George Town Council Annual Plan 2017-18

Attachment Agenda Item 5.
2017-2018
DRAFT Annual Plan
George Town Council

Draft George Town Council Annual Plan 2017|2018 1
Introduction
The Local Government Act 1993 Section 66 directs that a council is to prepare a Strategic Plan for the
municipal area. A Strategic Plan is to be in respect of at least a 10 year period. The Strategic Plan guides the
decision making of Council, resource allocations, and work plans of Council staff and is a means of
communicating how Council will work to contribute to community ambitions, meet its governance
obligations, provide leadership and set priorities.
Each year, the directions agreed by Council within the Strategic Plan are actioned through a clear
implementation process outlined in the Annual Plan and associated Budget Estimates. This Annual Plan
provides a detailed description of key service area actions that seek to deliver on the long term vision for the
Municipality, as agreed by the elected members of the Council. It is the Annual Plan that also provides
structure for staff in relation to the delivery of services. The agreed services to be delivered in any given year
are then reported on by staff to the Council and the Community. The delivery of these reports varies widely
between Councils but whether reports are provided monthly, quarterly or half yearly they should be
sufficiently detailed and structured in a manner whereby Councillors, staff and the community can clearly
see the linkages between the strategic objectives of Council, how these translate into Annual Plan actions
and then what staff have been charged with delivery at an individual project and/or program level. These
reports on activity then form the basis for the delivery of an Annual Report and also form the basis of
performance reporting for staff against agreed performance indicators.
To put this in more detail, the performance of the Council against the agreed Strategic Plan and associated
Annual Plan should be measured through the delivery of annual actions, annual reporting and a series of
agreed performance indicators.
Fundamentally there are five areas through which Council can actively implement the Strategic and Annual
Plans:
1. Deliver services (directly fund activity);

2. Establish by-laws, policies and guide the local planning scheme;
3. Undertake advocacy / lobbying;
4. Partner with organisations / community;
5. Value-add or deliver something different new services / investment.
These tools can be used singularly or jointly to achieve the best return. For the George Town Council, with its
limited resource base, ensuring that strategic thinking drives decisions that the best mix of tools is used and
that Council and staff are accountable in the delivery of services to the community is critical to the future
viability of Council and its services to the Community.
An integrated planning and delivery approach to service provision and performance management is the
cornerstone to a transparent, accountable, effective and productive Council and in this Annual Plan George
Town Council has taken decisive steps to improve the way we do business and add value to the community
we serve.

ACTING GENERAL MANAGERS SUMMARY
The 2017/18 Annual Plan and Budget Estimates explain what the George Town Council will deliver in terms
of services, programs and projects for the financial year to the community we serve. The activities identified
in the Annual Plan are aligned with Council's goals and objectives, and deliver on the agreed Strategic Plan.
The document also brings together and prioritises a diverse range of policies, strategies and decisions
adopted by Council over past years that continue to inform actions in the period ahead.
A $6M Federal Government grant secured for road improvements in the municipality will support a major
capital project delivery beginning in the year ahead and continuing through to the end of 2018/2019. The
sealing of Industry, Solider Settlement and The Glen Road along with continuing improvements to Dalrymple
Road will bring significant benefit to the transport network and inject much needed work and investment
during the construction phase. In addition, it will improve safety and travel times for road users and enhance
the tourism and economic development potential of the municipal area.
Improvements to waste management services will be a key deliverable with the completion of the new waste
transfer station.
Beyond these two major projects, Councils capital program will refocus attention on core business in the
year ahead with a specific view to the maintenance of existing assets. It should be noted that Council has for
some years faced significant and ongoing challenges to deliver on its agreed capital works program. This will
be addressed in the year ahead, as a matter of urgency, by implementing improved scoping and planning for
project delivery, enhanced project management based processes and procedures, tighter budget
management and upskilling of staff.
Council has a significant and ongoing depreciation cost challenge in part due to the ongoing maintenance of
a significant number of community assets. In simple terms Council can no longer afford these assets at the
level currently required and consideration of the strategic value of these assets in the year ahead is critical if
the Council is to return to a sustainable financial position. Council has commissioned an independent study
of these assets, their current condition, usage and upgrade requirements to inform a considered approach
to guide asset renewal and rationalisation.
The year ahead will see a continued focus on community development by improving communication and
engagement with our Community in recognition that communities can positively shape their own future
through connected efforts and the sharing of responsibility between individuals, organisation, businesses
and all levels of government.
Council will continue to support a large number of community events, the tourism sector and the Visitor
Information Centre. However, it is important to recognise that this ongoing support comes at a significant
cost and other areas of Council and community interest such as community health based programs and
increased efforts to drive population growth continue to be under resourced or not resourced at all.
Council has committed to increased efforts to assist and advocate for economic development and business
growth. Council in conjunction with the State Government will co-fund a project officer with the Bell Bay
Industry Group. The Launceston Cities Deal represents a once in a generation opportunity for the Tamar
Valley and Council has committed to working in partnership with all stakeholders to leverage opportunities
and outcomes for the region and our community through actively engaging with this exciting initiative.
Council will continue to strongly support the local Chamber of Commerce, business groups and investors to
drive opportunity and growth while supporting economic development based proposals that will facilitate
future investment.

Regional collaboration is critically important to the ongoing viability and growth of the Tamar Valley and
Council continues to work closely with our neighbouring Councils to explore how resource sharing can drive
improved operational efficiencies and keep the cost of "back office" functions as low as possible for our
ratepayers. The year ahead will see some of these resource sharing initiatives come to fruition and the
northern Council group will continue to explore opportunities to share resources during the coming period.
Council will soon be in receipt of the KPMG Regional Resource Sharing study and later in the year the
feasibility study in to a voluntary merger with the West Tamar Council. Both studies will deliver a body of
evidence that will then allow Council to undertake an informed and comprehensive discussion with the
community on the future of not only the George Town Council but the Tamar Valley region more broadly.
The community can be assured that no decision will be made by Council without consideration being given
to the needs and wants of the entire community and with the best interest of ratepayers as a primary
concern.
Council's ongoing commitment to organisational and governance improvement is underlined by a number of

new initiatives within the 2017/18 Annual Plan. The refinement of the risk management framework, long
term financial and asset management plans and their associated strategies, records and financial
management systems, human resource management systems and the implementation of an integrated
planning and performance management/reporting system will ensure the delivery of responsible,
transparent, effective, compliant and efficient services to our Community.
A deficit budget is proposed for the year ahead. However, the development of a clear pathway to an
operational surplus in 2018/2019 will be addressed as a matter of primary importance early in the 2017/2018
financial year. Council has committed to a full organisational and service delivery review early in the reporting
period which will go some way to addressing the operational expenditure issues that are clearly evident. Put
simply Council needs to cut its cloth to fit to avoid unnecessary rate increases. In order to successfully achieve
this goal the community should be aware that service standards and/or staffing levels will need to be revised
and new business practices implemented to drive the required level of efficiencies.
In the year ahead George Town Council seeks to work collaboratively with our community and key
stakeholders towards improving the economy, our quality of life, environment, assets, infrastructure and
governance processes and standards. It is the fundamental drive for improvement and greater engagement
with our community that shapes our Annual Plan and Budget Estimates for 2017/18
Raoul Harper
ACTING GENERAL MANAGER

Strategic Plan 01
Foster the growth of a diverse business and industry mix and to foster
population growth
Outcome
A diverse economic mix will provide employment for a diverse mix of community members. A growing
population will be relying on jobs both in the George Town municipality and the wider region. Some of the
indicators of success are:
People believing in George Town.

An increase in the number of businesses from a mix of industries.
An increase in agricultural produce and providore from the region.
A higher number of residents living in the George Town municipality.
An increased range of employment opportunities, locally and in the region.
Key Objectives
1. Promote growth, both in population and business (particularly tourism) through advocacy, promotion,
marketing and engagement.
2. Promote an increase in George Towns workforce by engaging with employers and schools.
3. Support tourism stakeholders in the municipality to develop destination experiences, particularly

targeting integration into State-wide and Regional initiatives.
4. Engage in the promotion of Regional and State economic development, thereby acknowledging
George Towns connections with the wider economy.
Key Priorities
1. Develop promotion, marketing and communication tools for George Town and the Bell Bay Industrial
Precinct, including celebrating the success stories.
2. Promote the George Town municipality as affordable and accessible for home buyers.
3. Promote George Town municipality as a sea-change destination with quality health facilities.
4. Market the rural land in the region as abundant and affordable with climate and soil type and
topography similar to successful European wine regions.
5. Attract investment to create a diverse mix of industry and business to promote innovation and job
creation.
6. Assist industry to match the supply and demand of labour and skilled workers.
7. Advocate for continued activity and investment in Bell Bay, working with industry on targeted
initiatives.

Strategic Plan 01
Foster the growth of a diverse business and industry mix and to foster
population growth
Key Priorities (Cont.)
8. Advocate for integrated tourist routes for George Town.
9. Advocate for the delivery of specialist education tied to local existing and emerging industries.
10. Advocate for transport, utilities and tourism infrastructure projects where applicable.
11. Identify and plan for highly desirable, sustainable settlements throughout the municipality.
12. Enable an industry development group to provide guidance on establishing and maintaining
business, and a focus on ideas generation and mentoring.

Strategic Plan 02
Support an active, vibrant and culturally diverse community life that

enjoys liveable and amenity rich neighbourhoods
Outcome
Council will continue to engage with the community in planning and delivering its services. Council will
enable and support volunteering in the community and work with clubs and organisations to do so. Council
will play an active role in delivering community events. Council will assist in the coordination of information
relating to the provision of health, community and education services.
Some indicators of success are:
The George Town municipality is seen as a friendly, safe and inviting place.
A continued high level of volunteering.

Increased participation levels in sports and community programs.
Improved delivery of community, health and education services.
Child, family and aged care services needs are met locally.
An increased number of events and festivals which are well frequented by the community.
Increased level of school retention rates.
Key Objectives
1. Support and advocate for organisations and community groups to grow community capacity.
2. Promote events and festivals that showcase George Towns community.
3. Support integrated community, health and education services.
4. Actively engage and consult with the community, notably young people and those from different
cultural and economic backgrounds.
5. Support the sport and recreation, work opportunities, health and education services for young
people.
6. Continue to support programs which address social disadvantage.
7. Participate in community safety initiatives.
8. Advocate for adequate, appropriate and affordable transport options between George Town and
regional centres.
Key Priorities
1. Deliver recurrent community events.
2. Develop a marketing and promotion approach for events and festivals that showcase George Towns
community.
3. Develop and implement a volunteering strategy.
4. Collect and distribute information on existing events and activities.
5. Liaise with young people, people from culturally and linguistically diverse backgrounds, and people
from varying socio-economic backgrounds on issues and opportunities that concern the community.

Strategic Plan 02
Support an active, vibrant and culturally diverse community life that

enjoys liveable and amenity rich neighbourhoods
6. Liaise with stakeholders to facilitate the integration and coordination of health and community
services.
7. Advocate for a wide range of education opportunities in the municipality.
8. Advocate for aged care accommodation in the municipality.
9. Advocate for additional child care centres in the municipality.
10. Promote the health and community services within the municipality.
11. Partner with other stakeholders to implement crime prevention and community safety initiatives in
consultation with the community.

Strategic Plan 03
Conserve our natural environment and heritage and ensure it is enjoyed

by our community, visitors and future generations.
Outcome
Council will strengthen partnerships with community groups, land owners and natural resource management
bodies to maintain and conserve our foreshores and natural areas. Council will develop environmental
management plans for key natural areas. Council will also improve interpretation of natural assets and
cultural heritage.
Improved outcomes for natural resource management.

Continued high volunteerism for natural resource management and heritage conservation.
Increased community awareness of our natural and heritage assets.
Increased number of visitors seeking out our natural and heritage assets.
Key Objectives
1. Commit to enhance the conservation and protection of our natural environment.

2. Support the conservation efforts of our Aboriginal and European heritage.
3. Improve the interpretation of our natural and heritage assets.
4. Improve opportunities for passive recreation around our natural and heritage assets.
5. Closely monitor the built environment around existing heritage places.
Key Priorities
1. Strengthen partnerships with natural resource organisations and leverage from their work.
2. Facilitate the better management of Crown and Council owned land in foreshore areas.
3. Develop and implement plans for the improved protection and management of Council owned
natural assets.
4. Facilitate discussions with the community to assist in the protection of private properties from natural
risks such as fire and flooding.
5. Develop and implement plans for the protection and promotion of Council owned heritage assets.
6. Develop interpretation for natural assets and heritage.
7. Achieve a better understanding and communicate the implications of climate change including sea
level rise, extreme flood, rain, drought, fire events.
8. Connect walking and cycling paths and trails along the coastline, and develop other trails to key
attractions.
9. Ensure George Towns natural values are retained.

Strategic Plan 04
Strengthen the vibrancy of our towns and enhance the benefits

of living in a rural setting and living close to the river and
coast.
Outcome
Council will work with the community to provide for sustainable infrastructure and facilities across the
municipality. In conjunction with the community, Council will develop strategic directions to enhance the
vibrancy of the towns, highlight the connection with the water and plan for future new development.
Increased community satisfaction with the George Town municipality as a place to live.
Sports and recreation facilities that meet the needs of the community.
Increased levels of activity and use along the foreshores.
Population growth.
Increased satisfaction levels with Council works and services.
Sustainable waste management.
The development of settlement strategies and regional structure plans.
Evidence of greater synergies between recreational groups and associations.
Key Objectives
1. To identify and respond to changing needs for infrastructure and facilities.

2. To enhance the vibrancy of places.
3. To advocate for a more streamlined planning system.
Key Priorities
1. Review and manage the assets and infrastructure Council currently owns in line with community
needs.
2. Continue regular maintenance of Council infrastructure facilities.
3. Deliver vibrancy programs, such as street art and shop front activation projects.
4. Initiative projects to increase the vibrancy of and links to main streets and key places (in particular
Macquarie Street, Regent Street and York Cove).
5. Prepare strategic plans for vibrant towns across the municipality.
6. Improve signage, interpretation and way finding, both within the municipality and on the transport
corridors into George Town.
7. Ensure that Councils facilities meet the (access) needs of the community.
8. Ensure that planning for new areas takes into account the accessibility to water, sewage and other
infrastructure.
9. Upgrade parks to include outdoor recreational facilities.

Strategic Plan 04
Strengthen the vibrancy of our towns and enhance the benefits

of living in a rural setting and living close to the river and
coast.
10. Identify key development sites around the George Town municipality to facilitate investment.
11. Continue to provide an efficient animal control service promoting the amenity and safety of the
community and animal welfare.
12. Promote, implement and monitor public health standards.

Strategic Plan 05
Ensure Council listens to and understands community needs

and continues to make responsible decisions on behalf of the
community.
Outcome
Council will continue to work on a trusted relationship with the community. Councils decisions are to
contribute to community resilience and independence. Council will continue to engage intensely with the
community, remain a sustainable organisation, ensure transparency in decision making, meet or exceed its
statutory obligations and minimise risk.
Increased community satisfaction with Councils accountability and transparency.

Increased community satisfaction in regards to interaction with Council.
Regular regional cooperation between councils in regards to advocacy, economic development, strategic
planning and/or resource sharing.
Councils performance in influencing others at regional and State Government levels.
Council actively engaging with the community through social media.
Reduced staff turnover.
Increased community satisfaction with George Town Council services.
Key Objectives
1. Continue to improve Council communication with the community, including celebrating the
successes and achievements.
2. Consistently communicate the role of Council to the community (i.e. what Council does and does not
do).
3. Strengthen working relationships and cooperation with neighbouring councils.
4. Consistently achieve a high standard of internal financial and governance arrangements.
5. Initiate a conversation with the community about any aspects of Local Government reform.
6. Attract, retain and value a highly skilled and committed workforce.
Key Priorities
1. Manage and seek to minimise risk throughout Council.
2. Build the strategic capacity of Council to effectively communicate with the community.
3. Monitor Councils performance against all objectives, including community objectives.
4. Initiate at least one regional project involving neighbouring councils.
5. Be actively involved and seek to influence decisions made at regional and State Government levels.

Table of Contents
Annual Plan - Actions
Goal 01 ................................................................................................................................... 14
Goal 02 ................................................................................................................................. 17
Goal 03 .................................................................................................................................... 21
Goal 04 ................................................................................................................................... 23
Goal 05 ................................................................................................................................... 32
Note:
The numbering format utilised in the following Annual Plan aligns with the goals, key objectives and
key priorities of the Strategic Plan.
Where key objectives and key priorities are not resourced in the year ahead the numbering format
used will show gaps and numbering that may be non-sequential.

Strategic Plan 01
Strategic Focus Key Objective Key Priority Lead Year 1 Annual Plan Action Outcome
Area responsibility
1. Foster the 1.1 Promote 1.1.4 Market the Economic 1.1.4.1 Undertake an analysis of State supplied Agricultural Land An increase in the number of
growth of a growth, both in rural land in the Development & mapping to ensure areas identified allow / support the strategic businesses from a mix of industries.
diverse business population and region as Development vision for agricultural land within the municipality. An increase in agricultural produce
and industry mix business abundant and Services and providore from the region.
and to foster (particularly affordable with
population tourism) through climate and soil
growth. advocacy, type and
promotion, topography
marketing and similar to
engagement. successful
European wine
regions.
Economic 1.1.4.2 Work with wine industry stakeholders to scope an industry An increase in the number of
Development development plan. businesses from a mix of industries.
An increase in agricultural produce
and providore from the region.
Economic 1.1.4.3 Engage with Tasmanian Irrigation and the State An increase in the number of
Development Government to advocate for the rollout of the Tamar and Pipers businesses from a mix of industries;
irrigation schemes. an increase in agricultural produce
and providore from the region.
Economic 1.1.4.4 Advocate on behalf of Council to ensure State Scheme An increase in the number of
Development & requirements compliment and facilitate the strategic direction businesses from a mix of industries;
Development Council desires for the agricultural land in the municipality. an increase in agricultural produce
Services and providore from the region.

Area responsibility
1.2 Promote an 1.2.7 Advocate Community 1.2.7.1 Co fund an Officer to work with the Bell Bay Industry Group People "believing" in George Town;
increase in for continued Development to progress actions and activities that stimulate investment and An increase in the number of
George Town's activity and cooperation. businesses from a mix of industries.
workforce by investment in An increased range of employment
engaging with Bell Bay, opportunities, locally and in the
employers and working with region.
schools. industry on
targeted
initiatives.
1.2.10 Advocate Development 1.2.10.1 Finalise Bell Bay Industrial Precinct Plan. An increase in the number of
for transport, Services businesses from a mix of industries.
utilities and An increased range of employment
tourism opportunities, locally and in the
infrastructure region.
projects where
applicable.
Development 1.2.10.2 Preparation of Local Provision Schedules for State An increase in the number of
Services Planning Scheme and identify areas suitable for future additional businesses from a mix of industries.
strategic work in order to facilitate tourism, transport and utilities An increased range of employment
infrastructure projects. opportunities, locally and in the
region.
1.3 Support 1.3.8 Advocate Community 1.3.8.1 Strengthen relationship with Tourism Northern Tasmania, People "believing" in George Town;
tourism for integrated Development Launceston Tamar Valley Tourism Association, Tasmanian Visitor An increase in the number of
stakeholders in tourism routes Information Network and Tasmanian Industry Council Tasmania. businesses from a mix of industries.
the municipality for George An increased range of employment
to develop Town. opportunities, locally and in the
destination region.
experiences,
particularly
targeting
integration into
State-wide and
Regional
initiatives.

Area responsibility
Community 1.3.8.2 Finalise the Destination Action Plan for the region and People "believing" in George Town;
Development when complete seek Council endorsement. An increase in the number of
businesses from a mix of industries.
An increased range of employment
opportunities, locally and in the
region.
Community 1.3.8.3 Market destination experiences to visitors through the People "believing" in George Town;
Development Visitor Information Centre and TVIN state-wide. An increase in the number of
businesses from a mix of industries.
An increased range of employment
opportunities, locally and in the
region.
1.4 Engage in 1.4.1 Develop Community 1.4.1.1 Co fund an Officer to work with the Bell Bay Industry People "believing" in George Town;
the promotion of promotion, Development Group to progress actions and activities that promote and An increase in the number of
Regional and marketing and communicate the value of the precinct and its success stories. businesses from a mix of industries.
State economic communication An increased range of employment
development, tools for George opportunities, locally and in the
thereby Town and the region.
acknowledging Bell Bay
George Town's Industrial
connections with Precinct,
the wider including
economy. celebrating the
success stories.

Strategic Plan 02
Area responsibility
2. Support an 2.2 Promote 2.2.1 Deliver Community 2.2.1.1 Evaluate current Events strategy/objectives. An increased number of events
active, vibrant events and recurrent Development and festivals which are well
and culturally festivals that community frequented by the community.
diverse showcase events.
community life George Town's
that enjoys community.
liveable and
amenity rich
neighbourhoods.
Community 2.2.1.2 Liaise with event stakeholders to inform review of An increased number of events
Development recurrent events. and festivals which are well
frequented by the community.
Community 2.2.1.3 Plan, co-ordinate and deliver Council approved and An increased number of events
Development budgeted events. and festivals which are well
Community 2.2.1.4 Support event organisers delivering recurrent events An increased number of events
Development in George Town. and festivals which are well
Community 2.2.1.5 Facilitate Council's participation and organisational An increased number of events
Development function in relation to commemorative, celebratory and and festivals which are well
community messaging events. frequented by the community.
Community 2.2.1.6 Administer Council's sponsorship program. An increased number of events
Development and festivals which are well
Community 2.2.1.7 Administer Council's community grants program. An increased number of events
Development and festivals which are well

Area responsibility
2.2.2 Community 2.2.2.1 Review current Council and community events An increased number of events
Develop a Development calendar and identify events which showcase George Town and festivals which are well
marketing and report to Council on outcomes of review and potential frequented by the community.
and actions.
promotion
approach for
events and
festivals that
showcase
George
Town's
community.
2.3 Support 2.3.6 Liaise Community 2.3.6.1 Work with Royal Flying Doctor Service in the Improved delivery of community
integrated with Development delivery of rural health funded initiatives. and health services.
community, stakeholders
health and to facilitate
education the
services. integration
and
coordination
of health
and
community
services.
2.3.10 Community 2.3.10.1 Ensure Council's database of health and Improved delivery of community
Promote the Development community service providers listed in Health Services and health services.
health and directory is current and up to date.
community
services
within the
municipality.
Community 2.3.10.2 Actively communicate and promote health and Improved delivery of community
Development community services within the municipality. and health services.

Area responsibility
Community 2.3.10.3 Manage all Council's community recreation Improved delivery of community
Development facilities user group processes and agreements, long and and health services.
short term hire administration.
Infrastructure 2.3.10.4 Manage all Council's community recreation Improved delivery of community
facilities including annual maintenance schedules and and health services.
inspections, maintenance program, whole of life asset plans
and strategies.
Infrastructure 2.3.10.5 Manage Swimming pool maintenance, whole of life Improved delivery of community
asset plan, contractor. and health services.
2.7 Participate 2.7.11 Community 2.7.11.1 Commission CCTV system. People "believing in George
in community Partner with Development Town". Improved delivery of
safety other community, health and
initiatives. stakeholders education services.
to
implement
crime
prevention
and
community
safety
initiatives in
consultation
with the
community.
Community 2.7.11.2 Establish MOU/partnership with Tas Police re People "believing in George
Development access to data from CCTV system. Town". Improved delivery of
community, health and
education services.
Community 2.7.11.3 Provide administrative support to George Town People "believing in George
Development Community Safety Committee. Town". Improved delivery of
education services.

Area responsibility
Community 2.7.11.4 Manage Council's Community Recovery role. People "believing in George
Development Town". Improved delivery of
education services.

Strategic Plan 03
Strategic Key Objective Key Priority Lead Year 1 Annual Plan Action Outcome
Focus Area responsibility
3. Conserve 3.1 Commit to 3.1.1 Development 3.1.1.1 Continue involvement on management committee Improved outcomes for natural
our natural enhance the Strengthen Services with Tamar NRM and attend NRM North meetings and resource management;
environment conservation partnerships information / training sessions. continued high volunteerism for
and heritage and protection with natural natural resource management
and ensure it of our natural resource and heritage conservation.
is enjoyed by environment. organisations
our and leverage
community, from their
visitors and works.
future
generations.
Development 3.1.1.2 Participate in / co-ordinate the implementation of Improved outcomes for natural
Services George Town Coastal Management Plan. resource management;
continued high volunteerism for
natural resource management
and heritage conservation.
Governance 3.1.1.3 Participation and involvement in the Tamar Estuary Improved outcomes for natural
Management Taskforce and the Tamar Estuary Esk Rivers resource management.
Program.
3.1.7 Achieve Development 3.1.7.1 Finalise State Planning Scheme which includes Improved outcomes for natural
a better Services provisions for addressing climate change related outcomes resource management.
understanding such as sea level rise, increased extreme weather events
and and coastal erosion.
communicate
the
implications of
climate
change
including sea
level rise,
extreme flood,
rain, drought,
fire events.

3.5 Closely 3.5.4 Facilitate Development 3.5.4.1 Preparation of Local Provision Schedules for State Increased community
monitor the discussions Services Planning Scheme to ensure that provisions are included awareness of our natural and
built with the which provide protection for heritage places. heritage assets.
environment community to
around existing assist in the
heritage protection of
places. private
properties
from natural
risks such as
fire and
flooding.
3.5.4.2 Continue working in partnership with Tamar NRM Increased community

who provide information sessions to outer lying awareness of our natural and
communities on the development of Community bushfire heritage assets.
management plans.

Strategic Plan 04
4. Strengthen 4.1 To identify 4.1.1 Review Infrastructure 4.1.1.1 Review Council's Public Building Assets. Increased satisfaction levels
the vibrancy of and respond to and manage with Council works and services.
our towns and changing the assets and
enhance the needs for infrastructure
benefits of infrastructure Council
living in a rural and facilities. current owns
setting and in line with
living close to community
the river and needs.
coast.
Infrastructure 4.1.1.2 In partnership with Government, Industry and Local Increased satisfaction levels
Business develop a 10 Year rolling Municipal Road Plan with Council works and services.
that prioritises network need based on Strategic Importance
and Urgency.
Infrastructure 4.1.1.3 Prepare an Integrated Asset Management Policy Increased satisfaction levels
and supporting Strategy. with Council works and services.
Infrastructure 4.1.1.4 Road Sealing - Soldiers Settlement Road (Design, Increased satisfaction levels
Tender & Construct). with Council works and services.
Infrastructure 4.1.1.5 Road Sealing - The Glen Road (Design, Tender & Increased satisfaction levels
Construct). with Council works and services.
Infrastructure 4.1.1.6 Road Sealing - Industry Road (Design & Tender for Increased satisfaction levels
Works). with Council works and services.

Infrastructure 4.1.1.7 Road Upgrade - Dalrymple Road (Design & Tender Increased satisfaction levels
for Works). with Council works and services.
Infrastructure 4.1.1.8 Road Upgrade - Hillwood Road (Construct). Increased satisfaction levels
with Council works and services.
Infrastructure 4.1.1.9 Road Upgrade - Leam Road - Stage 1(Construct). Increased satisfaction levels
with Council works and services.
Infrastructure 4.1.1.10 Complete capital construction activity at the Increased satisfaction levels
George Town Waste Transfer Station. with Council works and services.
4.1.2 Continue Infrastructure 4.1.2.1 Define Levels of Services: Increased satisfaction levels
regular a) Parks & Reserves with Council works and services.
maintenance b) Nature Strips, Footpaths, Kerb and Channel
of Council
infrastructure
facilities.
Infrastructure 4.1.2.2 Develop 3 year rolling maintenance schedules - Increased satisfaction levels
Town Services with Council works and services.
4.1.7 Ensure Infrastructure 4.1.7.1 Adopting a risk based approach, identify assets that Sports and recreation facilities
that Council's require upgrade and determine associated capital cost(s). that meet the needs of the
facilities meet Council to consider capital allocations in subsequent budget community; increased
the (access) cycles. community satisfaction with the
needs of the George Town municipality as a
community. place to live; increased levels of
activity and use along the
foreshores

4.1.11 Development 4.1.11.1 Explore opportunities to increase efficiency with Increased satisfaction levels
Continue to Services Councils animal control service. with Council works and services.
provide an
efficient
animal control
service
promoting the
amenity and
safety of the
community
and animal
welfare.
Development 4.1.11.2 Continue to work with Tamar NRM and the State Increased satisfaction levels
Services on the providing input to guide the development of Cat with Council works and services.
Management programs and legislation.
4.1.12 Development 4.1.12.1 Review Council policy and procedures around food Increased satisfaction levels
Promote, Services shop inspections, water sampling, and respond to infectious with Council works and services.
implement and diseases, public education and vaccination programs.
monitor public
health
standards.
Development 4.1.12.2 Perform food business inspections/audits in an Increased satisfaction levels

Services unbiased and consistent manner. Inspection criteria to be with Council works and services.
based on the Australian Food Safety Assessment checklist.
Frequency of inspections determined by Priority
Classification System For Food Businesses (risk based).
Development 4.1.12.3 Investigate all complaints in a systematic and Increased satisfaction levels
Services timely manner. If necessary, obtain samples for analysis. with Council works and services.
Development 4.1.12.4 Provide food business proprietors with educational Increased satisfaction levels
Services materials and advice as required. with Council works and services.

Development 4.1.12.5 Maintain an up-to-date register of all food Increased satisfaction levels
Services businesses in the municipality, including their with Council works and services.
inspection/assessment status.
Development 4.1.12.6 Ensure that all food businesses within the Increased satisfaction levels
Services municipality have notified or registered in accordance with with Council works and services.
the Food Act 2003.
Development 4.1.12.7 Provide appropriate opportunities for school Increased satisfaction levels
Services children to be vaccinated against life threatening diseases with Council works and services.
in accordance with the Australian Immunisation Schedule.
Development 4.1.12.8 Provide opportunities for Council staff to be Increased satisfaction levels
Services immunised against strains of influenza and workplace with Council works and services.
infections.
Development 4.1.12.9 Review and enhance immunisation awareness and Increased satisfaction levels
Services education materials. with Council works and services.
Development 4.1.12.10 Maintain current client immunisation records on Increased satisfaction levels
Services Vacciwise for school based vaccinations and Council with Council works and services.
electronic records for Council staff. All updates to be sent
to the Australian Childhood Immunisation Register (ACIR).
Development 4.1.12.11 Undertake notifiable disease investigations with Increased satisfaction levels
Services the use of appropriate DHHS questionnaires and in with Council works and services.
accordance with the Guidelines for Notification of Notifiable
Diseases, Human Pathogenic, Organisms and
Contaminants.
Development 4.1.12.12 Support relevant agencies with educational and Increased satisfaction levels
Services health promotion materials that are focused on notifiable with Council works and services.
disease prevention.

Development 4.1.12.13 Monitor available funding opportunities, which Increased satisfaction levels
Services proactively promote health education and prevention with Council works and services.
programs.
Development 4.1.12.14 Monitor and regulate suppliers of drinking water. Increased satisfaction levels
Services with Council works and services.
Improved outcomes for natural
resource management.
Development 4.1.12.15 Implement the recreational water monitoring Increased satisfaction levels
Services program, in accordance with the Recreational Water Quality with Council works and services.
guidelines 2007.
Development 4.1.12.16 Undertake inspections of all private and Increased satisfaction levels
Services commercial water carriers to ensure the appropriate with Council works and services.
registrations of each business and to ensure they maintain
and operate water carrying equipment in accordance with
the Tasmanian Drinking Water Quality guidelines 2015.
Development 4.1.12.17 Investigate all complaints that may compromise Increased satisfaction levels
Services drinking water quality. This is to be performed in a with Council works and services.
systematic and timely manner.
Development 4.1.12.18 Perform assessments/inspections of regulated Increased satisfaction levels

Services water systems once per year, or more if required and with Council works and services.
ensure each system is registered in accordance with the
Public Health Act 1997.
Development 4.1.12.19 Ensure than an up-to-date register of all regulated Increased satisfaction levels
Services water systems in the municipality and their inspection status with Council works and services.
is maintained.

Development 4.1.12.20 Forward and provide advisory material to Increased satisfaction levels
Services regulated water system operators on all recommended with Council works and services.
practices, standards and legislative requirements.
Development 4.1.12.21 Undertake assessments on all public health risk Increased satisfaction levels
Services activities and body piercing premises and ensure with Council works and services.
compliance with all appropriate legislation and guidelines. If
required, recommend improvements or utilise Councils
legislative powers to ensure a correct and timely
rectification period.
Development 4.1.12.22 Compile and maintain an up to date register of all Increased satisfaction levels
Services public health risk activities in the municipality, including their with Council works and services.
inspection/assessment status.
Development 4.1.12.23 Educate and promote safe skin penetration Increased satisfaction levels
Services standards and operations to staff working in the industry. with Council works and services.
Development 4.1.12.24 Provide adequate kerbside collection services to Increased satisfaction levels
Services each resident living within the George Town Council area. with Council works and services.
Development 4.1.12.25 Deliver an efficient and effective kerbside Increased satisfaction levels
Services recycling program that both minimises wastes disposed of with Council works and services.
in landfill and services each resident within the Council
district.
Development 4.1.12.26 Provide onsite facilities for the disposal of Increased satisfaction levels
Services whitegoods, oils, organic and construction waste to with Council works and services.
minimise waste disposed of in landfill.
Development 4.1.12.27 Provide suitable educational materials to Increased satisfaction levels
Services residents regarding waste minimisation strategies on an with Council works and services.
ongoing basis.
Development 4.1.12.28 Monitor Council street and park bins. Increased satisfaction levels

Development 4.1.12.29 Investigate all reports of illegal dumping and Increased satisfaction levels
Services instruct those responsible to rectify the problems or utilise with Council works and services.
Council powers, if required.
Development 4.1.12.30 Provide facilities appropriate for disposing of Increased satisfaction levels
Services sharps. with Council works and services.
Development 4.1.12.31 Educate the community regarding the services Increased satisfaction levels
Services available for the appropriate disposal of hazardous waste. with Council works and services.
For example, to dispose of asbestos it must be taken to the
Launceston City Council disposal site. George Town
Council's tip does not dispose of hazardous waste.
Development 4.1.12.32 Investigate health related complaints and, where Increased satisfaction levels
Services appropriate, recommend improvements or utilise Council's with Council works and services.
legislative powers to ensure a correct and timely
rectification period.
Development 4.1.12.33 Investigate all reports regarding environmental Increased satisfaction levels
Services pollution and, where appropriate, recommend with Council works and services.
improvements or utilise Council's legislative powers to
ensure a correct and timely rectification period.
Development 4.1.12.34 Work cooperatively with the Community Increased satisfaction levels
Services Development Department to address health related with Council works and services.
complaints, where required.
Development 4.1.12.35 Provide a suitable waste management service to Increased satisfaction levels
Services prevent the unsatisfactory accumulation of general refuse. with Council works and services.
Development 4.1.12.36 Continue representing the George Town Council Increased satisfaction levels
Services on the George Town Air Quality Monitoring Station with Council works and services.
Committee.

Development 4.1.12.37 Investigate reported public health pest control Increased satisfaction levels
Services issues and, where appropriate, recommend improvements with Council works and services.
or utilise Council's legislative powers to ensure a correct
and timely rectification period.
Development 4.1.12.38 Provide advice to residents as required. Increased satisfaction levels

Development 4.1.12.39 Provide environmental health advice to the Increased satisfaction levels
Services Development Services Department in relation to with Council works and services.
development applications.
Development 4.1.12.40 Review George Town's Emergency Management Increased satisfaction levels
Services Plan in accordance with Department of Health and Human with Council works and services.
Services and Environmental Health Officer responsibilities.
Development 4.1.12.41 During Emergency Management Committee Increased satisfaction levels

Services meetings, ensure that environmental health considerations with Council works and services.
are incorporated into Council's Emergency Plan, if required.
Development 4.1.12.42 Undertake site assessments for all onsite Increased satisfaction levels
Services wastewater disposal applications in accordance with AS: with Council works and services.
1547 - 2012. Provide directions or request further
information during the assessment process if required.
Development 4.1.12.43 Investigate all reports of defective onsite Increased satisfaction levels
Services wastewater systems. with Council works and services.

4.3 To 4.3.10 Identify Development 4.3.10.1 Develop the Local Provision Schedule for the State The development of settlement
advocate for a key Services Planning Scheme strategies and regional structure
more development plans. Population growth.
streamlined sites around
planning the George
system. Town
municipality to
facilitate
investment.

Strategic Plan 05
5. Ensure 5.1 Continue to 5.1.2 Build the Community 5.1.2.1 Continue to develop and add content to the Council Increased community
Council listens improve strategic Development website. satisfaction in regards to
to and Council capacity of interaction with Council; Council
understands communication Council to actively engaging with the
community with the effectively community through social media
needs and community, communicate
continues to including with the
make celebrating the community.
responsible successes and
decisions on achievements.
behalf of the
community.
Community 5.1.2.2 Develop a communications strategy and Increased community

Development implementation plan. satisfaction in regards to
interaction with Council.
5.2 5.2.2 Build the Community 5.2.2.1 Review tends and opportunities relating to digitally Increased community
Consistently strategic Development based community engagement and provide a consolidated satisfaction in regards to
communicate capacity of report to Council for consideration. interaction with the community;
the role of Council to Council actively engaging with
Council to the effectively the community through social
community (i.e. communicate media.
What Council with the
does and does community.
not do).

5.2.3 Monitor Governance 5.2.3.1 Develop an integrated planning and reporting Increased community
Council's framework. satisfaction with Council's
performance accountability and transparency.
against all
objectives,
including
community
objectives.
Governance 5.2.3.2 Introduce detailed quarterly reporting on Annual Increased community

Plan Action delivery. satisfaction with Council's
accountability and transparency.
Governance 5.2.3.3 Undertake an Annual review of the Strategic Plan Increased community
to ensure that Council and community objectives are being satisfaction with Council's
met. accountability and transparency.
Increased community
satisfaction in regards to
Increased community
satisfaction with George Town
Council services.
5.3 Strengthen 5.3.4 Initiate at Governance 5.3.4.1 Participate in prefeasibility study with West Tamar Regular regional cooperation
working least one Council and deliver a comprehensive community between Councils in regards to
relationships regional consultation process with the community. advocacy, economic
and project development, strategic planning
cooperation involving and/or resource sharing.
with neighbouring
neighbouring councils.
councils.
Governance 5.3.4.2 In collaboration with Northern regional Councils Regular regional cooperation
pursue resource sharing/shared services opportunities as between Councils in regards to
outlined in the KPMG report on regional resource sharing. advocacy, economic
development, strategic planning
and/or resource sharing.

Governance 5.3.4.3 In conjunction with the Office of the Coordinator Council's performance in
General and regional Councils actively engage in influencing others at regional
Launceston City Deal, Smart Cities initiatives and leverage and State Government levels.
opportunities where possible.
Governance 5.3.4.4 Actively engage with the Tamar Estuary Esk Rivers Council's performance in
Program and Tamar Estuary Taskforce. influencing others at regional
and State Government levels.
5.3.5 Be Governance 5.3.5.1 Actively participate in relevant Local, State and Council's performance in
actively Federal Government forums and networks. influencing others at regional
involved and and State Government levels.
seek to
influence
decisions at
regional and
State
Government
levels.
Governance 5.3.5.2 Continued membership of Local Government Council's performance in
Association of Tasmania. influencing others at regional
and State Government levels.
5.4 5.4.1 Manage Governance 5.4.1.1 Undertake a full organisational review and report to Increased community
Consistently and seek to Council. satisfaction with Council's
achieve a high minimise risk accountability and transparency.
standard of throughout
internal Council.
financial and
governance
arrangements.
Governance 5.4.1.2 Develop a project management framework. Increased community
satisfaction with Council's

Governance 5.4.1.3 Prepare annual ordinary Council meeting and Increased community
workshop schedule. satisfaction with Council's
Governance 5.4.1.4 Advertise Council meetings. Increased community
Governance 5.4.1.5 Prepare and distribute Agendas and minutes for Increased community
Council and the public pursuant to the Local Government satisfaction with Council's
(Meeting Procedures) Regulations 2015. accountability and transparency.
Governance 5.4.1.6 Provide administrative support to Council meetings. Increased community

Governance 5.4.1.7 Ensure all Council decisions comply with relevant Increased community
legislation and Council policy. satisfaction with Council's
Governance 5.4.1.8 Maintain Council Governance/Strategic/Statutory Increased community

Policies. satisfaction with Council's
Governance 5.4.1.9 Review of the Application of the Principle of Increased community

Competitive Neutrality Strategy (Aug 17). satisfaction with Council's
Governance 5.4.1.10 Review of the Competitive Neutrality Complaints Increased community
Strategy (Aug 17). satisfaction with Council's
Governance 5.4.1.11 Review of Policy No. 45 Gifts and Benefits Policy Increased community
(Mar 18). satisfaction with Council's
Governance 5.4.1.12 Review of Policy No. 2 Personal Information Increased community

Protection Policy (May 18). satisfaction with Council's

Governance 5.4.1.13 Development and implementation of new Increased community
policies/procedures/guidelines. satisfaction with Council's
Governance 5.4.1.14 Maintain Council delegations register pursuant to Increased community

S.22 and S.64 (b) of the Local Government Act 1993. satisfaction with Council's
Governance 5.4.1.15 Maintain Councillor and Staff Gifts and Benefits Increased community
Register pursuant to S.339A of the Local Government Act satisfaction with Council's
1993. accountability and transparency.
Governance 5.4.1.16 Maintain Councillor Register of Interest pursuant Increased community

to S.48 of the Local Government Act 1993. satisfaction with Council's
Governance 5.4.1.17 Maintain Employees and General Manager Increased community

Register of Interest pursuant to S.55 of the Local satisfaction with Council's
Government Act 1993. accountability and transparency.
Governance 5.4.1.18 Provide accurate advice and assistance on Increased community

procedural matters to Councillors, staff and members of the satisfaction with Council's
public. accountability and transparency.
Increased community
Governance 5.4.1.19 Maintain General Manager's Roll pursuant to Increased community

S.258 of the Local Government Act 1993. satisfaction with Council's
Governance 5.4.1.20 Prepare and distribute information and provide Increased community
administrative support to Council workshops. satisfaction with Council's

Governance 5.4.1.21 Prepare and distribute information and provide Increased community
administrative support to the George Town Council Audit satisfaction with Council's
Panel. accountability and transparency.
Governance 5.4.1.22 Prepare Minutes of ordinary and special Council Increased community
meetings for annual audit by the Tasmania Audit Office. satisfaction with Council's
Governance 5.4.1.23 Prepare and distribute Annual Plan and Annual Increased community
Report pursuant to S.71 and S.72 of the Local Government satisfaction with Council's
Act 1993. accountability and transparency.
Governance 5.4.1.24 Conduct Annual General Meeting pursuant to Increased community

S.72B of the Local Government Act 1993. satisfaction with Council's
Increased community
Governance 5.4.1.25 Coordinate regular elected member professional Increased community

development training. satisfaction with Council's
Governance 5.4.1.26 Compile and circulate internal reference document Increased community
to all staff and Councillors to include fees and charges, satisfaction with Council's
budget, rates, dog fees, general ledger and sub accounts accountability and transparency.
and capital works program.
Governance 5.4.1.27 Undertake review of Council special Committees Increased community

pursuant to S.24 of the Local Government Act 1993 and satisfaction with Council's
Council Policy. accountability and transparency.

Governance 5.4.1.28 Right to Information requests assessed, actioned Increased community
and reported pursuant to the Right to Information Act 2009. satisfaction with Council's
Increased community
Governance 5.4.1.29 Ensure WHS compliance with - WHS Act 2012 Increased community
(Tas); WHS Regulations 2016 (Tas); Workers Rehabilitation satisfaction with Council's
and Compensation Act 1988 (Tas); National Compliance accountability and transparency.
and Endorsement Policy; Local Government Act 1993; Reduced staff turnover.
Codes of Practice, Australian Standards and Associated
regulations.
Governance 5.4.1.30 Ensure HR compliance with - Fair Work Act 2009 Increased community
(Comm.); Industrial Relations Act 1984 (Tas) ; Anti- satisfaction with Council's
Discrimination Act 1998 (Tas); Equal Opportunity Act 1984 accountability and transparency.
(Comm.); Sex Discrimination Act 1984 (Comm.); Racial Reduced staff turnover.
Discrimination Act 1975 (Comm.); Human Rights and equal
Opportunity Comm. Act 1986 (Comm.); Disability
Discrimination Act 2004 (Comm.); Equal Opportunity for
Women in the Workplace Act 1999 (comm.); Workers
Rehabilitation and Compensation Act 1988 (Tas); Local
Government Act 1993 and Associated Regulations.
Corporate 5.4.1.31 Facilitate maintenance and update of the risk Increased community
Services register and progress risk assessments and risk mitigation satisfaction with Council's
strategies as required in accordance with the risk strategy. accountability and transparency.
Corporate 5.4.1.32 Prepare risk reports and updates for the General Increased community
Services Manager, Audit Panel and Council. satisfaction with Council's

Corporate 5.4.1.33 Manage Council's insurance renewal and claims Increased community
Services process to ensure risks and assets are insured where satisfaction with Council's
possible and claims are processed in a timely manner. accountability and transparency.
Corporate 5.4.1.34 Develop an internal audit program based on Increased community

Services recognised risks. Implement actions required within the satisfaction with Council's
internal audit program and facilitate internal audit accountability and transparency.
recommendations.
Corporate 5.4.1.35 Test the draft Business Continuity Plan and update Increased community
Services the plan based on testing. satisfaction with Council's
Corporate 5.4.1.36 Manage and coordinate the annual Audit program. Increased community
Services satisfaction with Council's
Corporate 5.4.1.37 Deliver financial advice and reporting to internal Increased community
Services and external stakeholders regarding Council activities. satisfaction with Council's
Corporate 5.4.1.38 Apply Council resolutions, rating policy and Local Increased community
Services Government Act requirements to rate revenue actions. satisfaction with Council's
Corporate 5.4.1.39 Budgets developed in accordance with Council Increased community
Services decisions and the long term financial plan. satisfaction with Council's
Corporate 5.4.1.40 Further develop and update the long term financial Increased community
Services plan supported by a financial strategy, asset strategy and satisfaction with Council's
asset management plans to enhance the financial accountability and transparency.
sustainability of Council.

Corporate 5.4.1.41 Maximise cash flow and investments to ensure Increased community
Services maximum return to Council. satisfaction with Council's
Corporate 5.4.1.42 Manage the existing loan portfolio and advocate for Increased community
Services the borrowing strategy to align with the long term financial satisfaction with Council's
plan as amended. accountability and transparency.
Corporate 5.4.1.43 Ensure Council's business systems are maintained Increased community
Services securely and meet Council's service needs in the most cost satisfaction with Council's
effective manner. accountability and transparency.
Corporate 5.4.1.44 Process financial transactions in compliance with Increased community

Services legislation, council policy and supplier terms. satisfaction with Council's
Corporate 5.4.1.45 Manage the implementation of Council's finance Increased community

Services and reporting software. satisfaction with Council's
Corporate 5.4.1.46 Facilitate the use of purchasing and supply Increased community
Services practices that maximise value for money. satisfaction with Council's
Corporate 5.4.1.47 Collate and record fees and charges for the full Increased community
Services range of Council services that complies with Council's satisfaction with Council's
financial strategy. accountability and transparency.
Community 5.4.1.48 Work with community organisations which use Increased community
Development Council facilities to identify and manage risk. satisfaction with Council's

Community 5.4.1.49 Document and apply processes for managing risk Increased community
Development where community organisations undertake works for satisfaction with Council's
Council. accountability and transparency.
Community 5.4.1.50 Manage event applications and associated risk Increased community
Development management plans. satisfaction with Council's
Corporate 5.4.1.51 Regularly check Council's risk management Increased community

Services policies for departmental compliance; amend processes satisfaction with Council's
and procedures to ensure compliance. accountability and transparency.
Community 5.4.1.52 Identify relevant training requirements for staff Increased community
Development and volunteers; support staff and volunteers to undertake satisfaction with Council's
training. accountability and transparency.
Corporate 5.4.1.53 Review relevant Council policies for currency in Increased community
Services relation to risk management. satisfaction with Council's
5.6 Attract, 5.6.1 Manage Governance 5.6.1.1 Review George Town Council Workplace Reduced staff turnover.
retain and and seek to Behaviour Policy No 37, vs 2
value a highly minimise risk
skilled and throughout
committed Council.
workforce.
Governance 5.6.1.2 Develop - Employee Training & Development Reduced staff turnover.
Policy; Employee Performance Management & Procedures;
Employee Assistance Policy (EAP) in consultation with
Consultative Committee and staff
Governance 5.6.1.3 Facilitate the George Town Council Consultative Reduced staff turnover.
Committee Meetings (Agendas, Minutes and Outcomes)

Governance 5.6.1.4 Staff appraisals in accordance with the George Reduced staff turnover.
Town Council Enterprise Bargaining Agreement.
Governance 5.6.1.5 Attend to HR/IR matters including employee Reduced staff turnover.
contracts, Awards, and EBA requirements, Union (ASU),
legal matters and day- to -day HR administration in
consultation with GM and Senior Managers.
Governance 5.6.1.6 Implement and support Enterprise Bargaining Reduced staff turnover.
Agreement
Governance 5.6.1.7 Review George Town Council Work Health & Reduced staff turnover.
Safety Policy (in consultation with employees, Australian
Services Union, Work Health & Safety Committee and then
to Council for consideration)
Governance 5.6.1.8 Review George Town Council Fitness for Work Reduced staff turnover.
(Drug & Alcohol) Policy (in consultation with employees,
Australian Services Union, Work Health & Safety
Committee and then to Council for consideration)
Governance 5.6.1.9 Commence Development of a Preferred Contractor Increased community

(Supplier) Register and contractor management system. satisfaction with Council's
Governance 5.6.1.10 Manage the George Town Council Incident and Reduced staff turnover.
Hazard Register/s and the Work Health & Safety Section of
Council's Risk Register
Governance 5.6.1.11 Manage and maintain the Online Increased community
Contractors/Employee & Volunteers Work Health & Safety satisfaction with Council's
Induction Program accountability and transparency.
Governance 5.6.1.12 Manage Work Health & Safety Committee Reduced staff turnover.
Meetings (Agendas, Minutes & Outcomes)

Governance 5.6.1.13 Implement the new George Town Council Work Reduced staff turnover.
Health & Safety Terms of Reference
Governance 5.6.1.14 Manage Depot Safety Meetings (Agendas, Reduced staff turnover.
Minutes and Outcomes)

George Town Council Annual Plan 2017-18

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George Town Council Annual Plan 2017-18

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Attachment Agenda Item 5.

George Town Council

1. Deliver services (directly fund activity);

Draft George Town Council Annual Plan 2017|2018 2

Draft George Town Council Annual Plan 2017|2018 3

Council's ongoing commitment to organisational and governance improvement is underlined by a number of

Draft George Town Council Annual Plan 2017|2018 4

People believing in George Town.

3. Support tourism stakeholders in the municipality to develop destination experiences, particularly

Draft George Town Council Annual Plan 2017|2018 5

Key Priorities (Cont.)

8. Advocate for integrated tourist routes for George Town.

Draft George Town Council Annual Plan 2017|2018 6

Support an active, vibrant and culturally diverse community life that

Some indicators of success are:

A continued high level of volunteering.

2. Promote events and festivals that showcase George Towns community.

3. Support integrated community, health and education services.

6. Continue to support programs which address social disadvantage.

7. Participate in community safety initiatives.

1. Deliver recurrent community events.

3. Develop and implement a volunteering strategy.

4. Collect and distribute information on existing events and activities.

Draft George Town Council Annual Plan 2017|2018 7

Support an active, vibrant and culturally diverse community life that

7. Advocate for a wide range of education opportunities in the municipality.

8. Advocate for aged care accommodation in the municipality.

9. Advocate for additional child care centres in the municipality.

Draft George Town Council Annual Plan 2017|2018 8

Conserve our natural environment and heritage and ensure it is enjoyed

Some indicators of success are:

Improved outcomes for natural resource management.

1. Commit to enhance the conservation and protection of our natural environment.

Draft George Town Council Annual Plan 2017|2018 9

Strengthen the vibrancy of our towns and enhance the benefits

Some indicators of success are:

1. To identify and respond to changing needs for infrastructure and facilities.

Draft George Town Council Annual Plan 2017|2018 10

Strengthen the vibrancy of our towns and enhance the benefits

Draft George Town Council Annual Plan 2017|2018 11

Ensure Council listens to and understands community needs

Some indicators of success are:

Increased community satisfaction with Councils accountability and transparency.

Draft George Town Council Annual Plan 2017|2018 12

Annual Plan - Actions

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3.5.4.2 Continue working in partnership with Tamar NRM Increased community

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Development 4.1.12.2 Perform food business inspections/audits in an Increased satisfaction levels

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Development 4.1.12.18 Perform assessments/inspections of regulated Increased satisfaction levels

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