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Draft Strategic Plan 2020-2030

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Draft Strategic Plan 2020-2030 LATROBE COUNCIL STRATEGIC PLAN 2020 – 2030 Page 1 of 31 Contents Message from the Mayor 3 Introduction 4 Our Vision, Our Values 6 Council’s Planning Process 7 Key Challenges 8 Priority Projects 9 Situation Analysis 13 Our Strategic Objectives 15 Governance 16 Community and Economic Development 20 Infrastructure and Assets 24 Development and Regulatory 28 Monitoring the Plan 30 Photo © Neil Hargreaves Page 2 of 31 Message from the Mayor It’s with great pleasure and pride that I write this foreword to our Council’s Strategic Plan, confident in the belief that we have developed a plan that will guide, but not constrain, our community’s growth in the decade to come. This plan clearly sets out our future direction and articulates those issues, opportunities and priorities that lie ahead. Our long held values are reinforced and aspirations are clearly evident to the reader. Liveability is very much a cornerstone of our plans for the future and quite rightly influences our budgetary deliberations each and every year. Collectively, we are very much aware of the demands and expectations of a rapidly growing regional community whilst always remaining cognisant of those very values that have made the Latrobe Municipality such an attractive community in which to live, both for longer term residents and more recent arrivals alike. We place great value in acknowledging and learning from the work undertaken by previous Councils, much of which has shaped and moulded our Municipality into the vibrant, prosperous and welcoming community we have become. I take this opportunity to both acknowledge and thank our staff for their contribution to this report and, even more importantly, their collective contribution to the health and wellbeing of our community and its residents. Council employees past and present have each played a role in shaping the municipality and their contribution is often understated but always appreciated. Our townships have always valued the community spirit that binds us and provides that point of difference for so many when deciding on where to build or buy their new homes. The social fabric is the foundation on which healthy communities are built and maintained and we will continue to promote and encourage active participation in community life for all those who choose to live here. Planning and partnerships are paramount when setting a course for our community and this council has and will continue to build and maintain those relationships with key stakeholders. We value and rely on the relationship with our residents and we are committed to finding more effective ways in which to engage with those we are elected to represent. We continue to partner with State and Federal Governments and the Cradle Coast Authority to deliver major projects and our municipal alliance with the Council and community of Kentish is fundamental in providing the capacity and capability to undertake the significant workload ahead. I commend the efforts of all who have contributed to our municipality in previous decades and encourage current and future residents to join us in shaping the next decade and beyond. Page 3 of 31 Introduction The Latrobe Council’s 2020-2030 Strategic Plan outlines our aspirations to Our area has abundant natural attributes ranging from golden beaches grow and prosper as an inclusive community where people can feel safe, extending from Wesley Vale, through to Port Sorell and across the Rubicon engaged, and valued. River to the Narawntapu National Park; the parkland setting of Latrobe’s Bells Parade and adjoining Mersey River/Pig Island precinct; Warrawee Reserve and This Plan details the values, goals, and priorities we plan to pursue over the the rolling farmlands which dominate the landscape. next ten years. The Plan is centred on ensuring our growing community remains a special place in which to live; one that respects and values our Agriculture and tourism are key industries co-existing with a wide range of history and rural connections and the role we can all play in creating a urban services and businesses. sustainable and prosperous future. The municipal area includes the towns/localities of Latrobe, Tarleton, Wesley The Latrobe municipal area is located just ten minutes’ drive from our Vale, Moriarty, Northdown, Port Sorell, Shearwater, Hawley Beach, Squeaking neighbouring regional city of Devonport. Point, Thirlstane, Harford, Bakers Beach, Sassafras and Merseylea. Latrobe covers an area of 600 square kilometres and is at the eastern end of The Department of Treasury and Finance in June 2019 estimated Latrobe’s the North West Coast in close proximity to Bass Strait. population at 11,638. Latrobe continues to be one of the fastest-growing areas in Tasmania, with an estimated annual population growth rate of 2%. Page 4 of 31 Photo © Reflect Imaging The Municipality of Latrobe was established in 1907 and despite local government amalgamations in 1993, the Latrobe Municipal Area has remained largely unchanged. Latrobe is named after Charles Joseph La Trobe who in 1846 was Lieutenant-Governor of Van Diemen’s Land (Tasmania) before becoming the first Governor of Victoria in 1851. Latrobe boasts the country’s oldest continuously playing brass band (established in 1872), the famous annual Latrobe Bicycle Club Wheel Race and is the birthplace of competitive wood chopping in Australia. Port Sorell, located on the Rubicon River, was established in the early 1820’s and gained its name from Lieutenant-Governor William Sorell who arrived in Hobart Town in 1817. Originally developed as a fishing and sealing port by the Van Diemen's Company, Port Sorell is the site of the oldest European settlement on Tasmania's north coast and by the 1840s, had grown to be the largest town on the North West Coast. The Latrobe township was proclaimed as an Australian Historic Town in 1988, during the Bicentennial, by the Governor-General Sir Ninian Stephen. 2020 SNAPSHOT 8,724 600 KM2 228 KM 6,547 35 ELECTORS COUNCIL LAND AREA LENGTH OF SEALED ROADS PROPERTIES BRIDGES Page 5 of 31 Our Vision Our Values Latrobe is a friendly and welcoming community recognised for: The values which will guide Council’s choices and actions as we implement our vision for the future. • The high quality of life enjoyed by residents and visitors within an attractive built environment. Leadership – committed to providing the highest standard of leadership and • The preservation of the rural character and rich soils of the area which performance. enables agricultural to be a key component of our economy. Community participation – encourages and values the contributions made by • The uniquely beautiful natural environment including the seaside each person. settlement areas. • An efficient, responsive, and adaptive Council which provides strong, Lifestyle and Environment – committed to providing, encouraging, and visionary, and consultative leadership. promoting the area’s natural advantages and developed attributes which enhances our quality of life. Employee Management – values the contribution of our staff and is committed to ensuring their ongoing well-being and development. Asset Management – committed to effective and efficient management of all our infrastructure assets. Regional Co-operation – to work collaboratively and cooperatively with our neighbours. Preserving the past Promoting the present Planning for the future Page 6 of 31 Council’s Planning Process The Local Government Act 1993 requires Council to prepare a Strategic Plan for the municipal area. The Council’s Strategic Plan is to be in respect of at least a 10-year period. In preparing its Strategic Plan, Council is to consult with the community and any authorities or bodies it considers appropriate. The Council is required to review the Strategic Plan at least every 4 years. The Strategic Plan guides Council decision-making and is underpinned by several other documents which have been developed to assist Council in meeting both our statutory and community obligations. In reading this Plan it is important to note that the time frames included under each of the program areas have been broken down into: • Ongoing – regular activity undertaken by Council • Short term – proposed to be completed within 1 – 3 years (2020 to 2023) • Medium term – proposed to be completed within 4 – 6 years (2024 to 2026) • Long term – proposed to be completed within 7 – 10 years (2027 to 2030) Strategic Plan Financial Asset Management Management Strategy Strategy (Long Term Financial Plan) Ongoing Community Consultation, Evaluation & Review Asset Annual Plan & Management Budget Estimates Plans Annual Report Page 7 of 31 Key Challenges COVID-19 Former Port Sorell Landfill Rehabilitation The community was materially impacted by the COVID-19 pandemic. As a result, The 15-hectare site was the local landfill accepting household garbage and Council by necessity adjusted its future financial projections and plans to ensure industrial waste from 1973 until 1995. Due to the elevated levels of it could positively respond to the recovery effort. Due to past prudent financial contaminants and pollutants, Council engaged consultants to prepare a Detailed management the Council was in a financial position where it was able to respond Site Investigation Report to prepare cost estimates related to the required positively by bringing forward a number of capital projects while at the same rehabilitation and remediation works required and to identify future possible time providing financial measures and incentives to assist particularly the uses for the site. The rehabilitation of the site is likely to be the largest capital business community moving forward. The effects of the pandemic will continue project ever undertaken by the Council and will require continued and to influence Council’s financial performance during the life of this Strategic Plan. considerable external expert assistance and advice to deliver. Future site solutions will need to be flexible to enable a successful long-term outcome to be Shared Services Implementation identified, funded, and implemented.
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