THE BIG DEAL IN LAUNCESTON

C

• Michael Stretton    • General  Manager, Launceston City Council 

Words - Stephen Crowe      TO LINK CLICK HERE

Tucked away at the head of the Tamar Valley, Launceston revels in its status as Tasmania’s second city, bundling together a plethora of life’s better things in a neat package in the island’s north. With stunning scenery, wilderness experiences, vineyards and fresh produce, Launceston and its surrounds offer locals and tourists diverse lifestyle adventures. 

The city has embarked on a series of major projects under the umbrella of the Launceston City Deal. It is the first in Tasmania, and only the second in Australia, giving Launceston a distinct head start on the rest of the country in reviving and reinvigorating regional centres. 

Signed in 2017, the Launceston City Deal ties all three levels of government to a protocol for invigorating the cultural, economic and social fabric of Launceston, to make it a more vibrant and liveable centre for locals and tourists alike. And it’s working. 

Initially a five-year plan, it was endorsed this year by the three levels of government to be extended for another five. Over 10 years, it is hoped the Deal will improve jobs and skills growth, economic and business development, and cultural and entertainment vibrancy, as well as achieve a healthier, cleaner Tamar River. 

The General Manager at City of Launceston Council, Michael Stretton, is more than pleased with the transformation that’s been spurred by the City Deal. Only two years into its calendar, the Deal is paying dividends, he declares. “Launceston is a really exciting place to be at present. We were only the second city in Australia to have a City Deal established, and it is a catalyst for a significant level of development. When I arrived just after it was signed, there was a high level of expectation for the Deal, and how they’re going to deliver it. The Council has really responded as an organisation, and we’re working very well together,” says Michael. 

Michael has a lifelong background in public service. His father was also in local government, so he feels as if he grew up in local government circles. “I enjoy being able to understand communities and delivering what they need to improve people’s lives. You get a lot of satisfaction from seeing projects that are planned, initiated and then delivered, and to see the benefits they provide. For instance, we opened a new playground, Riverbend Park – probably the state’s leading playground – here in Launceston recently. I was here in the early stages of its planning, and then to see it delivered and several thousand people come out to experience it on its first day, is a real pleasure. So, I enjoy the public benefits that Council can deliver.”

Michael is confident the city’s cultural life will benefit from an injection of both funds and community interest. While Launceston is well known for its historic architecture, other sectors of the city’s artistic community could do with a boost, he says. “It’s the first cultural strategy that this city has enjoyed,” he points out. “We’re a city with high architectural value. We’ve got the largest regional museum in Australia, and the Princess Theatre, a timber design centre, and Albert Hall – all facilities that we probably don’t do enough with. So, the cultural strategy is a real opportunity to take what is good about Launceston culturally and start to use it for greater benefits.

“We don’t really have a strong public art scene here. When you visit Hobart and Melbourne and other bigger centres, you’ll obviously see a large presence of interesting public art. So, our cultural strategy will start to drive a change in those public art spaces. That, to me, is one of the more exciting aspects of the Deal.” 

The university is being relocated to the inner city and will have a big impact on the way the CBD operates in the future, says Michael, and will also help the sustainability of the university. Other public projects around the city heart include upgrading key public spaces and streets to modernise them, he adds. “It’s still exciting to have the combined commitment of the three levels to deliver it.”

Launceston at a glance

Launceston was first settled by Europeans in March 1806, making it one of Australia’s oldest cities. It was the first place in the Southern Hemisphere to use anaesthetic, the first city in Australia to be lit by hydroelectricity and the first with underground sewers. 

Its picturesque location makes Launceston a natural choice for tourists to explore, although Michael feels the city can achieve a lot more. “Launceston at the moment probably acts more as a gateway,” he suggests.

“We’ve got an excellent airport – people use it and then visit other destinations. What we need to do is see Launceston transition to more of a destination in its own right. We have one of the best examples of a natural asset within walking distance of the city – the Cataract Gorge – as well as the Derby Mountain bike trails, and obviously the lavender fields. As an event destination, Launceston can boast that MONA FOMA, a subsidiary event from Hobart’s MONA, has now established itself for the next few years.” 

He is an advocate of expanded accommodation facilities to bolster the city’s tourism opportunities, as well as redevelopment of St John Street to revitalise the city’s heart. Bringing all these projects to fruition requires a well-oiled machine in the form of Council staff. “I think it's the culture of an organisation that determines whether you are a high-performing, successful organisation that people enjoy working at.” 

Michael is an advocate for lean management practices and has introduced new systems to streamline the Council’s operations, with some success. “We’re in the process of what we call a ‘cultural roadmap’ to create a positive and constructive environment for our employees. I think it’s the culture of an organisation that determines whether you are a high-performing, successful organisation that people enjoy working at. You’re at your job for such a significant amount of time; we really need to do our utmost to see that you’re enjoying your time here,” he says.

Michael promotes a flat leadership structure to make it an agile organisation, where the borders around departments and directors aren’t constraints on the way they operate.

“I’m also a big believer in self-empowering teams – having decision-making and operational leadership within those teams and allowing the executive and the senior management teams to be more focused on the strategic direction of the organisation,” he adds. 

“I’m also a big believer in self-empowering teams – having decision-making and operational leadership within those teams.” 

“In order to do that you need an empowered middle management layout. If councils can ‘flex’ depending upon what the needs are, that’s an important element of where local government needs to be heading. We’re exploring the notion of virtual teams that come together for particular purposes or outcomes; bring in the right people, in the right place, at the right time to deliver the projects we want. Once those projects are delivered, the virtual team would dissolve, and people go back to their usual roles.” 

Michael emphasises to his staff the importance of looking to identify waste in their areas of the council, finding streamlined ways to do tasks, and he is more than happy for staff to suggest alternative methods.

“We want them to learn new skills to help them continuously improve, so we’ve been rolling out education opportunities to work in groups and teams. We’ve rolled out lean tools across the workforce, and it’s having significant successes. I think if you’re involved in the decision, if you’re empowered and part of the actual process, I think you’re more motivated to be part of the solution.”

END

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COMMENT

As is so often the case these days the facts and the rhetoric do not need to match. Sadly, A big lie (German: große Lüge) is a propaganda technique and logical trick (fallacy). 

The expression 'A Big Lie' was coined by Adolf Hitler, in his book Mein Kampf, about the use of a lie so "colossal" that no one would believe that someone "could have the impudence to distort the truth so infamously". 

Hitler believed the technique was used by Jews to blame Germany's loss in World War I on German general Erich Ludendorff, who was a prominent nationalist and antisemitic political leader in the Weimar Republic.

In the corporate world 'A Big Lie' is very much in vogue, mostly subliminally, and for a time it was also tried on within academe.  “If you tell a lie big enough and keep repeating it, people will eventually come to believe it. The lie can be maintained only for such time as the State can shield the people from the political, economic and/or military consequences of the lie. It thus becomes vitally important for the State to use all of its powers to repress dissent, for the truth is the mortal enemy of the lie, and thus by extension, the truth is the greatest enemy of the State” ... Paul Joseph Goebbels Adolf Hitler's closest and most devoted associates.

Than this might resonate in 2020 tells us a little about the world in which we are now living. With denial of 'Climate Change' and President Trump's 'Twittersphere' belting out dodgy news, it isn't possible any longer take anything we read at face value.

On the world front you absorb NEWS with great skepticism and in the corporate world where the 'GREED IS GOOD'  rhetoric lingers just below the surface you invest all too often with considerable caution and still get caught out.

That CEO's might want to enhance their image has quite a bit to do with the increasing number of them being 'caught out'. But this is something everyone knows! So, you have wonder what are the REAL benefits 'Spin Doctoring' and this article is as good as they come in that field.

Tandra Vale ... Better Australia Constructive Interferences

YOUR COUNCIL AND TOTAL QUALITY MANAGEMENT

1. Create constancy of purpose for improving products and services.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit   system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the operation to work accomplishing the transformation.

These total quality management principles can be put into place by any organisation, even your local council, to more effectively implement total quality management. As a total quality management philosophy, Dr Deming’s work is foundational to TQM and its successor, quality management system (QMS)

Quality Glossary Definition: Quality management system (QMS)

A quality management system (QMS) is defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.

A QMS helps coordinate and direct an organization’s activities to meet constituency and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.

Quality management systems serve many purposes, including:

• Improving processes
• Reducing waste
• Lowering costs
• Facilitating and identifying training opportunities
• Engaging staff
• Setting organization-wide direction

BENEFITS OF QUALITY MANAGEMENT SYSTEMS

Implementing a quality management system affects every aspect of an operation’s performance. Benefits of a documented quality management system include:

• Meeting constituency requirements, which helps to instil confidence in the operation, that in turn leads to constituency wellbeing and better planning oputcomes.
• Meeting an operations’ requirements, which ensures compliance with regulations and the provision of services in the most cost- and resource-efficient manner, creating room for expansion, growth, and better outcomes.

These benefits offer additional advantages, such as helping to communicate a readiness to produce consistent results, preventing mistakes, reducing costs, ensuring that processes are defined and controlled, and continually improving an operation’s offerings.

THE QUESTION IS:  Have you witnessed anything resembling TQM or QMS at your local council or in any part of its operation? If not, call out its absence you deserve better!

COUNCILS ARE COSTING US WAY WAY TOO MUCH

At Kingborough Council's AGM last Saturday ratepayers noted the GM earned more than the Premier: "As distasteful as this issue is to air in public, ratepayers have a right to expect that if the GM is rewarded so handsomely, then we need value for money." The Mercury looked Statewide and did some comparisons – AND SOME VERY GOOD WORK.

There is absolutely no justification for 29 Council ripping off ratepayers and paying both Councillors/Aldermen way over the odds for doing way too little. 

Arguably the $6.5Mil spent on General Managers is money misspent and the $2Bil/whatever spent on 'Local Govt' could be spent much more productively. The news the some GM's are demanding 'more money' is the stuff of fantasy on their part. 

Where are they getting this nonsense about their value?

Likewise, for the most part Councillors are not delivering and they see themselves as being on some kind of sinecure that affords them those 'little extras' in life. Ask most to take a call, answer an email, represent you, do something, as often as not you will be dreaming – sadly.

With a population hovering around 500K what is required is something like a ‘LOCAL GOVERNANCE COMMISSION’ headed up by a Board of Commissioners: 

• All appointed and salaried; and
• Charged with determining relevant policies and strategies. 

It would need an administration delivering local services relative to place. There may be a roll for local representational advocacy groups but ‘governance’ can be much better delivered by a single commission underpinned by appropriate accountability mechanisms – such as citizen's assemblies. 

Currently many of the States Councils are dysfunctional and expensive that have become unaccountable bureaucratic fiefdoms essentially.

The claim that General Managers “earn” their salaries, superannuation and packages is the stuff of myths.

It is time for ZERO WASTE in a multi-dimensional sense  – in administration and at the 'resource recovery centres'.

It’s time to change. Actually it is way past that time.

THANKS TO THE MERCURY FOR THEIR GOOD WORK

COUNCIL RESPONDS TO TREE QUESTIONS

QUESTIONS and RESPONSES:

The following questions, submitted in writing to Council on 4 December 2019 by Mr Ray Norman, have been answered by Mr Shane Eberhardt (Director Infrastructure Services).

Questions:
Against the background of information currently circulating on social media and the personal representations made to the ‘Concerned Citizens Network’ relative to the reported removal of mature trees at Churchill Park a number of questions arise. In particular the questions are relative to Council’s reported declaration of a Climate Change Emergency.

1. Does Council’s determination of a Climate Emergency have any currency at all within Council operations or any practical implications in regard to the realisation of Council works carried out on the ground within its jurisdiction?

Response:
The Climate Emergency Declaration provided direction to the recently endorsed Sustainability Strategy. The Sustainability Strategy is implemented through changes or development of policy and procedures which influences the Council's operations.

2. Does Council’s determination of a Climate Emergency have any veracity as a City of Launceston policy?

Response:
As answered above, the Sustainability Strategy is the key Council policy position on how the Declaration is to be implemented. City of Launceston

3. Beyond the rhetoric, does Council’s determination of a Climate Emergency have any strategic importance going forward and if so where can the city’s citizenry find documentation of this policy to guide them in their strategic decision making?

Response:
The Climate Emergency Declaration has given direction to the recently endorsed Sustainability Strategy. Initial actions contained within the Sustainability Strategy are underway to assess the Council's baseline carbon footprint and community action planning to work with our community in addressing climate impacts and issues. These actions build on the past decade of the Council's energy efficiency and renewable energy use, demonstrating cost saving and a commitment to sustainability across the breadth of the Council's operations, including building and assets, traffic, transport and parking, cultural and sporting services and facilities, procurement and waste management. As a significant and complex challenge, climate change requires a wellconsidered and persistent response, which is the Council's approach. The Sustainability Strategy is available on Council's website.

4. Who within Council has delegated authority backed by the relevant expertise to determine a course of action in the realisation Council development relative to declared policies? Also, what experience and expertise do they have in order to qualify them to make appropriate determinations in this area of Council’s operations?

Response:
The Council has a diverse range of employees with qualifications and experience relative to the roles they undertake within the Council. Where necessary, formal delegations support decisions being made in accordance with legislative requirements.

5. In regard to the Churchill Park carpark development who authorised the removal the removal of trees to facilitate the development? Given that a decision was made on what basis was it made?

Response:
Following extensive public consultation, the Churchill Park Masterplan for the precinct was approved in an open Council Meeting on 16 July 2018. The Masterplan identified the trees to be impacted. City of Launceston

The Churchill Park Masterplan includes a current commitment of over $2 million (2018/2019 and 2019/2020 financial years), including:

upgrade of the existing car parking to address safety and capacity issues;

construction of two additional playing fields; and

relocation of the centre car parking area to allow for the additional grounds.

6. Does Council have an up to date register of significant trees and groupings of trees and associated vegetation that documents the significance of the tree, trees and/or the placescaping and cultural landscaping within which they exist? If so where can the city’s citizens and others gain access to the register? If there is no such register why does it not exist?

Response:
Council maintains an extensive register of trees but this register does not apply criteria for significance. This information is available on the Tree Explorer App, accessible through the Council's website.

Excluding the Council's bushland reserves, the Council maintains approximtely 30,000 trees in municipal parks and streets. Trees within the streets and parks are managed in accordance with the Council's Tree Management Policy which is available on the Council's website.

This Tree Management Policy provides a clear and consistent management approach to ensure that the City of Launceston's trees are:

recognised as valuable community assets;

adequately protected from works and development;

maintained in a healthy condition to increase useful life expectancy; and

removed only under defined conditions.

7. Is the significance of the mature trees removed at Churchill Park acknowledged in any way and especially so in regard to the role they play in environmentally securing the now defunct landfill site?

Response:
The health and condition of the trees was assessed by an arborist to with the aim to retain as many trees as possible. Due to the existing site conditions these trees have been in decline for a number of years. A number of dead and dying trees have been removed over the past decade in this space. Replacement plantings are planned for this area. City of Launceston


8. How many trees have actually been removed and how many more in the area are intended to be removed for any reason? Indeed, what trees elsewhere are currently under threat of removal?

Response:
The trees within the footprint of the Stage 2 carpark have been removed. The remaining trees will be retained and protected. Trees may be periodically removed when identified as unsafe in our accordance with the Council's Tree Management Policy.

9. What mitigation is intended to overcome the consequences of the removal of the trees that have removed and upon what expert advice is Council relying in regard to such mitigation?

Response:
A qualified arborist undertook the assessment. Due to natural loss of vegetation due to site conditions revegetation at Heritage Forest is an ongoing process.

10. Is this an instance where SECTION 62 of the Tasmanian Local Government Act 1993 when the General Manager will determine a way forward or is it an instance where Council will decide the matter and/or reinforce its policy determination in open Council?

Response:
The Climate Emergency Declaration and Sustainability Strategy were endorsed in open Council Meetings and the General Manager is implementing these in accordance with functions and powers outlined in section 62 of the Local Government Act 1993 (Tas). City of Launceston


11. What is the estimated cost to ratepayers in regard to resolving this matter and when will it be provided to ratepayers in order that interested parties can be informed relative to their planning in like situations?

Response:
The matter relates to an approved DA for a high use recreation area and ongoing parks maintenance, subject to existing policies and procedures. The Council's staff are undertaking the tree management work. There are no additional costs attached to this other than that already budgeted for the project, which was developed in response to demand by the community to improve the playing field facilities for the substantial number of families that participate in sporting activities at the site.

QVMAG ANNUAL REPORT IN REVIEW

FOREWORD

The QVMAG's 2018-19 Annual Report should be seen as one of the most concerning documents to come out of Launceston's governance in recent times. Read critically, the evidence for functional unaccountability and the opacity of both governance and management is in plain view for anyone who wants to see it.

Moreover, the General Manager's statement in the press ... "Under the reform, the council is also looking at how to transition the Queen Victoria Museum and Art Gallery and UTAS Stadium to a more contemporary and appropriate governance model." is a demonstration of his use of SECTION 62 of Local Government Act 1993. This is essentially an 'emergency power'  ascribed to his position and one that has been serially, and somewhat surreally, misused by recent incumbents. 

Here there is a good case for the proposition that the elected representatives, the QVMAG's Trustees by default, have stood haplessly by in disregard for their duty of care and the trust invested in them in their 'governance role'. Who has investments in the institution? Well: 

• Launceston's ratepayers; 

• Tasmania's taxpayers; 

• National and international donors and sponsors;

• Scholars and researchers; and 

• The owners of cultural and intellectual property held in QVMAG collections. 

That all this involves the expenditure of something in the order of $7Million of public monies, is non-trivial – and this is further compounded by the fact that there is an estimated $230Million plus in public assets at risk.

There must be change and 'reportedly' over some years external advice has been sought, and paid for – and by all accounts these 'expert consultants' have been paid quite handsomely. This 2018/19 report raises concerns that have remained unaddressed for far too long.

The status quo must not be allowed to persist. The current state of affairs must be brought to an end and with some urgency.

To read the review GO2

https://qvmag20182019.blogspot.com/

GORGE HOTEL Letters to the editor Dec 2

 
Letters to the editor | December 2, 2019

More hotel questions

WELL this Gorge Hotel business has to be the proposal that keeps taking.

To get to the root cause of this mess we need to understand why professional advice, from council officers to councillors, said the proposal was compliant.

So clear was the failure to meet building requirements only two of the four grounds were fully considered by the RMPAT.

Did diligent, professional council planners not consider the Launceston Interim Building Scheme (2015) and how likely a test against those requirements would rule the proposal out?

Who knows what really happened?

We do know that it's a flawed process that delivers a recommendation that fails on appeal.

We need an independent investigation of council processes that delivered this hapless recommendation to councillors.

No doubt there will be some lessons learnt and the cost of the investigation more than likely offset in the near future.

Here in Launceston we have a diligent group of people representing us on council.

They deserve good advice.

And professional planners need to be properly heard without fear or favour (should an investigation suggest this an issue).

Mitchell Dabelstein, Launceston.

Special treatment?

SO Dean Cocker from the JAC Group is re-submitting the Gorge Hotel proposal and expects the Launceston City Council to change its own planning laws to expedite this development.

From what was in the local paper it seems this edifice didn't meet the LCC's own planning laws, yet all but one councillor voted for it to go ahead.

Only one councillor had the guts to go against what he was expected to do.

Should the council change its own planning laws, then can we all expect to be able to build or demolish whatever we want, because they can't do it for one and not do it for the whole group of we ratepayers?

Like the state government, our council seems to be riding roughshod over anyone who threatens the status quo and woe betide anyone who dares go against them.

Someone on the radio on Wednesday likened our state to one going in the direction of a police state and it's not hard to see why.

No consultation and if you protest throw them in jail, probably the one whose location the Liberals didn't tell the residents of Westbury about until they announced it to the media.

Glennis Sleurink, Launceston.

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COMMENT 

Interesting letters and mostly for the sentiments they project. They raise some interesting side issues. A key factor that has come into play is the issue of professional advice.

Section 65 of the Local Govt Act requires the General Manager to guarantee the advice offered to Council. This is a matter of law!

It is of some interest that the GM once held the position of Director of Planning at Launceston Council. Consequently, the councillors had every right to expect that the advice he and his planning staff offered could/should indeed be relied upon. It has turned out differently.

There is increasing evidence that the City of Launceston needs a root and branch overhaul but the evidence thus far in regard to its 'Strategic Organizational Realignment' is not encouraging as information is drip fed to ratepayers et al. It would seem that anything and everything that can be done to protect senior management from meaningful accountability is being, and will be, done.

Most concerning is the propensity  GM's apparent reliance upon Section 62 of the Local Govt. Act. Basically this emergency provision allows a GM to do almost anything and it is being employed to the Nth Degree – and at the drop of a hat.

NB While all councillors, bar one, voted to approve the Gorge Hotel proposal, Councillor Spenser was not present due to illness.  Thus  he did not vote in support of the proposal. It can only be a matter of speculation as to how he might have voted if he was present to do so.