Cradle Coast Authority Annual Report 2025 by Cradle Coast Authority

Cradle Coast Authority Annual Report 2024-2025

Published by: Cradle Coast Authority

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 2024 to 30 June 2025.

Our member councils:

Image credits:

Vanessa Vanderburgh Cover Page

Luke O’Brien Page 02

Stu Gibson

Sean Scott

Matty Eaton

Page 06/30

Page 10/38

Page 14/24

Kramer Photography Page 18

Geoff Gleave Page 28

Jess Bonde

Page 29/46

Jason Cullen Page 39

Ryan Francis Page 53

David Bellamy Page 55

All other images from Cradle Coast Authority

ACKNOWLEDGEMENT OF COUNTRY

Cradle Coast Authority (CCA) acknowledges the Palawa / Pakana as the traditional custodians of the land, sea and sky Country of Lutruwita / Trouwanna / Tasmania. Tasmanian Aboriginal people are part of a continuous culture which spans millennia. The Tasmanian Aboriginal Community play an invaluable role as stewards of a healthy Country, maintaining an enduring connection to the landscapes of the Cradle Coast region which CCA deeply respects.

CCA pays respects to Elders past and present and extends this respect to all Tasmanian Aboriginal Community Members. Colonisation has caused significant injustice for Aboriginal people and impacted the living cultural landscape, creating a legacy which CCA seeks to improve. CCA commits to reconciliation, striving for shared progress towards a stronger region.

As an organisation, we are working to integrate Aboriginal knowledge in our work and to develop a better understanding of the cultural, environmental, social and economic dimensions of the region’s landscapes to ensure Aboriginal Culture is protected, strengthened and celebrated.

CCA recognises that Tasmanian Aboriginal people determine both the boundaries for the sharing of their cultural heritage and opportunities for participation in activities which embrace and support their aspirations. We strive to work in partnership with the Tasmanian Aboriginal Community for the good of the region, aiming to create healthy and connected communities, protect and enhance natural resources, promote regional development and support local industries.

CCA respects the right of the Tasmanian Aboriginal Community to own, manage and care for Country, and commits to working together in ways which strengthen, respect and honour Aboriginal Culture.

The Cradle Coast Authority (CCA) 2024/25 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 04

Council Representatives 07

Cradle Coast Authority Chair’s Report 08

Board Of Directors 11

Chief Executive Officer’s Report 12

Organisational Chart 15

Strategic Support and Services 16

Regional Development 18

Regional Economic Development Chair’s Report 19

Regional Economic Development Projects 21

Natural Resource Management 25

Natural Resource Management Chair’s Report 26

Natural Resource Management Projects 29

Carbon Report 59

Financial Report 64

FROM THE CHIEF REPRESENTATIVE

As Chief Representative of the Cradle Coast Authority (CCA), it is my pleasure to present my 24/25 Annual Report to reflect on the significant leadership role of the CCA in building the collective prosperity, health and wellbeing of our region.

Despite the considerable political upheaval in 2025 with the Federal Election in May 2025, and a Tasmanian State Election in July 2025 that has created more Government uncertainty, CCA has continued to focus on priorities such as completing the Shared Coastal Pathway, building climate-smart resilient communities, and endorsing Natural Resource Management initiatives.

At the June 2025 Representatives Meeting, concern was expressed that climate adaptation funds, which were advocated for by CCA, primarily because of the region’s vulnerability to bushfires, storm surges and coastal erosion, were ultimately allocated to LGAT. On behalf of CCA Representatives, I have formally written to LGAT requesting an update on the current status and use of the climate adaptation funds, identify how the region will benefit from the climate adaptation funding, and what tangible outcomes can be expected for the region, and to request that CCA receive funding to support all councils in our region. As yet, no response has been received.

Under direction from the Chair of the Board, three committees were established for the primary purpose of 1) developing a pathway for Burnie City Council (BCC) to reenter as a full member of CCA; 2) reviewing the Governance role of the CCA Board, and 3) reviewing the Letter of Expectation.

Mayor Alison Jarmon (CCA Deputy Chief Representative) was appointed Chair of the BCC Membership Committee, and at the BCC Meeting on 24th June 2025, Councillors voted unanimously to rejoin the region’s joint authority. And, as reported in the media, ‘The decision restores full regional collaboration across all nine councils in the north-west and western Tasmania, strengthening the Cradle Coast’s shared ability to deliver regional outcomes and advocate with a united voice.’

As Chief Representative, I was appointed to the Chair of the Governance Working Group with WWC CEO Vanessa Adams MBE and Central Coast CEO Vicki Brereton to review and propose changes to the governance structure of the CCA, specifically regarding the roles and representation of Mayors and GMs on the Board. Recommendations were presented to the CCA Board at the June Board Meeting and included addressing the absence of the Chief Representative from the Board, together with examining the role of the Chief Representative to include an expanded role, proactively liaising between the Board and Member Councils.

It was also recommended that a skills-based Board will offer objective insight to support the work of the Board and CCA, and that the focus should be on recruiting independent directors with specific skills the organisation needs for effective oversight, which may include strategic resourcing, entrepreneurial expertise, and corporate governance.

The work of the Letter of Expectation group continues.

And finally, the recruitment process for a new CEO (Philip Reid) was completed in May 2025 with a commencement date in early September.

In closing, I wish to thank Sid Sidebottom, Chairman of the CCA Board, for his direction, dedication and ethical governance. I also wish to acknowledge the unwavering leadership of CEO Sheree Vertigan AM, whose commitment, professionalism and expertise has guided CCA through many difficult times. This has been enabled by her firm belief in the role CCA plays in fostering sustainable development through long-term strategic goals that are meticulously aligned with the regional vision. As Sheree will be departing CCA in early September 2025, on behalf of the Council Representatives, I wish her a well-earned break and all the best for her next phase.

Dr Mary Duniam (Mayor – Waratah-Wynyard Council) 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 2025

Central Coast Council

Deputy Mayor John Beswick

Vicki Brereton, General Manager

King Island Council

Mayor Marcus Blackie

Catherine Dale, A/General Manager

Circular Head Council Latrobe Council

Deputy Mayor Annette Dawes

Mayor Peter Freshney

Andrew Wardlaw, A/General Manager Jason Browne, General Manager

Devonport City Council

Mayor, Alison Jarman (Deputy Chief Rep)

Matthew Atkins, General Manager

Waratah-Wynyard Council

Mayor Dr. Mary Duniam (Chief Rep)

Deputy Mayor Celisa Edwards

Kentish Council West Coast Council

Mayor Kate Haberle

Mayor Shane Pitt

Deputy Mayor Penny Lane Scott Riley, General Manager

We would also like to thank the following people who served as Representatives during the 2024/2025 financial year;

Ciara Spencer, former West Coast Council General Manager

Barry Omundson, former Central Coast Council General Manager

Vanessa Adams, former Circular Head General Manager (now serves as General Manager Respresentative on the CCA Board)

FROM THE CHAIR

Greetings!

Another year of change and challenge on several fronts, but importantly, a time to seize regional opportunities. One of these is renewable energy – both a means and an end to enriching and enhancing our region and State. An adequately funded Strategic Regional Roadmap to this transition is crucial – a task that CCA is ready, willing, and able to fulfil.

Elections have dominated our year and CCA has sought to engage with as many candidates and Parties as possible on the priority issues agreed upon by our Council owners and regionally based partners.

Federally, we have a commitment of $1.3 m for continuing work on advancing the regional Shared Pathway project; Statewise, an all-Party commitment to continue funding NRM projects in the Northwest, North, and South; and several newly elected MPs in Anne Urquhart MP, Gavin Pearce MP, and Casey Hiscutt MLC. We look forward to working closely with them along with all returning and current MPs in Braddon.

2025 will see significant change within CCA.

We welcome the return of Burnie City Council to CCA, and we look forward to working together again for the benefit of the region and the community of Burnie and its environs.

Our CEO, Sheree Vertigan AM, is standing down in September after 4 years of outstanding service and being replaced by Mr. Philip Reid, who comes to us from the Norfolk Island Regional Council, where he has been acting as General Manager. I wish to greatly thank Sheree for her most respected, professional, dedicated, and enthusiastic leadership of CCA and for championing the best interests of CCA and our region in so many diverse environments and ways.

Likewise, I wish to thank Mayor Mary Duniam and her Deputy, Mayor Alison Jarman, for taking on the key leadership role of our Representatives Committee. Also, many thanks to the Committee’s past chair Mayor Peter Freshney for his years of leadership, counsel, and support.

Our Staff continue to work hard to fulfil CCA’s responsibilities and diverse services and we thank them sincerely for their professionalism, dedication, and enthusiasm. Many thanks also to our Council stakeholders for affirming their support of and for CCA, and their participation in CCA activities and collective priorities for the region.

Finally, I wish to acknowledge the hard work of our Natural Resource Management, Regional Economic Development, and Audit and Risk Committees, and my fellow Board of Directors, and to thank them individually and collectively for their strategic input, hard work and personal support and counsel.

I have been privileged to be Chair of the CCA Board since late 2017 and to have worked with and for so many wonderful people and representatives in our region. My term finishes at the end of 2025. I thank everyone for the opportunity I have had to help in my small way to make our region a better place in which to live, invest, learn, recreate, and work. I wish my successor, the Board, and CCA every success.

The Hon. Sid Sidebottom Chair of the CCA Board of Directors

BOARD OF DIRECTORS

In 2024/25 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 2025:

We would also like to thank the following people who served on the CCA Board during the 2024/2025 financial year; Shane Crawford (General Manager Representative)

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

Barbara Hingston AM (Regional Economic Development Committee Chair)

John Dowling B.Pharm FCPA FAICD FACP (Independent Director)

Mayor Cheryl Fuller (Mayoral Representative)

Matthew Greskie (Independent Director)

Peter Voller PSM (Regional Natural Resource Management Committee Chair)

Vanessa Adams MBE (General Manager Representative)

The Hon. Sid Sidebottom (Chairman)

Mayor Gerard Blizzard (Mayoral Representative)

CHIEF EXECUTIVE OFFICER’S REPORT

On behalf of the CCA team, the Board, Committee Members and Representatives, I present the 2024/25 Annual Report.

As I prepare for handover to the incoming Chief Executive Officer, I pause and reflect on the achievements of CCA over the past twelve months, a BIG year politically, a time of growth, consolidation and operational improvement within a context of fiscal constraint. CCA is a small team, and yet we successfully manage both complex and diverse projects with high levels of accountability and compliance.

At the end of 2024, the CCA Board of Directors presented the Governance Review Report with a number of recommendations to Member Councils. Council’s response to the recommendations has set the future trajectory of the Authority and contributed to the welcome return of Burnie City Council. This work has ensured that CCA has a strong foundation for the future – we can never underestimate the power of regional representation. We are a strong region that will only become stronger through increased collaboration, economies of scale and a shared voice.

Advocacy and elections have been a constant feature over the past year. We have invested in meeting with most candidates to tell the CCA story and highlight the priorities of councils and the community. In many ways, CCA is the epicentre for some of the state’s biggest economic development stories, representing both the challenges and opportunities associated with uncertain times, or a time of transition.

CCA has been advocating for funding for the development of a strategic regional roadmap that builds on the earlier work of the Regional Futures Plan (RFP) and the ongoing work of the CCA Regional Economic Development Committee (REDC). The development of the roadmap has been further supported by the Future Energy Hub and ongoing work with the renewable energy proponents. As a region, we need to be actively engaged in these conversations and welcome the opportunity to contribute to the regional productivity forum.

CCA brings value to the region by being part of the conversation, helping to shape the regional narrative, lobbying for projects and ensuring effective and efficient implementation of existing projects. The Annual Report and the Quarterly Reports cover many of our projects. I am proud to report that the Braddon Truck Wash and Effluent Disposal project across four sites will be completed by the end of this calendar year. It is also worth noting that the Don River Railway, a project of regional importance, has now been funded during the recent federal election.

Although the original Coastal Shared Pathway Project was completed in 2024, we have received an additional commitment of $1.3 m for continuing work to ‘cover the coast.’ Support for the pathway and demand for more continues to grow. The ‘Pause Places’, which were funded by the Tasmanian Department of Health, has been very well received by the Waratah-Wynyard community, with many communities requesting similar features for their section of the pathway.

This role is all about the people, relationships and networks – build a strong, committed team, and the rest will follow. As I prepare to exit the building, I would like to commend the highly professional team who work tirelessly for the good of CCA and the betterment of our region – its councils, its economic future, its natural resources and unique assets, and its people.

From a governance perspective, the impact of CCA is greatly enhanced by the ongoing commitment of CCA Board Members, CCA Committee Members, Chief Representatives Mayor Mary Duniam (2025), Mayor Peter Freshney (2024), and Deputy Chief Representatives Mayor Alison Jarman (2025), Mayor Mary Duniam (2024).

I would especially like to acknowledge the commitment, support, and tireless work of the CCA Chair Hon. Sid Sidebottom for over nine years.

Trust, understanding and a shared commitment for this region builds stronger councils and a stronger region.

Sheree Vertigan AM Chief Executive Officer

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, and business and strategic planning.

Cradle Coast Regional Land Use Strategy

CCA is leading the revision of the Cradle Coast Regional Land Use Strategy (CCRLUS) for the Cradle Coast region on behalf of the Minister for Planning and in close consultation with state government agencies and the nine councils it represents.

The CCRLUS will provide coordinated, regionally specific direction for land use planning across the region, aligning with the broader objectives of the Tasmanian Planning System as set out in the Land Use Planning and Approvals Act 1993 (LUPAA) and the forthcoming Tasmanian Planning Policies (TPPs).

By addressing land use matters that span municipal boundaries, the CCRLUS will facilitate consistent, sustainable, and strategically planned development across the Cradle Coast region.

Year in review:

• Contracted RMCG to undertake the development of the Regional Strategic Directions paper, which underpins the development of the CCRLUS.

• During March and April, the consultants RMCG conducted stakeholder engagement sessions across the Cradle Coast region to inform the Regional Strategic Directions. 126 individuals contributed their views in person, and a further 70 individuals completed the online survey.

• Appointed Project Manager to lead the development of the CCRLUS. Significant engagement has been undertaken with Councils, stakeholders and state government bodies to re-energise the delivery of the CCRLUS.

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.

The demand for CCA’s input and engagement continues to increase, with CCA facilitating multiple forums, meetings, and roundtables, and providing input and/or feedback on new government policies and initiatives.

Year in review:

• Developed the Cradle Coast Regional Roadmap.

• Hosted the federal election candidates’ forum with Member Councils.

• Successfully secured a $1.3 million federal election commitment from the re-elected Australian Labor Party.

• Developed a joint NRM Core funding request for the 2025 state election.

• Successful in securing tri-partisan support for the NRM Core funding request.

REGIONAL DEVELOPMENT

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 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 Committee’s 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, improving the region for its people through a focus on health, housing and transport.

REDC CHAIR MESSAGE

The Regional Economic Development Committee (REDC) works at the intersection between community, government and commercial stakeholder perspectives to identify and act regionally on economic, social, and environmental development.

As noted in the last Annual Report, the REDC refreshed its membership in 2023/24. This bought new insights, knowledge, experience and community connections to the Committee, ensuring that CCA is well placed to add value and currency to all regional development conversations including recent discussions about ‘Boosting Productivity and Economic participation in Braddon - Regional Priorities and Practical Reforms’ and the development of the Regional Strategic Roadmap, the promotion of new and emergent initiatives and innovations for the region, and advocacy to support regional priorities.

The REDC remit is informed by the Regional Futures Plan (RFP) and the systemic regional challenges and opportunities that were identified within that plan. The most recent review of the RFP reaffirmed these challenges. Under the RFP, the REDC was to assess and advocate for projects of regional importance – two such projects, the Don River Railway and the Shared Coastal Pathway both secured federal funding at the recent election. Additionally, the REDC has supported the Manager - Regional Development, in the revitalisation of the Future Energy Hub, and advocacy for funding from the State and Federal Governments to support the transition to a net zero economy through the development of the cumulative impact study and an Opportunities Report.

There is currently much focus on renewable energy – CCA paper to the regional productivity roundtable described renewable energy as the lever to progress: providing opportunities for new and innovative local industry and businesses; innovative models in training, education and social support; utilising advanced manufacturing technology, repurposing waste products, reducing energy costs to agriculture, and community capacity building.

The REDC continues to prosecute the urgency to activate the range of economic, social and environmental enablers to support regional growth. They have consistently pointed to the need for leadership of investment and cooperative partnership, and for CCA’s councils to apply this to mitigating the effects of uncertainty for industry, business and members of the region’s communities.

The REDC has facilitated and participated in a number of workshops reviewing the current and future state of regional transport; housing; workforce supply, participation and capability; emerging models of employment, including the impact of the digital economy and AI; and the extent of infrastructure available across all regional communities to underpin health and social care necessary in a strong regional community.

These opportunities deepen CCA’s appreciation of the imperative for real growth in economic, social and natural environmental infrastructure that is critical to enabling the productivity and prosperity of our region.

Thank you to all members of REDC throughout 2024 – 2025 for their enthusiasm, critical feedback and the energy to progress regional development with CCA and its Member Councils. REDC members are enthusiastic about the return of Burnie City Council, as it provides even more opportunities for developing a collective regional response.

Finally, I thank the Chair of the Board, Hon. Sid Sidebottom and CEO Sheree Vertigan AM for their leadership and legacy to CCA and the region.

Barbara Hingston AM Chair of the CCA Regional Economic Development Committee

Shared Coastal Pathway

The Shared Coastal Pathway is a key infrastructure initiative aimed at providing an accessible, sustainable, and health-promoting active transport network along the north west coast of Tasmania.

This pathway connects coastal communities, encourages physical activity, reduces car dependency, and provides a major boost to tourism and local economies.

In 2010, CCA, in conjunction with Safer Roads for Cyclists Tasmania, released the North West Coastal Pathway Plan; the plan outlined alternatives for constructing approximately 110 km of shared pathway to connect the communities of the north west coast of Tasmania.

To realise this vision, it is essential that the path is completed, easily accessible, safe to use, and inclusive for as many people as possible. Tasmania’s public health statistics reveal that many individuals in our community are affected by inadequate levels of physical activity.

Year in review:

• Successfully secured a $1.3 million federal election commitment from the re-elected Australian Labor Party during the federal election.

• Requested funding will ensure a feasibility study of the Heybridge to Sulphur Creek section of the pathway as well as turning the pathway into a regional tourism landmark with branding and promotion, safety upgrades and web support.

• The Shared Coastal Pathway photo competition showcased the scenery and activity along the pathway, and received a large number of high-quality entries.

Farm Vehicle Washdown and Effluent Dumping Facilities

This project has involved the construction of modern washdown and effluent disposal facilities at Smithton, Burnie, Stanley, and King Island for livestock transport and other vehicles.

The construction of these facilities will provide increased safety to the public by eliminating the risk of spills on local roads, enhancing animal welfare during transportation, improving working conditions for drivers, and reducing the risk of transferring diseases and weeds between farms.

Year in review:

• Contractor Sub41 completed the King Island facility at Grassy Harbour.

• Burnie site at Minna Road progressed with the completion due early in the next financial year.

Cradle Coast Future Energy Hub

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

Year in review:

• Established the Renewable Proponents Roundtable, which brings together industry to address regional issues and seek opportunities in the renewable transition.

• Hosted several council and community events with solar, battery and engagement experts.

• Released the Future of Energy in Tasmania report

Steps towards Sustainability – Pause Places

The Pause Places project, initiated by Cradle Coast Authority (CCA) in partnership with Waratah-Wynyard Council (WWC) and funded through the Tasmanian Department of Health’s Healthy Focus Grant Program, was designed as a pilot to enhance public spaces and promote community health and wellbeing by encouraging greater walkability in the region.

Seven Pause Places were installed across the Waratah-Wynyard municipality. These installations are compositions of locally sourced log seats, rocks and vegetation, carefully located in high-profile places. They are designed to give residents and visitors places to rest, socialise, enjoy the natural surroundings, and share the stories of the locations where they are situated.

Year in review:

• Construction, installation, and vegetation work were completed at all seven locations: Port Creek, Camp Creek, Burntwood Point, Goldie Street, Sisters Beach, Somerset Esplanade, Wragg and Simpson Street.

• Developed and launched the Pause Places website, an interactive site that provides the history of the locations, nearby landmarks, health and wellness tips and a digital art gallery.

• An independent assessment of the pilot project was completed and found that it contributed to creating a more walkable environment, offered an outlet for local skills and expression, and justified further expansion.

• Design guidelines have been created and are due to be released early next financial year to facilitate others to benefit from the lessons learnt in the project.

• Coordinate with the rollout of the WCC Park and Pedal project, implementing a recommendation from the WCC Settlement Strategy.

NATURAL RESOURCE MANAGMENT

Improving the environment and supporting sustainable agriculture.

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 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 Themes of Land, Water and Biodiversity and contribute to theme Priorities or Asset Class outcomes. One project in each theme has been selected as a showcase project.

Measures of progress will be indicated graphically within each priority section of this report. The Strategy defines a range of Actions (projects) under each theme’s Priorities. In this report measure of progress of these Actions will be indicated graphically for each Priority.

LAND WATER BIODIVERSITY

Darker shading indicates On Track, lighter shading indicates Some Progress while grey shading indicates the action has not yet started

It has been an honour for me to work with the members of the NRM Regional Committee, the CCA Board, Staff and the wider community this year.

I have served in various roles with our organisation since 2008 and in that time have had the unique opportunity to see the business evolve and strengthen its presence as a truly regional representative body. CCNRM is the only Regional NRM body in Australia owned by a Local Government Authority. Our unique business model brings the strength of an integrated strategic approach to regional-scale resource management planning.

I note we now have a full complement of active projects supporting Australian Government priorities under the Natural Heritage Trust, and we have secured new funding partnerships with the State Government and with philanthropic funders such as the Minderoo Foundation.

Our strength lies in consistent and responsive strategic planning and in the strategic alliances that planning has driven. I see the close alignment between CCNRM and our partner NRM Bodies in Tasmania, NRM North and NRM South, as critical to the ongoing success of our organisation, and it is heartening to note that through the last two state government election campaigns, all major parties provided written commitment to continued funding for the important work that NRM bodies do in Tasmania.

CCNRM has matured in capacity and competence in recent years, with the recruitment of new staff with nationally recognised expertise and credentials, our already outstanding team of scientists and communicators continue to support high-standard, evidence and knowledge-based planning and program delivery, e.g., delivery of programs to support the recovery of the Maugean Skate, and to conserve iconic species such as the Giant Freshwater Crayfish.

The impact of abnormal weather conditions on agriculture in the region, keenly felt on King Island and across the beef and dairy industries, 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 the region.

I am pleased to acknowledge the considerable effort that has gone into establishing and firming our respectful 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.

Peter Voller PSM Chair of the Regional Natural Resource Management (NRM) Committee

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.

PRIORITY

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

Aboriginal engagement is guided by our Aboriginal Participation Plan which builds on many years of work and reflection, considering our role as a Natural Resource Management (NRM) organisation and how we work to listen to and support regional Tasmanian Aboriginal aspirations and strengthen relationships.

We are working to integrate Aboriginal cultural heritage and knowledge in NRM, and to develop better understanding of the cultural, environmental, social and economic dimensions of the region’s natural resources from the perspective of Aboriginal people.

Year in review:

• Progressed priorities in Aboriginal Participation Plan 2024-28.

• Continued consultation with Aboriginal organisations to better understand their self-determined NRM priorities and offered support, where appropriate.

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.

PRIORITY ACTIONS PROGRESSED

Adapting farms to changing climate and markets

Increasing carbon storage in the region

SHOWCASE PROJECT

Our Natural Advantage - Building the benefits of biodiversity on farms

Australian Government – Regional Delivery Partners – Climate Smart Agriculture

Duration: 2024 – 2028

Location: Agricultural landscapes across the Cradle Coast Region

Strategy priority alignment:

Resilient Landscapes

LR1 Adapting farms to changing climate and markets

LR2 Increasing carbon storage in the region

Soils and Vegetation

LS1 Soils at risk from structural decline and erosion

LS2 Soils at risk from biological and carbon decline

LS4 Soils and vegetation at risk from weeds, pests and disease

LS5 Native vegetation on farms

Project outcomes:

By June 2028, there will be an increase of 120 farmers and agricultural service providers who understand how their management practices affect their farm’s natural capital and profitability, with 20 farmers adopting improved practices across their property and 15 ha of farmland being managed to protect and enhance natural capital.

By June 2028, 200 farmers and agricultural service providers have increased knowledge and awareness of on-farm management actions that reduce on-farm emissions and build resilience to climate change, with 70 farmers having increased their skills and capacity to practically implement these improved management actions on-farm.

Project targets:

• 9 Community/Stakeholder engagement activities on our on-farm natural capital account demonstration and our on-farm multi-species cover crop demonstration.

• 19 Communication materials on the value of on-farm natural capital and practical actions to reduce on-farm emissions and build resilience to climate change.

• 14 Community Stakeholder events on practices and opportunities to protect on-farm natural capital, reduce on-farm emissions, and build resilience to climate change.

• Engage with at least 28 farmers/landholders and identify and prioritise sites for natural capital protection or improvement.

• Support on-ground land management practices to improve natural capital on at least 15 ha of farmland.

• Skills and knowledge surveys for dairy, beef and cropping industries on emission reduction and climate resilience.

• Skills and knowledge survey on natural capital management practices.

Key delivery partners: TIA, Fonterra, Dairy Tas, Harvest Moon

Project overview:

As farmers are increasingly exposed to variable climate conditions and changing market expectations around sustainability, it can be hard to decide on the best course of action to ensure they remain viable – Our Natural Advantage supports farmers to make futurefocused decisions with confidence.

Our Natural Advantage demonstrates and communicates practical actions farmers can adopt to support production and resilience, meet changing conditions and capitalise on co-benefits of protecting and enhancing natural capital on farms. Working with local agricultural industries, this project will set up on-farm demonstrations and associated extension and communication resources, supporting actions which aid farm productivity and resilience and align with industry sustainability frameworks. Additional one-on-one and targeted implementation support will assist farmers to deliver identified improved practices on farm.

Year in review:

• Two on-farm demonstrations have been established in partnership with key industry stakeholders including:

- A natural capital accounting demonstration at the TIA Dairy Research Facility in partnership with TIA, Fonterra and Dairy Tas.

- A multi-species cover crop demonstration in partnership with large-scale vegetable producer Harvest Moon.

• Key project communications resources have been developed including the establishment of the Our Natural Advantage Climate Smart Agriculture monthly newsletter, providing practical information for north west Tasmanian Farmers and agri-service providers.

Next steps:

• Undertake one-on-one farm visits to support farmers in identifying opportunities and risks related to on-farm natural capital. Identify opportunities to support on-farm natural capital protection and enhancement.

• Continue to develop communication resources to support improved knowledge and deliver community/stakeholder events.

PROJECTS

Sustainable Agriculture Facilitator (SAF)

Australian Government – Regional Delivery Partners

Duration: 2023 – 2028

Location: Region-wide

A designated central contact point for farmers, landholders, industry, and community groups, the Sustainable Agriculture Facilitator aims to engage and inform those involved in agricultural industries across the Cradle Coast region about climate-smart, sustainable agriculture practices.

Year in review:

• Continued farmer support through farm visits and extension events, and supporting the establishment and delivery of the Our Natural Advantage project.

• Supported LISTmap farm mapping workshops, delivered an in-paddock demonstration session on tunnelling dung beetles at the Grassroots Regenerative Agriculture Conference and presented at CCNRM’s Harvest Moon cover crop demonstration field session.

• Achievements from farm visits include the success of reintroducing winter-active dung beetles to a number of grazing properties.

• Early in 2024-25, progeny of previously released Bubas bison dung beetles were trapped, demonstrating that successive introductions at the same site over three consecutive years can establish colonies on grazing properties.

Supporting land managers to improve soil condition and manage vegetation cover to improve natural values, biodiversity, and production outcomes and mitigate emerging risks.

PRIORITY ACTIONS PROGRESSED

Soils at risk from structural decline and erosion

Soils at risk from biological and carbon decline

Soils at risk from nutrient imbalance and acidity

Soils and vegetation at risk from weeds, pests and disease

Native vegetation on farms

PROJECTS

Soil Extension Program

Tasmania Drought and Innovation Hub (UTAS)

Duration: 2023 - 2024

Location: State-wide

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:

• The project finished in 2024, with final extension activities delivered, focused on the soil biology and biological amendments and the developing focus on regenerative agricultural practices in Tasmania and emerging market opportunities

National Soil Monitoring Program

Commonwealth Scientific and Industrial Research Organisation (CSIRO)

Duration: 2025 – 2026

Location: State-wide

Cradle Coast NRM, NRM North and NRM South have been engaged by CSIRO to conduct soil monitoring at pre-determined sites across Tasmania. The National Soil Monitoring program aims to establish Australia’s first National Soil Database for 3,000 sites across Australia. Samples at each site will be recollected every five years across a span of twenty years to allow analysis of long-term trends. Tasmania is the pilot region for the National program and has supported the establishment of program processes and protocols.

Year in review:

• Training undertaken with CSIRO and other NRM regions.

• Establish site locations and gain landholder authorisation for sampling.

• Sampling undertaken for the first 7 sites and samples sent for analysis.

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.

PRIORITY ACTIONS PROGRESSED

Priority rivers in agricultural landscapes

Macquarie Harbour (inc. Gordon, Franklin and King rivers)

SHOWCASE PROJECT

Healthy Harbour Project – Maugean Skate Recovery

Australian Government – Regional Delivery Partners and Saving Native Species Program

Duration: 2023 – 2028

Location: Macquarie Harbour and IMAS facility in Hobart, Tasmania

Strategy priority alignment:

Rivers, floodplains and estuaries:

WR2 Macquarie Harbour (including Gordon, Franklin and King Rivers)

Project outcomes:

By June 2028, an ex-situ population of Maugean Skates is being successfully maintained in at least one (1) facility in Tasmania, with sufficient redundancy for possible adverse events.

By June 2028, a community engagement program focused on Macquarie Harbour health has held regular well-attended engagement and consultation activities to improve community’s understanding, interest in and compliance with the Maugean Skate recovery actions.

Project targets:

• One Maugean Skate captive breeding program established and maintained.

• 32 community engagement and awareness raising activities and events.

• Engagement with Aboriginal organisations and community members through annual on-Country trips at Macquarie Harbour and surrounds.

• Annual marine debris community clean-up event over 10 hectares of Macquarie Habour foreshore and surrounds.

Key delivery partners: IMAS, NRE Tas, West Coast Council, PWS and key stakeholders from the Maugean Skate Recovery Team

Project overview:

This project delivers urgent recovery actions required to reduce the Maugean Skate’s (Zearaja maugeana) extinction risk.

CCA’s Healthy Harbour project team collaborates with the Strahan and West Coast community to improve public understanding and support for the species, and to decrease concern about the impacts of proposed recovery actions. A range of consultation and engagement activities are delivered to improve the health of Macquarie Harbour, and connect people with their local environment through art, natural history and citizen science.

In addition, the project supports the captive management of skates living at the Institute for Marine and Antarctic Studies (IMAS) in Hobart. IMAS scientists and international captive breeding experts have established an ex-situ population of skates which is the first step towards a captive breeding program. Skates bred in captivity may be re-introduced to Macquarie Harbour after environmental remediation work has taken place.

Year in review:

• Captive management of the ex-situ skate population is progressing well, with more juveniles being held than expected, both from wild caught and captive laid eggs, with the adult female continuing to lay eggs.

• CCA attended National Recovery Team meetings and coordinated the Maugean Skate Captive Breeding Steering Committee.

• Regular events engaged the community in the Healthy Harbour project, including expert talks on bats, frogs, local geology and the Maugean Skate.

• The ‘Capture the Catchments’ photo competition highlighted the natural beauty, historical significance, and ecological richness of Macquarie Harbour. 80 entries were received, with an award ceremony and photography outing held in our Strahan project office shortly after the submission date. A categorised exhibition was also displayed in the office shopfront.

• A community clean-up event was held in November 2024 to promote and foster a sense of personal and community stewardship of Strahan, Macquarie Harbour and surrounding waterways.

• 92 participants cleaned up 35 km of harbour coastline and surrounding roadsides, collecting approximately 6m3 of rubbish.

• The Maugean Skate Recovery website has been drafted and is being reviewed by stakeholders.

Next steps:

• The ex-situ population of Maugean Skates will continue to be maintained by the IMAS team in Hobart.

• The Maugean Skate website is expected to be launched early in 2025-26. It will provide access to a range of information on the species and Macquarie Harbour, including conservation and research activities as well as its cultural importance. Information and documents from the National Maugean Skate Recovery Team will be available, along with details on proposed recovery actions. The Healthy Harbour Project will also be featured, highlighting all project activities and associated resources.

• A series of science talks is being planned to coincide with hosting the National Recovery Team Meeting in Strahan. It is anticipated that the meeting will be held in November or December 2025, with the series of science talks designed to update and engage the local community.

• Various community activities are also in planning, including presentations on shorebirds, bioluminescence and a recreational fishers workshop. The annual Macquarie Harbour clean-up event is also planned for November of this year.

PROJECTS

Improving habitat in the Mersey estuary for threatened species

Australian Government – Urban Rivers and Catchments Program

Duration: 2024 – 2028

Location: Mersey River, Devonport and Latrobe

This project aims to improve the foreshore and estuarine environments of the Mersey River for Eastern Curlew, Australasian Bittern, Australian Grayling and other native species through control of Rice Grass in the threatened coastal saltmarsh community, installation of gross pollutant traps at priority stormwater outlets, weed control in estuary tributaries and community engagement activities.

Year in review:

• Installation of first gross pollutant trap by Devonport City Council.

• 16 ha of weed management completed (including riparian weed management and Rice Grass spraying).

• Call Trackers have developed a recogniser for Eastern Curlew.

Tasmanian NRMs: Scaling Nature-based Solutions for Flood Resilience and Recovery

NRM Regions Australia with support from the Minderoo Foundation

Duration: 2025 – 2026

Location: Regionwide, including the Inglis-Flowerdale Catchment and Mersey Catchment

In the aftermath of the devastating 2016 floods, Tasmania’s three NRMs (NRM North, NRM South and Cradle Coast NRM) implemented Nature-based Solutions (NbS) across their region to rehabilitate agricultural land and support on-going flood resilience. This project aims to evaluate the effectiveness of the NbS during recent floods and use the learnings to scale up and transfer NbS to three other flood-affected sites.

Year in review:

• Input into a national indicator framework for the social, economic and environmental co-benefits of NbS.

• Landholder survey on the effectiveness of implemented NbS in recent floods.

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.

PRIORITY ACTIONS PROGRESSED

Lavinia State Reserve

Robbins Passage – Boullanger Bay

PROJECTS

Celebrating the coastal wetlands of Circular Head

Cradle Coast NRM

Duration: Ongoing

Location: Robbins Passage – Boullanger Bay, Circular Head

This project builds on years of on-ground work, investment and community engagement aimed at protecting the natural values of the Circular Head coastal wetlands through upstream water quality management, native vegetation protection and enhancement and Rice Grass control by showcasing our work and the unique beauty of the Robbins Passage –Boullanger Bay tidal wetlands.

Year in review:

• Limited progress has been made with the Tasmanian Government in pursuing their support for the area to be nominated for designation as a “Wetland of International Importance” under the Ramsar Convention.

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.

PRIORITY ACTIONS PROGRESSED

Vulnerable coastlines

Bass Strait islands

Rocky Cape National Park coastline

PROJECTS

Creating a Hooded Plover Stronghold on Three Hummock Island – Part 3

Australian Government – Saving Native Species

Duration: 2024 – 2026

Location: Three Hummock Island, Circular Head

This project continues previous work partnering with Biosecurity Tasmania to protect coastal species Hooded Plover, Little Penguin and Short-tailed Shearwater, through the implementation of strategic feral cat control to reduce the predation threat to these species.

Year in review:

• Four Felixers are located on Three Hummock Island, with data collection and maintenance trips conducted approximately once per quarter.

• A new camera array was established and the four Felixers were updated and repaired.

• The project is progressing as planned, with PWS authorities seeking an August 2025 detector dog trip and a September 2025 Curiosity baiting trip.

• Very few cats are now detected on the cameras and Felixers, encouraging us to keep working there until we can say that feral cats are eradicated.

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.

PRIORITY ACTIONS PROGRESSED

Tasmanian Wilderness Word Heritage Area (TWWHA)

Key Biodiversity Areas (KBAs) and small reserves

PROJECTS

None to report in 2024-25, however our Community NRM Engagement Program - Small Grants, found on page 52, 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.

PRIORITY ACTIONS PROGRESSED

Subtropical and Temperate Coastal Saltmarsh

Melaleuca ericifolia Swamp Forest

Threatened Eucalypt Forests and Woodlands

King Island native vegetation

PROJECTS

None to report in 2024–25; however, our threatened and important species projects are supporting efforts in this area.

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.

PRIORITY ACTIONS PROGRESSED

Shearwaters and penguins

Resident and migratory shorebirds

King Island woodland birds

Aquatic species of concern

Threatened mammals

Raptors and owls

Swift Parrots and other hollow-nesting birds

Marrawah Skipper and Ptunarra Brown butterflies

Threatened orchids and Preminghana Billybuttons

Other threatened flora and fauna

SHOWCASE PROJECT

Community Action for King Island Threatened Bird Recovery – King Island Scrubtit and King Island Brown Thornbill

Australian Government – Regional Delivery Partners

Duration: 2023 – 2028

Location: King Island

Strategy priority alignment:

Threatened and important species:

BS3 – King Island Woodland Birds

Threatened and important ecological communities:

BC2 – Meleleuca ericifolia Swamp Forest

BC3 – Threatened Eucalypt Forests and Woodlands

BC4 – King Island native vegetation

Project outcomes:

By June 2028, there has been a 10% increase in King Island Brown Thornbill populations detected (compared to 2021-22 pre-project baselines) across 50 ha of priority habitat, supported by improved native vegetation cover, and habitat connectivity or protection.

By June 2028, there has been a 10% increase in King Island Scrubtit populations detected (compared to 2021-22 pre-project baselines), supported by a reduction in weed infestation and feral cat activity (70% and 20% respectively against baselines) across at least 100 ha of critical remnant habitat.

Project targets:

• Identification of 15 priority sites from synthesis of baseline data.

• 4 communication materials published.

• 5 community/stakeholder engagement events.

• Implementation activities conducted across 22 ha of private land, such as fencing, weed control and revegetation for conservation impact, under Conservation Land Management Agreements established with landholders.

• 80 ha treated for pest animals, principally feral cats.

• 133 ha of priority weed control with a priority focus on Inkweed and Asparagus Fern.

• 68 days dedicated to seed collection and propagation to support revegetation activities.

• Surveys of the target birds, habitat condition, pest animals and weed distribution.

Key delivery partners: King Island Landcare, King Island Council, Biodiversity Maintenance Australia, Department of Natural Resources and Environment - Threatened Species Section, Biosecurity Tasmania - Invasive Species Branch, Tasmanian Land Conservancy, Tasmanian Parks and Wildlife Service, Sustainable Timbers Tasmania

Project overview:

This project implements conservation actions across King Island to protect the habitat of two priority critically endangered species, the King Island Brown Thornbill and King Island Scrubtit. Cradle Coast NRM is working with landholders to protect and restore priority habitat, reduce weeds which impact habitat quality and control feral cats, a threat to bird populations.

Building the capacity of landholders and community groups on King Island is key to reducing weed and feral animal threats to the birds. We are working to improve the quality and extent of the birds’ habitat by connecting remnant habitat patches with corridors across agricultural land, fencing stock out of high-quality vegetation and supporting Asparagus Fern, Inkweed and feral cat control.

Year in review:

• A total of 15 sites were identified and prioritised for extension activities to protect and improve habitat for threatened King Island Scrubtit and King Island Brown Thornbill.

• Two community engagement events were delivered and well received by the local King Island community, including an event for landholders engaged with feral cat trapping and a community event about the birds and their reliance on intact native vegetation which involved a field visit to important habitat.

• Key project partner King Island Landcare successfully delivered:

- 20 days of native seed collection and plant propagation.

- 38 ha of weed control targeting Inkweed in a priority project area near Yarra Creek.

- over 60 ha of feral cat trapping resulting in the capture and ethical euthanasia of 121 cats.

• A further 27 feral cats were targeted using Felixer grooming traps deployed across 5 sites on King Island within important bird habitat.

• Two landholders were engaged in conservation land management agreements to protect stands of native vegetation from stock and carry out revegetation in priority areas for threatened birds with one landholder completing 3 ha of habitat remediation.

Next steps:

• Continue to engage the King Island community to raise awareness of the status of and threats to King Island threatened birds and identify opportunities for impactful land management activities under Conservation Land management Agreements.

• Continue to actively target and reduce threats to King Island threatened birds through feral species control, stock exclusion and weed control.

• Work with landholders to connect, improve and expand habitat for threatened birds where populations are known to occur.

PROJECTS

Improving Felixer technology for use in Tasmanian Devil habitat

Australian Government – Saving Native Species (Game Changers)

Duration: 2024 – 2026

Location: Woolnorth, Circular Head

Felixer grooming traps are an important new tool to manage feral cats, but they cannot currently be used on mainland Tasmania. This project works towards the potential removal of restrictions, by training the Artificial Intelligence technology to improve its recognition of Tasmanian Devils as a non-target species.

Year in review:

• Felixers and cameras installed in devil habitat at Woolnorth and Maria Island, in non-lethal mode, to collect data, with well over 100 Tasmanian devil images collected so far.

• An agreement was established with Thylation to undertake firmware development to improve devil recognition.

Giant Freshwater Crayfish Recovery – Part 2

Australian Government - Regional Delivery Partners

Duration: 2023 – 2028

Location: Region-wide

Building on the previous work by Cradle Coast NRM, this project focuses on riparian habitat protection and remediation across six identified priority areas for the Giant Freshwater Crayfish (Astacopsis gouldi). Additionally, the project establishes baseline data about the threatened native fish, Australian Grayling (Prototroctes maraena), identifying and prioritising barriers to fish migration which threaten the natural life cycle of this species.

Year in review:

• 70 ha of riparian land is under land management agreement with 7 landholders to conduct future rehabilitation works, and just over 3 km of riparian habitat for crayfish has already been remediated, involving stock exclusion fencing, weed control and revegetation.

• Conservation covenant establishment is being pursued with 2 landholders on priority river frontage for Giant Freshwater Crayfish.

• Staff training and first round of field assessment completed for fish barrier prioritisation project.

• Australian Grayling fact sheet completed.

Swift Parrot Nest Box Monitoring at Kelcey Tier Reserve

Landscape Recovery Foundation

Duration: 2024 – 2025

Location: Kelcey Tier, Devonport

This statewide project investigates habitat quality including the relationship between Krefft’s Gliders and Swift Parrots. Partnering with the Landscape Recovery Foundation and Devonport City Council, Kelcey Tier Swift Parrot nest boxes are monitored by dedicated volunteers on a regular basis throughout the breeding season for observations of Swift Parrots and other species.

Year in review:

• Seasonal monitoring was completed, with over 60 nest box surveys undertaken, without bird presence this year.

• Flowering condition workshop held.

Implementing the Tasmanian Cat Management Plan

Tasmanian Government

Duration: 2022 – 2025

Location: Region-wide

The Tasmanian Cat Management Project focuses on engagement with the Tasmanian community to promote responsible cat ownership including desexing, microchipping, and containing pet cats indoors. The program aims to facilitate responsible cat ownership and appropriate management of stray and roaming cats in the Tasmanian community through partnerships with key stakeholders and community engagement initiatives.

Year in review:

• 40 cat enclosure subsidies issued to cat owners looking to transition their cat to an enclosed lifestyle by building an outdoor cat enclosure or containment system.

• 7 of 9 regional councils are still participating in or have participated in cat desexing programs, with two councils expected to fund the program in 2025-26.

• Awaiting advice from the state government regarding the future of the program.

Circular Head Roadkill Mitigation Project

Cradle Coast NRM

Duration: Ongoing

Location: Woolnorth, Circular Head

Cradle Coast NRM is a key stakeholder in a working group established to develop and implement strategies to reduce the number of Tasmanian Devils and other wildlife killed on the roads of the Woolnorth area, with a focus on driver awareness and reducing speed.

Year in review:

• Stakeholders continue to be engaged with the Working Group and are concerned about the roadkill issue.

• Funding is currently being sought for further roadkill reduction actions in coming years, with a proposal developed to enable CCA to seek funding for the next steps of the project.

CROSS-THEMED PROJECTS

Community and stakeholder engagement

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, strategic planning, and the management of potential environmental opportunities and challenges in the future.

Community NRM Engagement Program

State Government – State Support for Regional NRM

Duration: 2022 – 2025

Location: Region-wide

Strategy Priority Alignment:

Healthy Country:

LH1 - Aboriginal Cultural Landscape in the Cradle Coast Region

Important biodiversity areas:

BI2 - Key Biodiversity Areas (KBAs) and small reserves

Threatened and important ecological communities:

BC1 - Subtropical and Temperate Coastal Saltmarsh

Threatened and important species:

BS7 Swift Parrots and other hollow-nesting birds

Project outcomes:

To maintain relationships, networks and capacity for NRM across the region beyond currently funded major projects. To educate and engage the broader community in natural values, natural resource protection and best-practice NRM and to recognise and celebrate individuals, community groups, businesses and schools who are undertaking good NRM work.

To encourage participation by the community in natural resource management in the region as per the Tas. NRM Act 2002, including our major funded projects.

Project targets:

• 1 x Community Capacity Small Grants Round (annual).

• 1 x First Aid training support (annual).

• 4 x Community/stakeholder reference/working groups facilitated.

• 10 x community engagement activities delivered and/or attended.

• 4 x NRM e-newsletter, Cradle to Coastlines, published.

Project overview:

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:

• Continued support of round 4 small grant projects, including:

- Weed control activities in Duck Bay, Cradle Mountain - Lake St Claire National Park and Kentish municipality completed.

- Track work to support ongoing feral cat control and monitoring was completed on Three Hummock Island by dedicated Wildcare volunteers

- New and updated educational resources and equipment were provided to three community groups.

• Participated as a stallholder at large community events like EcoFest, Circular Head Show, Agfest, Circular Head Community NAIDOC event, Circular Head Science Gig, and Science Week at the Hive.

• Engaged in community activities that showcase our NRM work and provide participation opportunities, including presenting to students at Burnie TasTAFE, Natone Primary School, Miandetta Primary School, and Forest Primary School. Also attended and presented at community Landcare events and judged at the BIG Science Fair.

• First Aid training support offered to 8 volunteers from 4 Community Groups.

• Ongoing coordination of the Council NRM Working Group and the North-West Weed Working Group.

• Community Capacity Small Grants Round 5 for volunteer NRM groups launched.

• Supported volunteers involved in our Swift Parrot Nest Box Monitoring Project at Kelcey Tier Reserve.

• Ongoing communication of NRM activity and engagement through social media, print media, direct emails to stakeholders and the quarterly Cradle to Coastlines Newsletter.

Next steps:

• Continued support of round 5 Community Capacity small grant projects, which include:

- Endemic planting at Cradle Mountain.

- Native vegetation planting on a community farm, a community garden and a nature trail.

- Weed control activities in Duck Bay, Forth River and TWWHA.

- New and updated educational resources to be provided to two community groups to support land management activities.

- Equipment to be provided to two community groups to support land management activities.

• Deliver a community volunteer group-focused, “Link and Learn” event to improve awareness, knowledge and the networks of grassroots Landcare and NRM delivery.

• Community engagement activities focused on NRM Regional Strategy priorities, including Little Penguins, migratory and resident shorebirds and Masked owls.

PROJECTS

Business Leadership in Carbon Accounting and GHG Emissions Reduction for the Cradle Coast Region

Renewables, Climate and Future Industries Tasmania (ReCFIT)

Duration: 2025-2026

Location: Burnie

Cradle Coast Authority is leading by example and implementing carbon accounting practices and greenhouse gas emissions reduction strategies, demonstrating their practical application to local small and medium-sized enterprises. Outcomes of the two-year project will be achieved across three focus areas: carbon accounting, emissions reduction strategies and business leadership.

• Installed two new publicly available Electric Vehicle (EV) chargers at the CCA Burnie Office.

• Engaged professional carbon accounting services to evaluate our carbon footprint, Summary Carbon Assessment Report for the FY 2024-25 is included in this report on pages 55-60.

CRADLE COAST AUTHORITY 2024-2025

Carbon Baseline Assessment

Cradle Coast Authority (CCA) engaged West Pine Advisory Pty Ltd (West Pine) to undertake a Baseline Emissions Assessment for the 2025 Financial Year.

This summary is derived from the 2025 Assessment prepared based on the Green House Gas (GHG) Protocol standards utilising the best available data at the time of its creation. Further information relating to the assessment, methodology, uncertainty and assumptions is contained in the full report.

The GHG emission sources reviewed as a part of this inventory were identified with reference to the methodology in the GHG Protocol, classified under the following categories:

Direct GHG emissions (Scope 1): emissions from sources that are owned or controlled by the entity;

Indirect GHG emissions (Scope 2): emissions from the generation of purchased electricity, heat and steam consumed by the entity;

Indirect GHG emissions (Scope 3): emissions that occur as a consequence of the entity’s activities but from sources not owned or controlled by the entity.

West Pine has assessed Scope 1, Scope 2, and Scope 3 upstream emissions within the defined emissions boundary of CCA’s operational control.

For the 2025 Financial Year, CCA reported a total emissions footprint of 446t CO₂-e.

Establishing an accurate emissions baseline is a crucial step in enabling positive environmental change. By undertaking this assessment, CCA continue to demonstrate their strong commitment to sustainability and their role as a leader in the community on the matter.

The ability to measure and monitor emissions is a key driver of meaningful progress.

West Pine has relied on the completeness and accuracy of operational and transactional data provided to arrive at the above metrics. While West Pine has made reasonable efforts to detect potential errors, it has otherwise relied in good faith on the provided data. No audit or assurance activities have been conducted regarding the information supplied as part of this engagement. Neither CCA or West Pine accept any liability for the use of this material by third parties. Liability Limited by a scheme approved under Professional Standards Legislation.

Key Findings

For the 2024-25 Financial Year, CCA’s Carbon Foot print totalled 446t CO₂-e.

This equates to 0.071kg CO₂-e / $ Revenue.

Scope 1 - 9t CO₂-e - 2%

Scope 2 - 5t CO₂-e - 1%

Scope 3 - 431t CO₂-e - 97%

Travel emissions

446t CO₂-e is equivalent to 175 4x4 Utes travelling on Tasmanian Roads in a year

Based on 233.7g/km of CO2-e for 4x4 Utes on an average 10,900kms travelled by Tasmanian Registered vehicles

Activity v Spend Data

The data for the assessment was compiled from a mix of activity and spend based emission factors.

CCA’s Employee Commuting and Business travel had a high representation of electric and hybrid vehicle kilometres. If these vehicles were equivalent size internal combustion vehicles, the CO₂-e would be 11.7t (up from 4.5t CO₂-e) - more than double - for the combined 70,434kms travelled.

To further support the uptake of low emission transport, CCA installed EV charges in the latter end of the 25FY.

Where activity data, such as kilometres travelled, litres & kWh consumed was available from records & surveys this was used in the first instance. Where activity data was unavailable spend based emission factors where relied upon.

Breakdown of Scopes into emission categories

Each three of GHG Protocols’ scopes has categories of emissions. This table summarises those that are relevant to, and have been included, in CCA’s baseline assessment.

This categorisation helps to clearly identify the sources of emissions, distinguish between direct and indirect impacts, and target reduction strategies across activities and supply chains.

CCA’s Scope 1 emissions relate to emissions from the organisations 2 fleet vehicles as well as fugitive emissions from refrigeration assets, such as air conditioning units and refrigeration assets at premises and the 2 motor vehicles.

Scope 2 is electricity consumption over 2 sites being the central office Portside in Burnie and a satellite office at Strahan.

Scope 3, or value chain, emissions account for 97% of CCA’s emissions, which is slightly higher than for most organisations which see Scope 3 emissions in the 65% - 95% range*.

Within Scope 3, Purchased Goods & Services was the highest contributing category. Due largely to Truck Wash projects in the year, 60% of these emissions relate to Construction works.

*Cox, E & Herman, C. (2022), Tackling the Scope 3 challenge (online),https://www.pwc.com.au/energy-transition/scope-threechallenge.html

Emissions per Activity

CCA track business operations and each project undertaken which enabled the reporting of emissions according to each activity for the year.

The largest contributing project for the 2025 year was the truck wash projects with 212t CO₂-e, arising from the high level of construction and construction input.

Core Operational Activities, contributing 55t CO₂-e, and the Maugean Skate Project, with 48t CO₂-e, were the second and third highest emitting activities.

Other project with double digit CO₂-e were King Island Birds (16t), Giant Freshwater Crayfish (15t) State Support for Regional NRM (14t) and Steps towards Sustainability (13t).

Other Projects

Maugean Skate

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 19 September 2025. 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.

$1.48m of the annual surplus is due to the accounting treatment of the Truckwash contract asset. The income for the project is recognised when received, as sufficiently specific performance obligations had been met, but the expense is not recognised immediately, it is only recognised upon the control of the contract asset is transferred to a customer.

The increase in government grants, along with the corresponding rise in project expenditures, is attributed to additional Federal NRM (Natural Resource Management) funding.

The local government contributions in 2024 relate to Central Coast Council and Devonport city Council contributions to Coastal Pathway.

Of the four Truckwash sites, one was transferred to an external customer in 2024–25, with the remaining three scheduled for transfer in 2025–26.

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.

Principle Comments

1. Maintain adequate retained earnings

Core Operations reported a surplus of $207,957 for the year.

The positive variance is primarily attributed to:



2. Revenue treated consistently



Higher than expected fee for service income

Increased interest income

Lower than budgeted expenditure.

This result reflects effective cost management and better than expect revenue for the year.

The current ratio (current assets/current liabilities) is 3.1 against a benchmark of 1.

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

This is reviewed by the Tasmanian Audit Office.

3. Transparent management of project funds

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

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

4. Core operations maintained through core revenue

5. Council contribution calculated according to the Rules

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

7. Use of other funds to achieve strategic objectives

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

The Council contributions for 2024-25 were calculated according to the Rules. There was a 3.3% increase for the year.

The CCA Board is developing strategies to ensure CCA’s long term sustainability.

As a part of the budgeting process, the CEO identifies projects that will achieve the strategic objectives of CCA.

Patrick Harvey Finance Manager

Independent Auditor’s Report

To the Members of the Cradle Coast Authority

Report on the Audit of the Financial Report

Opinion

I have audited the financial report of Cradle Coast Authority (the Authority), which comprises the statement of financial position as at 30 June 2025, 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 2025 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 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.

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

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

Derek Burns

Assistant

Auditor-General

Delegate of the Auditor-General

19 September 2025

Hobart

For the year ended 30 June 2025

Cradle Coast Authority

Statement of Comprehensive Income For the year ended 30 June 2025 This Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Cradle Coast Authority Statement of Financial Position as

at 30 June 2025

Cradle Coast Authority Statement of Cash Flows

For the Year Ended 30 June 2025

Flows from

Activities

Cradle

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

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

ThesefinancialstatementsareageneralpurposefinancialreportthatconsistsofaStatementof ComprehensiveIncome,StatementofFinancialPosition,StatementofChangesinEquity,StatementofCash Flows, and Notes accompanying the Financial Statements.

ThegeneralpurposefinancialreportcomplieswithapplicableAustralianAccountingStandardsandother authoritativepronouncementsoftheAustralianAccountingStandardsBoard(AASB)andthe Local Government Act 1993 (as amended).

CCAhasdetermineditdoesnothaveprofitgenerationasaprimeobjective.Consequently,where appropriate,CCAhaselectedtoapplyoptionsandexemptionswithinaccountingstandardsapplicableto notfor-profit entities.

Thisfinancialreporthasbeenpreparedunderthehistoricalcostconvention(exceptwherespecificallystated) andontheaccrualandgoingconcernbasis.Unlessotherwisestated,allmaterialaccountingpolicy informationisconsistentwiththoseappliedintheprioryear.Whereappropriate,comparativefigureshave beenamendedtoconformwithcurrentpresentation,anddisclosurehasbeenmadeofanymaterialchanges to comparatives.

AllamountspresentedinthefinancialstatementsareexpressedinAustralianDollarsandhavebeenrounded off 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.

Key Judgements

AssumptionsareutilisedinthedeterminationofCCA'semployeeentitlementsprovisions.Theseassumptionsare discussedinNote15.AssumptionandjudgementsareutilisedindeterminingthevalueofCCA'sproperty,plant and equipment including useful lives and depreciation rates. These assumptions are discussed in Note 13.

Notes

to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 1 Material Accounting Policies

1DTaxation

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 part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST. Cashflowsarepresentedinthecashflowstatementonagrossbasis,exceptfortheGSTcomponentofthe investing and financing activities, which are disclosed as operating cash flows.

1EAllocation Between Current and Non-Current

Indeterminationofwhetheranassetorliabilityiscurrentornon-current,considerationisgiventothetimewhen eachassetorliabilityisexpectedtobesettled.Theassetorliabilityisclassifiedascurrentifitisexpectedtobe settledwithinthenext12months,orifCCAdoesnothaveanunconditionalrighttodefersettlementofa liabilityforatleast12monthsafterthereportingdate,regardlessofwhentheactualsettlementisexpectedto occur.

1FBudget

TheestimatedrevenueandexpenseamountsintheStatementofOtherComprehensiveIncomerepresent approved budget estimates and are not audited.

1GAdoption of New and Amended Accounting Standards

Inthecurrentyear,CCAhasreviewedandassessedallthenewandrevisedStandardsandInterpretations issuedbytheAustralianAccountingStandardsBoard,anddeterminedthatnonewouldhaveamaterialeffect on CCA's operations or financial reporting

1HPending Accounting Standards

CertainnewAustralianAccountingStandardsandinterpretationshavebeenpublishedthatarenotmandatory forthe30June2025reportingperiod.CCAassessestheimpactofthesenewstandards.Asat30June2025 therewerenonewaccountingstandardsorinterpretationsissuedbytheAASBwhichareapplicableforthe year ending 30 June 2025 that are expected to impact CCA.

InSeptember2024theAustralianAccountingStandardsBoard(AASB)issuedtwoAustralianSustainability ReportingStandards(ASRS).ThisfollowedCommonwealthlegislationestablishingAustralia'ssustainability reportingframework.Relevantentitieswillberequiredtoundertakemandatoryreportingofclimate-related disclosuresinfuturefinancialyears.PublicsectorapplicationissuesremainunderconsiderationandCCAwill continue to monitor developments and potential implications for future financial years.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 2 Events after Reporting Date

On24June2025,BurnieCityCouncilunanimouslyresolvedto re-joinCCAeffectivefromthe2025–26financialyear.CCA formally accepted the proposal on 10 September 2025

Note 3 Government Grants

in respect of the

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:

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 3 Government Grants

RevenueisrecognisedwhenCCAobtainscontrolofthecontributionortherighttoreceivethecontributions,itisprobable thattheeconomicbenefitscomprisingthecontributionwillflowtoCCAandtheamountofthecontributioncanbe measured reliably.

CCAdetermineswhetheranenforceableagreementexistsand whetherthepromisestotransfergoodsorservicestothe customerare‘sufficientlyspecific’.Ifanenforceableagreementexistsandthepromisesare‘sufficientlyspecific’(toa transactionorpartofatransaction),CCAappliesthegeneralAASB15principlestodeterminetheappropriaterevenue recognition. If these criteria are not met, CCA considers whether AASB 1058 applies.

GrantincomeisrecognisedasrevenuewhenCCAobtainscontrolovertheassetscomprisingthereceipt.Controlover grantedassetsisnormallyobtainedupontheirreceipt(oracquittal)oruponearliernotificationthatagranthasbeen secured, and are valued at their fair value at the date of transfer.

Wheregrantsrecognisedasrevenueduringthefinancialyearwereobtainedonconditionthattheybeexpendedina particularmannerorusedoveraparticularperiodandthose conditionswereundischargedatbalancedate,theunused grant is also disclosed. Unreceived contributions over which CCA has control are recognised as receivables.

CCArecognisescontributionswithoutperformanceobligationswhenreceived.Incaseswherethecontributionsisfora specificpurposetoacquireorconstructarecognisablenon-financialasset,aliabilityisrecognisedforfundsreceivedin advance and income recognised as obligations are fulfilled.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 5 Other Income

Note 6 Employee Benefits

Note 7 Project Materials and Services

Note 8 Depreciation and Amortisation

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 9 Other Operating Expenses

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 11 Cash and Cash Equivalents

Cashandcashequivalentsincludecashonhandanddepositsheldat-callwithfinancialinstitutionsandothershort-term highly liquid investments with the original maturities of three months or less

SomeofCCA’scashandcashequivalentsaresubjecttoexternalfundingrestrictionsorareheldforspecificbusiness activities,thislimitstheamountsavailableforfuturediscretionaryuse.Thesefundsareheldasresidualprojectfundsin relation to relevant commitments, see Note 19 for details of areas these funds are committed.

Note 12 Receivables

Receivablesarecarriedatamortisedcostusingtheeffectiveinterestratemethod.Aprovisionforimpairmentis recognised when there is objective evidence that an impairment loss has occurred. Debtorsarerequiredtosettletheiraccountswithin14days oftheinvoicebeingissued.CCAdoesnothaveanyconcerns regarding payment of outstanding debt.

Note 13 Property, Plant and Equipment

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 13 Property, Plant and Equipment

Movements in Carrying Amounts

Right-of-Use Assets

Accounting policy

Plant, Equipment and Leasehold Improvements

Plant and equipment is measured at historical cost less accumulated depreciation and impairment.

Depreciationiscalculatedonadiminishingvaluebasisovertheusefullivesoftheassets,commencingfromthetimethe assetisheldreadyforuse.Thedepreciationratesusedforeachclassofdepreciableassetarelistedbelowandare consistent with the prior year.

Plant and Equipment: 0.55% - 66.67%

Leasehold Improvements: 10%

Depreciationratesandmethodsarereviewedannually,andresidualvaluesandusefullivesareadjustedifappropriate attheendofeachreportingperiod.Itemsofplantandequipmentarederecognisedupondisposalorwhenthereisno future economic benefits to CCA.

Contract Asset

Revenue received for contract assets is recognised once performance obligations (milestones) have been met.

Allexpenditureinrelationtocapitalworksarecapitalisedandtransferredtothecontractassetaccountattheendofthe month in line with AASB15.

CCArecognnisesacontractualassetforworkinprogresswhereaperformanceobligationissatisfiedbytransferringa promisedgoodorservicetothecustomer,beforethetransferisprocessed.Contractualassetsareexpensedwhenthe right to the asset is transferred to the customer.

CCA reviews contractual assets for impairment on an annual basis.

Attheendofeachreportingperiod,CCAreviewsthecarrying valuesofitsassetstodeterminewhetherthereisany indicationthoseassetshavebeenimpaired.ImpairmentlossesarerecognisedintheStatementofComprehensive Incomeunderexpenses.Reversalsofimpairmentlossesarerecognisedunderincome.Fornon-cashgeneratingassetsof CCA,thecarryingvalueispresentedbythedepreciatedvalueoftheassetapproximatedbythewrittendown replacement cost.

Aright-of-useassetisinitiallymeasuredatcostcomprisingtheinitialmeasurementoftheleaseliabilityadjustedforany leasepaymentsmadebeforethecommencementdate(reducedbyleaseincentivesreceived),plusinitialdirectcosts incurredinobtainingtheleaseandanestimateofcoststobe incurredindismantlingandremovingtheunderlyingasset, restoringthesiteonwhichitislocatedorrestoringtheunderlyingassettotheconditionrequiredbythetermsand conditions of the lease.

Right-of-useassetsaredepreciatedovertheshorterperiodofleasetermandusefullifeoftheunderlyingasset.Ifalease transfersownershipoftheunderlyingassetorthecostoftheright-of-useassetreflectsthatCCAexpectstoexercisea purchaseoption,therelatedright-of-useassetisdepreciatedovertheusefullifeoftheunderlyingasset.Thedepreciation starts at the commencement date of the lease.

of Use Asset 20% - 48%

PayablesrepresenttheliabilityoutstandingattheendofthereportingperiodforgoodsandservicesreceivedbyCCA duringthereportingperiodwhichremanunpaid.Thebalance isrecognisedasacurrentliabilitywiththeamounts normally paid within 30 days of recognition.

Right

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 15 Provisions

Employeebenefitsinclude,whereapplicable,entitlementstowagesandsalaries,annualleave,personalleave,long serviceleave,superannuationandanyotherpost-employmentbenefits.ExpensesarerecognisedintheStatementof ComprehensiveIncomewhenadecreaseinfutureeconomicbenefitsrelatedtodecreaseinassetoranincreaseina liability has arisen that can measured reliably.

Liabilitiesforwagesandsalaries,annualleave,andlongserviceleaveexpectedtobesettledwithin12monthsoftheend of the reporting period are measured at the amounts expected to be paid when the liabilities are settled.

Short-Term Obligations Long-Term Obligations

Theliabilityforlongserviceleaveandannualleavewhichisnotexpectedtobewhollysettledwithin12monthsafterthe endofthereportingperiodinwhichtheemployeerendersthe relatedservicesisrecognisedintheprovisionofemployee benefitsandmeasuredasthepresentvalueofexpectedfuturepaymentstobemadeinrespecttoservicesprovidedby employeesuptotheendofthereportingperiod.Expectedfuturepaymentsarediscountedusingmarketyieldsatthe endofthereportingperiodonnationalgovernmentbondswithtermstomaturityandcurrencythatmatch,ascloselyas possible, the estimated future cash flows.

Leave Benefits

Noaccrualismadeforpersonalleaveasexperienceindicatesthat,onaverage,personalleavetakenineachreporting periodislessthantheentitlementaccruinginthatperiod, andthisisexpectedtorecurinfuturereportingperiods.CCA does not make payment for any untaken personal leave entitlements.

DuringtheyearCCAmadetherequiredsuperannuationcontributionsforalleligibleemployeestoanappropriate complying superannuation fund as required by the Superannuation Guarantee (Administration) Act 1992

Note 16 Lease Liabilities

The lease liability in the maturity analysis is presented using undiscounted contractual amounts beore deducting finance charges.

Theleaseliabilityismeasuredatthepresentvalueofoutstandingpaymentsthatarenotpaidatbalancedate, discountedbyusingtherateimplicitinthelease.WherethiscannotbereadilydeterminedthenCCA'sincremental borrowing rate for a similar term with similar security is used.

Theleaseliabilityissubsequentlymeasuredbyincreasing thecarryingamounttoreflectinterestontheleaseliability(using the effective interest method) and by reducing the carrying amount to reflect the lease payments made.

Maturity analysis of undiscounted lease liabilities

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 17 Other liabilities

Grantswhichhavespecificperformanceobligationsyettobesatisfiedasat30Junewherethefundingagreement includesa“TerminationofConvenience”clausegivingtheGrantortherighttoterminatetheDeedbynoticeinwriting, gives rise to a financial liability in accordance with AASB 9.

Note 18 Contract liabilities

GrantswhichhavespecificperformanceobligationsandhavenoTerminationofConvenienceclauseyettobesatisfied as at 30 June under an enforceable contract.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 19 Project Reserves

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 20 Cash Flow Information

Reconciliation of cash flows from operating activities to surplus / (deficit) Result from continuing operations 2,032,704(5,992,356)

Change in assets and liabilities:

Decrease/(increase) in receivables and prepayments (2,205,544)(165,251)

Increase/(decrease) in creditors and other payables 1,066,937(1,550,622)

Increase/(decrease) in provisions

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.

Notes

to and forming part of the General

Purpose Financial Statements for the year ended 30 June 2025

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

TheChiefExecutiveOfficerhasoverallresponsibilityfortheestablishmentandoversightoftheriskmanagement framework.RiskmanagementpoliciesareestablishedtoidentifyandanalyserisksfacedbyCCA,tosetappropriaterisk limitsandcontrols,andtomonitorrisksandadherencetolimits.Riskmanagementpoliciesandsystemsarereviewed regularly to reflect changes in market conditions and business activities.

CCAhasanAuditandRiskCommittee,withthepurposebeingtoreporttotheBoardandprovideappropriateadvice andrecommendationstoassisttheBoarddischargeitscorporategovernanceresponsibilities.Italsoprovidesaliaison between CCA and the external auditor.

The Committee is responsible for reviewing and reporting to the Board on the following matters;

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

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

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

a) Interest Rate Risk

CCAhasnoborrowingssubjecttointerestrateriskatthebalancedatebutdoesholdinvestmentswhicharesubjectto interestratefluctuation.CCAdoesnotconsiderthattheriskhasanadverseeffectontheperformanceofthebusiness becauseanyinterestreceivedisadditionalincometothefundsreceivedunderfundingarrangements.Onlywhenthe interestisreceiveddoesitbecomeavailabletoinvestfurtherintheprojectstowhichthegrantdeedandfunding agreements apply.

b)Credit Risk

CreditriskistheriskthatacontractingentitywillnotcompleteitsobligationsunderafinancialinstrumentandcauseCCA tomakeafinancialloss.CCAhasexposuretocreditriskonsomefinancialassetsincludedintheStatementofFinancial Position.

CreditriskarisesfromtheCCA’sfinancialassets,whichcomprisecashandcashequivalents,andtradeandother receivables.ThemajorityofdebtorsareMemberCouncilsandgovernmententitieswhereinstalmentsarereceivedin accordancewithpaymentschedulescontainedinthegrantdeedsandfundingagreements.Thegrantdeedsand fundingagreementsalsocontainclausesthatshouldfundsberequiredtobereturnedtotherespectivegovernment entity,theamounttobereturnedisnetoflegallycommittedcontractualarrangements.Tominimisethecreditrisk,each grantdeedorfundingagreementisassessedbeforeexecutingtoensureCCAhasadequateresourcestoperformthe obligations under any deeds or agreements.

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:

(not yet due)

Past due by up to 30 days

Past due between 31 and 180 days

Past due between 181 and 365 days

Past due by more than 1 year

Trade & Other Receivables

Categories of Financial Assets and Financial Liabilities

2,834,114

Financial liabilities (1,371,640) (365,430) (660,889) (478,399)

CCAreceivedgrantrevenueinadvancefromDepartmentofNaturalResources&EnvironmentTasmania,Departmentof Premier&Cabinet,DepartmentofIndustry,Science&Resources,NRMNorthandNRMSouth.Grantswherethefunding agreementincludesa“TerminationofConvenience”clausegivingtheGrantortherighttoterminatetheDeedbynotice inwriting,wherebyCCAmustrepaytheGrantorondemand,givesrisetoafinancialliability.Thesearedisclosedabove as “Other Liabilities”.

Liquidity Risk

LiquidityriskistheriskCCAwillnotbeabletomeetitsfinancialobligationsastheyfalldue.CCA’sapproachto managingliquidityistoensure,asfaraspossible,thatitwillalwayshavesufficientliquiditytomeetitsliabilitieswhendue, underbothnormalandstressedconditions,withoutincurringunacceptablelossesorriskingdamagetotheCCA’s reputation.

Typically,CCAensuresithassufficientcashondemandtomeetexpectedoperationalexpensesforaperiodof60days, includingtheservicingoffinancialobligations.Thisexcludesthepotentialimpactofextremecircumstancesthatcannot reasonably be predicted, such as natural disasters.

ThefollowingtableliststhecontractualmaturitiesforFinancialLiabilities.Contractualcashflowsarebasedonthe undiscountedtotalpayment,includingbothprincipalandinterest,ontheearliestpossibledateonwhichCCAmaybe required to pay.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025 2,032,529 863,833

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 21Financial Instruments

Marketriskistheriskthatthefairvalueorfuturecashflowsoffinancialinstrumentswillfluctuatebecauseofchangesin marketprices.TheCCA’sexposurestomarketrisksareprimarilythroughinterestraterisk,withonlyinsignificantexposure to other prices risks and no exposure to foreign currency risk.

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.

Fair Value

Theaggregatenetfairvalueoffinancialassetsandfinancialliabilities,bothrecognisedandunrecognised,atbalance date equates to fair value.

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 22Material Budget Variations

CCA’s2024-25budgetwasadoptedbytheBoardandendorsedbytheRepresentativesinJune2024.Theoriginalprojections havebeenaffectedbyseveralfactors,theseincludeStateandFederalGovernmentdecisionsaroundnewgrantprograms, changingeconomicactivity,anddecisionsmadebytheCCA.Materialvariationsofmorethan+10%and-10%areexplained below.

Income

Income received was up $28k on budget due mainly to;

•

Government grants were down $31k on budget due to the timing of Commonwealth grants.

Other income received was down $10k on budget due to the timing of project contributions.

• • Expenses

Interest received was up $70k due to increasing interest rates.

Expenses were up $355kon budget due mainly to:

•

Project expenses $172k above budget due new NRM projects commencing in the year.

Depreciation and amortisation was $77k above budget due to the amortisation of Right-of-use Assets.

• • Note 23Related

Transfer of Contract Asset to Customers was $585k lower than budget due to the timing of the transfers.

Parties Transactions

a) Board Members

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

Directors

Chief Executive Officer

NRM Business Manager

Regional NRM Manager

Finance Manager

Ms. Barbara Hingston AM

Ms. Cheryl Fuller

Mr. Gerard Blizzard

Mr. John Dowling

Mr. Matthew Greskie

Mr. Peter Voller PSM

Mr. Shane Crawford (to Nov 2024) *

Ms. Vanessa Adams (from Mar 2025)

The Hon. Sid Sidebottom

Ms. Sheree Vertigan AM

Mr. Spencer Gibbs

Dr. Bonnie Bonneville

Mr. Patrick Harvey

Shane Crawford resigned from the CCA Board in November 2024 following his appointment as General Manager of the Burnie City Council in December 2024. At the time of his appointment, Burnie was not a member council of CCA.

Note 23Related Parties Transactions

CCAconductsbusinesswithallDirectorsonthesametermsandconditionsasthoseenteredintowithotherindividuals andorganisations.DuringtheFinancialYeartherewerenofinancialtransactionswithDirectorsotherthanthe Remuneration disclosed below.

KeyManagementPersonnel(KMP)arethosepersonshavingauthorityandresponsibilityforplanning,directingand controlling the entity. Representatives are elected to represent each council and have been identified as KMP. However, do not receive remuneration and therefore, are not included in the KMP remuneration disclosure below.

TerminationbenefitsforKMPincludepaymentsduringtheyearrepresentingthebalanceofaccruedannualandlong service leave entitlements payable.

b)Key Management Personnel Remuneration

KMP include Directors, the Chief Executive Officer and Senior Management

Short-term employee benefits

Post-employment benefits

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025 621,487 71,472 19,877

TransactionswithRelatedPartiesdisclosedincludetransactionswithRelatedPartiescontrolledorjointlycontrolledby KMP.Detailsoftransactionsthatoccurred,includingthenatureofthetermsandconditionsrelatingtothetransactionand the aggregate amount of each type of transaction are provided below. 549,640 60,460 (10,751)

Other long-term employment benefits Total 712,837 599,349

Notes to and forming part of the General Purpose Financial Statements for the year ended 30 June 2025

Note 23Related Parties Transactions

c)Transactions with Related Parties

DetailsoftransactionsbetweenCCAandotherrelatedpartiesaredisclosedbelow,allcontributionsweremadeinthe normal course of CCA's operations.

received from related entities

Fees and charges received from entities controlled by KMP

Purchase of materials and services from entities controlled by KMP

Materials and services purchased by related entities

Contributions received from related parties were in accordance with the CCA’s approved annual budget adopted by the Representatives in June 2024. 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.

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

Nil for 2025

CCA made contributions to related parties to support the cat management program.

vi. CCA tranferred the Coastal Pathway to member councils upon completion.

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 2025

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 2025, CCA did not owe any money to related parties:

As at 30 June 2025, the following balances were receivable from related parties:

•Circular Head Council $4,186

•Waratah Wynyard Council $15,076

•West Coast Council $4,330

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. 2025 Capital Expenditure Commitments Contractual commitments

Contractual commitments

Cradle Coast Authority Statement by Directors

For the Year Ended 30 June 2025

The financial report presents fairly the financial position of Cradle Coast Authority as at 30 June 2025 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:

The Hon. Sid Sidebottom

Chair

18 September 2025

Mr Philip Reid

Managing Director

18 September 2025

Sid Sidebottom

Cradle Coast Authority Annual Report 2025

ACKNOWLEDGEMENT OF COUNTRY

CONTENTS

FROM THE CHIEF REPRESENTATIVE

COUNCIL REPRESENTATIVES

FROM THE CHAIR

Greetings!

BOARD OF DIRECTORS

Board members at 30 June 2025:

CHIEF EXECUTIVE OFFICER’S REPORT

STRATEGIC SUPPORT AND SERVICES

Cradle Coast Regional Land Use Strategy

Advocacy/stakeholder engagement

REGIONAL DEVELOPMENT

REDC CHAIR MESSAGE

Shared Coastal Pathway

Farm Vehicle Washdown and Effluent Dumping Facilities

Cradle Coast Future Energy Hub

Steps towards Sustainability – Pause Places

NATURAL RESOURCE MANAGMENT

LAND WATER BIODIVERSITY

LAND

SHOWCASE PROJECT

Project overview:

PROJECTS

PROJECTS

National Soil Monitoring Program

WATER

SHOWCASE PROJECT

PROJECTS

Tasmanian NRMs: Scaling Nature-based Solutions for Flood Resilience and Recovery

PROJECTS

PROJECTS

BIODIVERSITY

PROJECTS

PROJECTS

SHOWCASE PROJECT

PROJECTS

Giant Freshwater Crayfish Recovery – Part 2

Swift Parrot Nest Box Monitoring at Kelcey Tier Reserve

Implementing the Tasmanian Cat Management Plan

Circular Head Roadkill Mitigation Project

CROSS-THEMED PROJECTS

Community NRM Engagement Program

PROJECTS

Carbon Baseline Assessment

Key Findings

Travel emissions

Activity v Spend Data

Breakdown of Scopes into emission categories

Emissions per Activity

FINANCIAL REPORT

Contributions received for Projects and Operations

Principle Comments

Independent Auditor’s Report

To the Members of the Cradle Coast Authority

Report on the Audit of the Financial Report

Opinion

Basis for Opinion

Responsibilities of Management and Directors for the Financial Report

Auditor’s Responsibilities for the Audit of the Financial Report

Cradle Coast Authority

Cradle Coast Authority Statement of Financial Position as

Cradle Coast Authority Statement of Cash Flows

Cradle

Note 1 Material Accounting Policies

Note 1 Material Accounting Policies

Notes

Purpose Financial Statements for the year ended 30 June 2025

Note 22Material Budget Variations

Parties Transactions

Note 23Related Parties Transactions

Notes to and forming part of the General Purpose Financial

Statements for the year ended 30 June 2025

Cradle Coast Authority Statement by Directors