Contents Charter 2007/08

Contents

Charter 2007/08 ............................................................................................................................... 2

Annual Plan 2007/08 ........................................................................................................................ 4

Chief Representative’s Report .......................................................................................................... 6

Executive Chairman’s Report ........................................................................................................... 7

Regional Tourism Development Manager’s Report ............................................................................ 9

Natural Resource Management Executive Officer’s Report .............................................................. 11

Youth Transitions Taskforce Program Manager’s Report .................................................................. 13

Organisational Chart....................................................................................................................... 15

The Board ...................................................................................................................................... 16

Council Representatives ................................................................................................................. 17

Committees and Advisory Groups operating during 2007/08 ........................................................... 18

Board/Committee membership ...................................................................................................... 19

Report against Annual Plan 2007/08 ............................................................................................... 20

Total Value of Projects in 2007/08 .................................................................................................. 45

Contributions to Current Projects and Core Operations ................................................................... 45

Corporate Services Manager’s Financial Report ............................................................................... 46

Auditor’s Opinion ........................................................................................................................... 48

Financial Statements ...................................................................................................................... 51

The Tarkine

Charter 2007/08

Introduction Under Schedule 2 of the Authority’s Rules, the purpose of the Charter is to 1. state the broad expectations of the Board and the representatives as to

the broad purpose of the Authority, the major or broad issues and goals the Authority will seek to address and/or pursue, and the proposed methods or ways the Authority will use to pursue that purpose

2. make provision for the Authority to act in the furtherance of its functions and powers by responding to

important issues affecting the Region which are not specifically identified in the Charter. The Charter is reviewed annually by the Board for approval by the Representatives and is to be read in conjunction with the Authority’s Annual Budget and Annual Plan for the same year. Description The Cradle Coast Authority is a joint authority formed under the Tasmanian Local Government Act (1993) by the local government Councils of Burnie City, Central Coast, Circular Head, Devonport City, Kentish, King Island, Latrobe, Waratah-Wynyard and West Coast (the participating Councils). The Cradle Coast region comprises the combined areas of the Authority’s participating councils. The Authority is governed by a two-tiered structure comprising representatives of the participating Councils (‘the Representatives’) and a skills-based board of directors (‘the Board’). The Representatives (2 from each council) appoint and review the Board, approve the Authority’s guiding documents and meet quarterly to review progress against the Annual Plan and Annual Budget. The Board comprises eight directors: five persons with skills covering agriculture, industry, commerce, education/training and tourism in the region, appointed from public nominations; two persons appointed from participating council nominations and one director appointed from nominations from Council General Managers.

Map of Cradle Coast Region

Charter 2007/08 (cont.)

Purpose

The Authority’s Rules state that the Authority may exercise its functions and powers for the following purposes: to provide leadership for the Cradle Coast Region and the participating councils; or to promote and achieve economic development (including tourism development) for the Cradle

Coast Region which may be achieved through economic development (including tourism development) in any single municipal area; or

to act as advocate and lobbyist (including seeking grants or other funding) for the Cradle Coast Region and or any 2 or more of the participating councils with all forms of government and with business and community organisations and groups; or

to provide for means of cooperation between the participating councils; or to do anything for or on behalf of any one or more of the participating councils; or to do anything for or on behalf of any other council, government entity, or business on a fee for

service basis.

Core roles The ‘core’ roles or methods by which the Authority will seek to fulfil these purposes, using resources provided by its member Councils, are to:

Major issues The major regional issues or themes that the Authority will seek to address or pursue in 2007/08 through a combination of its leadership, influencing and delivery roles include: Health and wellbeing Education and workforce development Destination development Strategic industry development Natural resource management Transport infrastructure and services Local government cooperation Details of strategic objectives and specific issues to be addressed under each theme are provided in the Authority’s Annual Plan for 2007/08, and quarterly progress reports throughout the year, (available on the Authority’s website).

Lead Identify and advocate issues and opportunities of strategic importance to the region; Respond to events and proposals that have the potential to affect the region;

Influence Inform, advise and coordinate activities relevant to development of the region; Broker partnerships with other organisations that can bring benefits to the region;

Deliver Develop and implement projects, policies and strategies that benefit the region; Manage and administer funding and services under agreements with other bodies.

Annual Plan 2007/08

In 2007/08, the Cradle Coast Authority sought to lead, influence and deliver:

Key issues and actions:

Health and Wellbeing

Better health standards and services for all residents in the region through:

Safe and reliable hospital and health service delivery based on continuous monitoring of regional needs, access and coordination across services and locations

Better awareness and utilisation of health services through improved community information and partnerships between the health system and regional stakeholders

Improved planning for, and participation in, opportunities for physical activity and recreation that can help reduce the incidence of lifestyle-related health problems

Regional implementation and communication of state-wide health services plans

Creation of regional advisory structures with links to GP, r e s e a r c h a n d l o c a l government networks

Investigation of a continuous walking/cycle route linking centres between Latrobe and Wynyard

Education and Workforce Development

Increased education and workforce participation that contributes to regional development through:

Identification and removal of barriers to participation in education, training and work

Better access to regionally-relevant education, training and vocational opportunities

Workforce strategies linked to long term industry and community development needs

Improved availability of student accommodation and transport links within and outside the region

Up-to-date information on regional skills needs and services for users, providers and policy makers

Sector-based skills and workforce development initiatives (agriculture, trades, local govt, etc)

Destination Development

Increased share of Tasmania’s visitor markets and economic returns to the region through:

Coordinated planning and development of tourism products, experiences and services

Enhanced awareness of the region’s identity as a tourism destination

Improved conversion of visitor awareness into bookings and visits

Implementation of Tarkine, food, wildlife and mining heritage strategies

Cooperative marketing and promotion campaigns aligned to the region’s tourism brand

Improved visitor information distribution and booking systems

Strategic Industry Development

Strategic development of major industry sectors based on regional comparative advantages, including:

Continuing global competitiveness of major processing and manufacturing operations and their local supplier networks

Broadening of the region’s economic base through innovation, value adding and collaboration between small/medium enterprises to achieve economies of scale

Development of opportunities for new investment based on the region’s climate, water resources and established industry ‘clusters’

Value chain improvements, skills development and structural reform in the region’s vegetable industry

Coordinat ion of si te inductions and maintenance shutdowns across major industrial sites

Industry capability mapping and facilitation of joint tendering, innovation and ‘cluster’ networks

Annual Plan 2007/08 (cont.)

In 2007/08, the Cradle Coast Authority sought to lead, influence and deliver:

Key issues and actions:

Natural Resource Management

Coordinated investment and regional capacity to address Natural Resource Management (NRM) priorities through: Development and implementation of regional

NRM investment plans and priorities

Build regional skills, resources, technologies to assist delivery of NRM projects

Increase regional participation in, and ownership of, NRM issues affecting the region

Development of regional investment proposal for Natural Heritage Trust funding 2008-2013

Continued development of successful NRM delivery models, inc luding regional weeds management program

Development of more strategic and integrated projects, eg estuarine water quality monitoring

Transport Infrastructure and Services

Ongoing planning and development of safe, strategic transport links to and within the region, including infrastructure, services and policies affecting: Bass Strait freight and passenger services,

including links to King Island

Intra- and inter-regional road and rail freight corridors and tourist routes

Commuter services providing access to health, education and work opportunities between the region’s population centres

Review of Regional Transport Plan and links to local and regional planning initiatives

Extension of the Auslink national network to include Bass Hwy to Smithton and future development of Wiltshire and Zeehan rail links

Regular commuter services between Wynyard and Latrobe, with links to outlying areas

Local Government Cooperation

Mechanisms by which local government can respond collectively to regional issues that extend beyond the normal scope or influence of individual Councils, including: Facilitation, hosting and management of

regional processes, initiatives and services under delegated authority from member Councils

Preparation and maintenance of regional information, strategies, policies and advice that can inform strategic planning and decision-making by Councils

Engagement of local government members, professional staff and networks in regional development issues requiring community-level input and leadership

Facilitation of processes between local and state government regarding improved planning systems

Development of structures and mechanisms for regional cooperation on waste management

Provision of research, training and p r o f e s s i o na l de v e l op me nt addressing Council needs through the Cradle Coast Institute for Regional Development

Chief Representative’s Report

I believe this year has produced slower progress than last year despite many more opportunities. This is not to say that the Authority is irrelevant and ineffective, far from it, but we need to look at short, sharp achievable objectives that we can use to better the region and promote the Authority. Long term projects are well and good and in the interests of our members, but we also need to be relevant and visible to our members ratepayers. Our direction must be to keep this Authority cohesive, viable, visible and relevant. In the past the Authority has been held up as a shining example of Regional unity and development and we need to progress that example on new presenting opportunities such as climate change, transport, education, health, planning, energy and water issues. These issues are confronting, not only to our region, but to our state and to the nation. The Authority’s sustainability should be a priority. The year ahead will again be challenging but I am confident that as a unified Authority we will be well placed to meet these challenges. In closing I wish to thank the staff, the Board and the Representatives of the Authority for their support and assistance over the past year.

Mayor Darryl Gerrity CHIEF REPRESENTATIVE

Sarah Island

Executive Chairman's Report

As in most years, the Authority’s major activities in 2007/08 included a combination of visible public advocacy for the region and steady progress with practical initiatives ‘behind the scenes’. Advocacy roles mainly focussed on the federal election and its long prelude and aftermath, including the Federal Government takeover of the Mersey Hospital. The Authority lobbied both parties on major projects for the region, and regional responses to their own election policies. Election commitments to the $30M Wiltshire rail link, the $11.7 million Zeehan rail extension, a $12 million Manufacturing Centre and continuing federal funding for the Mersey Hospital were all strongly supported by the Authority’s lobbying efforts, together with those of others in the region. Throughout the year, the Authority led a sustained campaign to reunite the region’s hospital system under a single, integrated regional management structure. This included development of briefings and agreed policy positions for the region’s Mayors, continuous contact with State and Federal Ministers and efforts to inform public debate through regular media releases. On June 6 2008, the State and Federal Ministers agreed that the State would operate the Mersey Hospital as part of the region’s health system, with recurrent federal funding and a regional advisory structure. These arrangements are now in place and the Authority is monitoring progress. The election also brought changes to funding arrangements for natural resource management (NRM) activities nationally, but the Authority’s NRM Committee and management team were able to maintain federal funding for programs in this region at better than expected levels, and secure State funding to support the Committee and core management operations for the next five years. The tourism team continued its work with the Tarkine Discussion Group to progress development of the Tarkine brand, market research and tourism development framework. The Tarkine is now firmly established as an emerging tourism destination for this region and Tasmania. Continuing debate within the region is now focussed on priorities for its development, not its existence. Through its partnerships with the State Government, education and youth organisations across the region, the Authority continued to invest in programs aimed at helping young people make the transition from school to further education and employment. Education retention rates for this region are still below the national average, but have improved over recent years as those in similar regions of Tasmania have declined. This region has also helped to shape the Tasmania Tomorrow reforms originally proposed in 2007, and will be the only region to implement them fully in 2009. Initiatives also commenced to improve workforce skills in key industry sectors of agribusiness and tourism. Federal funding was secured for delivery of a training package for managers involved in complex vegetable processing value chains, and the Authority assisted the Tourism Industry Council to help deliver information technology and e-commerce training for the region’s tourism operators. In August 2007, all member Councils agreed to coordinate waste management on a regional basis. A Regional Waste Management Group was formed, a regional strategy commenced, a landfill levy was established and a joint tender was advertised for recycling services across 7 Councils. In December 2007, all Councils, the Authority and the State Government signed a Memorandum of Understanding to undertake a major reform of land use planning in the region. The State provided $0.5 million and access to a project officer and technical support. A Steering Committee was formed, a part-time Project Manager was appointed and the Institute for Regional Development was engaged to provide research and analysis for development of the region’s first land use strategy.

Executive Chairman's Report (cont.)

Work also commenced on a regional Climate Action Program, including appointment of a Regional Climate Change Officer and development of projects to help Councils assess and plan for the possible impacts of climate change on their assets, operations and communities. In 2007/08, the Authority grew more confident in its regional advocacy role, found a better balance between its regional development and local government responsibilities, and focussed on a narrower range of initiatives that it could directly influence, compared to previous years. This may be a sign of the organisation’s own maturity, or growing acceptance amongst its stakeholders of the roles it is suited to, or a mix of both. Either way, there appears to be strong and growing demand for the Cradle Coast to speak and act as a region where there is benefit in doing so. I am proud of the Authority’s achievements in 2007/08, and the continuing efforts and support of its Board, staff, Councils and project partners that are reflected in the following pages of this report.

Roger Jaensch EXECUTIVE CHAIRMAN

Devonport Bluff

Regional Tourism Development Manager’s Report

If this report is to assess the success of the region’s Tourism Industry throughout 2007/08, the visitor nights for both the North West Coast and West Coast confirm that the growth enjoyed over the past two years has been maintained, with both areas recording small, yet positive, growth in this important area. Growth in percentage terms for both is as follows:

Whilst these figures may indicate only small growth in visitor nights, the only other region in the state that can also claim a positive return is the East Coast, with Hobart and surrounds and Launceston/Tamar Valley both returning negative returns for the equivalent period of time. It is appropriate to suggest that these numbers do present a positive reflection of the industry’s performance over the past twelve months. Of greater significance is the data collected by Tourism Tasmania with respect to visitors’ preferences for a holiday in Tasmania. This data confirms that, of all those considering travelling in the next two years, their preference to travel to West Coast and North West Coast has risen by 7.8% and 5.2% respectively. It is heartening to present data that confirms a positive performance, but for the Cradle Coast Authority the increased recognition of the region as a holiday destination and increased intention to visit the region confirms that the limited marketing that we have been able to introduce over the past 18 months is having an impact. To assume, however, that this enhanced preference to visit the region will guarantee further growth would be inappropriate as industry leaders, both within Tasmania and beyond, acknowledge that there are difficult times ahead for the tourism sector. Rising interest rates, greater investment in home improvements and personal assets, competition from interstate and national markets based on quality of experiences and cost, are all issues that will impact upon the Tasmanian tourism industry and it is imperative that we recognise these issues as we move forward. The industry is also coming to terms with a new marketing structure for the whole of Tasmania, namely the new zone marketing program initiated by Tourism Tasmania. This concept, based specifically on the Victorian “Jigsaw” campaign, has been developed to support the promotion of the state’s zones in preference to marketing the state as a single destination. This concept has considerable benefits for the West Coast and the North West Coast, both identified zones within the Tourism Tasmania program, and as a consequence they will now have a much stronger profile in Tourism Tasmania’s $4.5 million annual marketing campaign. This concept is dependent on the industry participating in the marketing activities of Tourism Tasmania and their specific zone, and the zones being able to secure supporting dollars from Tourism Tasmania for specific marketing activities. This contribution is designed to match the industry contribution on a dollar for dollar basis up to $100,000 per zone. The Cradle Coast Authority has been appointed to project manage marketing campaigns for the Western Wilderness and North West Coast zones. These appointments endorse the confidence both groups have in the abilities of the Authority.

Visitor Nights (for the 12 month period to the 30th June 2008)

Area Visitor nights Percentage change

North West Coast 860,000 .04%

West Coast 401,600 .07%

Regional Tourism Development Manager’s Report (cont.)

Marketing remains only one component of the tourism responsibilities of the Cradle Coast Authority. The development of new and current tourism experiences remains a priority for the Authority as we continue to build the regions reputation as a tourism destination. The Tarkine Tourism Development Plan is reaching its completion and will present many opportunities for the development of new and exciting tourism experiences for the region. As a nationally recognised area of Tasmania, the Tarkine is a positive addition to the Cradle Coast region’s tourism product and presents benefits for all corners of the region. This potential has been acknowledged by the Tasmanian Government which has committed $23 million to this area over the next four years. Options for funding of the region’s Food and Produce and Mining Heritage Strategies continue to be explored and the Authority is working with specific partners to explore how current and new markets can be developed including the cruise ship market. Development of the professional skills of operators is a priority for all associated with the tourism industry, and as the industry embraces new technology the Authority continues to explore ways to ensure the local industry keeps abreast of these changes. Operators are encouraged to engage in on line booking options - a rapidly expanding aspect of this industry - and the Authority has supported the endeavours of the Tourism Industry Council to have more operators engage with these options. Visitor centres are considered a critical link for the industry to embrace new technology. The regional Visitor Information Centre Network adopted by the Cradle Coast Authority four years ago has now been adopted state-wide and this will see a more coordinated state-wide approach to the development and increased financial sustainability of all individual visitor centres. Like visitor centres, Local Tourism Associations (LTAs) are also recognised as significant partners in the development of the region’s tourism industry. Over the past 12 months the Authority has supported the development of LTAs in Devonport and Latrobe and in the current financial year will work with additional communities to support or develop their own LTAs. The tourism role of the Cradle Coast Authority is recognised across the state, this recognition evidenced by the many activities of the Authority that are now being mirrored by the other regions in the state. The Authority’s role for the 2008/09 year is to continue the work we have initiated to date, support the marketing initiatives of the marketing zones and Tourism Tasmania, encourage development of new experiences for the region and the enhancement of the professionalism of the industry, whilst retaining its position as a state leader in the management of the tourism industry.

Ian Waller REGIONAL TOURISM DEVELOPMENT MANAGER

Natural Resource Management (NRM) Executive Officer’s Report

We anticipated that 2007/08 would be a period of significant change, as the business of regional Natural Resource Management (NRM) matured in Tasmania and we prepared to enter the third phase of the Natural Heritage Trust (NHT) investment. This period was planned as one of consolidation and restructure, to facilitate improved delivery of services and NRM outcomes in the region. The review of the NRM Act was completed in late 2007 and a number of recommendations were made to improve the structure and operations of natural resource management in Tasmania, including a better defined role for the NRM Council and changes to the skills and composition of regional NRM Committees. These recommendations have been published but the amendments will not be put before parliament until 2008/09. It was noted that the majority of respondents to the review were supportive of regional NRM bodies in general and the current structure of three NRM bodies in Tasmania. We continued to build on the achievements of previous year’s work throughout our program areas and projects such as Dairy Effluent moved into the final phases of their project life cycle. It was particularly satisfying to see this project evolve into a pioneer for Performance Story Reporting (which uses anecdotal evidence to provide an interim measure of success) and be presented all over Australia. This maturity in our programs also allowed us to improve integration of our work and the outputs of the Dairy Effluent and Estuarine Water Quality projects have gone on to contribute to the nationally significant Landscape Logic project, a collaboration of the nation’s top learning institutions, scientists and six regional NRM bodies. This development in itself has generated significant research and investment in the region, with the Duck catchment currently one of the most studied in Australia. The Performance Story Reporting tool mentioned above is one of many tools currently being evaluated and tested by our staff as we continue to develop our Monitoring, Evaluation, Reporting and Improvement (MERI) processes. As the business of NRM matures, it is crucial that the MERI function is developed to ensure that we are in the best possible position to effectively record and demonstrate any short term outcomes to our community and investors. This work has initially focused on the development of a GIS system and database, while continuing to work with external agencies and proponents to collect relevant and reliable data that will better inform our future decisions. This will also contribute to a better level of information at State and national levels. Even the best tools and systems require skilled interrogation and interpretation and in recognition of this fact, we have continued to restructure our staff team to better meet current and future demands. The staff team at Cradle Coast NRM continues to grow in terms of skills and experience. Our successful application to a national weeds program allowed us to add a Weeds Management Officer to the team and the immediate benefit was more on ground activities throughout the region. In recognition of our need to communicate success effectively we have also recently appointed a professional Communications Officer, to highlight our achievements on a regional, state and nationwide basis. This is intended to raise our profile with investors and increase the professionalism of our operations. The future staffing requirements and skills required are not yet clear but I am confident that this team will continue to facilitate and deliver significant NRM outcomes for our region. This confidence in the team was justified by our efforts this year to secure ongoing and additional funding for NRM activities. The Cradle Coast region enjoyed success across a range of funding programs including the National Landcare Program, Envirofund and Coastcare. In terms of ongoing funding we developed our third regional investment proposal under the NHT program in late 2007 but with the change of government this was superceded by the new Caring for our Country program. This new funding program required a second investment proposal to be developed in early 2008 which was successful in securing a core budget of $2.06 million in NRM funding for the 2008/09 transition year, with further funding applications under consideration.

Natural Resource Management (NRM) Executive Officer’s Report (cont.)

In reality, the changes that occurred in 2007/08 were far more significant than predicted and the workload and complexities of the year far exceeded expectations. The most significant driver of change was the turnover in government, which heralded the end of a decade of the NHT program and the emergence of the new Caring for our Country program. This change signified the end of another challenging but successful year for CCNRM and brought the NHT era to conclusion. The Future The new Caring For Our Country program introduces a range of new initiatives to support a whole new approach to NRM planning and delivery in Australia. This includes a refocus of NRM investment on national priorities with a significant proportion of the investment targeted at key assets such as the Great Barrier Reef and the National Reserve System. Funding initiatives have also been diversified to create more ‘open’ funding rounds to increase the range of potential applicants. This new operating environment has yet to fully develop but it has already created a number of significant challenges for our organisation. The new market place is potentially much more competitive, with the ‘open’ funding attracting new players into the market place and while they are encouraged to work with regional bodies, and in line with the regional NRM strategy, it is not mandatory. The full implications of this subtle change to the delivery of NRM activities and funding of national priorities in our region, has yet to emerge. The Australian Government has acknowledged that this new operating environment represents a sudden and significant change for regional NRM bodies and in doing so has set up 2008/09 as a transition year to their new program. I am confident that Cradle Coast NRM has the skills and vision to meet this challenge and that we can build on our current, and new, partnerships to make the most of the funding opportunities that are created under the new Caring for our Country program. It is important to also acknowledge the contribution of our regional stakeholders and community who have continued to support the development and implementation of our NRM activities in 2007/08. I look forward to continuing this great work in the future.

Richard Ingram NRM EXECUTIVE OFFICER

Youth Transitions Taskforce Program Manager’s Report

The Cradle Coast Authority hosts the Cradle Coast Youth Transitions Taskforce under the Tasmanian Government’s Guaranteeing Futures initiative. The role of the Taskforce is the identification of barriers to youth participation in post-compulsory education, training and employment in the region and ways to address them through coordinated service delivery. The Taskforce initiative provides an opportunity to connect, inform and guide existing and future activity in this crucial area of community and regional development. Major Taskforce activities in 2007/08 included:

Newstart@Burnie High School, an innovative delivery project for marginally attached students, supported by Learning Services North West and the community interagency team

Spatial science education project (Devonport High School), an alternate delivery program using

spatial science as a delivery tool in a number of curriculum areas, strongly supported by industry

Working with the Beacon Foundation to expand its activity in the region; Compiling a register of “alternate learning opportunities” and youth services, with input from

NWAY and the Pathways Planning team in Learning Services North West; Ten (10) transition projects were recommended for funding. The projects seek to support the

transition of Year 10 students to further education and training or into employment. These projects will complement additional funding made available to schools through the Department of Education announced in June 2008. The projects will run during the second half of 2008;

The three Taskforces facilitated a pilot of HomeStays for school students, which commenced after

Easter 2008; Outcomes from the Core Passenger Services report were reviewed to determine impact on local

students. A working group has been established with DIER project staff and Central Coast and Devonport Councils regarding new transport routes between Ulverstone and Devonport;

Department of Premier and Cabinet’s “Youth Advisory Strategies” funding was approved for a

mentoring program for year 10 female students at Parklands High School (partnership with Women Tasmania, Young Professionals Network and Parklands High School). Fourteen pairings of mentors and students were established with the program running until the end of 2008.

The Youth Transitions Taskforce participated in Local Advisory Panels in Burnie and Devonport

providing advice on local implementation of the reforms. The Local Advisory Panels determined the location of campuses of the new Academy and Polytechnic in the region. The Authority has distributed information to a community group of interested parties and worked with the Tasmania Tomorrow Change Agents to promote the initiative and inform local communities.

Youth Transitions Taskforce Program Manager’s Report (cont.)

The Taskforce also supports the activities of community-based groups such as Central Coast Youth Engaged Steering Committee and the Circular Head Education and Training Consultative Committee. The Authority is represented on community reference groups for the Careers Advice Australia Local Community Partnership, the Australian Technical College Northern Tasmania and the Coming Out Proud Program. The Cradle Coast Authority received project funding under the Australian Government Targeting Skills Needs in Regions program. The "Developing Skills for Sustainable Agrifood Value Chains" project received funding of $311,000 over two years. The project is a two year industry capacity-building and training program positioning the Tasmanian Agrifood supply chains to develop sustainable competitive advantage in the global marketplace, particularly in the growing Asian regional markets. The aim of this project is to develop a range of competencies relevant to Agrifood value chain management as a basis for industry reform and sustainable competitive advantage in Australian and global markets. Continuing changes within the education sector, particularly Qualifications and Skills for Tasmania Tomorrow and the implementation of the new Skills Strategy for Tasmania, will continue to present exciting challenges for the Authority and its partners.

Geoff Speers YOUTH TRANSITIONS TASKFORCE PROGRAM MANAGER

Cradle Mountain

EXECUTIVE CHAIRMAN Roger Jaensch

Funded by Council Contributions

EXECUTIVE OFFICER Karen Hampton

Funded by Council Contributions

CORPORATE SERVICES MANAGER

Heidi Hillbeck Funded by Council Contributions

YOUTH TRANSITIONS TASKFORCE PROGRAM

MANAGER Geoff Speers

Funded by Office of Post Compulsory Education and

Training (OPCET)

REGIONAL TOURISM DEVELOPMENT MANAGER

Ian Waller Funded by Council

Contributions

NATURAL RESOURCE MANAGEMENT

EXECUTIVE OFFICER Richard Ingram

Funded by DPIW

EXECUTIVE ADMINISTRATION OFFICER

Gillian Binet Funded by Council Contributions

TRAINEE RECEPTIONIST & ADMINISTRATION ASSISTANT

Amy Jones Funded by Council Contributions

TOURISM INDUSTRY DEVELOPMENT CONSULTANT Wayne Bolton

Funded by Tourism Tasmania

TARKINE PROJECT OFFICER Jenny Evans

Funded by Dept of Industry, Tourism & Reserves

COMMUNICATIONS & ENGAGEMENT

PROGRAM MANAGER Lynne Robertson Funded by NHT

COMMUNITY LANDCARE

CO-ORDINATOR Anna Renkin

Funded by NLP

REGIONAL NRM FACILITATOR Sally Fenner

Funded by NHT

WATER AND COASTAL PROGRAM MANAGER

Sue Botting Funded by NHT

COASTAL MARINE FACILITATOR Anna Wind

Funded by NHT

FACILITATOR KING ISLAND

Vacant Funded by NHT

LAND & BIODIVERSITY PROGRAM MANAGER

Charlie Fisher Funded by NHT

COMMUNICATIONS OFFICER

Raelee Turner Funded by NHT

CRADLE COAST AUTHORITY BOARD OF DIRECTORS

REGIONAL WEED STRATEGY OFFICER

Greg Taylor Funded by NHT

= CORE POSITIONS FUNDED BY COUNCIL

CONTRIBUTIONS

NATURAL RESOURCE MANAGEMENT COMMITTEE

ADMINISTRATION ASSISTANT

Rosemary Britton Funded by DPIW &

NHT

MARKETING MANAGER Angela Taylor

Funded by Tourism Tasmania

INFORMATION, EVALUATION &

REPORTING MANAGER

James Shaddick Funded by NHT

REGIONAL WEED OFFICER

Alan Dickens Funded by NHT

= CORE POSITIONS FUNDED BY COUNCIL

CONTRIBUTIONS & NHT

FINANCE OFFICER Denise Bennett

Funded by Council Contributions & NHT

= EXTERNAL FUNDING SOURCES

CLIMATE CHANGE PROJECT OFFICER Darren Howell

Funded by Department of Climate Change & Council Contributions

ARTS @ WORK OFFICER Vacant

Funded by Department of Environment, Parks,

Heritage and the Arts

Organisational Chart 2007/08

The Board

The Authority has an eight member Board of Directors comprised of business and community leaders appointed by representatives of the participating Councils.

In November, 2005, the Authority’s Rules were amended to provide for a Board structure comprising:

two directors nominated by the participating Councils

one director nominated by the participating Councils General Managers

five directors who between them have experience in or expertise relevant to the Cradle Coast region, with respect to:

i) agriculture, industry or commence; and

ii) education and training; and

iii) tourism.

The Board is responsible for the Authority's strategic direction, financial management, appointment of advisory committees and other duties as set out in the Authority’s Rules.

Membership of the Board is skills-based, not representative, and all members participate equally in all decision-making processes at monthly meetings.

The Authority's Executive Chairman performs the roles of Chief Executive Officer, Chairman and spokesman for the Board. The Executive Chairman is not a director and does not vote at Board meetings.

* Resigned June 2008

Skills/Experience: Appointed August 2006 Term of

Appointment

Local Government Cr Malcolm Fenton * 4 year term

Local Government Mr Sam Samec 2 year term

Education/Training and Tourism Ms Lynne Ferencz 4 year term

Agriculture/Industry/Commerce Mr John Howard 4 year term

Agriculture/Industry/Commerce Mr Royce Fairbrother 2 year term

Agriculture/Industry/Commerce Mr Bob Wilson 2 year term

Agriculture/Industry/Commerce Mr Bob Calvert 2 year term

General Managers Mr Alf Mott 4 year term

Latrobe

Council Representatives

Each of the Authority’s participating Councils appoints two representatives to a Representatives Group, which acts as the Authority's shareholder body, voting on major budgetary, policy and governance issues. The Representatives appoint and review the Authority's Board, approve its annual budget and monitor its overall performance. Meetings are held quarterly, providing a forum for presentations on the Authority's activities, feedback to the Board and discussion of regional issues between Councils. Representatives receive minutes of all Board meetings and report to their respective Councils on Authority matters and issues raised at Representative meetings. At each Annual General Meeting, the Representatives appoint a Chief Representative to chair the meetings for the following year.

The Council Representatives during 2007/08 were:

Burnie City Council Mayor Alvwyn Boyd Alderman Anita Dow

King Island Council Mayor Charles Arnold Councillor Greg Barratt

Central Coast Council Mayor Mike Downie Councillor Brian Robertson

Latrobe Council Mayor Mike Gaffney General Manager Gerald Monson

Circular Head Council Mayor Darryl Quilliam Councillor John Oldaker

Waratah-Wynyard Council Mayor Kevin Hyland General Manager Paul West

Devonport City Council Mayor Lynn Laycock Alderman Peter Hollister

West Coast Council Mayor Darryl Gerrity (Chief Representative)

Councillor Al Medwin

Kentish Council Mayor Don Thwaites General Manager Mark Crouch

Committees and Advisory Groups operating during 2007/08

Committee/Advisory Group Members

Regional Climate Change Steering Committee

Mayor Charles Arnold (Chair), John Howard, Mark Crouch, Patrick Earle, Philip Adams, Roger Jaensch

Tourism Professionals Steering Group Ian Waller, Wayne Bolton, Bridget Walch, Jenny Cox, Judy Moore, Sue Parravicini, Susanne Clear, Jason Clare, Jo-Anne O’Brien, Roseanne Titcombe, Karen Taplin

Regional Natural Resource Management Committee

Cr Rick Rockliff (Chair), David Henderson (Deputy Chair), William Cotching, Eva Finzel, Wes Ford, Geoff King, Casey van Eysden, Jann Williams, *Geoff Coles, *Nigel Foss, *Steve Gall, *Sharni Radford, *Pip Sadler (*resigned during 2007/08)

Cradle Coast Waste Management Group

Paul West (Chair, replaced by Gerald Monson June 2008), Roger Jaensch, Paul Arnold, Shane Eberhardt, Michael Stretton, Michael Mullens, Rowan Sharman, Karen Hampton, Cr Mike Gaffney (observer)

Education, Training and Workforce Development Reference Group (ETWDRG)

Lynne Ferencz (Chair), Janelle Allison, Kevin Hyland, Mike Brakey, Sheree Vertigan, Ross Cameron, Roger Jaensch, Geoff Speers

Bass Highway (Sisters Hill) Working Group

Gar Foong (Chair – DIER) Roger Jaensch, Greg Winton, Paul West, Ald John Munro, Michael Dixon, Trevor Duniam, Kevin Walker

Regional Planning Initiative Working Group

Mayor Charles Arnold (Chair), Patrick Earle, Kathy Schaefer (replaced by Mark Crouch June 2008), Peter Fischer, Roger Jaensch

Wynyard Wharf

Board/Committee membership

In 2007/08, the Cradle Coast Authority was represented on:

Tourism Industry Council of Tasmania Board

East Devonport Foreshore Committee

State Natural Resource Management Council

Central Coast Education Committee

Regional Health Services Plan Steering Committee

University of Tasmania North West Advisory Board

Partnerships/Joint Ventures/Memoranda of Understanding

Cradle Coast Authority Joint Authority

Joint Authority created by the Authority’s Participating Councils under the Local Government Act to perform the roles and functions outlined in the Authority’s Rules. At June 2003, participating Councils were released from their initial 3-year funding commitment and agreed to proceed on a year-to-year basis.

Tourism Tasmania Memorandum of Understanding

Memorandum of Understanding (MOU) to coordinate State and regional tourism development and provide resources (including one staff position) for industry development and marketing roles performed by the Authority. Previous Memorandum of Understanding (now referred to as Service Agreement) renewed for a further three-year period starting 2008/09, subject to annual review enabling the Service Agreement to be aligned to Tourism 21 Strategy.

Regional Natural Resource Management (NRM) Committee

The Cradle Coast Regional NRM Committee is a Committee of the Authority, recognised under the Tasmanian NRM Act 2002 and State-Commonwealth Bilateral Agreement for NHT 2. Committee appointed January 2003, declared by the State Minister under the State NRM Act in April 2003. Committee members’ terms are finite, but formal Committee structure and Rules are ongoing.

Regional Events Memorandum of Understanding

Memorandum of Understanding to develop coordinated regional and state-wide events strategies, activities and promotions and employ a full-time Regional Events Coordinator. Commenced July 2003, concluded June 2007. There are currently limited opportunities for the Authority to fill the position of Regional Events Coordinator. Events Tasmania has indicated their interest in supporting a position in some capacity but it is unlikely to be for more than one day per week. Negotiations are continuing.

Arts Tasmania Memorandum of Understanding

The Cradle Coast Authority has entered into a partnership with Arts Tasmania and Arts@work, which has seen the establishment of new Arts Officer positions for the Cradle Coast Region. This agreement has seen the appointment of a Program Officer and a Program Support Officer commencing in 2008/09 for a three year term. The positions are for a combined total of five days per week.

Report against Annual Plan 2007/08

The following tables show significant regional activities that the Authority initiated, managed or had other substantial involvement with during the 2007/08 financial year. The tables report on the objectives and issues as shown in the Annual Plan 2007/08 on pages 4 and 5 of this document. The purpose of this report is to provide a summary overview of the range and value of activities underway during the reporting period.

Activities that had external resources formally committed or significant stages underway in 2007/08 are shown. External funds shown are resources committed by parties other than the Cradle Coast Authority, and may include in-kind contributions formally committed under funding contracts. The value of projects managed by other parties are not included in the “external funds” column.

Normal core operations and management obligations of the Cradle Coast Authority and partner organisations are also shown. Unless shown otherwise, the Authority’s involvement in the development and operation of projects is part of its core operations, supported by annual Council contributions.

The Authority’s Annual Plan for 2008/09 has been endorsed by the Representatives and is available on the Authority’s website. In accordance with Section 36B of the Local Government Act, 1993, a Quarterly Report Against the Annual Plan, will also be available at the end of each quarter; September, December, March and June.

Guide Falls, Burnie

Continued on pages 21 - 44

Health and Wellbeing

OBJECTIVE

Better health standards and services for all residents in the region through:

Safe and reliable hospital and health service delivery based on continuous monitoring of regional needs, access and coordination across services and locations

Progress 2007/08 Partners External Funds ($)

Throughout the year, the Authority led a proactive lobbying campaign for establishment of an integrated regional health and hospital system, including intensive periods leading up to, and following, the Mersey Hospital intervention and the Federal election. This involved continuous liaison with State and Federal politicians, health professionals and independent experts, regular media releases and workshops with Mayors to establish agreed regional policy positions. On 6 June 2008, the State and Federal health ministers agreed to return the Mersey Hospital to State control as part of an integrated regional health service, with a regional advisory structure, whilst maintaining federal funding commitments.

General Practice NW Rural Clinical School

Better awareness and utilisation of health services through improved community information and partnerships between the health system and regional stakeholders


Throughout the year, the Authority lobbied State and Federal Health Ministers to establish a regional health advisory structure, involving GP networks, training providers, primary and community health providers and local government, providing continuous communication between the region’s health system and the community it serves. This recommendation was adopted by the State and Federal Health Ministers in June 2007 and the broad structure of a regional health advisory network was announced by the State Minister in August 2008.

General Practice NW Rural Clinical School

Health and Wellbeing (cont.)


In 2007, the Authority worked with local GPs, pharmacists and aged care providers to investigate ways to improve sharing of patient records between users, reducing waiting times and scope for errors in treatment. The Regional Aged Care Health Information project, completed July 2007, found that most needs for secure data transfer can be met by commercially-available technology, but rely on adoption of common information systems across a broader range of service providers (GP's, hospitals etc). The Authority and its partners are exploring ways to apply the findings of this project as part of continuing health/hospital system reforms in the region, including development of a 'Virtual GP Super Clinic' proposal in response to federal government election commitments to the region.

Department of Health and Ageing NW Division of General Practice Pharmacy Guild Aged care providers

50,703

Improved planning for, and participation in, opportunities for physical activity and recreation that can help reduce the incidence of lifestyle-related health problems


Contribution to Regional Open Space Planning Project being conducted by Sport and Recreation Tasmania, which will provide inputs to Regional Planning Initiative.

Sport and Recreation Tasmania Participating Councils

10,000

Review of Regional Recreation Planning Framework completed in consultation with the Recreation Advisory Group. Framework being used as reference document for Regional Planning, Open Space Planning and Fit Club initiatives.

Sport and Recreation Tasmania Participating Councils Strategic Projects Account

5,000

Partnership with The Advocate, Fairbrother and Premier’s Physical Activity Council to support the regional Fit Club initiative. Funding submission prepared and lodged with State Government for $20 000 for incentives and community events promoting physical activity through the Fit Club initiative (approved September 2008).

Fairbrother The Advocate

Health and Wellbeing (cont.)


Discussions with coastal councils, Sport and Recreation Tasmania, community groups and UTas Institute for Regional Development regarding establishment of a coastal pathway for recreational and alternative transport between major centres. Further investigation planned as part of a Bachelor of Regional Resource Management student project in 2008.

UTas Institute for Regional Development Sport and Recreation Tasmania

Ulverstone

Education, Training and Workforce Development

OBJECTIVE

Increased education, training and workforce participation that contributes to regional development through:

Identification and removal of barriers to participation in education, training and work


3 year funding agreement to host Guaranteeing Futures Area Taskforce (commenced September 2006). Key activities included:

Preparation of revised draft Strategic Regional Plan for submission to OPCET

Meetings with Tasmania Tomorrow Project Team to coordinate local involvement in Tasmania Tomorrow

Education Training and Workforce Development Reference Group (ETWDRG) formed as a sub-committee of the Cradle Coast Authority Board

Submission to Skilling Tasmania consultation process

Participation in Tasmania Tomorrow Local Advisory Panels

Tasmania Tomorrow community group established as a "sub-committee"

Liaison with local community based groups (North West Action for Youth, Central Coast Youth Engaged, Circular Head Education and Training Consultative Committee, Coming Out Proud Program, LCP Advisory Committee, ATCNT Community Reference Group)

Development of innovative community-based partnership projects to address transition challenges for Year 10 students

Area Taskforce renamed Youth Transitions Taskforce April 2008.

Department of Education

600,000

The three statewide Area Taskforces facilitated a pilot of "Home Stays" for school students looking at issues relating to student transport and accommodation issues. Core Passenger Transport Services review has addressed some issues relating to student transport. Student transport issues included in implementation plans for Tasmania Tomorrow. Working group established to implement new bus routes between Ulverstone and Devonport (planned for February 2009). Piloted Newstart program at Burnie High School for students with difficulties engaging with scheduled mainstream learning programs.

Southern and Northern Youth Transitions Taskforce Hellyer College DIER Central Coast, Devonport City Councils Phoenix Coaches Burnie HS Learning Services (North West)

Education, Training and Workforce Development (cont.)

Better access to regionally-relevant education, training and vocational opportunities


Work undertaken to develop marketing and promotional strategies encouraging people to enquire about further education and training options in the region (linked to Tasmania Tomorrow and Skilling Tasmania initiatives). Review of long-term sustainability of web-based portal undertaken in partnership with Northern Area Taskforce, including review of operating models in other states. Youth Transitions Taskforce developing register of alternate learning opportunities for distribution to schools and general community (with possible extension statewide) .

Stronger Learning Pathways partner organisations - University of Tasmania, TAFE and Department of Education

25,000

The "Developing Skills for Sustainable Agrifood Value Chains" project received funding of $311,000 over two years under the "Targeting Skills Needs in Regions" program. An Annual Work and Finance Plan for 2007-08 approved by Department of Education Science and Training. Project Officer commenced in January 2008 with delivery of first training sessions scheduled for July 2008. Training materials (including participant workbooks) developed.

Skills Tasmania Tasmanian Farmers and Graziers Association TAFE Tasmania Cradle Coast Institute for Regional Development Australian Vegetable Industry Development Group Department of Economic Development Department of Primary Industries and Water Vegetable Industry Council Cradle Coast Centre for Food Innovation Systems

311,000

Education, Training and Workforce Development (cont.)


Executive Chairman a member of the Australian Technical College Community Reference Group. Australian Technical College contracts will continue in 2009.

Northern Tasmania Consortium

Workforce strategies linked to long term industry and community development needs

Development of spatial sciences education program with curriculum linkages to post Year 10, VET and university studies. Regional teachers formed a community of practice in this subject area. Program has an industry-based focus in a designated skill shortage area. Program has linkages to other curriculum areas (mathematics, physical sciences, geography, environmental studies).

Devonport High School Industry partners

In conjunction with Women Tasmania received Youth Advisory Services funding to develop a mentoring program for female school students at Parklands High School. Pilot program conducted in term 3 2007 with Year 8 students. Pilot program evaluation resulted in redevelopment of program for 2008. Program conducted with Year 9 and 10 students in 2008 with focus on vocational outcomes. Mentoring resources developed and made available through MySpace and Facebook sites.

Department of Premier and Cabinet Young Professionals Network Parklands High School Women Tasmania

4,750

Destination Development

OBJECTIVE

Increased share of Tasmania’s visitor markets and economic returns to the region through:

Coordinated planning and development of tourism products, experiences and services


Co-operative approach to regional development Regional Events position concluded January 2008. Agreement finalised with Arts Tasmania regarding the appointment of a Regional Arts Officer for the Cradle Coast region commencing 2008/09 for three years.

Events Tasmania Arts Tasmania

Positions costs covered entirely by Arts Tasmania

Regional Tourism Steering Committee Maintained Steering Committee structure as a primary communication network.

Tourism Tasmania MOU

5,000

Tourism Tasmania Memorandum of Understanding for 2007/08 finalised. Total value $140,000.00 for the year. MOU program includes:

Co-operative Marketing Campaign

On Line Information Data

Conduct an Annual Cradle Coast Regional Tourism Forum

Industry On Line Communication Strategy

Support of the IPAT Research Pilot Project

King Island Way

Regional Business Awards Funding project allocations identified throughout the report.

Tourism Tasmania Local Tourism Associations

Marketing Services Appointed Marketing Manager. Implemented comprehensive Marketing Campaign.

Tourism Tasmania 188,000

Secured funding through Tourism Promotion Plan to assist with local funding applications. King Island Regional Product and Experience Strategy received funding for this project as an election promise from the Labour Party.

Tourism Tasmania Tourism Industry

12,000

Supported Regional Events Assistance Program. Events Tasmania 5,000

Destination Development (cont.)


The Source to Sensation Strategy is to be closely aligned to the “Produce of Heaven” providing a strong alignment between the regions primary producers and the tourism/hospitality sectors. It is proposed that a business plan will be developed for the amalgamation of the Source to Sensation and Produce of Heaven projects .

Tourism Tasmania MOU Participating Councils Industry Stakeholders Regional Tourism Development Program

24,000

West Coast Mining Heritage Electronic communication strategies have been developed to interpret the region’s mining heritage. The strategies presented to project stakeholders to seek funding support for further implementation. Funding from the Tourism Tasmania MOU will be allocated to the further development of this project. Only on confirmation of support from the mining industry will applications be made to Commonwealth and State Government departments seeking government contributions to this project.

Local Councils Mining Companies State mining organisations Tour Operators Tourism Tasmania MOU

15,000

The ongoing management of the East Devonport Precinct Development is now the responsibility of the Devonport City Council. Significant progress has occurred with this project over the past twelve months and full credit must go to the Devonport City Council and the East Devonport Steering Committee .

Devonport City Council / State Government Federal Government

King Island Council have completed a King Island Food Strategy to coincide with the Cradle Coast Source to Sensation Strategy. King Island Regional Product and Experience Strategy received funding for this project as an election promise from the Labour Party.

King Island Council Department of Economic Development King Island Business Community



The King Island Tracks and Trails Strategy was developed in accordance with the Cradle Coast Experience Strategy. Funding has now been sought for the implementation of this strategy through the Tourism Promotion Plan (TPP). King Island Regional Product and Experience Strategy have received funding for this project as an election promise from the Labour Party. Still awaiting outcomes of applications to the State Government’s Product and Experience funding program. It is expected work on the implementation of these strategies will commence in the first quarter of 2008.

King Island Council Department of Economic Development King Island Business community Tourism Tasmania MOU

5,000

Projects aligned to the Cradle Coast Recreational Tracks & Trails strategy include:

Increased momentum for the Coastal Pathway

Proposed development of mountain bike tracks at Dismal Swamp and Rosebery

King Island Tracks and Trails Strategy Sport and Recreation have released the statewide Tracks and Trails strategy with includes many of the recommendations included in the Cradle Coast Tracks and Trails strategy.

Sport and Recreation Tasmania Tourism Tasmania Land Managers Local Governments Local Interest groups

King Island



The implementation of tourism specific infrastructure continues through the Touring Route Infrastructure Plan with the support of all Cradle Coast Councils, Department of Infrastructure Energy and Resources, and Parks and Wildlife Service.

Parks and Wildlife – Frenchmans Cap car park and interpretation centre, Ocean Beach Shearwater Lookout and Henty Road Viewing Platform

West Coast Council – Public toilet redevelopment at Strahan and Motor Home Waste Water disposal

Circular Head Council - campsite at West Esplanade, Smithton and tourism infrastructure for Stanley precinct

Central Coast Council - Leven Canyon amenity and tracks upgrade, Coast to Canyon Trail

Devonport City Council – Western foreshore facilities and upgrade to Devonport Visitor Information Centre

Waratah-Wynyard Council- Sisters Beach toilets and change rooms

Kentish Council – Kentish Visitor Information Centre upgrade and Tourism Signage Plan

Latrobe Council – Bells Parade precinct development and Port Sorell foreshore electric BBQ’s

Burnie City Council – Signage/interpretative strategy and Guide Falls Precinct Redevelopment

King Island Council – Grassy toilet upgrade and redevelopment of King Island significant tourism sites

Participating Councils Local Tourism Associations Other State Government Departments Sustainable Regions

2,586,497 965,500

Enhanced awareness of the region’s identity as a tourism destination


Communication Strategy Electronic newsletters distributed to 756 tourism operators throughout 2008. Web site www.tasmaniasnorthwest.com.au established and receiving strong industry and consumer support.


5,000



2007 Cradle Coast Tourism Forum conducted on 5th – 7th September in Devonport. 140 delegates participated in forum with feedback collated. The future of the Cradle Coast Tourism Forum is under review due to limitations of resources. Supported Industry Training Programs. Industry feedback is being sourced via the Industry E-news and by direct contact through the marketing team with very positive results.

Tourism Tasmania MOU Tourism Industry Tourism Tasmania MOU

10,000 11,000 12,000

Strahan Development Plan completed. Authority working with stakeholders to produce a Tourism Implementation strategy aligned to the Strahan Development Plan. Destination Strahan have confirmed with the Authority that they will accept responsibility for the ongoing implementation of this plan and will call on the Authority and Tourism Tasmania on an as-needs basis.

Destination Strahan West Coast Council Tourism Tasmania MOU

5,000

Funding from the Tourism Tasmania MOU was allocated directly to the King Island Way project. Cradle Coast Authority continues to be an active supporter of this project.

Tourism Tasmania MOU Department of Economic Development King Island Council industry and community

10,000

Highfield House



Regional Visitor Information Network Local Network meets on an as-needs basis, meetings coordinated by the Cradle Coast Authority. State-wide Reference Group meets bi-monthly and the Regional Tourism Manager regional representative on this group. Ulverstone Visitor Centre admitted to the Visitor Information Centre Network. The Regional Tourism Manager chaired the review of the State-wide Reference Group with all recommendations forwarded to Tourism Tasmania for consideration within their review of visitor services. TVIN Reference Group received the recommendations from the State Wide Review process.


5,000

Cradle Coast Authority initiated the Recreation Vehicle Friendly concept for the region. 19 Tasmanian communities have embraced the RV Friendly program including 16 from the Cradle Coast region.

Recreation and Motor Homes Association of Australia Local Government

Working with local operators to establish local tourism groups in Devonport and Latrobe.

Tourism Tasmania MOU Local government Tourism Operators Local Tourism Groups

6,000

The Authority commenced work on a Tarkine Tourism Development Plan involving stakeholders and seeking public consultation and comment. The State Government announced funding of $23 million in State Budget. The Authority's Tarkine Tourism Development Plan will be used as a basis for funding decisions, and the Authority involved in decision making process.

Department of Industry Tourism and Resources

60,000



Tarkine Bushwalk Program The Authority continues to work with a variety of stakeholders on the installation of site specific interpretive and viewing infrastructure within the Tarkine.

Commonwealth Government – Department of Environment Water, Heritage and the Arts

732,000

Cradle Country Co-operative Marketing Strategy Supported successful application for TPP Cooperative Marketing funds. Contributed to Cradle Country participation in Tourism Tasmania Road shows. Central Coast application to join Cradle Country Marketing Group has received the support of the Devonport and Kentish Councils.

Devonport City Council Latrobe Council Kentish Council

Cooperative Marketing Campaigns are continuing including:

The production of the Regional Tourism Guide and Web Site

Distribution of Consumer based E-news

Advertising in assorted national media – The Age, National Geographic, YHA Backpackers Guide – Herald Sun etc

Advertising in In-Flight magazines with Regional Express and Qantas

Television campaigns in Tasmania and Regional Victoria Hidden Wonders

Tourism Australia commissioned Australia's Hidden Wonders magazine, August - December 2007 issue, which showcased seven regions in Australia, including Tasmania's North West

400,000 copies published to correspond with the Tourism Australia special television screening of "Getaway" - August, 2007

Copies of the publication were included in the seat pockets on Qantas flights between Sydney and Melbourne for the month of November, 2007


220,000 155,000


Improved conversion of visitor awareness into bookings and visits


Mega Famil

120 Travel Agents experience the region over the weekend of the 1st and 2nd September

The Cradle Coast Authority developed nine separate itineraries for the groups

Tourism Tasmania TV show

Tourism Tasmania (intrastate marketing campaign) commissioned an 11 episode series on Tasmania to screen each Saturday at 6.30 pm on Southern Cross from September - November, 2007

Story lines for this television show were provided by the Authority

Cooperative marketing campaign produced for Jan – June 2008.


220,000 154,000

Boat Harbour Beach

Strategic Industry Development

OBJECTIVE

Strategic development of major industry sectors based on regional comparative advantages, including:

Continuing global competitiveness of major processing and manufacturing operations and their local supplier networks


TIAR value chain research team (established using Sustainable Regions funding) conducted a value chain analysis of a major vegetable processing chain in Cradle Coast region, including producer, processor and retail participants, to identify scope for improvements. Findings and value chain improvement projects presented to major commercial participants. Process and major findings reported to Australian Vegetable Industry Development Group for national use.

Tasmanian Institute of Agricultural Research Australian Vegetable Industry Development Group

Federal funding secured for Developing Skills for Sustainable Agrifood Value-Chains project, addressing skills needs identified in State and National Vegetable Industry Strategies, and local value chain analysis. Project officer commenced January 2008. Training content under development, due for delivery from July 2008. (Also listed under Education, Training and Workforce Development)

Australian Government Skills Tasmania TAFE Tasmania University of Tasmania

311,000

Workshop with Tasmanian food industry researchers, industry development and extension providers in Burnie to coordinate research effort and identify needs and opportunities for further research in this region.

Institute for Regional Development

Provision of background information, briefings and local industry feedback on federal Labor’s proposed Enterprise Manufacturing Centre initiative during federal election campaign. Election commitment to $12M Manufacturing Centre to be based in Burnie announced by the then Senator Kim Carr September 2007 – confirmed after federal election November 2007. Authority established as local contact point for initial consultations

on Manufacturing Centre initiative.

Enterprise Connect Department of Economic Development Australian Innovation Research Centre

25,000

Strategic Industry Development (cont.)


(Continued) Negotiation with Enterprise Connect program to include regionally-relevant food and engineering-based manufacturing services as part of the proposed Manufacturing Centre to be established in this region. Authority secured $25,000 to undertake initial statewide manufacturing analysis as basis for delivery Manufacturing Centre programs in Tasmania – research components subcontracted to Australian Innovation Research Centre, with input from Authority,

Department of Economic Development and University of Tasmania.

Australian Grown promotion now underway, as a direct result of the Fair Dinkum Food Campaign, allowing processors and consumers to clearly identify processed and packaged foods grown in Australia.

Fair Dinkum Food Campaign Australian Government

Broadening of the region’s economic base through innovation, value adding and collaboration between small/medium enterprises to achieve economies of scale


The Authority’s tourism team worked with food producers participating in the ‘Produce of Heaven’ campaign to develop longer-term strategies linking regional food and tourism marketing.

Food businesses Department of Economic Development

Continuing partnership with Department of Economic Development in regional delivery of industry information and workshops covering :

Common site induction processes

Co-ordination of maintenance shutdowns

CAD systems and rapid prototyping

Lean manufacturing

Department of Economic Development Engineering and manufacturing firms

Natural Resource Management

OBJECTIVE

Coordinated investment and regional capacity to address natural resource management (NRM) priorities through:

Development and implementation of regional NRM investment plans and priorities


This rolling funding agreement continues to provide the ongoing operational budget for the core functions of the Cradle Coast NRM Committee and executive support, to perform the duties outlined in the Tasmanian NRM Act 2002. A review of the Tasmanian Natural Resource Management Act 2002 has been undertaken and minor changes were recommended which will be presented to parliament in 2008/09. This budget provides the foundations on which we leverage and build NRM investment in the region, predominantly through the Natural Heritage Program that will be replaced by the new Caring for Our Country program for 2008/09.

State Government Core funding

855,500

Cradle Coast NRM Investment Proposal This funding represents the largest current investment in NRM activities in the Cradle Coast region. This investment funds a diverse range of activities across the region including fundamentals such a water quality monitoring, provision of local facilitators and a suite of support activities for community groups. Individual projects range from the implementation of the regional weeds strategy to dairy effluent incentives and we also support specialist threatened species work, such as the iconic Giant Freshwater Lobster. All current projects were derived through Regional Investment Proposals (1&2) and some early projects will continue until June 2008 but extension has been sought for project funding not yet expended. The third regional investment proposal (RIP3) was submitted in February 2008 but the NHT funding program was replaced by the Caring for Our Country program, requiring a new Investment Proposal to be submitted in April 2008.

Australian Government Natural Heritage Trust Tasmanian Government matching in-kind support through Department of Primary Industries and Water activity

5,633,966

Natural Resource Management (cont.)

Build regional skills, resources, technologies to assist delivery of NRM projects


The local Facilitator network provides support NRM activities in the region by engaging the community and supporting on-ground actions. An indication of their success has been the generation of approximately $500,000 extra investment in this region through various national grants programs including Envirofund. Cradle Coast NRM are continuing to develop better support tools for its facilitators and network including an in-house GIS system providing information on spatial layers to their desktop.

Australian Government Natural Heritage Trust Tasmanian Government matching in-kind support -through Department of Primary Industries and Water activity

Funding is now incorporated into the RIP budget indicated above

Increase regional participation in, and ownership of, NRM issues affecting the region


NRM Facilitator provides an on-going liaison with the Australian Government for input into program development. This position has been adapted by CCNRM into a Community Capacity and Engagement position to provide management for our team of local facilitators. This position and its funding have been cut under the new Caring for Our Country program and will cease to exist beyond June 2008.

Australian Government Natural Heritage Trust

385,000

This funding provides a National Landcare Program regional facilitator position for the region. The role has the broad goal of community engagement in sustainable agriculture, provided through the support of regional Landcare Groups and developing NRM projects and activities with industry. This position provided community and industry facilitation for the National Landcare Program funding initiatives. This position and its funding have been cut under the new Caring for Our Country program and will cease to exist beyond June 2008.

Australian Government Natural Heritage Trust

252,000

Natural Resource Management (cont.)


NLP projects delivered in 2007/08 were:

Sustainable Water Management on Tasmanian Vegetable Farms

Incorporating Controlled Traffic and Direct Drilling into Intensive Cropping Systems in North West Tasmania

Productive Farming Landscapes through Best Practice Shelterbelt Design

"Applying the Plan" - Helping Proactive Farmers to be Sustainable and Productive

Transport Infrastructure and Services

OBJECTIVE

Ongoing planning and development of safe, strategic transport links to and within the region, including infrastructure, services and policies affecting:

Bass Strait freight and passenger services, including links to King Island

Intra- and inter-regional road and rail freight corridors and tourist routes


Submission to Auslink draft Tasmanian corridor strategy, highlighting the case for inclusion of road and rail west of Burnie in the Auslink network, promoted to all Braddon members and senators in lead-up to federal election (neither party committed to this proposal).

Election lobbying of major federal parties in support of funding for Wiltshire and Melba Flats rail links. Both projects now committed. Follow-up discussions now underway with State and Federal Governments regarding implications for these projects of current changes to statewide rail operations and proposed Bell Bay pulp mill.

Regular meetings of Bass Highway (Sisters Hills) Working Group held throughout 2007-08 to receive updates on progress from Project Team. Project progressing ahead of schedule and within budget.

Department of Infrastructure Energy and Resources Federal Government Circular Head, Burnie and Waratah Wynyard Councils Royal Automobile Club Tasmania

Transport Infrastructure and Services (cont.)

Commuter services providing access to health, education and work opportunities between the region’s population centres


Core Passenger Services Review report released December, 2007. Meetings held with Manager of Core Passenger Services Review, representatives from Devonport City and Central Coast Councils and bus operators regarding establishment of ‘seamless’ commuter services between Wynyard and Port Sorell, with links to outlying areas.

Department of Infrastructure Energy and Resources

Discussions with coastal councils, Sport and Recreation Tasmania, community groups and UTas Institute for Regional Development regarding establishment of a coastal pathway for recreational and alternative transport between major centres. Further investigation planned as part of a Bachelor of Regional Resource Management student project in 2008.

UTas Institute for Regional Development Sport and Recreation Tasmania

Local Government Cooperation

OBJECTIVE

Mechanisms by which local government can respond collectively to regional issues that extend beyond the normal scope or influence of individual Councils, including:

Facilitation, hosting and management of regional processes, initiatives and services under delegated authority from member Councils


Regional Planning Initiative

Working group established to develop a draft Memorandum of Understanding, draft project plan and process for agreement and communication between the Minister, Councils and the Authority

MOU signed by all Councils, Authority and Minister, December 2007

Project Manager and Project Officer confirmed and commenced

Institute for Regional Development providing data and analysis for regional land use strategy

Department of Justice Councils

500,000

Regional Waste Management

Regional Waste Management Strategy proposal adopted by Councils August 2007

Regional Waste Management Group formed

Dulverton Waste Management appointed as Project Manager

Regional Waste Management Strategy under development

Regional Waste Levy commenced September 2007

Joint tender for regional recycling collection and processing advertised and assessed June 2008

Councils Dulverton Waste Management Authority

Strategic Projects Account

62,113

10,000

Local Government Cooperation (cont.)

Preparation and maintenance of regional information, strategies, policies and advice that can inform strategic planning and decision-making by Councils


‘Regional Atlas’ developed by Institute for Regional Development as an on-demand data analysis service available to Councils, the Authority and other clients on a fee-for-service basis. Presentations of Regional Atlas capabilities and selected regional data to the Authority's Board, Representatives and individual Councils.

Institute for Regional Development

Commencement of regional planning for climate change, including:

Appointment of a part-time regional climate change officer

Completion of Greenhouse Friendly audit and certification Development of a Regional Climate Change Action Plan

Development of a proposal for federal funding for climate change risk assessment and adaptation planning for all Councils (approved)

Negotiation of discounted membership offer for member councils to participate in ICLEI Cities for Climate Protection program

Establishment of networks with relevant statewide and national bodies, including LGAT and Tasmanian Climate Change Office


15,000

Investigation of case studies and options for regional resource sharing and shared service delivery as a basis for briefings for general managers and development of a regional shared services project proposal.

Engagement of local government members, professional staff and networks in regional development issues requiring community-level input and leadership


Briefings, information sessions and policy workshops for Mayors and General Managers on issues related to regional health and hospital reforms, including development of regional responses to the statewide health services review, Mersey Hospital intervention and associated decision-making processes.

Councils

Local Government Cooperation (cont.)


Induction session for new elected members and Council staff on the Authority’s operations and current regional issues February 2008.

Councils

Six-monthly general briefings for individual Councils on the Authority’s activities and emerging issue requiring Council support and involvement.

Councils

Quarterly reports to Council Representatives on progress against agreed objectives in the current Annual Plan, with workshops on topics of regional interest. Workshop topics in 2007-2008 included:

Regional Tourism Development Strategy

Institute For Regional Development – Regional Atlas Project

Regional education and workforce participation trends

Councils

Monthly briefings for General Managers on current activities and emerging issues requiring advice and/or information for Councils. Council officer and/or elected member participation in regional project steering committees and advisory groups including:

Regional NRM Committee

Regional Planning Initiative Steering Committee

Regional Waste Management Group

Regional Climate Change Steering Committee

Tourism Professionals Group

Bass Highway (Sisters Hills) Working Group

Tarkine Discussion Group

General Managers

Councils

Summary of contributions to current projects and core operations 2007/08

Contributions to current projects and core operations, 2007/08

External contributions to current projects, 2007/08* $ %

State Government 3 053 250 21

Federal Government 7 241 158 52

Industry 474 000 3

Local Government 2 663 610 19

Strategic Projects Account (Participating Councils) 33 000 < 1

Subtotal 13 465 018

Core Operations, 2007/08

Participating Councils 768 989 5

Total 14 234 007 100

* Does not include the value of projects the Authority has brokered but are managed by other parties.

State Government

Federal Government

Industry

Local Government

Core Operations


Contents Charter 2007/08

Documents

Transcript of Contents Charter 2007/08