Draft Launceston Community Plan for Public Comment - Jan 2010

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Draft Launceston Community Plan for Public Comment - Jan 2010 Powered By Docstoc
					Contents

Introduction .......................................................................................... 3

     Launceston ...................................................................................... 4

     The Plan and Launceston City Council ...................................................... 4

     The Plan and Other Stakeholders ............................................................ 4

     A Vision for Launceston........................................................................ 5

     Implementation and Review .................................................................. 5

     Development of the Launceston Community Plan ......................................... 6

     Community Engagement....................................................................... 7

Preferred Futures and Action Plans ............................................................... 8

     Preferred Future One: A Sustainable Environment ....................................... 9

     Preferred Future Two: A Community for All.............................................. 12

     Preferred Future Three: A Safe and Secure Community ................................ 18

     Preferred Future Four: A Valued Heritage ................................................ 20

     Preferred Future Five: Healthy and Active People ...................................... 21

     Preferred Future Six: A Creative and Learning Community ............................ 23

     Preferred Future Seven: A Prosperous Economy .......................................... 25

     Preferred Future Eight: Excellent Infrastructure and Quality Living.................. 28

     Preferred Future Nine: Strong Rural Communities ...................................... 30

Do you have any comments? ...................................................................... 31




                                              Page 2 of 31
Introduction

Launceston and its surrounding district have many assets that contribute to the liveability
and prosperity of the city. Residents value the city’s rich history and heritage buildings,
the scenic environment, the vibrant economy, and the facilities and services available.
The city and district also faces challenges, such as meeting the needs of an ageing
population, maintaining the condition of natural resources, adapting to a changing
economy, and sustaining affordable housing and services.


Preserving those aspects of the community that residents value most and managing the
challenges, requires a comprehensive plan. This draft plan, based on resident input, can
better guide decisions and investment, provide a common set of priorities for the city,
and mobilise service providers.


The development of the Draft Community Plan has involved a wide range of residents in
providing their ideas and suggestions about their desired future for the Launceston
district. Over 1000 people have provided their views in a number of ways. The plan will
help the community maintain its identity, develop its economy, and improve the assets
and lifestyle of the municipality.


While preparation of the draft Plan has been funded and facilitated by Launceston City
Council, it belongs to the whole community. Many of the actions will require involvement
by a number of stakeholders, including all spheres of government, the private sector,
community organisations and individual residents. Indeed, many of the actions in the
draft plan are not the responsibility of Council, and often no one organisation can “fix”
the complex and inter-related issues identified in the plan.


The Council has a role to follow up on actions that are its responsibility, and to refer to
and/or develop partnerships with other organisations for the remaining actions. It can
also inform itself and the community on actions by others and facilitate ongoing
community involvement as the Community Plan is rolled out. I invite you to provide your
comments on the draft plan.


Mayor Albert van Zetten




                                        Page 3 of 31
Launceston
The Launceston City Council Local Government Area has a population of 62,221 people. However,
as the main service centre for northern Tasmania, the city provides services for a broader
population – the Statistical District comprises 99,675 people, which incorporates the main urban
centres within the Tamar Valley (Australian Bureau of Statistics, Census 2006). It has a major
hospital, University of Tasmania campus, airport and major businesses. Situated at the junction of
the North Esk and South Esk Rivers and the Tamar Estuary, the city features the scenic Cataract
Gorge area and a rich history with many historic buildings. Forestry and agriculture are key
industries in the rural areas of the region, involving communities such as Lilydale, Lebrina, and
Nunamara.



The Plan and Launceston City Council
The Draft Community Plan fits within the overall strategic framework that Launceston City Council
uses to inform decision making and priorities for action.

In 2005, Launceston City Council conducted a consultation process to develop Vision 2020, where
residents were involved in identifying an overall vision for the city in 2020 and creating a broad set
of priority areas for action. The Draft Community Plan, along with other plans, builds on Vision
2020 by providing detailed action plans to achieve the vision.

The Draft Community Plan will link actively to other Council planning processes, including the
Planning Scheme and the Economic Development Strategy. Together these form an overall
Strategic Plan for Launceston City Council to guide the future of the community. The Strategic
Plan is implemented through the Corporate Plans, Departmental Plans, and ultimately through
operational work plans.



The Plan and Other Stakeholders
In preparing the Draft Launceston Community Plan the Council has considered the broader context
within which the plan will be implemented. Federal, State and agency strategic frameworks have
informed and will impact upon the implementation of actions identified in the Community Plan.

For example, the Tasmanian Together framework sets a number of baseline measures, key
performance indicators and targets for the Tasmanian community. Launceston's Vision 2020 and
the Draft Launceston Community Plan broadly reflect many of the Tasmanian Together goals and
benchmarks. However, they are unique to the Launceston municipal context and reflect the
preferred futures of the Launceston community.

Similarly, the Social Inclusion Strategy released by the State Government in late 2009 contains a
number of similar themes. The Draft Community Plan recognises that others will have both lead
agency and partnership roles to play in the implementation of actions. In many cases that role will
be supported by individual agency strategies and plans.




                                            Page 4 of 31
A Vision for Launceston
The following vision was developed through the Launceston Vision 2020 process in 2005:

       “I am Launceston in 2020, I am a vibrant, confident, “life-size” city with
       opportunities for all in learning, work and recreation. I treasure my clean and
       beautiful environment, and respect my heritage. I am outward looking, full of
       community spirit, and move forward in partnership with others. I value the
       unique role I play in Tasmania and Australia.”

This vision is reflected in the Preferred Futures identified within each Outcome Area,as expressed
during the Community Plan consultations.




Implementation and Review
Implementation of the Community Plan will be the responsibility of the whole community. Lead
agencies and partners in implementation have been identified as a part of the process of
developing the Draft. Launceston City Council's key roles will be:

   •   implementing those actions for which it is lead agency;
   •   partnering on those actions for which it has an identified role;
   •   monitoring progress and reporting back to the community on the progress of the plan; and
   •   coordinating reviews at 2 years, 4 years and 5 years into the life of the plan.




                                           Page 5 of 31
Development of the Launceston Community Plan
The Draft Community Plan was developed using the following steps




                                             ASSETS
                        Identifying community assets and what people
                         value about living in Launceston and district




                                      WHERE WE ARE NOW
                             An analysis of the demographic makeup
                                    trends in the community




                               VISION and PREFERRED FUTURE
                        A practical description of what residents see as
                         how they want Launceston and district to be




                             OPPORTUNITIES AND CHALLENGES
                          The opportunities and challenges residents
                                 see for the city and district




                                            ACTIONS
                          Strategies and actions to be implemented to
                                  achieve the preferred future




                                         Page 6 of 31
Community Engagement
The community engagement process sought to involve as many residents as possible in the steps
above, with a variety of opportunities for input, including the following:
•   Key Community Contacts
•   Sector Forums
•   Open Community Forums
•   A Survey
•   100 Eyes, 100 Voices
•   Shout Out
•   Simon and Simone Says
•   A Community Conference
•   Street Interviews

Community Contacts and Sector Forums
16 Key Community Contacts were engaged through existing community networks from sectors such
as families and children, business etc, and were invited to arrange a forum to be held for their
particular sector, and to provide ongoing community oversight of the plan. A total of 345 people
were involved in one of 17 sector forums involving 15 different community sectors. Four open
community forums were also held in local communities.

Survey
5000 survey forms were circulated throughout the community with questions relating to the stages
in the community planning process. A further 500 surveys were distributed through community
networks. Over 400 forms were returned.

100 Eyes, 100 Voices
Fifty people photographed and described what they appreciated about Launceston. Their
photographs and verse were displayed at Queen Victoria Museum and Art Gallery and at the Town
Hall. A booklet of contributions was also printed and distributed in the community.

Shout Out
Shout Out gave the opportunity, during National Youth Week, for young people in our community
to have a voice and contribute to shaping the wider community.

Simon and Simone Says
150 students from six primary schools throughout Launceston and 60 pre-school children from four
Child Care Centres mapped the assets of the city from a young person’s perspective. They painted
and drew what they liked about the city and how they saw the future of the community. A wide
range of artwork was received and displayed publicly.

Community Conference
100 people attended a community conference where the input from residents was reviewed,
people provided additional input and actions were refined.

Interviews
Approximately 100 personal interviews were conducted with people who were asked to participate
at random. Interviews were conducted with spectators at Aurora Stadium, in shopping centres and
“on the street” in the Brisbane Street Mall.




                                          Page 7 of 31
Preferred Futures and Action Plans

The following nine outcomes describe what residents who had input into the Draft Community Plan
saw as a preferred future for Launceston

   1. A Sustainable Environment
   2. A Community for All
   3. A Safe and Secure Community
   4. A Valued Heritage
   5. Healthy and Active People
   6. A Creative and Learning Community
   7. A Prosperous Economy
   8. Excellent Infrastructure and Quality Living
   9. Strong Rural Communities



These outcomes incorporate the input from the community during the engagement phase.
Residents provided input in many ways and the strategies and actions described in the draft plan in
each of these topic areas were drawn from input from many sectors and discussions. Comments
made, for example, in the Seniors forum could relate to infrastructure or the environment. Hence
the draft plan consists of many perspectives drawn from many sectors.




                                           Page 8 of 31
Preferred Future One: A Sustainable Environment
(Vision 2020 Priority Area: Natural Environment)


Assets
People value proximity to bushland, wildlife and reserves and the ease of access to natural
environments.
They appreciate key natural assets like the Cataract Gorge, the rivers and Lilydale Falls and the
cleanliness of the environment.
The city’s setting in the valley and appreciation community members have for the environment and
sustainable living are also seen as key assets.



Strategy One: Maintain and improve the condition of the rivers
Lead Agency:     State Government
Partners:        Launceston City Council, NRM North, Tamar NRM, Forestry Tasmania.

Actions already underway or completed:
    Managing threats to waterways such as excluding livestock and managing forestry operations to
    minimise impacts – Tamar NRM has developed action plans for Pipers River.

Actions to be addressed in 1-2 years:
o Establish land management action plans involving land owners for each catchment - St Patrick’s
    River,
    North Esk River and Pipers River.
o Expand existing programs to control weeds and revegetate waterways.


Strategy Two: Develop objective data to support decision making about the
              natural environment
Lead Agency:     State Government
Partners:        Tamar NRM, NRM North, Forestry Tasmania.

Actions already underway or completed:
    Collecting and collating baseline date around NRM issues including air quality, weeds, etc.
    Continue pollution monitoring and regulation programs.


Strategy Three: Plan for green space and native vegetation areas
Lead Agency:     Launceston City Council

Actions already underway or completed:
    Planting trees along appropriate streets and roads.
    Maintaining and enhancing vegetation in parks, waterfront and recreational areas.

Actions to be addressed in 1-2 years:
o Include in the planning scheme substantial areas of green space and native vegetation areas.




                                              Page 9 of 31
Strategy Four: Reduce waste
Lead Agency:    Launceston City Council

Actions already underway or completed:
    Supporting organisations providing green waste collection services.
    Undertaking public education about recycling.
    Introduced improved recycling service for residents.


Strategy Five: Further strengthen partnerships and coordination of management
               of the natural environment
Lead Agency:    NRM Groups
Partners:       Federal Government, State Government, Forestry Tasmania, Launceston City Council,
                Other Councils

Actions already underway or completed:
    Fostering and promoting corporate partnerships on environmental projects.
    Developing mechanisms for coordination between NRM groups and other stakeholders.


Strategy Six: Improve the sustainability and energy efficiency of transport
Lead Agency:    Launceston City Council
Partners:       State Government, Metro

Actions already underway or completed:
    Parking and Sustainable Transport Strategy adopted.
    Job Fund grant obtained for further development of cycle ways.
    trialling a park and ride shuttle bus service and city explorer.

Actions to be addressed in 1-5 years:
o Create and promote more walking and biking opportunities.
o Implement the Launceston City Council Parking and Sustainable Transport Strategy, including
    promoting public transport, walking and cycling options.


Strategy Seven: Maintain the Wood Smoke Reduction Program
Lead Agency:    Launceston City Council
Partners:       Federal Government, State Government

Actions already underway or completed:
     Continuing the wood heater buyback program – approximately 100 grants approved each year.
     Maintaining public education about wood heater smoke reduction – brochure has been printed and
     distributed.
     Advocating for continued gas rollout.




                                            Page 10 of 31
Strategy Eight: Prepare for Climate Change
Lead Agency:    Launceston City Council

Actions already underway or completed:
o Met milestones 1-3 of Cities for Climate Protection.
o Initiated Hobblers Bridge tree planting carbon offset program.
o Job Fund grant sought for energy efficiency improvements to community/sporting facilities.

Actions to be addressed in 1-2 years:
o Implement the Climate Change Action Plan for the city including minimising the city’s carbon
    emissions.
o Meet milestones 4-5 for Cities for Climate Protection.
o Pursue subsidies for sustainable energy use.
o Investigate opportunities to promote sustainable industries.
o Implement the Inveresk Green Precinct project.
o Promote environmentally sustainable design through Council's own buildings and through public
    promotion.




                                           Page 11 of 31
Preferred Future Two: A Community for All
(Vision 2020 Priority Area: Social and Economic Environment)


Assets
People particularly value the friendliness of the community, the networks and willingness of people to
help others. The active and inspirational people within the community are a key asset, as is community
members’ willingness to speak up on issues that matter. Residents also appreciate the sense of
community and “country town” atmosphere.

Volunteerism is another key asset, and the generosity of business support for community activities.
Launceston is seen as a tolerant, resilient community and a ‘great place to bring up children’. The
quality early childhood facilities, schools, aged care facilities and cultural and recreational facilities are
highly valued. People consider Launceston to be a safe place to live, with accessible services and
events for people with disabilities, young people, the elderly, children and families.

The increasing diversity of the community is seen as a real strength, including the contribution by
migrants to community life and the rich Tasmanian Aboriginal heritage. Retention and engagement of
young people are essential elements of the future of a city which is experiencing an ageing population.


Strategy One: Encourage the participation of young people
              in community organisations
Lead Agency:     Launceston City Council
Partners:        Youth Advisory Group, Community Organisations.

Actions already underway or completed:
    Investigating ways of encouraging young people to become involved in community activities.


Strategy Two: Foster the capacity of young people
Lead Agency:     Launceston City Council
Partners:        Youth Advisory Group, NTD, Northern Youth Coordinating Committee, Youth Council

Actions to be addressed in 1-2 years:
o Review and improve upon the current youth engagement and leadership practices.
o Undertake research to identify targeted solutions for disengaged young people.


Strategy Three: Improve access that young people have to services
Lead Agencies: Tasmanian Government
Partners:      Federal Government, Launceston City Council, Northern Youth Coordinating
               Committee,
               Youth Advisory Group, Community Organisations

Actions to be addressed in 1-2 years:
Utilise the research undertaken in Strategy Two (identifying targeted solutions for disengaged young
people) to:
o   Review the role and membership of NYCC (Northern Youth Coordinating Committee).
o   Conduct a basic audit of State, Federal, Local Government, and Non Government Organisations'
    youth activities and advisory groups within Northern Tasmania and develop recommendations to
    better coordinate services and resources.




                                               Page 12 of 31
Strategy Four: Promote Launceston as a city for young people
Lead Agency:    Launceston City Council
Partners:       Youth Advisory Group

Actions to be addressed in 3-5 years:
o Develop a peer education and communications program led by youth who have left Launceston and
    come back. This would communicate messages of “it's Ok to leave but good to come back”.


Strategy Five: Enhance the provision of aged care services
Lead Agency:    State Government
Partners:       Launceston City Council, Seniors Groups, Service Providers, Federal Government.

Actions already underway or completed:
    Developing a community service directory that includes a section on services for seniors such as
    aged care facilities.

Actions to be addressed in 1-2 years:
o Lobby state and federal governments to increase the number of aged care places.
o State to review the range and distribution of community services directories currently published
    with a view to identifying opportunities for improvement.

Actions to be addressed in 3-5 years:
o Coordinate an annual networking event for seniors’ service providers.
o State to conduct an audit of existing services and programs for seniors.


Strategy Six: Provide opportunities for Seniors to participate actively
              within the community
Lead Agency:    Launceston City Council
Partners:       Seniors Groups, Service Providers, Federal Government.

Actions already underway or completed:
    Developing and promoting social, learning and physical activities for older people – eg GOLD
    (Growing Old Living Dangerously) programme is currently being delivered.
    Developing greater services and support for individuals to age in their own homes.

Actions to be addressed in 1-2 years:
o Apply for funding to undertake a positive ageing project that capitalises on the experience, skills
    and networking resources of older residents to encourage ongoing contributions to the community,
    economy and volunteerism.
o Develop affordable activities for inter-generational contact.


Strategy Seven: Provide appropriate housing for seniors
Lead Agency:    State Government
Partners:       Launceston City Council, Access Advisory Committee

Actions to be addressed in 3-5 years:
o Facilitate the development of affordable and appropriate housing for older people. This would
    involve the planning scheme, building code and commercial incentives.




                                             Page 13 of 31
Strategy Eight: Coordinate service provision for families
Lead Agency:    State Government
Partners:       Launceston City Council, Community Service Providers, Northern Early Years Group.

Actions already underway or completed:
    Supporting community centres throughout the city that provide hubs for families to access a wide
    range of services and support programs – eg planning is underway for a Child and Family Centre in
    Ravenswood.
    Maintaining and enhancing functional family programs including single parenting, youth, health,
    nutrition and self esteem programs.
    Supporting the Northern Early Years Group.
    Holding a ‘Kids Fest’ and/or ‘Family Week’ focusing on activities and entertainment for families
    and children – Children’s Expo is held every 1-2 years.
    Developing a children’s services section of a community directory as part of the DHHS Gateway
    approach to Children’s Services.

Actions to be addressed in 1-2 years:
o Investigate establishing family and children’s centres in the city that provide co-ordinated
    children’s activities and services.
o Investigate the use of the DHHS hotline and other options to enhance access to support for parents
    and families.
o Northern Early Years Group to implement the Early Years Plan.
o State to enhance processes for engaging, communicating, co-ordinating and integrating services for
    children and families.
o State to review the range and distribution of community services directories currently published
    with a view to identifying opportunities for improvement.

Actions to be addressed in 3-5 years:
o Facilitate the establishment of Launceston as an accredited Family Friendly City.


Strategy Nine:         Improve employment opportunities for
                      Tasmanian Aboriginal People
Lead Agency:    Tasmanian Aboriginal Centre
Partners:       Tasmanian Chamber of Commerce and Industry, Employment and Training providers

Actions to be addressed in 1-2 years:
o Tasmanian Aboriginal Centre to provide a link to opportunities for employment for Tasmanian
    Aboriginal People, including apprenticeship places.


Strategy Ten: Encourage community connection with aboriginal culture
Lead Agency:    Tasmanian Aboriginal Centre
Partners:       Indigenous Coordination Centre

Actions to be addressed in 3-5 years:
o Tasmanian Aboriginal Centre to maintain and expand events and activities for young Aboriginal
    People to connect with culture.
o Tasmanian Aboriginal centre to promote the Aboriginal Sharers of Knowledge program to the wider
    community.




                                            Page 14 of 31
Strategy Eleven: Provide opportunities for employment for people
                 from diverse cultural backgrounds
Lead Agencies: Chamber of Commerce
Partners:      Language course providers, University of Tasmania, Migrant Resource Centre,
               Community Centres, Launceston City Council

Actions already underway or completed:
    Enhance the delivery of formal language training courses.

Actions to be addressed in 1-2 years:
o Develop a project to foster mutual understanding between employers and the migrant community.
    This may involve short work experience opportunities for migrants.

Actions to be addressed in 3-5 years:
o Investigate ways to better acknowledge the academic achievements and qualifications of migrants
    and refugees.


Strategy Twelve: Raise awareness and understanding of cultural diversity
Lead Agencies: Migrant Resource Centre
Partners:      Migrant and Refugee Community, Launceston City Council

Actions to be addressed in 1-2 years:
o Expand community education to increase awareness and understanding of migrants and refugees.
o Increase opportunities for social contact and “grass roots” dialogue among migrant and non-migrant
    communities.
o Develop a stronger media portrayal of the positive achievements and outcomes of migrants and
    refugees. This would involve them telling their own stories of success.

Actions to be addressed in 3-5 years:
o Establish better links for migrants and refugees with community/sporting clubs.


Strategy Thirteen:       Ensure business & public buildings comply with the access
                        requirements of the Disability Discrimination Act
Lead Agency:    Launceston City Council
Partners:       Businesses, State Government, Federal Government

Actions already underway or completed:
    Continue to promote the Missed Business Booklet to businesses and services.
    Ensure that key services are accessible, including having accessible parking.
    Review provisions for Access across statutory authorities and develop consistent requirements –
    Building Code of Australia is currently being updated to align it more with the Disability and
    Discrimination Act.

Actions to be addressed in 3-5 years:
o Develop and implement training programs for businesses and developers to provide information
    about access requirements under the DDA.
o Review and update the Missed Business Booklet.




                                            Page 15 of 31
Strategy Fourteen: Ensure that all public toilets are accessible for all users
Lead Agency:     Launceston City Council
Partners:        Access Advisory Committee

Actions already underway or completed:
    Improving signage for and promotion of toilet and changing facilities.

Actions to be addressed in 3-5 years:
o Investigate the provision of changing facilities for adults who have disabilities.


Strategy Fifteen: Improve access for all around the community
Lead Agency:     Launceston City Council
Partners:        Access Advisory Committee

Actions already underway or completed:
    Minimise footpath hazards such as overhanging trees – programme in place, including acting on
    customer requests.
    Continue to upgrade and install access ramps and pedestrian islands – programme in place,
    including acting on customer requests.
    Continue the implementation of the On-Street Trading Policy – currently operating.


Strategy Sixteen: Raise community awareness of access issues
Lead Agencies: State Government, Launceston City Council
Partners:      Access Advisory Committee, Community Organisations, Chamber of Commerce

Actions to be addressed in 1-2 years:
o Increase community awareness of access issues through the media and other community
    information channels.
o Promote the role of the Launceston Access Advisory Committee.
o Identify and reward accessible businesses through an Awards program.
o Update and promote the Access Map


Strategy Seventeen: Encourage service providers to actively engage
                   with all communities
Lead Agency:     State Government
Partners:        Launceston City Council, Community Centres, Tasmania Police

Actions already underway or completed:
    Supporting community centres and neighbourhood houses as key community hubs, engagement
    points, and points of outreach for a wide range of community services – State Government Child and
    Family Centres program currently being implemented, including in the Ravenswood community.
    Investigating ways for community and government service providers to develop an outreach model
    to deliver services to locations outside the CBD

Actions to be addressed in 1-2 years:
o Work with community members to foster police/community relations and to facilitate community
    harmony.




                                             Page 16 of 31
Strategy Eighteen: Ensure access to low cost or free community activities
Lead Agency:    Launceston City Council
Partners:       Community Organisations

Actions already underway or completed:
    Council provides a wide range of services and events including: Events Sponsorship program, Music
    in the Park series, Active City Parks, Queen Victoria Museum and Art Gallery, parks, Trails
    brochure, etc.

Actions to be addressed in 1-2 years:
o Continue to promote free and low-cost events through the Council Newsletter, Events Calendar and
    Council website.

Actions to be addressed in 3-5 years:
o Actively promote a range of free activities in Northern Tasmania.


Strategy Nineteen: Enhance co-operation between all levels of government
Lead Agency:    Launceston City Council
Partners:       Other Councils, State Government, Federal Government

Actions to be addressed in 1-2 years:
o Develop partnerships with government departments to deliver the Community Plan.

Actions not yet prioritised:
o Investigate the need for an annual congress between all levels of government and Non Government
    Organisation’s across the region.


Strategy Twenty: Maintain ongoing engagement and feedback between Council
                 and the Community
Lead Agency:    Launceston City Council

Actions already underway:
    Launceston City Council Residents Panel.

Actions to be addressed in 1-2 years:
o Implement and support a “Community Plan Implementation Group”.
o Implement a new Council Community Engagement Framework.


Strategy Twenty-One: Advocate that services and programmes recognise
                     specific needs areas
Lead Agency:    Launceston City Council
Partners:       State Government, Service Providers, Community Organisations

Actions to be addressed in 1-2 years:
o Play a role in supporting the recommendations of the Social Inclusion Strategy.

Actions to be addressed in 3-5 years:
o Identify gaps in support for specific groups and develop options to meet those needs.
o Support the development of specific, targeted services, such as support groups for men and youth.




                                            Page 17 of 31
Preferred Future Three: A Safe and Secure Community
(Vision 2020 Priority Area: Social and Economic Environment)


Assets
Many people value Launceston for its safety and relatively low crime rate.
They also feel that the city is a safe place to walk around and a comfortable place to be.
Police are friendly and approachable.


Strategy One: Maintain low crime rates in the Launceston Municipal Area
Lead Agency:    State Government
Partners:       Federal Government, Licensed premises operators, Tasmania Police.

Actions already underway or completed:
    Supporting ongoing alcohol and drug abuse prevention campaigns and campaigns to reduce alcohol
    related violence.
    Maintaining ongoing awareness campaigns and enforcement of the responsible serving of alcohol.


Strategy Two: Make Launceston ‘Safer by Design’
Lead Agency:    Launceston City Council
Partners:       State Government, City Prom, Metro

Actions already underway or completed:
    Continuing to install infrastructure to maintain and enhance safety such as safe river use (e.g.
    moorings), improved street lighting, improved pedestrian safety, and improved shared road use –
    grant application submitted for funding to further extend the cycle ways network.
    Maintaining and enhancing education and activities to reduce vandalism.
    Safer Public Bus Stops and Travel project.


Strategy Three: Maintain and enhance road safety campaigns
Lead Agency:    State Government
Partners:       Road Safety Task Force, Launceston City Council

Actions already underway or completed:
    Supporting ongoing review and implementation of road safety strategies and continued enforcement
    of traffic regulations – Council is a partner in the State Government Community Road Safety
    Partnership programme.

Actions to be addressed in 1-2 years:
o Support ongoing road safety public awareness campaigns.




                                             Page 18 of 31
Strategy Four: Enhance coordination and engagement on crime prevention
              and safety issues
Lead Agency:    State Government
Partners:       Launceston City Council, Launceston Safer Communities Partnership

Actions already underway or completed:
    Providing support for the Northern Crimestoppers committee – Council has a representative on the
    Crimestoppers Committee.
    Developing safety initiatives relevant to both issues and places.

Actions to be addressed in 1-2 years:
o Foster collaboration between Police and community in a range of crime prevention initiatives.
o Foster collaboration between Police and venues to consider options to improve safety late at night
    for people using clubs or walking between clubs.
o Conduct regular meetings between Police and stakeholders.
o Identify crime trends and share information between agencies.


Strategy Five: Prepare effectively for emergencies
Lead Agency:    State Government
Partners:       Launceston City Council

Actions already underway or completed:
    Maintaining well rehearsed and understood emergency services and plans – existing role mandated
    by legislation.

Actions to be addressed in 1-2 years:
o Strengthen cooperation relating to emergency and recovery planning and response.


Strategy Six: Promote Launceston as a safe city
Lead Agency:    Launceston City Council
Partners:       Tasmania Police, Launceston Safer Communities Partnership, City Prom, The Examiner

Actions already underway or completed:
o City Prom afternoon Mall entertainment trial.

Actions to be addressed in 1-2 years:
o Improve public perceptions of safety by publishing accurate comparative crime data.


Strategy Seven: Acknowledge and address perceptions of safety
Lead Agency:    Launceston City Council
Partners:       Tasmania Police, Launceston Safer Communities Partnership, University of Tasmania

Actions to be addressed in 1-2 years:
o Produce more `good news’ stories and celebrate safety achievements.
o Collect safety perception data to inform development of community safety initiatives.




                                           Page 19 of 31
Preferred Future Four: A Valued Heritage
(Vision 2020 Priority Area: Built Environment)


Assets
The many heritage buildings and homes that have been preserved, maintained and cared for are
considered a real asset for Launceston. Historic buildings are highly valued and people enjoy their
attractive physical features and architecture.
Launceston values its heritage and has a culture of preserving the past which is seen as an important
community asset. The QVMAG is a major heritage asset that helps connect residents with the
community’s history. The city has a balance between preserving its history and managing future
development.


Strategy One: Promote the heritage of the city
Lead Agency:     Launceston City Council
Partners:        Heritage Advisory Committee, Tourism Operators, Tasmanian Heritage Council,
                 University of Tasmania, National Trust

Actions already underway or completed:
    Building the profile of the annual heritage awards – increased interest attracted for the 2009
    awards.
    Encouraging more heritage experiences for visitors.
    National Trust promotes and develops the identity of key heritage properties.

Actions to be addressed in 1-2 years:
o Develop and implement a communications strategy which engages the local community in better
    valuing Launceston as a living heritage city.
o Implement Albert Hall Revitalisation project.

Actions to be addressed in 3-5 years:
o Consider having Launceston join World Historic Cities for knowledge sharing and promotion.


Strategy Two: Preserve heritage buildings and places
Lead Agency:     National Trust
Partners:        Launceston City Council, Heritage Advisory Committee, Tasmanian Heritage Council

Actions to be addressed in 1-2 years:
o Enhance the protection of heritage streetscapes and buildings from alterations and demolitions that
    would significantly or adversely affect the integrity of the site.
o Identify poor practice (heritage) “hotspots” and develop partnerships to redevelop sites or
    rehabilitate them.


Strategy Three: Support the owners of heritage buildings
Lead Agency:     Launceston City Council
Partners:        State Government, Heritage Advisory Committee, Tasmanian Heritage Council,
                 National Trust

Actions to be addressed in 1-2 years:
o Develop a communication strategy that advocates the positives of owning heritage property and
    provides helpful information about responsibilities and funding opportunities.




                                             Page 20 of 31
Preferred Future Five: Healthy and Active People
(Vision 2020 Priority Area: Social and Economic Environment)


Assets
People value the available health services in the area, the range of sport and recreation facilities and
access to well-maintained parks and reserves.
The wide range of sporting and recreation clubs is seen as a particular strength, along with the range of
recreation programs available – including free or low cost options.
The topography of Launceston is seen as being conducive to a wide range of recreational pursuits and
the climate and clean air and water also facilitate active lifestyle choices.
Launceston’s ability to attract and commitment to supporting major sporting events is also considered
an asset.


Strategy One: Make health services affordable and accessible
Lead Agency:     Department of Health and Human Services
Partners:        Launceston City Council, Health Service Providers

Actions already underway or completed:
    Actively lobbying for health services to be established and expanded in Launceston.

Actions to be addressed in 3-5 years:
o Encourage policies and strategies that maximise the number of medical practitioners that bulk bill.
o Promote the lifestyle of the city to retain and attract medical practitioners (public and private).


Strategy Two: Enhance health education and promotion
Lead Agencies: Department of Health and Human Services
Partners:      Federal Government, Launceston City Council, Health Service Providers

Actions already underway or completed:
    Maintain and expand health education programs to encourage personal responsibility for remaining
    healthy.
    Maintain and promote public health programs such as vaccination and nutrition programs.

Actions to be address in 1-2 years:
o Further promote all Council events as being smoke-free.




                                             Page 21 of 31
Strategy Three: Encourage physical activity
Lead Agencies: Premier's Physical Activity Council, Sport and Recreation Tasmania
Partners:      Launceston City Council, University of Tasmania

Actions already underway or completed:
    Promoting existing infrastructure for physical activity such as bike tracks and walking paths.
    Funding obtained to implement the cycling strategy and the recreation trails strategy.
    Encouraging active workplaces including walking and cycling to work – Premier’s Physical Activity
    programs promote active workplaces.
    Expanding Active Launceston to include more programs, develop partnerships with Community
    Centres and organise social events that include activity – expanded program being delivered in
    partnership with Northern Suburbs Community Centre and the Move Well, Eat Well program.

Actions to be addressed in 1-2 years:
o Launceston City Council to develop partnerships with neighbouring Councils to expand
    infrastructure,
    ie bike trails.
o State Government to implement the Tasmanian Physical Activity Plan.


Strategy Four: Pursue adequate funding for health and physical activity programs
Lead Agency:    Launceston City Council

Actions to be addressed in 1-2 years:
o Seek funding for health and physical activity programs and support partnership approaches to
    delivery of programs that promote healthy lifestyles.




                                            Page 22 of 31
Preferred Future Six: A Creative and Learning Community
(Vision 2020 Priority Area: Cultural Environment)


Assets
Residents appreciate the thriving, diverse Arts and Culture community and enjoy the quality cultural
facilities
and range of cultural events available.
They value the talented arts professionals, quality learning facilities and affordable learning
opportunities.
They see facilities such as online access centres, the networks between educators and community
organisations,
and the quality of our educators as important assets.


Strategy One: Support a series of arts and cultural events
Lead Agency:    Launceston City Council
Partners:       State Government, Arts and Cultural Community, Festivale Committee, Arts Tasmania,
                Events Tasmania

Actions already underway or completed:
    Supporting Launceston’s Living Laneways Project.
    Continuing to produce an events calendar to help groups coordinate and publicise local
    arts/cultural events.
    Continuing to support the Princess Theatre and Earl Arts Centre as cultural events venues.

Actions to be addressed in 1-2 years:
o Investigate conducting an arts and culture expo that would be a trade show showcasing artistic
    work.


Strategy Two: Expand learning options and pathways that suit different ages
            and interests
Lead Agency:    State Government (Department of Education)
Partners:       Learning Providers

Actions already underway or completed:
    Investigating and developing different methods of learning delivery for different learners.
    Maintaining and supporting a range of learning pathways including tertiary education, and post
    grade 11 and 12 alternative pathways.

Actions to be addressed in 1-2 years:
o Expand the development of on line learning options, incorporating IT familiarisation, the rollout of
    IT infrastructure and perceptions of IT as providing educational outcomes.


Strategy Three: Tailor learning to the needs of specific groups
Lead Agency:    State Government
Partners:       Learning Providers

Actions already underway or completed:
    Enhancing programs that identify young people at risk and maintain programs to ensure literacy and
    numeracy and engagement in education.




                                            Page 23 of 31
Strategy Four: Maintain and enhance learning resources
Lead Agencies: State Government
Partners:      University of Tasmania, Learning Providers

Actions already underway or completed:
    Maintaining key learning resources such library services and a range of quality adult education options.
Actions to be addressed in 1-2 years:
o University to explore opportunities for enhanced engagement between the university and the community
    including community access, resource sharing etc.

Strategy Five: Identify and foster creative talent
Lead Agencies: State Government
Partners:      Launceston City Council, Community Service Providers, Northern Tasmania Development,
               Arts and Cultural Community, Academy of Arts, Federal Government

Actions to be addressed in 1-2 years:
o Developing arts and culture opportunities for children.
o Continuing the employment of an officer to support the arts and culture sector and the creative economy.

Actions to be addressed in 3-5 years:
o Expand the current Artist-in-Residence program and organise for regular specialist artists to visit
    Launceston and conduct training workshops etc.
o Investigate the establishment of a creative scholarship fund for groups and individuals that supports the
    contribution of arts and culture to the community.
o Establish a high level of governance within arts and culture groups including transparency, membership,
    and decision-making, and building the capacity of arts organisations to become/remain financially
    sustainable.
o Maintain and improve collaboration between arts and culture groups.
o Establish mentoring arrangements for emerging artists and develop further options to retain artists locally.

Strategy Six: Make spaces available for the arts
Lead Agency:     Launceston City Council
Partners:        Arts and Cultural Community

Actions already underway or completed:
    Redeveloping the Queen Victoria Museum and Art Gallery at Royal Park, including creation of a
    temporary exhibition gallery.

Actions to be addressed in 3-5 years:
o Audit existence and use of arts spaces and identify opportunities for increased capacity/use.

Strategy Seven: Promote a culture of lifelong learning
Lead Agency:     Launceston City Council, University of Tasmania
Partners:        Learning Providers, State Government, Chamber of Commerce

Actions to be addressed in 1-2 years:
o   Investigate interstate and international community lifelong learning programs
o   Develop targeted promotion of learning opportunities that are based on the needs of particular groups
    and are communicated in an appropriate way for those groups.

Actions to be addressed in 3-5 years:
o Develop and promote the value of learning to businesses, individuals and the community including the
    collection of data, basic evaluation and success stories.
o Partner with Small to Medium Enterprises to develop strong learning cultures within businesses.




                                               Page 24 of 31
Preferred Future Seven: A Prosperous Economy
(Vision 2020 Priority Area: Social and Economic Environment)

Assets
Key assets include the diversity of the economy, boutique shopping and variety of retail experiences.
Businesses that support community activities, the entrepreneurial spirit, and high levels of local ownership of
business are strengths. Iconic businesses such as Boags and Lloyds North are a source of pride. The good
balance between lifestyle, leisure and business, with businesses well integrated into the life of the community,
is valued. The lack of dominance of big multinational corporations is also seen as a positive. Another key asset
is the maintenance of the traditional CBD shopping precinct, with its historic architecture and authenticity.

The city is located well for business, being central in Tasmania, with proximity to customers and the
biosecurity provided by Bass Strait. The proximity to the airport and the presence of the University of
Tasmania is valued. There is space to grow within the CBD, which is supported by successful and diverse
suburban precincts. Launceston has a stable workforce and quality educational and training facilities.

As a visitor destination, the city is attractive and scenic with pleasant environs. It has good walking tracks,
relatively little traffic and accessible green open space. There is a wide range of accessible attractions and
a diversity of experiences, and the advantage of quality restaurants and world-class producers. The city
‘punches above its weight’ in hosting a range of major events supported by good infrastructure such as
Festivale, the Launceston Cup, AFL games, V8 Supercars, a Casino, Aurora Stadium, and Theatre North. The
heritage and historic buildings of the city are a major attraction, as is the crisp and clear weather, good
services and facilities such as accommodation options.

Strategy One: Encourage business development within the city
Lead Agency:      Chamber of Commerce, Launceston City Council, Northern Tasmania Development
Partners:         State Government (Department of Economic Development), Training Providers

Actions already underway or completed:
    Coordinating business information by collating all sources of business support and distributing it to
    businesses – State Government Business Point.
    Informing businesses of Council and other regulatory requirements.

Actions to be addressed in 1-2 years:
o Enhance customer service in Launceston businesses through building awareness of good practice,
    providing ongoing access to training, and encouraging businesses to adapt to the needs to different
    market segments (eg cultural needs and trading hours).
o Review regulations and policies relating to business to minimise red tape and actively inform
    businesses of requirements.

Strategy Two: Enhance employment opportunities
Lead Agencies: State Government
Partners:      Federal Government, Tasmanian Chamber of Commerce and Industry,
               Launceston Chamber of Commerce, Launceston City Council

Actions already underway or completed:
    Ensuring that businesses have access to appropriate advice and information about the employment market.

Actions to be addressed in 1-2 years:
o Complete the Launceston Economic Development Strategy, with consideration of ways to increase
    the employment competitiveness of the city, such as investigating ways to be more wage
    competitive, stressing the quality of life in the city etc – project has commenced.
o Publish a development site register.

Actions to be addressed in 3-5 years:
o Explore opportunities for “virtual” employment and teleworking.




                                                Page 25 of 31
Strategy Three: Encourage greater cooperation and networking between
                businesses
Lead Agencies: Chamber of Commerce, Launceston City Council, Northern Tasmania Development
Partners:      State Government, Department of Economic Development

Actions already underway or completed:
    Facilitate business networking within the city and between regions.
    Develop arrangements for closer engagement between the business community and local
    and state government.


Strategy Four: Support existing and foster new tourism products
Lead Agency:    State Government, Launceston City Council
Partners:       Northern Tasmania Development, Chamber of Commerce, Launceston Tamar Valley
                Tourism Association

Actions already underway or completed:
    Continuing to develop and promote the Cataract Gorge as a tourism icon.
    Reviewing and improve tourism and directional signage around the city.

Actions to be addressed in 1-2 years:
o Review the experiences offered in the region and develop an action plan to diversify and enhance
    tourism experiences and products.


Strategy Five: Build tourism and hospitality as a genuine career choice
Lead Agencies: State Government
Partners:      Tourism Operators, Launceston City Council, Northern Tasmania Development,
               Education Providers

Actions already underway or completed:
    Continuing to support and improve tourism training programs.

Actions to be addressed in 3-5 years:
o Develop a staff exchange program between tourism businesses in Launceston and other states that
    have an opposite off-season.
o Investigate establishment of a scholarship/exchange program with tourism operators
    interstate/overseas to build skills, offer incentive and learn from other experiences.


Strategy Six: Attract major events and conferences to the Launceston Municipal Area
Lead Agency:    Launceston City Council
Partners:       Chamber of Commerce, State Government, Tasmanian Convention Bureau,
                Northern Tasmania Development

Actions already underway or completed:
    Continuing the Launceston City Council Events Sponsorship program and Conferences Incentive
    Scheme.

Actions to be addressed in 1-2 years:
o Develop a major events strategy.




                                           Page 26 of 31
Strategy Seven: Extend off-season operation for local business
Lead Agency:     Launceston City Council
Partners:        Tourism Tasmania, Tourism Operators

Actions already underway or completed:
    Publishing and distributing a calendar of events.

Actions to be addressed in 3-5 years:
o Encourage greater cooperation between tourism businesses to extend off-season operation such as
    an opening roster, events, staff sharing etc.


Strategy Eight: Encourage new and emerging sectors of the economy
Lead Agency:     State Government
Partners:        Launceston City Council, Northern Tasmania Development, Chamber of Commerce,
                 Federal Government, Arts Tasmania

Actions already underway or completed:
    Assisting businesses to adapt to, and take advantage of changes such as climate change, ageing
    population, sustainable living, local production and consumption etc.
    Continuing to foster relationships between business, arts organisations and the community and
    develop mentoring programs to assist artists to establish profitable creative businesses

Actions to be addressed in 1-2 years:
o Encourage the development of clean green businesses and promote Launceston as a centre for
    sustainability.

Actions to be addressed in 3-5 years:
o Audit Launceston’s creative economy.




                                             Page 27 of 31
Preferred Future Eight: Excellent Infrastructure and Quality Living
(Vision 2020 Priority Area: Built Environment)


Assets
Assets include reliable transport services and infrastructure, the broad range of community services and
accessible facilities.
The neighbourhood Community Centres and Neighbourhood Houses are also seen as an important asset
for those suburban areas, as are the attractive public spaces.
Launceston is a compact city that is very liveable as a result of sensitive urban planning strategies. Its
affordability and amenity are also valued.


Strategy One: Encourage private development of quality infrastructure and
               facilities
Lead Agency:     State Government (Housing Tasmania)
Partners:        Launceston City Council, Communications and Utilities Providers

Actions already underway or completed:
    Expanding the stock of quality public housing, affordable housing and crisis accommodation in the
    city.
    Completing the Planning Scheme Review and ensure that the planning scheme reflects and values
    the vision of residents, prevents suburban sprawl, increases inner city vitality and relieves transport
    costs – project is underway.

Actions to be addressed in 3-5 years:
o Encourage the installation of communications and other infrastructure in new subdivisions when
    planned such as having (at least) conduits put in for fibre optic cable.
o Make new development applications more publicly accessible, eg available online.


Strategy Two: Enhance the efficiency and accessibility of transport
Lead Agency:     Launceston City Council
Partners:        Metro, State Government

Actions already underway or completed:
    Supporting ongoing route rationality and timetabling studies at Metro.
    Implementing the Parking and Sustainable Transport Strategy.


Strategy Three: Maintain quality community facilities
Lead Agency:     State Government
Partners:        Launceston City Council

Actions to be addressed in 3-5 years:
o Upgrade the Northern Suburbs Community Centre and investigate the establishment of at least one
    other community centre in the city.
o Continue to implement the Launceston City Council 10 year major works program.




                                              Page 28 of 31
Strategy Four: Improve community use and access to the rivers
Lead Agency:    Launceston City Council
Partners:       State Government, Federal Government

Actions to be addressed in 1-2 years:
o Develop and implement walkways and cycleway plans and improve recreational space on river
    margins.

Actions to be addressed in 3-5 years:
o Encourage and support activities on and by the river, such as community events, boat tours, walks
    along river edge, river transport for commuters etc.


Strategy Five: Encourage inner city vitality
Lead Agency:    Launceston City Council
Partners:       State Government, Federal Government

Actions to be addressed in 1-2 years:
o Address inner city vitality in the Planning Scheme, the Transport Action Plan, Economic
    Development Plan and other strategic planning for the city.
o Better link developments to the CBD and precincts in the CBD to each other. This may involve
    “avenue” type pedestrian and/or traffic access.

Actions to be addressed in 3-5 years:
o Encourage and support activities on and by the river, such as community events, boat tours, walks
    along river edge, river transport for commuters etc.


Strategy Six: Encourage provision of effective community services and promote
             awareness of those services
Lead Agency:    State Government
Partners:       Federal Government, Community Service Providers

Actions to be addressed in 3-5 years:
o Investigate the possibility of co-locating services such as Centrelink, Library, Service Tasmania, etc.




                                             Page 29 of 31
Preferred Future Nine: Strong Rural Communities
(Vision 2020 Priority Area: Built Environment/Social and Economic Environment)


Assets
The rural areas are a source of a wide range of quality local produce, and offer a variety of lifestyle
choices, while still being close to the Launceston CBD.
People who live in the rural areas appreciate the amenity – fresh air, quiet environment and scenery.
Most basic services are available in rural towns and villages, along with tourism opportunities, strong
community groups, and reasonable community facilities such as halls, sports ovals, libraries and on-line
access centres.
People value the safety of rural towns and the strong sense of community.


Strategy One: Ensure appropriate planning in rural areas
Lead Agency:     Launceston City Council
Partners:        State Government

Actions already underway or completed:
    Conducting appropriate community engagement on the relevant planning scheme and rezoning
    decisions.

Actions to be addressed in 1-2 years:
o Incorporate the appropriate preservation of agricultural land and encouragement of small farms in
    the planning scheme and in zoning decisions.


Strategy Two: Ensure ongoing community engagement in rural areas
Lead Agency:     Launceston City Council
Partners:        State Government

Actions to be addressed in 1-2 years:
o Consider holding additional forums in rural areas.


Strategy Three: Enhance rural environments
Lead Agency:     Launceston City Council
Partners:        State Government, Ben Lomond Water

Actions already underway or completed:
    Enhancing water security by protecting catchments and improving water use efficiency.


Strategy Four:     Provide appropriate services and facilities in rural areas that meet
                   community needs and are fiscally responsible
Lead Agency:     Launceston City Council
Partners:        State Government, Community Organisations

Actions to be addressed in 3-5 years:
o Conduct a review of amenity and community and sporting facilities in rural towns and prioritise an
    action plan for maintenance and improvement.




                                             Page 30 of 31
Do you have any comments?
We welcome your comments on the Draft Launceston Community Plan.


Submissions close at 5pm on Friday 26th February 2010
and should be addressed to:


Manager Community Development
Launceston City Council
PO Box 396
Launceston Tas 7250
Email: Community.Development@launceston.tas.gov.au




                                      Page 31 of 31