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Future vision statements

Seven icons, with the headings Infrastructure Provision and Management, Finance and Administration, Land Use Planning and other regulatory services, Economic development and local promotion, Environment, Governance, accountability and representation, as w

In the future, councils plan for, provide, and manage their infrastructure assets in a strategic, efficient, and sustainable way, such that they respond to and meet the current and future needs of the local communities they serve, while simultaneously supporting regional and state-wide social, economic, and environmental objectives.

Councils can do this because they:

  • Have the sustainable financial capacity to plan, fund, and build required new infrastructure, while also managing their existing renewal and replacement obligations;
  • Consistently adopt best-practice strategic asset management and procurement practices;
  • Are supported by highly competent professional staff, working with high quality data and asset management systems; and
  • Operate within a broader infrastructure planning, funding, and delivery framework that provides the right incentives for them to make economically efficient and equitable infrastructure investment decisions that maximise the overall net benefits to Tasmania.

In the future, councils are financially sustainable and fiscally responsible, raising revenue and investing in their communities in a manner which is efficient, transparent, and equitable, and enables the provision of high quality, value-for-money services which are responsive to current and future community needs.

Councils can do this because they:

  • adopt sound financial planning and management practices linked to clear and sustainable strategic goals and informed by the needs and aspirations of their communities;
  • consistently utilise best practice procurement and contracting practices that deliver value for money;
  • are able to attract and retain skilled professionals to enable them to effectively and efficiently meet their statutory and non-statutory functions and individual community needs;
  • proactively seek cooperative approaches to resource and service sharing which allows for equitable and sustainable delivery of services across municipal areas; and
  • operate within a system of grants and transfers from other levels of government that supports sustainability, efficiency and innovation.

In the future, councils deliver strategic and sustainable land use planning and other regulatory services which:

  • appropriately balance community priorities and strategic metropolitan, regional and State objectives;
  • consistently apply all relevant functions in accordance with the law, and in a manner free from bias or pre-judgement; and
  • provide services for all Tasmanians in a responsive, equitable, transparent, and cost-effective manner.

Councils can do this because they:

  • understand their roles and responsibilities within planning and other regulatory systems, and the strategic regional and State objectives;
  • have engaged with their communities where appropriate, and understand their priorities;
  • are supported by highly competent professional staff, working with high quality data, and with access to specialist technical and legal advice; and
  • have delegated decision-making to the appropriate person or body where relevant.

In the future, councils effectively advocate for sustainable investment in, and economic development of, their municipalities, representing local needs while supporting the delivery of broader regional and state-wide economic goals. Investors have confidence that their development proposals will be assessed consistently and transparently, and that associated fees and charges will be based on fair and efficient cost attribution.

Councils can deliver this because they:

  • understand the needs and aspirations of their local communities and the natural advantages of their local areas;
  • have a robust understanding, and commitment to, regional and state-wide economic development objectives and work within these frameworks to identify how their individual communities’ competitive strengths and capabilities align with and can support these;
  • proactively identify new and emerging opportunities for local promotion, investment, and development in collaboration with other councils, peak bodies and other levels of government; and
  • have sufficient organisational capability to perform their role efficiently and expertly in administering development proposals, having regard to relevant statutory obligations and identified project costs and benefits for council and the community.

In the future, councils fulfil all their statutory obligations for environmental protection and have planned for and resourced the achievement of any additional environmental objectives their communities support.

Councils can do this because they:

  • have access to the necessary technical and legal advice, and the necessary systems (e.g. record management, delegations etc), to fulfil their statutory obligations, including for waste disposal, weed control and feral animal control;
  • have access to cost-effective services to deliver both their statutory obligations and any additional environmental objectives they have adopted;
  • have documented all environmental objectives, both statutory and non-statutory, in their strategic planning documents and have appropriately resourced their achievement;
  • have clear local-level plans that support sustainability; and
  • have undertaken the required community consultation on those documents.

In the future, Tasmanian councils are comprised of skilled, ethical, and effective decision-makers, who operate with integrity and transparency in the best interests of their communities. Communities are able to actively engage and participate in local decision-making processes, and have access to a suite of clear, regular, and consistent information about how their local government is performing to ensure accountability.

Councils and communities are able to do this because they:

  • are elected according to a representative, equitable, and trusted democratic system;
  • genuinely and regularly consult and engage with their communities on important local decisions, through a mix of mechanisms that best support the needs and preferences of those communities;
  • have systems and structures in place which promote evidence-based decisions that transparently demonstrate how relevant expert advice and various costs and benefits have been taken into account;
  • have in place a robust set of integrity arrangements that give the community confidence that any poor conduct on the part of elected members will be detected and dealt with appropriately;
  • report on performance against a set of meaningful indicators which shows how they are performing against their stated priorities, and against the performance of other councils; and
  • provide conditions and a culture that supports the attraction and retention of high quality elected members and staff who want to make a positive difference in their communities.

In the future, councils play a clear, effective, and highly valued role in directly improving the physical and emotional wellbeing of the people in their local communities and, consequently, of Tasmanians overall.

Councils can do this because they:

  • understand the core wellbeing needs, enablers, and barriers in their local communities;
  • have systematically integrated relevant wellbeing considerations into all key council decision-making processes, having regard to their specific local needs and priorities; and
  • work collaboratively with other levels of government and each other to target, tailor and deliver services and infrastructure in ways that respond most effectively to local needs, while minimising service overlap or fragmentation.
You can read more about the Board's exploration of each of the seven Review themes in Section 4. You can also learn about the range of services and functions council's deliver in Appendix 4 (Review theme fact sheets).

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