Annual Report

Page

Annual

Report

2006/07

30 Marine Terrace PO Box 338

BURNIE TAS 7320

Telephone: (03) 6431 6285 Facsimile: (03) 6431 7014

Email: [email protected] Website: www.cradlecoast.com

King Island

Contents

Charter 2006/07 ............................................................................................................................... 4

Chief Representative’s Report .......................................................................................................... 7

Executive Chairman’s Report ........................................................................................................... 8

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

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

Guaranteeing Futures Area Taskforce Program Manager’s Report ................................................... 12

Organisational Chart....................................................................................................................... 14

The Board ...................................................................................................................................... 15

Council Representatives ................................................................................................................. 16

Committees and Advisory Groups operating during 2006/07 ........................................................... 17

Board/Committee membership ...................................................................................................... 18

Annual Plan Projects Report ........................................................................................................... 19

Total Value of Projects in 2006/07 .................................................................................................. 44

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

Financial Report ............................................................................................................................. 46

NOTE: This document is available on the Authority’s website at www.cradlecoast.com

The Cradle Coast Authority acknowledges its participating Councils in supplying photos for this report.

The Nut, Stanley

http://www.cradlecoast.com/Files/01097_CradleCoastAuthorityPortal.asp

Charter 2006/07

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

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

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

to important issues affecting the Region which are not specifically identified in the charter. The Charter is reviewed annually by the Board for approval by the Representatives and is to be read in conjunction with the Authority’s Annual Budget and Annual Plan for the same year. Description The Authority was created in March 2000 under the provisions of the Local Government Act by the nine Local Government Councils of northwest and western Tasmania, referred to as ‘the participating councils’. The participating councils are: Burnie City, Central Coast, Circular Head, Devonport City, Kentish, King Island, Latrobe, Waratah-Wynyard and West Coast Councils. The Cradle Coast region comprises the combined areas of the Authority’s participating Councils. The Authority is governed by a two-tiered structure comprising representatives of the participating Councils (‘the Representatives’) and a skills-based board of directors (‘the Board’). The Representatives (two from each Council) appoint and review the Board, approve the Authority’s guiding documents and meet quarterly to review progress against the Annual Plan and Annual Budget. The Board comprises eight directors: five persons appointed from public nominations with skills covering agriculture, industry, commerce, education/training and tourism; two persons appointed from nominations from participating councils and one director appointed from nominations of the General Managers of the participating councils. Funding of the core operations of the Authority, including its governance, administration and leadership roles, is provided directly by the participating councils. All other projects and initiatives are resourced through partnerships, funding agreements and service contracts negotiated with external parties.

Map of Cradle Coast Region

Page 4

Charter 2006/07 (cont.)

Purpose

Under Rule 31 of its Rules, the Authority may exercise its functions and powers for the following purposes:

to provide leadership for the Cradle Coast Region and the participating councils; or

to promote and achieve economic development (including tourism development) for the Cradle Coast Region which may be achieved through economic development (including tourism development) in any single municipal area; or

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

to provide for means of cooperation between the participating councils; or

to do anything for or on behalf of any one or more of the participating councils; or

to do anything for or on behalf of any other council, government entity, or business on a commercial fee for service basis; or

with the agreement of the relevant participating council, charge a participating council a fee for anything it does on behalf of that council.

Themes

Within the scope of its Rules, the Board currently interprets the Authority’s role to include any aspects of sustainable development of the Cradle Coast region, its economy and communities that can be meaningfully influenced through leadership, coordination and service delivery at regional scale.

On this basis, the Board has identified the following four ‘themes’ covering what it understands to be the major sustainable development issues currently facing the region. Together, they define the Authority’s current scope of activity and represent what the region should aim to achieve and best be known for. Values The Board has established a set of regional values to help ensure that anything the Authority does to address these themes is done in ways that contribute to the interests and wellbeing of the region as a whole.

On this basis, all decisions, policies and actions of the Authority should seek to embody, enhance and promote:

the wellbeing of our people and environment;

innovation, creativity and entrepreneurship;

leadership, excellence and best practice;

cultural diversity; and

preservation of the region’s heritage, lifestyle and the identity of its communities.

Dynamic communities

Issues affecting the wellbeing and quality of life of current and future residents, demographic change and the viability and identity of local communities.

Resilient industries

Issues affecting the region’s ability to respond positively to changes in its major industries and employment sectors that are driven by factors beyond its control.

Sustainable landscapes

Issues affecting the protection of native species and habitats, maintenance of productive resources and management of natural, rural and coastal landscapes.

Innovative governance

Issues affecting the region’s capacity to respond to challenges and opportunities, interact with other levels of government and provide the services its communities need.

Theme Current issues Objectives

Dynamic Communities

Population sustainability

More young, skilled and creative people and families choosing to live in the region for its quality lifestyle opportunities.

Learning and workforce participation

Increased participation in post-compulsory education, training and employment.

Health and wellbeing

Healthy communities with reliable access to the health services they need, when they need them.

Resilient industries

Vegetable industry reform Competitive agrifood value chains based on innovative production and value-adding.

Tourism market share Increasing visitor numbers and yield based on quality visitor experiences that are unique to this region.

Trade skills shortage

Workforce stability and growth in the region’s manufacturing and engineering sectors.

Sustainable landscapes

Natural Resource Management

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

Land use planning Land use policies that meet the environmental, social and economic needs of regional communities and industries.

Waste management

Regionally-appropriate waste management systems operating within state policies.

Innovative governance

Regional leadership

Recognition and support for regional issues, objectives and strategies in local communities and at all levels of government.

Regional delivery and coordination

Effective, efficient and accountable delivery of public investment and strategic partnerships to address identified regional needs.

Local government services Sustainable delivery of local government roles and services that meet the needs of local communities and businesses.

Charter 2006/07 (cont.)

Current issues and objectives The following table outlines the current priority issues currently identified under each theme, and the objectives the Authority pursued in 2006/07. Full details are shown in the Annual Plan Projects Report, which commences on page 19.

Page 6

Ulverstone

Chief Representative’s Report

This has been a year of progression and consolidation. There exists through the teamwork of the Cradle Coast Councils, recognition of a region that has its act together in the interest of a region, its industries and its people. The unity of a region is of paramount importance to the gains we have made and the challenges we will face in the future.

The leadership that the Authority represents has opened doors for the region and will continue to do so as long as our bureaucratic and political voices are consistent. Change of course is always on the horizon and the review of the Authority by the Local Government Board is welcome and could provide opportunities for change.

The year ahead will provide opportunities and challenges such as planning reform and water and sewerage reform. It is essential that we meet these challenges and capitalize on opportunities as a unified team. If we are divided we will fail our region, our Councils, our industries and resources, but most importantly we could fail our people.

In conclusion I wish to thank the staff, Board and Representatives of the Authority for their support in my role as Chief Representative.

Mayor Darryl Gerrity CHIEF REPRESENTATIVE

Strahan

Executive Chairman's Report

2006/07 was a year of continued growth and change for the Authority, demonstrating again the strength and versatility of the regional model adopted by its Councils seven years ago.

The Sustainable Regions program officially ended for this region in June 2006, but the timelines and follow-up reporting of many projects extended well into 2007. Over four years, the Authority successfully brokered funding for 46 projects with a total value of $44,542,842, spanning education, tourism, food and engineering sectors, with significant projects in all Council areas.

The Authority’s role in this process is over, but the projects it supported are now generating benefits for the region in terms of improved exports, employment, visitor numbers and education outcomes. Importantly, many pilot and planning projects funded under Sustainable Regions have now provided the basis for follow-up investment and recurrent funding commitments in the region.

But there is life after Sustainable Regions. One year on, the Authority has continued to use its core resources to attract external funds and partners for projects that meet the region’s changing needs.

Highlights in tourism include the launch of a regional tourism brand, a planning process to manage future development in the Tarkine and creation of a regional Marketing Manager position, reflecting a deliberate shift from ‘tourism industry support’ to management of the region as a destination.

Cradle Coast Natural Resource Management (NRM) delivered its second regional investment plan, directing this region’s share of Natural Heritage Trust funds to priority projects including the highly successful regional weeds strategy, providing assistance for landowners, community groups and Councils across the region to undertake on-ground works as part of a coordinated campaign.

Following the success of education initiatives under the Sustainable Regions program, the Authority entered a three-year agreement with the State to prepare a strategic plan for youth education, training and employment in the region. This plan will influence future changes to the State’s education system and ensure that the particular needs and challenges of young people in our region are dealt with at policy and planning levels, not just when they ‘fall through the gaps’ in the system.

In a similar way, the Authority has continued to lobby for a ‘whole of region’ hospital system driven by evidence-based planning and coordination of services under a regional management structure. Together with GP North West and the Rural Clinical School, the Authority initiated a regional health planning process, later abandoned by the State in favour of a statewide approach.

The Authority and its partners contributed to, and supported, the resulting Statewide Clinical Services Plan as the best attempt yet at a needs-based plan for hospital services in this region, but will continue to work with all levels of government to achieve their initial objectives for the region.

And, for the first time, representatives of all nine member Councils asked the Authority to facilitate detailed proposals for establishment of a regional strategy, levy and coordinating structure for waste management in the region, and processes for regional reforms to Council planning schemes.

These final two initiatives represent a new chapter in the Authority’s evolution, and an important test of its ability to provide a means for real cooperation and collaboration between Councils in the region, in addition to the broader regional development roles it has focussed on so far.

The Authority’s Board and staff look forward to these and other challenges in the year ahead, and to further exploring the Authority’s ability to deliver value and benefits to its Councils and the region.

Roger Jaensch EXECUTIVE CHAIRMAN

Page 8

Regional Tourism Development Manager’s Report

The final paragraph of my report in the 2005/06 Annual Report confirmed that whilst the tourism industry was undergoing significant change, it was important that we remained positive about the future of the industry in this region. Twelve months later I continue to call for that positive commitment to this industry as the levels of change continue, domestic tourism patterns remain turbulent and the local industry continues to work professionally and aggressively to maximise the opportunities available to it.

Visitor numbers to the State have improved throughout the year, based primarily on the availability of discounted airfares into Hobart and Launceston. Tourism Tasmania research for the twelve months to June 2007 confirms that visitor numbers to the Cradle Coast region fell by 2% to 360,000 visitors, visitor nights increased by 3% to 1,308,000 nights with the average daily spend by visitors to the State rising from $177 to $182 per person. This data confirms that the yield from tourism to the region for the twelve months to June 2007 exceeded $238 million which equates to an increase of $30 million dollars over the preceding twelve months.

Positive data in a time of uncertainty is always well received and this regional data is no exception to the rule. However, projections for growth in regional tourism across Australia remain static and the region must continue to remain united it its approach to the promotion and development of its tourism industry as competition for consumers’ disposable dollars becomes even more competitive. Home entertainment systems that can be paid off over extended interest free periods, home renovations and international travel options are all options that are becoming more appealing to the traditional “Tasmanian Touring Market” and discount air fares are driving a short break market in to Tasmanian airport dominated destinations.

However through all of these issues the region does remain positive and the industry more united then ever to work together to secure the region’s tourism industry. Tourism is now partnering with a variety of industry sectors to develop visitor experiences in the region.

Primary produce is now both a local product/experience and an asset that can be used to promote the region. The Authority has commenced working with this industry and will continue to do so throughout the coming months.

Mining companies are being engaged to discuss how they may support the development of mining related visitor experiences in the region as well as land managers and conservation groups working together with Local Government and tourism to develop experiences aligned to the Tarkine.

Local Tourism Associations are working together to develop local destination brands and marketing strategies to promote their destinations, and issues of municipal boundaries, once considered an obstacle to cooperative tourism promotion and development, are now ignored as the needs and expectations of the visitors are driving development and promotion.

“Cooperative Marketing” of the region is the new frontier for the Cradle Coast Authority, with funds secured through the Tourism Promotion Plan enabling the employment of a full time Marketing Manager. This appointment will address what has been perceived as a weakness for the region and provide an opportunity to help address the issue identified above of declining visitor numbers. The regional brand work completed during 2006 will now be officially launched into the market place, with preliminary work completed using the story theme during 2006/07 proving highly successful.

Continued on page 10

During 2006/07 the industry faced new hurdles, new issues and addressed new opportunities. The region did retain its level of confidence, remained positive about the future and moved forward, achieving its second consecutive increase in annual visitor nights and spend in the region. Collectively we now need to address the decline in numbers through an enhanced marketing presence and ongoing product and experience development and the Authority will continue to manage proactively these projects though 2007/08 with all of its key partners and stakeholders.

Ian Waller REGIONAL TOURISM DEVELOPMENT MANAGER

Page 10

Spirit of Tasmania, East Devonport Terminal

Natural Resource Management (NRM) Executive Officer’s Report

The primary focus of 2006/07 has been on the implementation of Regional Investment Proposals (RIP’s) 1 and 2. In total 26 projects were initiated in RIP1 with many successful projects continuing, or providing the basis for extension work, in RIP2. These projects were truly diverse in nature, from Dairy Effluent to Marine Habitat Mapping and the outcomes and reports generated from these projects are starting to flow and are currently being assessed.

While the RIP investment (Natural Heritage Trust funded) has provided the core funding for 2005/06 activities, we have successfully assisted in the development of applications for the National Landcare Program that netted $450,000 (approx.) in additional project funding for delivery in 2007/08. The Envirofund Round 8 in 2006 saw a further $165,000 (approx.) in applications approved for 5 groups in the region and a further $32,000 to assist regional NRM staff provide better support to King Island and the West Coast communities in future application rounds.

As the implementation of regional NRM has evolved in 2005/06 it has been necessary to re-evaluate our internal resources to effectively facilitate and deliver NRM activities in the region. As a consequence we have designed and implemented a new operational structure to better meet our current and future needs. This incorporates an increase in our staff resources, flexibility and technical skills to better respond to new funding programs and better assess the information generated by our activities.

The challenge is now to use this information to advance our strategic planning and better integrate our NRM activities. Activities like the Regional Weeds project, which successfully integrated delivery through local government, industry and the wider community, will provide a good basis for future work. This will be complemented by improved data management and GIS capacity at a regional level. This strategic approach is supported by the Australian Government’s continued commitment to the regional delivery model, with NHT funding now secured for July 2008 till June 2011 and provisional funding sought to take NHT through till June 2013. As a consequence, the development of RIP3 started in 2005/06 and is currently ongoing.

The Regional NRM Strategy remains relevant for the development of RIP3, but the Targets and Strategy itself are scheduled for review in 2009 and 2010 respectively. Commitment for State support in funding the review has already been sought but will be dependent on the review of the Tasmanian Natural Resource Management Act 2002, which is currently underway.

We look forward to the challenges of 2007/08 and remain committed to improving our contribution to NRM activity in the region. However it would not be possible without the massive contribution of the North West community in supporting and participating in the management of our natural resources.

David McCormack EXECUTIVE OFFICER, NATURAL RESOURCE MANAGEMENT

Guaranteeing Futures Area Taskforce Program Manager’s Report

The Cradle Coast Authority hosts the Area Taskforce under the Tasmanian Government’s Guaranteeing Futures initiative. The role of an Area Taskforce is the identification of barriers to youth participation in post-compulsory education, training and employment in the region and ways to address them through coordinated service delivery. The Program Manager commenced employment in November 2006 with full-time project activity commencing in January 2007.

The Area Taskforce project will build on the capacity the Cradle Coast Authority has developed under the Stronger Learning Pathways (SLP) projects and other education and training projects undertaken in previous years. The Area Taskforce will complement the activity of current service providers and serve as a resource to the region coordinating strategic information and facilitating coordinated service delivery. The Area Taskforce initiative provides an opportunity to connect, inform and guide existing and future activity in this crucial area of community and regional development.

A Strategic Regional Plan has been prepared based on:

analysing the region’s current population, industry and skills profiles;

identification of current capacity of our education and training providers and systems; and

identification of gaps to meet the requirements of regional and community development initiatives.

This Strategic Plan will be regularly reviewed and revised as the Area Taskforce initiative develops.

Major activities and projects for the reporting period have been:

Consultation with stakeholders for development of regional strategic plan;

Analysis of available regional data and preparation for release of Census 2006 data;

Development of Action Plan for post-SLP activity, including consultation about appropriate use of SLP project learning's;

Research of pilot transition support project in partnership with Guaranteeing Futures team in Department of Education Learning Services (North West) for implementation in term three 2007;

Preparation of specifications for web portal (in consultation with Department of Education to complement statewide portal for Area Taskforce initiatives and Northern Tasmania Area Taskforce);

Compilation of dossier of student/parent issues regarding student transport and accommodation (additional funds were allocated in the 2007/08 state budget for student accommodation); and

Reviewing appropriateness of “innovative projects” small grant program under auspices of Area Taskforce.

Other activities during the year have included sponsorship of the Cradle Coast Careers Expo and the Cradle Coast Science Fair.

An Education, Training and Workforce Development Reference Group (ETWDRG) was established to advise the Authority’s Board on education, training and employment matters generally. This reference group was established following review of the evaluation report for the Stronger Learning Pathways project.

In the 2007/08 State budget, the Minister for Education announced changes to the structure of post-compulsory education and training to commence in 2009. The Authority has been active in facilitating a regional response to these reforms. The Education Minister has met with the Board and local government representatives and the Authority will continue to facilitate regional engagement processes.

Page 12

The Cradle Coast Authority is the lead agency for the Office of Post-Compulsory Education and Training (OPCET) in an application for project funding under the Australian Government Targeting Skill Needs in Regions programme. The project working title is “Developing Skills for Sustainable Agrifood Value Chains”. At the time of reporting this project is under review by the Australian Government Minister for Vocational and Further Education.

The Authority also supports the activities of community-based groups such as Central Coast Youth Engaged Steering Committee and the Circular Head Education and Training Consultative Committee. The Authority is represented on community reference groups for the Careers Advice Australia Local Community Partnership and the Australian Technical College Northern Tasmania Burnie Campus.

The period November to June has been very much a preparation for future activity. Continuing reforms within the education sector, particularly Qualifications and Skills for Tasmania Tomorrow and the establishment of the new Skills Tasmania Board, will continue to present exciting challenges for the Authority and its partners.

Geoff Speers GUARANTEEING FUTURES AREA TASKFORCE PROGRAM MANAGER

Cradle Coast Science Fair

Organisational Chart 2006/07

EXECUTIVE CHAIRMAN Roger Jaensch

Funded by Council Contributions

EXECUTIVE OFFICER Karen Hampton

Funded by Council Contributions

FINANCE & ADMINISTRATION MANAGER

Heidi Hillbeck Funded by Council Contributions

GUARANTEEING FUTURES AREA TASKFORCE PROGRAM

MANAGER Geoff Speers

Funded by Office of Post Compulsory Education and

Training (OPCET)

REGIONAL TOURISM DEVELOPMENT MANAGER

Ian Waller Funded by Council Contributions

NATURAL RESOURCE MANAGEMENT EXECUTIVE

OFFICER David McCormack Funded by DPIW

EXECUTIVE ADMINISTRATION OFFICER

Karen Arnold Funded by Council Contributions

ADMINISTRATION ASSISTANT

Rosemary Britton Funded by NRM

TRAINEE RECEPTIONIST & ADMINISTRATION ASSISTANT

Krystal Shipley Funded by Council Contributions

TOURISM INDUSTRY DEVELOPMENT CONSULTANT

Wayne Bolton Funded by Tourism Tasmania

REGIONAL EVENTS OFFICER Ben Bovill

Funded by Events Tasmania, DOTARS & Council Contributions

ARTS @ WORK OFFICER Nicki Fletcher

Funded by arts@work & DOTARS

TARKINE PROJECT OFFICER Jenny Evans

Funded by Dept of Industry, Tourism & Reserves

COMMUNICATIONS & ENGAGEMENT PROGRAM

MANAGER Lynne Robertson Funded by NHT

COMMUNITY LANDCARE CO-ORDINATOR Guy Robertson Funded by NHT

REGIONAL NRM FACILITATOR Sally Fenner

Funded by NHT

WATER & COASTAL PROGRAM MANAGER

Sue Botting Funded by NHT

COASTAL MARINE FACILITATOR Anna Wind

Funded by NHT

FACILITATOR KING ISLAND

Eve Woolmore Funded by NHT

LAND & BIODIVERSITY PROGRAM MANAGER

Charlie Fisher Funded by NHT

COMMUNICATIONS OFFICER

Annette Dean Funded by NHT

CRADLE COAST AUTHORITY BOARD OF DIRECTORS

BUSINESS & STRATEGIC DEVELOPMENT

MANAGER Richard Ingram Funded by NHT

REGIONAL WEED STRATEGY OFFICER

Greg Taylor Funded by NHT

= CORE POSITIONS FUNDED BY COUNCIL CONTRIBUTIONS

Page 14

The Board

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

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

two directors nominated by the participating Councils

one director nominated by the participating Councils General Managers

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

i) agriculture, industry or commence; and

ii) education and training; and

iii) tourism.

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

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

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

Board members who completed their terms in July 2006 were Ms Megan Cavanagh-Russell, Mayor Ross Hine, Mayor David Brewster and Mr Allan Leeson.

Skills/Experience: Appointed August 2006 Term of

Appointment

Local Government Cr Malcolm Fenton 4 year term

Local Government Mr Sam Samec 2 year term

Education/Training and Tourism Ms Lynne Ferencz 4 year term

Agriculture/Industry/Commerce Mr John Howard 4 year term

Agriculture/Industry/Commerce Mr Royce Fairbrother 2 year term

Agriculture/Industry/Commerce Mr Bob Wilson 2 year term

Agriculture/Industry/Commerce Mr Bob Calvert 2 year term

General Managers Mr Alf Mott 4 year term

Bells Parade, Latrobe

Council Representatives

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

The Representatives during 2006/07 were:

Burnie City Council Mayor Alvwyn Boyd Alderman Sandra French

Latrobe Council Mayor Mike Gaffney General Manager Grant Atkins

Central Coast Council Mayor Mike Downie Cr Brian Robertson

Circular Head Council Cr Darryl Quilliam Cr Bernard Charles

Kentish Council Mayor Ian Braid General Manager Mark Crouch

Waratah-Wynyard Council Mayor Kevin Hyland General Manager Paul West

Devonport City Council Alderman Peter Hollister Mayor Lynn Laycock

West Coast Council Mayor Darryl Gerrity (Chief Representative)

Councillor Anne Drake

King Island Council Mayor Charles Arnold Councillor Greg Barratt

Page 16

Committees and Advisory Groups operating during 2006/07

Committee/Advisory Group Members

Recreation Advisory Group Joan Wylie (Chair), Nic Deka, Greg Irwin, Robert Bourke, Richard Muir-Wilson, Evonne Jones, Christine Burns, Deb Mainwaring, Clayton Hawkins, Darrin Cunningham, Roger Jaensch, Karen Hampton

Tourism Professionals Steering Group Ian Waller, Wayne Bolton, Ben Bovill, Nicki Fletcher, Kate Grady, Adam Saddler (Tourism Tas), Jenny Cox, Judy Moore, Sue Parravicini, Deborah Cole, Tina Ingram, Susanne Clear, Lisa Nelson, Jason Clare, Jo-Anne O’Brien

Regional NRM Committee Rick Rockliff (Chair), David Henderson (Deputy Chair), Geoff Coles, Bill Cotching, Eva Finzel, Wes Ford, Nigel Foss, Steve Gall, Phil Kelly, Geoff King, Sharni Radford, Pip Sadler, Casey van Eysden, Jann Williams, *Wayne Tennant, *Paul Smith, *Pat Ellison (*resigned August 2006)

Regional Waste Management Working Group

Paul West (Chair), Roger Jaensch, Paul Arnold, Shane Eberhardt, Jeff McNamara, Daryl Polzin (replaced by Greg Winton Dec. 06), Rowan Sharman, Karen Hampton

Regional Transport Advisory Committee

John Howard (Chair), Andrew Wardlaw, Paul West, Noel Hammond, Steven Jarman, Roger Jaensch

Stronger Learning Pathways Reference Group

Megan Cavanagh-Russell (Chair), Kevin Hyland (TAFE), Jenny Breen (DOE), Roger Jaensch, Karen Hampton (reformed January 07 to ETWDRG)

Education, Training and Workforce Development Reference Group (ETWDRG)

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

Stanley Tourism Precinct Study Steering Committee

Roger Jaensch (Chair), Ian Waller, Bridget Walch, Greg Winton, John Dabner, Paul Smith, Stuart Lennox, Lisa Nelson

Bass Highway (Sisters Hill) Working Group

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

Regional Planning Working Group Mayor Charles Arnold, Patrick Earle, Kathy Schaefer, Peter Fischer, Roger Jaensch

Table Cape Tulips

Annual Report

Documents

Transcript of Annual Report