Partnership Agreement Between

PARTNERSHIP AGREEMENT BETWEEN

GOVERNMENT OF TASMANIA AND GLENORCHY CITY COUNCIL

REDRAFTED SUBSEQUENT TO EVALUATION

SEPTEMBER 2002

PARTNERSHIP AGREEMENT

GOVERNMENT OF TASMANIA AND THE GLENORCHY CITY COUNCIL

AN AGREEMENT made the 19th day of October two thousand. BETWEEN THE CROWN IN RIGHT OF THE STATE OF TASMANIA, and GLENORCHY CITY COUNCIL a body corporate created pursuant to the Local Government Act 1993 WHEREAS the Government of Tasmania is committed to the preparation of a Social and Economic Plan, Tasmania Together which will guide and enhance the future development of the State; AND WHEREAS the Government of Tasmania and the Glenorchy City Council are committed through this and subsequent Agreements to create a genuine, cooperative working relationship to generate new opportunities for growth and development in the Glenorchy region; AND WHEREAS the Parties to this Agreement ACKNOWLEDGE the important role which local government plays in the social and economic development of the communities which it serves; RECOGNISE that the strength and sustainable growth of Tasmania’s regional economies is vital to the overall development of the Tasmanian economy; RECOGNISE that an active partnership between State and local governments is central to identifying opportunities to maximise growth and to building on the State’s economic and social strengths; ACKNOWLEDGE that Partnership Agreements are a key tool for building on the comparative advantage of priority areas, driving region-wide development objectives and outlining priority tasks to achieve economic and social development goals; ARE COMMITTED to the adoption of economic and social development outcomes and service delivery arrangements with most benefit to the Glenorchy municipal region and other Tasmanian communities.

THE PARTIES AGREE AS FOLLOWS:

SECTION 1 - APPLICATION AND INTERPRETATION “Council” means the Council of the municipal area of Glenorchy, a body corporate created pursuant to the Local Government Act 1993 “Parties” means the State and the Council “Partnership Agreement” means this agreement between the Parties “State” means the Crown in right of the State of Tasmania

SECTION 2 - PRINCIPLES OF PARTNERSHIP AGREEMENTS 2.1 Partnership Agreements reflect the State’s desire for improved cooperation between State and Local Government. 2.2 Within a partnering framework, the State will maintain responsibility for services which require uniform standards or consistency. The State will also retain responsibility for State-wide economic development and social issues. 2.3 Changes in responsibilities should achieve overall efficiency across both spheres of government. 2.4 Where services are more effectively and efficiently delivered at the local level, agreement will be reached on appropriate funding arrangements. 2.5 Unless otherwise specified this Agreement is not intended to, and does not create binding legal relations between the Parties. 2.6 Any amendment of existing service delivery or asset ownership arrangements will be the subject of contractual arrangements between Parties, to ensure appropriate accountability and transparency of implementation. 2.7 Results from Partnership Agreements should be measurable through agreed performance indicators. 2.8 The Parties recognise the importance of ensuring that the Glenorchy community is informed and involved in the Partnership Agreement process.

SECTION 3 - DESIRED OUTCOMES 3.1 Through this and subsequent Partnership Agreements, the Parties will identify new opportunities to promote economic development and job

creation, enhance community wellbeing and implement sustainable environmental policies and practices. 3.2 In particular, the Parties have agreed that they wish to achieve the outcomes identified in the Glenorchy Community Plan in the following areas:

BUILDING AN EVEN STRONGER COMMUNITY

• Community Leadership and Participation

• Building and Maintaining Community Assets

SOCIAL

• A Caring Community

• A Safer Community

ECONOMIC

• An Exciting Creative Community

• An Innovative Job-creating Community

ENVIRONMENT

• An Exciting and Rewarding Lifestyle

• An Environmentally Sustainable Community

3.3 The Parties recognise the desired outcomes are inter-linked, and the achievement of individual outcomes will be assisted by the strategies undertaken in respect of other outcomes.

SECTION 4 - ACHIEVEMENT OF DESIRED OUTCOMES 4.1 The Schedules to this Agreement deal with the specific outcomes the Parties wish to achieve together with implementation strategies. The Schedules should be interpreted in accordance with Sections 1, 2 and 3 of this Agreement. 4.2 Unless specifically mentioned, nothing in this Agreement affects any existing or future commitment or obligation entered into outside the terms of this Agreement.

4.3 Changes agreed by the Parties to service delivery arrangements or asset ownership will be confirmed with a binding contract specifying resources and other commitments. These changes will be subject to an appropriate assessment of relevant public interest, risk, or cost benefit. 4.4 The Parties acknowledge that the performance indicators included in the Schedules are to be reviewed following preparation of Tasmania Together, and in light of the Council’s strategic plan.

SECTION 5 - REVIEW 5.1 The operation of this Agreement will be reviewed within three months of the expiry of a three year period commencing on the date of signing of the Agreement. Annual evaluation will be carried out by the Partnership Agreement Peak Group. Either party may at any time give six weeks notice to carry out a specific review by the Peak Group of one or more of the Schedules. 5.2 The Agreement including Schedules may be amended by agreement between the Parties. 5.3 The State will ensure that an annual report is provided to the Parliament on the state of Partnership Agreements, and the Council will ensure that a report on the operation of the Agreement is included in its Annual Report. 5.4 The Parties agree that any disputes as to the operation of this Agreement will be negotiated initially through the Partnership Agreement Peak Group. If it is not possible to resolve a dispute through the Peak Group, the Parties will seek resolution through independent professional mediation.

SIGNED for and on behalf of THE CROWN ) IN RIGHT OF THE STATE OF TASMANIA ) By Jim Bacon, MHA, Premier ) in the presence of:- ) )

The COMMON SEAL of the GLENORCHY ) CITY COUNCIL was hereunto affixed ) in the presence of:-

Terry Martin, Mayor )

TABLE OF CONTENTS

1.0 COMMUNITY LEADERSHIP AND PARTICIPATION ...... 10 1.1 COMMUNITY PLAN ...... 10 1.2 COMMUNITY LEADERSHIP ...... 12 1.3 LEADERSHIP AND PARTICIPATION SKILLS FOR YOUNG WOMEN WORKSHOPS...... 13 1.4 MENTORING PROJECT AT COSGROVE HIGH SCHOOL ...... 15 1.5 COMMUNITY INFORMATION AND COMMUNICATION...... 17 1.5.1 LOCAL ACCESS NETWORK ...... 17 1.5.2 INFORMATION LINKAGES ...... 19 1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES...... 21 1.6.1 IMPROVING THE LEVEL OF ABORIGINAL PARTICIPATION IN LOCAL GOVERNMENT ...... 21 1.6.2 IMPROVING THE LEVEL OF UNDERSTANDING ABOUT ABORIGINAL COMMUNITY, CULTURE AND HERITAGE 22 1.6.3 SUSTAINING RECONCILIATION...... 24 1.6.4 PROVISION OF LOCAL GOVERNMENT SERVICES TO ABORIGINAL PEOPLE...... 26 1.6.5 SOCIAL DISADVANTAGE IN THE ABORIGINAL COMMUNITY ...... 27 1.6.6 ABORIGINAL ECONOMIC DEVELOPMENT...... 29 2 EFFICIENT TRANSPORT ARRANGEMENTS ...... 30 2.1 BROOKER HIGHWAY STRATEGY AND PLAN...... 30 2.2 INFRASTRUCTURE AND SERVICE DELIVERY ...... 33 2.3 DEVELOPMENT OF A ROAD SAFETY STRATEGY FOR THE CITY OF GLENORCHY...... 35 2.4 DELEGATION OF AUTHORITY FOR TRAFFIC MANAGEMENT...... 38 2.5 DELEGATED AUTHORITY FOR THE GLENORCHY CITY COUNCIL TO SET LESSER PENALTIES FOR PARKING FINES...... 40 2.6 URBAN SPEED LIMITS...... 42 2.7 INTER-CITY CYCLEWAY ...... 44 2.8 PUBLIC TRANSPORT...... 45 2.9 WHEELED RECREATION DEVICES AND SMALL WHEELED TOYS...... 47 3.0 PROMOTING EDUCATIONAL EXCELLENCE...... 49 3.1 CO-OPERATIVE ARRANGEMENTS...... 49 3.2 DELIVERY OF IMPROVED EDUCATIONAL SERVICES ...... 51 3.3 GET GOING IN GLENORCHY PROJECT ...... 53 3.4 COMMUNITY SCHOOLS - COSGROVE HIGH SCHOOL ...... 56 3.5 COMMUNITY SCHOOLS - SPRINGFIELD GARDENS PRIMARY SCHOOL ...... 58 3.6 CENTRE OF EXCELLENCE IN ONLINE LEARNING ...... 59 3.7 DEVELOPING ENTERPRISE AND INNOVATION IN INFORMATION AND COMMUNICATION TECHNOLOGY ...... 60 3.8 TRAINING PROVISION FOR POST COMPULSORY AND COMMUNITY EDUCATION...... 63 3.9 EARLY CURRICULUM DEVELOPMENT...... 65 3.9.1 - INCORPORATION OF ESSENTIAL LEARNINGS INTO CHILD CARE CENTRE PROGRAMS (NEW ISSUE) 67 3.10 STUDENT ABSENCE FROM SCHOOL...... 69 3.11 OUTSIDE SCHOOL HOURS CARE ...... 71 3.12 EDUCATION DEPARTMENT – SCHOOL GROUND USAGE (NEW ISSUE)...... 73 3.13 SHOP FRONT CENTRE FOR POST COMPULSORY EDUCATION AND TRAINING IN GLENORCHY (NEW ISSUE)...... 75 3.14 DEVELOPMENT OF A CHILD CARE SERVICE ON A SCHOOL SITE (NEW ISSUE)...... 78 4.0 A CARING COMMUNITY ...... 80

4.1 SOCIAL PLAN ...... 80 4.1.1 DEVELOPMENT OF A SOCIAL PLAN FOR GLENORCHY ...... 80 4.1.2 ROLE OF GLENORCHY COMMUNITY AND HEALTH SERVICES CENTRE...... 83 4.1.3 PLANNING AND COORDINATION OF COMMUNITY SERVICES: DEVELOPMENT OF STRATEGIES.84 4.1.4 DEVELOPING COMMUNITY NETWORKS - DHHS CONSULTATIVE MECHANISM...... 86

4.2 YOUTH INITIATIVES...... 87 4.2.1 GLENORCHY YOUTH HEALTH CENTRE ...... 87 4.2.2 COMMUNITY PROJECTS FOR YOUNG PEOPLE AT RISK/YOUNG OFFENDERS ...... 90 4.2.3 COMMUNITY PARTICIPATION AND DECISION-MAKING...... 92 4.3 FAMILY SUPPORT, EARLY CHILDHOOD AND PARENTING...... 94 4.3.1 CHILD HEALTH AND WELLBEING (0-4) ...... 94 4.3.2 FAMILIES, CHILDREN AND YOUNG PEOPLE AT RISK...... 96 4.3.3 FAMILY INFORMATION AND RESOURCE CENTRE (0-11 YEARS) (NEW ISSUE)...... 97 4.5 COMMUNITY DEVELOPMENT ...... 101 4.5.1 COMMUNITY RECOVERY ...... 101 4.5.2 REVITALISING NEIGHBOURHOOD/COMMUNITY HOUSES ...... 102 4.5.3 MEDIATION FACILITATORS...... 104 4.5.4 FIRE SAFETY ...... 106 4.5.5 ISOLATION/LONELINESS: COMMUNITY CAPACITY BUILDING...... 107 4.5.6 COMMUNITY TOLERANCE - MULTICULTURALISM ...... 109 4.6 MENTAL HEALTH ...... 111 4.6.1 MENTAL HEALTH SERVICES...... 111 4.6.2 SERVICES FOR YOUNG PEOPLE 0-24 WITH MENTAL HEALTH PROBLEMS AND/OR ALCOHOL AND OTHER DRUG ISSUES – (NEW SCHEDULE) ...... 113 4.6.3 YOUNG PEOPLE WITH COMPLEX AND MULTIPLE NEEDS – (DELETED) ...... 115 4.7 DISABILITY SERVICES...... 116 4.8 AGED ...... 117 4.8.1 ISOLATION/LONELINESS: ‘EATING WITH FRIENDS’ PILOT PROJECT...... 117 4.8.2 HEALTHY AGEING: ONE-STOP SHOP FACILITY ...... 119 4.9 HOUSING ISSUES ...... 122 4.9.1 OLDER STOCK GOODWOOD AND CHIGWELL ...... 122 4.9.2 CHIGWELL HOUSE ...... 124 4.9.3 IDENTIFYING USAGE/DEVELOPMENT OPTIONS OF VACANT LAND AT BAROSSA PARK...... 126 4.9.4 DEVELOPMENT OF COMMUNITY HOUSING OPTIONS AND PROFILE IN LOCAL COMMUNITIES 128 5.0 A SAFER COMMUNITY ...... 129 5.1 STRATEGIES TO IMPROVE CRIME PREVENTION FOR BUSINESS...... 129 5.2 POLICING SUPPORT...... 131 5.3 STRATEGIES TO ENHANCE COMMUNICATION LINKS BETWEEN LOCAL COUNCILS AND THE CRIME PREVENTION AND COMMUNITY SAFETY COUNCIL...... 133 5.4 COMMUNITY SERVICE ORDER PROJECTS...... 135 5.5 LEGAL ADVICE AND INFORMATION FOR YOUNG PEOPLE ...... 136 5.6 COMMUNITY LEGAL EDUCATION FOR RESIDENTS OF GLENORCHY ...... 138 5.7 VICTIMS OF CRIME ...... 139 6.0 ECONOMIC DEVELOPMENT...... 140

6.1 AN INNOVATIVE AND JOB-CREATING COMMUNITY ...... 140 6.1.1 WILKINSONS POINT ...... 140 6.1.2 TECHNOPARKS ...... 142 6.1.3 MOONAH PRECINCT REVIVAL ...... 144 6.1.4 FURTHER DEVELOPMENT OF THE SHOWGROUNDS...... 146 6.1.5 EADY STREET RECREATION RESERVE ...... 148 6.1.6 DEVELOPMENT OPPORTUNITIES ON STATE, COUNCIL AND PRIVATELY OWNED LAND...... 151 6.1.7 TARGETING BUSINESS DEVELOPMENT ...... 153 6.1.8 CO-ORDINATION OF BUSINESS ASSISTANCE PROGRAMS...... 155 6.1.9 COMMERCIAL OPPORTUNITIES FOR THE DEVELOPMENT OF SEWERAGE ASSETS ...... 158 6.2 GROWING TOURISM IN GLENORCHY ...... 159 6.2.1 TOURISM AND MAJOR EVENTS PROGRAM ...... 159 6.2.2 REVITALISING WATER TRANSPORT...... 161 6.2.3 URBAN TOURISM SIGNAGE PILOT ...... 163 6.2.4 GLENORCHY VISITOR STRATEGY ...... 165 6.3 EFFECTIVE FINANCIAL ARRANGEMENTS ...... 167 6.3.1 APPLICATION OF NATIONAL COMPETITION POLICY AND THE GOODS AND SERVICES TAX ....167 6.3.2 CAPITAL INVESTMENT PROGRAM ...... 169

6.3.3 PROCUREMENT PROTOCOLS ...... 170 6.4 AN EXCITING CREATIVE COMMUNITY ...... 172 6.4.1 ACTIVE DEVELOPMENT OF ARTS AND CULTURE ...... 172 7.0 AN ENVIRONMENTALLY SUSTAINABLE COMMUNITY...... 175

7.1 AN EXCITING AND REWARDING LIFESTYLE ...... 175 7.1.1 RECREATION AND COMMUNITY SPORT...... 175 7.1.2 WELLINGTON PARK ACCESS AND USE ...... 178 7.2 DERWENT RIVER STRATEGIES...... 179 7.2.1 CLEAN RIVER PROGRAM ...... 179 7.2.2 RIVER FORESHORE INTERPRETATION ...... 181 7.2.3 DERWENT FORESHORE AND RIPARIAN RESERVE MANAGEMENT...... 183 7.2.4 MANAGEMENT HUMPHREYS RIVULET...... 185 7.3 GLENORCHY’S HISTORICAL AND ABORIGINAL HERITAGE...... 187 7.3.1 COUNCIL’S HERITAGE ASSETS ...... 187 7.3.2 GLENORCHY HISTORY GROUP AND ST MATTHEW’S CHURCH...... 189 7.3.3 COMPLETING THE PICTURE ...... 191 7.3.4 HERITAGE DATA-EXCHANGE ...... 193 7.4 WASTE MANAGEMENT INITIATIVES ...... 195 7.4.1 WASTE TRANSFER STATION ...... 195 7.4.2 LANDFILL GAS ...... 197 7.5 ROSETTA LANDSLIP...... 199 7.6 STATE/COUNCIL LAND MANAGEMENT...... 200 7.7 IMPROVED AIR QUALITY...... 202 7.8 TRAIN NOISE ...... 204 7.9 NATURE CONSERVATION STRATEGY...... 205 7.10 COOPERATIVE WEED MANAGEMENT PLAN ...... 207 7.11 COLLINSVALE WASTEWATER RE-USE PROJECT (NEW ISSUE)...... 209 7.12 CASUARINA CRESCENT (NEW ISSUE) ...... 210 7.13 BRIDGE PIER AT MAIN ROAD ROSETTA BRIDGE (NEW ISSUE)...... 212 7.14 MANAGEMENT PLAN FOR MAJOR CREEKS AND STREAMS (NEW ISSUE) ...... 214

1.0 COMMUNITY LEADERSHIP AND PARTICIPATION

1.1 COMMUNITY PLAN Issues The Parties agree the key issues to be addressed are:

• The need to establish an ongoing relationship between the Glenorchy City Council and the State Government to ensure close links are established between the long term goals and benchmarks of the Glenorchy Community Plan and Tasmania Together - the State’s long term strategic plan

• To develop a model based on the links between Tasmania Together and the Glenorchy Community Plan, that could be applied in local government areas to integrate Tasmania Together with local government long term planning and benchmarking Strategies The Parties agree the strategies they will employ are:

• The Department of Premier and Cabinet will participate in Team Glenorchy, including joint involvement in the Secretariat of Team Glenorchy

• The Department of Premier and Cabinet will facilitate the involvement of the Australian Bureau of Statistics and relevant State Agencies in the Glenorchy community benchmarking process

• The Parties will maintain a close interest in monitoring progress in achieving benchmarks for the Glenorchy Community Plan and Tasmania Together

• The Parties will undertake joint recording and analysis of the approach taken to develop the benchmarks for the Glenorchy Community Plan

• The Parties will undertake joint research on approaches at the national and international level for developing benchmarks for local government

• The Parties will jointly prepare a framework model for developing benchmarks at the local government level, including common definitions, linked to the goals and benchmarks of Tasmania Together

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

• The Parties will encourage local government to incorporate the goals and benchmarks from Tasmania Together into their long term planning processes Performance Indicators The Parties agree the indicators to be used are:

• Ongoing involvement by the Department of Premier and Cabinet in the Team Glenorchy process

• Within five months of signing this Agreement, the Parties will have prepared a framework model for developing local benchmarks related to Tasmania Together

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.2 COMMUNITY LEADERSHIP Issues The Parties agree the key issue to be addressed is:

• The ongoing development of community and civic leaders within the Glenorchy City area Strategies The Parties agree the strategies they will employ are:

• The identification of external funding sources to assist in the implementation of programs designed to promote community and civic leaders from within the Glenorchy municipal area

• The development and introduction of programs aimed at providing those who have the potential to become community leaders with the skills and support that they need. Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties will have established a reference group to work with existing structures of the Council to identify community and civic leadership opportunities

• Within three months of signing this Agreement, the Parties will have identified funding opportunities to assist in the development and implementation of civic and community leadership programs

• Within six months of signing this Agreement, funding applications will have been completed and forwarded to relevant organisations

• Within twelve months of receiving funding for the project a community leaders’ development program will be in place at Glenorchy

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.3 LEADERSHIP AND PARTICIPATION SKILLS FOR YOUNG WOMEN WORKSHOPS Issues The Parties agree the key issues to be addressed are:

• Lack of participation in decision-making processes within the Glenorchy municipality by women in the 20-30 age group Strategies The Parties agree the strategies they will employ are:

• Women Tasmania and the Council will identify strategies for targeting young women in the 20-30 age group

• Women Tasmania and the Council will identify appropriate community advocates who would be prepared to participate in the leadership workshops as presenters, role models, mentors and ongoing mentors

• Women Tasmania and the Council will consult with appropriate services and organisations to identify appropriate young women as members of a focus group

• The Council will investigate processes by which participants in the workshops may become involved in the Community Precinct committees established by the Council, as well as other community decision-making structures

• Women Tasmania will negotiate with the national office of the YWCA to ascertain what resources, if any, it may be prepared to contribute towards the workshops

• The Council will identify the cost and provision of child care for young mothers attending the workshops

• The Council will identify the cost and provision of transport to potential workshop participants who may have difficulty in accessing transport

• Women Tasmania will develop and conduct two workshops aimed at motivating and encouraging young women to develop their

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

leadership potential and to become actively involved in community decision-making processes and structures

• Women Tasmania, in conjunction with the Council, will evaluate the success of the workshops Performance Indicators The Parties agree the indicators to be used are:

• Within five months of signing this Agreement, a focus group will be established

• Within five months of signing this Agreement, Women Tasmania will have confirmed whether or not the national office of the YWCA will contribute resources to the project

• Within eighteen months of signing this Agreement, Women Tasmania and the Council will have identified a list of potential workshop participants and confirmed community advocates prepared to participate in project

• Within eighteen months of signing this Agreement, the Council will have investigated childcare and transport issues

• Within eighteen months of signing this Agreement, the Council will have put in place processes to enable workshop participants to become actively involved in the precinct committees

• Within eighteen months of signing this Agreement, Women Tasmania will have developed the content of the two workshops

• Within eighteen months of signing this Agreement, Women Tasmania will have prepared and issued invitations to potential workshop participants

• Within eighteen months of signing this Agreement, Women Tasmania will have conducted the workshops

• Within twenty months of signing this Agreement, Women Tasmania, in conjunction with the Council, will have evaluated the success of the project

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.4 MENTORING PROJECT AT COSGROVE HIGH SCHOOL Issues The Parties agree the key issues to be addressed are:

• The raising of female students’ awareness of life choices Strategies The Parties agree the strategies they will employ are:

• Women Tasmania and the Department of Education will work together to develop a mentoring program for Grade 10 female students at Cosgrove High School

• Women Tasmania, the Council and the Department of Education will work together to identify appropriate business and professional women who would be prepared to participate in the project and act as mentors to female students at Cosgrove High School

• Women Tasmania and the Department of Education will develop an information kit for use by mentors

• The Department of Education will identify methods of providing transport to participating students

• Women Tasmania, in conjunction with the Council and the Department of Education, will evaluate the success of the project, including its potential for future inclusion as part of the Department’s curriculum Performance Indicators The Parties agree the indicators to be used are:

• By 31 March 2001, the action plan for the project will be finalised

• By end December 2001, mentors will be identified and confirmed

• By end December 2001, mentors and students will be matched

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

• In February 2002, the project will be conducted, incorporating mentoring opportunities in the Work Placement Program of Cosgrove High School

• In December 2001, an interim evaluation will be conducted

• By December 2002, a final evaluation will have been conducted

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.5 COMMUNITY INFORMATION AND COMMUNICATION

1.5.1 LOCAL ACCESS NETWORK Issues The Parties agree that, subject to funding, the key issues to be addressed are:

• Provision of information about relevant community, State Government and Glenorchy City Council services via the Internet Strategies The Parties agree that the strategies they will employ are:

• To jointly investigate the provision of convenient, free or low cost Internet access to community information and Government services in the Glenorchy City Council area, via (but not limited to) an ‘access network’

• To jointly explore relevant national funding opportunities

• To jointly investigate with relevant other Parties the possibility of piloting trials of the ‘access network’ in the Glenorchy area by locating Internet access points in locations such as Government offices, Council offices, Community Houses, Post Offices, schools etc

• To jointly investigate the development of a Glenorchy City Council public access interface based on (but not limited to) Service Tasmania Online and Tasmania Online

• To jointly explore the possibility of collaboration under the Commonwealth Government’s Trials in Government Electronic Regional Services (TIGERS) project

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, a steering group to oversee the project will be established

• An application for funding for the ‘access network’ will be made to available national funding sources as soon as practicable after obtaining funding for the ‘Information Linkages’ project

• Agreement to jointly develop a Glenorchy City Council public access interface will be reached within two months of obtaining funding for this project

• The design of the public access interface will be completed within three months of obtaining funding for this project

• Development of the public access interface will be achieved within six months of obtaining funding for this project

• A list of proposed locations for access terminals together with in- principle agreement from the sites' occupants will be compiled within four months of obtaining funding for the project

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.5 COMMUNITY INFORMATION AND COMMUNICATION

1.5.2 INFORMATION LINKAGES Issues The Parties agree that, subject to funding, the key issues to be addressed are:

• The rationalisation of community and service information managed by various State Government Agencies and the Glenorchy City Council, to eliminate wasteful duplication of information and effort

• The investigation of methods to effectively share and coordinate relevant public community and service information Strategies The Parties agree that the strategies they will employ are:

• To jointly explore relevant available local, state and/or national funding opportunities

• To jointly investigate the rationalisation of public community and service information managed by various State Government Agencies, Glenorchy City Council and community service organisations and groups, to eliminate wasteful duplication of information and effort

• To jointly develop agreed policies regarding accessing each other’s public community and service information

• To jointly explore mechanisms that facilitate access to each other’s public community and service information

• To jointly explore the possibility of collaboration under the Commonwealth Government’s Trials in Government Electronic Regional Services (TIGERS) project

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, a steering group to oversee the project will be established

• An application for funding for the ‘Information Linkages’ project (including staff resources) will be made as soon as practicable after signing of the Partnership Agreement

• Phase 1 – Define and identify the needs of stakeholders and the information provided through those stakeholders within 6 months of receiving funding for this phase of the project.

• Phase 2 – Within 3 months of receiving funding for this phase of the project the stakeholders will have developed and agreed upon the information management policies, standards, custodians and managers.

• Phase 3 – within 12 months after receiving funding for this phase of the project the stakeholders will have designed, developed, tested qand implemented a system to enable agencies, Councils and the community to maintain and access the information

• Phase 4 – within 3 months (and ongoing) after receiving funding for this phase of the project the stakeholders will have evaluated the system and will provide recommendations for its ongoing maintenance and enhancement.

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.1 IMPROVING THE LEVEL OF ABORIGINAL PARTICIPATION IN LOCAL GOVERNMENT Issue The Parties agree the key issue to be addressed is

• The need to develop strategies that improve the level of participation of Aboriginal and Torres Strait Islander people in local government Strategies The Parties agree the strategies they will employ are:

• Subject to funding, the Office of Aboriginal Affairs with the Glenorchy City Council will run a pilot project which aims to encourage Aborigines to participate in local government

• The Parties will support participants by incorporating a mentor component of the pilot project

• The Council’s Community Precinct Committees be promoted as a vehicle to increase Aboriginal and Torres Strait Islander peoples’ participation in the decision making of Glenorchy City Council Performance Indicators The Parties agree the indicators to be used are:

• Within nine months of signing this Agreement, a working group will be established

• Within twenty-four months of signing this Agreement, resourcing issues associated with the pilot project will be determined

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.2 IMPROVING THE LEVEL OF UNDERSTANDING ABOUT ABORIGINAL COMMUNITY, CULTURE AND HERITAGE Issue The Parties agree the key issue to be addressed is:

• The need to improve the level of understanding by the non-Indigenous community of the Aboriginal community, their culture and heritage Strategies The Parties agree the strategies they will employ are:

• Continued commitment by the Council to work with the Indigenous community of Glenorchy to install interpretative panels at Aboriginal cultural sites

• In partnership with the Aboriginal community, develop, support and hold Aboriginal cultural activities (displays, exhibitions etc) on Council premises and at other venues as jointly agreed by the Aboriginal community and Council (eg schools, community houses, local businesses) that increase the community’s understanding of Indigenous issues

• The Council will work with the Australians for Reconciliation Committee and the local Indigenous community to generate a series of stories to be featured in the Glenorchy Gazette. The stories will highlight Aboriginal & Torres Strait Islander culture and their historical ties with Glenorchy, and profile the present community

• The Council will incorporate activities that promote awareness of the Aboriginal Community through inviting their participation in community cultural events

• The Council will continue to hold activities to promote awareness of National Aboriginal and Islander Day Observance Committee week through its Arts and Cultural Development program

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

• The Council will involve the Aboriginal community in community education activities that develop from the Networking for Harmony project

• With the support of the Council, the Office of Aboriginal Affairs will run community education seminars within the City of Glenorchy focusing on issues pertinent to the Indigenous community such as land rights, the stolen generation, and cultural heritage. This support will involve assistance with venues and promotions

• The Council will continue to explore opportunities to promote awareness through activities such as naming streets, and expanding the current initiative of placing explanatory notices on street name signs that are based on Aboriginal words Performance Indicators The Parties agree the indicators to be used are:

• Within twelve months of signing this Agreement, the Council will have identified opportunities to hold displays and other activities to promote community understanding of the Aboriginal community and its culture and heritage

• Within twenty four months of signing this Agreement, the Council will have featured stories in the Glenorchy Gazette highlighting Aboriginal cultural and historical heritage in the Glenorchy area

• The Council will identify opportunities on an ongoing basis to promote awareness through activities such as interpretative signage and street naming

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.3 SUSTAINING RECONCILIATION Issue The Parties agree the key issue to be addressed is:

• The need to sustain reconciliation through publicly supporting and participating in the process Strategies The Parties agree the key strategies they will employ are:

• The Council will evaluate the national reconciliation documents Corroboree 2000: Towards Reconciliation and Roadmap for Reconciliation, including the 1992 Council of Australian Governments document - National Commitment to Improved Outcomes in the Delivery of Programs and Services for Aboriginal Peoples for the purpose of endorsing and implementing applicable strategies

• The Council will continue to support the Glenorchy Australians for Reconciliation Committee by providing a venue for meetings free of charge and by offering administrative support to the group

• The Council will continue to participate in Reconciliation Week and associated activities by flying the Aboriginal and Torres Strait Islander flags and by hosting a reconciliation display within the Council Chambers

• The Council will publicly display its statement of commitment to Aboriginal and Torres Strait Islander people within its Chambers Performance Indicators The Parties agree the indicators to be used are:

• Within twenty four months of the signing of this Agreement, the Parties will identify appropriate strategies and actions outlined in the national reconciliation documents including the 1992 National Commitments document

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

• Within three years of signing this Agreement, the Council will incorporate strategies that meet the Council’s obligations from the national reconciliation documents including the National Commitments document into the Council’s business and/or strategic planning processes

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.4 PROVISION OF LOCAL GOVERNMENT SERVICES TO ABORIGINAL PEOPLE Issue The Parties agree the key issue to be addressed is:

• The provision of local government services to Aboriginal peoples and Torres Strait Islanders in accordance with appropriate planning, coordination and funding mechanisms Strategies The Parties agree the strategies they will employ are:

• The Council’s Community Development Officer will develop a process with Women’s Karadi Aboriginal Corporation whereby regular meetings can be held with members of the Indigenous community to raise their concerns and provide Council with information on community needs and happenings. These meetings will provide a forum for Council to support activities within the Indigenous community and to provide information on Council’s activities and those of the wider community Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Council will have held a meeting with the Women’s Karadi Aboriginal Corporation to identify a process for ongoing liaison with members of the Indigenous community

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.5 SOCIAL DISADVANTAGE IN THE ABORIGINAL COMMUNITY Issue The Parties agree the key issues to be addressed is:

• The need to address social disadvantage in the Aboriginal community Strategies The Parties agree the strategies they will employ are:

• In the process of developing a Social Plan for the City, the Parties will: − provide a profile of the Glenorchy community in terms of social characteristics (at a precinct level and age and target groups); − identify the range and level of social service delivery within Glenorchy; − identify social issues of concern to the community; − develop action plans to guide social planning; and − ensure that future service provision and priority setting equates with identified needs, community preferences and gaps in services.

• The Parties agree that the Social Plan will look at the needs and the concerns of Aboriginal and Torres Strait Islander people living in Glenorchy

• The Social Plan will facilitate timely and coordinated responses with other sectors of the community in meeting the needs of the Glenorchy community, as well as strengthening the Council’s basis for seeking policy changes and/or revised resource allocation arrangements

• The Council will offer cross-cultural awareness training to all staff

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

Performance Indicator The Parties agree the indicator to be used is:

• Within six months of signing this Agreement, representatives from the Aboriginal community will be invited to participate in the advisory structure to be established for the development of the Social Plan

SCHEDULE 1: PROMOTING COMMUNITY LEADERSHIP AND PARTICIPATION

1.6 BUILDING A STRONGER COMMUNITY - ABORIGINAL ISSUES

1.6.6 ABORIGINAL ECONOMIC DEVELOPMENT Issues The Parties agree the key issues to be addressed are:

• The need to identify development opportunities which will enhance economic growth and job creation opportunities for the Aboriginal community within the City of Glenorchy

• The opportunities arising from Aboriginal cultural and historical heritage of the area Strategies The Parties agree the strategies they will employ are:

• The establishment of a mechanism to enable the Parties to, including the following:

• Aboriginal culture, heritage tourism

• Arts and Crafts

• The development of a strategic alliance with representatives of the Aboriginal community to promote and facilitate agreed industry development opportunities, including the identification of funding sources Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties will have met with representatives of the Aboriginal community to identify and agree upon a mechanism for ongoing consultation

• By June 2002 the Parties, together with the Aboriginal community, will have identified economic development opportunities and prepared information to assist in their development

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2 EFFICIENT TRANSPORT ARRANGEMENTS

2.1 BROOKER HIGHWAY STRATEGY AND PLAN Issues The Parties agree the key issues to be addressed are:

• The strategic context of the Brooker Highway with respect to its role as a key Statewide transport route through the municipality and its role as the key arterial distributor within the Glenorchy municipality1

• The interactions and needs of stakeholders including commuters, residents, disabled, freight and passenger transport operators and pedestrians

• The need to improve the levels of performance (transport capacity and safety) that the Brooker Highway can deliver as both a key Statewide transport route and the key arterial distributor for Glenorchy, including the elimination of recognised ‘black spots’

• The role that the broader local road network has within the Glenorchy municipality in helping to achieve the strategic context outlined above and the agreed levels of performance for the Brooker Highway

• The deficiencies that currently exist in relation to how the Brooker Highway currently meets its joint functions

• The previous work undertaken by the Council in relation to − Main Road - western off ramp; − Gillies Road off ramp; − Berriedale off ramp; − Claremont Link Road; and − Booth Avenue - Anfield Street.

1 Scope of the strategy and plan includes Goodwood and local roads as they interact and impact on the Brooker Highway.

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

• The projects and/or activities and their relative priority, that would resolve the agreed identified deficiencies and assist in achieving the agreed strategic outcomes Strategies The Parties agree the strategies they will employ in addressing the identified issues are:

• the Parties will work together to: − develop a broad statement that outlines an agreed context for the Brooker Highway; − confirm the Brooker Highway’s strategic context by reviewing past studies that have information on its strategic context, and identifying any other work, including consultation, that needs to be undertaken; − agree upon the way in which the information will be used in developing the Brooker Highway Plan; − agree upon where and why the Brooker is deficient in meeting its strategic context and the functions required by both the State Government and the Council. In assessing these deficiencies the details raised by Glenorchy in respect to access and safety issues will be explicitly considered; and − identify and prioritise possible solutions that would help address the gaps. • The Parties agree to use the information generated by the strategic assessment of the Brooker Highway to inform the Department of Infrastructure, Energy and Resource’s annual, 5 and 10 year programs and Council’s 5 year rolling capital works program

• The Parties agree to provide the resources needed to deliver the outcomes of the schedule. The Department of Infrastructure, Energy and Resources will provide an officer to facilitate and coordinate the process Performance Indicators The Parties agree that the indicators to be used are:

• Within three months of signing this Agreement, the Parties will:

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

− agree upon the broad level strategic context of the Brooker Highway; and − finalise the detailed strategic context for the Brooker Highway and its links to the broader Glenorchy municipal road network. • Within six months of signing this Agreement, the Parties will agree on the identified deficiencies that the Brooker Highway exhibits in meeting its strategic needs for both the State transport task and the needs of the Glenorchy municipality

• By March 2002 the parties will identify and agree upon appropriate prioritised list of actions and the associated capital works, which will be undertaken within mutually agreed timeframes, both on the Brooker Highway and the broader Glenorchy road network, that will help address the priority strategic issues identified in the above indicator

• The strategies and priorities will be reviewed by June 2005, and discussions will be ongoing on the relevance of strategies and priorities

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.2 INFRASTRUCTURE AND SERVICE DELIVERY Issues The Parties agree the key issues to be addressed are:

• Current land ownership between the Council and the State of the Brooker Highway and Goodwood Road

• Mowing and maintenance of verges along the Brooker Highway

• Direction signing on the Brooker Highway

• Landscaping on the Brooker Highway

• Other issues to be agreed Strategies The Parties agree the strategies they will employ are:

• The Parties will work together to review the above issues using the following principles to underpin the review, while ensuring that the best solution is found for both Parties: − achieving economy of scale that reduces total cost in service delivery in terms of overlap and duplication and infrastructure maintenance and enhancement; − ensuring clear accountability and transparency for decision making and service provision; − ensuring a sense of community ownership of issues and solutions; − integration of transport and land use planning; and − ensuring the adoption of appropriate service levels that are timely and cost effective. Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, agree upon boundaries and any necessary rationalisation between ownership of assets

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

• Within six months of signing this Agreement, agree upon allocation of responsibilities and service levels for mowing and maintenance and strategies to improve landscaping on the Brooker Highway

• Within six months of signing this Agreement, develop a landscaping policy framework for all roundabouts, verges and median strips along the Brooker Highway and the allocation of responsibilities for the implementation thereof

• Within eighteen months of signing this Agreement, develop a landscaping policy framework for all roundabouts, verges and median strips along the Brooker Highway and the allocation of responsibilities for the implementation thereof

• Within eighteen months of signing this Agreement, develop agreed priorities for directional signing on the Brooker Highway, which will be coordinated with the Tasmanian Visitor Information System signs pilot

• Every six months discuss the inclusion of other issues

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.3 DEVELOPMENT OF A ROAD SAFETY STRATEGY FOR THE CITY OF GLENORCHY Issues The Parties agree that the key issues to be addressed are:

• Over the past five years the social cost to the community of road crashes in the City of Glenorchy has averaged in excess of $17million per year

• A comparison of the accident rates (accidents per head of population) for the various road user groups with State averages has shown that the City of Glenorchy has higher than average accident rates for pedestrians and cyclists. The City has for several years maintained a substantial capital investment in infrastructure to improve the safety of these two road user categories in particular and it would appear that a broader strategic approach is required

• The City has of recent times embarked on a community participation program that is proving successful and it is anticipated that this program could be used as a base for the development of a Road Safety Strategy for the City of Glenorchy

• To further address road safety in the Glenorchy municipal region, the Parties agree the key issues to be addressed are: − pedestrian safety − bicycle safety − establishment of an effective community consultation process for the development and promotion of road safety initiatives which impact upon all road users within the City of Glenorchy • The need to address these issues in the context of the State Road Safety Strategy Strategies The Parties agree that the strategies that they will employ are:

• The Department of Infrastructure, Energy and Resources and the Council will jointly establish a road safety performance-measuring

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

model that is tailored to meet the needs of all users, for the City of Glenorchy

• The Department of Infrastructure, Energy and Resources and the Council will jointly undertake, monitor and evaluate road safety programs that use best-practice engineering, education and enforcement measures to enhance road user safety with initial direction towards cyclist and pedestrian safety

• The Council will reinforce that road safety is a prime consideration in all services and responsibilities undertaken by Council

• The Parties will exploit the opportunities already developed through the Community Participation program for community consultation on road safety issues and if appropriate establish an overarching Road Safety coordination group

• The Department of Infrastructure, Energy and Resources will provide expertise for jointly developed education and engineering road safety initiatives and assist with obtaining Tasmania Police targeted enforcement Performance Indicators

• Within six months of signing this Agreement, a decision to establish an overarching road safety coordination group will have been determined

• Within six months of signing this Agreement, the Department of Infrastructure, Energy and Resources and the Council will jointly develop a Road Safety performance-measuring model

• Within six months of signing this Agreement, the Department of Infrastructure, Energy and Resources and the Council will jointly develop draft sample Road Safety Strategies

• Within seven months of signing this Agreement, the Department of Infrastructure, Energy and Resources will approach Tasmania Police to seek formal support for the Road Safety Strategies

• Within seven months of signing this Agreement, the Department of Infrastructure, Energy and Resources and the Council will jointly commence trialling and evaluating sample joint Road Safety Strategies

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

• The draft Road Safety Strategy is to be completed by June 2002

• The Road Safety Strategy will be finalised in September 2002

• The Road Safety Strategy will be reviewed on a three year cycle commencing in March 2003

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.4 DELEGATION OF AUTHORITY FOR TRAFFIC MANAGEMENT Issues The Parties agree the key issues to be addressed are:

• The Council desires to have more autonomy for the design and installation of traffic management and control in the City. The prime objective of this autonomy is for Council to be more accountable for traffic engineering in the City of Glenorchy and to facilitate a more accountable and timely response to the community needs

• The State Government accepts the need for greater delegation to Councils and the delegation of traffic management accords with the intent of this acceptance

• To address these issues the Parties agree there is a need to address the following: − extent of delegation − State Code of Practice − sharing of Traffic Engineering expertise − definition of role of the State Government and Glenorchy City Council − funding Strategies The Parties agree that the strategies that they will employ are:

• Responsibility for the following traffic management functions will be delegated from the Department of Infrastructure, Energy and Resources to the Glenorchy City Council: − completion of parking control delegation process by authorising Council to set fines for time-restricted parking within the City (see Schedule 2.3) − roadwork signing − warning signs − regulatory signs − line marking − local area traffic management

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

• Progressive delegation of some other devices as agreed by the Parties and as the State Code of Practice evolves and Council’s need expands

• The State Government will retain State best practice coordination, standards setting, accreditation setting and compliance audit roles

• Development of an instrument of delegation that will include: − Code of Practice − conditions of delegation − dispute resolution − conditions of revocation of delegation

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Department of Infrastructure Energy and Resources will provide a delegation model to the Glenorchy City Council for consideration and agreement

• Within six months of signing this Agreement, agreement will be reached on partnering arrangements for cost and resource sharing

• By 1 July 2002, the model will be implemented

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.5 DELEGATED AUTHORITY FOR THE GLENORCHY CITY COUNCIL TO SET LESSER PENALTIES FOR PARKING FINES Issues The Parties agree that the key issues to be addressed are:

• The Glenorchy City Council considers that the cost effective management of the City’s on-street and off-street parking supply is an important transport-planning tool. The provision of ‘free parking’ is considered to be important for the promotion and continued viability of the City’s commercial/ business centre activities and in this context time restricted parking is the Council’s preferred type of control

• The three main mechanisms for the control of parking are parking meters, voucher machines and time restricted parking signs. The authority for the first two devices is contained within the Local Government Highways Act and under this Act, Councils have the sole authority for the installation, enforcement and setting of fines. The authority for time-restricted parking is contained within the Traffic Act 1925 and Traffic (Road Rules) Regulations 1999 and these regulations also specify the maximum fine as 2 penalty units. The amount of the parking fine is specified in the Traffic (Miscellaneous) Regulations

• The Traffic (Miscellaneous) Regulation set fine of $35.00 for most time restricted parking offences has been of concern to Council and City of Glenorchy community for some time. Authority is sought for Council to vary this fine to a lower amount consistent with the City’s transport strategy and community expectations

• In order to delegate authority to the Glenorchy City Council to set lesser penalties for parking fines, the Parties will need to address the following issues: − the need to maintain parking signs consistent with the specification contained in the Australian Standard AS 1742; − the need to maintain consistency with the recently adopted Australian road rules (Traffic (Road Rules) Regulations 1999); − an agreement and understanding with Tasmania Police;

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

− Council to be delegated the authority for the setting of the fine for infringing time restricted parking within the City; and − the Department of Infrastructure, Energy and Resources to develop guidelines for the use of penalty-plated signs and that these guidelines be included in the Code of Practice for the Installation of Traffic Control Devices. Strategies The Parties agree that the strategies that they will employ are:

• The State will amend the appropriate Acts and Regulations to permit Councils to vary time restricted parking fines and to identify the lesser fine by the fitting of a ‘Penalty Legend Plate’, similar to that provided for the persons with disabilities sign, to time restricted parking in the City of Glenorchy

• The Department of Infrastructure, Energy and Resources will obtain formal agreement from Tasmania Police to enable Tasmanian police to manage this issue in an appropriate manner

• The Office of Local Government will draft and promulgate appropriate Act and Regulation changes

• The Department of Infrastructure, Energy and Resources will draft instrument of delegation and application guidelines for inclusion in the ‘Code of Practice for the Installation of Traffic Control Devices’ Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, revised parking fine scheme processes will be finalised

• Within three months of signing this Agreement, the Department of Infrastructure, Energy and Resources will have drafted an instrument of delegation and application guidelines for inclusion in the ‘Code of Practice for the Installation of Traffic Control Devices’

• By January 2002 the necessary regulation changes will be completed.

• Within three months of the completion of the regulation changes, the Council will commence implementation together with publicity

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.6 URBAN SPEED LIMITS

Issues The Parties agree the key issues to be addressed are:

• The Council has identified through its community consultation programs that excessive speed on residential streets is of major concern to the community. The Council believes that the introduction of an appropriately policed 50km/hr urban speed limit in agreed defined areas in the City will improve both the community perceptions and the actual delivery of improved safety

• To address this concern the Parties agree the key matters to be addressed are: − continuation of current arrangements under which 50km/hr urban speed limits are imposed on a precinct basis in response to community requests − any future State Government deliberations regarding the introduction of a Statewide 50 km/hr urban speed limit − the need to maintain the present practice of a regulated urban speed limit with exception signing rather introduce a sign posted urban limit − the desirability of maintaining a measure of consistency with bordering municipality urban speed limits − the need to ensure that any change can and will be supported by Tasmania Police enforcement

Strategies The Parties agree that the strategies that they will employ are:

• The Department of Infrastructure, Energy and Resources will continue to respond positively to community requests for 50km/hr precinct speed limits

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

Performance Indicators The Parties agree the indicators to be used are:

• The Council will ensure that the matter of 50km/hr speed limits in agreed defined areas is considered by the Precinct Committees on an ongoing basis

• Within two years of signing this Agreement, the Council will evaluate the effectiveness of 50km/hr speed limits in agreed defined areas and consider city wide application

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.7 INTER-CITY CYCLEWAY Issues The Parties agree the issues to be addressed are:

• The Glenorchy community has identified as a priority project the extension of the inter-city cycleway

• In the short period there is a need to identify opportunities and sources of funding that will enable the cycleway to be completed to Austins Ferry

• The cycleway is recognised as a significant regional recreational and tourist asset used by many people outside of Glenorchy Strategies The Parties agree the strategies they will employ are

• The Parties will promote and support the extension of the inter-city cycleway in the broad regional interest

• The State will assist the Council to identify funding opportunities to complete the inter-city cycle path to Austins Ferry

• The Council will develop submissions to access funding for the project Performance Indicators The Parties agree the indicators to be used are:

• By the time of signing the Agreement, the Parties will have identified possible funding sources to enable the extension of the cycleway to Austins Ferry

• By 31 October 2000, the Council will have developed at least one submission to a relevant organisation to access available funding

• Both Parties will annually review progress of the cycleway and investigate new external funding sources

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.8 PUBLIC TRANSPORT Issues The Parties agree the key issues to be addressed are:

• Access to timely, affordable, convenient and readily accessible passenger transport services which contribute to community cohesion, well being and quality of life

• The passenger transport system should provide access for the community to residential areas and should also serve the City’s shopping and commercial precincts and the neighbouring municipalities

• The public passenger transport demand that needs to be serviced includes but is not limited to school children, those persons without cars, persons with disabilities and those on low incomes

• Routes, vehicle types, road and related infrastructure need to be coordinated

• Accessibility of public transport for all users is important and Council and the State should work towards achieving agreed standards

• The State and Council recognise that the primary consumers of public passenger transport may be unlikely to be in a position to meet its full economic cost. The State Government’s role is in the provision of funding of user concessions and subsidies. Council’s role is primarily the provision of fixed physical infrastructure Strategies The Parties agree that the strategies that they will employ are:

• The Council and the Department of Infrastructure, Energy and Resources will establish a formal process with the Metro and any other relevant passenger transport providers to regularly review and, as appropriate, amend the service levels (including routes, vehicle types and other issues) of public transport within the City of Glenorchy

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

• As part of the service review noted below, a survey of public transport with emphasis on the ability to pay and accessibility to the community will jointly be undertaken by the Council and the Department of Infrastructure, Energy and Resources Performance Indicators The Parties agree the indicators they will use are:

• Within three months of signing this Agreement, a permanent joint Department of Infrastructure, Energy and Resources/Council Passenger Transport Group will be formed. This group will consult with consumers/clients through the precinct committee system to assess their needs and will work with the Metro and other service providers to provide service changes as a result of changes in demand patterns

• The Group will complete the analysis of survey information collected from customers/clients through the precinct committee system by June 2002.

• A service review will be undertaken in accordance with timeframes established under the Passenger Transport Act 1997

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

2.9 WHEELED RECREATION DEVICES AND SMALL WHEELED TOYS Issues The Parties agree the key issues to be addressed are:

• Evaluation of the Statewide regime that is to be introduced under the Australian Road Rules for wheeled recreational devices and small wheeled toys

• The form the evaluation will take, its timing and the respective roles of the Glenorchy City Council and the State Government Strategies The Parties agree the strategies they will employ are:

• The Parties agree to jointly evaluate the implementation and operation of the Australian Road Rules dealing with wheeled recreational devices and small wheeled toys

• The Parties agree to work together to develop an appropriate evaluation program including consideration of when the evaluation should occur

• The Parties agree to work on an agreed joint funding arrangement for the evaluation

• The evaluation is to be conducted on the State-wide regime, but the Glenorchy area is to be used as a pilot site for evaluation purposes

• The evaluation will cover all aspects of implementation of the project including the effectiveness of the education program, and operation of the scheme including use of restricted areas, effectiveness of signing and any community concerns that develop

• The Parties will also consider an approach to evaluation in a non-urban setting

• The evaluation report will be submitted to the Department of Infrastructure, Energy and Resources with possible recommendations to the Minister for amendments to the regime

SCHEDULE 2: EFFICIENT TRANSPORT ARRANGEMENTS

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties will convene a meeting to determine all aspects of the evaluation process including human and financial resources required to conduct the evaluation process

• The evaluation is to be commenced by December 2001 and completed by March 2002.

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.0 PROMOTING EDUCATIONAL EXCELLENCE

3.1 CO-OPERATIVE ARRANGEMENTS Issues The Parties agree the key issues to be addressed are:

• Glenorchy and the Derwent Education District together embrace an area containing children of school age with a high level of socio-economic disadvantage

• There is a need for new initiatives and imaginative approaches to the way schools and the community address the learning needs of pre- compulsory, compulsory and post-compulsory students

• An extensive range of innovative solutions have been identified and should be assessed as a means of promoting educational excellence in the Glenorchy area

• Improved collaboration between the Parties will promote increased cooperation and understanding in relation to the planning of services and the development of innovative education and training opportunities Strategies The Parties agree the strategies they will employ are:

• The establishment of the Glenorchy Education and Training Consultative Group including representation from the Council, the Department of Education, TAFE Tasmania, the Office of Vocational Education and Training , the Department of State Development and other representatives as required with responsibility to: - ensure that issues identified within this Schedule are addressed - identify specific education and training needs in the Glenorchy area - explore joint opportunities for initiatives to address identified education and training needs

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

- share information, ideas, knowledge and expertise to develop common understandings and approaches to the provision of education services in the Glenorchy region - communicate with groups working on related issues eg. Youth Action Network Group (YANG) - provide a forum for the State Government to promote awareness of current educational issues and potential responses and solutions - provide a forum for the Council to provide feedback on various priority initiatives - facilitate community consultation and feedback on new proposals Performance Indicators The Parties agree the indicators to be used are:

• Within two months of signing the Agreement, the Parties will have finalised the terms of reference and membership of the Glenorchy Education and Training Consultative Group

• Within three months of signing the Agreement, the Glenorchy Education and Training Consultative Group will have held its first meeting and will continue to meet at least quarterly thereafter

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.2 DELIVERY OF IMPROVED EDUCATIONAL SERVICES Issues The Parties agree that the key issues to be addressed are:

• The need to maximise educational outcomes and opportunities for pre-compulsory, compulsory and post-compulsory students in the City of Glenorchy

• The development of a holistic approach to planning for the provision of quality education and training in the Glenorchy municipal region

• The need to improve collaboration between the school and TAFE sectors

• The need for agreement on arrangements for the sale of excess land and assets Strategies The Parties agree the strategies they will employ are:

• The Parties will jointly collaborate through the Glenorchy Education and Training Consultative Group to promote a holistic approach to planning for the provision of quality education and training in the City of Glenorchy, including: - the development of a community based assessment of school configurations; - the identification of possible linkages between compulsory and post-compulsory education and training opportunities; - possible initiatives to lift the image and attractiveness of particular facilities; and - other initiatives to improve the educational outcomes for students in the City of Glenorchy.

• The Mayor, Aldermen and Council Officers will support and promote genuine and equitable State consultation processes to achieve direct community input concerning better learning outcomes and school re-configurations designed to obtain better service delivery

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

• Where land or asset sales are agreed as part of the community-based assessment of school configuration, the State Government will ensure that at least 75% of sale proceeds are returned to the Department of Education for specific use in capital expenditure for schools in the City of Glenorchy Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Department of Education will brief the Glenorchy Education and Training Consultative Group on school utilisation strategies to improve educational services, including arrangement for involving the wider community in identifying future educational needs and facility requirements

• At least 75% of the proceeds of asset or land sales agreed as part of any school re-configurations returned to the Department of Education for specific use in capital expenditure for schools in the City of Glenorchy

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.3 GET GOING IN GLENORCHY PROJECT Issues The Parties agree that the key issues to be addressed are:

• Enhancing the skills of the ‘at risk’ and IT students at Claremont College through an on-going project within a real-life tasking environment

• Enhance the sense of belonging and self-worth of these students in the Glenorchy municipality

• Through this involvement, encourage the uptake of e-commence strategies by businesses throughout Glenorchy Strategies The Parties agree the strategies they will employ are:

• The Department of Education, Claremont College and the Council will implement the ‘Get Going in Glenorchy’ project designed to assist ‘at risk’ and IT students at Claremont College by: − enabling them to facilitate the development and management of an Internet ‘portal’ for Glenorchy as a whole − involving them in the provision of support services to businesses and organisations in relation to both the portal and IT services generally • The Parties will establish a Steering Committee to oversee the development and implementation of the ‘Get Going in Glenorchy’ project

• The Steering Committee will investigate potential sources of funding for the project and prepare and submit applications

• Subject to suitable funding arrangements, the Parties agree to coordinate the development of the portal as the access point to information, services and businesses relating to the City

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

• The Steering Committee will develop the project to maximise the involvement of IT students at the Claremont College and utilise the applications development resources of Claremont College to: − develop the Internet portal as a central introduction point to all aspects of the City of Glenorchy − develop web pages for small businesses and community organisations in the City of Glenorchy

• To further advance the practical experience and confidence of students in dealing with business and community organisations, the Steering Committee will develop strategies that: − utilise the students and facilities of Claremont College to provide IT development, guidance and identification of opportunities for community organisations and small businesses in the City of Glenorchy − ensure the ongoing development of the Glenorchy Internet portal − ensure that information that is accessed via the Glenorchy Internet portal is managed and is current

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Department of Education, Claremont College and the Council will establish a Steering Committee

• Within three months of signing this Agreement, a project plan will be developed for the ‘Get Going in Glenorchy’ project

• Submissions for funding will be made within four months of signing of this Agreement

• Claremont College students will commence developing web pages for small businesses and community organisations within five working months (ie. excluding school holidays) of obtaining funding for the project

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

• The Glenorchy Internet portal design will be completed within three months of Glenorchy obtaining funding for coordination resources

• The Glenorchy Internet portal will be accessible on the Internet within twelve months of Glenorchy obtaining funding for coordination resources

• Claremont College will provide skill development and training opportunities for employees working in small businesses and community organisations within five months of obtaining funding for coordination resources

• Policies and procedures for the update and management of portal information will be in place within twelve months of Glenorchy receiving funding for coordination resources

• The Council and Claremont College will agree upon strategies to ensure the continued development of the portal prior to making it accessible on the Internet

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.4 COMMUNITY SCHOOLS - COSGROVE HIGH SCHOOL

Issues The Parties agree the key issue to be addressed is:

• The increased provision of educational opportunities at Cosgrove High School Strategies The Parties agree the strategies they will employ are:

• The State will pilot the development of a ‘Community School’ project at Cosgrove High School

• The Department of Education and Cosgrove High School, in collaboration with the Glenorchy City community, will develop a view on how the school can provide educational opportunities for all members of the community, in addition to its prime focus of education of post primary students to Grade 10

• The Department of Education through TAFE will develop a formal Adult Education program based at the school, the nature of which will be partly resultant from Council Market Research of community needs in this area Performance Indicators The Parties agree the indicators to be used are:

• A Plan for the development of a community school at Cosgrove High School will be developed by November 2000

• The Department of Education will seek the endorsement and support of the Council for the Plan

• The Plan will be implemented from the beginning of 2002 and an evaluation of achievement of Phase 1 will be undertaken during July 2002 and December 2002 to ascertain levels of student, parent, staff and community satisfaction and student achievement levels

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

• A report of Phase 1 will be presented to the Council through the Glenorchy Education and Training Consultative Group in December 2002

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.5 COMMUNITY SCHOOLS - SPRINGFIELD GARDENS PRIMARY SCHOOL Issues The Parties agree the key issues to be addressed are:

• Greater use of schools and their buildings and grounds as a community resource in the West Moonah area

• Continued development of the Springfield Gardens Primary School community project Strategies The Parties agree the strategies they will employ are:

• The Parties will continue to support the partnership agreement between Springfield Gardens Primary School, the Education Department and the West Moonah community

• The Department of Education and the Council will: − investigate further community use of school buildings and grounds in consultation with Council, local sporting associations and the community − provide a number of trial projects at Springfield School such as Parent Programs, Truancy Projects, After School Activities, Holiday Programs, Adult learning Programs, Health and Fitness Community Programs − review the Springfield Gardens Community School project and develop an action plan for further development

Performance Indicators The Parties agree the indicators to be used are:

• Within five months of this evaluation existing works will have been reviewed and an action plan developed including time frames

• Progress to be evaluated December 2002

SCHEDULE 3: PROMOTING EDUCATIONAL EXCELLENCE

3.6 CENTRE OF EXCELLENCE IN ONLINE LEARNING Issue The Parties agree the key issue to be addressed is:

• Creating new economic opportunities for the State in the development of online educational content and the delivery of online education Strategies The Parties agree the strategy they will employ is:

• The State agrees to establish a Centre of Excellence in Online Learning in the City of Glenorchy bringing together relevant Department of Education staff Performance Indicators The Parties agree the indicators to be used are: • Within three months of signing this Agreement, a site for the Centre of Excellence in Online Learning will have been identified and an initial project office will be operational

• Within six months of signing this Agreement, the Centre of Excellence in Online Learning will have been established and be fully operational

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3.7 DEVELOPING ENTERPRISE AND INNOVATION IN INFORMATION AND COMMUNICATION TECHNOLOGY Issues The Parties agree the key issues to be addressed are:

• The development of closer links between the Department of Education, the Council and business/industry in the Glenorchy area to: − enhance learning, employment and training opportunities for students; − build mutually productive partnerships; and − enhance the development of enterprise, innovation and entrepreneurial approaches with local schools, college and businesses • The provision of greater awareness, knowledge and IT skills for all in the City of Glenorchy, focussing on students in compulsory and post compulsory education but also the broader community

• Increased utilisation of IT as a tool for furthering learning and for economic, social and leisure pursuits Strategies The Parties agree the strategies they will employ are:

• Strategy 1: The Parties through the Glenorchy Education and Training Consultative Group (with local business representatives seconded) will meet to promote the development of enterprise, innovation and training in the municipal area and develop the notion of Glenorchy as a City of learning, enterprise and innovation. The “Get Going Glenorchy” project will be a key part of this.

• Strategy 2: The Department of Education will develop Enterprise Education in local schools and colleges, with the support of local providers such as the Department of State Development, the Council and business, together with various international providers. Whilst the focus shall be Cosgrove High, the other high schools and the college within the Glenorchy City area are also to be provided support.

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• Strategy 3: The Department of Education will utilise Enterprise Education as a strategy to address the student absence from school rate, as outlined through the Truancy Project. This will address needs of students attending, ‘at risk’ and non-attending. Performance Indicators The Parties agree the indicators to be used are: Strategy 1:

• Initiate enterprise projects that use information technologies and which involve students, local businesses and community groups including: − Establish a framework to enable students to develop web pages for small businesses, community groups and other not for profit organisations by March 2002. − Develop training packages that can be used by students to teach their clients how to use and maintain their web pages by the end of April 2002. − Establish a research program, by April 2002, that will assist in the implementation of an Internet Portal for the City of Glenorchy by determining what Glenorchy businesses and organisations have web sites that should be accessed via the portal. • Links between the local business community and schools will be strengthened through are variety of activities. This will have begun by November 2001. Strategy 2:

• The Department of Education shall establish the Cosgrove Enterprise Centre that shall provide the focus of Enterprise Education development at Cosgrove High School by November 1 2001.

• In consultation with the Cosgrove High School Principal, the Enterprise Officer will establish a variety of Enterprise Education programmes/professional development that will encourage staff to further utilise Enterprise education as a teaching strategy. This should be ongoing.

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• The Enterprise Officer will support the Enterprise Education needs of the other High Schools and the College within the Glenorchy City boundary in a variety of ways, as opportunities arise.

• The Enterprise Officer will involve local schools, college and business in the ‘Glenorchy Enterprise Week’. This may include all, or aspects of the Australian Business Week programme. This is scheduled for the end of Term 2, 2002. Strategy 3:

• Enterprise Education will be trialed as an alternative strategy to engage disaffected students who are either attending or non- attending school. − Enterprise Programmes at the Pulse Youth Health Centre will be established thus heightening general student awareness of the services available at the Centre. This should be ongoing. − In consultation with Derwent Support Service, the Cosgrove High Principal and the associated schools, non- or irregular- attending students will be encouraged to participate in programmes running through the Cosgrove Enterprise Centre, with the aim of reengaging them with the education system in some form.

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3.8 TRAINING PROVISION FOR POST COMPULSORY AND COMMUNITY EDUCATION Issues The Parties agree the key issues to be addressed are:

• The increased provision of education and training opportunities for years 11/12 and post year 12 vocational education Strategies The Parties agree the strategies they will employ are:

• The Department of Education, through TAFE, will deliver an agreed range of skills development and training opportunities in areas identified through research

• The Department of Education through TAFE will develop a multi-dimensional approach to training, on the basis of the information gathered, stressing local involvement and combined organisational approach of providers

• Flexible training arrangements will be investigated to address particular labour market issues in the area

• The Parties, through the Glenorchy Education and Training Consultative Group, will investigate opportunities to decentralise training in the workplace in Glenorchy industries (as per Incat model)

• The Department of Education will advertise more widely the level and nature of post compulsory and community education and training available in the Glenorchy area. Council will assist in the marketing of such courses through use of its newspaper

• The Department of Education through TAFE will investigate the feasibility of establishing Adult Education at a local high school. Included would be a proposal to develop adult literacy courses on a broader scale

• The Department of Education will link with the Department of State Development and other agencies to examine feasible business incubator sites in Glenorchy with the view of possible co-location on school sites and/or training opportunities

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• The Department of Education through TAFE will develop a capacity for local community members to be trainers in non-accredited courses Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties through the Glenorchy Education and Training Consultative Group, will have identified a mechanism by which to assess the training needs of the community

• Within eighteen months of signing this Agreement, the Department of Education and the Council, through the Glenorchy Education and Training Consultative Group, will investigate opportunities for decentralisation of training to workplaces in Glenorchy. A survey of Glenorchy industries, manufacturers and other major businesses will have been conducted

• Within fifteen months of signing this Agreement, the feasibility of locating Adult Education at a local high school, to provide community courses cited as needs in the Council Market Research, will be known

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3.9 EARLY CURRICULUM DEVELOPMENT Issues The Parties agree that the key issues to be addressed are:

• The need to link the curricula of schools, child care and playgroups

• The need to develop a collaborative approach between parents, teachers, carers and playgroup leaders Strategies The Parties agree the strategies they will employ are:

• The Department of Education and the Council will develop a model that will be a vehicle for implementation of the recommendations of the Early Childhood Review in Glenorchy

• The Parties will consider as a starting point a focus on behaviour/social skills and appropriate curriculum links

• Under the auspices of the Glenorchy Education and Training Consultative Group, the Parties will establish a steering committee that includes the Early Childhood Coordinator-South, representative of the Curriculum Review Group, Glenorchy City Council and other stakeholders to develop the framework for the model and oversee its implementation

• The Steering Committee will: − identify suitable schools, child care services and playgroups in Glenorchy that can be linked − support schools, child care services and playgroups through an ‘action research based’ project funded by the Department of Education to review communication and transition arrangements Performance Indicators The Parties agree the indicators to be used are:

• The action research project to be completed, including evaluation, by June 2002

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3.9.1 - INCORPORATION OF ESSENTIAL LEARNINGS INTO CHILD CARE CENTRE PROGRAMS (NEW SCHEDULE)

Issues That the parties agree the issue to be addressed is to achieve:

• A blueprint for programming in child care centres that is transportable state wide

• A seamless transition in relation to curriculum for children attending child care centres and moving to school settings

• An increased emphasis on the links between child care and education Strategies The parties agree the strategies they will employ are:

• That the DoE utilises Glenorchy City Council child care centres as project child care centres to develop a model for incorporating the Essential Learnings’s into existing program planning.

• That a methodology will be developed that will ensure that the Essential Learnings are integrated into existing program planning at its three child care centres: Berriedale, Benjafield and Clydesdale. Services include programs for children from birth to school age.

• An existing experienced child care worker will be funded for 4 hours per week for 40 weeks by DoE to work with other staff at Berriedale, Benjafield and Clydesdale Child Care Centres who program plan to: − Identify existing planning that is consistent with NELs − Identify ways to incorporate NELS into current planning − Identify modifications to current documentation used − Develop a planning blue print that can be transported to other services statewide − Evaluate the modified system − Report to DoE − Motivate and encourage other staff

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Performance indicators The parties agree the indicators to be used are:

• Within 2 months of incorporating this schedule in the Agreement, resources are made available from the DoE (salary for ½ day per week for 40 weeks)

• Within 4 months of incorporating this schedule in the Agreement, GCC appoints a project officer

• A ‘blueprint’ for programming in child care services which incorporates the EL’s to be developed 40 weeks after the commencement of the Project Officer

• Reports are to be made to the Glenorchy Early Years Cluster Group monthly

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3.10 STUDENT ABSENCE FROM SCHOOL

Issues The Parties agree the key issue to be addressed is:

• The need to improve school attendance rates in targeted Glenorchy schools, with a follow-on effect on juvenile crime prevention Strategies The Parties agree the strategies they will employ are:

• The Department of Education together with the Council and the Department of Police and Public Safety (under the auspices of the Crime Prevention and Community Safety Council) will conduct a pilot project to research the current best practice school attendance programs on an international basis and select 1-2 strategies to trial in a Glenorchy school

• A Project Officer will continue to oversee the research, program implementation and evaluation, and generalisation of successful strategies to other areas

• At the completion of the program, the report will be disseminated to Council, and participating Government Departments Performance Indicators The Parties agree the indicators to be used are:

• Research, including consultations between the Council, school communities, the Department of Education, police in Eastern District, business representatives, Glenorchy Safer Communities Committee and parent representatives will be completed by the time this Agreement is signed

• Within eight months of signing this Agreement, the formation and piloting of strategies will be completed

• Within eight months of signing this Agreement, the Department of Education will monitor and evaluate students’ attendance at schools

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in the target area, with final report provided at the completion of the project

• The Council and the Department of Education will consider all relevant recommendations arising from the Project

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3.11 OUTSIDE SCHOOL HOURS CARE Issues The Parties agree that the key issue to be addressed is:

• the development of outside school hours services on sites at local schools in the Glenorchy area to respond to identified community need Strategies The Parties agree that the strategies they will employ are:

• The Parties, through the Glenorchy Education and Training Consultative Group, will facilitate the process of the development of outside school hours care on site at local Glenorchy schools

• The Council will provide data collected by the Council in August 2000 and ongoing data as required by the Group

• The Department of Education will conduct a cost analysis of potential sites based on anticipated licensing guidelines to be implemented by the Department late 2000

• The Group will select a site/s on the basis of responding to identified community need and availability of a suitable site/s

• The Group will adopt a cooperative approach to seeking funding including the possibility of accessing school based funds

• The Parties will consider establishing the service at Springfield Gardens Primary School as part of the broader strategy of using that school as a community resource

• The Council and the Department of Education will collaboratively seek an operator to provide the service Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, a facilitation methodology will be determined

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• Within two months of signing this Agreement, the data will be reviewed

• Within three months of signing this Agreement, a cost analysis will be conducted

• Within four months of signing this Agreement, the group will select a site/s

• Within six months of signing this Agreement, options for funding will be identified and investigated

• A service/s will be established by the beginning of Term 2, 2001

• Progress of the proposal will be evaluated at 6,12 and 24 months from signing this Agreement

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3.12 EDUCATION DEPARTMENT – SCHOOL GROUND USAGE (NEW ISSUE) Issues The parties agree the key issues to be addressed are:

• Identify the Education Department properties suitable for participation in program and available for community use.

• Identify sports and community groups that require ground use.

• Investigate the Development of Partnership Agreement between Council/Schools/Users.

• Identify costs to redevelop school grounds.

• Identify responsibility for maintenance and development costs.

• Identify maintenance costs.

• To formalise an agreement for collection of revenue and expenditure for maintenance. Strategies The parties agree the strategies they will employ are:

• Identify funding sources to redevelop facilities to an acceptable standard.

• Promote school facilities as an appropriate location to participate in recreation.

• Identify users that can provide a financial contribution in return for use.

• Develop a management agreement between Schools/Council/Sporting Groups.

• Education facilities to be included and reviewed in the development of the Glenorchy Recreation Plan. Performance Indicators The parties agree the indicators to be used are:

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• A working group of stakeholders, comprising Education Department, Glenorchy City Council and Community Groups be formed within three months of finalising the first evaluation.

• Within six months of finalising the first evaluation a data base of properties suitable for participating in the program be developed.

• Within six months of finalising the first evaluation a data base of participants in the program be developed.

• Agreement for cost and responsibility be finalised within six months of finalising the first evaluation.

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3.13 SHOP FRONT CENTRE FOR POST COMPULSORY EDUCATION AND TRAINING IN GLENORCHY (NEW ISSUE) Issues The parties agree the key issues to be addressed are:

• Schedule 3.8 of the Partnership Agreement Training Provision for Post Compulsory and Community Education focuses on the provision of education and training opportunities for years 11 and 12 and post year 12 vocational education.

• The Healthy Communities Survey undertaken by the Department of Health and Human Services in 1999 indicated that a lower percentage of Glenorchy residents, 18 years and over are satisfied with the factors associated with quality of life, including educational level, than Tasmanians in general.

• According to the 1996 Census, 76.2% of Glenorchy residents over 18, did not have a formal educational qualification.

• Glenorchy has a lower proportion of people with higher education or skilled occupations than any other urban LGA in the south of the state.

• The qualifications profile of Glenorchy residents in the 1996 Census has changed very little since 1986 with only a marginal increase in the percentage with higher qualifications.

• A lower percentage of Glenorchy residents think that education level is very important (20.19%) than other Tasmanians (22.3%).

• One of the Tasmania Together benchmarks is to increase participation in Post Compulsory Education and Training.

• Work undertaken to date in relation to this schedule indicates that one of the major impediments for increasing participation in Post Compulsory Education and Training may be the lack of a strong presence in the northern suburbs to attract students to available options.

• This could be achieved through the establishment and ongoing funding of a highly visible, attractive and accessible shop front

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location within the Glenorchy CBD. This centre would be the first point-of-contact for information, referral and support to post compulsory education options for residents in this municipality.

• The Training Shop Front staff would

– Understand the needs of young adults who may have left school early and who wish to return to more structured study programs leading to a recognised qualification; – Understand the needs of more mature-age adults who wish to return to formal learning after periods of employment or other forms of activity; – Have a comprehensive knowledge and understanding of education and training options available through a range of providers including the Institute of TAFE Tasmania, including Adult Education and private providers; – Have some capacity to provide initial guidance in course selection relating to possible job/career options; – Have the ability to ‘manage’ the course selection, enrolment and induction process, and, in collaboration with other student support services, provide ongoing encouragement, assistance and guidance to ensure outcomes; and, – Have the capacity to provide an attractive, friendly, non- threatening and non-bureaucratic service. • It is envisaged that the Training Shop Front would provide customers with access to information on a wide range of education and training options – from provider profiles through to course information. Career and related course information would also be online so that customers could spend time reflecting on and discussing options over a cup of coffee.

• It is also expected that shop front staff will develop information about the education and training needs of their customers, and provide information, qualitative research findings to the Institute of TAFE Tasmania and other providers.

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Strategies The parties agree that the strategies they will employ are:

• The Institute of TAFE Tasmania, including Adult Education, Glenorchy City Council, private training providers and Department of Education and other key stakeholders will establish a working group to develop a model for a Shop Front Centre for Post Compulsory Education and Training in Glenorchy, which could be established as a pilot project to be evaluated at the end of 2 years.

• The working party will identify possible sites for the location of a Shop Front Centre for Post Compulsory Education and Training in Glenorchy. Sites to be explored will include:

– Commercial property for lease in the CBD; – Possible sites for co-location with other agencies in the CBD; and – Cosgrove High School. • The working group will determine resourcing requirements for establishing and operating the shop front. Performance Indicators

• Within one month of finalising this Agreement, the working party including representation from the Institute of TAFE Tasmania, including Adult Education, Glenorchy City Council, Department of Education and other agencies where appropriate, will be established.

• Within four months of signing this Agreement, the working group will have developed a model, identified an appropriate site and will have identified funding sources for the Shop Front Centre for Post Compulsory Education and Training in Glenorchy.

• Within four months of signing the Agreement, the Shop Front Centre for Post Compulsory Education and Training in Glenorchy will be established.

• By the end of September 2003, the operation of the centre will be evaluated, according to performance indicators established by the working group.

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3.14 DEVELOPMENT OF A CHILD CARE SERVICE ON A SCHOOL SITE (NEW ISSUE) Issues The parties that the key issues to be addressed are:

• The increased demand for child care in Glenorchy from July 2000 has meant that:

– Many Glenorchy families are unable to access the child care that they need; – Many parents are not able to have a choice about the service they use; and – Parents with changing child-care needs are not able to be accommodated. • Capital funding to build new child care centres is not available from the Commonwealth and this has prevented potential operators developing new services in Glenorchy, despite a significant demand by parents.

• The recent development of the co-location of Phoenix Child Care (ex Mother Goose) in Howrah Primary School demonstrates a model that could be replicated in Glenorchy. Such a model also supports the principle of developing schools as community resources, which is the under pinning aim of other Partnership Agreement initiatives around Cosgrove High School and Springfield Gardens Schools.

• Some school buildings that were once fully utilised are now under utilised due to the changing demographics of Glenorchy families and these spaces in schools provide an ideal opportunity for redevelopment into child care facilities. Strategies The parties agree the strategies they will employ are:

• The State Government and Glenorchy City Council commit to working together to investigate the development of existing surplus school buildings for the purpose of establishing a child-care centre.

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• A working group is to be established including representatives from the Department of Education’s Derwent District Office, Facility Services and Child Care Unit and the Glenorchy City Council.

• The working group will investigate:

– Surplus school-based accommodation that could be utilised; – Refurbishment required to meet licensing standards; – The cost of refurbishment of the premises to meet licensing standards; – Potential sources of funding the refurbishment; and – Potential operators. • The working group will develop a proposal based on investigations Performance Indicators The parties agree the indicators to be used are:

• The working group will be established within one month of finalising this evaluation.

• The working group will complete its investigations and develop a proposal within six months of finalising this evaluation.

SCHEDULE 4: A CARING COMMUNITY

4.0 A CARING COMMUNITY

4.1 SOCIAL PLAN

4.1.1 DEVELOPMENT OF A SOCIAL PLAN FOR GLENORCHY Issues The Parties agree that the key issues to be addressed are:

• The development of a planning framework, which is based on a comprehensive understanding of community needs and capacities, existing service levels, demographics and population trends, within Glenorchy

• The development of an identified framework within which to develop, provide, support and improve service provision to, and build social capital in, the Glenorchy community Strategies The Parties agree the strategies they will employ are:

• The Parties will establish an appropriate group, including representatives from the Glenorchy City Council, Department of Health and Human Services, Department of Education, Police and Multicultural Tasmania, to scope and develop a project for the implementation of the social plan for Glenorchy

• The Parties to this Agreement will each make a matching contribution of $22, 000 and agree on the basis for allocation of these resources

• The Council, with support from the Department of Health and Human Services, will develop a Social Plan for the City of Glenorchy

• The Social Plan will: − provide a profile for the Glenorchy community in terms of social characteristics (at a precinct level and age and target groups); − identify the range and level of social service delivery within Glenorchy; − identify social issues of concern to the community;

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− develop action plans to guide social planning and build social capital; and − ensure that future service provision and priority setting equates with identified needs, community preferences and gaps in services. • The Social Plan will provide valuable information that can assist the Council and the State Government in planning future service provision and priority setting. In particular the Social Plan has the potential with adequate resourcing to inform the following strategies (as raised by the State through the Partnership negotiations): − Community and Health Services Centre planning to prioritise community and rural health service delivery; − identify opportunities in those areas where health promotion may benefit the Glenorchy community; − identify the perceived needs of the community in terms of mental health services; − establish the level of need for Child and Adolescent Mental Health Services within the Glenorchy municipality; − identify disability service gaps; − investigate whether people from diverse language backgrounds can access infrastructure services which are satisfactory and/or appropriate; and − identify populations of children and young people at risk.

• The Social Plan will involve: − developing a Community Profile that provides an overview of the City’s population demographics and trends, as well as the City’s social, cultural and physical characteristics and features; − an audit of Community and Human support services operating within the Glenorchy area via a written survey to determine service coverage; − a community needs assessment by analysing past research and conducting a community survey; − a community capacity survey by analysing past research and gathering further data; − all information collected from the above processes will be cross- analysed in terms of population groups and geographic areas;

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− a Planning Framework will be developed based on the analyses, equating future service provision with needs of the Glenorchy community; − Department of Health and Human Services providing expertise to assist in the collation and analysis of data and support the development of community profiles; − research conducted to ascertain levels of social capital existing within the Glenorchy area; and − links with the cross sector Planning and Coordination Group.

Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, the Parties will establish a planning group

• Within six weeks of signing this Agreement, the Parties will scope and agree on the methodology and implementation plan, along with resourcing commitments

• The Glenorchy Social Plan will be finalised by June 2002

• The social capital research will be completed by June 2002

• By June 2002, the Department of Health and Human Services in cooperation with the Council will research, develop, pilot and evaluate a model that supports and builds community capacity in local government areas which will be used as a template for other areas of the State

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4.1 SOCIAL PLAN

4.1.2 ROLE OF GLENORCHY COMMUNITY AND HEALTH SERVICES CENTRE Issue The Parties agree the issue to be addressed is:

• The need to work cooperatively to achieve a clear understanding of the role of the Glenorchy Community and Heath Services Centre and work towards the establishment of a common approach to the development of new services to prevent gaps and overlaps. Agreement to be reached on a collaborative approach to hard decisions, eg. needle and syringe exchange Strategies The Parties agree the strategies they will employ are:

• The Council will be included in centre planning sessions to prioritise community and rural health service delivery

• The State will maintain a presence in the Council’s current services forum (held by the health promotion coordinator)

• Increase promotion and marketing of services from the centre Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Parties will ensure that a representative of either organisation is included on the membership of relevant meetings

• The Parties agree to meet at least quarterly to further planning discussions

• The Parties will work together to develop a joint marketing strategy for services within the centre within six months

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4.1 SOCIAL PLAN

4.1.3 PLANNING AND COORDINATION OF COMMUNITY SERVICES: DEVELOPMENT OF STRATEGIES Issue The Parties agree that the key issue to be addressed is:

• Improved coordination, planning and information exchange between the Glenorchy City Council and the Department of Health and Human Services Strategies The Parties agree the strategies they will employ are:

• The establishment of the Glenorchy Community and Health Services Coordinating Group comprising representatives from the Council, the Department of Health and Human Services and other Government Agencies to address issues arising from the planning and coordination of services within Glenorchy and to develop strategies for addressing the issues. Specifically the Group will have responsibility to: − ensure that issues identified within this Schedule are addressed − share information, ideas, knowledge and expertise to develop common approaches and understanding to the provision of community services in the Glenorchy region − provide a forum for the State Government to promote awareness of current community service issues and potential responses and solutions − provide a forum for the Council to provide feedback on various priority initiatives − facilitate community consultation and feedback on new proposals • The Department of Health and Human Services commits to participating on service inter-agency groups established in Glenorchy, in particular Youth Action Network Group (YANG) and Linkages

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• The Department of Health and Human Services will inform and consult with the Council in relation to proposed service developments, and service and policy changes that impact upon the Glenorchy community Performance Indicators The Parties agree the indicators to be used are:

• Meetings of the Glenorchy Community and Health Services Coordinating Group to be held quarterly for the life of this Agreement

• Within six months of signing this Agreement, Department of Health and Human Services personnel will be involved in YANG and Linkages meetings

• Within six months of signing this Agreement, Council personnel will be involved in the Department of Health and Human Services planning structures

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4.1 SOCIAL PLAN

4.1.4 DEVELOPING COMMUNITY NETWORKS - DHHS CONSULTATIVE MECHANISM Issues The Parties agree the key issues to be addressed are:

• Implementation of Department of Health and Human Services consultative framework based on the development of community networks within Local Government Areas

• The need to establish mechanisms that enable the Department of Health and Human Services to consult with a network of interested people and organisations within the Glenorchy municipality

• The need to identify options to work collaboratively to address local, multifaceted issues related to the delivery of health and human services, building on the framework to be articulated within the Glenorchy Social Plan Strategies The Parties agree that the key strategies to be addressed are:

• The Department of Health and Human Service’s Consultant – Community Networks will establish relevant contacts in liaison with Council

• The Department of Health and Human Service’s Consultant – Community Networks will work collaboratively with the Council to develop a network of interested people and organisations

• The Parties will identify, prioritise and progress issues of common interest arising from development of the community network Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Consultant – Community Networks will establish contacts in liaison with the Council • A Community Network will be progressively established over a six month period

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4.2 YOUTH INITIATIVES

4.2.1 GLENORCHY YOUTH HEALTH CENTRE

Issues The Parties agree that the key issues to be addressed are:

• Identified gaps and issues exist in relation to the coordination and delivery of specific services for young people in the City of Glenorchy

• The need to ensure the provision of integrated and responsive services for young people

• The need to ensure services available to young people in Glenorchy are responsive to need. This can be best achieved through a collaborative and targeted service delivery model adopted by all key identified stakeholders Strategies The Parties agree that the strategies to be employed are:

• The Department of Health and Human Services, in partnership with the Council and other key stakeholders, including young people and other government and non-government agencies, will work with the Youth Health Centre Project Officer to develop a model for a holistic youth health service in Glenorchy

• That the Youth Health Centre will be established on the ground floor of the Glenorchy Community Health Centre and appropriate consultation will be undertaken with key community stakeholders and current centre users prior to the establishment of the service

• The objectives for the Glenorchy Youth Health Centre will include the following − to function as a one-stop information, referral, support and development service for young people in the City of Glenorchy; − to provide health and wellbeing services to young people aged 12 – 25;

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− to provide services and programs in the areas of health, personal support, employment and recreation as identified through consultation with young people; − to develop strategies to meet the needs of youths from culturally diverse backgrounds; − to develop specific strategies to access ‘at risk’ young people − to develop specific strategies to outreach areas outside the Glenorchy central business district; and − to provide a base from which a broad range of both government and non-government services can operate within Glenorchy. • The Glenorchy City Council will employ a youth worker to be based at the Youth Health Centre for a two year period, conditional upon the Centre being established to meet the service objectives specified in this Agreement. This strategy is to be reviewed after a two year period

• The Department of Health and Human Services will allocate staff resources from appropriate programs for service delivery with the Centre and funds for service management

• A joint commitment from Department of Health and Human Services and Glenorchy City Council to support the ongoing development of the Youth Health Service

• A joint commitment from Department of Health and Human Services and Glenorchy City Council to monitor and evaluate the service

• The Department of Education will provide computer access and online learning access at the Youth Health Centre Performance Indicators The Parties agree the indicators to be used are:

• By the end of October 2000, a service model, implementation plan and management model will have been determined

• Within two months of signing this Agreement, a memoranda of understanding will be signed by the Council, Government and non- government agencies and programs for service delivery commitments with the Centre will be identified

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• Within three months of signing this Agreement, the core services for the Youth Health Centre will be operational

• Continued encouragement of service co-location and integration (both government and non government) in response to young peoples’ needs subsequent to the initial service launch. The services on offer to reflect the agreed model by the end of 2001

• Continuing ownership and involvement of young people and other key stakeholders in the project as demonstrated by representation on a management committee and working groups and uptake of consultation opportunities

• Young people accessing and expressing satisfaction with services provided as demonstrated through ongoing monitoring of user numbers and cyclical user satisfaction surveys six monthly (with random sample of clients)

• The health and wellbeing status of young people in the Glenorchy Municipality improves. The 2000 profile of Glenorchy young people acts as a benchmark. Measurement of health status to be undertaken in line with the development and evaluation of a statewide youth health and wellbeing strategy

• A formal and independent evaluation of the service including review of policies and procedures, staff views, client views, service usage etc, to be conducted during the life of the Agreement

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4.2 YOUTH INITIATIVES

4.2.2 COMMUNITY PROJECTS FOR YOUNG PEOPLE AT RISK/YOUNG OFFENDERS Issues The Parties agree the key issues to be addressed are:

• To provide young offenders and young people identified as being ‘at risk’ with opportunities to participate in positive, innovative community and personal development projects that will foster a sense of social inclusion, cohesion, responsibility and confidence

• To provide young persons with opportunities to make restitution to the community enabling them to repair harm caused and to develop a sense of social responsibility Strategies The Parties agree the strategies they will employ are:

• Youth Justice (Community Services Order program) staff will be represented on the Youth Action Network Glenorchy Group (YANG)

• YANG consists of youth service providers either based in Glenorchy or with a youth service provision focus in the City. Participation in the Group will provide a mechanism for a collaborative approach to identifying and developing community project opportunities

• Issues of resources, coordination, planning, education, supervision, training, public liability and insurance for agencies and other key stakeholders who work with young people could be addressed; greatly improving outcomes for young people and their communities

• The development of innovative social, recreational, life skill and employment development programs for young offenders and young people at risk

• The development of a pilot project modelled on the community care project and the Glenorchy Skate Central project which focuses on local neighbourhood projects identified by young people and involvement of young people in the design, development and implementation of these projects, for example, creation of youth friendly street furniture, development and construction of skate 90

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facilities, development and design of youth-friendly, safe public spaces and recreational space

• Youth Justice will work with Glenorchy Youth Taskforce and associated stakeholders to identify and develop Community Service Order (CSO) opportunities for youth within the Glenorchy area

• Youth Justice will collaborate with the Department of Education in developing a range of options for ensuring strong linkages between restorative programs for young offenders and the education system

• Youth Justice will ensure there are opportunities for relevant Government Departments (eg. Department of Health and Human Services, Department of Education) to meet across agencies to collaborate on issues regarding young offenders Performance Indicators The Parties agree the indicators to be used are:

• The Youth Justice Community Service Order Program commits to membership of the Youth Action Network Group • Within six months of signing this Agreement, the Southern Youth Justice Community Service Orders worker and the State Manager of Youth Justice will meet with the Glenorchy Youth Taskforce • Within nine months of signing this Agreement, opportunities and projects for young offenders and young people at risk will be identified • Within twelve months of signing this Agreement, the financial and human resource issues to implement a pilot community project will be resolved • Within fifteen months of signing this Agreement, a pilot project increasing the number of opportunities for Community Service Order placements available in Glenorchy will be commenced • Ongoing funding and resourcing issues be resolved • Within twelve months of signing of this Agreement, the number of Community Service Order placements available in the Glenorchy area will be increased

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4.2 YOUTH INITIATIVES

4.2.3 COMMUNITY PARTICIPATION AND DECISION-MAKING Issues The Parties agree the key issues to be addressed are:

• The development of a best practice guide for local government to facilitate participation by young people in community life and decision making

• The Council has taken a pro-active role in developing youth leadership through the Glenorchy Youth Task Force which has served to provide a formal mechanism for young people to represent their needs and interests to the Glenorchy City Council

• Significant research exists to indicate that healthy, confident, cohesive and sustainable communities exist when there is a focus on youth development and the active participation of young people in the community Strategies The Parties agree the strategies they will employ are:

• The Parties will establish a working party comprising the Glenorchy City Council, Department of Health and Human Services, and the Department of Education through the Office of Youth Affairs to develop and implement a research project, which examines youth consultation and participation strategies both in Australia and overseas, with a view to developing a best practice model

• The model will be piloted in Glenorchy facilitating youth participation and decision making in the activities of the Council and the community, and building and strengthening relationships between young people and other sections of the community

• The piloted model will be written up and distributed to local governments and other identified agencies across Tasmania as a best practice guide for youth participation

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Performance Indicators: The Parties agree the indicators to be used are:

• Within three months signing this Agreement, the working group will be established

• The Project Brief, including an identification of resources, will be completed by October 2002

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4.3 FAMILY SUPPORT, EARLY CHILDHOOD AND PARENTING

4.3.1 CHILD HEALTH AND WELLBEING (0-4) Issues The Parties agree that the key issues to be addressed are:

• To improve support given to families with children 0-4 years to enhance the long term health and wellbeing outcomes for children and potentially increase the social capital within the City

• The appropriate location of family support services in Glenorchy Strategies The Parties agree that the strategies they will employ are:

• A cross-agency working group to be established which is to include representatives from the Glenorchy City Council, Department of Health and Human Services and the Department of Education

• Develop, implement, evaluate and apply city-wide the results of a pilot project in the precinct of Goodwood and Glenorchy Central offering early identification, early intervention and family support to families with children 0-4

• The objectives and strategies of the pilot will be based on the findings of research such as the Pathways to Prevention report and the Early Years Study and could include: − building the capacity of local playgroups − neighbourhood-based parental support program eg. local visiting program for young parents − review of findings from ‘Lets Face It’ research project and development of appropriate strategies to address family violence − development of a system to ensure an integrated response by a range of family and child focussed agencies to identified needs within families − home visiting system − focus on early literacy skills

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• Explore funding options to support the employment of a project officer to be employed for a two year period to develop, implement and evaluate the pilot in Goodwood and recommend strategies that would be appropriate to extend across the City

• That the State will work with Council to facilitate the location of family support services to Glenorchy to address any gaps substantiated through the Social Plan Performance Indicators The Parties agree the indicators to be used are:

• Progress reports for Goodwood Connect are made to GAIN, YANG and other relevant interagency working groups on a six monthly basis in line with project timeframes.

• Successful strategies from Goodwood Connect are used as the basis for development in other areas of Glenorchy as they become evident.

• Within three months of the completion of the pilot, the cross-agency working group will reconvene to consider the evaluation of the pilot and develop an implementation plan to implement appropriate successful strategies across the broader community

• Within three months of the completion of the social planning framework, a group will be formed with representatives of the Department of Health and Human Services, Glenorchy City Council and other key stakeholders to progress the facilitation of family support services to the City

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4.3 FAMILY SUPPORT, EARLY CHILDHOOD AND PARENTING

4.3.2 FAMILIES, CHILDREN AND YOUNG PEOPLE AT RISK Issues The Parties agree the issue to be addressed is:

• The need for early identification and support of children and young people at risk Strategies The Parties agree the strategies they will employ are:

• The State Government will work with the Council to establish a cross agency working group that will include the Department of Health and Human Services and Department of Education and have the capacity to coopt where necessary, to: − identify populations of children and young people at risk − develop community education and early intervention strategies for children and young people at risk − identify potential access to and use of Commonwealth funds (eg. those available through the Stronger Families and Communities initiative) − evaluate strategies from Goodwood Connect project and implement where appropriate Performance indicators The Parties agree the indicators to be used are:

• Within three months of this evaluation, the Parties will establish a Working Group

• Within six months of this evaluation, the Working Group will develop strategies for children and young people at risk

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4.3.3 FAMILY INFORMATION AND RESOURCE CENTRE (0-11 YEARS) (NEW ISSUE) Issues The Parties agree that the key issues to be addressed are:

• The establishment of an accessible client focused Family Information and Resource Centre for families with children 0-11 years that has as its aims early identification, early intervention, integrated and coordinated services and strength based family support services.

• The co-location of a range of non government and government agencies on a full time, part time or sessional basis, including Good Beginnings on a full time basis within the Family Information and Resource Centre.

• Utilisation of the existing body of evidence about the needs of children and families in Glenorchy such as forums, surveys and development of strategies including the Our Kids: Our Present, Our Future Strategy, developed by DHHS. Strategies The parties agree the strategies they will employ are:

• The Department of Health and Human Services, Department of Education in partnership with Council, Good Beginnings, Child Health Association and other key stakeholders including Government and non government agencies will work together to further develop the concept for a Family Information and Resource Centre (0-11 years) that focuses on delivering services in Glenorchy.

• The Department of Health and Human Services, Department of Education and Council will participate in a working group that includes Good Beginnings and other key stakeholders. The purpose of the working group will be to develop a proposal for a Family Information and Resource Centre (0-11 years) that is a one stop shop for parenting information and resources in Glenorchy. The working group will:

– Take into account community need identified through the development of the Community Plan and other Glenorchy City Council data;

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– Identify potential sites and funding sources; – Identify and consult with Government and non government agencies and services that could be located/relocated to the Family Information Resource Centre; and – Develop a proposal for the development of a Parenting Information and Resource Centre (0-11 years) that may include a staged approach. For example the proposal may include the development of an Information Centre in Stage 1 followed by an expansion of the Family Information Centre into a Family Information and Resource Centre in Stage 2. Alternatively the proposal may be for the development of the Family Information and Resource Centre initially. • The working group will give consideration to the development of the Family Information Centre or the Family Information and Resource Centre as a pilot project in Tasmania that can then be evaluated and findings applied in other areas. Performance Indicators The parties agree the indicators to be used are:

• Within one month of finalising the evaluation, the working group membership is finalized and the working group has met.

• Within six months of finalising the evaluation, the working group will develop a proposal including identification of potential sites, and funding sources.

• Within twelve months of finalising the evaluation, a site and funding source will be identified.

• Within two years of finalising the evaluation, if funding is made available the Family Information and Resource Centre (0 – 11 years) will be established.

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4.4 HEALTH PROMOTION Issue The Parties agree that the issue to be addressed is:

• An opportunity to improve a collaborative approach to health promotion, which targets specific population sub-groups of the Glenorchy community, such as cancer screening, positive ageing, men’s and women’s health access, oral health, and food and nutrition issues Strategies The Parties agree that the strategies they will employ are:

• The Department of Health and Human Services will identify opportunities collaboratively with the Council and gain agreement on those areas where health promotion may benefit the Glenorchy community

• The Parties will establish a joint forum to identify opportunities and needs for health promotion in Glenorchy, along with information strategies to be employed and timeframes

• The Parties will explore ways to encourage food operators to be proactive in reducing health risks that can arise from health issues of nutrition, food safety, hygiene and passive smoking in food service outlets, eg. FoodSafe or Health Options Tasmania (HOT) programs

• The Parties will assess opportunities for improvements in risk-based food safety evaluations in Glenorchy Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the first meeting will be held to identify opportunities

• Within eighteen months of signing this Agreement, a targeted communication strategy will be devised and an implementation plan developed

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• Within six months signing this Agreement, the State Food Officer and the Glenorchy Council Environmental Health Officers will meet and discuss key issues in relation to risk based food safety evaluations

• Within six months of signing this Agreement, officers from the Department of Health and Human Services and the Council will have met and identified options for the HOT program

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4.5 COMMUNITY DEVELOPMENT

4.5.1 COMMUNITY RECOVERY Issue The Parties agree that the issue to be addressed is:

• The need to work cooperatively to strengthen the existing community recovery ties and responsibilities and to further develop the existing good relationship Strategies

• To ensure Department of Health and Human Services membership on the Council’s Emergency Management Committee

• To include the Council in any Department of Health and Human Services training programs targeting recovery and emergency issues

• The Department of Health and Human Services to have input into Glenorchy City Council’s emergency risk management plans Performance Indicators The Parties agree the indicators to be used are:

• The Council will continue the inclusion of the Department of Health and Human Services on the Emergency Management Committee (current and ongoing)

• The Department of Health and Human Services will update the contact list for the Council at least six monthly

• The Council will ensure that the Department of Health and Human Services is made aware of changes to relevant plans within one month of any change

• The Department of Health and Human Services will make the Council aware of any funding possibilities or training sessions available on an ongoing basis

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4.5 COMMUNITY DEVELOPMENT

4.5.2 REVITALISING NEIGHBOURHOOD/COMMUNITY HOUSES Issues The Parties agree that the key issue to be addressed are:

• There is a need to ensure Neighbourhood/Community Houses are relevant to local communities and contribute to improved health and well being outcomes through the delivery of relevant programs and/or services. Housing Tasmania and the Child, Family and Youth Support Divisions will be working together to refresh Neighbourhood/Community Houses

• The review of Neighbourhood/Community Houses provides a clear opportunity for State Government to work in partnership with the Glenorchy City Council. A partnership approach will ensure that the needs of local communities in the City of Glenorchy area have the opportunity to participate in setting new directions for Neighbourhood/Community House services into the future Strategies The Parties agree the strategies to be employed are:

• The Department of Health and Human Services has allocated funds for the provision of a Project Officer for a period of nine months to coordinate the Neighbourhood House project

• Within eight to ten weeks of signing this Agreement, the Department of Health and Human Services will have the Project Officer in place

• Department of Health and Human Services has also funded the Tasmanian Association of Community Houses (TACH) for an Executive Officer to support improvement in Neighbourhood/Community House programs, communication strategies etc

• The approach is yet to be determined in conjunction with the TACH executive, but will include a process to develop strategies in relation to each neighbourhood/community house

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• The Glenorchy City Council can clearly be a leading partner in the process in relation to Neighbourhood/Community Houses in their local government area. This may involve seeking feedback from community members through Precinct forums or other consultation processes. It may also be possible to utilise existing infrastructure at Neighbourhood/Community Houses to deliver projects/strategies identified by Council as being priorities for the local government area Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a Project Officer will be appointed by Department of Health and Human Services

• By the end of twelve months, programs run through community neighbourhood houses in Glenorchy will meet identified community houses

• Outcome measures will be in relation to improved community capacity, improved health and well being outcomes as a result of relevant programs being developed, managed and/or delivered through the network

• Efficiency measures will be in relation to administrative costs, levels of service and participation rates in neighbourhood houses

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4.5 COMMUNITY DEVELOPMENT

4.5.3 MEDIATION FACILITATORS Issues The Parties agree that the key issues to be addressed are:

• Lack of availability of mediation services in the City of Glenorchy

• Strengthening of local community capacity by empowering community members to resolve their own issues Strategies The Parties agree the strategies they will employ are:

• To develop and implement a community conferencing training program for community group members, teachers, young people and other identified personnel. This program would train community members to convene and conduct conferences that aim to resolve conflict and restore justice to a community where a particular issue or situation has occurred

• To establish a working group to develop a project brief, identify financial and human resources and investigate funding sources for the program

Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Parties will establish a working group including Glenorchy City Council, the Department of Health and Human Services and other identified stakeholders to develop a project brief and to identify options for training community mediation facilitators

• Within seventeen months of signing this Agreement, the working group will identify the financial and human resources required to implement a community mediation facilitators training program

• Within twenty months the financial and human resources for the program will be allocated by Department of Health and Human 104

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Services or by the Department working in collaboration with the Council to access appropriate Commonwealth Government funding programs

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4.5 COMMUNITY DEVELOPMENT

4.5.4 FIRE SAFETY Issue The Parties agree that the issue to be addressed is:

• Housing Tasmania and Tasmania Fire Service have developed a partnership to reduce the number of fires in public housing, aimed at reducing death, injury, and property loss. One strategy to increase public awareness of fire risk and safety measures is to undertake community expos in each of Housing Tasmania’s Service Areas. The first, in Bridgewater- Gagebrook, has occurred Strategies The Parties agree the strategies they will employ are:

• The Parties will explore opportunities to incorporate a ‘Fire Expo’ into existing broad-based community events in the Glenorchy municipal area (ie. may be part of Community Service Expo in early 2001)

• The Parties will share information about fire issues in the Glenorchy municipal area and develop community based safety strategies targeted at most at risk households

• The Parties will communicate messages about fire risk and safety issues through a range of mediums including the Glenorchy Gazette

Performance Indicators The Parties agree the indicators to be used are:

• The Parties will undertake the Fire Expo by 30 June 2001

• Within twelve months of holding the Fire Expo, the Parties will review the impact of the Fire Expo and communication strategy (ie. reduced fires, personal injury compared with previous twelve months)

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4.5 COMMUNITY DEVELOPMENT

4.5.5 ISOLATION/LONELINESS: COMMUNITY CAPACITY BUILDING Issues The Parties agree that the key issues to be addressed are:

• Community members feeling powerless to address neighbourhood problems

• Isolation being experienced within communities

• Gulfs existing between different sectors of the community, ie. inter-generational conflict, isolation experienced by people from diverse language and cultural backgrounds

• Decreased sense of community identity, recognition and celebration These concerns were raised by the Glenorchy community during consultations conducted by the Council to develop the Glenorchy Community Plan Strategies The Parties agree the strategies they will employ are:

• The Department of Health and Human Services in partnership with the Council, will form a project team to identify opportunities for the development of a Community Capacity Building pilot project

• The project team will identify pilot opportunities, including consideration of relevant stakeholders, noting that the Chigwell area represents a good opportunity for implementing the project

• The project team will consider resourcing requirements and possible funding sources for undertaking a pilot project

• This project will need to have a strong evaluation focus so that the findings can inform work with other communities throughout the Glenorchy municipality and other jurisdictions

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a project team will be established which includes representation from the Council, the Department of Health and Human Services, the Department of Education, Tasmania Police, the Office of Youth Affairs, and any other government agencies where appropriate, to consider options for a community capacity building project

• Within seventeen months of signing this Agreement, the Parties will have identified resource opportunities

• By June 2002, the model will be agreed and the implementation plan developed

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4.5 COMMUNITY DEVELOPMENT

4.5.6 COMMUNITY TOLERANCE - MULTICULTURALISM Issues The Parties agree the key issues to be addressed are:

• Raising awareness amongst Glenorchy’s diverse community of available services

• Making service providers aware of the need to provide appropriate services to those from diverse language and cultural backgrounds

• Acknowledge and address issues of racism and encourage a more inclusive community attitude Strategies The Parties agree the strategies they will employ are:

• The Council and Multicultural Tasmania will work together to identify, where possible, means by which the community can be better informed about multicultural issues

• The Council and Multicultural Tasmania will formalise a mechanism for communication between the two agencies

• Consideration be given to nominating Multicultural Liaison Officers within the Glenorchy City Council, who will act as first contact people for persons of diverse language backgrounds

• Continue to encourage participation by people from diverse backgrounds in community activities through, for example, the arts and performance exhibitions held within the area

• The Council to continue its commitment to the Networking For Harmony project, by establishing a local committee and action plan

• Multicultural Tasmania to be available to support Glenorchy City Council by providing advice and expertise as needed

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Performance Indicators The Parties agree the indicators to be used are:

• Number of cooperative ventures undertaken by the Council and Multicultural Tasmania

• Within six months of signing this Agreement, the Council to begin work on formalising a mechanism for communicating with Multicultural Tasmania

• Within one year of signing this Agreement, the Council to have formalised a mechanism for communicating with Multicultural Tasmania

• Number of Council run community events that have people from diverse backgrounds participating

• Within three months of signing this Agreement, the Networking Local Committee and Action Plan will be established

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4.6 MENTAL HEALTH

4.6.1 MENTAL HEALTH SERVICES Issues The Parties agree the issues to be addressed are:

• To encourage and extend opportunities for partnerships with Mental Health Services at all levels

• To strengthen and continue to develop partnerships with other service providers

• To support clients with a mental illness to live independently in the community

• To promote services to ensure maximum usage Strategies The Parties agree the strategies they will employ are:

• The State will work collaboratively with local government to identify the perceived needs of the client group

• The State will work collaboratively with the Youth Action Network Group to identify service planning requirements for this target group

• The Mental Health Service Development Community Service Coordinator will work with the Area Manager to further develop partnerships with service providers within the municipality

• The Parties will increase the promotion of services available through active marketing to reduce stigma of mental illnesses

• The Parties will facilitate Education and Health Promotion to other service providers, including identified schools in the municipality

• The Parties will identify appropriate planning and advisory structures within the Council in which the Mental Health Service is to participate

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Performance Indicators The Parties agree the indicators to be used are:

• Within two months of signing this Agreement, the Parties will convene a planning meeting

• The Parties will convene a meeting with the Department of Education to enable the inclusion of lead-up activities to Mental Health Week Year 2001 in school curriculum

• Within twelve months of signing this Agreement a whole of agency approach will be developed for a Community Health Expo in Glenorchy, with a wide cross section of service providers within the Glenorchy municipality participating

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4.6 MENTAL HEALTH

4.6.2 SERVICES FOR YOUNG PEOPLE 0-24 WITH MENTAL HEALTH PROBLEMS AND/OR ALCOHOL AND OTHER DRUG ISSUES – (NEW SCHEDULE) Issues The parties agree that the key issues to be addressed are:

• Mental Health service provision to the Glenorchy municipality for the 0-24 age group.

• Service provision and increased collaboration around the management of young people age 0-24 with mental health and alcohol and other drug problems in the Glenorchy municipality. Strategies The parties agree that the strategies that they will employ are:

• The Working Group will consist of representatives from the GCC (specifically those with responsibility for the YANG and the GAIN groups), Mental Health Services South (Team Leaders from Clare House CAMHS and Adult Mental Health Northern Districts Team), the Dept of Education and the Alcohol and Drug Service.

• The Working Group will identify options to enhance mental health service provision to children and adolescents and young adults

• The Working Group will investigate the viability of single site mental health service provision for the 0-24 age range in the Glenorchy City Local Government area.

• The Working Group will identify options for more effective service delivery, collaboration and liaison between Government Departments in particular, Mental Health and Alcohol and Drug Services, and non-government service providers for young people with mental health and alcohol and other drug problems.

• The Working Group will be informed by relevant State and National Policies and Strategies.

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Performance Indicators The parties agree that the indicators to be used are:

• The Working Group will continue to meet on a monthly basis.

• Within 12 months of the revised Schedule the Working Group will make recommendations regarding the provision of mental health services in the Glenorchy municipality and the viability of single site service provision for the 0-24 age group.

• Within 12 month of the revised Schedule the Working Group will identify mechanisms to improve linkages and relationships between Mental Health Services and Alcohol and Drug Services and non government service providers.

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4.6 MENTAL HEALTH

4.6.3 YOUNG PEOPLE WITH COMPLEX AND MULTIPLE NEEDS – (DELETED)

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4.7 DISABILITY SERVICES Issue The Parties agree that the key issue to be addressed is:

• The Department of Health and Human Services Disability Services and the Glenorchy City Council are involved in a formalised partnership process aimed at addressing issues related to areas such as access for people with a disability and the inclusion of children and young people with a disability in programs/services provided by the Council Strategies The Parties agree the strategies they will employ are:

• The Parties will identify key stakeholders from both Parties to meet to discuss and develop a mutual understanding of the role of the Council and Disability Services relating to disability services

• The Parties will identify current structures and processes that both Parties have in place and work towards the establishment of a common approach to the development of an inclusion process of people with a disability in existing programs/services

• The Parties will identify service gaps and work towards the development of new programs/services to reduce these gaps (including, for example, the availability of respite care for people with disabilities and their carers)

• The Council will invite a representative from Disability Services to participate on the Glenorchy City Council Access Committee, Linkages forum, and the advisory group for the Glenorchy City Council Social Plan Performance Indicators The Parties agree the indicators to be used are:

• Within six months of this Agreement being signed, key stakeholders from both Parties will meet

• Formal strategic links will to be established by the next meeting of each of the relevant meeting groups

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4.8 AGED

4.8.1 ISOLATION/LONELINESS: ‘EATING WITH FRIENDS’ PILOT PROJECT Issues The Parties agree that the key issues to be addressed are:

• Social isolation and poor nutrition amongst older people who are living alone. The Community Nutrition Unit has identified that there is a correlation between poor nutrition and social isolation amongst older people

• Isolation and loneliness has been identified by Multicultural Tasmania as a major concern for elderly persons of diverse language backgrounds living in the Glenorchy Municipality Strategies The Parties agree the strategies they will employ are:

• A pilot project, ‘Eating with Friends’ is currently operating in Glenorchy, auspiced by the Meals on Wheels Association. The project is being piloted in West Moonah and addresses issues of social isolation and poor nutrition amongst older people who are living alone. The project is being conducted with the support of existing community groups and in partnership with the Community Nutrition Unit. The project has a research focus, older isolated people in the West Moonah area are being surveyed to determine their nutrition and social well being and the correlation between these factors, as well as identifying intervention strategies

• The Department of Health and Human Services in partnership with the Council and other members of the ‘Eating with Friends’ steering group, will review the findings from the pilot project and explore opportunities to implement recommendations and expand this project across the municipality

• Multicultural Tasmania will be involved in the above process to ensure the needs of older people from diverse language and cultural backgrounds are considered

• The Parties will consider opportunities to work with local schools to address issues of isolation amongst older people living alone 117

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Performance Indicators The Parties agree the indicators to be used are:

• Within eight months of signing this Partnership Agreement, a meeting will be held between the Department of Health and Human Services, Glenorchy City Council, Multicultural Tasmania and the ‘Eating with Friends’ steering committee to discuss the project findings, recommendations, and future service planning prior to the conclusion of the project

• A framework will be developed by the above Parties outlining the process for implementing the recommendations, detailing timeframes and resource commitments

• The number of recommendations from the ‘Eating with Friends’ pilot project that are implemented across the Glenorchy area

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4.8.2 HEALTHY AGEING: ONE-STOP SHOP FACILITY (NEW ISSUE) Issues The parties agree that the key issues to be addressed are:

• Glenorchy’s ageing population - Glenorchy has a significant population of residents aged 60 years and over, (19.1% of the population in 1996, the 2nd highest population of older adults of any Local Government area within Southern Tasmania). Government and service providers need to be proactive in planning for an ageing Glenorchy community.

• Community concerns:

– Need to improve access to health services for the elderly; – More Health Promotion programs need to be available to avoid health problems in old age; and – Reduce fragmentation of age care services. • These concerns arose following Community Consultations conducted in 1999 to inform the development of the Glenorchy Community Plan: A Vision for the future.

• Minimal or limited presence within the Glenorchy Municipality of a number of key health and aged care services.

• Identified need for an accessible single location facility with a primary health care framework which offers a range of aged and community care services by the Glenorchy Linkages Group. This Group is a collaboration of Aged Care and Disability Service Providers meeting regularly to work collaboratively, build partnerships, research and evaluate community needs, plan for future service provision, and share information and expertise. Strategies The parties agree the strategies they will employ are:

• The Council, in partnership with Hobart District Nursing Service and other key stakeholders such as the Department of Health and Human Services, and including older people and other government and non-government agencies, will work to develop a model for a holistic healthy ageing facility in Glenorchy. 119

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• The Council and the Department of Health and Human Services will commit to participating in a working group that has representation from older adults interest groups and health and aged care providers. The purpose of the working group will be to research, scope and develop up a proposal for healthy ageing facility for Glenorchy’s aged care services. The working group will:

– Assess and explore the impact and potential of a single location facility by considering community needs, population trends, and the current service environment. – Consult with service planners, providers and key community stakeholders. – Research service delivery and one-stop shop models both locally, nationally and internationally. – Identifying potential sites and funding sources. • The working group to identify services and programs that could be delivered from a single location healthy ageing facility. The Department of Health and Human Services to identify services within its agency that could potentially co-locate or outreach to such a facility.

• The objectives for a single location Healthy Ageing Facility to include:

– To provide a one-stop shop type facility which delivers a range of community care services to people within Glenorchy with an emphasis on healthy ageing and which acts as a focal point for information, referral and service delivery. – To improve the accessibility and availability of aged care and health related services to Glenorchy’s older adults. – To provide a flexible, efficient and cost effective range of aged and health services. – To facilitate a structure that ensures that aged and health care service providers work cooperatively and collaboratively to improve the health and well being of older people within Glenorchy.

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– To optimise opportunities and resources available to service providers for direct care provision through the exploration of shared administration and infrastructure. Performance Indicators The parties agree the indicators to be used are:

• Within one month of finalising the evaluation, the working group membership will have been finalised and the working group will have met.

• Within six months of finalising the evaluation, a service model, implementation plan and management model will have been determined.

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4.9 HOUSING ISSUES

4.9.1 OLDER STOCK GOODWOOD AND CHIGWELL Issues The Parties agree that the key issue to be addressed is:

• Housing Tasmania has a significant presence in the Glenorchy City Council area including older properties in the suburbs of Goodwood and Chigwell. This provides opportunities for potential alternative uses, redevelopment and renewal

• Opportunities exist for Housing Tasmania and the Glenorchy City Council to jointly plan for better alignment of housing with need, linking in with support services and organisations. Site use and different service access arrangements could be possible with redevelopment options Strategies The Parties agree the strategies they will employ are:

• Housing Tasmania will develop local area plans as part of its strategic and business planning. The local area plans require the development of strategic asset management and non-asset management strategies to ensure the achievement of good housing outcomes for people in housing need

• The Council will share information with Housing Tasmania concerning priorities identified through their extensive consultation process with precincts. This provides a basis for working together to develop a shared understanding of the types of options which should be considered in relation to future use of older public housing sites, particularly in Chigwell and Goodwood

• Housing Tasmania will work collaboratively with the Council’s Community Services Division and Planning Division to develop appropriate strategies for the provision of housing services/systems into the future. This may involve the establishment of working groups to look at particular locations and the types of housing needs for that area to improve the mix of housing and accommodation services in communities

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Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, local area plans will be completed

• Within three months of signing this Agreement, consultations with Council will have commenced

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4.9 HOUSING ISSUES

4.9.2 CHIGWELL HOUSE Issues The Parties agree that the key issue to be addressed is:

• The Director of Housing owns Chigwell House, a property in Chigwell that is heritage listed and has been unused for an extended period. There is the potential to develop complementary uses for Chigwell House and make it an asset to the community.

• Housing Tasmania manages a significant number of elderly person’s units in close proximity to and immediately adjacent to Chigwell House with some sharing the same title. It is recognised that any proposed future use will need to consider the potential impact on residents in the immediate area and Housing Tasmania and Glenorchy City Council strategic directions.

• It is recognised by both parties that Chigwell House is in need of significant repairs and upgrading due to the property’s age and that the property cannot be occupied or used in its current condition. Strategies The Parties agree that the strategies they will employ are:

• Housing Tasmania will assess the cost and viability of repairing/upgrading Chigwell House to a suitable standard giving consideration to issues relating to the management of their assets in close proximity to Chigwell House.

• Glenorchy City Council will explore potential future uses for Chigwell House through the Precinct process giving consideration to the needs of those residents living in close proximity to Chigwell House.

• Subject to viability and need factors Housing Tasmania and Council will work together to seek opportunities to conserve or restore the fabric of Chigwell House.

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Performance Indicators The Parties agree the indicator to be used is:

• Housing Tasmania and Glenorchy City Council will complete their initial assessments by 31st July 2002.

• Recommendations about Chigwell House’s potential for future use will be developed and documented by the parties working together.

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4.9 HOUSING ISSUES

4.9.3 IDENTIFYING USAGE/DEVELOPMENT OPTIONS OF VACANT LAND AT BAROSSA PARK Issues The Parties agree that the key issue to be addressed is:

• Future use of a significant tract of vacant land in Tolosa Street, owned by Housing Tasmania.

• The land is located within close proximity to the Glenorchy CBD which makes it an ideal site for the development of housing

• Housing Tasmania considers that, as part of the partnership arrangement with the Glenorchy City Council, a joint planning strategy could be developed with a view to identifying potential usage of this land. This would involve the establishment of a Working Group involving representatives from Housing Tasmania and the Council’s Planning; Economic Development and Community Services Divisions to look at possible options for the development of this land. Potential uses may include mixes of public housing, community housing and private housing developments Strategies The Parties agree the strategies they will employ are:

• Housing Tasmania will convene a Working Group consisting of Housing Tasmania and Council representatives

• The Working Group will review the previous marketing strategy and identify why it was not successful. Based on the outcome of the review, the Working Group will recommend options for future use of this land

• Once a decision is made in relation to the future use of the land, Housing Tasmania will seek advice from the Council and other relevant stakeholders (ie. community organisations and building industry)

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Performance Indicators The Parties agree the indicator to be used is:

• Within six months of signing this Agreement, the Parties will convene a working group

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4.9 HOUSING ISSUES

4.9.4 DEVELOPMENT OF COMMUNITY HOUSING OPTIONS AND PROFILE IN LOCAL COMMUNITIES Issues The Parties agree the key issue to be addressed is:

• Housing Tasmania manages a range of housing programs including the Community Housing Program, Crisis Accommodation Program, Community Tenancies and Direct Tenancies

• Capital funds are available for projects which meet identified needs within local communities and are managed by the community sector, management committees and/or local government. Examples of community housing initiatives include Abbeyfield Society dwellings, housing co-operatives, medium term housing and supported housing Strategies The Parties agree the strategy they will employ is:

• Housing Tasmania will link in with existing networks and consultation processes (ie. the Youth Action Network Group, Linkages, Precincts Projects) established by the Council to identify potential community housing options

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, consultations between Housing Tasmania and Council will have commenced

• Housing Tasmania will become active members of existing consultation forums to ensure that community housing options are marketed effectively and, where appropriate, projects identified

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5.1 STRATEGIES TO IMPROVE CRIME PREVENTION FOR BUSINESS Issues The Parties agree the key issues to be addressed are:

• Improved crime prevention outcomes for businesses in the Glenorchy local government area

• Greater awareness by businesses of the crime prevention strategies and fact based perceptions on the issue Strategies The Parties agree the strategies they will employ are:

• The formation of a Working Group consisting of representatives from Glenorchy City Council, Glenorchy Business Organisations, Tasmania Police and the Crime Prevention and Community Safety Council to progress successful crime prevention outcomes for business

• The development by the Working Group of a plan which scopes the elements of the proposed retail crime project and includes timeframes and indicators

• Tasmania Police to provide an analysis of reported crimes against business to the Working Group

• The Working Group to identify sources of funding to assist implementation of the project

• Working Group to develop and implement strategies to prevent business crime in the Glenorchy local government area. These could include: − seminars for business on Protecting Your Business Property, Personal Safety - Shoplifting and the Law, Fraud - Internal and External − a three monthly forum on trends and types of business crime in the area, and how to prevent this occurring to your business

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− inclusion of crime prevention advice/strategies for business in the Glenorchy Gazette

Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, a Working Group will be formed

• Analysis of reported crimes against business will be provided at the first working party meeting and future analyses to be provided at the request of the Working Group

• Within four months of signing this Agreement, the Working Group will agree upon options to develop/reinforce strategies to prevent business crime

• Stakeholder satisfaction of strategies to be evaluated from six months from signing the Agreement, with a review of crime prevention strategies and a further commitment to crime prevention for business to occur

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5.2 POLICING SUPPORT Issues The Parties agree the key issues to be addressed are:

• The enhancement of community safety through: − the maintenance of improved community police liaison in relation to community safety issues; − adequate policing staffing levels; and − improved information strategies. Strategies The Parties agree the strategies they will employ are:

• The involvement of the Glenorchy Divisional Inspector in the Safer Communities Committee

• The ongoing maintenance of police resources in the Glenorchy local government area

• The enhancement of the relationship between police and the Council, including the provision to the Superintendent of Police, Southern District, of timely advice and communication about proposed community activities and events

• The reinforcement of the current police visibility strategies in the Glenorchy local government area with an emphasis on foot patrols and bicycle patrols

• Consultation with appropriate services and organisations - to identify opportunities for a police shop front in the Moonah and/or Claremont areas. The police shop front concept is designed to provide a police presence on a part-time basis, similar to the current service provided by Claremont Police but in a more central location for the public to access

• Tasmania Police will formalise the analysis and provision of crime statistics to Council and other community interest groups

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• Tasmania Police and the Crime Prevention and Community Safety Council will assist Glenorchy City Council with community education through forums and seminars to enhance community safety - eg, empowering older persons in personal and household safety

• Tasmania Police will provide monthly articles to the Glenorchy Gazette on policing activities and community safety issues

• The Crime Prevention and Community Safety Council and Tasmania Police in conjunction with the Glenorchy City Council will build on the work of the Common Ground Project to address issues relating to fear of crime in public spaces Performance Indicators The Parties agree the indicators to be used are:

• Tasmanian Police will regularly provide information on policing activities and strategies to the Safer Communities Committee, the Glenorchy Gazette and other Glenorchy local government interest groups

• Feedback by Parties on strengths and weaknesses of agreed strategies (on a monthly basis for Glenorchy Divisional Inspector and quarterly basis for Superintendent of Southern District and Mayor)

• Within three months of signing this Agreement, the Parties will identify a suitable shopfront site and presence

• Within three months of signing this Agreement, Tasmanian Police will identify mechanism for providing crime statistics and analysis

• Within three months of signing this Agreement, Tasmania Police will hold discussions with Council personnel with regard to the community education sessions and undertaking older persons seminars

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5.3 STRATEGIES TO ENHANCE COMMUNICATION LINKS BETWEEN LOCAL COUNCILS AND THE CRIME PREVENTION AND COMMUNITY SAFETY COUNCIL Issue The Parties agree that the key issue to be addressed is:

• Enhanced formal communication links between the Crime Prevention and Community Safety Council and the Council Strategies The Parties agree the strategies they will employ are:

• The identification of mechanisms for informing and involving other local government authorities in the business of the Crime Prevention and Community Safety Council. This could include: − a regular article in the Local Government Association of Tasmania (LGAT) newsletter on Crime Prevention and Community Safety Council activities and projects − inclusion of articles in LGAT monthly newsletter − identification by the Crime Prevention and Community Safety Council of opportunities for involvement by the Council in specific working groups and projects relating to community safety − a quarterly information newsletter on the Crime Prevention and Community Safety Council targeted specifically at local government and other interested organisations − a regular sharing of information between local government and the Crime Prevention and Community Safety Council convened by LGAT − the Crime Prevention and Community Safety Council to consult with the Council in relation to any specific projects proposed to be undertaken in Glenorchy

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Performance Indicators The Parties agree the indicator to be used is:

• Within six months of signing this Agreement, the Parties will identify and implement mechanisms for informing and involving other local government authorities in the business of the Crime Prevention and Community Safety Council

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5.4 COMMUNITY SERVICE ORDER PROJECTS Issues The Parties agree the key issues to be addressed are:

• The clarification of legal and accountability issues in the operation of the Community Service Order (CSO) Scheme;

• The identification of suitable projects for CSO work Strategies The Parties agree the strategy they will employ is:

• Community Corrections and the Council will establish a working group to explore the operation and benefit to the community of Community Service Order Projects Performance indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Parties will establish a working group

• Within nine months of the establishment of the working group, the Parties will have satisfactorily clarified accountability issues

• Subject to the above, the Parties will identify suitable projects by the end of 2002

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5.5 LEGAL ADVICE AND INFORMATION FOR YOUNG PEOPLE Issues The Parties agree the key issues to be addressed are:

• The provision of legal advice for young people in the Glenorchy local government area

• The provision of community legal education for young people in the Glenorchy local government area Strategies The Parties agree the strategies they will employ are:

• Glenorchy City Council will work with the Department of Health and Human Services to provide a visiting area within the Glenorchy Youth Health Centre for young people to have access to legal advice and information

• The Legal Aid Commission, in consultation with Glenorchy City Council and the Department of Health and Human Services, will develop and provide a Community Legal Education program for young people at the Glenorchy Youth Health Centre

• Subject to the above program being developed, the Legal Aid Commission will provide informal legal advice clinics following the Community Legal Education sessions • A direct telephone link to the Legal Aid Commission's Legal Advice Line will be provided at the Glenorchy Youth Health Centre as part of the service infrastructure

• The Legal Aid Commission, the Department of Health and Human Services and the Council will investigate funding sources for a youth lawyer to provide an outreach service to the youth of Glenorchy and other areas in the southern region

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Performance indicators The Parties agree the indicators to be used are:

• The telephone link to the Legal Advice line is to be operational from the commencement of the Youth Health Centre

• Within four months of the commencement of the Youth Health Centre, a working group consisting of staff from the Legal Aid Commission, the Council, the Department of Health and Human Services and the Glenorchy Youth Health Centre, will have prepared a Community Legal Education Program for young people in the Glenorchy local government area

• The Community Legal Education Program will commence within three months of its preparation

• Facilities will be provided by the Department of Health and Human Services within the Glenorchy Youth Health Centre when required for Community Legal Education sessions and access to a private office for any advice clinics

• At the end of the Community Legal Education program, and no later than December 2002, an evaluation of the effectiveness of the Program will have been conducted by the Council and the Department of Health and Human Services, with assistance from the Legal Aid Commission. (Indicators will include the number of sessions offered, attendance at sessions, feedback by participants and usage of legal aid services by Glenorchy youth.)

• By February 2001, a working group consisting of staff from the Legal Aid Commission, Glenorchy City Council, the Department of Health and Human Services and other relevant agencies and bodies will be established to investigate funding sources for a youth lawyer

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5.6 COMMUNITY LEGAL EDUCATION FOR RESIDENTS OF GLENORCHY Issue The Parties agree the key issue to be addressed is:

• The provision of community legal education for residents of Glenorchy local government area Strategies The Parties agree the strategies they will employ are:

• The Legal Aid Commission in consultation with the Council will develop and provide a Community Legal Education program for residents of Glenorchy

• Subject to the above program being developed, the Legal Aid Commission will provide informal legal advice clinics following Community Legal Education sessions

• The Council will arrange facilities as required for the Community Legal Education sessions and will publicise the sessions through the community newsletter and other relevant media

Performance indicators The Parties agree the indicators to be used are:

• Within twenty months of signing this Agreement, a working group consisting of staff from the Legal Aid Commission, the Council and community group representatives will have prepared a Community Legal Education Program

• The Program will commence within three months of its preparation

• At the end of the Program, and no later than December 2003, an evaluation of the effectiveness of the Program will have been conducted by the Council, with assistance from the Legal Aid Commission

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5.7 VICTIMS OF CRIME Issues The Parties agree the key issues to be addressed are:

• The lack of services within the criminal justice system for victims of crime

• The need to raise community awareness of the current services available to victims Strategies The Parties agree the strategies they will employ are:

• The Department of Justice and Industrial Relations proposes to establish a Victims Unit within the Department. The purpose of the Victims Unit will be to provide an improved service for victims of crime. Its functions will include: − management of the victims register − liaison services between victims and the Department − provision of information to Victims of Crimes Services and victims − management of the victim/offender mediation program • The Council will work with the Department of Justice and Industrial Relations to promote awareness of services available

• The Department will provide an improved service which focuses on the victim Performance indicator The Parties agree the indicator to be used is:

• Within three months of the commencement of the Victims Unit, the Council and the Department will establish a working group to identify promotional opportunities

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6.0 ECONOMIC DEVELOPMENT

6.1 AN INNOVATIVE AND JOB-CREATING COMMUNITY

6.1.1 WILKINSONS POINT Issues The Parties agree the key issues to be addressed are:

• As the largest and most easily accessible foreshore recreation area on the western shore of the Derwent, the site will revitalise the area, promote community pride and provide an enhanced gateway for visitors to the municipality

• The development of the recreational, tourism and economic potential of Wilkinsons Point as an accessible and regionally significant foreshore recreation area

• The protection and environmental rehabilitation of a wetland area adjoining Wilkinsons Point at the Humphreys Rivulet outlet

• The potential of such an environmentally attractive and unique location as a site of national and international significance through which Tasmania’s Tourism 21 objectives may be further addressed Strategies The Parties agree the strategies they will employ are:

• The Parties agree to work together to achieve a refurbishment and beautification of the Wilkinsons Point area as a public open space suitable for enjoyment as a major recreational foreshore recreational facility. Plans for the development of the area include: − the extension of the existing stone wall − beautification of the area through the reclamation of some land out to the low water line − the establishment of a wetlands area for natural birdlife and vegetation as a model for environmental rehabilitation − the establishment of recreational areas and facilities − the development of public art and other specific features

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• As its contribution to the project, the State agrees to: − transfer ownership to the Council of that area currently leased from the Crown by the Council − identify aspects of the development requiring State government environmental or other approvals and work jointly with the Council to resolve these • The Council agrees to undertake the beautification and development works at the Point, including action to obtain any licensing or approvals required prior to the project proceeding

• The Parties agree to work together to identify and seek funding opportunities, in particular Commonwealth programs as they relate to environmental rehabilitation work involving the wetlands area and foreshore reclamation and beautification

• The Council will explore options for the provision of a place of meeting, learning and educative tourism

• The State will assist by providing the expertise and research capacity of Tourism Tasmania and project assessment skills of the Department of State Development

• The Council will pursue appropriate proposals in liaison with the State, private sector and other organisations and entities that are relevant Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the State will transfer to Council ownership that area currently leased by the Council at Wilkinsons Point

• Within six months of signing this Agreement, the Council will have identified activities that require State approval and developed strategies for seeking these approvals

• The Parties will liaise as required on the issue of joint funding applications and other matters

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.2 TECHNOPARKS Issues The Parties agree that the key issues to be addressed are:

• The need to identify potential tenants suitable for an advanced technology incubator

• The desire to maximise new employment opportunities at the Technopark 1 site to expand and consolidate the existing high technology cluster

• The need to achieve this through investment facilitation utilising currently unused sites within the Technopark

• The need to identify a new Technopark 3 location such that an investment ready high-technology park can be developed in order to attract companies wishing to establish in Tasmania or encourage the growth of new enterprises, possibly utilising the benefits of existing Technopark facilities and skills base Strategies The Parties agree that the strategies they will employ are:

• The Council through its Economic Development Division and the Department of State Development will: − develop strategies to increase demand for incubator sites at Technopark − prepare unused Lots 1 and 3 at Technopark to investment ready status active marketing and development − consideration of a realistic investment ready package for the lots, set with a view to facilitating development − cooperative liaison between State and Council to both identify a suitable site for Technopark 3 and enter into those arrangements necessary to advance the site to a position of being ‘investment ready’ including joint support mechanisms

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Performance Indicators The Parties agree that the indicators to be used are:

• Within three months of signing this Agreement, the appropriate development strategies of existing Technopark 1 will be clarified

• Within six months of signing this Agreement, consideration of possible Technopark 3 sites and agreement on arrangements to advance the proposal as a joint development project

• In the event a site has not been successfully identified, a quarterly review thereafter until agreement on a suitable site has been reached

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.3 MOONAH PRECINCT REVIVAL Issue The Parties agree the key issue to be addressed is:

• The need to identify initiatives to revitalise the Moonah area as a centre of community arts, tourism, urban renewal whilst retaining facilities and services for existing long term residents Strategies The Parties agree the strategies they will employ are:

• The State will contribute up to $40 000 for the preparation of a study to assess the feasibility of developing a microbusiness incubator with a creative focus on all aspects of the Arts in the Moonah central business district (CBD). As part of the feasibility study, the Parties agree to contribute the following: − the State will assist in securing a preferred site for the Centre − the Council agrees to forego rates on the property for a period of 2 years from the commencement of the project • Once the feasibility of the project is identified, the Parties agree to establish joint working arrangements to progress the project including arrangements for jointly seek Commonwealth funding through the Department of Employment, Workplace Relations and Small Business for the Centre

• Once established, the Department of Education and TAFE will establish a training program in the Arts, including multi-media, and provide opportunities for Artists in Resident Programs in Schools as part of the Arts Incubator project

• The Council agrees to facilitate a ‘Main Street’ program in the Moonah CBD. As part of this initiative: − the Parties will jointly contribute on a 50:50 shared basis up to $25 000 to undertake the program

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− the Council will undertake a major street refurbishment of the Moonah CBD area • The State and Council agree to explore the possibility of alternative service delivery models for the delivery of services in the Moonah CBD Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Parties will appoint a consultant to prepare a feasibility study for the establishment of the Moonah Arts Incubator

• Subject to the successful implementation of an Artists’ Business Centre in Moonah, the Department of Education through TAFE will develop an appropriate on site training program

• Within three months of signing this Agreement, the Parties will have made available on a 50:50 basis up to $25 000 to engage a consultant to undertake a Main Street program in the Moonah CBD

• Within six months of signing this Agreement, the ‘Main Street’ program in the Moonah CBD will have commenced

• Within six months of signing this Agreement, the Parties will develop options for exploring alternative service delivery arrangements in the Moonah CBD

• Within the 2001-2002 financial year, the Council will have commenced a program of major street refurbishment in the Moonah CBD

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.4 FURTHER DEVELOPMENT OF THE SHOWGROUNDS Issues The Parties agree the issues to be addressed are:

• The current under-utilisation of the Royal Agricultural Society showgrounds site, which forms part of the major regional Glenorchy Recreation Precinct embracing the Derwent Entertainment Centre, Elwick Racecourse; Wilkinsons Point, and Montrose Bay/Derwent River

• The need to identify and implement new tourism and recreational opportunities to fully realise the job-creating development potential of the site given the large 17 hectare area and the direct transport link to all parts of the state using the adjoining Brooker Highway connection

• The importance of ensuring the current showground facilities continue to achieve an economic return as a necessary basis for further redevelopment and expansion of the showgrounds site Strategies The Parties agree the strategies they will employ are:

• The Council will work together with the Show Society to obtain a commitment from TOTE Tasmania to renew the existing lease to use pacing and greyhound racing facilities at the showgrounds for a further 15 years from 2004

• The State will ensure that whatever the outcome, pacing and greyhound racing will continue to be based within the Glenorchy Regional Recreation Precinct

• The Parties will work with TOTE Tasmania to secure for Tasmania either the 2006 Inter-dominion or an alternative event to help enhance the viability of the venue

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• The Parties will form a Royal Showgrounds Task Force to pursue further tourism and recreation investment opportunities for the showgrounds site − the Task Force will comprise representatives of the Royal Agricultural Society (Chair), the Department of State Development, Tourism Tasmania, the Council and other relevant Parties as identified − the Parties will assist the Task Force through existing skills and resources to examine various options and seek feasibility study funding as required − the Council will assist the Royal Agricultural Society through the Task Force in planning when appropriate an overall site review to assess upgrading and refurbishment of street, road and highway access and frontage; carparking layout; internal roads and landscaping; relocation of structures and other related matters

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Royal Showgrounds Task Force will be constituted and meet at least quarterly thereafter

• By December 2001, TOTE Tasmania lease of the showgrounds will be confirmed; or

• The State will advise of alternate redevelopment plans together with a project schedule for a location elsewhere within the Glenorchy Regional Recreation Precinct

• The Parties will utilise the Task Force to ensure alternative outcomes securing future long-term viability of the Royal Agricultural Society are identified and implemented

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.5 EADY STREET RECREATION RESERVE Issues The Parties agree the key issues to be addressed are:

• The provision for future economic development and job creation in Glenorchy through the more efficient use of vacant land adjoining the central business district (CBD)

• Utilisation of contemporary and sensitive urban planning techniques to achieve a multi-use activity involving public space, additional parking, commercial footprint and beautification of a currently under-utilised area in a manner acceptable to the neighbouring residential amenity Strategies The Parties agree the strategies they will employ are:

• The State will transfer to the Council that portion of the site currently leased by Council on a long-term basis to enable consolidation with that portion of the site at present owned by the Council

• The Council will undertake a program to: − commission a detailed urban planning study report outlining appropriate strategies and actions to achieve • multi-use enhancement of the total site including public space • additional car parking for the CBD • an appropriate commercial footprint • beautification of the Eady Street frontage and other surrounds • appropriate strategies to ensure the neighbouring residential amenity is protected and if possible enhanced − seek appropriate rezoning of the site based upon the urban planning report − ensure there is full consultation with adjoining neighbours as part of this process

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− proceed with the orderly refurbishment of the site once rezoning is obtained • In recognition of the transfer from the State of part of the site, Council undertakes to: − identify in liaison with the State alternative more suitably located sportsfield capacity available on Department of Education property which is currently underutilised and able to service the level of use experienced at Eady Street − meet the cost of any upgrading such area to an acceptable standard for use from proceeds of the sale of that portion of land used for a commercial footprint − ensure that those sports groups using Eady Street are able to enjoy a transfer from one location to another without disruption to their playing seasons • Council further undertakes to ensure the public space that forms part of the refurbishment is of a high standard of design, amenity and public enjoyment whilst also ensuring it is an area planned to maximise public safety

• Council undertakes to commission such car parking reports as to ensure the additional car parking area provided at the site is appropriate for the long-term growth demands of the CBD

• Council to evaluate current activities/needs for Eady Street Recreation Reserve

• Conduct full community consultation program with the business/residents for the future direction of Glenorchy CBD Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the State will transfer that land currently leased by Council to Council ownership

• Within six months of signing this Agreement, the Council will commission a planning study outlining appropriate strategies and designs for the refurbishment of the area

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• Within twelve months of signing this Agreement, the Council will proceed to implement the strategies for rezoning, redesign and redevelopment of the site

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6.1 AN INNOVATIVE AND JOB-CREATING COMMUNITY

6.1.6 DEVELOPMENT OPPORTUNITIES ON STATE, COUNCIL AND PRIVATELY OWNED LAND Issues The Parties agree the key issues to be addressed are:

• The identification of vacant land or under-utilised properties located within the Glenorchy municipal area owned by either the Council or the State that can used to stimulate investment and job creation

• The need to ensure such land is investment ready by establishing appropriate planning, zoning, pricing regime and transfer conditions

• The manner in which the value of the property is addressed to ensure that in those instances where relevant the price reflects a realistic attempt to both meet the market and/or facilitate the resulting development

• The means by which the State and the Council can work together to select such parcels; achieve investment ready status; promote land parcels to the market such that the property is developed and investment facilitated; and further develop sites are identified and acted upon on a continuing basis Strategies The Parties agree the strategies they will employ are:

• The formation of a permanent Working Group of State and Council representatives to manage and oversee the cooperative process (comprising as a minimum the Department of State Development and the Department of Primary Industries, Water and Environment)

• Action by the State through both Treasury and the Department of State Development to provide a list of all relevant properties on a commercial-in-confidence basis

• Selection from that list of a portfolio of properties considered to be best suited for use in stimulating investment and development in the manner envisaged

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• Action by the Council to examine and identify barriers in relation to planning and zoning and address those barriers such that the parcels can be made ‘investment ready’ for development

• Arrangement by the Working Group of processes to promote and market the parcels, thereby ensuring development can be effected with investment-friendly speed and certainty consistent with development priorities and to identify appropriate and reasonable land transfer/sale mechanisms

• The Working Group will liaise with private sector property owners to identify potential development sites Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Working Group will be formed and agreement reached on management arrangements

• Within five months of signing this Agreement, the Working Group will have completed the list of State and Council properties suitable for consideration

• By June 2002 the initial group of properties considered suitable to be made investment ready will be identified and marketed accordingly

• Quarterly thereafter, the Working Group will undertake a review of progress and report to the State and Council

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.7 TARGETING BUSINESS DEVELOPMENT Issues The Parties agree that the key issues to be addressed are:

• Glenorchy has developed an Economic Development Plan that identifies specific strategic strengths and directions for development of the City

• Glenorchy’s Community Plan has identified the community desire to see new jobs created and concern regarding the existing high level of unemployment, in part caused by the closure of traditional high-employment industries over recent years

• Glenorchy enjoys a consolidation of light to heavy industry, several clusters including hi-tech and information technology and service industries with transport linkages

• There is also a steady supply of existing land and buildings suitable for investment and manufacturing purposes on the market in relevant key locations

• The State recognises these attributes in the context of its broader obligations to direct industry into areas most suitable from an overall State strategic perspective particularly where location has significant implications for the effectiveness of development Strategies The Parties agree that the strategies they will employ include:

• The Department of State Development and the Council have identified the following sectors as strategically suited to develop in Glenorchy: − the light ship cluster; − storage and distribution based on the strong transport links; − high technology activity associated with the Technopark; − tourism; and

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− opportunities associated with its historic base of manufacturing and wide range of industrial suppliers in the City. • The Parties will support the further development of these sectors in Glenorchy by identifying the City’s advantages for potential developers when applicable

• The Department of State Development will assist Glenorchy in increasing its attractiveness to developers by assisting the Council to maintain information on sites available, labour profiles, infrastructure capacity, service suppliers, complementary firms and products, and development costs and processes Performance Indicators The Parties agree the indicators to be used are:

• The Department of State Development will provide ongoing support for the further development of identified sectors

• Within two months of signing this Agreement, basic reference data will be assembled and maintained on an ongoing basis

• The working group identified under 6.1.6 “Development on State, Council and Privately owned land” will have dual responsibility for this project

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.8 CO-ORDINATION OF BUSINESS ASSISTANCE PROGRAMS Issues The Parties agree that the key issues to be addressed are:

• The large number of officers and agencies providing assistance to businesses is complex and potentially confusing to those seeking business assistance

• Commonwealth and State Government business assistance programs are now relatively well coordinated and mapped through clear Internet, telephone and shop front office entry points

• Continuing promotion is required for businesses to be made aware of these entry points when needed

• Continuing effort is required to keep all Internet content and connections current and accurate with changing programs. Officers also need to be updating their knowledge of programs and contacts in their own and other agencies and levels of government.

• Glenorchy does not have a single entry point for business assistance

• While there has been considerable informal communication between Glenorchy and the Department of State Development (DSD) Business Tasmania office in Glenorchy, there are no formal web links or agreed procedures for exchanging information on a consistent basis Strategies The Parties agree that the strategies they will employ include:

• Action by Council to establish a clear entry point for business assistance

• Provision of links between electronic business assistance access points

• Council and the State Government to ensure that information in electronic format is maintained as current and accurate

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• Development of a clear protocol on what information should be exchanged between Council and State Agencies and the timing and establishment of necessary regular meetings or other contacts or exchange to facilitate this

• Training of new staff and periodic updating of existing staff to ensure a good knowledge of each other’s programs and systems to permit effective referrals and liaison

• Establish clear linkages between the proposed Economic Development Unit, Business Tasmania and key businesses and industries in the region

• Further expand liaison to include other non-government providers of business assistance (eg Business Enterprise Centres) in this coordinated approach

• Development of a formal working relationship between Council’s proposed Economic Development Unit, DSDs Business Tasmania Southern Regional Office, the Business Enterprise Centre and the key businesses and industries in the region Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, clear entry points and referrals pathways for business assistance will be established

• Within one month of signing this Agreement, links between electronic business assistance access points will be established

• Council and State will ensure that information in electronic format is current and accurate at the time of establishing links and maintained on an ongoing basis

• Within two months of signing this Agreement, the Parties will have established a written protocol on what information should be exchanged and a meeting plan will be established

• Parties will ensure that all relevant staff are aware of protocols, referrals and programs on an ongoing basis

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• Within three months of signing this Agreement, Parties will have established formal links between the proposed Economic Development Unit, Business Tasmania and key businesses and industries in the region

• Within three months of signing this Agreement, non-government providers will be contacted and arrangements established to ensure ongoing liaison

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6.1 AN INNOVATIVE JOB-CREATING COMMUNITY

6.1.9 COMMERCIAL OPPORTUNITIES FOR THE DEVELOPMENT OF SEWERAGE ASSETS Issues The Parties agree the key issues to be addressed are:

• The Council is committed to promoting options for waste water treatment and use through its sewerage and waste water assets

• Investigating commercial options for managing sewerage and waste water assets Strategies The Parties agree the strategies they will employ are:

• The Council will undertake an inventory of existing waste water assets

• Using existing internal resources, the State will assist the Council to identify and evaluate and where appropriate implement commercialisation opportunities (including private provisioning) Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Council will undertake an inventory of existing waste water assets

• Within six months of signing this Agreement, the Parties will establish a working party to identify and evaluate commercialisation opportunities

• Within twelve months of signing this Agreement, the Council will determine appropriate delivery mechanisms for the construction, operation, maintenance and ownership of waste water infrastructure assets

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6.2 GROWING TOURISM IN GLENORCHY

6.2.1 TOURISM AND MAJOR EVENTS PROGRAM Issues The Parties agree the key issues to be addressed are:

• To develop, attract and retain significant and major events in the City of Glenorchy

• To assist the Council in the development of a strategic festival for the region such as a chocolate festival Strategies The Parties agree the strategies they will employ are:

• The State will assist the Council to examine the current stock of events. Those events considered as having major event potential will be researched to provide the following data: − Evaluation of the events’ potential − Examined in terms of clustering − Research findings and recommendations will be shared with individual event organisers. − A joint market test will be undertaken for events considered as having potential incorporating interstate marketing opportunities: − Local sporting, cultural, arts, and recreational groups will be approached to identify national event bidding opportunities − Opportunities for major event skill development will be explored and supported. Tasmania South, Online Learning and Business Tasmania are possible providers of event management and marketing seminars/workshops − Joint Council and State Government major event bidding opportunities will be examined on an ongoing basis.

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a joint working party with Council and Department of State Development representation will be established

• By 30th June 2001, a joint testing program for a locally based festival will be undertaken

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6.2 GROWING TOURISM IN GLENORCHY

6.2.2 REVITALISING WATER TRANSPORT Issues The Parties agree the key issues to be addressed are:

• A pre-feasibility assessment of the provision of additional landing points and development of ferry services for the Derwent River that interlink the Glenorchy/Hobart cycleway, bus and road transport networks and associated interpretation information

• An examination of the potential to link river access to existing major tourism destinations in Glenorchy such as Cadbury’s, Moorilla and Incat and other tourism and recreation opportunities, including Wilkinsons Point

• The need to investigate fast ferry commuter travel along the Derwent Strategies The Parties agree the strategies they will employ are:

• The State will assist the Council to undertake a pre-feasibility assessment which will encompass the following: − Existing Operations • inventory the existing infrastructure, its capacity and condition • inventory existing ferry services and related shore services and activities − Market Assessment • establish the market demand via TASMO Model and market segments that do or could use Derwent Ferries (residents – leisure, commuting, other; visitors – hotels, VFR, other) • identify location of feasible landing points • identify shore-based activities, existing and potential; they might seek that are accessible from possible landing points • identify where users are coming from and how they would get there (points of embarkation)

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• determine frequency or timing that would be appropriate for each destination based on likely activity at the destination • identify the motives to use ferries to access these sites, barriers to using ferries and the alternatives to using ferries • quantify the potential volume for each market segment, by each source and destination, including commuter travel • estimate revenue streams by segment including revenue for passage, on-board services (bar, food, souvenirs) and shore- based but ferry dependent revenue. − Integration • identify the potential links between landing sites and shore based services, especially bus services • identify related uses, linked events • establish connections between time of day or day of week • determine travel time between sites • propose hypothetical routes and schedules which may then be feasible − Development Plan • prepare a feasible development plan with cost estimates (capital and operating/maintenance) • outline an implementation strategy – development of new infrastructure, events/attractions, marketing, etc. Identify actions, timing, risks and decision points. • propose a sequence of investment in infrastructure

Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing the Agreement, the Parties will establish a Steering Committee with appropriate local government representation, the Hobart Metropolitan Councils Association, Tourism Tasmania, the Department of Infrastructure, Energy and Resources (and if appropriate, other stakeholders) to oversee the pre- feasibility assessment

• By 30 June 2001, the pre-feasibility assessment will be completed

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6.2 GROWING TOURISM IN GLENORCHY

6.2.3 URBAN TOURISM SIGNAGE PILOT Issues The Parties agree the key issues to be addressed are:

• The need to pilot the implementation of the Tasmanian Visitor Information System (TVIS) signage program in an urban environment

• The integration of the Glenorchy Visitor Strategy with emphasis on the key attractions of the region through an understanding of the intent of the TVIS program Strategies The Parties agree the strategies they will employ are:

• The State through Tourism Tasmania and the Department of Infrastructure Energy and Resources will provide assistance in the development of the Signage Plans to TVIS standards in the areas of: − tourism operation signage − directional signage − services signage − commercial/advertising signage − footpath advertising • The State Government will also participate through the implementation of new Tasmanian Visitor Information System signage on State roads passing through Glenorchy by bringing forward its priority directional signage program for key tourism junctions on State roads in Glenorchy Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a joint Council/State Government Steering Committee will consider including the Urban Tourism Signage Pilot in the brief for the Glenorchy Visitor Strategy

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• By March 2002 the Glenorchy Visitor Strategy will be completed and the TVIS Urban Tourism Pilot will have commenced

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6.2 GROWING TOURISM IN GLENORCHY

6.2.4 GLENORCHY VISITOR STRATEGY Issues The Parties agree the key issues to be addressed are:

• The need to update the Glenorchy Tourism Strategy Plan and formulate a new and vibrant Glenorchy Visitor Strategy

• The need to integrate the new Glenorchy Visitor Strategy to ensure that the local strategy complements tourism initiatives being developed at the regional level as well as local and intrastate tourism initiatives Strategies The Parties agree that the strategies they will employ are:

• The State will assist the Council to create a Glenorchy Visitor Strategy and to achieve this will work cooperatively in the areas of: − market demand analysis − product segmentation (branding ‘Glenorchy’) with particular reference to the regional framework − Department of State Development assistance to certain developments through access to the Local Tourism Grants program and Commonwealth government programs relating to tourism − promotion/market development including appraisal of the local tourism map − business and job development − tourism training awareness − education and training involving local schools and colleges − tourism development assistance eg. Tolosa Park/Wellington Range − links with Tasmanian Tourism Icons eg. Tasmanian Symphony Orchestra, Tassie Tigers

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties will establish a Steering Committee with representatives from Council and the State Government

• Within six months of signing this Agreement, the Steering Committee will appoint a consultant on an agreed basis to formulate a new Glenorchy Visitor Strategy

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6.3 EFFECTIVE FINANCIAL ARRANGEMENTS

6.3.1 APPLICATION OF NATIONAL COMPETITION POLICY AND THE GOODS AND SERVICES TAX Issues The Parties agree the key issues to be addressed are:

• Local Governments are required to comply with the National Competition Policy. The obligations of Tasmanian councils in this regard are described in a series of publications issued by the Department of Treasury and Finance. These obligations include: − The identification of significant business activities and the application of full cost attribution to these significant business activities − Undertaking a public benefit test to judge whether the public trading enterprises of water and sewerage should be corporatised • The Council has as a matter of policy decided to apply full cost attribution to all activities whether significant business activities or otherwise. A public benefit test with respect to the corporatisation of water and sewerage has been conducted with the result that it is not in the public interest that such corporatisation occur.

• Under the Goods and Services Tax (GST) regime Councils are required to comply with the relevant legislation. Strategies The Parties agree the strategies they will employ are:

• The Council will continue to apply full cost attribution to all of its activities and will comply with any other requirement with respect to the National Competition Policy

• The Council will comply with the Commonwealth GST legislation in the same manner as other registered organisations, which will enable the Council to claim GST input tax credits, but in particular will require the Council to collect GST on its fees and charges determined

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to be subject to GST, and remit that tax revenue to the Australian Tax Office Performance Indicators The Parties agree the indicators to be used are:

• All milestones in relation to the implementation of the National Competition Policy as agreed between the Council and the Government are met

• The Council pays the required amount of GST

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6.3 EFFECTIVE FINANCIAL ARRANGEMENTS

6.3.2 CAPITAL INVESTMENT PROGRAM Issues The Parties agree the key issue to be addressed is:

• The Capital Investment Program (CIP) of the State Government comprises major capital investments for all inner-Budget agencies and is funded through the Consolidated Fund. The CIP links Government investment in capital and maintenance projects to departmental corporate and asset management plans and specific Government policy objectives and outputs. To ensure coordination of State Government and Council capital investment decisions it would be advantageous for the Council to be able to make comment on the CIP Strategy The Parties agree the strategy they will employ is:

• As part of the pre-Budget consultation in each year, the State Government will ensure that the Council has the opportunity to make comment on capital investment in the municipal district Performance Indicators The Parties agree the indicators to be used are:

• Comment is made by the Council on State Government investment decisions

• The Council takes into account State Government investment decisions when programming its capital works

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6.3 EFFECTIVE FINANCIAL ARRANGEMENTS

6.3.3 PROCUREMENT PROTOCOLS Issues The Parties agree the key issues to be addressed are:

• The Tasmanian Government has launched a major initiative to assist small to medium sized businesses to increase their share of Government business. An increase of between 10 per cent and 20 per cent would provide a significant boost to the local economy. The initiative recognises the importance of the Government sector as a major purchaser of goods and services and the need to maximise opportunities for Tasmanian businesses (within the bounds of the Australia and New Zealand Government Procurement Agreement).

• The benefits of this initiative would be enhanced if the Glenorchy City Council adopted similar procurement protocols to the State Government. The major components identified under the initiative are: − consulting widely with Small to Medium Enterprises (SMEs) to identify issues surrounding State Government and Council contracting; − communicating to SMEs the business opportunities with State Government and the Council; − increasing the capacity of SMEs to compete successfully for domestic, national and international business; and − streamlining the purchasing process. Strategies The Parties agree the key issue to be addressed is:

• The Council will: − obtain a minimum of one quotation from a local business where the value of the good or service is between $10,000 and $50,000; − seek to obtain one tender from a local business where the value of the good and service exceeds $50,000;

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− contact the Industrial Supplies Office when any tender is advertised; − include reference to the services provided by the Industrial Supplies Office (ISO) in all tender documentation; − enhance the publication of tender information in the print media by advertising all tenders in the Saturday edition of the Mercury Newspaper; − publish in its annual report a statement about its support for local businesses and list all major contracts including the value of work and the name and locality of contractors; − publish its tender and procurement policy information on the Council’s website (including a link to the Department of Treasury and Finance Tasmanian Government Tenders website at www.tenders.tas.gov.au); and − explore the establishment of an electronic interface between the Council and local businesses. Performance Indicators The Parties agree the indicators to be used are:

• The proportion of quotations which are accepted and tenders which are won by local businesses

• The ISO is notified of every Council tender and reference to the ISO is included in all Glenorchy City Council tender documentation

• All Council tenders are displayed prominently in the Saturday edition of the Mercury Newspaper

• Information on the Council’s procurement and tender policies is published in the Council’s website (with a link to the Department of Treasury and Finance Tasmanian Government Tenders website at www.tenders.tas.gov.au)

• Publication in its annual report of the Council’s support for local business and the names and location of firms to whom tenders have been awarded and the value of works

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6.4 AN EXCITING CREATIVE COMMUNITY

6.4.1 ACTIVE DEVELOPMENT OF ARTS AND CULTURE Issues The Parties agree that the key issues to be addressed are:

• Recognition of cultural development as a vital component in the life and growth of the community

• Continued growth of Glenorchy as a centre of cultural excellence and innovation including further development of the Derwent Entertainment Centre as a key cultural asset for Glenorchy and Tasmania

• Adoption and implementation of strategies that will ensure the protection, maintenance and ownership of cultural heritage and places of significance to the Aboriginal community

• Cohesive Cultural Planning for the Glenorchy area identified as the municipal area of Glenorchy, plus its links to Greater Hobart and the Derwent Valley

• Continued development and support by the Council for events with the capacity to attract visitors and which celebrate local pride and identity

• Integration of cultural elements in urban design, engineering, events and tourism

• Celebration and promotion of the diversity of Glenorchy’s community and its cultures, developing greater understanding and tolerance Strategies The Parties agree the strategies they will employ are:

• The Council, in consultation with Arts Tasmania, other relevant Councils and the local art industry would develop a cohesive Cultural Plan for the Glenorchy area by:

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− forming a steering committee to jointly prepare a brief and oversee the development of a Cultural Plan, including financial and administrative arrangements; and − utilising the Council’s Community Cultural Development Officer to develop the Plan. • The State Government will provide $15, 000 and the City of Glenorchy will match this in-kind through the provision of services of the Council’s Community Cultural Development Officer, to develop and commence implementation of the Cultural Plan

• Agreeing the following items are part of the Plan − market and promote entertainment opportunities and improve the use of Glenorchy’s existing Entertainment Centre; − develop a mix of exciting city-wide wide and local events, activities and new developments in outdoor venues including KGV, Tolosa Park, Civic Centre; − review the needs of youth groups to ensure the provision of a range of youth activities; − develop a range of alternative arts and cultural activities in venues and locations throughout the City; − develop a cultural festival, building on existing activities and events culminating in Glenorchy Day; − identify and promote cultural trails around the Glenorchy area, − facilitate the provision of local theatre opportunities, develop a communication/information and marketing strategy for entertainment and events; − provide an information package of insurance, permits, hire costs and entertainers to facilitate community run events; • These items will be reviewed by the Steering Committee prior to the commencement of the Cultural Plan development process Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Steering Committee will be formed and the Community Cultural Development Officer will be briefed to commence the development of the Cultural Plan

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• Within eighteen months of signing this Agreement, the Cultural Plan will be a working document, endorsed by the Parties, and jointly owned by the Council and the State

• Positive feedback from the community on the cultural plan

• The number of cultural elements integrated into the implementation program

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7.0 AN ENVIRONMENTALLY SUSTAINABLE COMMUNITY

7.1 AN EXCITING AND REWARDING LIFESTYLE

7.1.1 RECREATION AND COMMUNITY SPORT Issues The parties agree the key issues to be addressed are:

• Enhancing the quality of life of the community by improving the provision of both passive and active sport and recreation services

• Increasing the use of sporting infrastructure within the Glenorchy area

• Achieving a more cost effective and efficient use of facilities

• Identifying surplus areas that can be better utilised for alternative community benefit

• Reviewing and updating the City of Glenorchy (December 1996) Recreation Strategy; Open Space Plans of Management, the Glenorchy Aquatic Centre document together with associated material in the context of the Community Plan and recent regional developments Strategies The parties agree the strategies they will employ are:

• The Parties will develop a Glenorchy Community Sport and Recreation Framework which encompasses:

– Infrastructure development (built, open space & aquatic) – Participation opportunities, services & programs in physical activity, sport & recreation – Event and visitor activity related to recreation and sport – Equitable access to recreation and community sport – School, Council and community stakeholder alliances in shared use, maintenance and development of infrastructure and opportunities

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• In preparing the Framework the Parties will examine and review at least the following documents and issues:

– All city of Glenorchy Recreation Strategy Plans and associated documents – Tas Sport, Tas ORC, Fitness Tasmania strategic directions and plans – The Office of Sport and Recreation, Department of Education and other State and National Government agencies with recreation and sport stakeholding – Australian Sports Commission programs and frameworks – Local Government Association of Tasmania/Hobart Municipal Councils Authority/ Mount Wellington Management Trust plans and directions – Royal Agriculture; Tasmanian Racing Club; the Derwent Entertainment Centre, the national Framework for Sport and Recreation, the YMCA and facility program providers in the municipality • The parties will work together to implement the recommendations of the approved Glenorchy Community Sport and Recreation Framework

• The parties will address emerging resource issues through the development of terms of reference for the quarterly liaison meetings consistent with the Glenorchy Community Sport and Recreation Framework specifically:

– How the Glenorchy Pool can be redeveloped to satisfy community needs, attract and promote programs not adequately provided by the private sector and how the life of the current complex can be extended through facility improvements The parties agree the strategies they will employ are: o Consider the recommendations of the 2001 pool review. o Complete a business plan for the complex. o Identify funding sources to extend the life of the existing facility through upgrading the design and construction of facilities (eg hydrotherapy pool). 176

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o Promote aquatic activities as a recreational opportunity. o Review aquatic facilities in a regional context. – How the Council and controlling bodies alleviate the difficulty in redeveloping and maintaining state controlled sports facilities to an acceptable standard, provide amenities that complement usage and profile of sports and implement agreements with the controlling body that can be introduced over an identified period. The parties agree the strategies they will employ are: o Identify funding sources to design and construct sports facilities. o Assist the controlling body to promote the activity and increase the community’s recreation opportunities. o Promote the facility as a regional sporting opportunity. o Identify sports facilities within Glenorchy that are the State Headquarters of a number of sports. Performance indicators The parties agree the indicators to be used are:

• Within six months of finalising the first evaluation, the Framework will be completed and adopted by Council

• Quarterly liaison thereafter between the Council and the Office of Sport and Recreation to administer the adopted Framework

• Implement:

– Staged conceptual plans for the pool facility developed – Identified components of pool management plan completed – The number of visitations to the pool complex considering seasonal conditions – The number of facilities in the Council area developed to national standard – Formation within three months of finalising the first evaluation of a working group of stakeholders, comprising sporting groups, Office of Sport and Recreation and Council staff. – An action plan for priorities and budgets completed within six months of finalising the first evaluation. 177

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7.1 AN EXCITING AND REWARDING LIFESTYLE

7.1.2 WELLINGTON PARK ACCESS AND USE Issue The Parties agree the issue to be addressed is:

• The limited access to Wellington Park for the people of Glenorchy Strategies The Parties agree to work cooperatively to:

• Facilitate a review of access to and use of Wellington Park from Glenorchy

• Identify future access links to the Park’s existing track system

• Develop mechanisms which ensure integration of work on the above strategies with other relevant work for this Partnership Agreement proposed and current working groups and plans of management

• Identify points of interest within the Wellington Range and determine best options for access

• Develop options paper to be included as part of review process of the Wellington Park Management Plan 2002 Performance Indicators The Parties agree the indicators to be used are:

• Within six months of signing this Agreement, the Department of Primary Industries, Water and Environment and the Council will prepare a discussion paper which outlines options for improved access to the Park. The Parties will ensure that the options integrate with other relevant initiatives identified in this Agreement

• Within nine months of signing this Agreement, the Department of Primary Industries, Water and Environment and the Council will prepare a map which outlines and identifies possible links to the existing track system from Glenorchy

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• Options paper on access to the park to be submitted to the Wellington Park Trust in 2002 when the park plan is reviewed

7.2 DERWENT RIVER STRATEGIES

7.2.1 CLEAN RIVER PROGRAM Issues The Parties agree the key issues to be addressed are:

• Improving the environmental quality of the Derwent River

• Improving the environmental condition and overall management of the foreshore

• In addressing the aforementioned issues consideration will be given, but not limited to, the following environmental impacts: − introduced marine pests, boat wastes, and stormwater − sediment, sewage, pathogens, nutrients, and toxicants − weeds, foreshore erosion, litter, and recreational amenities − management of coastal reserves, and loss of habitat and biodiversity − access, improved facilities, and new/enhanced recreational and tourism opportunities Strategies The Parties agree the strategies they will employ are:

• The Parties will continue working together within the Derwent Estuary Program Partnership to develop an environmental management plan for the estuary that includes: − the establishment of Protected Environmental Values for the estuary − identifying the major environmental issues and management options − developing a coordinated management framework for the estuary

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− implementing specific projects to be developed through the Derwent Estuary Program, such as the Derwent Estuary Monitoring Agreement • The Parties will continue working together with the Derwent Estuary Program (DEP) Partnership to implement priority strategies identified in the Derwent Estuary Management Plan. Performance Indicators The Parties agree the indicators to be used are:

• Under the Derwent Estuary Program (DEP) Partnership the Parties, in collaboration with other signatories to the DEP will: − develop an environmental management plan for the Derwent Estuary by June 2001 − implement the Derwent Estuary Monitoring program by January 2001 − adopt a foreshore management plan/strategy by June 2001 − implement other specific projects as determined through the DEP process − participate on the DEP Steering Committee and Technical Working Group • Strategies developed and actioned through the implementation of specific (priority) projects identified by the DEP

• Participation in the DEP Steering Committee, Technical Working Group, and other relevant Task Forces

• The Parties will continue to implement and report on progress through the Derwent Estuary Monitoring Program.

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7.2 DERWENT RIVER STRATEGIES

7.2.2 RIVER FORESHORE INTERPRETATION Issues The Parties agree the key issues to be addressed are:

• Increase the meaning of cultural, social and environmental heritage of the Derwent River foreshore in Glenorchy through interpretation projects

• Provide a cultural link between the past and present uses along the foreshore

• Involve the community in developing interpretation projects

• Seek additional funding sources to help deliver interpretation projects and implement Glenorchy’s Interpretation Strategy Strategies The Parties agree the strategies they will employ are:

• The Council will establish a steering committee involving the Department of Primary Industries, Water and Environment, the Heritage Council, Aboriginal Groups, the Glenorchy History Group, local industry and representatives from the community to manage a foreshore interpretation project in Glenorchy

• The Steering Committee will nominate a number of sites for consideration

• The Steering Committee will liaise with Precinct Committees and local residents

• The Steering Committee will investigate potential funding sources and makes funding applications Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a Steering Committee will be formed

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• Within nine months of signing this Agreement and subject to funding availability, a specialist consultant or team will engaged to undertake the audit and review existing information and databases

• Within ten months of signing this Agreement and subject to funding availability, the first interpretation project will be implemented

• By December 2001 the interpretation project for Montrose Foreshore to be documented and installed

• Completion of a new interpretation project every six months

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7.2 DERWENT RIVER STRATEGIES

7.2.3 DERWENT FORESHORE AND RIPARIAN RESERVE MANAGEMENT Issues The Parties agree the issues to be addressed are:

• Rationalisation of ownership to simplify and improve foreshore and riparian management

• Foreshore litter

• Management of the foreshore and riparian areas to maintain and enhance scenic, environmental and recreational quality

• Understand the cultural importance of foreshore and riparian areas

• Link with current Derwent Estuary Program- Foreshore Management Strategy Strategies The Parties agree the strategies they will employ are:

• The Department of Primary Industries, Water and Environment and the Council will establish a Steering Committee to: − oversee the rationalisation and funding issues arising from the management and future development of foreshore and riparian reserves; − review the diverse current tenure of foreshore and riparian areas including the ownership and status of the Derwent River foreshore within the municipality of Glenorchy; − investigate foreshore areas of concern within Glenorchy highlighting accessibility, built infrastructure and environmental impacts; − review cultural, environmental and recreational values of the foreshore and riparian reserves within Glenorchy; − identify management options for foreshore and riparian areas; − develop strategies for management, use and enhancement of foreshore and riparian areas; − identify interpretative opportunities along the foreshore;

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− encourage and establish links with the community; − review land tenure maps and develop recommendations for future management and maintenance; and − develop a management strategy for foreshore and Riparian Reserves. Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, a Steering Committee will be formed

• Within six months of signing this Agreement, the Steering Committee will prepare a land tenure map for the Derwent River foreshore

• Within six months of signing this Agreement, the Steering Committee will establish ownership and responsibility of built structures on the foreshore

• Within six months of signing this Agreement, the Steering Committee will identify sites of cultural, environmental and recreational significance

• Within six months signing this Agreement, the Steering Committee will identify and locate environmental issues on the foreshore and riparian reserves

• Within seven months of signing this Agreement, the Steering Committee will develop an options paper on the rationalisation of management/ownership of the foreshore and riparian areas

• By December 2001, the Steering Committee will facilitate the development of a management strategy to inform the public and managers how the foreshore and riparian areas are to be managed (a strategy linking the management and use of foreshore and riparian areas within the Glenorchy municipal area)

• Development of a “Best Practice management strategy for Derwent Foreshore and Riparian reserves

• Land tenure consolidated to single ownership responsible for management, maintenance and development.

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7.2 DERWENT RIVER STRATEGIES

7.2.4 MANAGEMENT HUMPHREYS RIVULET Issues The Parties agree the key issues to be addressed are:

• Flood Mitigation, including protection of infrastructure, property and public safety

• Recreation including access (eg. cycletracks)

• Environment including water and land use management, weed and bushland management Strategies The Parties agree the strategies they will employ are:

• The Parties agree to work cooperatively to: − identify potential solutions and design options for flood retention sedimentation ponds between Brent Street and Main Road Glenorchy − identify and develop opportunities for voluntary buy back schemes for private property within the riparian corridor − work in conjunction with the community, Wellington Park Trust, Hobart Water and the State Government to develop an integrated catchment management plan for Humphreys Rivulet − ensure that any projects for the management of Humphreys Rivulet are within the whole of Derwent River basin and catchment − develop flood insurance and educational awareness programs for flood prone areas as to minimise the need for flood relief assistance programs − identify recreational opportunities as part of the catchment management plan − assist in identifying and preparing funding applications under both state and federal relevant programs

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months signing this Agreement, the Parties will develop an options paper which outlines appropriate solutions and designs for a sedimentation/retention pond

• Within six months of signing this Agreement, the Parties will complete the creation of a map which identifies priority properties to be bought within the riparian corridor

• Within ten months of signing this Agreement, the Parties will establish a steering committee for the development of an integrated catchment management plan for Humphreys Rivulet

• The completion of a draft management plan for Humphreys Rivulet by April 2002

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7.3 GLENORCHY’S HISTORICAL AND ABORIGINAL HERITAGE

7.3.1 COUNCIL’S HERITAGE ASSETS Issues The Parties agree the key issues to be addressed are:

• Council’s heritage assets require conservation management plans to ensure their significant fabric is retained and that their usefulness is extended

• Information recorded is shared and recorded on the State Heritage Data system

• Define the Council’s role in ownership of heritage buildings in order to determine whether the Council is to be a leader in the conservation and preservation of heritage places Strategies The Parties agree the strategies they will employ are:

• Investigate external funding to engage specialist persons to review Council’s heritage assets

• The Department of Primary Industries, Water and Environment and the Council to explore external funding opportunities

• Prepare a brief to engage a suitable specialist to undertake conservation management plans of Council’s heritage assets

• Develop conservation plans for significant heritage properties in Council ownership

• Council to develop a policy on its future role in heritage places within Glenorchy

• Provide in kind support to formulate briefs providing a consistent framework within which the Council and State Government can work more closely in this field

• Actively encourage Precinct involvement through Glenorchy’s Heritage Taskforce

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• The Department of Primary Industries, Water and Environment to establish a broad heritage index for Council’s Planning Scheme Schedule 5 to include sites of cultural and heritage significance, Aboriginal heritage and European heritage Performance Indicators The Parties agree the indicators to be used are:

• Within fifteen months of signing this Agreement, Council will develop a policy on its future role in heritage places within Glenorchy

• Within eighteen months of signing this Agreement, Council will identify an ongoing program involving − jointly developing with the State consultancy briefs and funding applications − engagement of consultant (s) to review heritage assets, subject to funding − engagement of consultant (s) to develop conservation plans on high priority Council owned significant heritage buildings, subject to funding, with the plans to be completed within twelve months of engagement − identify funding sources to implement conservation management plans

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7.3 GLENORCHY’S HISTORICAL AND ABORIGINAL HERITAGE

7.3.2 GLENORCHY HISTORY GROUP AND ST MATTHEW’S CHURCH Issues The Parties agree the key issues to be addressed are:

• The Glenorchy region has a richness of early Tasmanian history which although currently little recognised extends from Aboriginal middens through to the times of settlement and recent industrial history

• There is a need to ensure that historical artefacts are protected, interpreted and retained for future generations

• St Matthew’s Church is a significant historical property within the Glenorchy region with the capacity for expanded use for both tourism and history promotion activities Strategies The Parties agree the strategies they will employ are:

• The Parties will assist the Glenorchy History Group develop arrangements for the protection, interpretation and retention historical materials about the region, including the development of St Matthew’s Church as a permanent home for the Group’s collection

• Engage a facilitator to conduct a workshop for members of the Glenorchy History Group and Council staff to discuss the needs and perceived roles of each party.

• The State will contribute $30,000 over two years to assist the History project through professional guidance on conservation, curation and display of historic materials

• The State will assist the Council by providing specialist advice and help to identify and investigate external grant funding opportunities

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Performance Indicators The Parties agree the indicators to be used are:

• Within twelve months of signing this Agreement, the Council will initiate development of conservation plans for St Matthew’s Church and obtain professional advice on curation and display of historical materials

• Within fifteen months of signing this Agreement, the Parties will have worked to cooperatively identify and access external funding sources

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7.3 GLENORCHY’S HISTORIC AND ABORIGINAL HERITAGE

7.3.3 COMPLETING THE PICTURE Issues The Parties agree that the key issues to be addressed are:

• The Council is implementing a program of heritage activities but recognises that important periods have yet to be addressed including Aboriginal and 19th and 20th century primary and secondary industrial heritage

• That the future management and protection of this heritage must be investigated so that whatever the land tenure, strategies are developed to ensure these resources are managed for current and future generations

• These strategies are important for fostering community pride, visitor and tourism potential and the ongoing research into and understanding of Glenorchy’s heritage Strategies The Parties agree that the strategies they will employ are:

• The Parties will establish a steering committee including the Cultural Heritage Branch of the Department of Primary Industries, Water and Environment and the Council to: − investigate the availability of funds to undertake two key studies: • Aboriginal heritage • 19th & 20th century primary and secondary industrial heritage − formulate brief(s), advising on appropriate consultants, monitoring the work and reviewing the final product • The Council will be responsible for implementing the recommendations of the report

• The Council will provide the Cultural Heritage Branch of the Department of Primary Industries, Water and Environment and the Glenorchy History Group with copies of the heritage studies

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• The Council will further the publication and dissemination of these documents and their findings to the community

• The Council will review and update its heritage audit Performance Indicators The Parties agree the indicators to be used are:

• Within fifteen months of signing this Agreement, a Steering Committee will be established to manage the Aboriginal Heritage Study.

• Within sixteen months of signing this Agreement, the Steering Committee will have prepared project briefs and subject to the availability of resources, the consultancies will be advertised and a consultant chosen to carry out the work

• Within twenty months of signing this Agreement, subject to the availability of resources, the projects will commence

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7.3 GLENORCHY’S HISTORIC AND ABORIGINAL HERITAGE

7.3.4 HERITAGE DATA-EXCHANGE Issues The Parties agree that the key issues to be addressed are:

• Many State agencies and local government authorities keep heritage records. This widespread collection makes it very difficult for researchers, consultants, planners and managers to carry out comprehensive and comparative analyses of heritage assets of interest. The records are of variable quality and some are poorly curated

• The State Government is supporting a whole-of-government approach to heritage records management. The Department of Primary Industries, Water and Environment’s Cultural Heritage Information System has been recommended as the central heritage record repository. Lodging of copies of records in Cultural Heritage Information System does not preclude agencies and Councils from keeping their own records Strategies The Parties agree that the strategies they will employ are:

• Discussions between the Department of Primary Industries, Water and Environment and the Council will be undertaken to devise an efficient methodology for the electronic transfer of copies of heritage records to the Cultural Heritage Information System

• All records of the Cultural Heritage Information System will be available for interrogation by the Council. Once the System is linked to the Land Information System Tasmania these records will be available (subject to safeguards) for perusal by members of the public

• Commencing with the results of the Collinsvale heritage audit, copies of records will be transferred to the Cultural Heritage Information System as they become available

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Performance Indicators The Parties agree the indicators to be used are:

• Within one month of signing this Agreement, representatives of the Department of Primary Industries, Water and Environment and the Council will have devised a protocol for the efficient electronic transfer of records to the Cultural Heritage Information System

• Within four months of signing the Agreement, copies of all records of heritage assets held by the Council will be transferred to the Cultural Heritage Information System

• Within eleven months of signing this Agreement, copies of records from the Glenorchy Heritage Audit (see other documentation) will be lodged in the Cultural Heritage Information System

• Records will be lodged with the Cultural Heritage Information System as Council receives them on an ongoing basis

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7.4 WASTE MANAGEMENT INITIATIVES

7.4.1 WASTE TRANSFER STATION Issues The Parties agree the key issues to be addressed are:

• The adequacy of existing waste disposal facilities and infrastructure

• Implementation of best practice in waste management in the Southern region

• Noting support from the Southern Waste Management Board for the implementation of strategies which will enhance regional cooperation and Councils working together to achieve common goals Strategies The Parties agree the strategies they will employ are:

• The Parties agree to work together with Councils represented by the Southern Waste Management Board to improve waste management and recycling practices in the Southern region

• The Parties agree to optimise service delivery arrangements and facilitate improved waste management and minimisation practices through the promotion of best practice waste management and recycling arrangements in the region

• The Council agrees to continue working with the Hobart City Council to assess the feasibility of the Derwent Park Road quarry as the site of a future waste transfer station

• In the event that the Glenorchy City Council and Hobart City Councils agree to proceed with the establishment of the waste transfer station at the Lutana site, the State Government agrees to the transfer of the land to the Councils for this purpose subject to the proviso that if it subsequently becomes clear that the land is unlikely to be used as a waste transfer station the land will revert to the Crown

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement the Glenorchy City Council and Hobart City Councils will have finalised the pre-feasibility study of the Derwent Park Road quarry site for the development of a waste transfer station

• Within six months of agreement being reached on the pre-feasibility and arrangements for developing the station, the State will transfer the Lutana quarry site to the Glenorchy and Hobart City Councils

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7.4 WASTE MANAGEMENT INITIATIVES

7.4.2 LANDFILL GAS Issues The Parties agree the key issues to be addressed are:

• In accordance with the National Greenhouse Strategy Implementation Plan, the Parties agree on the need to: − reduce methane emissions from the degradation of organic waste within the Jackson Street and Chapel Street landfills − identify and secure landfill gas utilisation programs for energy recovery • Jointly recognise that this project furthers the State Government’s commitment to the National Greenhouse Strategy. Strategies The Parties agree the strategies they will employ are:

• The Council and the State Government will: − subject to the Council’s current commercial dealings failing to materialise, agree on a set of potential economic development opportunities for landfill gas that will be jointly promoted to industry and incorporate these into an agreed development strategy. − through the Department of State Development foster industry and government involvement in landfill gas utilisation programs; − jointly investigate the availability of State and Commonwealth funding to provide the site services necessary to implement a Landfill Gas Utilisation Plan; − through the Department of Primary Industries, Water and Environment jointly examine options for reducing greenhouse gas emissions by the beneficial utilisation of landfill gas. − through the Department of Primary Industries, Water and Environment co-operatively continue the use and development of the landfill to optimise the sustainable management of the Landfill Gas Utilisation Plan. 197

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Performance Indicators The Parties agree the indicators to be used are:

• The Council will enter into a landfill gas utilisation Agreement by March 2002

• Subject to the finalisation of an Agreement with a landfill gas manager, the Council and the landfill gas manager will develop a Landfill Gas Utilisation Plan by April 2002

• The Council and the landfill gas manager will review the Landfill Gas Utilisation Plan by January 2003

• An energy purchase Agreement will be finalised between the landfill gas manager and Aurora Energy by February 2002

• If the current commercial dealings fail to materialise, within 3 months the State Government (DSD & DPIWE) in conjunction with the Council will develop a timeframe for a strategy to promote the energy potential of landfill gas, if the Council is unable to meet the preceding performance indicators.

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7.5 ROSETTA LANDSLIP Issue The Parties agree the key issue to be addressed is:

• Financial arrangements relating to the assistance package available under the Rosetta Landslip Act, 1992 will require amendment once the maximum amount contributed by the Colonial Bank under the Act has been reached Strategy The Parties agree the strategy they will employ is:

• The Parties agree to share funding on a 50:50 basis for the Rosetta Landslip Zone A assistance package once the maximum amount contributed by the Colonial Bank under the Rosetta Landslip Act, 1992 is reached Performance Indicator The Parties agree the indicator to be used is:

• Within two months of signing this Agreement, the Treasurer will write to the Mayor confirming amendment arrangements for funding the Rosetta Landslip Zone A assistance package

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7.6 STATE/COUNCIL LAND MANAGEMENT Issues The Parties agree the issues to be addressed are:

• Identifying Crown and Council owned land

• Limited funds for land purchases

• Defining responsibilities and ownership of open space

• Transferring required private owned land to the controlling body

• Maintenance of Crown controlled land

• Categories of lands within the City

• Linkages to other programs (eg. Derwent Foreshore and Derwent Estuary Programs) Strategies The Parties agree the strategies they will employ are:

• The Parties will convene a Steering Committee to define a process for the rationalisation of ownership of Crown/Council lands within Glenorchy

• The Steering Committee will work together to: − produce detailed maps of land tenure − formalise management and maintenance agreements of jointly managed lands − develop a process that will categorise land and the options for future development and management of significant areas − prepare a policy for the funding of land acquisition and transfers − Identify minor land parcels for future rationalization. − Transfer land parcels into Council ownership as necessary to effect maintenance agreements

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Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, representatives of the Office of the Valuer-General, the Department of Primary Industries, Water and Environment and the Council will form a Steering Committee to manage the project

• Within six months of signing this Agreement, a land tenure map will be prepared

• Within twelve months of signing this Agreement, the Steering Committee will develop an options paper on the rationalisation of management/ownership of Council/Crown/Private land

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7.7 IMPROVED AIR QUALITY Issues The Parties agree the key issues to be addressed are:

• Glenorchy exceeds new National Standards on ambient air quality on more than 10 days per year and the maximum recorded level of respirable particles in 1998 exceeded the national standard by over 100 per cent

• Reducing emissions from woodheaters and fireplaces and industrial furnaces Strategies The Parties agree the strategies they will employ are:

• The State will: − monitor concentrations of respirable particles to assess air quality; − provide public access to monitoring data via the Internet; and − accelerate the replacement of pre-1993 woodheaters in public housing. • The Council will actively seek funding to − initiate a program to identify smoky heaters and provide community education on environmentally acceptable ways of operating woodheaters/fireplaces. • Following the commencement of the Environment Protection Policy (Air Quality) Council will review and initiate agreed measures to continue community education and implement enforcement options to reduce the impact of air emissions from wood heaters Performance Indicators The Parties agree the indicators to be used are:

• Within nine months of signing this Agreement, the Department of Primary Industries, Water and Environment will make available ambient air monitoring data on the Internet

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• Within nine months of signing this Agreement and subject to funding availability, the Council will have commenced a smoky heater campaign and a community education program will be established

• By June 2002 Council will have implemented the education strategy advising the community on environmentally acceptable ways of operating wood heaters.

• By March 2002 the parties will have established a revised timeframe and target for the replacement of wood heaters in public housing

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7.8 TRAIN NOISE Issue The Parties agree the key issue to be addressed is:

• Minimising the impact of train noise Strategies The Parties agree the strategies they will employ are:

• Input to the proposed section on train noise in the statutory policy on noise, addressing such issues as noise level emissions from locomotive engines

• Liaise with Tasrail to discuss the option of setting up a complaints register

• Liaise with Tasrail to discuss the option of developing a noise management plan to implement the statutory policy on noise and employ work schedules and other methodologies to minimise the impact of train noise Performance Indicators The Parties agree the indicators to be used are:

• Within three months of signing this Agreement, the Parties will have commenced consultations with Tasrail

• Noise Policy will have commenced by December 2002.

• Tasrail will have developed a noise management plan by December 2002

• Complaints register will be established by December 2002

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7.9 NATURE CONSERVATION STRATEGY Issues The Parties agree the key issues to be addressed are:

• Lack of access to and continuity in knowledge of nature conservation

• Loss of native vegetation, especially sky lines, wildlife corridors and habitat

• Inadequate protection mechanisms and incentives for nature conservation

• Recreational use, access and eco-tourism relating to bushland Strategies The Parties agree the strategies they will employ are:

• The Department of Primary Industries, Water and Environment and the Council will develop a bushland conservation strategy which is to include: − an audit of conservation, vegetation and land scape values and a revision of current data − the identification of threats − the identification of protection measures (planning scheme, incentive programs education awareness, legislation, management actions, restoration and rehabilitation) − the identification of recreation access and eco-tourism opportunities − the identification of a priority works action plan − the identification of opportunities for developing a team for on ground works in bushland/nature conservation Performance Indicators The Parties agree the indicators to be used are:

• Within two months of signing this Agreement, a Working group will be formed to facilitate the development of the Strategy and work program

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• A draft strategy/works program document to be completed by April 2002

• Within two years of signing this Agreement, the works program will be reviewed

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7.10 COOPERATIVE WEED MANAGEMENT PLAN Issues The Parties agree that the issues to be addressed are:

• Weed control in Glenorchy is currently undertaken by a variety of different land managers. Management of existing infestation is uncoordinated and undertaken in isolation. Because land parcels are being managed by different authorities, adjacent parcels covered by the same weed infestation may be managed towards different ends. There is little point in controlling an infestation if weeds left on an adjacent area will soon reinfest it

• Many people are also unaware of the damage and cost of pest plants to the municipality, and are unaware of their role and responsibility for their management Strategies The Parties agree the strategies they will employ are:

• The Department of Primary Industries, Water and Environment and the Council will develop a cooperative weed management plan between all those concerned with the management of weeds in Glenorchy. It is envisaged that the plan will serve as a model for other local government authorities

• The Plan will address the issues above by: − facilitating a cooperative coordinated approach between land managers − identifying priority weed issues and the distribution of these weeds for the areas covered by the management plan − identifying areas where cooperative action will be of benefit and assigning actions and responsibilities for these areas − an education and awareness program identifying problem weeds, their impacts, and encouraging appropriate management of these − identifying potential funding sources for implementation of the Plan, such as the Natural Heritage Trust − clarifying regulatory roles under the Weed Management Act 1999

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Performance Indicators The Parties agree the indicators to be used are:

• Within two months of signing this Agreement, the Department of Primary Industries, Water and Environment and the Council will establish a Working Group, comprising six to eight representatives of the major stakeholders to develop a draft Weed Management Plan

• Within three months of signing this Agreement, consultation with stakeholders will be completed

• A draft weed management plan to be finalized by the end of May 2002 and to include − a training strategy for best practice weed management for Council workforce − further consultation be undertaken with the Glenorchy City Council outside workforce to develop implementation strategies for the intended plan − a works program identifying the responsible agencies for weed eradication within the City of Glenorchy • The parties note that inclusion of a training strategy is supported, as is the creation of a works program. The creation of this program should involve a meeting of land management stakeholders (Tasrail, Aurora. DIER etc) so that allocation of responsibility is appropriate and endorsed. The decision to further consult with the outside workforce is strongly endorsed as the initial phase of this process was very worthwhile and the goodwill generated should be built upon.

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7.11 COLLINSVALE WASTEWATER RE-USE PROJECT (NEW ISSUE) Issues The Parties agree the key issues to be addressed are:

• The sustainable re-use of effluent in a rural environment.

• The protection of watercourses from sewage contamination. Strategy The parties agree the strategy they will employ is:

• To work cooperatively to identify further funding opportunities to supplement the funding already committed by Environment Australia and Glenorchy City Council. Performance Indicator The Parties agree the indicator to be used is:

• The parties will have met within two months of finalising the first evaluation to discuss potential funding opportunities so that submissions can be prepared as appropriate.

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7.12 CASUARINA CRESCENT (NEW ISSUE) Issues The parties agree the key issues to be addressed are:

• The property located at 16 Casuarina Crescent has been damaged by landslip activity and is now unfit for habitation.

• The Council and State Government bought the property from a private owner in June 2000, and ownership was transferred to the Crown.

• The property is currently unmanaged and requires demolition. The demolition will be made more difficult and costly by the sensitive nature of the property. Strategies The parties agree the strategies they will employ are:

• A consultant will be contracted to demolish the house and undertake site mitigation activities.

• The Council will appoint a consultant to prepare the specification and to manage the tender process for the demolition of the building.

• The site will be rehabilitated and a residential fence built along the road boundary.

• The State Government and Council will jointly fund the consultant, demolition, rehabilitation and fencing of the property on a 50:50 basis.

• Given the special circumstances surrounding 16 Casuarina Crescent, the State Government will fund and undertake maintenance of the property once the demolition and rehabilitation actions have been completed. Performance Indicators The parties agree the indicators to be used are:

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• Within one month of finalising the first evaluation, the Council will have appointed the consultant and have commenced the tender process.

• Within two months of finalising the first evaluation, the successful tenderer will be nominated.

• Within three months of finalising the first evaluation, demolition and site mitigation will be completed.

• The State Government will undertake the ongoing maintenance of the property after rehabilitation has been completed.

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7.13 BRIDGE PIER AT MAIN ROAD ROSETTA BRIDGE (NEW ISSUE) Issues The parties agree the key issues to be addressed are:

• The condition of the rail bridge at Main Road Rosetta.

• The Glenorchy City Council funded temporary propping works for the bridge, which were carried out in 1994.

• The additional issues are:

– the bridge continues to age; – further works may be required to ensure the integrity of the structure; and – the increased activity in the vicinity of the temporary propping is a risk management issue needing resolution. Strategies The parties agree the strategies they will employ are:

• The Department of Infrastructure, Energy and Resources will convene a meeting with Glenorchy City Council and Tasrail representatives.

• The parties will investigate current status of the bridge and the integrity of the temporary propping, future impacts from any rail development issues, any works required to maintain the bridge and the total cost of the proposed works.

• The parties will discuss potential funding options. Performance Indicators The parties agree the indicators to be used are:

• Within three months of finalising the first evaluation, the Department of Infrastructure, Energy and Resources will convene a meeting to discuss the Main Road Rosetta Bridge.

• Within six months of finalising the first evaluation a strategy will be developed and agreed to deal with the issues, including a relevant and realistic timetable.

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7.14 MANAGEMENT PLAN FOR MAJOR CREEKS AND STREAMS (NEW ISSUE) Issues The parties agree the key issues to be addressed are:

• Risk assessment of creeks and streams to identify areas and features both existing and potential that pose unacceptable risk to human life and property during normal and flood flows.

• Develop long-term programs for creeks and streams for the development of infrastructure and facilities to minimise risk and degradation of creeks channels.

• Develop management plans for riparian zone control.

• Identify training requirements for working within creek and stream zones.

• Develop action plans for minimising damage during storm flow events. Strategies The parties agree the strategies they will employ are:

• The Department of Primary Industries, Water and Environment and the Council will establish a Steering Committee with relevant expertise to:

– Develop a mechanism to integrate the project objectives into the Natural Resource Management Plan, which is to be developed on a regional basis. – Using the outcomes from the Natural Resource Management Plan, identify and develop submissions for Natural Heritage Trust funding. Performance Indicators The parties agree the indicators to be used are:

• Within three months of finalising the first evaluation, a Steering Committee will be formed.

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• Within six months of finalising the first evaluation, the Steering Committee will have developed a range of measurable objectives that can be incorporated into the guidelines for the Natural Resource Management Plan.

• Within 12 months of finalising the first evaluation, the project objectives should be clearly defined and be an integral part of the Natural Resource Management Plan.

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