A digital version of this report can be found on the CCA 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 2023 to 30 June 2024
Our member councils:
IMAGE CREDITS:
Jess Bonde
Vanessa Vanderburgh
Ian Macleod
Mark Holdsworth
Lucy Taylor
Jayson Semmens
All other images from Cradle Coast Authority
ACKNOWLEDGEMENT OF COUNTRY
We pay respect to the Traditional owners of Iutruwita/trouwanna (Tasmania), the Tasmanian Aboriginal people, and acknowledge their continued survival and connection with their land, sea and sky Country that spans millennia
We acknowledge the many Nations of Tasmanian Aboriginal people, past and present, as the traditional and ongoing owners of their respective countries within Iutruwita/trouwanna and the islands
We pay respect to those who have passed and acknowledge today’s Aboriginal people who are the custodians of this land
We acknowledge that all land, sea, and sky Country holds cultural values that provide strong and continuing significance to the Tasmanian Aboriginal people.
The Cradle Coast Authority (CCA) 2023/24 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 120,000 people call our region home
CCA was established in 1999 and is jointly owned by the region's councils, with the purpose of building a stronger region
CCA's three operating functions are Strategic Support and Services, Regional Development and Natural Resource Management (NRM) Chief Representative's Report
FROM THE CHIEF REPRESENTATIVE
As this will be my final report as Chief Representative of the Cradle Coast Authority, I take the opportunity to reflect on the importance of the Authority and the regional leadership role that is so crucial to the health, well-being and future direction of the region we strive to serve
The CCA is the only true representative body for communities of the Northwest Coast collectively and it is only now, some decades after the authority was first established, that we are finally seeing recognition of our organisation by both State and Federal government representatives. It has literally taken decades to be consistently acknowledged as the regions peak body and truly representative of the Cradle Coast, and to have our achievements acknowledged more broadly
It is a credit to the current leadership team headed up by Board Chair the Hon Sid Sidebottom, CEO Sheree Vertigan AM and my Deputy Chief Representative Mayor Mary Duniam, that we are now finally recognised and sought out as regionally representative It is also reflective of the support provided by our eight member Councils and their leadership teams, which has enabled that recognition to be achieved
As with all recognition comes responsibility and the expectation that we will deliver on our plans and regional priorities. So much has been achieved yet largely unknown to and unappreciated by the wider population and there in lies both an opportunity and a fundamental flaw.
One of the key challenges facing our organisation is to ensure we celebrate our many achievements and share the many stories of success with coastal residents and the Tasmanian community more broadly Not an easy task but one we must continue to prioritise if we are to be effective in our advocacy and our efforts to deliver projects, programs and initiatives for the Cradle Coast region
In my final contribution to the CCA annual report, I will leave it to our Board Chair and CEO to elaborate on our achievements over the past financial year and aspirations going forward
In closing, I wish to acknowledge the CCA team for their commitment, expertise, and professionalism as they work collaboratively across a wide range of activities, all of which will ultimately benefit our community. Their loyalty and commitment is second to none and likewise, I acknowledge and thank those who serve on the committees that underpin our efforts in Economic Development and Natural Resource Management in particular.
Much has been done, but as always, there is still so much more to do
Mayor Peter Freshney Chief Representative
COUNCIL REPRESENTATIVES
Our eight 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 2024
Central Coast Council
Deputy Mayor John Beswick
Barry Omundson, General Manager
Circular Head Council
Deputy Mayor Annette Dawes
Vanessa Adams, General Manager
Devonport City Council
Mayor, Alison Jarman
Matthew Atkins, General Manager
Kentish Council
Mayor Kate Haberle
Deputy Mayor Penny Lane
King Island Council
Mayor Marcus Blackie
Catherine Dale, A/General Manager
Latrobe Council
Mayor Peter Freshney (Chief Rep)
Jason Browne, General Manager
Waratah-Wynyard Council
Mayor Dr Mary Duniam (Deputy Chief Rep)
Deputy Mayor Celisa Edwards
West Coast Council
Mayor Shane Pitt
Ciara Spencer, General Manager
We would also like to thank the following people who served as Representatives during the 2023/2024 financial year;
Kate Mauric, former King Island Council General Manager
Gerald Monson, former Kentish and Latrobe Council General Manager
David Midson, former West Coast Council General Manager
FROM THE CHAIR
2024 continues the trend that began with COVID-19 and permeates our region, our state and our nation: uncertain times bringing with it challenges and opportunities. CCA is not immune from this trend and continues to seek diverse opportunities to assist our region and its needs as well as look for ways to sustain the organisation into the future
The 2023/24 Annual Report outlines the many aspects that CCA is involved with and in – either in partnership with our funding Councils, State, and Federal Governments or with various Government agencies and regional independent entities and organisations. Our work is diverse, productive and valued. As economic conditions continue to flatline or worse, CCA continues to provide a vehicle for our region to collaborate on shared priorities, particularly around the impact of renewable energy projects, transport issues, housing demands, land planning, and environmental and climate-related issues, to name some.
Recent State and Federal elections have impacted our region in a variety of ways and CCA has sought to directly and frequently liaise with both sectors and their elected representatives - both local and ministerial. We thank these MPs and relevant departments for their time, cooperation, and importantly, their advocacy on our behalf Three areas of note come to mind:
Shared Coastal Pathway – as the initial stages come to completion, further funding is sought for ‘pause places’ and ‘connectivity’ projects to enhance and maximise the pathway experience Importantly, CCA is prioritising a campaign with our Councils to seek further funding to complete the remaining gaps in the pathway experience from Latrobe to Wynyard; as well as promote its further extension. This extraordinary regional asset has, along with other remarkable cycling/walking experiences, the potential to help maximise the tourist potential of our region as well as further enhance the liveability aspects
Truck Wash and Effluent Dump Sites – getting these four sites through the planning and implementation stages has been long, frustrating at times, and complex But, through the leadership of our CEO, the support of our local federal representatives Gavin Pearce MP and Senator Anne Urquhart, the co-operation of the location Councils and associated government agencies, relevant NGOs, and business organisations, two of these sites are ready to commission, and the other two in the final design or in preparatory worksite mode
Regional Master Plan/Partnership – our CEO and her team have been working on this project most recently to work with the State Government and its agencies to draw up a working oversight plan to co-ordinate data, policies, funding sources, projects, services, etc affecting our region so to best prepare and benefit from major economic and social changes in the pipeline (see above).
Every organisation looks to see how it can improve what it does and how it functions The Board has commissioned an outside facilitator to look at these matters within CCA and its associated funders and partners. We look forward to receiving this Report in the near future and considering its findings and potential consequences for CCA both presently and into the future
CCA’s diverse and important work in and for our region comes on the back of our various funder’s support and co-operation, and the hard work of our small but very professional team, led so ably by our CEO, Sheree Vertigan AM The Board thanks each and every one of our funding Councils, relevant government agencies, business organisations, and the many associated community groups and service providers for their support and assistance, and most especially our CCA team of dedicated professionals
Many thanks also to the CCA Council Representative Committee for its important feedback, suggestions, and support, and to our Regional Natural Resource Management, Regional Development, and Audit and Risk Committees for their invaluable contributions to CCA and our region
Finally, huge thanks to my colleagues on the CCA Board for their time, expertise, and support of CCA and myself; to Sheree Vertigan AM as our hardworking CEO; Mayor Peter Freshney as CCA Representative Committee Chair and Deputy Chair, Mayor Mary Duniam, for their ongoing support and leadership; and to all our funding Councillors who work very hard, just as we do at CCA, to make our region an even better place in which to live, work, invest, recreate, and learn Indeed, together we can, together we must!
The
Hon Sid Sidebottom
Chair of CCA Board of Directors
BOARD OF DIRECTORS
In 2023/24 CCA had an eight 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
Board members at 30 June 2024
The Hon Sid Sidebottom (Chairman)
Peter Voller PSM (Regional Natural Resource Management Committee Chair)
Barbara Hingston AM (Regional Economic Development Committee Chair)
Mayor Cheryl Fuller (Mayoral Representative)
Mayor Gerard Blizzard (Mayoral Representative)
Shane Crawford (General Manager Representative)
John Dowling (Independent Director)
Matthew Greskie (Independent Director)
We would like to acknowledge the work and commitment of the CCA committees:
Audit and Risk Committee
Natural Resource Management Committee
Regional Economic Development Committee
CHIEF EXECUTIVE OFFICER’S REPORT
On behalf of the CCA team, the Board, Committee Members and Representatives, I present the 2023/24 Annual Report.
The Annual Report provides a snapshot of key functions, projects, outputs and the financial accountability of CCA; it describes our overall performance, but it cannot accurately reflect everything that we do – the one-off consultations, advice and support to community and councils; all of the activity that takes place behind the scenes but nevertheless contributes to our performance
When your role is to advocate, political cycles at all levels of government seem to be short. Last year, our focus was on new local government members and when a State election was announced early in 2024, it was apparent that CCA Management and the Executive team would need to invest time in learning about new government initiatives, connecting with new members from across our region and members with portfolio responsibilities that impact on our daily work To that end, the Chair, Chief Representative and I have completed all initial meetings and are now following up with referred Department Heads to further the conversations The focus of these meetings has been to explain the role played by CCA, our current strategic plan including the masterplan and the place of CCA in response to local government review; however perhaps the most important part of these meetings is investing time in building and maintaining strong relationships These meetings have been overwhelmingly positive with strong support for CCA.
It is worth noting that we are now undertaking preliminary work on our advocacy strategy for the next Federal Election Over the past twelve months, we have worked closely with Senator Urquhart and her team, facilitating forums and hosting round table discussions with other Federal Members or Members around issues and local priorities identified by member councils It is pleasing to note that two projects that were identified as Regionally Important Projects under the Regional Futures Plan Evaluation have now been completed – Devonport Sound and Light Show and Dulverton Waste Management. This is a demonstration of the power of collective advocacies and the value of determining shared priorities
CCA’s involvement in the Shared Coastal Pathway project has now finished with ownership being transferred to the respective councils Usage of the pathway has exceeded expectations, with increasing recognition of the role it can play in improving health outcomes, commuting and tourism across the region and growing demand to close the gaps in the pathway and to scope out the next steps. We cannot underestimate the value of this regional community asset – it is a world class facility
In the coming weeks, Senator Urquhart will officially open two of the four Truckwash and Effluent Dump sites: King Island and Stanley are now complete and operational The preliminary site works have been completed at Minna Road, and final design costings are in process for Smithton
The commitment to construct four Truck Wash and Effluent Dump sites, each unique, across the Cradle Coast was initially made during the 2019 election After extensive community, council and industry consultation we can now report that two sites are completed
Good governance demands that an organisation undertakes regular governance, policy and organisational structural reviews The CCA Board employed an external facilitator to undertake this work, and a report has been provided for consideration and analysis by directors. As stated previously CCA must be willing to reimagine and pivot where necessary if it is to future proof the business The greatest challenge is to be bold enough to think about new ways of working while building on current strengths and contemplating the risks associated with uncertain times
As can be seen from the scope and range of the projects described within the Annual Report, CCA is a complex business with a highly skilled team of professionals 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 and yet uncertain economic growth and providing both stakeholders and all levels of government with considered responses to the impact of current and future developments
I would like to take this opportunity to thank CCA management and team, Board Members, CCA Committee Members, Chief Representative Mayor Peter Freshney, Deputy Chief Representative Mayor Mary Duniam, and the CCA Chair the Hon. Sid Sidebottom for their ongoing support, wise counsel and for giving of their time so willingly as we work together to empower our regional communities building stronger councils and a stronger region
Sheree Vertigan AM Chief Executive Officer
ORGANISATIONAL CHART
Board of Directors
21 employees as at 30 June 2024
STRATEGIC SUPPORT AND SERVICES
Pursuing opportunities for our business, our owners, and our region.
CCA focuses on strategic services to enhance financial performance, culture, and planning Externally, CCA pursues funding, partnerships, and opportunities to benefit the organisation, the region, and Member Councils Key activities include advocating for Councils, implementing shared services, promoting local government careers, and increasing organisational performance
CCA’s shared services approach involves coordination, encouragement, and professional service delivery The Shared Services Strategy emphasises quick-wins and collective action to build trust and capability for more complex solutions CCA leads specific initiatives and supports Councils in progressing others, ensuring innovative approaches to meet public expectations and economic realities
In the past twelve months CCA has provided professional services to Member Councils, including audit panels, internal audits, communications and marketing support, digital strategic plans, business and strategic planning, and workforce and housing planning
STRATEGIC SUPPORT AND SERVICES PROJECTS
Regional Planning Project
This project will improve the planning experience for businesses and individuals, enable greater resource sharing across Councils, and ensure the region derives maximum benefit from the review of the Regional Land Use Strategy (RLUS). The RLUS provides high level design guidance about how the objectives of planning as outlined the Tasmanian Planning Policies (once made) to the region.
Year in review:
Studies on Planning Processes and Fees, and Planning Practices in the Cradle Coast region were completed
Assisted Remplan in completing a Supply and Demand study
Development of the Regional Planning framework, which establishes how the Regional Land Use Strategy (RLUS) is to be undertaken Note this is still being finalised by the State Planning Office
Participated in the refinement of a Memorandum of Understanding (MoU) prepared by the State Planning Office to guide the development of the RLUS and are awaiting the Minister to sign off on it
Initiated the data gathering for the State of Play statement for the region This will be part one of a RLUS is a profile of the region that sets out the issues and priorities of note in our region
Advocacy/stakeholder engagement
CCA actively participates in regional advocacy and lobbying efforts by collaborating with various stakeholders, including government agencies, businesses, community organisations, and groups.
Year in review:
The demand for CCA’s input and engagement continued to increase, with CCA facilitating multiple forums, meetings, roundtables and providing input and/or feedback to new government policies and initiatives
Leadership team have met with most of the members of the new State Government who have a personal connection to our region or a connection through their portfolios, to promote the work of CCA and regional priorities as determined by local Councils
Making our region an even better place to work, visit, learn and invest.
The Cradle Coast Region is complex and comprises overlapping places, communities and industry sectors. Improving regional economic growth and prosperity for our residents spans many organisations and responsibilities
CCA exists to help connect communities, businesses, and government so that they can work together for the good of the region. Our regional economic development team exists to provide a lean and agile platform for developing and supporting new ways of working together on complex tasks that are not effectively dealt with separately
Our Regional Development work is guided by the Regional Economic Development Committee (REDC) which is a sub-committee of the Cradle Coast Authority Board The Committees role is to think and act regionally in developing the capability and capacity of the Region’s resources, including renewables, critical minerals, agriculture, advanced manufacturing, and of course
The 2023/24 year marked a period of significant growth for the Regional Economic Development Committee (REDC) We were pleased to welcome six new members, each bringing a unique set of skills and experiences from diverse sectors intersecting with regional development. The expertise and insights of these new members have enriched our work, embedding the perspectives of the community, government, and industry into our initiatives.
The committee's new membership has focused on reshaping the interrelationship and collaboration between CCA’s Natural Resource Management (NRM) Committee and the REDC The goal is to integrate the triple bottom line of economy, environment, and social aspects of development into our planning and collaboration The focus of the REDC is creating and supporting growth that is more inclusive, equitable and sustainable –economic development informed by what we want our region to look like and how we want to live in it.
The Committee appreciates that the region's renewable energy future brings challenges to housing, workforce capacity and capability, investment and partnership, also recognising its potential for a positive legacy and benefits a broad cross-section and multiple generations of this regional community This is reflected in CCA, and this Committees focus on regional economic development as increasingly and visibly informed by community and social needs, benefits and aspirations
In April 2024, CCA hosted the Reimagining Transport Forum gathering local leaders, community and business stakeholders to discuss possible transport solutions for the region, in support of our renewable energy future In particular, the forum spoke to enabling participation of a diverse renewable energy workforce in that future and its opportunities
Many members of this region’s communities suffer from inability to access basic health services, education and family connection and support. The Forum highlighted potential critical impacts linked to the region’s renewable energy workforce and broader community liveability - inadequate access to transport affecting community independence, and gaps in connecting visitors and residents with essential services
CCA is committed to leading transport solutions that integrate public, active, and demand-responsive options addressing these challenges, ensuring the $10 billion renewable energy investment benefits the entire region's communities Related strategic inquiry, identification and development of initiatives continue into the 2024-2025 Financial Year
The Cradle Coast Future Energy Hub is evolving, with CCA building stronger relationships with stakeholders and offering engagement opportunities for Councils, such as hosting information sessions for councillors
Looking ahead, the evolving Regional Master Plan and the Board-initiated review of the CCA governance will accompany the Regional Investment Evaluation Process, complementing each other and informing future development in our region
I particularly want to thank the CCA staff for the passion, support and commitment they bring to achieving regional goals I particularly thank the Chair of the Board the Hon Sid Sidebottom and CEO Sheree Vertigan AM for their guidance, resilience and leadership in enabling opportunities across the Cradle Coast - its places, communities and people
Barbara Hingston
AM Chair of the CCA Regional Economic Development Committee
R E D C C H A I R ' S R E P O R T
Steps towards Sustainability (Pause Places)
This project will install five Pause Places around Waratah-Wynyard’s towns and villages Pause Places are compositions of locally sourced log seats, rocks and vegetation, carefully located in high profile places to provide attractive places to rest, break a journey, see and learn about nature, watch the world go by or for the young at heart to play
This project will be a pilot study to test the concept. If successful, CCA plans to expand the idea to other areas in the region Our goal is to create communities that are welcoming and supportive and promote good health
Pause Places are funded by the Tasmanian Government’s Healthy Focus programme and are undertaken by Cradle Coast Authority and Waratah-Wynyard Council
Year in review:
The groundworks are completed in all five locations: Port Creek, Camp Creek, Burntwood Point, Goldie Steet and Sisters Beach.
The Somerset Community Shed beautifully constructed all furniture, and it has been installed for all locations.
Development of the Pause Place website is underway.
Gathering feedback from the community has begun.
Constructing the Shared Coastal Pathway
Jointly funded by the State and Australian Governments along with Latrobe, Devonport City and Central Coast Councils the Coastal Pathway extension project saw 21 km of shared pathway built between Latrobe and Sulphur Creek between 2020 and 2023
Year in review:
Don to Leith Shared Coastal Pathway construction completed in late 2023. This section was officially opened by Senator Anne Urquhart in December 2023 (pictured below with Elected Members, CCA and Council staff and pathway advocates).
CCA worked with the Department of State Growth to identify the next projects to support the pathways, including signage, mapping and data collection.
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 local roads, improving animal welfare during transportation, improving working standards for drivers and reducing the risk of transferring disease and weeds between farms
Year in review:
Stanley's new, purpose-built effluent disposal station was completed by contractor Sub41 (pictured right). King Island has started its upgraded works, with completion expected early in the next financial year (pictured below). Smithton and Burnie sites achieved relevant milestones; work will begin in the next financial year.
REGIONAL NRM STRATEGY
The 2030 Natural Resource Management (NRM) Strategy for Cradle Coast Tasmania provides a framework to facilitate sustainable management of the Cradle Coast region’s natural resources The Strategy is one of three in Tasmania and is complemented by the Strategies for northern Tasmania and southern Tasmania. These regional Strategies are consistent with state and national policies and priorities
The shared aims of the NRM strategies are to create a balanced approach to build, support and maintain:
Healthy, resilient, and biodiverse environments; Healthy and productive water and marine resources; and Productive and sustainable land management.
The Strategy framework is built on natural resource assets within the state and regions Asset prioritisation and related opportunities and threats can differ at the regional or local scale. The Strategies reflect this complexity – with the vision, core values, aspirations and outcomes for Tasmania achieved through specific and targeted Outcomes, which are prioritised at a regional level.
For the purposes of the Annual Report, projects are presented under three interrelated Strategy
The 2023-24 year was one of consolidation and progress for NRM in Cradle Coast Region. With the completion of a round of major 5-year projects funded by the Australian Government in 2022/23, we were again appointed to the Commonwealth panel of regional delivery partners, receiving funding from the Australian Government's Natural Heritage Trust to deliver a new round of mediumterm biodiversity, water and land management projects.
As well, I am grateful to have secured ongoing commitment from the Tasmanian Government for necessary core funding to our organisation and Committee. Without this funding, our capacity to lever significant external investment to the region would be lost.
The transition from one funding round to another is often a time for review and reflection, along with reaffirmation of our work alignment to our Regional Strategy and to the needs and interests of our regional community. Our report of progress attests to the diversity and relevance of project works delivered this year.
I wish to acknowledge the considerable input CCNRM staff and management put into developing new projects and programs for the Region, and the patient manner in which negotiations were conducted with funding agencies and community partners. I am aware that this process is time consuming and complex, but the outcomes have proven to be worth the effort.
New projects have been approved to deal with significant biodiversity issues such as the conservation of the Maugean Skate at Macquarie Harbour, Giant Freshwater Crayfish in coastal rivers and the threatened birds endemic to King Island. We have also secured new projects focussing on sustainable agriculture and soil management.
This year has also brought closer to home the critical need for regional scale responses to global issues including climate change, biodiversity loss, renewable energy transition and land use planning.
The impact of abnormal weather conditions on agriculture in the region, keenly felt on King Island and across the beef and dairy industries in particular brought home the need for long term resilience planning and options for diversification as climate variability becomes a reality I am pleased to see the great collaborative responses from our staff, working with other service partners such as the Tasmanian Farm Innovation Hub, to deliver advisory and support services to landholders struggling through feed and water shortages
We continue to work actively with community, government and industry to seek options for nature positive outcomes in land and sea management, recognising the need for balanced outcomes in the economic, social, cultural and environmental contexts We are convinced that as a regional community, balanced outcomes are both realistic and achievable for North West Tasmania.
I am pleased to acknowledge the considerable effort that has gone into establishing and firming our close relationship with the Tasmanian Aboriginal community through developing our indigenous participation plan and Aboriginal Engagement Working Group We hope through the plan and the working group our ongoing and sincere commitment to listen to Aboriginal people and support their leadership in NRM can be realistically and effectively achieved.
As always, it has been an honour for me personally to work with the members of the NRM Regional Committee, the CCA Board, Staff and the wider community to achieve amazing things for a region that is so special at the local, regional, national and global scales. I look forward to ongoing success and growth in 2024/25
Peter Voller PSM Chair of the Regional Natural Resource Management (NRM) Committee
N R M C H A I R ' S R E P O R T
LAND
Land assets encompass topography and the soils that support agriculture, plantation forestry and natural ecosystems, the vegetation that covers and protects these soils, and cultural heritage values. Cradle Coast NRM aims to conserve natural, production and cultural values associated with these assets, and to build capacity and develop resilience across these assets to protect them from ongoing and emerging threats
The Land Theme includes three priority areas or asset classes of Healthy Country, Resilient Landscapes and Soil and Vegetation and within each class, identifies how NRM organisations partner with land managers to support sustainable natural and production landscapes and industries in a changing environment
Maintenance of healthy landscapes, soil and vegetation are essential components of all ecosystems – rural and urban, aquatic and terrestrial, domestic and wild It is therefore acknowledged that all Themes are inextricably linked, particularly in supporting vital ecosystem services.
PRIORITIES
Supporting Tasmanian Aboriginal people to increase capacity to manage, access or heal Country, based on self-determined priorities
Aboriginal Cultural Landscape in the Cradle Coast Region
PROJECTS
Aboriginal engagement
Cradle Coast NRM is drafting a new Indigenous Participation Plan to better reflect that Aboriginal people determine both the boundaries for the sharing of their cultural heritage and opportunities for participation in NRM activities that embrace and support their aspirations The plan aims to improve cultural competency for our organisation, improve cultural safety for our staff, support Aboriginal leadership in NRM activities and meet Australian Government funding expectations. Additionally, an Aboriginal Engagement Working Group has been formed as a sub-committee of the NRM Committee to support the implementation of the plan
Year in review:
CCNRM has been connecting with and listening to local Tasmanian Aboriginal groups and individuals to strengthen relationships and better support regional Tasmanian Aboriginal aspirations as they relate to our regions natural resources.
New Indigenous Participation Plan drafted
An Aboriginal Engagement Working Group formed as a sub-committee of the Regional NRM Committee.
Inaugural meeting of the group was held at Macquarie Harbour.
Building the capacity of land managers to address the risk of adverse events, protect natural capital, and take advantage of opportunities for production industries in the face of challenges such as climate change, weeds, pests and diseases
PRIORITIES
Adapting farms to changing climate and markets
Increasing carbon storage in the region
PROJECTS
Sustainable Agriculture Facilitator
Established in March 2024, the Sustainable Agriculture Facilitator (SAF) is a designated central contact point for farmers, landholders, industry, and community groups and will aim to:
Engage and inform farmers, landholders, community groups, and agriculture industries within their NRM region about climate-smart, sustainable agriculture practices – including best practice natural resource management, biodiversity and carbon markets, and practices that support emission reductions and build climate resilience on-farm.
Facilitate partnerships and connections that will assist farmers, landholders, community groups and agriculture industries to work together
Support the delivery of sustainable agriculture projects in their region.
Year in review:
Conducted nine farm visits to provide general land management advice and assist with the development of potential funding application opportunities.
Produced articles for local media and content for social media channels
Supported the design of future agriculture-focused NRM projects
Supported four sustainable agriculture regional events.
Sustainable Agriculture Facilitators are supported by the Australian Government through funding from the Natural Heritage Trust under the Climate-Smart Agriculture Program.
PRIORITIES
Supporting land managers to improve soil condition and manage vegetation cover to improve natural values, biodiversity, and production outcomes and mitigate emerging risks.
Soils at risk from structural decline and erosion, biological and carbon decline, nutrient imbalance and acidity
Soils and vegetation at risk from weeds, pests and disease
Native vegetation on farms
PROJECTS
Production Systems Approach to Soil Ecological Restoration
This 12-month project engaged farmers with techniques to build soil carbon and improve water holding capacity and nutrient cycling, reducing the reliance on increasingly expensive inputs and building resilience to future drought Key partnerships were established with two major primary industry production enterprises, Greenham Tasmania and Simplot, utilising their extensive farmer networks to promote opportunities to adopt practices that build healthy, productive and resilient soils in the beef and intensive horticulture sectors
Year in review:
Six in-field demonstration sites established to showcase the use of multi-species pasture (one site of 288 ha) and multi-species cover crops (five sites, totaling 39 ha).
Three informative and well-attended community extension events delivered
This project was delivered by Cradle Coast NRM in partnership with the Tasmanian Farm Innovation Hub through funding from the Australian Government’s Future Drought Fund.
Extension Program
Partnering with NRM North and NRM South, this state-wide project delivers soil extension activities that focus on the importance of soil health, building climate resilience and maintaining adaptability to change. The program provides capacity to adapt to regional needs and facilitates cross-regional collaboration and extensive engagement with industry stakeholders
Year in review:
Promotion of the Decision Support Tools which were developed in the Australian Government funded project from the previous year The three documents allow Tasmanian farmers to make more informed decisions about productively and sustainably managing soil nutrients and soil water on-farm.
Delivered agricultural service providers survey to better define program priorities and inform future extension activity
Supported local agricultural extension events and landholders with soil management tools and advice.
Planning for the delivery of a range of extension events to be held across the region, focussing on soil health and building on-farm resilience
The Tasmanian Soil Extension Program is being delivered by Cradle Coast NRM, NRM North and Tasmanian Soil
BIODIVERSITY
The Biodiversity Theme encompasses the full variety of life found in the state, including all species of plants, animals, fungi, microorganisms, and the ecosystems in which they live While biodiversity refers to all living things, the NRM organisations focus on natural assets native to the state.
Ecologically-functioning systems are those that can maintain their biodiversity and ecological processes By protecting and conserving areas that support biodiversity, the diversity of genes, species, communities, and ecosystems are also maintained. It is the suite of species and ecosystems that provide the services for health and well-being, including clean water, air, shelter, and food
Many agencies and individuals are working to protect and maintain Tasmania’s high value habitat for threatened species, important biodiversity areas and ecological communities Tasmania’s NRM organisations work with partners to achieve shared strategic outcomes Community and partner involvement in biodiversity programs range from monitoring, research, and on-ground restoration activities
Important biodiversity areas are significant because they are home to a diversity of biota and include formally recognised sites such as World Heritage Areas, important reserves, recognised biodiversity hotspots or Key Biodiversity Areas
PRIORITIES
Tasmanian Wilderness World Heritage Area (TWWHA)
Key Biodiversity Areas (KBAs) and Small Reserves
PROJECTS
None to report in 2023-24, however our Community NRM Engagement Program - Small Grants, found on page 42, describes our support for community Landcare in managing locally important small reserves and state agency support in the TWWHA.
Threatened ecological communities include the communities listed under the Environment Protection and Biodiversity Conservation Act (Federal) and Nature Conservation Act (State). Regionally or locally important and emerging priority ecological communities are also recognised.
PRIORITIES
Subtropical and Temperate Coastal Saltmarsh
Melaleuca ericifolia Swamp Forest
Threatened Eucalypt Forests and Woodlands
King Island Native Vegetation
PROJECTS
Rice Grass Removal in the Rubicon Estuary
Rice Grass (Spartina anglica) is an invasive plant that competes with native estuarine and saltmarsh vegetation, reduces suitable feeding habitat for migratory and resident birds and fish, restricts water and nutrient flow, invades commercial oyster leases, and traps sediment causing build-up of banks, impacting recreational areas.
This project, in the summer of 2024, explored the potential for the use of drones as an effective approach to treating Rice Grass infestation sites that are inaccessible on foot. Targeted treatment was also undertaken to protect the significant investment between 2019-23, in partnership with Latrobe Council, that killed all Rice Grass infestations north of a containment line between Squeaking Point and Eagle Point and established a “Rice Grass Free Zone” (RGFZ).
Year in review:
6 65 ha of Rice Grass was treated by drone in the uppermost infested area of the Rubicon Estuary
Complementary ground-based spraying of 1 ha of riparian areas at the same site
Ground-based spraying in Panatana Rivulet, following up on challenging areas of the RGFZ, first treated in 2022
PRIORITIES
Threatened species include species listed under the EPBC Act and TSP Act. Important species recognises that there are regionally or locally important species, as well as emerging threatened species.
Shearwaters and penguins, resident and migratory shorebirds, King Island woodland birds, raptors and owls, Swift Parrots and other hollow-nesting birds
Aquatic species of concern
Threatened mammals
Marrawah Skipper and Ptunarra Brown butterflies
Threatened orchids and Preminghana Billybuttons
Other threatened flora and fauna
PROJECTS
Community Action for King Island Threatened Bird Recovery – King Island Scrubtit and King Island Brown Thornbill
This project, established in April 2024, will implement actions across King Island to protect the habitat of two priority critically endangered species, the King Island Brown Thornbill and King Island Scrubtit Project actions will build the capacity of landholders and community groups on King Island to reduce weed and feral animal threats and improve the quality and extent of the bird's habitat by connecting remnant habitat patches across agricultural land.
Year in review:
Local Project Officer employed and hosted in the offices of King Island Landcare Group.
Analysis of data collected from previous projects to set baselines and inform priority areas for project investment Four Felixer Feral Cat Grooming Traps were established to target feral cats in priority bird habitat sites.
This project is funded by the Australian Government Natural Heritage Trust and delivered by Cradle Coast NRM, a member of the Commonwealth Regional Delivery Partners panel.
Established in Mar 2024 and following on from our previous Giant Freshwater Crayfish (GFC) project of 2019 – 2023, this project will focus on six priority areas critical to the ongoing survival of Tasmania’s iconic, endemic Giant Freshwater Crayfish (Astacopsis gouldi). Project actions will protect known populations and improve the extent and quality of their habitat Working with agricultural landholders, the project will improve riparian habitat quality and connectivity through onground works over at least 19 km of stream banks. A secondary project priority is to establish baseline data about the threatened native fish, Australian Grayling (Prototroctes maraena), and identify and prioritise the barriers to fish passage that threaten the natural life cycle of this migratory species
Year in review:
Desktop assessments were completed to identify priority areas, with initial engagement of landholders at three sites commencing.
Baseline monitoring completed in three of the six priority reaches in autumn.
Booklet “Managing Riparian areas” completed and circulated to key stakeholders and all landholders participating in the project
Desktop analysis commenced by consultant to identify fish barriers across north-west catchments
Initial meeting of GFC Reference Committee NRM in May 2024 This Committee will provide technical support and engagement assistance.
This project is funded by the Australian Government Natural Heritage Trust and delivered by Cradle Coast NRM, a member of the Commonwealth Regional Delivery Partners panel.
Giant Freshwater Crayfish Recovery – Part 2
Creating a Hooded Plover Stronghold on Three Hummock Island
This project is working to create a stronghold for the Hooded Plover (Thinornis rubricollis), a priority threatened species, on Three Hummock Island Activities are designed to reduce the key threat to Hooded Plovers, namely pest animal (feral cat) predation The project continues previous work to protect threatened birds through the implementation of strategic feral cat control in conjunction with project partners Biosecurity Tasmania and Tasmania Parks and Wildlife Service
Year in review:
This project was completed in June 2024
Camera data analysis revealed an 80% reduction in cat activity over the five years of the project
Five Felixers remain in operation on Three Hummock Island until the end of their lease in December 2024
This project was delivered by Cradle Coast NRM, Biosecurity Tasmania and University of Tasmania through funding from the Australian Government
Maugean Skate Recovery – Phase 1
This project will deliver urgent recovery actions required to reduce the risk of extinction of the Maugean Skate The immediate focus was on securing an ex-situ population of skates in captivity These skates living ex-situ will be an “insurance” population (in the event that wild skates in Macquarie Harbour die as a result of extreme summer conditions) and will also be used to support a captive breeding program, later in phase 2 of the project
Year in review:
Four mature adult Maugean Skates (2 males and 2 females) and 50 eggs were collected from Macquarie Harbour in December 2023 and relocated to IMAS’s facility in Hobart.
50% of the eggs collected were viable and hatched successfully and one adult female has been laying eggs regularly since her arrival in the facility.
At 30 June 2023, the facility held an insurance population of 2 adults, 25 juveniles and 57 captive laid eggs with clear signs of embryo development.
This project is funded by the Australian Government Saving Native Species Program and delivered by Cradle Coast NRM, a member of the Commonwealth Regional Delivery Partners panel.
Implementing the Tasmanian Cat Management Plan (TCMP)
The Tasmanian Cat Management Project is an initiative to support the implementation of the Tasmanian Cat Management Plan and improve domestic and stray cat management across Tasmania Key to the project is a network of three regional cat management coordinators hosted at Cradle Coast NRM, NRM North and NRM South The coordinators deliver long-term goals of the Project to improve responsible cat ownership and management and minimise the impacts of cats on priority environmental, agricultural and social assets.
Year in review:
Launched a regional desexing program jointly funded by six of the nine Cradle Coast councils in partnership with the National Desexing Network
Continuing community engagement involving promoting responsible cat ownership including containment and behavioural enrichment ideas, online through TassieCat, and at events like AgFest, EcoFest, and Tas Pet Expo
Circular Head Roadkill Mitigation Working Group
Cradle Coast NRM has been chairing a stakeholder working group established to reduce the amount of wildlife, particularly Tasmanian Devils, killed on the roads of Circular Head The Woolnorth area supports one of the highest densities of Tasmanian Devils in the state, according to monitoring by the Save the Tasmanian Devil Program. This has been attributed to the absence of Devil Facial Tumour Disease in the Woolnorth devil population (although sadly it is spreading into the area now), and also because there are still large remnants of high-quality devil habitat in the area
Year in review:
An options paper has been produced, outlining priority roadkill reduction actions, with funding opportunities to be explored.
Cradle Coast NRM staff attended community engagement events to talk about the project when opportunities arose
Two Working Group meetings were held, and ongoing actions by stakeholders were reported including continued roadkill data collection, population monitoring by the Save the Tasmanian Devil Program, traffic speed counter analysis and installation and maintenance of speed limit signs and virtual fencing units by Circular Head Council
WATER
The Water Theme encompasses Tasmania’s key water assets, which include rivers and estuaries, wetlands and waterbodies, and coastal and marine systems Tasmania’s water assets support multiple primary industries including agriculture, fishing, and aquaculture. They also support community-dependent infrastructure systems for hydro-electric power generation, drinking water supply and wastewater treatment, ports, and marine traffic The built environment is concentrated near the state’s water assets
The combined influence of climate change, development and land use change, human movement and population change, and ageing infrastructure, is increasing pressure on water assets Further, emerging priorities may be associated with threats to Assets that are due to climate-driven events such as drought, bushfire and flood, and these are likely to be ongoing issues in managing water resources
Protection and management of water resources is closely linked with land management, including some actions listed in the Land Theme (e g soil and erosion management and resilient landscapes) and Biodiversity Theme (e g aquatic threatened species and important vegetation communities, including riparian vegetation) The delivery of actions across all Themes will contribute to the health of Tasmania’s water resources.
The movement of fresh surface and groundwaters through the landscape supports ecological, economic, and social values Ecological values of catchments and estuaries, and current and emerging threats in receiving waters are used to identify Priorities and Actions for rivers, floodplains, and estuaries.
PRIORITIES
Priority rivers in agricultural landscapes
Macquarie Harbour (including Gordon, Franklin and King Rivers)
Initiated in March 2024, this project is a continuation of the previous Maugean Skate community engagement project, completed in 2022 The Healthy Harbour project team will collaborate with the Strahan and West Coast community to celebrate the unique natural values of Macquarie Harbour and improve public understanding and support for the skate and to decrease concern about the impacts of proposed recovery actions for this critically endangered species
Year in review:
A Strahan-based project office was established, and a Project Officer employed Baseline survey of community attitudes toward Maugean Skate Recovery was conducted Four community engagement activities delivered that showcased both the natural values of the harbour and its surrounds and the work being guided by the Maugean Skate Recovery Team. Aboriginal communities from across the Cradle Coast region were engaged and made aware of the project and invited to participate
An on-Country visit was conducted on and around Macquarie Harbour and included the members of the Aboriginal Engagement Working Group.
This project is funded by the Australian Government’s Natural Heritage Trust and delivered by Cradle Coast NRM, a member of the Commonwealth Regional Delivery Partners panel.
Wetlands and other waterbodies include internationally recognised wetlands of significance under the Ramsar Convention, which support high-value ecological communities. Nationally and regionally important wetlands and other water bodies are recognised for their conservation value.
PRIORITIES
Lavinia State Reserve, King Island
Robbins Passage – Boullanger Bay
PROJECTS
Celebrating the coastal wetlands of Circular Head
This project aimed to showcase the unique beauty of the Robbins Passage – Boullanger Bay tidal wetlands while highlighting the immense ecological, economic and social value of this place for the Circular Head community and further afield
The project built on years of on-ground work, investment and community engagement aimed at protecting the natural values of Robbins Passage – Boullanger Bay through upstream water quality management, native vegetation protection and enhancement and Rice Grass control
Year in review:
The ‘Celebrating Circular Head’s Coastal Wetlands’ video was produced and aims to increase awareness of the area’s natural and cultural values, the ecological character of Robbins Passage – Boullanger Bay and associated threats.
The wetlands video involved input from a range of local groups, including dairy farmers, council representatives, volunteers, Aboriginal representatives, and local businesses, celebrating this natural asset and its significance
Coastal and marine areas encompass a wide variety of landscapes and habitat types. Important coastal and marine areas can be identified by high value habitats or species. To enhance ecological, social, and economic values, identified Actions will build resilience to pressures and emerging threats across regional Priorities.
PRIORITIES
Vulnerable coastlines
Bass Strait Islands
Rocky Cape National Park coastline
PROJECTS
No projects delivered in 2023-24, although significant work was undertaken at Three Hummock Island, as reported under the Biodiversity theme
CROSS-THEMED NRM PROJECTS
Our cross-themed projects integrate elements from our key themes: Land, Biodiversity, and Water These initiatives not only highlight our community involvement but also demonstrate our proactive approach to stakeholder engagement and strategic planning and the management of potential environmental opportunities and challenges in the future
Community NRM Engagement Program
This program raises awareness of NRM priorities as they relate to our 2030 NRM Strategy for Cradle Coast Tasmania and improves the profile of our existing NRM projects to encourage participation. The project also supports a well-informed and resourced network of volunteer groups who use best practice methods to protect our natural resources
Year in review:
Community Capacity Small Grants Round 4 for volunteer NRM groups was launched Continued support of Round 3 Small Grants projects, with weed control activities in Cradle Mountain - Lake St Claire National Park, Kentish municipality and Three Hummock Island completed New and updated education resources and equipment were provided to a further three community groups.
Ongoing communication and engagement through social media, print media, direct emails to stakeholders and the quarterly Cradle to Coastlines Newsletter Ongoing coordination of the Council NRM Working Group and the North-West Weed Working Group.
Tasmanian Weeds Action Fund
The State Government’s Tasmanian Weeds Action Fund (WAF) provides important funds for farmers and other community organisations to tackle weeds impacting valuable agriculture and environmental assets Cradle Coast NRM have partnered with NRM North and NRM South to deliver Stage Two of the fund
Year in review:
Promoted the WAF program and project opportunities with key stakeholders through the Northwest Weed Working Group
All regional recipients of previous grant round funding have projects on track
This project is funded by the Tasmanian Government through the Tasmanian Weeds Action Fund facilitated by NRM North with support from NRM South and Cradle Coast NRM
Biodiversity and Agricultural Natural Capital Preparedness and Emergency Response in the North-West Region of Tasmania
Recognising the role that NRM organisations can have in supporting emergency preparedness and response, the Australian Government invited Cradle Coast NRM, NRM North and NRM South to develop ‘Biodiversity and Agricultural Natural Capital Emergency Preparedness and Response Plans' for each region The objectives of the Plans are to enhance preparedness for, response to, and recovery from emergency events as they relate to biodiversity and natural capital assets.
The Plan aims to provide information to assist integration of crucial natural assets into emergency frameworks, and to enhance preparedness to mitigate risks, minimise damage, and expedite recovery processes for natural assets in the face of natural disasters. The Plan seeks to identify areas to strengthen the capabilities of Cradle Coast NRM and our partners and stakeholders, and to identify opportunities to enhance preparedness, strengthen capabilities and collaborate with relevant agencies.
Year in review:
Initial expert consultation on high level input to priority natural capital assets, threats, and data and information gathering
Broader consultation on impacts, actions, responsibilities, gaps and opportunities to prepare, respond and recover from emergencies
Development of a model that considered the extent and likelihood/severity of a range of threats and impacts on natural capital assets Model outputs assisted in establishing proactive actions that identify, assess, and reduce risks posed by potential emergency events to biodiversity and agricultural natural capital assets
Final Emergency Preparedness, Response and Recovery Plan (EPRRP) was submitted to the Australian Government, to be released to the public in 2024-25.
This project is funded by the Australian Government Natural Heritage Trust and delivered by Cradle Coast NRM, a member of the Commonwealth Regional Delivery Partners panel.
FINANCIAL REPORT
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 22 August 2024. 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
The loss for the year is due to the accounting treatment of the Coastal Pathways contract asset. The income for the project was recognised in previous years, as sufficiently specific performance obligations had been met, but the expense was recognised upon the control of the contract asset being transferred to member councils
Contributions received for Projects and Operations
Financial Management Strategy
The Cradle Coast Authority’s Financial Management Strategy was endorsed by the Representatives on the 7 December 2021 and is reviewed annually
CCA management review compliance to the Financial Management Strategy on a quarterly basis
I have audited the financial report of the Cradle Coast Authority (the Authority), which comprises the statement of financial position as at 30 June 2024, 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 signed 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 2024 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 AuditorGeneral 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 AuditorGeneral’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 Legislation 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 to cease operations, or have no realistic alternative but to do so. The directors 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 audit 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.
• 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.
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.
Stephen Morrison
Assistant Auditor-General
Delegate of the Auditor-General
Tasmanian Audit Office
22 August 2024
Hobart
Cradle Coast Authority
Financial Statements
For the year ended 30 June 2024
Cradle Coast Authority Statement of Comprehensive Income
For the year ended 30 June 2024
202420242023
NotesBudget$Actual$Actual$
Income
Government Grants32,682,5404,733,1235,154,719
Council Contributions4795,666795,666797,223
Interest Received45,000159,994168,192 Other Income5527,1721,158,0081,963,467 TotalIncome4,050,378 6,846,791 8,083,601
Expenses
Employee Benefits62,064,8981,745,0391,608,151
Project Materials and Services7540,934818,1081,355,865
Depreciation and Amortisation820,00075,542103,267
Other Operating Expenses9424,029449,339431,003 Transfer of Contract Asset to Member Councils *104,736,8289,741,0851,177,274 Interest Expenses-10,0343,913 Total Expenses
* Income for the Contract Asset (Coastal Pathways) has been recognised in previous years as sufficiently specific performance obligations had been met, but the expense has been recognised upon the control of the Contract Asset has been transferred to member councils.
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
Cradle Coast
Authority Statement of Cash Flows For the Year Ended 30 June 2024
Cash Flows from Operating Activities
Grant Funding and Other Receipts (inclusive of GST)4,838,4274,242,910
Payments to Contractors and Suppliers (inclusive of GST)(2,936,020)(1,272,394) Payments to Employees(1,734,379)(1,639,159)
Interest on Borrowings(10,034)(3,913) GST Refunded/(Remitted)3,638(208,855)
Cash Flows from Investing Activities
Capital grants and contributions (inclusive of GST)1,795,8654,218,293 Acquisition of Property and Infrastructure (Contract Asset)(2,559,846)(5,849,516) Acquisition of Plant & Equipment(10,389)(16,364)
Net Cash Used in Investing Activities(774,371)(1,647,588)
Flows
(Decrease)
Notes
to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
1AGeneral Information
CradleCoastAuthority(CCA)isaJointAuthorityestablishedunderSection30ofthe LocalGovernmentAct 1993 (asamended)withparticipatingMemberCouncilsbeingCentralCoast,CircularHead,DevonportCity, 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.
1BBasis of Accounting
ThesefinancialstatementsareageneralpurposefinancialreportthatconsistsofaStatementofComprehensive Income,StatementofFinancialPosition,StatementofChangesinEquity,StatementofCashFlows,andNotes accompanying the Financial Statements.
ThegeneralpurposefinancialreportcomplieswithapplicableAustralianAccountingStandardsandother authoritativepronouncementsoftheAustralianAccountingStandardsBoard(AASB)andthe Local Government Act 1993 (as amended).
Thisfinancialreporthasbeenpreparedunderthehistoricalcostconvention(exceptwherespecificallystated) andontheaccrualandgoingconcernbasis.Unlessotherwisestated,allmaterialaccountingpolicyinformation isconsistentwiththoseappliedintheprioryear.Whereappropriate,comparativefigureshavebeenamended to conform with current presentation, and disclosure has been made of any material changes to comparatives.
AllamountspresentedinthefinancialstatementsareexpressedinAustralianDollarsandhavebeenroundedoff to the nearest dollar.
1CAccounting Estimates and Judgements
IntheapplicationofAustralianAccountingStandards,CCAisrequiredtomakejudgements,estimatesand assumptionsaboutcarryingamountsofassetsandliabilitiesthatarenotreadilyavailablefromothersources. Theestimatesandassociatedassumptionsarebasedonhistoricalexperiencesandvariousotherfactors believed to be reasonable under the circumstances. Actual results may differ from these estimates.
Theestimatesandunderlyingassumptionsarereviewedonanongoingbasis.Revisionstoaccountingestimates arerecognisedintheperiodinwhichtheestimateisrevisediftherevisionaffectsonlythatperiod,orinthe period of the revision and future periods if the revision affects both current and future periods.
CCAhasmadenoassumptionsconcerningthefuturethatmaycauseamaterialadjustmenttothecarrying amounts of assets and liabilities within the next reporting period.
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
Key Judgements
AssumptionsareutilisedinthedeterminationofCCA'semployeeentitlementsprovisions.Theseassumptionsare discussedinNote1Q.AssumptionandjudgementsareutilisedindeterminingthevalueofCCA'sproperty,plant and equipment including useful lives and depreciation rates. These assumptions are discussed in Note 1F.
1DRevenue
RevenueisrecognisedwhenCCAobtainscontrolofthecontributionortherighttoreceivethecontributions,itis probablethattheeconomicbenefitscomprisingthecontributionwillflowtoCCAandtheamountofthe contribution can be measured reliably.
Interest revenue is recognised on an accrual basis as earned using the effective interest rate method.
GrantincomeisrecognisedasrevenuewhenCCAobtainscontrolovertheassetscomprisingthereceipt. Controlovergrantedassetsisnormallyobtainedupontheirreceipt(oracquittal)oruponearliernotificationthat a grant has been secured, and are valued at their fair value at the date of transfer.
Wheregrantsrecognisedasrevenueduringthefinancialyearwereobtainedonconditionthattheybe expendedinaparticularmannerorusedoveraparticularperiodandthoseconditionswereundischargedat balancedate,theunusedgrantisalsodisclosed.UnreceivedcontributionsoverwhichCCAhascontrolare recognised as receivables.
CCArecognisescontributionswithoutperformanceobligationswhenreceived.Incaseswherethecontributions isforaspecificpurposetoacquireorconstructarecognisablenon-financialasset,aliabilityisrecognisedfor funds received in advance and income recognised as obligations are fulfilled.
CCArecognisesacontractualassetforworkinprogresswhereaperformanceobligationissatisfiedby transferringapromisedgoodorservicetothecustomer,beforethecustomerpaysconsiderationorCCA 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)
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
1EBorrowings
TheborrowingcapacityofCCAislimitedbytherulesofCCA.Borrowingsareinitiallyrecognisedatfairvaluenet of transaction costs incurred. Subsequent to initial recognition these liabilities are measured at amortised cost.
Anydifferencebetweentheproceeds(netoftransactioncosts)andtheredemptionamountisrecognisedin the Statement of Comprehensive Income over the period of the liability using the effective interest method.
1FPlant, Equipment and Leasehold Improvements
Plantandequipmentismeasuredathistoricalcostlessaccumulateddepreciationandimpairment.Leasehold improvements are recognised at cost and are amortised over the unexpired period of the 10 year lease period.
Depreciationiscalculatedonadiminishingvaluebasisovertheusefullivesoftheassets,commencingfromthe timetheassetisheldreadyforuse.Thedepreciationratesusedforeachclassofdepreciableassetarelisted below and are consistent with the prior year.
Plant and Equipment: 0.55% - 66.67%
Leasehold Improvements: 10%
Depreciationratesandmethodsarereviewedannually,andresidualvaluesandusefullivesareadjustedif appropriateattheendofeachreportingperiod.Itemsofplantandequipmentarederecognisedupon disposal or when there is no future economic benefits to CCA.
Allexpenditureinrelationtocapitalworksarecapitalisedandtransferredtothecontractassetaccountatthe end of the month in line with AASB15.
CCArecognnisesacontractualassetforworkinprogresswhereaperformanceobligationissatisfiedby transferringapromisedgoodorservicetothecustomer,beforethetransferisprocessed.Contractualassetsare expensed when the right to the asset is transferred to the customer.
CCA reviews contractual assets for impairment on an annual basis.
CCA regognised the following contract assets with customers:
i) ii) iii)
Truckwash and Effluent Dump-Stanley Truckwash and Effluent Dump-King Island
Truckwash and Effluent Dump-Minna Road
1HImpairment
Attheendofeachreportingperiod,CCAreviewsthecarryingvaluesofitsassetstodeterminewhetherthereis anyindicationthoseassetshavebeenimpaired.ImpairmentlossesarerecognisedintheStatementof ComprehensiveIncomeunderexpenses.Reversalsofimpairmentlossesarerecognisedunderincome.FornoncashgeneratingassetsofCCA,thecarryingvalueispresentedbythedepreciatedvalueoftheasset approximated by the written down replacement cost.
1ICash and Cash Equivalents
Cashandcashequivalentsincludecashonhandanddepositsheldat-callwithfinancialinstitutionsandother short-term highly liquid investments with the original maturities of three months or less
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
1JReceivables
Receivablesarecarriedatamortisedcostusingtheeffectiveinterestratemethod.Aprovisionforimpairmentis recognised when there is objective evidence that an impairment loss has occurred. Debtorsarerequiredtosettletheiraccountswithin14daysoftheinvoicebeingissued.CCAdoesnothaveany concerns regarding payment of outstanding debt.
1K Right-Of-Use Asset
Aright-of-useassetisinitiallymeasuredatcostcomprisingtheinitialmeasurementoftheleaseliabilityadjusted foranyleasepaymentsmadebeforethecommencementdate(reducedbyleaseincentivesreceived),plus initialdirectcostsincurredinobtainingtheleaseandanestimateofcoststobeincurredindismantlingand removingtheunderlyingasset,restoringthesiteonwhichitislocatedorrestoringtheunderlyingassettothe condition required by the terms and conditions of the lease.
Right-of-useassetsaredepreciatedovertheshorterperiodofleasetermandusefullifeoftheunderlyingasset.If aleasetransfersownershipoftheunderlyingassetorthecostoftheright-of-useassetreflectsthatCCAexpects toexerciseapurchaseoption,therelatedright-of-useassetisdepreciatedovertheusefullifeoftheunderlying asset. The depreciation starts at the commencement date of the lease.
Right of Use Asset 20% - 48%
1L Lease Liability
Theleaseliabilityismeasuredatthepresentvalueofoutstandingpaymentsthatarenotpaidatbalancedate, discountedbyusingtherateimplicitinthelease.WherethiscannotbereadilydeterminedthenCCA's incremental borrowing rate for a similar term with similar security is used.
Grants which have specific performance obligations yet to be satisfied as at 30 June 2024 where the funding agreement includes a “Termination of Convenience” clause giving the Grantor the right to terminate the Deed by notice in writing, gives rise to a financial liability in accordance with AASB 9.
1NContract Liabilities
Grants which have specific performance obligations and have no Termination of Convenience clause yet to be satisfied as at 30 June 2024 under an enforceable contract.
1O Payables
Payablesrepresenttheliabilityoutstandingattheendofthereportingperiodforgoodsandservicesreceived byCCAduringthereportingperiodwhichremanunpaid.Thebalanceisrecognisedasacurrentliabilitywiththe amounts normally paid within 30 days of recognition.
1PTaxation
CCA is exempt from all forms of taxation except Fringe Benefit Tax, Payroll Tax, and Goods and Services Tax.
Goods and Services Tax (GST)
Revenues,expensesandassetsarerecognisednetoftheamountofGST,exceptwheretheamountofGST incurredisnotrecoverablefromtheAustralianTaxationOffice.Inthesecircumstances,theGSTisrecognisedas partofthecostofacquisitionoftheassetoraspartofanitemoftheexpense.Receivablesandpayablesinthe statement of financial position are shown inclusive of GST. Cashflowsarepresentedinthecashflowstatementonagrossbasis,exceptfortheGSTcomponentofthe investing and financing activities, which are disclosed as operating cash flows.
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
1QEmployee Benefits
Employeebenefitsinclude,whereapplicable,entitlementstowagesandsalaries,annualleave,personalleave, longserviceleave,superannuationandanyotherpost-employmentbenefits.Expensesarerecognisedinthe StatementofComprehensiveIncomewhenadecreaseinfutureeconomicbenefitsrelatedtodecreasein asset or an increase in a liability has arisen that can measured reliably.
Theliabilityforlongserviceleaveandannualleavewhichisnotexpectedtobewhollysettledwithin12months aftertheendofthereportingperiodinwhichtheemployeerenderstherelatedservicesisrecognisedinthe provisionofemployeebenefitsandmeasuredasthepresentvalueofexpectedfuturepaymentstobemadein respecttoservicesprovidedbyemployeesuptotheendofthereportingperiod.Expectedfuturepaymentsare discountedusingmarketyieldsattheendofthereportingperiodonnationalgovernmentbondswithtermsto maturity and currency that match, as closely as possible, the estimated future cash flows.
Personal Leave Benefits
Noaccrualismadeforpersonalleaveasexperienceindicatesthat,onaverage,personalleavetakenineach reportingperiodislessthantheentitlementaccruinginthatperiod,andthisisexpectedtorecurinfuture reporting periods. CCA does not make payment for any untaken personal leave entitlements.
Indeterminationofwhetheranassetorliabilityiscurrentornon-current,considerationisgiventothetimewhen eachassetorliabilityisexpectedtobesettled.Theassetorliabilityisclassifiedascurrentifitisexpectedtobe settledwithinthenext12months,orifCCAdoesnothaveanunconditionalrighttodefersettlementofaliability for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.
1SBudget
TheestimatedrevenueandexpenseamountsintheStatementofOtherComprehensiveIncomerepresent approved budget estimates and are not audited.
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 1 Material Accounting Policies
1TAdoption of New and Amended Accounting Standards
Inthecurrentyear,CCAhasreviewedandassessedallthenewandrevisedStandardsandInterpretations issuedbytheAustralianAccountingStandardsBoard,anddeterminedthatnonewouldhaveamaterialeffect on CCA's operations or financial reporting
1UPending Accounting Standards
Inthecurrentyear,CCAhasreviewedandassessedallthenewaccountingstandardsandinterpretationsthat havebeenpublished,withfutureeffectivedates,anddeterminedtheyareeithernotapplicabletoCCA's activities, or would have no material impact.
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 2 Events after Reporting Date
TherehavebeennoeventssubsequenttobalancedatewhichwouldhaveamaterialeffectofCCA'sFinancial Statements as at 30 June 2024.
Note 3 Government Grants
20242023
Note$$
Grants were received in respect of the following: Summary of grants
Federally funded grants2,979,2053,300,989
State funded grants1,753,9181,853,730 Total4,733,1235,154,719
Grants - Recurrent
Commonwealth Government-Regional Land Partnerships-1,510,618
State-Enterprize in the Cradle Coast Region93,750125,000
State-Renewable Energy Community Awareness7,34030,000
State-Residential Housing Demand and Supply Study44,70819,870
State -Steps towards sustainability2,621-
Total recurrent grants
Capital grants received specifically for new or upgraded assets
2,985,2592,704,832
Commonwealth Government-Community Development Grant -Truckwash1,267,86449,887
Commonwealth Government -Coastal Pathways-1,440,000
State Government-Coastal Pathways480,000960,000
Total capital grants
1,747,8642,449,887
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 3 Government Grants
Timing of revenue recognition Grants recognised over time1,234,2501,247,011 Grants recognised at a point in time3,498,8733,907,708
Total Grants 4,733,1235,154,719
Grants and contributions which were obtained on the condition that they be spent for specified purposes or in a future period, but which are not yet spent in accordance with those conditions, are as follows:
Unspent grants and contributions 20242023 Note$$
Operating
Add: Funds received and not recognised as revenue in the current year
Less: Funds received in prior year but revenue recognised and funds spent in current year
Balance of unspent funds at 1 July17,18 962,021929,421 883,4291,279,611 (1,234,250)(1,247,011) Balance of unspent funds at 30 June17,18 611,200962,021
Total unspent funds held as a contract liability 611,200962,021
Note 4 Council Contributions
20242023 Note$$
Burnie City Council-39,446 Central Coast Council187,412178,104
Circular Head Council67,25565,801 Devonport City Council216,374205,885
Kentish Council54,61152,035
King Island Council13,45412,874
Latrobe Council103,70298,015
Waratah Wynyard Council117,895112,006 West Coast Council34,96333,057 Total795,666797,223
Note 5 Other Income 20242023 Note$$
Project Contributions964,0501,818,068 Fees and Charges33,49128,150 Other Contributions160,467117,249 Total1,158,0081,963,467
Timing of revenue recognition Other income recognised over time117,67196,688
Other income recognised at a point in time1,040,3371,866,779
Total other income1,158,0081,963,467
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Project Materials, Workshops and Events28,88667,366
References and Subscriptions10,28415,097 Transfer to Contract Asset(2,559,848)(5,847,148) Total818,1081,355,865
Notransfers/refundsofprojectreservesrecordedasprojectmaterials/servicesduringtheyearwerepayableatyearend.Capitalised Project Materials and Services transferred to Contract Asset at year-end is included in Note 13.
Note 8 Depreciation and Amortisation 20242023 Note$$
Transfer to Contract Asset-(2,368) Total449,339431,003
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024 Capitalised Other Operating Expenses
Note 10 Transfer of Contract Asset to Member Councils 20242023
Note$$
Transfers to Central Coast Council Don to Leith Section1,037,237Sulphur Creek Section3,063,415West Ulverstone Section2,296,0206,396,672-
Transfers to Devonport City Council Don to Leith Section3,344,4131,177,274 3,344,4131,177,274
Total9,741,0851,177,274
Note 11 Cash and Cash Equivalents 20242023
Note$$ Cash on Hand215254 Cash at Bank4,971,9575,481,308
Total4,972,1725,481,562
SomeofCCA’scashandcashequivalentsaresubjecttoexternalfundingrestrictionsorareheldforspecificbusiness activities,thislimitstheamountsavailableforfuturediscretionaryuse.Thesefundsareheldasresidualprojectfundsin relation to relevant commitments, see Note 19 for details of areas these funds are committed.
Statements for the year ended 30 June 2024 Notes to and forming part of the General Purpose Financial
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 20 Cash Flow Information
Reconciliation of cash flows from operating activities to surplus / (deficit)
Result from continuing operations(5,992,356)3,404,128
Depreciation/amortisation/impairment75,542103,266
(Profit)/loss on disposal of property, plant and equipment--
Capital grants received specifically for new or upgraded assets(1,795,864)(4,218,292)
Transfer of capital asset to Councils9,741,0851,177,274
Change in assets and liabilities:
Decrease/(increase) in debtors and other receivables(165,251)(382,373)
Increase/(decrease) in creditors and other payables(1,550,622)1,153,897
Increase/(decrease) in provisions10,66035,010
Net cash provided by/(used in) operating activities323,1951,272,910
Reconciliation of liabilities arising from financing activities
Liabilities arising from financing activities are liabilities for which cash flows were, or future cash flows will be, classified in the Statement of Cash Flows as cash flows from financing activities.
Interest bearing loans and borrowings Lease liabilities
Balance as at 30 June 2023 -192,578
Acquisitions / New leases-102,712
Changes from financing cash flows: Cash repayments-(58,214)
Balance as at 30 June 2024 - 237,076
Balance as at 1 July 2022 68,51853,570
Acquisitions / New leases-189,025
Changes from financing cash flows: Cash repayments(68,518)(50,017)
Balance as at 30 June 2023 - 192,578
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 21Financial Instruments
Managing financial risk
CCA has exposure to the following risks from its use of financial instruments:
(a) Interest rate risk
(b) Credit risk
(c) Liquidity risk; and
(d) Market risk.
TheChiefExecutiveOfficerhasoverallresponsibilityfortheestablishmentandoversightoftheriskmanagement framework.RiskmanagementpoliciesareestablishedtoidentifyandanalyserisksfacedbyCCA,tosetappropriaterisk limitsandcontrols,andtomonitorrisksandadherencetolimits.Riskmanagementpoliciesandsystemsarereviewed regularly to reflect changes in market conditions and business activities.
CCAhasanAuditandRiskCommittee,withthepurposebeingtoreporttotheBoardandprovideappropriateadviceand recommendationstoassisttheBoarddischargeitscorporategovernanceresponsibilities.Italsoprovidesaliaison 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.
CreditriskarisesfromtheCCA’sfinancialassets,whichcomprisecashandcashequivalents,andtradeandother receivables.ThemajorityofdebtorsareMemberCouncilsandgovernmententitieswhereinstalmentsarereceivedin accordancewithpaymentschedulescontainedinthegrantdeedsandfundingagreements.Thegrantdeedsand fundingagreementsalsocontainclausesthatshouldfundsberequiredtobereturnedtotherespectivegovernment entity,theamounttobereturnedisnetoflegallycommittedcontractualarrangements.Tominimisethecreditrisk,each grantdeedorfundingagreementisassessedbeforeexecutingtoensureCCAhasadequateresourcestoperformthe obligations under any deeds or agreements.
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Themaximumexposuretocreditriskatthebalancedateinrelationtoeachclassofrecognisedfinancialassetis represented by the carrying amount of those assets and indicated in the Statement of Financial Position.
Ageing of Trade and Other Receivables
At balance date other debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's Trade and Other Receivables was: $ 591,212
LiquidityriskistheriskCCAwillnotbeabletomeetitsfinancialobligationsastheyfalldue.CCA’sapproachtomanaging liquidityistoensure,asfaraspossible,thatitwillalwayshavesufficientliquiditytomeetitsliabilitieswhendue,underboth normal and stressed conditions, without incurring unacceptable losses or risking damage to the CCA’s reputation.
Typically,CCAensuresithassufficientcashondemandtomeetexpectedoperationalexpensesforaperiodof60days, includingtheservicingoffinancialobligations.Thisexcludesthepotentialimpactofextremecircumstancesthatcannot reasonably be predicted, such as natural disasters.
ThefollowingtableliststhecontractualmaturitiesforFinancialLiabilities.Contractualcashflowsarebasedonthe undiscountedtotalpayment,includingbothprincipalandinterest,ontheearliestpossibledateonwhichCCAmaybe required to pay.
Within one year 1 to 5 years
2024 863,8332,333,201 - -
863,8332,333,201
Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 21Financial Instruments
Marketriskistheriskthatthefairvalueorfuturecashflowsoffinancialinstrumentswillfluctuatebecauseofchangesin marketprices.TheCCA’sexposurestomarketrisksareprimarilythroughinterestraterisk,withonlyinsignificantexposureto other prices risks and no exposure to foreign currency risk.
Risk Sensitivity disclosure analysis
Consideringpastperformance,futureexpectations,economicforecasts,andmanagement’sknowledgeandexperience ofthefinancialmarkets,CCAbelievesaparallelshift+1%and-1%inmarketinterestrates(AUD)fromyear-endratesare ‘reasonably possible’ over the next 12 months.
The table below discloses the impact on net operating result and equity if the above movements were to occur. (49,722) (49,722) (54,816) (54,816) $
KeyManagementPersonnel(KMP)arethosepersonshavingauthorityandresponsibilityforplanning,directingand controllingtheentity.RepresentativesareelectedtorepresenteachcouncilandhavebeenidentifiedasKMP.However, do not receive remuneration and therefore, are not included in the KMP remuneration disclosure below.
TerminationbenefitsforKMPincludepaymentsduringtheyearrepresentingthebalanceofaccruedannualandlong service leave entitlements payable.
TransactionswithRelatedPartiesdisclosedincludetransactionswithRelatedPartiescontrolledorjointlycontrolledbyKMP. Detailsoftransactionsthatoccurred,includingthenatureofthetermsandconditionsrelatingtothetransactionandthe aggregate amount of each type of transaction are provided below.
b)Key Management Personnel Remuneration
KMP include Directors, the Chief Executive Officer and Senior Management 20242023 Note$$
Short-term employee benefits
Post-employment benefits
Other long-term employment benefits
Total
549,640 60,460 (10,751)
498,537 52,346 6,937 599,349557,820
Notes
to and forming part of the General Purpose Financial Statements for the year ended 30 June 2024
Note 23Related Parties Transactions
c)Transactions with Related Parties
DetailsoftransactionsbetweenCCAandotherrelatedpartiesaredisclosedbelow,allcontributionsweremadeinthe 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
Purchase of materials and services from related entities 6,821
Materials and services purchased by related entities 909,212 30,000
Other contributions from related entitiesiv. Contributions to related entitiesv.
Contributions received from related parties were in accordance with the CCA’s approved annual budget adopted by the Representatives in June 2023. 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.
Related entities purchased materials and services from CCA in accordance with approved arrangements. The total disclosure includes:
•Services provided by related parties under shared services arrangements. iv.
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.
v. CCA made contributions to related parties to support the cat management program.
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 2024
Note 23Related Parties Transactions
NointerestshavebeennotifiedtotheChiefExecutiveOfficer,inrespectofanybodyororganisationwithwhichCCAhas 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 2024, CCA did not owe any money to related parties:
As at 30 June 2024, the following balances were receivable from related parties:
•Circular Head Council $1,406
•West Coast Council $2,622
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
CCA has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and presented inclusive of the GST payable.
Cradle Coast Authority Statement by Directors
For the Year Ended 30 June 2024
The financial report presents fairly the financial position of Cradle Coast Authority as at 30 June 2024 and the results of its operations and cash flows for the year then ended, in accordance with the Local Government Act 1993 (as amended), Australian Accounting Standards and other authoritative pronouncements issued by the Australian Accounting Standards Board.
This statement is made in accordance with a resolution of the Board and is signed for on and behalf of the Board by:
