Annual Plan & Budget

The budget sets a clear and focused direction for 2026–2027, with Council concentrating on its core functions while planning for the future. A thorough review of all expenditure has been undertaken, and the full budget estimates can be viewed in the Annual Plan document.

Below is a snapshot of the 2026-2027 Capital Works Program:

• Queenstown Swimming Pool Liner Replacement
• Strahan Waterfront
• Queenstown Basketball Stadium
• Queenstown Gym Underfloor Remediation
• Zeehan Better Active Transport
• Recycling Modernisation Fund
• Plant & Equipment:
  • Truck & Tag Trailer
  • Light Plant
  • Gym Equipment (condition reports/replacements)
• Roads:
  • Intersection Condition Reports
  • Roads to Recovery Program
• Stormwater Condition Reports
• Asset Condition Reports

The Annual Plan focus areas align with those within the West Coast 2035 Community Plan, with priority actions developed to achieve desired outcomes within each area.

Below is a summary of the focus area priority actions, please view the full Annual Plan for more detail.

Our People, Our Community

• Review the West Coast Council Reconciliation Action Plan (1.1 Liveable Communities)

• Continue to develop and implement the Unlock West Coast app to provide improved access to facilities (1.1 Liveable Communities)

• Advocate for, and support, improved walking and cycling paths and bike and walking trails to enhance community health and wellbeing, including the Next Iconic Walk project (1.1 Liveable Communities and 2.3 Regional Tourism & Events)

• Continued implementation of the Health and Wellbeing Strategy 2025–2030 (1.2 Health & Wellbeing)

• Continue consultation with community and key stakeholders to develop and implement a West Coast Youth Plan (1.3 Education & Training)

• Continue to collaborate, advocate and facilitate strong connections with education providers (e.g. UTAS, Tafe) to ensure local students are connected to learning opportunities (1.3 Education & Training)

Our Economy

• Continue to work with Western Regional Strategic Partnership (WRSP) to strategically implement changes that feed population growth (2.1 Economic Development, 2.2 Industry & Investment, and 5.1 Partnerships & Advocacy)

• Continue to support and encourage local businesses, organisations and community members to use the West Coast brand, in line with the West Coast Tas Brand Implementation Strategy (2.1 Economic Development)

• Implement processes to review the Street Dining By-Law No. 1 of 2017 (2.1 Economic Development)

• Through the Financial & In-Kind Assistance program support events that promote community involvement and connection, support local business and organisation, and encourage regional visitation (2.1 Economic Development, 1.1 Liveable Communities, and 2.3 Regional Tourism & Events)

• Develop and implement a West Coast RV strategy which will identify infrastructure and marketing opportunities to capture the growing RV market (2.3 Regional Tourism & Events)

• Develop and implement a West Coast Tas MTB marketing strategy to strengthen awareness of the trail network and its capacity to compete in the adventure tourism market (2.3 Regional Tourism & Events)

• Continue to work with partners such as WXNW and Destination West Coast to provide accessible and engaging information for visitors, including via the westcoasttas website and social media (2.3 Regional Tourism & Events)

Our Infrastructure

• Continue the Strahan Waterfront Redevelopment, including finalising next project stages (3.1 Built Environment)

• Implement processes to review the Parking By-Law No. 1 of 2016 (3.2 Transport & Movement)

• Review service delivery to enhance efficiency in solid waste handling, routine cleaning, and beautification efforts (3.3 Public Assets & Community Infrastructure)

• Undertake upgrades to the 25m pool at the Queenstown Swimming Pool (3.3 Public Assets & Community Infrastructure)

• Undertake upgrades to the Queenstown Basketball Stadium (3.3 Public Assets & Community Infrastructure)

Our Environment

• Conduct a rigorous abatement process to ensure a reduction of fire hazards within townships (4.1 Landscape & Natural Assets)

• Continue to lead weed management by effectively managing weeds on Council land and using enforcement measures (4.1 Landscape & Natural Assets)

• Investigate the development and implementation of compulsory kerbside recycling collection (4.3 Water & Waste Management)

Our Partnership, Our Leadership

• Hold Community Conversations across the region to provide opportunities for accessible, genuine and representative engagement with elected members and executive staff (5.2 Serving the Community)

• Introduce a Council email newsletter to compliment Council’s communication channels and to further improve engagement with the community and awareness of Council services and activities (5.2 Serving the Community)

• Update policies to ensure good governance standards and legislative requirements (5.3 Governance & Operations)

• Conduct Council induction for elected representatives following the 2026 local government elections (5.3 Governance & Operations)

• Continue implementation of a new finance and rating system as part of the West Coast Council Digitisation Program (WCC
  Corporate Plan 2020–2030 2.5)

• Review and update the West Coast Council Corporate Plan 2020–2030 (as determined in the Plan to review at least every four years) to ensure it continues to meet needs (5.3 Governance & Operations, WCC Corporate Plan 2020–2030)

• Update the Long Term Financial Plan & Strategy 2016/17–2026/27 (5.3 Governance & Operations)

Council’s activities incorporate the requirements of the Local Government Act 1993 and the aspirations of the West Coast community. Our Annual Plans are guided by the West Coast 2035 Community Plan, a pivotal 10-year strategy with five key focus areas. Below this, West Coast Council has a range of plans and strategies that require community and stakeholder engagement and support, these include the strategies listed below.