Strategic Planning in Northern Tasmania: A summary of current regional and local level strategic planning studies in Northern Tasmania

Transcription

1 Strategic Planning in Northern Tasmania: A summary of current regional and local level strategic planning studies in Northern Tasmania 1

2 Prepared by: N O R T H P L A N In collaboration with:

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4 Contents Executive Summary 3 Regional Strategies NTD Strategic Plan 5 NRM North Strategy 6 NRM North Weed Management Strategy 6 NE Tasmania Sustainable Coastal Camping Strategy 7 Northern Tasmanian Integrated Transport Plan 7 NTD Economic Development Plan 7 NTD Invest Northern Tasmania Annual Action Plan 8 NTD Tourism Development Plan 8 Launceston Airport Master Plan 9 NTD Regional Aquatic Strategy 9 Northern Tasmania Regional Recreation Strategy 9 Northern Tasmania Regional Recreation Trails Strategy 10 Sub-regional Strategies East Coast Strategy 11 Tamar Valley Airshed Air Quality Strategy 11 Tamar Estuary and Foreshore Management Plan 12 Tamar NRM Strategy 12 Trail of the Tin Dragon Master Plan 13 Tamar Valley Regional Open Space System 13 State of the Jurisdictions Break O Day Council 15 Dorset Council 19 Flinders Council 25 George Town Council 27 Launceston City Council 30 Meander Valley Council 34 Northern Midlands Council 38 West Tamar Council 42 Conclusions 47 1

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6 Executive Summary This document comprises a compilation of regional, sub-regional and local strategies in Northern Tasmania. This strategic snapshot allows for conclusions to be drawn from the current strategic framework within which Northern Tasmania operates. It has revealed that there is currently a distinct lack of consistency across the region. Strategic inconsistency at the local level tends to entail an emphasis upon one particular strategic area. The only type of strategy common among the eight councils is that relating to the management of natural resources. It has also found that while local council areas experience similar issues, councils currently work separately to address them. The Northern Tasmania Regional Plan seeks to address these issues by introducing greater strategic consistency, a sharing of resources, and in the end better outcomes for the local communities they seek to support and progress. 3

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8 Regional Strategies Until now, there has been no legislative requirement for strategic planning at a level that falls between local and state government. Accordingly, the implementation of any land use strategies at a regional level has been largely the choice of local councils to cooperate to advance common interests. Regional-level planning in Northern Tasmania, aiming to refl ect the collective interests of local councils, is manifest in organisations such as Northern Tasmania Development and NRM North. While these organisations have developed strategies uniformly over the key areas of liveability, sustainability and competitiveness, little coordination is apparent between regional organisations and between local and regional strategic planning. Despite this, work completed by NTD combined with that of regional, sub-regional and local natural resource management demonstrates the existence of a strong foundation upon which to build a regional land use plan. The following table shows the extent of regional-level planning in Northern Tasmania at the time of writing, categorised under the key theme areas of this document: liveability, sustainability and competitiveness. 1 Strategies relating to more than one theme are classifi ed as multi-theme. Liveability Competitiveness Sustainability Multi-theme NTD Strategic Plan 2007 North Eastern Tasmania Sustainable Coastal Camping Strategy 2000 promoting sustainable recreation NRM North Weed Management Strategy 2004 preserving agricultural and environmental sustainability NRM North Strategy 2005 promoting the sustainable use of natural resources NTD Economic Development Plan 2002 increasing the regional economic profile by facilitating the development of new and existing businesses Northern Tasmanian Integrated Transport Plan 2003 (draft) providing a long-term vision for the region s transport systems NTD Invest Annual Action Plan 2007 maintaining a consistent economic and regulatory environment for regional investment NTD Tourism Development Plan 2007 enhancing the range of quality visitor experiences, events and activities in the region Launceston Airport Master Plan 2009 site-specific development plan NTD Regional Aquatic Strategy 2002 assessing aquatic facility provision and operation Northern Tasmania Regional Recreation Strategy 2002 adopting a regionally coordinated approach to lifelong recreational participation Northern Tasmania Regional Recreation Trails Strategy 2004 developing an integrated multipleuse regional trails network NTD Strategic Plan 2007 Northern Tasmania Development s desired future for Northern Tasmania is characterised by the following aspirations: Tourism industry understanding and engagement - Northern Tasmania will be part of a sophisticated and integrated Tasmanian Tourism Industry, wherein all private, public and community businesses have had the opportunity to understand and engage with the Industry. 1 Electronic copies of strategies on compact disc are available upon request to the Project Manager. Contact details are provided at the end of this document. 5

9 Diverse island experiences - Northern Tasmania will be offering visitors a diverse range of quality island experiences, events and activities that create repeat or referral visits. Growth in visitor numbers, higher yields - Northern Tasmania will be attracting an increasing number of visitors to its diverse range of attractions, activities and events, assisting tourism enterprises and associated businesses to achieve growth in their visitor numbers and higher yields. Tourism strategies, projects and initiatives - Northern Tasmania s effective strategies, developed in partnership with the private and public sectors, will be ensuring cohesive tourism development and marketing activities. Branding and promoting to target markets - Northern Tasmania s tourism products will be appropriately branded and consistently promoted to targeted markets within Tasmania, Australia and internationally. Northern Tasmania Natural Resource Management Strategy 2005 The purpose of the Natural Resource Management Strategy for Northern Tasmania is to provide a vision and a way forward for the future management, maintenance and enhancement of Northern Tasmania s natural resources. According to the NRM strategy, it is apparent that there are several recurring causal themes that emphasise the need for and value of improved integration of NRM in Northern Tasmania: Planning and coordination defi ciencies; A multiplicity of institutional arrangements often resulting in confusion, duplication and overlap of management responsibilities and services; Data and knowledge gaps across assets generally, though there is clearly a greater need for research into data gaps in some specifi c assets such as estuaries, coasts and marine and atmosphere; and Low levels of community awareness and knowledge in relation to asset maintenance and enhancement. The aspirational targets for Northern Tasmania s NRM assets are as follows: To protect, conserve and enhance Northern Tasmania s biodiversity as measured by the extent, condition and connectivity of critical habitats and priority vegetation communities, and the number and status of vulnerable and threatened species as measured by nationally agreed bioregional indicators; To achieve a sustainable balance between the environmental, economic and social uses of water while enhancing water quality at a regional level; To achieve a balance between the production and conservation values of the land, and to enhance the asset for use by future generations; To achieve integrated management of the estuarine, coastal and marine environments for the benefi t of the community, while maintaining the natural environment and associated ecological processes; To achieve an ambient air quality and a low level of greenhouse gas emissions that protects the lifestyle of current and future generations, and; The community of Northern Tasmania understands NRM issues and appreciates environmental values and their role in achieving the goals of the strategy. The Northern community is actively engaged in, and taking care of, the Region s natural resources. Northern Tasmania Weed Management Strategy 2004 The NRM North Weed Management Strategy forms a regionally consistent response to the threat of weeds across Northern Tasmania. The targets of the strategy are as follows: Prevention of the development of new weed problems Reduce the impact of existing weed problems 6

10 Provide the framework and capacity for ongoing management of weed problems Increase public awareness and education on weed management North Eastern Tasmania Sustainable Coastal Camping Strategy 2000 The development of a regional strategy to manage sustainable coastal campsites has been described as advantageous in that it avoids the piecemeal management of local campgrounds. This strategy was developed in order to: Identify the causal factors responsible for the degradation of free coastal campgrounds To assess the extent to which this degradation has compromised natural and cultural values Methods to improve these issues The primary recommendation for the future management of regional coastal campgrounds is for Parks and Wildlife to foster and integrate community efforts and resources to jointly implement the changes proposed in this strategy. Northern Tasmanian Integrated Transport Plan 2003 (draft) In anticipation of future growth in the transport sector, this plan aims to provide a strategic framework which will guide the development of an integrated regional transport system that is affordable, safe, effi cient and effective. Listed below are the goals that have been developed to guide future growth while addressing existing infrastructural issues and concerns: To facilitate the provision of appropriate regional public transport services, including air and sea access to Flinders Island Develop consistency in planning schemes for land use planning and transport planning Encourage the further development of a partnership between road and rail Optimise access to community services Promote health and well-being by encouraging the use of alternative and non-motorised forms of transport, while minimising confl ict between road users Recognise the role of infrastructure in improving tourism Facilitate improved coordination of community, private sector, and public transport services in a sustainable manner so as to avoid duplication Improve the standards of existing roads to cater for safe and effi cient freight movements Ensure environmentally sensitive construction, maintenance and standards for state and local roads, railways, ports and airports Minimise the impact of road freight vehicles on residential areas Promote the Launceston Transit Centre, operated on commercial principles by the private operators, and encourage potential use by inter-linking services Identify and improve strategic freight routes providing access to key destinations Promote the advantages and use of the port at Bell Bay Promote integration between transport corridor planning and service providers NTD Economic Development Plan 2002 The NTD Economic Development Plan recognises that while Tasmania s outlook for further investment into high-value, low-volume industries has been valuable, it has been diffi cult to establish consistent markets when supply is limited. In order to alleviate these issues, the plan proposes the adoption of a highly focused and 7

11 well-resourced business attraction and retention program concentrating on the region s areas of competitive advantage. In order to improve constraints to each of the region s core industry sectors, here are some of the projects and actions that NTD have identifi ed for implementation: Regional development projects proposed by NTD: Funding for the development of the Low Head Pilot Station Funding for the St Helens Tourist Centre Development Beauty Point Aquaculture/Education Cluster Identify opportunities for local contract participation and new business establishment associated with gas reticulation and wind farms Further value-adding in the timber industry Potential projects identifi ed during the formulation of the Economic Development Plan: Establish an Economic Development Forum so as to enhance information transfer, strengthen partnerships, and to promote signifi cant projects and achievement Create an Investor s Guide which is tailored to the advantages to the region Business Development project Tourism Product Development Facilitating a value-adding think-tank Assess the potential for improving the Translink facility as a means of developing an integrated transport hub in the north Food, wine and tourism promotion Investigate and provide support for bio-energy projects such as ethanol and biodiesel NTD Invest Northern Tasmania Annual Action Plan The objectives of the NTD Invest Annual Action Plan are based upon the NTD Strategic Plan. These include: The creation of a consistent economic and regulatory environment to encourage regional investment by working with the Northern Tasmanian Councils, the Tasmanian and Australian Governments and state and national industry peak bodies; The identifi cation, development and support of business networks and industry clusters across Northern Tasmania in order to provide the means for businesses to collaborate in developing their products and services and seeking broader markets; Encouraging and supporting the development of Northern Tasmania s economic infrastructure in order to achieve and maintain consistency with national standards; The planning and implementation of regional plans and strategies in order to contribute to the development of a strong culture of regional cooperation and collaboration, and; Promote Northern Tasmania s competitive advantage to attract investment in the Region. NTD Tourism Development Plan 2007 The objectives of the NTD Tourism Development Plan, which have been developed in alignment with the NTD Strategic Plan, are as follows: To ensure all businesses in Northern Tasmania have the opportunity to understand and engage in or within the Tourism Industry Research, develop and implement strategies, projects and initiatives that will enhance the range of 8

12 quality visitor experiences, events and activities in Northern Tasmania Ensure growth in the Northern Tasmania s visitor numbers and yield Develop, implement and monitor tourism strategies, projects and initiatives in partnership with the tourism industry, the Northern Tasmanian Councils and the State and Federal Governments Assist Northern Tasmania s tourism product to be appropriately branded and consistently promoted to targeted markets within the state, nationally and internationally Launceston Airport Master Plan 2009 The Launceston Airport Master Plan plays an important role in Northern Tasmania in terms of infrastructure, economic development and tourism. A long term increase in the number of passengers and aircraft using the Launceston Airport has been projected over the next two decades. In response to these forecasts, proposals for further development include extensive terminal development and the upgrading of freight, general aviation and operational support services. This is in addition to recent development during the previous Master Plan, which comprised $22.3m of infrastructure upgrades. Northern Tasmanian Regional Aquatic Strategy 2002 The Northern Tasmanian Regional Aquatic Strategy provides the opportunity to assist councils in their local aquatic recreational requirements by reviewing needs in a regional, sub-regional and local context. Its objectives include: Undertaking extensive market research to allow Councils to develop local aquatic strategies with knowledge of regional, sub-regional and local aquatic issues. The development of a regional strategy which will consider equity and access issues, respond to identifi ed demand and create opportunities for increased participation while underpinning the future development of aquatic facilities within the region. To make recommendations to Councils on identifi ed aquatic issues, such as facility upgrades and redevelopment, the maximisation of existing facilities, management structures and minimum standards for identifi ed local pools To make recommendations on multi-municipality facility management, marketing and development options where appropriate Northern Tasmanian Regional Recreation Strategy 2002 The Northern Tasmanian Regional Recreation Strategy has been developed to provide a long term direction for the future provision of regionally signifi cant sport, recreation and open spaces facilities and services. Objectives of the strategy are as follows: An emphasis on youth participation levels and facility provision The development of a network of open spaces which transcends jurisdictional boundaries The coordination of planning, maintenance, management and marketing of recreational trails in order to further develop and increase demand To improve recreational service delivery for older persons, people with disabilities, people from multicultural backgrounds and people from low socio-economic backgrounds To recognise and increasing economic and tourism opportunities linked with the sport and recreation industry Resolve transport issues associated with access to sport and recreational facilities Building the capacity and viability of sporting clubs Refl ect a decrease in demands for structured sport demand and facility provision Refl ect an increase in demands for informal and incidental recreation 9

13 Northern Tasmanian Regional Recreational Trails Strategy 2004 The purpose of this strategy is to facilitate the planning, development, management and marketing of an integrated multiple-use regional trails network which encompasses multi-use trails designed for walking, hiking, mountain bike riding, horse riding and other non-motorised wheeled devices. The proposed regional trails network elicits a number of benefi ts such as the provision for diverse recreational needs, community and personal health, well being and quality of life, the promotion of sustainable transport, visual amenity, contribution to sense of place, education and economic development. Accordingly, the strategy proposes a number of Regional Recreational Trail Action Plans for specifi c trails in Northern Tasmania. 10

14 Sub-regional Strategies Sub-regional land use planning is similar to that of regional strategies; in the absence of legislative requirements, strategies have been developed locally to advance common interests. The table below demonstrates sub-regional strategies in Northern Tasmania, many of which revolve around the Tamar Valley. Environmental resource management strategies refl ect a top down fl ow from regional to local level. While there have been numerous environmental management strategies at the sub-regional level (such as the East Coast Strategy currently under development), most strategic planning has occurred at either a regional or local level. Sustainability Multi-theme Liveability Competitiveness East Coast Strategy (in progress) 2009 Tamar Valley Airshed Air Quality Strategy 2004 managing, regulating and reducing all sources of particle pollution in the Airshed Tamar NRM Strategy 2007 ensuring a regional approach to natural resource management Tamar Estuary Management Plan 2008 mitigating current threats and issues adversely impacting on the Estuary s natural values Tail of the Tin Dragon Master Plan 2004 developing the tourism industry while capitalising upon existing heritage values Tamar Valley Regional Open Space System 2004 encouraging open space planning as a means of providing for recreation East Coast Strategy 2009 (draft) The purpose of the East Coast Strategy ( Vision East ), aims to prepare coordinated planning schemes across the four municipalities of Break O Day, Glamorgan Spring Bay, Tasman and the eastern coastal and rural parts of Sorell. The objectives of Vision East is to provide for the protection of the East Coast s environmental and heritage features and values; establish a clear policy to guide the future growth and development of the region s settlements; promote a sustainable approach to the productive use of the region s resources; and to plan for linkages and services to match community need and policy direction. Tamar Valley Airshed Air Quality Strategy (2004) Launceston, the Tamar Valley and its surrounding towns and countryside make up the Tamar Valley Airshed. While Launceston and the Tamar Valley have good air quality for most of the year, poor air quality over a sustained period in the autumn and winter months has been an issue of concern for residents, medical practitioners and environmental management personnel since the 1980s. Air pollution in the Tamar Valley Airshed is also a concern for marketing and promotional managers as news travels more widely due to national air quality reporting. The Air Quality Strategy suggests a number of objectives which include: The introduction of Air Quality Management Zones for the Tamar Valley Airshed to enable local authorities to manage air pollution from all sources To reduce woodsmoke from domestic sources to ensure the community is protected against the effects 11

15 of particle pollution which result from the incomplete combustion of wood and other vegetation To better manage the industrial sources of particle pollution, in recognition of the fact that they contribute signifi cantly to poor air quality within the Tamar Valley Airshed Improving the understanding of the contribution of transport to the air quality of the Tamar Valley Airshed Tamar Estuary and Foreshore Management Plan 2000 The Tamar Estuary is a nationally signifi cant recreational waterway, estuarine environment and economic resource. It services an international deepwater trading port, provides a waterway of high visual amenity, caters for tourism and recreation activities and is the habitat for a diverse range of aquatic species. In order to preserve the Tamar Estuary, the following objectives have been employed: Recognition that the Tamar Estuary and adjoining coast is a unique and fi nite environment and its limited resource need to be used wisely for activities that rely on coastal locations A raised level of awareness among coastal and Tamar Estuary users that occupancy of land of the Crown and any related parts of the Tamar Estuary (coastal reserves and the waterway) is a privilege and not a right Improved communication and coordination in decision making between industry, the community and all levels of government Increased opportunities to include the community in signifi cant decisions on activities and management of the natural and cultural resources of the Tamar Preservation of the natural resources that contribute to the distinctive character of the Tamar, the community s sense of place and the overall enjoyment afforded to residents and visitors Improved public understanding of the agencies roles and responsibilities in managing the Tamar Estuary Tamar NRM Strategy (2007) The role of the Tamar NRM Strategy is to identify natural resource assets particular to the Tamar Region, to identify pressures that threaten the management of these assets, to form goals and implement actions which will address the identifi ed pressures, and to prioritise goals and targets across the region. The aims of the strategy are characterised by resource condition targets which provide medium term (15-20 years) aims which can be measured and evaluated focusing on the condition/health of natural resources and issues. The targets are as follows: To actively involve the regional community in natural resource management planning and activity implementation in such a way that is recognised on a regional, state, and national level as an environmentally responsible community by 2025; A measurable increase in the sustainable productivity of rural and urban lands compared to 2006 levels by 2025 with consideration of relevant environmental, economic and social pressures; By 2025, key streams and rivers will achieve a permanent reduction in peak concentrations and total loads of nutrients, sediment and salinity at key monitoring sites compared to 2006 levels (unless required as part of ecosystem maintenance and health); Appropriate water fl ow to be maintained in all river systems so as to preserve ecosystem services by 2025; Improvement in the condition and distribution of native habitats and adjoining riparian areas by 2025; Coastal and estuarine processes are maintained with no loss in the abundance and extent of coastal natural assets by 2025; The conservation status of the Region s fl ora, fauna and ecosystems to be maintained or improved by 2025 against 2006 levels; 12

16 A marked decrease in the extent and intensity of ecological pests to be achieved by 2025 (against 2007 levels); The Tamar Region will meet the Air NEPM goal of no more than 5 days per year when the daily average PM10 2 concentration exceeds 50 micrograms per cubic metre by 2015; PM 2.5 emissions 3 within the Tamar Region will reduce by 2015 with a view to demonstrating progress towards the attainment of Air NEPM PM2.5 targets when established, and; A natural resource inventory system will be in place to measure the effectiveness of resource management initiatives and to inform natural resource management planning matters by Trail of the Tin Dragon Master Plan 2004 The Trail of the Tin Dragon is a local, themed touring trail within the North East Touring Route. Its aim is to attract and connect visitors to the region through stories of the Chinese and the tin mining industry in North East Tasmania. The Trail which fi ts within the North-East Touring Route has the potential to increase the number of visitors travelling between Launceston and St Helens by 60,000 per annum and add $9m each year to the regional economy. The Trail is made up of 18 key projects as identifi ed in the Master Plan. Tamar Valley Regional Open Space System 2004 The need for a more coordinated and strategic approach to the management of public open space has been widely recognised by the NTD Regional Recreation Strategy, the Tamar NRM Strategy, the Tamar Estuary and Foreshore Management Plan, and the strategic plans of West Tamar Council, Launceston City Council and George Town Council. 4 The strategy for the development of a regional Open Space System includes the following objectives: Identifi cation of opportunities to improve, expand or consolidate the existing open space network to meet the recreational, environmental, tourism and landscape amenity aspirations of the community; The Open Space System must draw upon existing recreation, tourism and land management strategies and determine community needs and aspirations as they relate to the provision of open space; The development of specifi c local government policy frameworks which: Clearly defi ne the purpose and principles of open space provision; Establish a hierarchical and value based categorisation system to assist in the identifi cation, analysis and future management direction of the region s open space; Provides guidance in the acquisition and disposal of open space; Identify and map the existing and potential future open space network suitable for incorporation into local government planning schemes; Develop a staged implementation plan including priorities, strategies and actions. 2 Particles with a diameter of 10 micrometres or smaller. 3 Particles with a diameter of 2.5 micrometres or smaller. 4 Open space is broadly defi ned as land which has not been built on and which is, or will be, managed for a range of ecological or human purposes. 13

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18 Municipal strategies Much local government planning is driven by the requirements of state legislation. In Tasmania requirements include the development of local planning schemes in accordance with the Land Use Planning and Approvals Act 1993 and the development of local strategic plans in accordance with the Local Government Act Strategies are initiated at council level to address locally-defi ned priorities such as enhancing liveability in a particular town, or retaining young people in the rural areas. Although not required by law, such strategies may be essential to the successful development of a local area. At present, all councils in Northern Tasmania transcend mandatory legislative planning obligations by incorporating such optional strategies; for example, Dorset Council has planned for industrial diversifi cation to increase its economic resilience. The presence of additional strategies demonstrates that legislative planning requirements are insuffi cient to ensure the quality of life and long-term success of a given council area. While the development of appropriate optional strategies is advantageous, it has given rise to a distinct lack of strategic symmetry between councils in Northern Tasmania. While section 21 of the Land Use Planning and Approvals Act 1993 requires that in the interests of neighbouring planning schemes and the greater region, local planning schemes be as coordinated with each other as possible there has been insuffi cient local strategic coordination to date. Similarly, whether for lack of incentive or resources, some councils have not sought to develop optional strategies. The Northern Tasmania Regional Strategy will contribute to compliance with the Act and will be able to incorporate many of the optional planning requirements. The tables that follow profi le the eight Northern Tasmanian local government jurisdictions, and list the local strategies in place; these are classifi ed under the key elements of this document. Break O Day Council A cohesive yet diversifi ed municipality which is well managed and forward looking in its desire to attain economic and physical sustainability. Such an outcome is to be based on a thorough appreciation of the quality of life afforded by its unique environment How is Break O Day working to achieve this vision? Multi-theme Sustainability Liveability Competitiveness Planning Scheme 1996 legislative requirement Strategic Plan 2003 legislative requirement Settlement Strategy 2008 (review) planning for sustainable, long-term settlement NRM Strategy 2003 (draft) promoting the sustainable use of natural resources Emergency Management Plan 2006 planning for emergencies, e.g. bushfire St Helens Tourism Precinct Development Plan 2007 developing the tourism industry while capitalising upon natural advantages Youth Strategy 2004 focusing on youth service delivery and retention of young people The majority of optional strategies developed for the Break O Day council area are geared towards the protection of natural resources or the development of associated industries, which largely underpin the economy. The St Helens Tourism Precinct Development Plan, which allows for more effective capitalisation on 15

19 natural advantages, is of particular importance. It is supported by the Settlement Strategy which recognises a number of issues fundamental to promoting municipal competitiveness, liveability and diversity. Strategies and plans Break O Day Planning Scheme 1996 A key objective of the Planning Scheme is to ensure that development contributes to the enhancement of quality of life for current and future generations in an equitable manner. This is to be attained by planning for a strong, diversifi ed economy which can in turn enhance and maintain the capacity for environmental protection. In addition, the Planning Scheme seeks to provide for a range of sustainable development opportunities and to encourage the use of innovation and quality design in development. The Scheme seeks to preserve natural values, biological diversity and the maintenance of ecological processes and life-support systems. It also ensures that short term and narrowly-based considerations do not override the broader and longer term interests of present or future generations. Accordingly, the Planning Scheme emphasises the need for planning decisions to integrate long and short term economic, environmental, social and equity considerations. For example, development outside major settlement nodes is discouraged in that it must be self suffi cient in services. Break O Day Strategic Plan 2008 The Strategic Plan emphasises a number of core areas such as the protection of quality of life; forming strong links with the community so as to effectively build a more integrated, cohesive and informed community; the provision of community services with a strong emphasis on youth; the further promotion of cultural and artistic talent and diversity; and the expansion of existing industries while attracting new industries to the area. Settlement Strategy Review 2008 The recent review of Break O Day Council s Settlement Strategy emphasises sustainable living, whereby infi ll development is strongly encouraged so as to maximise the use of existing infrastructure. A change in population structure has led to an anticipation of demand for alternative forms of housing such as units, fl ats and apartments. The Settlement Strategy recognises that a number of issues must be addressed in the municipality, such as the decline in population of small inland towns, the limited water supply and reticulated sewerage systems in otherwise highly liveable areas such as Binalong bay and Ansons Bay, and the need to improve infrastructure, services and road access in Ansons Bay in order to manage predicted increases in tourism. NRM Strategy 2003 (draft) The Break O Day NRM Strategy seeks to tackle natural resource issues particular to the municipality including soil quality, vegetation and riparian management, water quality and quantity, weeds, pests and diseases, and coastal and marine landscapes. It also recognises the way in which natural resource management projects can be integrated with key local areas such as the Georges Bay Management Project, the Blue Tier Project and the Upper South Esk Water Management Plan Project. The Strategy also highlights the need for education, awareness and training as well as participation and a sense of ownership by the local indigenous community. Emergency Management Plan 2006 The primary objectives of the Emergency Management Plan are to enable the effective management of and recovery from emergency events that could compromise the safety of the Break O Day municipality. St Helens Tourism Precinct Development Plan 2007 Break O Day enjoys strong eco-tourism opportunities, iconic natural surroundings and high tourist visitation in areas such as the Bay of Fires and Freycinet National Park. However, St Helens has experienced limited fl ow-on benefi ts despite its close proximity to these natural advantages, despite having been earmarked as a potentially signifi cant tourism cluster for some time. As a consequence, the St Helens Tourism Precinct Development Plan has been developed to strengthen the St Helens precinct and to maximise the economic and community benefi ts of tourism visitation while being mindful of the needs, values and vision of the community. Youth Strategy 2004 The Youth Strategy works to create an environment within Break O Day which enables all young people to develop and prosper, while addressing those young people at risk or requiring support. Policy outcomes for the Youth Strategy include the recognition that young people are an asset for the municipality, and that 16

20 service provision works to retain young people in the area so as to ensure that they become leaders of the community in the future. Key issues for Break O Day The key issue for Break O Day is to ensure that the natural advantages of environment, lifestyle and coastal values continue to be managed appropriately. These assets underpin the economy and are the key elements in attracting and retaining population to the area. Future settlement, development and growth must occur with a framework that seeks to preserve and enhance these core advantages. The role of Vision East (a joint strategic venture between Glamorgan Spring Bay Council, Break O Day Council, Tasman Council and a bit of Sorell) must be considered as a cross-jurisdictional issue as its direction is relevant to the Northern Tasmanian Regional Plan. The planning scheme, which was amended in 2007, needs to be simplifi ed so it can be easily interpreted by people who have little or no land use planning experience. The planning scheme does not foster or identify character or sense of place. The Northern Tasmanian Regional Plan seeks to recognise true Tasmanian-style shacks in order to preserve the character and atmosphere of coastal villages in the area. St Mary s is characterised by an alternative lifestyle, inward migration and diversifi cation. Marketing this town accordingly may be benefi cial to identify and maintain its unique local character. There is a trend for migration as a lack of diverse employment opportunities and access to higher education in the area controls the growth of population and limits diversity in the area. Although BODC does not have a recreational strategy, there are plenty of recreational pursuits in the jurisdiction such as game fi shing, a skate park, and tourism ventures including a walking track that could be successfully marketed in conjunction with the Bay of Fires. The walking track begins in the Mount Victoria Forest Reserve, goes through Waratah Creek Forest Reserve, through the Blue Tiers (which has mining heritage) and fi nishes at the Bay of Fires. This should be included in the regional strategy. Is it possible to construct a circular tourism route which links the Trail of the Tin Dragon Master Plan with other regional tourism landmarks? The Bay of Fires itself should be given high protection due to its recognition as a key tourism destination (as it was named the world s best destination by guide book The Lonely Planet 2008), pushed as a key brand identity, and potentially serviced from St Helens (which in turn could be marketed as the Gateway to Bay of Fires ). The BODC Settlement Strategy needs to plan the future location of light industrial areas, as the current area is fi lling up and no further area has been identifi ed for light industrial expansion. This decision is made diffi cult due to houses having been built all over the place, and the fact that light industry zoning must be in relatively close proximity to the township so as to effi ciently service the population. The St Helens Tourism Precinct Development Plan plays an important role, considering the fact that tourists visiting the Bay of Fires will be directed to St Helens as the closest service area. It is also a key growth point in that it has a high school, a high sewer and water capacity and recreation opportunities. However, there is a related issue of limited accommodation. At present there are a number of motels, one hotel, and one caravan park. The lack of accommodation is restrictive to tourism development in the area. The regional strategy should place an emphasis on the way in which rental holiday accommodation is currently available through real estate agents. While increased caravan parks could be benefi cial, free area must fi rst be identifi ed. Additional accommodation could also be developed through Scamander and Bicheno. NRM/salinity strategy two of the most prominent NRM issues in BODC are the regulation of salinity because of the strong oyster industry which requires high water quality, and the Ramsar wetlands which need to be protected. Water supply is not an issue for St Helens, as it has a large water and sewerage capacity due to the construction of a mega-station which was built to accommodate for the tourism season swell. Although it would be expensive, the station has the capacity to service Binalong Bay (12kms from St Helens). There is a tendency for sand to be washed along the coast, north from MacLean Bay into the entrance of the channel which leads to St Helens. Although this is a natural process, the gradual process of sand 17

21 build-up means that boats are now fi nding it diffi cult to enter and access the mouth of the channel. This is a vital issue which is currently being addressed, as there needs to be a clear passage for fi shing and tourism boats to access the St Helens harbour. The health services are relatively disjointed (hospital, doctor s surgery and a pathology unit) due to the amount of retirees who must drive to Launceston to access specialist health services. If there were more residents in Break O Day, the diversity of facilities would increase. What are the major drivers of the economy? Tourism Agriculture (sheep, beef, dairying and cropping) Forestry Aquaculture and fi shing Coal mining What are the strategic goals for Break O Day? 5 Strategic goals for core government functions: To ensure that transport infrastructure is provided to an acceptable standard and improved wherever possible according to constraints and demands. Waste management will be developed in an economically sustainable manner which refl ects the needs of the community and evolving statutory requirements. To provide strong leadership and to empower and involve the community in planning and decisionmaking at all levels. Council will look to continuously improve the effi ciency and effectiveness of customer service delivery. To prudently manage its fi nancial resources to ensure maximum returns to the community. Council will be the regional leader in actively identifying and managing risk. Strategic goals for sustainable development and the conservation of natural resources: Council will ensure that the quality of life is protected and enhanced with environmental, social and economic issues given equal consideration in decision-making processes. To adopt best practice water management, improve water standards, addressing long term qualitative and quantitative issues surrounding township water, effl uent and reuse schemes, recreational water quality, catchment management and storm water management. To provide for access to resources and opportunities in a fair and equitable manner. To ensure that the economic and social development of resources enhances community wellbeing, protects biological diversity and maintains ecological processes. To ensure that decision making processes effectively integrate long and short term economic, environmental, social and equity considerations and recognises the global dimension of environmental impacts. To provide for a range of sustainable development opportunities, encourage innovation and quality design and development outcomes. To apply the precautionary principle in cases where there is a lack of scientifi c certainty and a threat of serious or irreversible environmental damage To ensure that important terrestrial and marine habitats are protected from adverse use and development. To protect and maintain the conservation values of native forests, critical habitats for native fauna, natural bushland, grasslands, alpine areas, wetlands, heathlands and waterways. 5 Review of these goals is underway but not yet fi nalised. 18

22 Strategic goals for the economy: To provide for a strong, growing and diversifi ed economy which can enhance and maintain the capacity for environmental protection. To create an environment that supports and encourages the expansion of existing industries, and attracts new industries to our area. To further develop the tourism infrastructure and experiences of the area, whilst maintaining a balance with the environment and maintaining and protecting the uniqueness and natural assets of the area. Strategic goals for the community: To provide regulatory services that meet the needs of the community while protecting and improving the standard of public health through the promotion of sound health principles. To play a vital role in building a more integrated, cohesive and informed community by providing support, disseminating information and advice, seeking input on a range of issues and projects and supporting community organisations and projects congruent with the aims of Council s strategic plan. To ensure the equitable treatment of all individuals and groups in decision making. To meet the reasonable expectations of the community, and be responsive to changing demands over time. To ensure that approvals are given for use and development which preserves the present quality of life for the future. Strategic goals for culture and arts: Break O Day is rich with cultural and artistic talent and diversity. Culture and the arts are important not only to the continuation and development of the Break O Day lifestyle, but also to the personal development of future generations. Council will encourage and promote growth in this area, including the expansion of the number and range of events and festivals, and better co-ordination and support. We will adopt a showcase approach through the establishment of a facility that acts as workspace. Council will provide a welcoming atmosphere to our townships. Council will support the development of sporting and recreational activities within the Break O Day area through implementation of the Break O Day Sport and Recreation Plan, and maintain a high standard of sporting facilities. Council will establish a centre that provides access to a range of education, training, and learning opportunities to the local community with a particular emphasis on our youth. We will lobby to maintain and improve current health and community services. Dorset Council A vibrant community of natural living for today and tomorrow. By the end of 2012 we will be in a position where the business needs of the Dorset Council are well supported by consistent, comprehensive and timely services therefore providing a vibrant community of natural living for today and tomorrow. How is Dorset working to achieve this vision? Multi-theme Planning Scheme 1996 legislative requirement Bridport Future Planning and Development Strategy 2006 site-specific development plan Strategic Plan 2008 legislative requirement Dorset Sustainable Development Strategy 19

23 Sustainability Natural Resource Management Strategy 2002 promoting the sustainable use of natural resources Bridport Wildflower Reserve Management Plan 2002 site-specific conservation plan Tomahawk Coastal Management Plan 2008 identifying and conserving sitespecific natural and cultural values Emergency Management Plan 2008 (draft) planning for emergencies Liveability Competitiveness Dorset Economic Opportunities Study 2003 identifying opportunities for economic diversification Trail of the Tin Dragon 2003 developing the tourism industry while capitalising upon existing heritage values Dorset EDG Vegetable Growers Group Opportunity Study Report 2004 identifying opportunities for agricultural development congruent with local competitive and natural advantages Dorset Economic Development Group Strategic Plan identifying opportunities for economic development congruent with local competitive advantages North East Projects of Importance 2009 analysing scheduled economic developments Review of Transport Network Issues 2007 analysing investment in critical infrastructure Scottsdale Industrial Land Review 2008 identification of constraints and opportunities affecting industrial development Far North East Impacts and Opportunities Study 2008 analysing scheduled economic developments while identifying future opportunities Sport and Recreation Study 2001 promoting community health and wellbeing, the maintenance of facilities and catering for varying needs Health Needs Study 2004 analysing service provision to enhance liveability Disability Access Policy and Action Plan 2006 planning to enhance liveability for those with disabilities Youth Policy 2009 focusing on youth service delivery and retention of young people. Dorset has an extensive number of strategic plans in operation. Of interest is Dorset s impetus to create a more competitive, forward-looking, diverse economy, demonstrated by its having the highest level of competitiveness-themed strategies in Northern Tasmania. Despite this emphasis, Dorset s strategic focus is relatively broad with evident focus also on natural resource preservation and liveability. Youth retention and health service provision, for example, remain key challenges. 20

24 Strategies and plans Dorset Planning Scheme 1996 The Dorset Planning Scheme is based upon several core objectives which must be addressed to ensure sustainable development in the area. These include the enhancement of present and future community development, the protection and development of community services and infrastructure, ensuring the sustainability of urban development and land practices, and the need to maintain a strong local economy while protecting natural environmental values and resources. The Planning Scheme also recognises the need to contain urban growth to a scale that preserves the existing character and long term sustainability of the region. Dorset Strategic Plan 2008 Dorset s Strategic Plan adopts NRM principles to ensure Dorset s natural environment and resources are managed in a sustainable manner; aims to enhance quality of life by providing key services which promote health and wellbeing, education and learning; promotes sustainable growth and development by encouraging appropriate economic initiatives and assisting in the planning and provision of infrastructure development; and focuses upon community involvement in local governance by demonstrating openness, transparency, accountability, participation and cooperation. Bridport Future Planning and Development Strategy 2006 Bridport has recently enjoyed an increase in permanent residents and heightened attention by developers. The Bridport Future Planning and Development Strategy ensures that growth is sensibly managed while the traditional qualities of the town are protected. Dorset Sustainable Development Strategy 6 NRM Strategy 2002 Dorset s NRM Strategy provides objectives, aims and actions to achieve best practice NRM objectives, to raise awareness of NRM to Dorset residents, to provide a platform for decision-making groups and agencies pursuing NRM objectives in Dorset, and to maintain an appropriate balance between the environment, the economy and society. Tomahawk Coastal Management Plan 2008 The Tomahawk Coastal Management Plan is a non-statutory document which aims to identify natural and heritage values in the area, stipulate management actions and on-ground works, and to discuss existing arrangements to manage Tomahawk s natural resources. Far North East Impacts and Opportunities Study 2008 This study has been written to determine the impacts and opportunities of potential development projects in the far north east of Tasmania, including the Musselroe Bay Resort, the Thylacine Lodge, the Musselroe Wind Farm and the Van Dieman Mining proposal. Bridport Wildflower Reserve Management Plan 2002 The aim of this site-specifi c Management Plan is specify the future management of the reserve to maintain its natural biodiversity, geodiversity and cultural value for residents and visitors alike. Dorset Emergency Management Plan 2008 (draft) The primary objectives of the Emergency Management Plan are to enable the effective management of and recovery from emergency events that could compromise the safety of the Dorset municipality. Dorset Economic Opportunities Study 2003 In the wake of Simplot ceasing operations in the Dorset municipality, the Economic Opportunities Study puts forward an argument for the adoption of a community economic development model. This works to highlight economic opportunities and a way forward in responding to the social and economic impact of the Simplot closure. 6 Hard copy only see Dorset Council 21