CITY OF LAUNCESTON
END OF TERM REPORT 2022-2026
2
ACKNOWLEDGEMENT OF COUNTRY We acknowledge Tasmanian Aboriginal People as traditional custodians of this land. We pay respect to Elders past, present and future, as they hold the memories, traditions, culture and hope for future generations to come. We recognise and value Aboriginal histories, knowledge and lived experiences and commit to being culturally inclusive and respectful in our working relationships with Aboriginal People.
3
TABLE OF CONTENTS MAYOR’S FOREWORD
4
CHIEF EXECUTIVE OFFICER’S FOREWORD
8
ABOUT THIS REPORT
10
COUNCILLORS SERVING DURING 2022-2026
12
OUR CITY
14
Our Economy
14
Investment
15
Tourism and the Visitor Economy
16
OUR STRATEGIC PRIORITIES FOR THE YEARS 2022 - 2024
18
OUR STRATEGIC DIRECTION 2025 AND BEYOND
22
FINANCIAL PERFORMANCE
34
COMMUNITY ENGAGEMENT
36
4
MAYOR’S FOREWORD
The 2022–2026 term has been a significant one for our city.
We also continued planning for how Launceston will grow. Work progressed on future residential areas and neighbourhood planning in St Leonards, Waverley and Alanvale. The Launceston Housing Plan established a clearer direction for supporting more housing, greater diversity and better coordination between housing and infrastructure.
Over four years, Council has invested in the facilities, public spaces and infrastructure our community uses every day. Some of the most visible changes can be seen in the renewal of Launceston’s much-loved community and cultural assets.
These are long-term projects, and not all of them will be completed within a single Council term. However, the planning and decisions made now are essential if Launceston is to grow while retaining the character, liveability and sense of community people value.
The renewed Albert Hall has reopened and is welcoming events and community organisations. The Punchbowl Reserve play space has received a major upgrade, the Launceston Road Safety Centre has been revitalised for a new generation, and we have advanced the start of development at the iconic Birchalls building in the CBD.
The term also brought some unforgettable moments for our city.
The end of a Council term is an important opportunity to reflect on what has changed, what we have achieved and the work we have set in motion for Launceston’s future.
A once-in-a-generation redevelopment of the Princess Theatre and the Earl Arts Centre is underway which will greatly improve accessibility, compliance and the experience of people who use both venues. It is an investment in the arts and culture in our city and across the region. Council’s work during the term has extended well beyond major buildings. We progressed planning for the NTCA precinct and invested in neighbourhood parks, play spaces, roads, footpaths, drainage and other infrastructure across the municipality.
We welcomed major concerts to UTAS Stadium, including the Foo Fighters. We continued to support Festivale, Junction Arts Festival, the Australian Musical Theatre Festival, Music in the Park and many other events that bring people together and support our cultural and visitor economies. A particular highlight was the first Thoroughfare. The festival filled the CBD with public art, live music, food, skate demonstrations and family activities. It brought new life to our streets and laneways and demonstrated our community’s appetite for creative, accessible events in the heart of the city. These moments matter. They build pride, support local businesses, create opportunities for artists and performers, and give locals and visitors another reason to experience Launceston.
5
Throughout the term, Council has also taken practical steps to support a more connected and inclusive community.
We have continued to advocate and work with our partners on issues that extend beyond Council’s direct control.
We endorsed a statement of commitment on homelessness and continued working with service providers, people with lived experience and other levels of government. This included supporting the continued provision of showers and services at the former YMCA site in Kings Meadows, improving access to information and helping coordinate responses for people experiencing homelessness.
This has included supporting work to improve the health and future of the kanamaluka/Tamar Estuary, contributing to regional planning and economic development, progressing transport and road safety initiatives, and advocating for investment in the infrastructure our city and region need.
Council also progressed work to improve accessibility and inclusion, supported community action groups across the Northern Suburbs and continued initiatives focused on young people, older residents, multicultural communities, food security and digital inclusion. These initiatives may attract less attention than a major construction project, but they make a meaningful difference to people’s everyday lives. Caring for our environment and preparing for future challenges have also been important priorities. Council adopted an Urban Greening Strategy with a long-term goal of increasing Launceston’s tree canopy. Planting and community giveaways commenced during the term, alongside planning for greener neighbourhoods and public spaces. We expanded landfill gas capture, continued diverting food and garden organics from landfill, supported Launceston’s first Repair Café and worked with the community on reducing emissions. The launch of Council’s Emergency Management Hub also gave residents a central place to find information about preparing for, responding to and recovering from emergencies.
The transfer of UTAS Stadium to Stadiums Tasmania was another significant decision during the term. It positioned the stadium for substantial future investment while helping secure its continuing role as a major sporting and events venue for Northern Tasmania. One of the most important responsibilities of this Council has been looking beyond the current term. Through the adoption of Shaping Futures: 2025–2035, Council established a new ten-year direction for Launceston. The plan responds to some of the biggest issues facing our community, including housing supply, infrastructure, transport, sustainability, economic opportunity, inclusion and the future of our city centre. It was informed by conversations with residents, businesses, community organisations, councillors, Council employees and other stakeholders. That input matters because the future of Launceston should not be shaped by Council alone. Throughout the term, the community has contributed to discussions about our parks and play spaces, events, waste services, emergency preparedness, urban greening, transport, emissions, housing and Council’s longer-term direction.
6
I have always believed good decisions come from listening. We will not always agree on every issue, but giving people meaningful opportunities to share their knowledge, ask difficult questions and challenge our thinking helps us make stronger decisions. This term has also included change. The people serving in civic and organisational leadership roles have changed, and our city has continued to respond to rising costs, housing pressures, workforce challenges and increasing demand for services. Not every project has progressed as quickly as expected, and not every decision has been easy. Good leadership requires us to be honest about those challenges while remaining focused on what will deliver the best longterm outcome for the community. No Council achieves anything alone. The progress reflected in this report has relied on partnerships with residents, businesses, community organisations, volunteers, service providers and the
Australian and Tasmanian governments. It has also relied on Council employees, whose work keeps our city moving and turns Council decisions into practical outcomes. I want to thank my fellow councillors for their commitment and for the different perspectives they have brought to the Council table. I also acknowledge those who served in civic leadership roles earlier in the term and contributed to the work captured in this report. Most importantly, I want to thank the people of Launceston. Your ideas, passion, feedback and willingness to be involved continue to shape our city. There will always be more to do. But as this term comes to an end, Launceston has renewed community assets, important projects underway and a clearer direction for the decade ahead. We have plenty to be proud of, and I’m excited about where our city goes next. — Mayor Matthew Garwood
7
8
CHIEF EXECUTIVE OFFICER’S FOREWORD The 2022–2026 Council term has been a period of significant delivery, transition and organisational change for the City of Launceston. It has also been a period in which Council has continued to balance immediate community needs with the long-term stewardship of public assets, finances and services. The Long-Term Financial Plan provided a ten-year framework for aligning strategic priorities with operating costs, capital investment, asset renewal and sustainable service delivery. It has helped Council consider the future financial implications of decisions made today and maintain a disciplined focus on affordability, resilience and intergenerational responsibility. Council manages an extensive portfolio of community assets, including roads, bridges, drainage, buildings, parks, recreational facilities and cultural venues. Many of these assets are ageing and require substantial renewal investment, making sound asset planning essential to responsible decision-making.
Council reviewed its strategic planning approach and adopted Shaping Futures: 2025–2035, while strengthening its Integrated Planning and Reporting Framework. Together, these initiatives create a stronger line of sight between community priorities, elected member decisions, annual budgets, delivery planning and organisational reporting. The term’s results also reflect delivery challenges including rising costs, procurement outcomes, technical complexity, workforce capacity and changing priorities. These factors reinforced the importance of realistic planning, early identification of emerging issues and transparent reporting to Council and the community. Council established the Project Management Office to improve project planning, governance, monitoring and reporting. Its work is supporting a more consistent approach to defining scope, managing risks, tracking milestones and providing decision-makers with reliable information about project progress.
During the term, Council strengthened the links between asset and financial planning, updated its Asset Management Governance Framework and progressed consistent asset criticality rules. This work provides a clearer basis for prioritising renewal, managing risk and ensuring resources are directed to the areas of greatest community need.
Project Ignite has been one of Council’s largest internal transformation programs in a generation, modernising core systems and strengthening service delivery and reporting. While primarily an internal program, its benefits will be seen in improved access to information, more efficient processes and a stronger platform for future organisational performance.
The Service Management Project established a consistent approach to documenting services, developed an interim Service Catalogue and prepared service profiles for all defined services. This has improved Council’s understanding of what it delivers, why each service is provided, the resources required and how services contribute to community outcomes.
Council also strengthened its approach to organisational risk, supported by a draft Risk Appetite Statement and Framework, an Enterprise Risk Management Road Map and project-specific risk work. This reflects a broader commitment to informed decision-making, accountability and continuous improvement.
9
The Audit Panel continued to support financial reporting, risk management, internal controls and oversight of ethical conduct. Its contribution has remained important in maintaining public confidence in Council’s governance arrangements and financial accountability. All this work was undertaken during a period of leadership change, workforce pressure, rising costs and changing community expectations. The outcomes achieved reflect the commitment of people across the organisation to maintain services while also contributing to longer-term reform. Employees continued to deliver essential services while contributing to major projects, technology reform and improvements to how the organisation operates. Their work is often not visible to the wider community, but it underpins the planning, maintenance, customer service, compliance, cultural, environmental and infrastructure outcomes reflected in this report. I thank our employees for their professionalism, resilience and care, and acknowledge the mayor and councillors, Executive Leadership Team members,
and community and government partners who contributed to Council’s work throughout the term. Their collective efforts have helped strengthen the organisation and support the community we serve. I particularly want to acknowledge Deputy Mayor Hugh McKenzie and Councillor Lindi McMahon, who announced they would not recontest their councillor positions. The organisation enters the next term with stronger foundations, clearer systems and a continued focus on governing responsibly, managing community resources carefully and delivering the best possible outcomes for Launceston. The work completed during this term provides a platform for further improvement and for meeting the opportunities and challenges ahead with confidence. — Sam Johnson OAM Chief Executive Officer City of Launceston
10
About this Report The End of Term Report is a key accountability document within Council’s Integrated Planning and Reporting (IP&R) framework. Drawing on annual reporting, financial performance, service delivery and community outcomes, it provides a four-year assessment of Council’s progress against the commitments made to the community through Council’s Annual Plans during the 2022-2026 Council term and provides a critical evidence base for future planning and the next Council term. The figure below shows Council’s IP&R Framework.
Stakeholder Plans and Regulations
Community Engagement
Strategic Plan (10 Year)
Service Management Principles
Four-Year Delivery Plan
ongoing monitoring and reporting
Resourcing Plans Long-Term Financial Plan
Council Operational Frameworks and Plans
Annual Plan Annual Budget
Strategic Asset Management Plan Service Profiles
Annual Report
Workforce management plan*
ongoing monitoring and reporting
*under development
11
Purpose and Strategic Context This report presents an account of the achievements and outcomes of the 2022-2026 Council term. It outlines progress towards the vision and priorities in Council’s Strategic Plans, Four-Year Delivery Plan and Annual Plans, highlighting significant initiatives, projects and services delivered during the term. During this Council term, Council reviewed its strategic planning approach and adopted the 10year strategic plan Shaping Futures: 2025 - 2035 in June 2025. In doing so, the strategic architecture moved from seven strategic priorities to three connected pillars. This change reflected a desire to simplify reporting, improve alignment across planning documents and better communicate outcomes to our community. For completeness, this End of Term Report will capture the achievements across both sets of strategic plans. The Shaping Futures strategic plan was developed through a comprehensive engagement and consultation process involving the community, Councillors, Council staff and key stakeholders. Community input was gathered over several years through the award-winning Tomorrow Together program, as well as through feedback received on a range of Council plans and strategies. This engagement captured the views and aspirations of a broad cross-section of the community.
To translate this community feedback into a longterm strategic direction, Councillors participated in a series of facilitated workshops. These workshops examined the strengths, opportunities and challenges facing Launceston and helped distil a shared vision for the city’s future. The outcomes of these workshops ultimately informed the Strategic Plan’s focus on the three interconnected themes of Prosperity, Place and People, providing a clear framework to guide Council’s decision-making and investment over the next decade. Through its strategic priorities, the plan responds to the community’s needs and aspirations, establishes a clear direction for the future of Launceston and provides valuable context for the incoming Council as it considers future priorities and opportunities. In 2025/26 Councillors oversaw the introduction of the City of Launceston Service Management Principles and the release of the first City of Launceston Service Catalogue. An important milestone in ensuring clarity and transparency to our community on the services we deliver and what the community can expect from them. The following strategic documents are available via the City of Launceston website or hard copies can be requested through our Customer Service Centre.
To access our Strategic Plan: www.launceston.tas.gov.au/Council-Region/Reports-Plans-and-Strategies/Strategic-Plan To access our Four-Year Delivery Plan: www.launceston.tas.gov.au/Council-Region/Reports-Plans-and-Strategies/Four-Year-Delivery-Plan To access our Service Catalogue: www.launceston.tas.gov.au/Council-Region/Service-Catalogue
12
Councillors Serving During 2022-2026 Councillors were inducted 8 November 2022 and served until October 2026. With the exceptions of Councillor Professor George Razay (resigned on 5 August 2025), Councillor Andrea Dawkins (resigned on 7 August 2025), Councillor Danny Gibson (resigned from Mayor on 15 May 2023 and then resigned from Councillor on 16 April 2026), Councillor Ross Marsden (inducted on 1 September 2025) and Councillor Krista Preece (inducted on 1 September 2025). During the term, following the resignation of Mayor Gibson, Deputy Mayor Matthew Garwood acted as Mayor from 15 May 2023 until the by-elections concluded in July 2023, when he was elected as Mayor (on 13 July 2023).
1
2
3
4
5
6
7
8
9
10
11
12
13
14
1. Mayor Matthew Garwood 2. Deputy Mayor Hugh McKenzie 3. Councillor Alan Harris 4. Councillor Tim Walker 5. Councillor Joe Pentridge
6. Councillor Andrew Palmer 7. Councillor Lindi McMahon 8. Councillor Susie Cai 9. Councillor Alex Britton 10. Councillor Ross Marsden
11. Councillor Krista Preece 12. Councillor Danny Gibson 13. Councillor Andrea Dawkins 14. Councillor Professor George Razay
13
Current Snapshot of Our City
14
More than
71,000
618,000
Launceston’s estimated population last available data June 2025
visited us in quarter 3 Jan- March 2026
48,615
1
56
local jobs
Languages spoken in homes across Launceston
$537m
$2.39b
building approvals
consumer spend
$6.58b GRP
45.2% of jobs in household services
Household services: Accommodation and Food Services; Education and Training; Health Care and Social Assistance; Arts and Recreation Services; and Other.
Our Economy The City of Launceston is the economic centre of Northern Tasmania and continues to demonstrate a resilient and diversified economy. The city generated an estimated $6.58 billion in Gross Regional Product (GRP), representing annual growth of 1.4%, outperforming the Tasmanian average and a number of comparable regional cities. Employment within the city also increased to 48,615 jobs, reflecting continued business confidence and economic activity across the region. The local economy has become increasingly diverse over the past decade. Employment growth has been strongest in household and business service industries, reflecting national trends and Launceston’s role as a regional centre for healthcare, education, professional services and visitor services. Household service industries now account for 45.2% of all jobs, up from 38% in 2015, while business services have also increased their share of employment. This shift has helped strengthen economic resilience by broadening the city’s economic base. Table 1: shows the GRP for City of Launceston compared with the GRP for Tasmania overall. Area
GRP 2025
Change on Prior Year
City of Launceston
$6.58b
1.36%
Tasmania
$42.3b
0.63%
Source: National Institute of Economic & Industry Research 2026
15
Investment Investment activity was strong during the period, building approvals reached over $1 billion, up 389% on the prior year. The municipality accounted for approximately 31% of all building approval values across Tasmania. Major projects contributing to this result included Firmus Technology development, University of Tasmania investments, Princess Theatre redevelopment, Launceston General Hospital upgrades and the Fragrance project. Table 2 illustrates the 10-year trend. Business confidence also remained positive. Launceston recorded net growth in GST registered businesses in every quarter and has not experienced a quarter of net business decline since 2017. Launceston LGA recorded a net increase in business registrations, reaching more than 71,000 active GST registered businesses. The sustained business formation reflects confidence in the local economy and continued entrepreneurial activity2.
2
The data is taken from the 8165.0 Counts of Australian Businesses, including Entries and Exits, June 2022 – June 2026.
Table 2: The graph below shows the total dollar value of building approvals in the City of Launceston across recent financial years.
Value of total building approvals
Non Residential Residential
City of Launceston
Financial years the Councillor period covered
600,000
Value $(“000”)
500,000 400,000 300,000 200,000 100,000
2017-18
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25
2025-26
Source: Australian Bureau of Statistics, Building Approvals, Australia, catalogue number 8731.0. Complied and presented in economy.id by .id (informed decisions)
16
Tourism and the Visitor Economy Tourism remains a significant contributor to the regional economy. During the year ending March 2026, the North of Tasmania welcomed 739,000 visitors representing growth of 8.4% compared with the previous year and exceeded pre-pandemic visitation levels by 11.7%. Growth was driven largely by holiday travel and visitors staying with friends and family. Accommodation sector performance also strengthened with occupancy increasing to 57.98%, average daily room rates (ADR) reaching $223.13 and booking windows extending to more than 50 days. The city’s nighttime economy also continued to grow in both establishments (+4%) and turnover (+8%), reinforcing Launceston’s position as Northern Tasmania’s cultural, dining and entertainment centre. Table 3: shows the occupancy, average daily room rates (ADR), average length of stay and booking window as detailed above. Occupancy
ADR
Avg. Length of Stay
Booking window
57.98%
223.13
3.18 nights
50.44 days
11.61%
1.04%
Down 2.45%
2.91%
Source: Tourism Research Australia June 2026
17
18
OUR STRATEGIC PRIORITIES FOR THE YEARS 2022 - 2024
Strategic Priority 1
We Connect with our Community and our Region through meaningful engagement, cooperation and representation.
Strategic Priority 2
We Facilitate Prosperity by seeking out and responding to opportunities for growth and renewal of our regional economy.
Strategic Priority 3
We are a Progressive Leader that is accountable to our governance obligations and responsive to our community.
Strategic Priority 4
We value our City's Unique Identity by celebrating our special heritage and culture, and building on our competitive advantages to be a place where people choose to live, work and visit.
Strategic Priority 5
We Serve and Care for our community by providing equitable and efficient services that reflects needs and expectations of our community.
Strategic Priority 6
We Protect our Environment by caring for our unique natural assets and amenity, and sensitively managing future development opportunities.
Strategic Priority 7
We are a City Planning for our Future by ensuring our approach to strategic land use, development and infrastructure investment is coordinated, progressive and sustainable.
19
Key Achievements Under 2022-2024 Priorities Strategic Priority 1 We Connect with our Community and our Region through meaningful engagement, cooperation and representation • Delivered the Tomorrow Together community engagement program, which informed major strategies including the Strategic Plan, Urban Greening Strategy, Events Strategy and Waste Strategy. More than 4,400 residents subscribed to the engagement platform, with thousands participating in consultations. • Expanded the My Place My Future initiative, supporting community-led action groups, neighbourhood development and place-based programs across the Northern Suburbs. • Expanded free public Wi-Fi in disadvantaged communities to improve digital inclusion and access to services. Council was presented with an award in the Regional Growth category of 2024 National Awards for Local Government for the city’s free public Wi-Fi network. • Continued support for youth participation and leadership, including the Youth Advisory Group and Northern Youth Coordinating Committee. • Progressed Aboriginal partnership and inclusion initiatives, including reporting on implementation. • Continued the work of the Homelessness Advisory Committee.
Strategic Priority 2 We Facilitate Prosperity by seeking out and responding to opportunities for growth and renewal of our regional economy • Expanded the Business Connect Program through workshops, resources and networking opportunities for local businesses. • Adopted Council’s first Visitation Framework, positioning Launceston as Northern Tasmania’s basecamp while growing visitation, improving visitor experiences and maximising local economic benefit. • Endorsed the City Innovation Strategy and commenced implementation of projects. • City of Launceston continued its partnership with State and Federal Governments and regional stakeholders through the City Deal, supporting projects linked to more than $603 million in government and private investment. Key outcomes included the UTAS Inveresk Transformation, completion of The Shed, the Northern Suburbs Community Hub, and a 10-year vision and implementation plan for the kanamaluka/Tamar Estuary. The plan focuses on creating community spaces, improving recreational connections, and protecting natural values for future generations.
20
Strategic Priority 3 We are a Progressive Leader that is accountable to our governance obligations and responsive to our community • Delivered capital works programs valued at approximately $28.5 million in 2023-24 and $39.7 million in 2024-25. • Progressed implementation of the Strategic Asset Management Plan supporting management of approximately $2.5 billion in community assets. • Adopted the new City of Launceston Strategic Plan 2025-2035 (Shaping Futures) following extensive community engagement. • Undertook a comprehensive review of Council committees, governance arrangements, organisational structure and executive leadership model. • Adopted a new Outgoing Grants Policy and Event Grant Guidelines, demonstrating progressive leadership, strong governance and a responsive approach to community needs. • Developed and adopted the City Innovation Strategy in late 2023 following comprehensive community engagement. Now operating as a functional plan, it provides a clear people first framework that guides how the City identifies, evaluates and pursues new and innovative opportunities.
Strategic Priority 4 We value our City’s Unique Identity by celebrating our special heritage and culture and building on our competitive advantages to be a place where people choose to live, work and visit • Strengthened Launceston’s position as a UNESCO Creative City of Gastronomy through events, promotion and visitor experiences. • QVMAG welcomed: • 153,803 visitors in 2023-24 • 162,319 visitors in 2024-25 • Expanded the Launnie place brand visual library, providing high-quality, royalty-free imagery that showcases Launceston as a great place to live, work, visit and invest.
21
Strategic Priority 5 We Serve and Care for our community by providing equitable and efficient services that reflects needs and expectations of our community • Adopted Council’s first Homelessness Statement of Commitment and expanded coordinated responses to homelessness. • Continued delivery of the Food and Resilience Movement (FaRM) to strengthen food security and community resilience. • Progressed accessibility, inclusion, child safety and community wellbeing initiatives. • Supported vulnerable community members during major emergency events, including severe weather and extended power outages.
Strategic Priority 6 We Protect our Environment by caring for our unique natural assets and amenity and sensitively managing future development opportunities • Implemented the Sustainability Action Plan 2022-2030, progressing emissions reduction, waste recovery and environmental stewardship. • Adopted and commenced implementation of the Urban Greening Strategy with a target to increase canopy cover from 19% to 40% by 2040. • Launched and expanded the Repair Café as an ongoing community initiative. The program received a Waste NoT Award, for its leadership in circular economy practices, waste reduction and community education. • Continued environmental restoration, revegetation and waterway rehabilitation projects throughout the municipality, including Tamar Estuary health initiatives and supporting the implementation of the River Health Action Plan.
Strategic Priority 7 We are a City Planning for our Future by ensuring our approach to strategic land-use, development and infrastructure investment is coordinated, progressive, and sustainable • Developed and adopted the Launceston Housing Plan 2025-2040, providing a framework for housing supply, affordability and future growth. • Established a vision for approximately 4,300 additional homes by 2035 and longer-term growth planning for the municipality. • Advanced major city-shaping projects including Northern Gateway Project, Princess Theatre planning and upgrades and Recreational facility upgrades. • Adopted the Carr Villa Memorial Park Masterplan, establishing a 50-year vision for one of the city’s most important community assets.
22
OUR STRATEGIC DIRECTION FOR 2025 AND BEYOND As set out in the Shaping Futures: 2025 - 2035 Strategic Plan adopted in June 2025
23
Our guiding vision “Launceston: A city of history, innovation and opportunity” Launceston is deeply connected to our history and natural beauty, and will thrive as Northern Tasmania’s economic, cultural, and culinary heart. With a commitment to diverse housing, sustainability, economic growth and innovation, we’re building a city where people feel connected, businesses succeed, and the environment flourishes. Launceston is a place to live, work, play, visit and belong.
24
Shaping Futures The City of Launceston’s integrated planning framework connects the community’s long-term aspirations with the actions delivered each year. Shaping Futures: Strategic Plan 2025-2035 sets our strategic pillars, goals and objectives, reflecting the priorities of the community. The Four-Year Delivery Plan translates these into medium-term strategic and service actions, while the Annual Plan and Budget outlines the projects, services and activities to be delivered each year. Together, these plans ensure Council’s decisions, resources and services remain aligned with community priorities and long-term outcomes. While implementation of the Strategic Plan is still in its early stages, significant progress has already been made. The following highlights some of the key achievements delivered in 2025/26 towards the objectives of Shaping Futures: Strategic Plan 2025-2035.
25
PILLAR 1
PROSPERITY
Goal 1.1. Launceston is a premier visitor destination, celebrated for its natural beauty, creative and historic city centre, welcoming community, and rich food culture. OUR VISITATION OBJECTIVES ARE:
Objective 1.1(a)
Grow and celebrate our identity as a UNESCO Creative City of Gastronomy.
Objective 1.1(b)
Enhance Launceston’s Enhance Launceston’s reputation as a leading host city.
Objective 1.1(c)
Expand Launceston’s position as an arts and cultural hub by providing an environment for creative industries to thrive.
Goal 1.2 Launceston’s economy is resilient and sustainable, with significant growth in its gross regional product through a diverse economic base supported by a skilled workforce, enabling business environment, and facilitation of investment opportunities. OUR ECONOMIC DEVELOPMENT OBJECTIVES ARE:
Objective 1.2(a)
Capitalise on our competitive advantages by focusing on key sectors including food and agricultural innovation, research & development, advanced manufacturing, healthcare and circular economy initiatives.
Objective 1.2(b)
Position Launceston as a business-friendly city that attracts & nurtures entrepreneurs, startups, and microbusinesses.
Objective 1.2(c)
Advocate and collaborate with the State Government, education institutions, industry partners and non-profits to support improvements in adult literacy (including digital literacy) and to support skills development in key sectors.
Goal 1.3: Launceston’s attractive employment opportunities, enviable lifestyle and our reputation as a forward-thinking city, make it the destination of choice for professionals, entrepreneurs and innovators. OUR POPULATION OBJECTIVES ARE:
Objective 1.3(a)
Position Launceston as a national testbed for urban innovation (e.g., pilot smart city projects, future mobility solutions, and climate-adaptive urbanism).
Objective 1.3(b)
Attract and retain young professionals (25 - 34 year-olds) to Launceston.
Objective 1.3(c)
Establish Launceston as a national leader in sustainability through our achievements in circular economy innovation and reducing greenhouse gas emissions.
26
Prosperity • Progressed a major Northern Gateway public artwork with support from the Tasmanian Government. Sky Vessels by Katie Stackhouse was selected following community engagement, with installation planned for Quarter one-two of the 2026/27 Annual Plan. • Supported the hospitality sector through the George Street Parklets program and the waiver of outdoor dining fees. These initiatives helped businesses maximise their trading opportunities while enhancing the attractiveness of the city centre, creating vibrant outdoor dining experiences that encourage visitation, support local spending, and contribute to a more active and inviting urban environment. • Supported Launceston’s City of Gastronomy identity by appointing the city’s first Gastronomy Officer and partnering with Gastronomy Northern Tasmania on the 2026 Gastronomy Forum. • Commenced construction of the Princess Theatre and Earl Arts Centre redevelopment, with completion scheduled for 2027. • Implemented commitments from the My Place My Future Plan, including; Working community action groups to facilitate community led events with over a thousand community members participating.
27
PILLAR 2
PLACE
Goal 2.1: Plan for current and medium-term housing and infrastructure needs while maintaining a focus on a longer-term growth projection of 100,000 residents. OUR HOUSING OBJECTIVES ARE:
Objective 2.1(a)
Facilitate an increase in housing supply to meet current demand and align with planned growth, aiming and planning for 4,300 new homes in priority development and infill areas by 2035.
Objective 2.1(b)
Enable and encourage delivery of medium density houses in and around activity centres and transport corridors, and more diverse, sustainable and energy efficient housing.
Objective 2.1(c)
Proactively address affordability, homelessness and housing insecurity.
Goal 2.2: Launceston’s transport system connects communities, reduces car dependency in activity centres and corridors, and promotes active transportation options. OUR TRANSPORT OBJECTIVES ARE:
Objective 2.2(a)
Partner with the state government and local councils to expand access to reliable and frequent public transport services in and around Launceston.
Objective 2.2(b)
Work with partners to enable convenient daily travel by supporting public transport and investing in key road infrastructure between Launceston and rural and regional communities and surrounding facilities (e.g. Launceston Airport, Bell Bay).
Objective 2.2(c)
Develop a safe, pleasant and connected walking and active transportation network that is integrated with the transport system, across Launceston’s urban footprint.
Goal 2.3: Launceston’s community is connected to our Aboriginal and built heritage, while growing a city of the future. OUR HERITAGE OBJECTIVES ARE:
Objective 2.3(a)
Encourage and facilitate recognition of Aboriginal cultural heritage as a means of retaining a sense of place and connection to Country.
Objective 2.3(b)
Ensure that significant heritage elements are respected while addressing the future housing, commerce and recreational needs of the community.
Objective 2.3(c)
Implement planning guidelines (particularly within the CBD) to encourage adaptive reuse of heritage buildings, and infill development that promotes our city’s built heritage character.
28
Place • Continued annual engagement with the development industry through the Housing Forum. • Completed the Road Safety Centre redevelopment, which received a 2025 Parks & Leisure Australia (Victorian and Tasmanian) Award of Excellence in the Playspace (>$500,000) category. • Received national recognition through the 2025 Keep Australia Beautiful Tidy Towns Award, becoming the 20th National Tidy Towns Overall Winner for 2025 - recognised for initiatives such as the Launceston Repair Café and Rocherlea spring clean-ups. • Completed the $20 million redevelopment of Albert Hall, including a new eastern extension, and held a free community open day. The renovation of Launceston’s Albert Hall won an international architecture award from the Chicago Athenaeum: Museum of Architecture and Design and The European Centre for Architecture Art Design and Urban Studies. • Adopted the St Leonards and Waverley Neighbourhood Plan and Infrastructure Funding Framework, and progressed work on the Alanvale Neighbourhood Plan and Housing Plan implementation. • Opened the Riverbend Pump Track on 22 February 2025 following a Council investment of $500,000. • Progressed local heritage listings, heritage interpretation, flood mitigation planning, waste and resource recovery planning, graffiti response and Council’s Asset Management Framework. • Contributed to the review of the Northern Tasmanian Regional Land Use Strategy, ensuring the City of Launceston’s priorities were represented in regional planning decisions and supporting a coordinated approach to future growth, housing, infrastructure, economic development, and environmental sustainability across Northern Tasmania.
29
PILLAR 3
PEOPLE
Goal 3.1: Community members have access to green, diverse and inclusive open spaces and facilities enabling them to lead active lives, enjoy nature, and connect with others OUR OPEN SPACE AND COMMUNITY HUBS OBJECTIVES ARE:
Objective 3.1(a)
Enhance community members’ access to climate-change resilient leafy, well-maintained, inclusive public open spaces, prioritising areas with low wellbeing measures.
Objective 3.1(b)
Leverage Launceston’s network of waterways by rehabilitating and connecting riparian corridors, connecting them with the public open space network and supporting improvements to the Kanamaluka/Tamar Estuary and surrounding precinct.
Objective 3.1(c)
Ensure neighbourhoods are well-served through community activity hubs that are accessible and inclusive, provide a range of amenities, create opportunities for a diverse range of community activities and support Launceston’s diverse cultural, economic, and age groups.
Goal 3.2: Participation in cultural and recreational activities is widespread across the community and promotes health and wellbeing at all ages bridging social, cultural and geographical gaps OUR PARTICIPATION OBJETIVES ARE:
Objective 3.2(a)
Achieve an improvement in health and wellbeing through addressing barriers to inclusion and promotion of physical and social activity such as community arts, sports and recreation.
Objective 3.2(b)
Broaden and increase participation in arts, cultural, and community events to foster community identity, leadership and capacity building, resilience, pride & a sense of belonging.
Objective 3.2(c)
Leverage the City of Gastronomy designation to foster a sense of shared identity, enhance understanding of cultural diversity, promote grassroots food culture, and enhance food security.
Goal 3.3: As northern Tasmania’s cultural and commercial centre, Launceston’s historic city heart is buzzing with activity throughout the day and into the night OUR CITY HEART OBJECTIVES ARE:
Objective 3.3(a)
Intensify baseline activity in the city centre by facilitating an increase in inner-city living and working.
Objective 3.3(b)
Implement bold initiatives that increase nighttime activity, optimise dwell time, maximise appeal to locals and visitors, and add to the City’s vibrancy and safety.
Objective 3.3(c)
Create a walkable centre and optimise the use of public space by reducing car dominance and expanding opportunities for greening and alternative forms of transport.
30
People • Continued work with service providers to support people experiencing homelessness, connecting vulnerable residents to support services. • Delivered respectful relationships training across Council to strengthen our commitment to employee wellbeing and safety. • Adopted the Child and Youth Safety Policy and supported sporting and cultural organisations to become child and youth safe. • Convened a round table of LGBTQIA+ residents and allies to discuss and recommend further actions by the city to foster equality and inclusion with the goal to develop an inclusion action plan, adopting the LGBTQIA+ Action Plan 2026/27 - 2029/30 in September 2026. • Implemented key actions from the City Heart Place Plan, including advancing city centre public realm projects, gastronomy initiatives, greening projects and activation planning to support a more vibrant and accessible CBD.
31
Strengthening how we Plan and Deliver Key Services To support the continued responsible Governance and delivery of our key services Council throughout this term have also: • Continued delivery of Project Ignite, establishing a contemporary, secure, digital-first enterprise platform that is strengthening Council operations, improving customer service, and creating foundations for future organisational performance. • Introduced Service Management - adopting service principles and releasing the City of Launceston’s first Service Catalogue to support how we plan, manage, review and improve services so they continue to meet community needs now and into the future. • Strengthened asset management through formalising and embedding governance structures and implementing independent audit recommendations to ensure asset management obligations are met. • The adoption of Shaping Futures: 2025–2035 strengthened the connection between community priorities and Council decision-making, ensuring long-term planning is guided by what matters to the people of Launceston.
• Through community consultation, Council successfully developed and adopted the Domestic Wood Smoke Plan, creating a long-term strategic framework to address domestic wood smoke impacts in the municipality. This will guide future actions to improve air quality, environmental outcomes and community wellbeing. • Modernised Council’s immunisation services through the introduction of a fully digital consent and vaccination management system, improving accessibility for families, reducing paper consumption, and delivering significant efficiencies through streamlined administration and real-time record keeping for programs reaching up to 2,500 students annually. • Developed and implemented the City of Launceston Bite Prevention Program, creating a locally delivered education initiative that promotes responsible dog ownership and safe interactions with dogs. The program has engaged more than 18,000 students across the municipality through 837 classroom
32
presentations, helping build safer and more informed communities. While also introducing online dog registration improving data accuracy and making it more convenient for the community • Strengthened City of Launceston’s events program and city activation by adopting our first Events Framework, establishing a long-term strategic direction for attracting, supporting and delivering events that create community, cultural, economic and destination outcomes. During 2025-26, Council supported 54 sponsored events and facilitated more than 100 events, helping strengthen community connection, support local organisations, attract visitors and activate public spaces across the municipality. These events saw a record number of community participation, highlights include: • The 2025 Lighting of the Tree, attracted a record 6,500 attendees • Albert Hall Community Open Day, attracted more than 2,500 attendees • The inaugural Thoroughfare Street Art Festival, attracted an estimated 10,000 attendees and established a significant new cultural event for the city. • Council significantly increased its ability to communicate with residents, visitors and stakeholders throughout the Council term. By 2025-26, Council’s communications channels
had grown to 58,834 social media followers, generating 9.8 million social media impressions, 546,836 engagements, 906,247 video views and 62,511 clicks through to Council projects, services, events and initiatives.Council’s digital channels became an increasingly important source of community information, attracting 548,000 website users, generating 1.3 million page views and growing Council’s eNews service to 8,498 subscribers. Together, these channels helped keep the community informed, supported participation in local decision-making and increased awareness of Council services, projects and opportunities. • The relocation of the Visitor Information Centre to Town Hall, enhanced destination marketing, visitor experiences and economic opportunities. In 2025-26, the Centre welcomed more than 21,000 visitors and generated $345,000 in sales. • Council’s partnership with Hawthorn Football Club continued to attract visitors, support local businesses and enhance Launceston’s reputation as a destination, drawing almost 58,000 spectators and generating an estimated $20 million annual economic impact in 2025. While our partnership with Business Events Tasmania strengthened Launceston’s position in the business events market. Business secured during 2025-26 is expected to attract 3,025 delegates, generate 6,195 room nights and deliver an estimated $7.7 million economic impact.
33
• The introduction of FOGO fortnightly collection has seen 49,923 tonnes of FOGO/organics material processed over the last four years. This has reduced greenhouse gas emissions by approximately 100,000 tonnes of carbon dioxide equivalents. The amount or organics processed over the 4-year period is estimated to have extended landfill life by 6 additional months. By the end of the 2025/26 reporting year, there were 15,691 active registrations for the municipal collection service (approx. 50% of CoL residential properties). • City of Launceton were winners of the Sustainability and Resilience Award 2026 Local Government Professionals Tasmania Sustainability and Resilience Award. The City of Launceston’s Towards Zero Emissions Action Plan (TZEAP) 2021–2025 transformed sustainability from a project-based initiative into an organisation-wide capability embedded within governance, asset management, procurement, infrastructure planning, and service deliver. • Commenced planning with the 1929 Floods Centenary Working Group for the proposed centenary program. • QVMAG welcomed 147,299 visitors in 20252026, attracting a diverse mix of local, interstate and international audiences. ‘Your QVMAG’ was launched to encourage and empower community ownership of our iconic museum.’
• The Launeston Planetarium welcomed approximately 10,930 visitors including school programs and specialist events. • Progressed detailed design for the NTCA Sports Complex redevelopment and continued advocacy for funding for a modern, accessible and inclusive sporting precinct. • Contributed to upgrades to community facilities at the Lilydale football ground. • Developed the Carr Villa Memorial Park Masterplan and extended the boundary to incorporate surrounding bushland. • Launched the Waste and Resource Recovery Plan. • Conducted citizenship ceremonies across the term, welcoming 1305 new Australian citizens from more than 26 countries. • Supported the realisation of the Workers’ Commemorative Park, a lasting memorial honouring Tasmanians who have lost their lives at work.
34
Financial Performance Table 1 - Total Income (2022/23 to 2025/26)
61%
2024/25 (141k)
62%
25%
25%
7% 2% 2% 2%
6% 3% 2% 2%
Year
2025/26 (152k)
2023/24 (137k)
61%
2022/23 (131k)
23%
60%
0
20,000
40,000
60,000
23%
80,000
100,000
6% 4% 3%
3%
9% 3% 2% 3%
120,000
140,000
160,000
Dollar amount in thousands Rates
Fees & Charges
Operating Grant
Interest Revenue
Investment Revenue
Other Revenue
Table 2 - Total Expenditure (2022/23 to 2025/26)
11%
5% 2%
18%
2024/25 (158k)
15%
6% 2%
27%
49%
27%
18%
12%
4%
Year
2025/26 (216k)
2023/24 (138k)
14%
7% 2%
2022/23 (134k)
14%
7% 3%
0
27%
24%
50,000
30%
29%
15%
4%
19% 4%
100,000
150,000
200,000
Dollar amount in thousands General & Public Services Public Order & Safety Health & Welfare Housing & Community Amenities Recreation & Culture Roads, Traffic & Parking
Other
4%
35
Table 3 - Financial Performance - 2022/23 to 2025/26
$000’
4 Year Average
2022/23
2023/24
2024/25
2025/26
Underlying Surplus/(Deficit)
(3,444)
3,752
(5,814)
(799)
(1,576)
Cash Holdings
95,051
76,900
67,535
70,531
77,504
Total Current and Non-current Liabilities
66,483
47,797
48,162
43,889
51,583
Surplus Cash over Total Liabilities
28,568
29,103
19,373
26,642
25,922
Borrowings
26,000
6,000
Borrowings that incur interest costs to Council
278
229
84
-
148
Actual Rate Increases (Ex Fire Levy %)
3.75%
4.50%
4.50%
4.90%
4.41%
Council Cost Index (CCI)
4.06%
8.11%
3.74%
3.13%
4.76%
Difference between Actual Rate Increase and CCI
-0.31%
-3.61%
0.76%
1.77%
-0.35%
16,000
Table 4 - Delivered Capital Works Program - 2022/23 - 2025/26
2022/23
2023/24
2024/25
2025/26
TOTAL
$17.64 million
$28.25 million
$39.26 million
$31.72 million
$116.87 million
36
Community Engagement Listening & Improving Through Community Feedback The City of Launceston is committed to continuous improvement and listening to our community feedback to shape the way we plan, deliver and improve services. In May 2026 the City of Launceston engaged Taverner Research Group to conduct a randomly sampled and representative survey of 500 adult residents. The results demonstrated strong community confidence in the City of Launceston, with more than half of residents expressing satisfaction with Council’s overall performance. The results also highlighted strong satisfaction across our core services including parks, reserves and playgrounds, waste and recycling, customer service, and community events and festivals. Importantly, the survey gives Council valuable insight into the experiences, expectations and priorities of our community. It also identifies areas where Council can continue to improve, including community participation in decision making, car parking and development application processes. Rather than viewing these as challenges alone, Council sees them as opportunities to strengthen the way it serves the community. In response, the City of Launceston is embedding a culture of continuous improvement through initiatives such as its first consolidated Service Catalogue and the introduction of Service Management Principles. These frameworks provide greater clarity about the services Council delivers, why they are important, and how they contribute to community outcomes. Future developments will include clearer service standards, performance measures and reporting, helping ensure that community feedback directly informs service planning, prioritisation and improvement.
Overall Satisfaction - Benchmarks Below graph shows a snapshot of the City of Launceston’s Community Satisfaction Survey result compared to other Regional Councils 4.50
3.90
4.00
3.37
3.50
3.06
3.00 2.50
2.16
2.00 1.50 1.00 Lowest Scoring Regional Council
Average Regional Council Score
City of Launceston’s 2026 Score
Highest Scoring Regional Council
37
38
2026 Community Satisfaction Snapshot Source: City of Launceston Community Satisfaction Survey 2026, completed by Taverner Research.
51%
17% Disatisfied
Residents rated City of Launceston Council higher than the average regional Council in Australia
of our residents are satisfied with Council’s overall performance 32% Neutral
51% Satisfied
Results from a randomly sampled & representative survey of 500 adult residents Survey was conducted 4-23 May 2026
3.37/5 Launceston
3.06/5
Average Regional Australian Council
Top rated facilities & services is the heading and should sit above the list of services.
Waste & recycling
Parks, reserves and playgrounds
How we engaged on major projects throughout 2022-2026 To facilitate engagement with our community, the City of Launceston uses a range of engagement methods such as: Online engagement via Tomorrow Together platform Surveys conducted in-person, online, and via phone Pop-up and drop-in information and feedback sessions
Advisory and reference groups Community forums and panel discussions Social media Email newsletters Information shared on our website
Council transformed its approach to community engagement through the expansion of the Tomorrow Together platform, creating one of Tasmania’s largest local government engagement communities. More than 4,400 residents registered on the platform, helping shape major initiatives including the Strategic Plan, Four-Year Delivery Plan, Visitation Framework, Events Framework, Urban Greening Strategy, Housing Plan and numerous neighbourhood and precinct plans.
74,682
Top visited projects (the top 10 projects that received the highest visits) Launceston Northern Gateway Launceston Domestic Wood Smoke St Leonards and Waverly Neighbourhood Plan Launceston Urban Greening Strategy & Implementation Car Villa Memorial Park Cemetery Masterplan Low Carbon Launceston: Engage for Change LGBTQIA+ Community Survey A Resilient City 2024 Current and Upcoming Works City Park Play Space
Visits to the Tomorrow Together website
8,956 Community contributions made via online tools demonstrating strong community involvement in Council decision-making
914 New registrations to Tomorrow Together
56,186
Informed participants (people who visited project pages on Tomorrow Together and/or downloaded information)
39
List of Photography •
Page 2 Mona Foma 2024 Credit: Nick Hanson
•
Page 4 Aerial view of Launceston over Riverbend Park Credit: Rob Burnett
•
Page 6 Image Thoroughfare 2026 Credit: Nick Hanson
•
Page 7 Riverbend Park Credit: Rob Burnett
•
•
•
•
Page 17 Hawthorn at UTAS Stadium, 2025 Credit: Nick Hanson
•
Page 19 Junction Arts Festival, 2023 Credit: Melanie Kate Photography
•
•
Page 20 Stillwater Credit: Ness Vanderburgh Photography Page 23 Music in the Park, 2024 Credit: Nick Hanson
Page 9 Tasmanian Tigers at Civic Square Credit: Nick Hanson
•
Page 12 City of Launceston Council, September 2025 Credit: Rob Burnett
Page 24 Riverbend Pump Track opening, 2025 Credit: Rob Burnett
•
Page 26 Kawandining Credit: Ness Vanderburgh Photography
•
Page 28 Road Safety Centre, 2025 Credit: Nick Hanson
Page 16 Foo Fighters at UTAS Stadium, 2026 Credit: City of Launceston
•
Page 30 Citizenship Ceremony, 2024 Credit: City of Launceston
•
Page 31 Launceston Town Hall Credit: Nick Hanson
•
Page 32 Hawthorn at UTAS Stadium Credit: Rob Burnett
•
Page 33 Team Leader of Sustainability, Michael Attard, and Deputy Mayor Hugh
•
McKenzie accepting awards at the 2025 National Tidy Towns awards. Credit: Keep Australia Beautiful
•
Page 35 Aerial view of Harvest Market Credit: Nick Hanson
•
Page 37 Albert Hall Community Open Day, 2025 Credit: Nick Hanson
40
40