Plans and Strategies Search

As part of its long and medium term planning role, Council develops a range of plans and strategies across various issues. The purpose of this is to guide decisions over the long term toward an agreed plan and direction.

Use the keyword search below to find a related plan or strategy

View as a list of Plans and Strategies

15 Result(s) Found

As adopted by Council 27 June 2023, Item AO098-23

In 2023-24, the Burnie City Council is delivering a $45.547 million budget to continue our momentum in achieving our commitment to the community - by the delivery of the Council Plan 2022-2025 three key objectives (above).

Highlights of the budget include:

  • Total operating expenditure: $45.54 million
  • An underlying surplus of $0.12 million
  • Investment in infrastructure: $39.69 million
  • Investment in essential city services: $6.08 million
  • Investment in important community facilities: $6.75 million
  • Investment in roads, footpaths and drainage: $1.84 million
  • Support for community connectedness through the Community Grants Program: $0.145 million
  • State and Federal Funding: $38.75 million

 

Annual Plan and Budget Estimates(PDF, 3MB)

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Burnie City Mayor Teeny Brumby said:

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"The Burnie City Council’s 2023-24 Annual Plan and Budget Estimates outlines how the Council intends to utilize the resources it has available to it, within the upcoming financial year.

This document is designed to detail the income (revenue) that is available to the Council this year, and the allocation of those funds toward the many community programs, services, maintenance and renewal of Council facilities and critical infrastructure, and to meet other responsibilities like our numerous compliance obligations.

It is true that our Council remains in budget repair mode, since the decisions to reduce the rate burden to our community for a five year period which commenced in 2016-17. We continue to make progress in this area but just as this decision has taken a long time to produce the present financial constraints that we are now experiencing – it will take a number of years to repair (but it won’t be forever). We need to gradually repair our financial position as we continue to pursue a more financially sustainable future for our community.

We continue to work hard to supplement our normal income with grant funding made available from the Australian and Tasmanian governments through new partnerships and initiatives. This year alone we have forecast capital grant funding of $27 million being made available to our City through these relationships.

We remain committed to shifting our focus from building brand new assets during our budget repair period, to instead improving the many valuable community assets and facilities we have now in order to refresh them for the future. As there is never enough money to go around we have started work on determining the usage of our assets and the condition of the assets themselves.

These two important pieces of information will be incredibly important moving forward for the Council to make financial decisions around where to invest its funding. This will mean that we can make evidenced based decisions of where to allocate funding based upon not only the condition of the asset but also the usage of the assets to ensure that our funding is provided to assets where the community will get the largest return in terms of community value. This work will then allow the Council to think about those assets that are not used frequently and whether there may be benefit in consolidating our assets into the future.

I am so very proud that within this next financial year we are delivering a number of key strategic projects for our City, incredibly exciting projects that everyone will have an opportunity to enjoy:

· The Western section of the Coastal Pathway

· The New Reimagined Cultural Centre

· The redevelopment of significantly flood impacted roads (from the October rainfall event)

· The Gateway project for the City

· An Urban Design Plan for the City

In adopting its long term Financial Management Strategy two years ago, Council set an ambitious target to deliver an underlying break even budget from the 2022-23 financial year. We are working hard to deliver that, and the new financial year presents similar challenges to this year, particularly with inflationary pressures. We are up for this challenge and continue to evaluate our costs and income sources as a means of continuing our pathway to long term financial sustainability."

 

As adopted by Council 26 March 2024, Item AO042-24

This Asset Management Strategy guides Council in the way it delivers services from infrastructure including; roads, bridges, stormwater drainage, parks and recreation, buildings, Information Communication Technology, vehicles plant and equipment.

As accepted by Council on 21 November 2017, Item AO278-17

The Master Plan for the Burnie town centre identifies opportunities for growth and investment, and provide the structure for a thriving and vibrant centre through a coordinated vision. The master plan also addresses a number of key functional and design related issues identified, as a means of enhancing and improving the town centre for residents and visitors alike.

As adopted by Council 26 September 2023, Item AO145-23

The Burnie City Council Plan 2024-27 describes the actions Council will take over its term of office toward the goals and directions identified in Councils’ strategic plan – Making a Better Burnie 2044

 

The Council’s key deliverables (goals) in our Four Year Plan are:

Goal 1: Making an active town centre

Over the next four years we will work to improve the activation of our town centre (CBD).  Our priorities for this goal are to ensure the CBD is a great place to live, shop, work and play; it is clean, well serviced and maintained; and it is green, visually attractive and safe.


Goal 2: Making liveable local communities

Over the next four years we will work to make our local communities more liveable, with easier access to services and facilities needed to enjoy daily life.  Our priorities for this goal are to develop planned, connected communities; provide clean green streets, parks and open spaces; and increase the diversity of well-located housing.


Goal 3: Making sustainable built and natural environments

Over the next four years we will focus on improving Council’s sustainability and improve the management of our local ecosystems to improve habitat for native fauna.  Our priorities for this goal are to become leaders in sustainability; have clean and green communities; and healthy, cared for and sustainable environments.


Goal 4: Making culturally rich and vibrant communities

Over the next four years we will work to improve perceptions of safety in Burnie and to increase tolerance and inclusion, so that everyone feels safe, welcomed and able to enjoy their own heritage while celebrating our diversity.  Our priorities for this goal are for active communities; thriving diverse community groups; and participating communities.


Goal 5: Making democratic and engaged communities

Over the next four years Burnie City Council will work to improve confidence in our decision-making, by informing and engaging our community.  Our priorities for this goal are to show leadership through communication, consultation, collaboration and facilitation; be strong advocates for all communities; and delivering this plan and reporting progress annually against Making a Better Burnie 2044


Importantly, the Council Plan also includes six enablers which will underpin the successful delivery of the Council Plan by ensuring an effective and efficient operating environment focused on: financial management; our people; community consultation; data to inform evidenced based decision making; digital transformation; and agility.

As adopted by Council 13 December 2022, Item AO214-22

This strategy is a key enabeler to improving our ability to deliver services and engage and connect with our community in a more effective and efficient manner. It sets the high level principles, strategies and effort for the next ten year period, with an initial focus on the first five years of implementation.

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As adopted by Council on 27 June 2023, Item AO095-23 

The long-term Financial Management Plan provides the guiding principles for the Burnie City Council over a ten year period, which is an important input and consideration into the development of the Annual Plan and Budget Estimates each year.

Importantly it details the income required, and the expenditure necessary in order to ensure that community services can continue to be met both now and into the future and that we are able to deliver all of the initiatives needed in order to successfully achieve our long-term vision - Making a Better Burnie 2044.

Please note that when this document was approved by the Council in June 2023, it was initially called the Financial Management Strategy. The document has now been re-titled to accord with the Local Government Act, as the Financial Management Plan.

Financial Management Plan(PDF, 4MB) 

The Financial Management Strategy sits underneath the Long-Term Financial Management Plan of the Council. It breaks down what the Council needs to do from a financial perspective to fund the important services, infrastructure and programs for its community over a 4-year period.

This is the term of the current Council and therefore represents their commitment to the community of how they will govern the organisation during this period to deliver upon the 20-year vision for our city – Making a Better Burnie 2044.

Financial Management Strategy 2025-2028(PDF, 15MB)

As adopted by Council on 22 August 2023, Item AO133-23.

Making a Better Burnie Strategic Plan is the long-term vision of Burnie City Council. 

Using the community’s feedback, we have created a vision with five goals each with three key directions, setting a clear vision for Council and the community to develop and advance towards 2044.

Vision

Our collective vision is of an exciting future - as a clean, green, economically strong city, known for its natural beauty, its industrial past and for our new forms of making.

Goals

  1. An active town centre
  2. Livable local communities
  3. Sustainably built & natural environments
  4. Culturally rich & vibrant communities 
  5. Democratic & engaged communities

As adopted by Council on 21 June 2016, Item AO145-16

This road network strategy details an action plan for a more effective use of resources and providing a road management framework which supports economic activity and the linking of communities.

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