of market risk to which we are exposed are discussed below. Interest Rate Risk CCA has no borrowings subject to interest rate risk at the balance date but does hold investments which are subject to interest rate fluctuation. CCA 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 funding arrangements. Only when the interest is received does it become available to invest further in the projects to which the grant deed and funding agreements apply. Credit Risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause CCA to make a financial loss. CCA has exposure to credit risk on some financial assets included in the Statement of Financial Position. Credit risk arises from CCA’s financial assets, which comprise cash and cash equivalents, and trade and other receivables. The majority of debtors are Member Councils and government entities 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 arrangements. To minimise the credit risk, each grant deed or funding agreement is assessed before executing to ensure CCA has adequate resources to perform the obligations under any deeds or agreements.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Liquidity Risk Liquidity risk is the risk CCA will not be able to meet its financial obligations as they fall due. CCA’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 CCA’s reputation. Typically, CCA ensures 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. The following table lists the contractual maturities for Financial Liabilities. Contractual cash flows are based on the undiscounted total payment, including both principal and interest, on the earliest possible date on which CCA may be required to pay.

Sensitivity disclosure analysis

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Note 21 Material Budget Variations CCA’s 2020/21 budget was adopted by the Board and endorsed by the Representatives in May 2019. The original projections have been affected by several factors, these include State and Australian Government decisions around new grant programs, changing economic activity, and decisions made by CCA. Material variations of more than +10% and -10% are explained below.

Income Income received was up $3.1m on budget due mainly to: •

Government grants were up $1.3m on budget primarily due to funding received for the Construction of the Coastal Pathway and Farm Vehicle Washdown and Effluent Dumping Facilities not included in original budget estimates.

•

Other income received was up $1.8m on budget due to Council Contributions received for Coastal Pathway construction not included in budget estimates.

Expenses Expenses were up $4.3m on budget due mainly to: •

Employee benefits were $113k over budget due fluctuations in resourcing levels.

•

Project expenses were up $4m on budget due the transfer of Latrobe to Ambleside Coastal Pathway asset to Member Councils upon practical completion.

•

Other operating expenses were $92k below budget due to unspent legal fees, and a reduction in IT expenses and changes to the way leases are presented in accordance to the leasing standard.

•

Depreciation and amortisation was $273k above budget due unplanned fixed assets capitalised, impairment of Intangible Assets and amortisation of Right-of-use Assets.

Note 23 Related Party Transactions a)

Responsible Persons Persons holding the position of a responsible person at any time during the year were:

Directors

Ms Annette Rockliff Ms Kathy Schaefer PSM Mr Malcolm Wells Mr Peter Voller Mr Phil Vickers

PSM (ceased in April 2021)

Mr Shane Crawford Ms Sheree Vertigan

AM (leave of absence June 2021)

The. Hon. Sid Sidebottom (Chair)

Chief Executive Officer

Mr Daryl Connelly

Deputy Chief Executive Officer

Ms Claire Smith

Regional NRM Manager

Mr Mike Thomson (resigned June 2021)

CPA

Mr Daryl Connelly resigned from his position as CEO and finished as of 2 July 2021. As of 28 June 2021, Ms. Sheree Vertigan requested a leave of absence from the Board as she was appointed as the Interim Acting CEO for a transitional period until recruitment activities were undertaken. 17

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

CCA conducts business with all 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 other than the Remuneration disclosed below. Key Management Personnel (KMP) are those persons having authority and responsibility for planning, directing and controlling the entity. Representatives are elected to represent each council and have been identified as KMP. However, do not receive remuneration and therefore, are not included in the KMP remuneration disclosure below. Termination benefits for KMP include payments during the year representing the balance of accrued annual and long service leave entitlements payable. Transactions with Related Parties disclosed include transactions with Related Parties controlled or jointly controlled by KMP. Details of transactions that occurred, including the nature of the terms and conditions relating to the transaction and the aggregate amount of each type of transaction are provided below.

Key Management Personnel Remuneration

Transactions with Related Parties

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Outstanding balances, including commitments to/from related parties As at 30 June 2021, CCA owed the following balances to related parties: •

Latrobe Council $45

As at 30 June 2021, the following balances were receivable from related parties: •

Central Coast Council $8,520

CCA has no commitments in existence as reporting date that have been made, guaranteed, or secured by CCA to a related entity.

Transactions with related parties that have not been disclosed All transactions with related parties have been disclosed, either in aggregate or detail were determined to be of material significance.

Note 23 Commitments CCA had Coastal Pathway Construction commitments for expenditure totalling $1.185m as at 30 June 2021. In addition to this CCA has commitments in relation to RLP contract for services payments of $152k and short-term, low-value lease commitments of $20k.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Statement by Directors The accompanying general purpose financial statements of Cradle Coast Authority for the year ended 30 June 2021: •

Presents fairly the financial position of CCA, financial performance and cash flows.

•

Complies with Australian Accounting Standards, mandatory professional reporting requirements and other authoritative pronouncements of the Australian Accounting Standards Board and the Local Government Act 1993 (Tasmania).

•

Been prepared based on properly maintained financial records.

This statement is made in accordance with a resolution of the Board and is signed for on and behalf of the Board by:

The Hon. Sid Sidebottom Chair 23 September 2021

Ms. Kathy Schaefer PSM Director 23 September 2021

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

DIRECTORS’ REPORT For the year ended 30 June 2021 The Directors present their report on CCA for the financial year ended 30 June 2021. The Directors in office during the year were as follows: The Hon. Sid Sidebottom (Chair) Mayor Annette Rockliff Mr Kathy Schaefer AM Mr Malcolm Wells Mr Peter Voller PSM Mayor Phil Vickers (ceased April 2021) Mr Shane Crawford Ms Sheree Vertigan AM (leave of absence June 2021)

Meetings of Directors There were five meetings and seven workshops of Directors, plus 15 Committee meetings held during the year. The attendance by each Director during the year was as follows:

Director A. Rockliff K. Schaefer M. Wells P. Voller P. Vickers S. Crawford S. Sidebottom S. Vertigan

Unless otherwise stated the Directors have been in office since the start of the financial year to the date of this report.

Operating Result CCA reported an operating deficit ($1,089,775) for the financial year; 2020 surplus: $4,625,440.

Significant changes in the state of affairs • •

In April 2021, Burnie City Council provided their notice of their intention to withdraw as a participating Member Council. In June 2021, Mr. Daryl Connelly resigned, and Sheree Vertigan AM was appointed as Interim CEO.

Review of operations Operational highlights include: •

• • • • • • •

Delivering against year one of our 2020-25 Strategic Plan and our Key Performance Indicators which include achieving a small operating surplus and increasing the proportion of non-Council revenue. Securing millions of dollars of investment in the region, through our successful state election advocacy; Establishing the COVID Regional Restart Hub; Completion of the draft Regional NRM Strategy; Progressing shared services and establishing several professional service offerings for Member Councils including internal audit. Development of a Regional Cat Management Strategy in collaboration with Councils. Completion of the Latrobe to Ambleside section of the Coastal Pathway. Completed an evaluation of the Regional Futures Plan after two-years of implementation.

CRADLE COAST AUTHORITY ANNUAL REPORT 2021

Number of eligible to attend

Number attended

12 12 17 19 4 12 12 17

11 12 15 17 3 12 12 17

CCA has not, during or since the financial year, in respect of any person who is or has been an officer or auditor of CCA 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 proceeding; or Paid or agreed to pay a premium with respect to a contract insuring against liability incurred as an officer for the costs or expenses to defend legal proceedings.

CCA 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 CCA, other than conduct involving a wilful breach of duty relating to CCA.

Cradle Coast Authority 1 – 3 Spring Street, Burnie PO Box 338, Burnie TAS 7320 Ph: 03 6433 8400 admin@cradlecoast.com www.cradlecoast.com