Annual Report 2021-22

N N U A L R E P O R T

ACKNOWLEDGEMENT OF COUNTRY

We pay respect to and acknowledge the traditional owners of lutruwita (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

Cradle Coast Authority Annual Report 2021 2022

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 2021 to 30 June 2022

INTRODUCTION

The Cradle Coast Authority (CCA) 2021/22 Annual Report outlines the organisation's achievements and financial performance.

The Cradle Coast is a vibrant and diverse region of Tasmania, with beautiful coastlines, rich agricultural lands and awe inspiring national park areas. Around 113,000 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, Cradle Coast Authority (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 1 - representing one in five Tasmanians

Cradle Coast Region Nine Councils Population 113,988

Jobs 48,861 local jobs 50,016 employed (2021)

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

Median Age 44 years Enterprises 7,916

A MESSAGE FROM THE CHIEF REPRESENTATIVE

Another 12 months and time to reflect on the year that was although it seems such a short time since I authored the previous Chief Representatives Annual Report.

The report provides an opportunity to reflect on the leadership provided to the Cradle Coast Authority and our region by the six Mayors who have recently announced their intention to not continue in their respective roles. That loss of leadership and guidance will certainly be felt within the Cradle Coast Authority and our region more broadly. Mayors Darryl Quilliam, Jan Bonde, Robby Walsh, Julie Arnold, Tim Wilson and Annette Rockliff have individually and collectively been instrumental in the success of our Councils’ alliance and have very much contributed to the effectiveness and achievements of the Cradle Coast Authority during their tenure.

Each has recognised the advantages of collaboration and the advancement of regional priorities via the Cradle Coast Authority and it is to their credit that the Authority continues to serve as the ultimate model of regional collaboration within the state.

I would like to take this opportunity to thank the Board Chair, the Hon Sid Sidebottom, and our board members for their commitment and contribution throughout the year. I also acknowledge the impending departure of board members Kathy Schaefer, Malcolm Wells and mayoral representatives Annette Rockliff and Julie Arnold. Again,eachhasmadeasignificantcontribution to our region and we wish them well in their future endeavours.

Our CEO, Sheree Vertigan AM, has led a highly motivated and professional team and their collective achievements will no doubt be highlighted in the CEO’s contribution to this Annual Report. Our team continues to work collaboratively and with zeal to ensure we achieve great outcomes for our communities and our member councils. As always, the future is far from certain, and in particular the political and economic environment has created challenges for us all. The current review of Local Government in Tasmania adds to the uncertainty for the Cradle

Coast Authority but also provides opportunities for regional submissions and ideally regional solutions to the priorities identified by the Board in their interim Report.

I firmly believe that the Authority has a key role to play in shaping and supporting the next iteration of Local Government in our region and will continue to promote and provide regional opportunities to other tiers of government.

Our continued engagement with both the Federal and State Governments reflects their acknowledgement of our regional role and building on those relationships will be a key for the soon to be newly elected Local Government representatives, our Board, our CEO and her team.

Leadership of our region has never been more important, nor has there been greater opportunities. Our member councils and their elected leaders will be pivotal in ensuring the Cradle Coast Region remains the best place in which to live, to learn and to visit in the state, if not, the country.

In closing, I’d like to thank Sheree, Sid and Deputy Chief Representative, Mary Duniam, for their support and contributions. It’s certainly been very much appreciated, and our Leadership Team meetings have been both productive and a safe sounding board for any number of issues and ideas.

I continue to believe that the Cradle Coast Authority is best placed to lead and provide advocacy on behalf oftheregionandIlookforwardtothecontinuedsupport from our member councils, their elected members and the region we seek to serve.

Mayor Peter Freshney Chief Representative

A MESSAGE FROM THE CHAIR

Greetings!

We live in interesting times.

Our region is slowly emerging from the on going impact of COVID, the war in the Ukraine, the continuing impact this has had on world economies, supply lines, and global immigration. More locally, a new Federal government has been elected and we are about to have State wide local government elections.

The October local government elections will provide challenges and opportunities how we will or want to govern ourselves locally, and provide the opportunity to re imagine how this can happen. This won’t happen overnight and will require strong strategic regional leadership and State Government direction, resourcing, and bi partisanship. In all, this will be a window of opportunity for our region to provide the important services that our communities need and demand in the most efficient, effective, and equitable means possible as well as enhance the liveability and representation that our various communities value and expect.

CCA continues to provide important services, programs, projects, and advocacy on behalf of our owners, State and National Governments, and partners. These are set out in the Annual Report and expanded on in the CEO’s report.

MostrecentlyCCAhasenteredintoaformal agreement with our local government owners setting out their ‘expectations’ of CCA most especially in the areas of: Advocacy; Strategic Services; Natural Resource Management; and Regional Development. This, along with the current Future Plan, sets out the strategic direction of CCA into the near future. The operational side of CCA ismost ablyled byour CEO Sheree Vertigan AM who, with her hardworking team, continues to hone the management and structure of CCA to better reflect changing circumstances. Internally, all business units of CCA are now fully integrated and the Board is very grateful to all staff for positively bringing this about and for their ongoing good work. Externally, CCA has continued to grow its network of partnerships and relations across the region and the State and is often a point of contact and reference by a whole range of organisations, businesses, and government agencies.

The CCA Board wishes to thank the CCA Representatives Committee for its strategic guidance and leadership throughout the year, especially through the work of its Chair, Mayor Peter Freshney, and Deputy Chair, Mary Duniam. Together with myself and the CEO, we meet regularly to advance the business of CCA. Withthe upcomingelectionsandthe retirementofsome of our CCA Directors, the Board will be taking on a different look into the future. I would like to sincerely thankindependentDirectorsMalcolmWells(Chairofthe AuditandRiskCommittee) andKathySchaefer(Chairof the Regional Development Committee) for their invaluable contributions to CCA over the years, and Mayoral Directors Julie Arnold and Annette Rockliff for their positive leadership, counsel and advice on the Board. I would also like to thank Shane Crawford (General Manager Representative) and Peter Voller (Chair of the CCA NRM Committee) for their significant, ongoing contributions as CCA Board Directors.

The Board wishes to thank all those volunteers who constitute the CCA NRM, Regional Development, and Audit and Risk committees for their invaluable contributions to making the CCA and our region, the best it can be.

CCA is the creation of our regional councils, born out of and existing through positive collaboration. In many waysauniqueorganisationandproofthatcollaboration ratherthancompetitioncanbeabetterwaytoachieve aims that are commonly shared. The next few years will possibly see significant changes in how we as a region organise ourselves. CCA stands ready, willing, and able to play its part as always.

Finally, the Board wishes to thank all our local council representatives for their support and contributions to making our region a better place in which to live, work, recreate, and learn. We look forward to working with and for the newly formed councils after the October elections

Kind regards,

The Hon. Sid Sidebottom

Chair of CCA Board of Directors

CHIEF EXECUTIVE OFFICER’S REPORT

On behalf of CCA team, the Board, Committee Members and Representatives, I present the 2021/22 Annual Report. Although the Annual Report is primarily about providing a snapshot of key functions, projects, outputs and the financial accountability of CCA; it also provides an opportunity to pause, reflect and celebrate the contribution from the hardworking and highly committed team who make it all possible. Our work this financial year has bought CCA closer to its overarching priority to provide a fully integrated service across resource management, regional economic development, service provision, advocacy and representation.

Many years ago, I came across the term VUCA; it was used to describe the global situation. At the time VUCA or Volatile, Uncertain, Complex and Ambiguous sounded like just another management campaign but nowadays it describes much of our reality.

Fortunately, much that is volatile is a long way from the Cradle Coast. There is however a degree of volatility that comes from the uncertainty around local governmentelectionsandthelocalgovernmentreview. The challenge and opportunity for CCA going forward resides in the shape of future relationships and partnerships between individual councils and our collective the Cradle Coast region, and the inevitable decisionsabout where andwhoisbest placedtodeliver what services. There are those aspects of local government that are difficult to define but primarily it is about form following function and the alignment to resources and community expectations. The outcomes from the election, the review and the Letter of Expectation will impact on the work of CCA.

Our work is complex and ambiguous because we work with multiple owners, multiple stakeholders, a diverse community and a dynamic political environment. Although the full extent of CCA’s work is contained within the Annual Report, it is worth commenting on the value of the Regional Investment Framework as an evaluation tool for the projects of regional importance. The projects were ratified by the Representatives and together with feedback from council workshops informedtheRegionalAdvocacyStrategyintheleadup to the recent State and Federal Elections and will continue to inform our work in the next financial year.

We must also recognise the extraordinary amount of time and effort committed to the development of the Cradle Coast NRM 2030 Strategy and to the process of acquiring sign off by both the Federal and State Governments. This document can be viewed www.cradlecoast.com

The development of the Coastal Pathway continues, with work currently being undertaken on the Penguin to Sulphur Creek, Don to Lillico and West Ulverstone stages. We thank Devonport, Latrobe and Central Coast Council for their contributions to this project and the outstanding work being undertaken to connect the various sections of the pathway. It will be an asset to our region.

Although there are no visible signs of the work undertaken by CCA on the Truck Wash and Effluent Dump Project, there are two sites that are ready to progress to design and construct subject to the new Federal Government’s sign off. It is CCA’s understanding that this will be part of the budget process.

Finally, it has been another productive year for CCA. We have responded to the complexities associated with delivering ‘business as usual,’ responding to the opportunities and challenges that arise from a period of rapid economic growth, providing both stakeholders and government with considered responses to the impact of current and future developments all within a context of COVID recovery and potentially reshaping CCA for a future beyond the review of local government. There is no doubt that it is a VUCA context.

Sheree Vertigan AM Chief Executive Officer

BOARD OF DIRECTORS

In 2021/22 CCA had a 7 member Board of Directors, appointed by the Representatives. The Board is responsible for the CCA’s strategic direction, financial management, the appointment of advisory committees and other fiduciary duties. Membership of the Board is skills based along with one General Manager and two Mayoral Representatives.

The Hon. Sid Sidebottom (Chairman)

Mr. Malcolm Wells (Audit and Risk Committee Chair and independent member)

Ms. Kathy Schaefer (Regional Economic Development Steering Group Chair and independent member)

Mr. Peter Voller (Regional NRM Committee Chair)

Mayor Annette Rockliff (Mayoral Representative)

Mayor Julie Arnold (Mayoral Representative)

Mr. Shane Crawford (General Manager Representative)

WewouldalsoliketoacknowledgetheworkandcommitmentoftheCCAcommittees: Audit and Risk Committee

Natural Resource Management Committee

Regional Economic Development Steering Group

COUNCIL REPRESENTATIVES

Our nine Member Councils appoint two Representatives, usually the Mayor and General Manager of each Member Council unless either is appointed to the Board, in which case the Deputy Mayor will be appointed as a Representative instead.

Council Representatives at 30 June 2022:

Central Coast Council

MayorJanBonde

SandraAyton,GeneralManager

Circular Head Council

MayorDarylQuilliam

VanessaAdams,GeneralManager

Devonport City Council

DeputyMayor,AlisonJarman

MatthewAtkins,GeneralManager

Kentish Council

MayorTimWilson

DeputyMayorDonThwaites

Burnie City Council

MayorSteveKons

SimonOverland,GeneralManager

King Island Council

Mayor Julie Arnold

KateMauric,GeneralManager

Latrobe Council

MayorPeterFreshney 2

GeraldMonson,GeneralManager

Waratah Wynyard Council

MayorRobbyWalsh

DeputyMayorDr.MaryDuniam3

West Coast Council

DeputyMayorShanePitt

DavidMidson,GeneralManager

We would also like to thank the following people who served as Representatives at other times during the 2021/22 financial year;

FormerGeneralManagerScottRiley(CircularHeadCouncil)

FormerActingDeputyMayorKevinHyland(WaratahWynyardCouncil)

2 Chief Representative

Chief Representative

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.

VISION PURPOSE

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. “Stronger Councils, Stronger Region”.

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

AGILE COLLABORATIVE OPTIMISTIC LEAN GROWTH MINDSET

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

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

We see the best possible outcome and strive for it.

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

We experiment, reflect, and innovate we constantly ask ourselves

“how can we do this better”?

Stronger Councils, Stronger Region.

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Viney, Joss

who were employed at other

Claire Smith, Tegan McKillop,

REGIONAL ECONOMIC DEVELOPMENT

CHAIR’S REPORT

I had the privilege of stepping into as Chair of the Regional Economic Development Steering Group (REDSG) for the last twelve months following Sheree’s appointment as Chief Executive Officer. Key highlights include: receiving the Regional Futures Plan Evaluation report undertaken by Swinburne University and the Quantitative Final Report prepared by Carol Bracken. The evaluation was undertaken early in the Plan’s implementation phase and therefore it was difficult to measure significant change within a short time frame. The evaluation recognised the introduction of the Regional Investment Framework as an important tool in advocating for projects at the State and Federal Government levels. The Authority remains committed to the implementation of the Regional Futures Plan as a long term investment in the Region.

Late in 2021 CCA hosted the region’s first Sustainable Construction, Development and Living Forum. This initiative was the work of a sub group of the REDSG and attracted many representatives from across the construction industry including: architects, builders, planners and UTAS. An outcome of this Forum was the development of a partnership with UTAS for student placement and Community of Practice research. I congratulate Vonette Mead, Steve Allen and Sheree Vertigan on their leadership of this initiative.

In early 2022 the REDSG developed a work program across their priority areas and consistent with the Regional Futures Plan. Steve Allen officially joined the Group and Tanya Dennison provides executive and project support to the Group. Tanya is undertaking research on the Region’s Housing and Population data and forecasts as a measure of our liveability and sustainability as a Region.

I want to thank all members of the REDSG for their commitment and passion for the Region; their insights have been invaluable for the work of the Authority in driving the Regional Futures Plan.

Kathy Schaefer

Cradle Coast Authority

PROJECT HIGHLIGHTS AND OUTCOMES

Regional Investment Framework (RIF)

As part of the Regional Futures Plan (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 Regional Economic Development Steering Group (REDSG) maintains a list of Regionally Important Projects reviewed and published annually. 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.

• State and Federal funding secured the Dulverton Waste Management organic composting facility upgrades in March 2022.

• The RIF informed CCA’s 2022 Federal Election Regional Advocacy Strategy.

The full list of regionally important projects is available on the CCA website: www.cradlecoast.com/regional investment framework/regionally important projects/

Cradle Coast Future Energy Hub

A CCA and industry partnership was established in 2020 to showcase Cradle Coast’s future energy potential. The Cradle Coast Future Energy Hub is 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.

Highlights and outcomes

• Development of a short series of videos of the career stories of people in the Tasmanian renewable energy sector.

• Development of two online modules supporting general awareness about the sector within the community.

Constructing the Coastal Pathways

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

Highlights and outcomes

• Commenced construction of the Penguin to Sulphur Creek section.

• Construction of a pathway bridge across the Don River was completed in December 2021.

• Coastal Pathway West Ulverstone section tenders are being finalised.

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.

Construction of the facilities will provide increased safety to the public by removing the risk of spillages on our roads, improving animal welfare during transportation, improving working standards for drivers and reducing biosecurity threats such as transferring disease and weeds between farms

Highlights and outcomes

• Smithton site business case approved by TasWater and additional funding sought by NRE and CCA.

• Preparation began for a Development Application (DA) for submission to the Burnie City Council.

Pictured: Central Coast Mayor Jan Bonde and Braddon MP Gavin Pearce turning the first sod of the Penguin to Sulphur Creek section of the Coastal Pathway

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.

Seedlab Sisters Cradle Coast program was established to support women who are curious about what their business dreams could become, to feel more confident and empowered within themselves.

The Seedlab Sisters Cradle Coast Program is funded by the Tasmanian Government Department of Communities ‘Supporting Women to Succeed’ Grant Program, and the Cradle Coast Authority, for 2022. The project partners are Seedlab Tasmania, Cradle Coast Authority, and Swinburne University’s Centre for Social Impact RegionxLink Office.

Highlights and outcomes

45 women and 6 men from the Cradle Coast region have participated in the seven workshops conducted in the region. 19 participants joined two or more workshops. Nine participants completed Bootcamp 1. Two more Bootcamps will run in September 2022. What participants enjoyed:

• Meeting people who have experience and who are launching their own businesses, particularly in the NW Tas area.

• The great advice got me back on track somewhat with paperwork, knowing my number and goals.

• Learning about what we were all finding challenging and the resulting camaraderie

• The clear information that was useful and could immediately be put to use to increase the efficiency and effectiveness of my business

• The cohort experience sharing the journey with other women also embarking on a brave agrifood adventure

• I loved listening to other women's business ideas develop and their confidence grow. I appreciate the clarity and accountability it gave me.

• The atmosphere, talent and support available. It has really made me believe in my business idea.

REGIONAL NRM COMMITTEE CHAIRMAN’S REPORT

2021/22 has been a year of milestones for Cradle Coast NRM and Cradle Coast Authority.

For the first time, we have worked intimately with our fellow Tasmanian NRM Bodies, NRM North and NRM South to develop cohesive nested strategic plans to 2030. This achievement reflects a considerable maturing of our understanding of our collective roles and potential in improving the management of natural, social and cultural values in Tasmania.

The 2030 CCNRM Regional Strategy is a significant guiding document intended to lay a blueprint for action based on good science and communication.

As the Chair of our NRM Committee, I warmly acknowledge the genuine and considered inputs of committee members this year, noting the sad passing of Peter Tyson in late 2021.

Our staff have worked intelligently and consistently to deliver excellent results for our program funders and our community. I am personally impressed with the talent and capability of this team.

As a Director on Cradle Coast Authority Board, I have been impressed at our ongoing commitment as an organisation to inclusivity, cultural acknowledgement and an ongoing ethic of integration of our Region's environmental, social, cultural and economic aspirations.

Peter Voller (PSM)

PROJECT HIGHLIGHTS AND OUTCOMES

Regional NRM Strategy

2021 22 saw the completion of the three Tasmanian regions’ 2030 NRM Strategies. The Cradle Coast Strategy contains 31 priorities for action, spanning the full range of NRM work on natural and agricultural assets across the three strategic themes of Land, Water and Biodiversity. Cradle Coast Authority consulted widely with north west Tasmanian community groups including the Tasmanian Aboriginal community, as well as experts from government departments and industry groups with an interest in NRM.

The previous NRM Strategy was used to guide the investment in NRM over the 2015 2020 period, resulting in the range of current projects discussed in this report. The new 2030 NRM Strategy is even more focused on the natural assets that face threats that Cradle Coast Authority is in a good position to work on. For each of the priorities, there is a list of planned actions that we will work on to achieve a stated aspirational objective by 2030.

For CCA NRM to be successful in achieving the 2030 Outcomes, we will need to continue to work together with community groups, industry, and government to build strong partnerships and attract diverse investment. The 2030 NRM Strategy sets this framework and is already being used to help develop our next set of projects, including those described under New Projects from 2022 2023 in this report.

Creating a Hooded Plover Stronghold on Three Hummock Island

This project is protecting 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

The past financial year has seen a major achievement in this project. Permission was granted by PWS and Biosecurity Tasmania to activate the five Felixers cat grooming traps in “lethal” mode. This is the first location in Tasmania that Felixers have been used to control feral cats. A lot has been learned about their operation in the previous year, and the Felixers have successfully killed at least 4 cats during approximately 6 months of operation. The data that they collected has been fed back into the Felixer Management System so that the Felixer program can be refined and becomes more accurate.

2021-22 also saw a volunteer trip to the island where the beaches in the south of the island were cleared of Sea Spurge and marine debris, providing additional nesting space to Hooded Plovers.

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. This work will lead to practice change on the ground and improve the sustainability of natural resource management across our productive landscapes.

Highlights and outcomes

Project delivery continued in two key areas contributing to poor soil health, hillslope erosion by water, and soil acidification. Each requires different delivery methods to attract producers to adopt practice change.

Two demonstration trials were established with great interest and support from contractors and farmers. Two field days were delivered as well as six targeted workshops attracting 135 participants. Ten interested participants were supported with a one to one interaction. Fourteen producers are adopting revised methods to address each risk area under management agreements. About 60 surveys were conducted with landholders to gain insight into the level of understanding of the two focus areas.

Regional Agriculture Landcare Facilitator (RALF)

Working with farmers, industry, and community groups to promote sustainable agricultural practices.

Highlights and outcomes

• Strong interest in the community in tunnelling dung beetles and deep digging pasture earthworms led to several successful engagement events over the year.

• Opportunities were provided for landholders and TAFE students to learn about dung beetles and the region’s important Black headed Earthworm, and to establish their own nurseries for the species (pictured).

• Connections were made between Dr Tom O’Malley, CCA’s RALF, and RALFs from the mainland, with a healthy dung beetle exchange program now operating.

• Assistance was provided to landholders applying for grant funding, with around $20,000 being obtained under various programs to protect riparian areas and undertake Landcare activities.

• Various extension events were delivered and supported during the year, with hundreds of participants learning more about innovative agricultural management practices that can be implemented in different soil types and production systems across the region.

Giant Freshwater Crayfish Recovery

This project is protecting and improving priority stream habitat for the highly valued and vulnerable Giant Freshwater Crayfish. Working with landholders to establish conservation agreements and undertake riparian protection and rehabilitation works, the project is increasing the area of the species’ range that is protected from further habitat loss and degradation.

Highlights and outcomes

• Project negotiations were completed with landholders in all six priority catchments.

• Funding Agreements are now in place with 23 landholders. If these projects are all completed, over 40 km of riverbank will be protected and/or improved. Of these agreements, three are conservation covenants protecting 98 ha of remnant vegetation.

• Six Funding Agreements have been completed and works implemented along 7.4 km of riverbank. Final reports have been submitted for these.

• Various communications and engagement activities were run throughout the year to raise community awareness about the species and the project. These included the development of an annual newsletter with approximately 300 recipients, multiple Facebook posts and two field days.

• A poster and postcard were also designed to be distributed through fishing outlets, tourist and visitor information centres to advise that the catching or trapping of all freshwater crayfish in Tasmania is illegal, with a particular focus on Giant Freshwater Crayfish.

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.

Highlights and outcomes

• Rice Grass control was successfully completed this season, coordinated by Circular Head Landcare Group. Volunteers spent 282 hours, covering 114 km of coastline to search for and spray isolated Rice Grass plants. Contractors were selectively used to treat large Rice Grass clumps and meadows.

• A project information and update brochure was produced and distributed.

• Two covenants protecting 46.4 ha were approved by Natural Resources and Environment Tasmania and documents are being finalised.

• The smaller of the two approved covenants has also entered into a Funding Agreement to undertake on ground works, fencing off and revegetating scalded areas inside the constructed levee bank.

Rice Grass Removal from the Rubicon-Port Sorell Estuary

This project is improving 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

• Rice Grass treatment was

undertaken from December to April. The initial treatment area was approximately 119 ha, which exceeded our target of 24 ha. Most of this was on the eastern bank of the Rubicon Estuary, north of a containment line between Squeaking Point and Eagle Point. Smaller areas at Squeaking Point were also treated. were treated this year. This totalled approximately 435 ha.

• A Rubicon Rice Grass project information and update brochure was sent to the

• All previously sprayed areas (with the exception of a small area of Panatana Rivulet) project reference group and community stakeholders.

• An honours research project started with UTAS to investigate the geochemistry of the estuarine sediments. This will help evaluate risks associated with Rice Grass removal and inform the next steps of the project.

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.

Highlights and outcomes

All the planned surveys were completed successfully for this project this year, as well as the significant community consultation element to ensure site access. The engagement with the community has created the foundation for future habitat protection and improvement projects on King Island and raised awareness of the plight of the Scrubtit and Thornbill.

The Tasmanian Weeds Action Fund (WAF)

The Tasmanian Weeds Action Fund (WAF) is a $5 million State Government initiative, funded for five years from 2018/19. The funds provided by the WAF will be invested with farmers and other community organisations to tackle weeds impacting valuable agriculture 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 fund will be available state wide, and those interested in seeking funding should register their interest now.

Highlights and outcomes

• Worked with NRM North to communicate WAF activities and priorities.

• Supported the development and successful funding of Large Grant Projects across the Cradle Coast Region including the 3 year King Island Inkweed Project and the 3 year Priority Spanish Heath Control across five north west Councils from Devonport to Circular Head.

Gorse along the TasRail corridor, Ridgely area

Community NRM Engagement Program

This program aims to encourage participation by the community in natural resource management in the region, by: maintaining relationships, networks and capacity for NRM across the region outside of currently funded projects; educating and engaging the broader community in natural values, natural resource protection and best practice NRM; engaging smallholders in best practice NRM on their properties through Property Management Planning, and improving engagement and recognition of the Tasmanian Aboriginal community and their participation in NRM.

Highlights and outcomes

• Round 1 of the Community Capacity Small Grants supported 9 community NRM groups spread across the region with funds up to $1500 for a diversity of projects from safety equipment for volunteers to on ground revegetation.

• Supported First Aid training for 10 community NRM groups to train 14 NRM volunteers.

• Supported and attended community NRM events including the State Landcare Conference, North West Ecofest and many smaller local activities.

• Working with Council NRM Staff and weed staff across the Cradle Coast region through the Council NRM Working Group and Cradle Coast Weed Advisory group.

• Delivered a quarterly NRM Newsletter, Cradle to Coastlines, and regular posts on the Cradle Coast NRM Facebook page.

Left: NRM Engagement Officer Hannah with CCNRM display at EcoFest.

Below: NRM Team with CCNRM display at Genius Junk.

Implementation of 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 and assisting Councils with activities linked to the TCMP.

Highlights and outcomes

• Our new Regional Cat Management Coordinator, Kylie Ashley, started in the role.

• The Cat Management Act 2009 amendments came into effect in March 2022, and this

• During 2021 22, the previous project finished, and the next stage of the implementation of the TCMP started, with CCA selected as the host for north west Tasmania again, and funding approved until 2025. was communicated to the community and relevant stakeholders.

• The Cradle Coast Cat Management working group held its first meeting, with more relevant stakeholders coming on board from Burnie City Council, King Island Council, Just Cats, NRET and RSPCA Tasmania.

• CCA is driving a business case forward on behalf of the working group, seeking funding for the establishment of another cat management facility in the north west.

• Kylie attended events and networking around the state, including a visit to Bruny Island to discuss cat management in the Kingborough Council LGA.

NRM Aboriginal Traineeship Program

Offering Traineeships to local Aboriginal community members with an interest in conservation and land management. Enabling them to gain experience and knowledge in NRM project management and to better understand cultural landscapes, places and materials as they exist in the Cradle Coast region.

Highlights and outcomes

• Our new trainee, Fox Ransom, joined the team in January 2022.

• Fox has started a Certificate IV in Conservation and Ecosystem Management with Tas TAFE.

• He has been assisting the implementation of our projects including Giant Freshwater Crayfish and Coastal Saltmarsh recovery activities.

• He also spent time on Country in the Bass Strait Islands looking at land management and fire history.

New projects for 2022-23

Towards the end of the 2021 22 financial year, three new short term projects got started at CCA that will run for a year. These are:

• Enhancing King Island Brown Thornbill habitat patches for future corridors, which builds on the original King Island survey project to work with landholders on habitat improvement.

• Community support for Maugean Skate recovery, which will build community awareness about the endangered Maugean Skate of Macquarie Harbour and highlight ways to help protect the species.

• Tasmanian Soil Extension Program, working with NRM North and South to help landholders to learn more about their soil health and how to improve it.

NRM team members Fox, Fiona, and Kylie assisting a landowner with planting

Local Government Australian School-Based Apprenticeship (Asba) Program

This project aims to provide Australian School based Apprenticeship employment opportunities for students in Local Government. CCA’s role is to coordinate and support Councils, schools, and young people to navigate school based apprenticeships.

Highlights and outcomes

• Developed a range of resources including promotional material for Schools.

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

• Delivered ‘A day in the life of West Coast Council’ a work experience program to engage students on the West Coast with Council.

• 15 EOIs were received from students. Following interviews, 11 positions were offered, and contracts signed.

• CCA employed two apprentices to complete their Cert III in Business (pictured).

Council Shared Services

CCA’s Shared Services Strategy allows CCA to offer a range of opportunities and initiatives to our Member Councils. Professional service offerings for Member Councils include internal audits, joint telecommunication services and the Cradle Coast Local Government Networking Program in partnership with Local Government Professionals Tasmania.

Highlights and outcomes

• Provided internal audit services to West Coast Council.

• Provided joint Telstra arrangements on behalf of Member Council

Left: Melody Christian. Right: Chrysilla Bartz

Regional Planning Project

This project will deliver an improved planning experience for businesses and individuals, enable greater resource sharing across Councils and ensure the region can derive maximum benefit from the forthcoming review of the Regional Land Use Strategy.

Highlights and outcomes

• Surveys undertaken to understand the social, economic and ecological context within which the planning system operates in the region which will help define an appropriate planning response.

• Submission to the State Planning Office (SPO) review of the State Planning provisions. The SPP defines (amongst other things) what can happen within any zone or land covered by a code. The submission made recommendations about how the SPP could be improved to provide better protection for NRM issues, better liveability in our towns, more appropriate housing for our community, and greater consideration of the impact of non resident workers’ accommodation (work camps) on a community, amongst other things.

• Identification of urgent changes to the CCRLUS that will enable it to function until the SPO finalise the structure for regional planning which will allow us to undertake a more thorough revision of the CCRLUS to ensure it is relevant to emerging challenges.

Advocacy/stakeholder engagement

CCA’s 2022 Federal Election Regional Advocacy Strategy highlighted the CCA’s projects of regional importance to Braddon candidates in the 2022 Federal election. The priorities were evaluated against the RIF and then prioritised by the Representatives. The priorities were all well received by Braddon candidates, with the endorsement of multiple projects from both major party candidates.

Highlights and outcomes

• The following projects requested funding from the Australian Government

o Natural Environment Investment Fund (NEIF)

o Cradle Coast Regional Digital Connectivity Program

o Small Business Co investment fund

o Don River Railway upgrades

o Slipstream Circus’s new purpose built facility

FINANCIAL REPORT

The Independent Audit Report and Annual Financial Statements including notestotheaccountsispresentedinthefollowingpages.TheGeneralPurpose Financial Report meets the requirements of the Local Government Act 1993 (asamended)andAustralianAccountingStandardsandhasbeenauditedby the Tasmanian Audit Office. An unqualified audit opinion was issued by the Auditor General on 27 September 2022. 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.

Financial Result

2021 $ $ Surplus/(deficit)andcomprehensive result 3,669,201(1,089,775)

Cashassets 5,974,7774,527,703

8,136,4314,467,229

3,570,6402,792,695

Contributions received for Projects and Operations 2022 2021 AustralianGovernment 1,509,394 24% 1,463,769 24% StateGovernment 2,804,805 45% 1,791,846 29%

Industry/Other

LocalGovernment

MemberCouncils

185,611 3%

15% 1,839,695 30%

12,885 0.2%

850,696 13.8%

6,144,503 100%

Financial Management Strategy

The Cradle Coast Authority’s Financial Management Strategy was endorsed by the Representatives on the 7 December 2021.

CCA staff have been working towards its implementation.

Principle Comments

1. Maintain adequate retained earnings

There was a Core Operations surplus for the year of $264k (prior to end of year adjustments). The surplus is due to cost reductions and review of staff roles and changes to organisational structure.

The current ratio (current assets/current liabilities) is 3.56 against a benchmark of 1.

2. Revenue treated consistently All revenue is treated in line with Australian Accounting Standards (AASB) and other Government requirements.

3. Transparent management of project funds

All new grant deeds and contracts are reviewed to ensure the revenue is treated according to AASB.

Any use of residual project Funds must be authorised by the Board.

4. Core operations maintained through core revenue

The cost savings mentioned in principle 1 will ensure Core Operations, and CCA as a whole is in a strong financial position in the future.

5. Council contribution calculated according to the Rules

The Council contributions for 2021-22 were calculated according to the Rules. There was a 5% reduction in 2020-21 due to the impact of COVID. The 5% was added back in 2021-22 year.

6. In the event of a Member Council -develop a sustainable contribution model

Burnie City Council will cease to be a member Council as of October 2022. Cost reductions implemented in 2021-22 will ensure Core Operations can operate without increasing the other Council contributions by more than CPI.

7. Use of other funds to achieve strategic objectives

The CEO identifies projects that will achieve the strategic objectives of CCA. This shas been reflected in the 2022-23 budget.

Patrick Harvey Finance Manager

Independent Auditor’s Report

To the Members of the Cradle Coast Authority

Report on the Audit of the Financial Report

Opinion

I have audited the financial report of the Cradle Coast Authority (the Authority), which comprises the statement of financial position as at 30 June 2022, statements of comprehensive income, changes in equity and cash flows for the year then ended, notes to the financial statements, including a summary of significant accounting policies and the statement of certification by the directors

In my opinion, the accompanying financial report:

(a) present fairly, in all material respects, the financial position of the Authority as at 30 June 2022 and its financial performance and its cash flows for the year then ended

(b) is in accordance with the Local Government Act 1993 and Australian Accounting Standards

Basis for Opinion

I conducted the audit in accordance with Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. I am independent of the Authority in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code.

The Audit Act 2008 further promotes the independence of the Auditor General. The Auditor General is the auditor of all Tasmanian public sector entities and can only be removed by Parliament. The Auditor General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor General’s opinion are significant.

My audit is not designed to provide assurance on the accuracy and appropriateness of the budget information included in the financial report.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Responsibilities of Management and the Directors for the Financial Report

Management is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the financial reporting requirements of the Local Government Act 1993 and for such internal control as determined necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, management is responsible for assessing the Authority’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate the Authority or to cease operations, or have no realistic alternative but to do so.

The directo rs are responsible for overseeing the Authority’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial Report

My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the aud it evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Authority’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusion is based on the audit evidence obtained up to the

date of my auditor’s report. However, future events or conditions may cause the Authority to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

Jan Lynch

Senior Manager Financial Audit Services

Delegate of the Auditor General

Tasmanian Audit Office

27 September 2022

Hobart

Cradle Coast Authority

Financial Statements

For the year ended 30 June 2022

Cradle Coast Authority Statement of Comprehensive Income

202220222021

Income

Government Grants31,819,6694,314,1993,255,615

Council Contributions4893,232893,231850,696

Interest Received2,16010,19012,885

Other Income5350,0371,006,1912,025,307

TotalIncome3,065,098 6,223,811 6,144,503

Expenses

Employee Benefits61,803,6361,357,7171,851,926

Project Materials and Services7715,106623,7754,653,579 Depreciation and Amortisation880,404125,218346,093

Other Operating Expenses9487,607421,172369,631

Loss on Disposal of Fixed Assets-18,481Interest Expenses6,1018,24713,050

Total Expenses 3,092,854 2,554,610 7,234,278

Netresultfromtransactions(netoperatingbalance)(27,756)3,669,201(1,089,775)

This Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Cradle

20222021

Notes$$

Assets

CurrentAssets

Cash105,974,7774,527,703

Receivables11382,546337,564

Prepayments76,8261,892

TotalCurrentAssets6,434,149 4,867,159

Non-CurrentAssets

Plant and Equipment1249,88591,942

Leasehold Improvements1243,65196,055

Right-of-Use Assets1253,01959,266

Intangible Assets13-Contract Asset123,372,280775,880

TotalNon-CurrentAssets3,518,835 1,023,144

TotalAssets9,952,985 5,890,303

Liabilities

CurrentLiabilities

Payables14662,061596,792 Provisions1697,298118,960

Borrowing1868,51865,096

Lease Liabilities1550,01849,023

Other Liabilities17929,421499,234

TotalCurrentLiabilities1,807,316 1,329,104

Non-CurrentLiabilities

Provisions165,68513,739 Borrowings18-68,518

Lease Liabilities153,55211,713

TotalNon-CurrentLiabilities9,237 93,970

TotalLiabilities1,816,553 1,423,074

NetAssets8,136,431 4,467,229

Equity

Project Reserves193,570,6402,792,695

Accumulated Surplus / Other Equity4,565,7911,674,534

TotalEquity8,136,431 4,467,229

Cradle Coast Authority Statement of Cashflows

20222021

Inflows (Outflows)(Outflows)

Cash Flows from Operating Activities

Grant Funding and Other Receipts7,235,8038,264,960

Payments to Contractors and Suppliers(1,476,742)(5,871,330)

Payments to Employees(1,387,431)(1,840,153)

Interest on Borrowings(8,247)(13,049)

GST Refunded/(Remitted)(212,278)(1,388)

Interest Received7,62213,908

Net Cash Provided / Used in Operating Activities 20 4,158,727552,949

Cash Flows from Investing Activities

Proceeds from Sale of Plant and Equipment-Acquisition of Property and Infrastructure (Contract Asset)(2,596,400)596,685

Acquisition/Impairment of Intangible Assets-208,125 Acquisition of Plant & Equipment(1,323)(11,091)

Net Cash Used in Investing Activities(2,597,722)793,719

Cash Flows from Financing Activities

Repayment of Borrowings(65,096)(61,844) Repayment of Leases (Right-of-Use Assets)(48,835)(48,080)

Net Cash Provided by Financing Activities(113,931)(109,924)

Net Increase / (Decrease) in Cash Held1,447,0731,236,743

Cash at Beginning of Financial Year4,527,7033,290,960

Cash at End of Financial Year 10 5,974,7774,527,703

$$$

Balanceasat1July2021 19 2,792,695 1,674,534 4,467,229

Net Surplus / (Deficit)3,669,2023,669,202

Transfer to / from Reserves777,945(777,945)

Balanceasat30June20223,570,640 4,565,791 8,136,431

2021 $$$

Balanceasat1July20203,071,573 2,485,431 5,557,004

Net Surplus / (Deficit)(1,089,775)(1,089,775)

Transfer to / from Reserves(278,878)278,878-

Balanceasat30June2021 19 2,792,695 1,674,534 4,467,229

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Accounting Policies

1AGeneral Information

CradleCoastAuthority(CCA)isaJointAuthorityestablishedunderSection30ofthe LocalGovernmentAct 1993 (asamended)withparticipatingMemberCouncilsbeingBurnieCity,CentralCoast,CircularHead, DevonportCity,Kentish,KingIsland,Latrobe,Waratah-Wynyard,andWestCoast.

ThepurposeofCCAistohelpCouncilsachieveregionaloutcomesandmaintainstronglocalgovernment,by workingtogether.

1BBasis of Accounting

ThesefinancialstatementsareageneralpurposefinancialreportthatconsistsofaStatementof ComprehensiveIncome,StatementofFinancialPosition,StatementofChangesinEquity,StatementofCash Flows,andNotesaccompanyingtheFinancialStatements.

ThegeneralpurposefinancialreportcomplieswithapplicableAustralianAccountingStandardsandother authoritativepronouncementsoftheAustralianAccountingStandardsBoard(AASB)andthe Local Government Act 1993 (asamended).

CCAhasdeterminedisdoesnothaveprofitgenerationasaprimeobjective.Consequently,where appropriate,CCAhaselectedtoapplyoptionsandexemptionswithinaccountingstandardsapplicabletonotfor-profitentities.

Thisfinancialreporthasbeenpreparedunderthehistoricalcostconvention(exceptwherespecificallystated) andontheaccrualandgoingconcernbasis.Unlessotherwisestated,allaccountingpoliciesareconsistent withthoseappliedintheprioryear.Whereappropriate,comparativefigureshavebeenamendedtoconform withcurrentpresentation,anddisclosurehasbeenmadeofanymaterialchangestocomparatives.

AllamountspresentedinthefinancialstatementsareexpressedinAustralianDollarsandhavebeenrounded offtothenearestdollar.

1CAccounting Estimates and Judgements

IntheapplicationofAustralianAccountingStandards,CCAisrequiredtomakejudgements,estimatesand assumptionsaboutcarryingamountsofassetsandliabilitiesthatarenotreadilyavailablefromothersources. Theestimatesandassociatedassumptionsarebasedonhistoricalexperiencesandvariousotherfactors believedtobereasonableunderthecircumstances.Actualresultsmaydifferfromtheseestimates.

Theestimatesandunderlyingassumptionsarereviewedonanongoingbasis.Revisionstoaccounting estimatesarerecognisedintheperiodinwhichtheestimateisrevisediftherevisionaffectsonlythatperiod,or intheperiodoftherevisionandfutureperiodsiftherevisionaffectsbothcurrentandfutureperiods.

CCAhasmadenoassumptionsconcerningthefuturethatmaycauseamaterialadjustmenttothecarrying amountsofassetsandliabilitieswithinthenextreportingperiod.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Accounting Policies

Key Judgements

AssumptionsareutilisedinthedeterminationofCCA'semployeeentitlementsprovisions.Theseassumptionsare discussedinNote1O.AssumptionandjudgementsareutilisedindeterminingthevalueofCCA'sproperty,plant andequipmentincludingusefullivesanddepreciationrates.TheseassumptionsarediscussedinNote1F.

Impact of COVID19 on Financial Reporting for 2021-22

TheCOVID-19pandemichasnotimpactedthisfinancialreport.

1DRevenue

RevenueisrecognisedwhenCCAobtainscontrolofthecontributionortherighttoreceivethecontributions,it isprobablethattheeconomicbenefitscomprisingthecontributionwillflowtoCCAandtheamountofthe contributioncanbemeasuredreliably.

CCAdetermineswhetheranenforceableagreementexistsandwhetherthepromisestotransfergoodsor servicestothecustomerare‘sufficientlyspecific’.Ifanenforceableagreementexistsandthepromisesare ‘sufficientlyspecific’(toatransactionorpartofatransaction),CCAappliesthegeneralAASB15principlesto determinetheappropriaterevenuerecognition.Ifthesecriteriaarenotmet,CCAconsiderswhetherAASB1058 applies.

Refertonote1SforaccountingpolicyrelatedtoAASB15andAASB1058.

Interestrevenueisrecognisedonanaccrualbasisasearnedusingtheeffectiveinterestratemethod.

GrantincomeisrecognisedasrevenuewhenCCAobtainscontrolovertheassetscomprisingthereceipt. Controlovergrantedassetsisnormallyobtainedupontheirreceipt(oracquittal)oruponearliernotification thatagranthasbeensecured,andarevaluedattheirfairvalueatthedateoftransfer.

Wheregrantsrecognisedasrevenueduringthefinancialyearwereobtainedonconditionthattheybe expendedinaparticularmannerorusedoveraparticularperiodandthoseconditionswereundischargedat balancedate,theunusedgrantisalsodisclosed.UnreceivedcontributionsoverwhichCCAhascontrolare recognisedasreceivables.

CCArecognisesacontractualassetforworkinprogresswhereaperformanceobligationissatisfiedby transferringapromisedgoodorservicetothecustomer,beforethecustomerpaysconsiderationorCCA transferscontrolofthecontractualasset.

CCAreviewscontractualassetsforimpairmentannuallyandwhenindicatorsofimpairmentareidentified.

AllrevenueisstatednetoftheamountofGoodsandServicesTax(GST)

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Accounting Policies

1EBorrowings

TheborrowingcapacityofCCAislimitedbytherulesofCCA.Borrowingsareinitiallyrecognisedatfairvalue netoftransactioncostsincurred.Subsequenttoinitialrecognitiontheseliabilitiesaremeasuredatamortised cost.

Anydifferencebetweentheproceeds(netoftransactioncosts)andtheredemptionamountisrecognisedin theStatementofComprehensiveIncomeovertheperiodoftheliabilityusingtheeffectiveinterestmethod.

1FPlant, Equipment and Leasehold Improvements

Plantandequipmentismeasuredathistoricalcostlessaccumulateddepreciationandimpairment.Leasehold improvementsarerecognisedatcostandareamortisedovertheunexpiredperiodofthe10yearleaseperiod.

Depreciationiscalculatedonadiminishingvaluebasisovertheusefullivesoftheassets,commencingfrom thetimetheassetisheldreadyforuse.Thedepreciationratesusedforeachclassofdepreciableassetare listedbelowandareconsistentwiththeprioryear.

PlantandEquipment: 7.5-60%

LeaseholdImprovements: 10%

Depreciationratesandmethodsarereviewedannually,andresidualvaluesandusefullivesareadjustedif appropriateattheendofeachreportingperiod.Itemsofplantandequipmentarederecognisedupon disposalorwhenthereisnofutureeconomicbenefitstoCCA.

1GIntangible Assets

Intangibleassetswithfinitelivesacquiredseparatelyarecarriedatcostlessaccumulatedamortisationand accumulatedimpairmentlosses.Amortisationisrecognisedonastraight-linebasisovertheestimateduseful lives.Theestimatedusefullifeandamortisationmethodarereviewedattheendofeachreportingperiod,with theeffectofanychangesinestimatebeingaccountedforonaprospectivebasis.Intangibleassetswith indefiniteusefullivesthatareacquiredseparatelyarecarriedatcostlessaccumulatedimpairmentlosses.

1HImpairment

Attheendofeachreportingperiod,CCAreviewsthecarryingvaluesofitsassetstodeterminewhetherthereis anyindicationthoseassetshavebeenimpaired.ImpairmentlossesarerecognisedintheStatementof ComprehensiveIncomeunderexpenses.Reversalsofimpairmentlossesarerecognisedunderincome.FornoncashgeneratingassetsofCCA,thecarryingvalueispresentedbythedepreciatedvalueoftheasset approximatedbythewrittendownreplacementcost.

1ICash and Cash Equivalents

Cashandcashequivalentsincludecashonhand,depositsheldat-callwithfinancialinstitutions,andother short-termhighlyliquidinvestmentswiththeoriginalmaturitiesoftwomonthsorless.

Notes

Accounting Policies

1JReceivables

Receivablesarecarriedatamortisedcostusingtheeffectiveinterestratemethod.Aprovisionforimpairmentis recognisedwhenthereisobjectiveevidencethatanimpairmentlosshasoccurred.

Debtorsarerequiredtosettletheiraccountswithin14daysoftheinvoicebeingissued.CCAdoesnothaveany concernsregardingpaymentofoutstandingdebt.

1KRight-Of-Use Asset

Aright-of-useassetisinitiallymeasuredatcostcomprisingtheinitialmeasurementoftheleaseliabilityadjusted foranyleasepaymentsmadebeforethecommencementdate(reducedbyleaseincentivesreceived),plus initialdirectcostsincurredinobtainingtheleaseandanestimateofcoststobeincurredindismantlingand removingtheunderlyingasset,restoringthesiteonwhichitislocatedorrestoringtheunderlyingassettothe conditionrequiredbythetermsandconditionsofthelease.

Right-of-useassetsaredepreciatedovertheshorterperiodofleasetermandusefullifeoftheunderlyingasset. Ifaleasetransfersownershipoftheunderlyingassetorthecostoftheright-of-useassetreflectsthatCCA expectstoexerciseapurchaseoption,therelatedright-of-useassetisdepreciatedovertheusefullifeofthe underlyingasset.Thedepreciationstartsatthecommencementdateofthelease.

1LLease Liability

Theleaseliabilityismeasuredatthepresentvalueofoutstandingpaymentsthatarenotpaidatbalancedate, discountedbyusingtherateimplicitinthelease.WherethiscannotbereadilydeterminedthenCCA's incrementalborrowingrateforasimilartermwithsimilarsecurityisused.

Theleaseliabilityissubsequentlymeasuredbyincreasingthecarryingamounttoreflectinterestonthelease liability(usingtheeffectiveinterestmethod)andbyreducingthecarryingamounttoreflectthelease paymentsmade.

1MPayables

Payablesrepresenttheliabilityoutstandingattheendofthereportingperiodforgoodsandservicesreceived byCCAduringthereportingperiodwhichremanunpaid.Thebalanceisrecognisedasacurrentliabilitywith theamountsnormallypaidwithin30daysofrecognition.

1NTaxation

CCAisexemptfromallformsoftaxationexceptFringeBenefitTax,PayrollTax,andGoodsandServicesTax.

Goods and Services Tax (GST)

Revenues,expensesandassetsarerecognisednetoftheamountofGST,exceptwheretheamountofGST incurredisnotrecoverablefromtheAustralianTaxationOffice.Inthesecircumstances,theGSTisrecognisedas partofthecostofacquisitionoftheassetoraspartofanitemoftheexpense.Receivablesandpayablesin thestatementoffinancialpositionareshowninclusiveofGST.

Cashflowsarepresentedinthecashflowstatementonagrossbasis,exceptfortheGSTcomponentofthe investingandfinancingactivities,whicharedisclosedasoperatingcashflows.

Notes to and forming part of the General Purpose Financial

for the year ended 30 June 2022

Note 1            Significant Accounting Policies

1OEmployee Benefits

Employeebenefitsinclude,whereapplicable,entitlementstowagesandsalaries,annualleave,personal leave,longserviceleave,superannuationandanyotherpost-employmentbenefits.Expensesarerecognised intheStatementofComprehensiveIncomewhenadecreaseinfutureeconomicbenefitsrelatedtodecrease inassetoranincreaseinaliabilityhasarisenthatcanmeasuredreliably.

Short-Term Obligations Long-Term Obligations

Liabilitiesforwagesandsalaries,annualleave,andlongserviceleaveexpectedtobesettledwithin12months oftheendofthereportingperiodaremeasuredattheamountsexpectedtobepaidwhentheliabilitiesare settled.

Theliabilityforlongserviceleaveandannualleavewhichisnotexpectedtobewhollysettledwithin12 monthsaftertheendofthereportingperiodinwhichtheemployeerenderstherelatedservicesisrecognised intheprovisionofemployeebenefitsandmeasuredasthepresentvalueofexpectedfuturepaymentstobe madeinrespecttoservicesprovidedbyemployeesuptotheendofthereportingperiod.Expectedfuture paymentsarediscountedusingmarketyieldsattheendofthereportingperiodonnationalgovernmentbonds withtermstomaturityandcurrencythatmatch,ascloselyaspossible,theestimatedfuturecashflows.

Personal Leave Benefits Superannuation

Noaccrualismadeforpersonalleaveasexperienceindicatesthat,onaverage,personalleavetakenineach reportingperiodislessthantheentitlementaccruinginthatperiod,andthisisexpectedtorecurinfuture reportingperiods.CCAdoesnotmakepaymentforanyuntakenpersonalleaveentitlements.

DuringtheyearCCAmadetherequiredsuperannuationcontributionsforalleligibleemployeestoan appropriatecomplyingsuperannuationfundasrequiredbythe SuperannuationGuarantee(Administration) Act 1992

1PAllocation Between Current and Non-Current

Indeterminationofwhetheranassetorliabilityiscurrentornon-current,considerationisgiventothetime wheneachassetorliabilityisexpectedtobesettled.Theassetorliabilityisclassifiedascurrentifitisexpected tobesettledwithinthenext12months,orifCCAdoesnothaveanunconditionalrighttodefersettlementofa liabilityforatleast12monthsafterthereportingdate,regardlessofwhentheactualsettlementisexpectedto occur.

1QBudget

TheestimatedrevenueandexpenseamountsintheStatementofOtherComprehensiveIncomerepresent approvedbudgetestimatesandarenotaudited.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Note 1            Significant Accounting Policies

1RAdoption of New and Amended Accounting Standards

Inthecurrentyear,CCAhasreviewedandassessedallthenewandrevisedStandardsandInterpretations issuedbytheAustralianAccountingStandardsBoard,anddeterminedthatnonewouldhaveamaterialeffect onCCA'soperationsorfinancialreporting

1SPending Accounting Standards

Inthecurrentyear,CCAhasreviewedandassessedallthenewaccountingstandardsandinterpretationsthat havebeenpublished,withfutureeffectivedates,anddeterminedtheyareeithernotapplicabletoCCA's activities,orwouldhavenomaterialimpact.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

after Reporting Date

InApril2021BurnieCityCouncilprovidedtheirnoticeofwithdrawalasaparticipatingMemberCouncil. WhilethishasnotimpactedCCA'sFinancialStatementsfortheyearended30June2022,BCC'swithdrawal effectiveasofOctober2022willhaveamaterialimpactonfutureyear'srevenue.

AMaterialAdverseChangeinthelevelofretainedearningsin2020/21,andthewithdrawaloftheBurnie CityCouncil,havetriggeredanenforceableeventwiththeTasmanianPublicFinanceCorporation.Ina letterdated27July2022,theyhavewaivedtheirrighttoacceleratetheloanrepayments.

TherehavebeennoothereventssubsequenttobalancedatewhichwouldhaveamaterialeffectofCCA's FinancialStatementsasat30June2022.

Note 3          Government Grants

20222021

$$ Dept.ofAgriculture,WaterandEnvironment1,388,894 1,367,519 Dept.ofInfrastructure,InnovationandScience10,500Dept.ofInfrastructure,Transport,RegionalDev'tandCommunications110,000 96,250 Dept.ofJustice39,400Dept.ofNaturalResourcesandEnvironmentTas85,572Dept.ofPremierandCabinet- 6,000 Dept.ofStateGrowth2,358,118 1,402,852 Dept.ofTreasuryandFinance1,600DPIPWE-BiosecurityTasmania- 136,880 DPIPWE-NaturalandCulturalHeritage295,115 246,114 SkillsTasmania25,000Total4,314,1993,255,615

Note 4 Council Contributions

20222021 $$

BurnieCityCouncil154,697 147,484 CentralCoastCouncil173,982 165,500 CircularHeadCouncil64,011 60,940 DevonportCityCouncil202,172 193,376 KentishCouncil50,199 47,640 KingIslandCouncil12,658 12,144 LatrobeCouncil93,921 87,796 WaratahWynyardCouncil109,146 104,320 WestCoastCouncil32,445 31,496 Total893,231850,696

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Note 5 Other Income

20222021 $$

ProjectContributions951,906 1,965,891

FeesandCharges12,144 59,288

Sponsorship360OtherContributions41,781 128 Total1,006,1912,025,307

Note 6 Employee Benefits

20222021 $$

WagesandSalaries1,281,079 1,504,663 WorkersCompensation9,379 9,764 AnnualandLongServiceLeave(29,715)11,774 Superannuation122,125 142,049

PayrollTax9,91516,661

FringeBenefitsTax538 5,142 Redundancy-TransferofContractAssettoMemberCouncils- 328,037

TransfertoContractAsset(35,604)(166,164) Total1,357,7171,851,926

Capitalised Employee Benefits transferred to Contract Asset at year-end is included in Note 12.

Note 7 Project Materials and Services

20222021 $$

AdvertisingandMarketing14,728 32,856

ConsultantsandContractPayments2,933,942 3,818,751

ProjectContributions(IncludingDevolvedGrants)149,914 88,536

ProjectMaterials,WorkshopsandEvents53,255 39,868

ReferencesandSubscriptions31,336 33,929

Transfer/RefundofProjectFunding-TransferofContractAssettoMemberCouncils- 4,029,895

TransfertoContractAsset(2,559,400)(3,390,256) Total623,7754,653,579

Notransfers/refundsofprojectreservesrecordedasprojectmaterials/servicesduringtheyearwerepayableatyearend.

Capitalised Project Materials and Services transferred to Contract Asset at year-end is included in Note 12.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Note 8 Depreciation and Amortisation

20222021 $$ PlantandEquipment24,89936,014

LeaseholdImprovements52,40452,404

ImpairmentofIntangibleAsset- 208,125

Right-of-UseAssets47,91549,550 Total125,218346,093

Note 9 Other Operating Expenses

20222021 $$ AuditFees-Projects1,1701,120 BankCharges638702 ConsultancyFees60714,845

Directors'Remuneration * 72,91955,787

ExternalAuditors'Remuneration(TasmanianAuditOffice)12,42011,940 Insurance14,86513,033 ITExpenses96,46265,370

LegalAdvice-projects18,945MeetingandSeminarExpenses59,64958,212 MotorVehicleExpenses13,41914,553 OfficeCosts34,24331,904 PrintingandStationery6,1179,681 RecruitmentandRelocationExpenses17,79023,880 RentOutgoings23,67822,263 SundryExpenses7,8643,861 Telephone10,86713,151

TravelandAccommodation30,91426,030

TransferofContractAssettoMemberCouncils- 4,188 TransfertoContractAsset(1,396)(889) Total421,172369,631

* Directors chose to receive 20% less

Capitalised Other Operating Expenses

to

Asset at year-end is included in Note 12.

Notes to and forming part of the General Purpose Financial Statements for the year ended

June 2022

Note 10 Cash and Cash Equivalents

CashonHand188194 CashatBank5,974,5894,527,509

SomeofCCA’scashandcashequivalentsaresubjecttoexternalfundingrestrictionsorareheldfor specificbusinessactivities,thislimitstheamountsavailableforfuturediscretionaryuse.Thesefundsare heldasresidualprojectfundsinrelationtorelevantcommitments,seeNote19fordetailsofareasthese funds are committed.

Note 11 Receivables

Note$$ Debtors6,8018,520 AccruedInterest3,100532 AccruedRevenue372,645328,512 Total382,546337,564

Note 12 Property, Plant and Equipment

PlantandEquipment(AtCost)222,666524,887

Plant and Equipment at Written Down Value49,88591,942

LeaseholdImprovements(AtCost)524,021524,021

Leasehold Improvements at Written Down Value43,65196,055 Right-of-UseAssets150,485108,816

Right-of-Use Assets at Written Down Value53,01959,266

Total Works in Progress3,372,280775,880

Notes to and forming part of the General Purpose Financial

Statements

the

12 Property, Plant and Equipment

Movements in Carrying Amounts

PlantandEquipment

BalanceasatBeginningofYear91,942116,866 Additions1,32311,091 Disposals(18,481)3 DepreciationExpense(24,899)(36,017)

Balance as at End of Year49,88591,942

LeaseholdImprovements

BalanceatBeginningofYear96,055148,459 AmortisationExpense(52,404)(52,404)

Balance at End of Year43,65196,055

Right-of-UseAssets

BalanceasatBeginningofYear59,265 106,289 Additions41,669Disposals-DepreciationExpense(47,915)(47,024)

Balance as at End of Year53,01959,265

ContractAsset

BalanceasatBeginningofYear775,880 1,580,691 TransferofContractAssettoMemberCouncils- (4,362,120)

TransfertoContractAsset2,596,400 3,557,309

Balance as at End of Year3,372,280775,880

Note 13 Intangible Assets

(208,125)

Note 14 Payables

Note 15 Lease Liabilities

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Leaseliabilitiesaresecuredbytherelatedunderlyingassets.Futureminimumleasepaymentswillbeas follows:

Asat30June2022

NotLaterthanOneYear50,01849,023

LaterthanOnebutNotLaterthanFiveYears3,55211,713

LaterThanFiveYears-53,57060,736

Note 16 Provisions 20222021 $$ Current AnnualLeave 65,48293,960 LongServiceleave16,6416,632 OnCosts-Superannuation7,968 9,556 OnCosts-Other7,207 8,812 Total97,298118,960

Non-Current LongServiceLeave5,68513,739

OnCosts-Superannuation-Total5,68513,739

Note 17 Other liabilities 20222021 $$

Grants Received in Advance Openingbalance499,234411,680 Grantsreceived inadvance980,137693,825 Grantsrecognisedasrevenue(549,950)(606,271) Closing balance929,421499,234 Current929,421499,234 Non-Current-Total929,421499,234

Grantswhichhavespecificperformanceobligationsyettobesatisfiedasat30June2022underan enforceablecontractorwherethefundingagreementincludesa“TerminationofConvenience”clause givingtheGrantortherighttoterminatetheDeedbynoticeinwriting,givesrisetoafinancialliabilityin accordancewithAASB15.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Note 18 Borrowings

Borrowing-Secured68,51865,096 Non-Current Borrowing-Secured- 68,518 Total68,518133,614

Borrowings Secured by a Deed of Charge Over the CCA's Assets

NotLaterthanOneYear68,51865,096 LaterthanOneandNotLaterthanFiveYears- 68,518 Total68,518133,614

CCA has a long standing loan facility with the Tasmanian Public Finance Corporation.

Note 19 Reserves

2022$$$$

RegionalNRM-RegionalLandPartnerships648,2171,395,896(1,180,144)863,968 RegionalNRM-Standalone&StateGov28,651121,747(133,860)16,539

RegionalEconomicDevelopment2,115,8273,363,159(2,788,853)2,690,133 Total2,792,6954,880,802(4,102,857)3,570,640 2021$$$$

RegionalNRM-RegionalLandPartnerships373,988 1,381,813(1,107,585)648,217

RegionalNRM-Standalone&StateGov24,846171,045(167,239)28,651

RegionalEconomicDevelopment2,672,7393,344,761(3,901,674)2,115,827 Total3,071,5734,897,619(5,176,498)2,792,695

RegionalEconomicDevelopmentfundingincludesgrantrevenuereceivedforexpenditureontheCoastal Pathwayprojectcontractedduringthefinancialyear,thesecontractcommitmentsaredisclosedinNote 24.CCAhasrecognisedaContractAssetwhatisexpectedtobetransferredtoMemberCouncilsatthe practical completion date for each section.

Notes to and forming part of the General Purpose Financial

year

Reconciliationofcashflowsfromoperatingactivitiestosurplus

(deficit)

Resultfromcontinuingoperations3,669,201(1,089,775) Depreciation/amortisation/impairment125,218346,093 (Profit)/lossondisposalofproperty,plantandequipment18,481 -

Change in assets and liabilities: Decrease/(increase)indebtorsandotherreceivables(66,421)1,629,202 Increase/(decrease)increditorsandotherpayables441,964(344,345) Increase/(decrease)inprovisions(29,716)11,773

cash provided by/(used

operating activities4,158,727552,949

to and forming part of the General Purpose Financial

the year ended 30 June 2022

Accounting Policies and Processes

CCAhasoverallresponsibilityfortheestablishmentandoversightoftheriskmanagementframework.Risk managementpoliciesareestablishedtoidentifyandanalyserisksfacedbyCCA,tosetappropriaterisklimitsand controls,andtomonitorrisksandadherencetolimits.Riskmanagementpoliciesandsystemsarereviewedregularly to reflect changes in market conditions and business activities.

CCAhasanAuditandRiskCommittee,withthepurposebeingtoreporttotheBoardandprovideappropriate adviceandrecommendationstoassisttheBoarddischargeitscorporategovernanceresponsibilities.Italsoprovides a liaison between CCA and 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 and

Financial assets

Cash and cash equivalents 5,974,777 4,527,703 Receivables 382,546 337,564

Total financial assets6,357,3234,865,267 Financial liabilities (662,061)(596,792)

Payables

liabilities

Total financial liabilities(1,660,000)(1,229,639)

financial assets/liabilities4,697,3233,635,627

CCAreceivedgrantrevenueinadvancefromtheDepartmentofNaturalResources,DepartmentofJustice, DepartmentofCommunitiesTas,DepartmentofAgriculture,Water&theEnvironment,AgriFuturesandthe DepartmentofStateGrowth.Grantsthathavespecificperformanceobligationsyettobesatisfiedasat30June 2022underanenforceablecontractorwherethefundingagreementincludesa“TerminationofConvenience” clausegivingtheGrantortherighttoterminatetheDeedbynoticeinwriting,wherebyCCAmustrepaytheGrantor on demand, gives rise to a financial liability. These are disclosed above as “Other Liabilities”.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Financial Instruments

Theaggregatenetfairvalueoffinancialassetsandliabilities,bothrecognisedandunrecognised,atbalancedate are as follows;

Total carrying amount as per Statement of Financial PositionAggregate net fair value 20222021

$ Financial assets

Cash and cash equivalents 5,974,777 4,527,703

Receivables 382,546 337,564

Total financial assets6,357,3234,865,267

c) Fair Value  20222021 $$$ 5,974,777 4,527,703 382,546 337,564 6,357,3234,865,267

Financial liabilities (662,061)(596,792)

Payables(662,061) (596,792) (68,518) (133,614)

Borrowings (69,261)(140,700)

Other liabilities (929,421)(499,234) (1,660,000)(1,229,639)

(929,421)(499,234)

Total financial liabilities(1,660,743)(1,236,725)

d) Credit Risk

Themaximumexposuretocreditriskatthebalancedateinrelationtoeachclassofrecognisedfinancialassetis represented by the carrying amount of those assets and indicated in the Statement of Financial Position.

e) Risk and Mitigation

Market Risk

Marketriskistheriskthatthefairvalueorfuturecashflowsoffinancialinstrumentswillfluctuatebecauseofchanges inmarketprices.TheCCA’sexposurestomarketrisksareprimarilythroughinterestraterisk,withonlyinsignificant exposure to other prices risks and no exposure to foreign currency risk.

Interest Rate Risk

CCAhasnoborrowingssubjecttointerestrateriskatthebalancedatebutdoesholdinvestmentswhicharesubject tointerestratefluctuation.CCAdoesnotconsiderthattheriskhasanadverseeffectontheperformanceofthe businessbecauseanyinterestreceivedisadditionalincometothefundsreceivedunderfundingarrangements.Only whentheinterestisreceiveddoesitbecomeavailabletoinvestfurtherintheprojectstowhichthegrantdeedand funding agreements apply.

Notes

Creditriskistheriskthatacontractingentitywillnotcompleteitsobligationsunderafinancialinstrumentandcause CCAtomakeafinancialloss.CCAhasexposuretocreditriskonsomefinancialassetsincludedintheStatementof Financial Position.

CreditriskarisesfromtheCCA’sfinancialassets,whichcomprisecashandcashequivalents,andtradeandother receivables.ThemajorityofdebtorsareMemberCouncilsandgovernmententitieswhereinstalmentsarereceivedin accordancewithpaymentschedulescontainedinthegrantdeedsandfundingagreements.Thegrantdeedsand fundingagreementsalsocontainclausesthatshouldfundsberequiredtobereturnedtotherespectivegovernment entity,theamounttobereturnedisnetoflegallycommittedcontractualarrangements.Tominimisethecreditrisk, eachgrantdeedorfundingagreementisassessedbeforeexecutingtoensureCCAhasadequateresourcesto perform the obligations under any

Aged Debtors Analysis

(not

Liquidity Risk

LiquidityriskistheriskCCAwillnotbeabletomeetitsfinancialobligationsastheyfalldue.CCA’sapproachto managingliquidityistoensure,asfaraspossible,thatitwillalwayshavesufficientliquiditytomeetitsliabilitieswhen due,underbothnormalandstressedconditions,withoutincurringunacceptablelossesorriskingdamagetothe CCA’s reputation.

Typically,CCAensuresithassufficientcashondemandtomeetexpectedoperationalexpensesforaperiodof60 days,includingtheservicingoffinancialobligations.Thisexcludesthepotentialimpactofextremecircumstances that cannot reasonably be predicted, such as natural disasters.

ThefollowingtableliststhecontractualmaturitiesforFinancialLiabilities.Contractualcashflowsarebasedonthe undiscountedtotalpayment,includingbothprincipalandinterest,ontheearliestpossibledateonwhichCCAmay be required to pay.

to 5

one year

disclosure

experienceofthefinancialmarkets,CCAbelievesaparallelshift+1%and-1%inmarketinterestrates(AUD)from yearend rates are ‘reasonably possible’ over the next 12 months.

table below discloses the impact on net operating result and equity if the above movements were to occur.

Change in surplus 59,748

in equity 59,748

Change in surplus 45,276 Change of equity 45,276

(59,748) (45,276) (45,276)

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Budget Variations

Income

Income received was up $3.2m

CCA’s2021-22budgetwasadoptedbytheBoardandendorsedbytheRepresentativesinJune2021.Theoriginal projectionshavebeenaffectedbyseveralfactors,theseincludeStateandFederalGovernmentdecisionsaroundnew grantprograms,changingeconomicactivity,anddecisionsmadebytheCCA.Materialvariationsofmorethan+10%and -10% are explained below. Government grants were up $2.5m on budget primarily due to Coastal Pathway and Truckwash grant funding received not included in original budget estimates.

Other income received was up $656k on budget due to Council Contributions received for Coastal Pathway construction not included in budget estimates.

Interest received was up $8k due to increasing interest rates.

Expenses were down

Employee benefits were $445k under budget due changes in staffing and restructuring.

Project expenses $91k under budget due to timing of project delivery.

Depreciation and amortisation was $45k above budget due amortisation of Right-of-use Assets.

Other operating expenses were $66k below budget due to unspent legal fees, a Board vacancy and changes to the way leases are presented in accordance to the leasing standard.

There was an unbudgeted $18k write off of obsolete plant & equipment.

Interest expense was $2k up on budget due to the accounting treatment of leases.

Note 23Related Parties Transactions

a)      Board Members

Names of persons holding board positions at CCA at any time during the year were: Directors

Ms. Annette Rockliff

Ms. Kathy Schaefer PSM

Mr. Malcolm Wells

Mr. Peter Voller PSM

Ms Julie Arnold (commenced Sep 2021)

Mr. Shane Crawford

The Hon. Sid Sidebottom

Chief Executive Officer

Deputy Chief Executive Officer

Regional NRM Manager

Mr. Daryl Connelly (resigned as at 2 Jul 2021)

Ms. Sheree Vertigan AM

Ms. Claire Smith (resigned Nov 2021)

Ms. Helen Truscott (Sep 2021 - Apr 2022)

Mr. Spencer Gibbs Finance Manager

NRM Operations Manager

Mr. Patrick Harvey (from Nov 2021)

CCAconductsbusinesswithallDirectorsonthesametermsandconditionsasthoseenteredintowithother individualsandorganisations.DuringtheFinancialYeartherewerenofinancialtransactionswithDirectorsotherthan the Remuneration disclosed below.

KeyManagementPersonnel(KMP)arethosepersonshavingauthorityandresponsibilityforplanning,directingand controllingtheentity.RepresentativesareelectedtorepresenteachcouncilandhavebeenidentifiedasKMP. However, do not receive remuneration and therefore, are not included in the KMP remuneration disclosure below.

TerminationbenefitsforKMPincludepaymentsduringtheyearrepresentingthebalanceofaccruedannualand long service leave entitlements payable.

b)Key Management Personnel Remuneration

KMP include Directors, the Chief Executive Officer and Senior Management 20222021 $$

Short-term employee benefits

Post-employment benefits

Other long-term employment benefits

Termination benefits

Total

2,820

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022 556,772 55,677 12,331 527,661

TransactionswithRelatedPartiesdisclosedincludetransactionswithRelatedPartiescontrolledorjointlycontrolledby KMP.Detailsoftransactionsthatoccurred,includingthenatureofthetermsandconditionsrelatingtothetransaction and the aggregate amount of each type of transaction are provided below. 480,336 44,505 31,357 656,137

the normal course of CCA's operations.

Contributions received from related entitiesi.

Fees and charges received from entities controlled by KMP

Purchase of materials and services from entities controlled by KMP

893,231

Purchase of materials and services from related entities 171,219

Materials and services purchased by related entities 798,437 1,000

Other contributions from related entitiesiv. Contributions to related entitiesv.

850,696 149,764 1,839,695

Contributions received from related parties were in accordance with the CCA’s approved annual budget adopted by the Representatives in June 2021. Details of these contributions are disclosed in Note 4 Council Contributions.

CCA purchased materials and services from related entities in accordance with approved service agreements and contracts. All purchases were at arm’s length and were in the normal course of the CCA’s operations. The total disclosure includes:

Rental of an office building, under a 10-year lease agreement with the Burnie City Council (BCC).

IT services, provided in accordance with a service level agreement with BCC and Devonport City Council.

Related entities purchased materials and services from CCA in accordance with approved arrangements. The total disclosure includes:

provided by related parties under shared services arrangements.

CCA received contributions from related entities. The total disclosure includes the below transactions of material significance:

Coastal Pathway Construction contributions from Central Coast and Devonport Councils.

No expense has been recognised in the current year or prior year for bad or doubtful debts in respect of amounts owed by related parties.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2022

Note 23Related Parties Transactions

NointerestshavebeennotifiedtotheChiefExecutiveOfficer,inrespectofanybodyororganisationwithwhichCCA has major financial dealings. Other than related entities, being Member Councils identified and disclosed above.

d)Outstanding balances, including commitments to/from related parties

As at 30 June 2022, CCA owed the following balances to related parties:

•Burnie City Council $4,735

As at 30 June 2022, the following balances were receivable from related parties:

•West Coast Council $1,098

•Dulverton Waste Management $914

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

e)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 24Commitments

CCAhadCoastalPathwayConstructioncommitmentsforexpendituretotalling$6.98masat30June2022.Inadditionto thisCCAhascommitmentsinrelationtoRLPcontractforservicespaymentsof$346kandshort-term,low-valuelease commitments of $14k.

Cradle Coast Authority Statement by Directors

For the Year Ended 30 June 2022

TheaccompanyinggeneralpurposefinancialstatementsofCradleCoastAuthorityfortheyearended30June 2022:

PresentsfairlythefinancialpositionoftheCCA,financialperformanceandcashflows.

ComplieswithAustralianAccountingStandards,mandatoryprofessionalreporting requirementsandotherauthoritativepronouncementsoftheAustralianAccounting StandardsBoardandthe Local Government Act 1993 (Tasmania).

Beenpreparedbasedonproperlymaintainedfinancialrecords.

ThisstatementismadeinaccordancewitharesolutionoftheBoardandissignedforonandbehalfofthe Boardby:

The Hon. Sid Sidebottom Chair

26September2022

Ms. Kathy Schaefer PSM Director 26September2022