BJ Walker

Objective #1

Give back to the community

The Local Government Reform Bill 2026 became official on the 21st August 2026.

Although the reform has many elements that I am supportive of, I was not supportive of the reduction in councillor numbers. The Clarence Council elected members dropped from 12 to 9 with no real cost benefit, because the allowance for these members increased at the same time.

There are very few benefits to having 29 councils in Tasmania, but having a representative councillor near and known to the people around them was one of those. This has now reduced to the only benefit of lining councillors' pockets with more money.

As an optimist, and as I'm not standing to benefit me, rather us the community, I will be using this extra allowance to put back into the community by running community events, providing services and more.

Objective #2

Expand our accessible youth engagement

There's no question that we need change with youth in Clarence. Positive assistance is one of the best paths forward to encourage, support and get long term outcomes. City of Clarence's Rosny Arvos is perhaps the best thing our council has rolled out this term and I want to see an expansion of the assistance we provide in Clarence.

Glenorchy's Mayor provides feedback on their recently opened Youth Hub, and it's extremely positive.

These programs provide real connection with members of our community which help provide pathways forward for our youth and helps build their accountability within our community.

Objective #3

RRC – Rapid Response Crew

At last Council's public meeting, councillor Bree Hunter asked about the status of a small section of foreshore track joining Little Howrah Beach to Howrah Beach. The track has had a few small sections wash out recently. Council's answer was it was "complex".

At the previous meeting Tony Mulder brought a motion forward to extend a handrail at some stairs entering Bellerive Beach. This resulted in over half an hour of debate at the meeting with no real outcome.

We don't need our council creating its own red tape. We need council to appoint a depot crew which is solely responsible and delegated to solving these issues quickly. A crew led by an experienced person able to perform multiple trades, with prompt assessment skills.

These are issues that can almost always be dealt with in weeks, not months and months, while council staff continue to receive and reply to the same complaints and questions on the same issue. Or sit in council meetings listening to councillors debate an issue that should have already been dealt with.

The simple fact is these issues will need to be done one day. The longer it takes just means the more it costs us, the ratepayers.

It's about efficiency and just getting things done.

Objective #4

Full accountability

This objective is one very few councillors can accept. As councillors, it's our role to oversee everything this council does. This typically is done through reviews of the CEO's performance, but can be done by assessment of documents councillors are provided and also general observations. It's the councillors' role to hold council accountable.

This then places the role of accountability onto councillors, because the community then hold our councillors accountable for those actions, or lack of.

I'm aware of this and the responsibility that comes with it.

As one councillor this term has mentioned countless times, "I have an open door policy". This, along with another councillor's input, was what made me start up Open Door Councillor Sessions at the Rosny Library, which I will continue to run. I will also be holding regular community catch-up sessions, through a likely BBQ or neighbour party event style setting. I will also reply to every email and phone call, no matter who it is.

Why? Because my actions as councillor are accountable to the community, and I accept that.

Objective #5

Free drop-off zone for recyclables

Nearly every other council in Tasmania has somewhere for you to drop off recyclables for free. Yet in Clarence you're charged to even drop off items like car batteries and saleable used goods which are worth money.

Many of our current councillors talk about sustainability in Clarence, yet I'm not aware any have pushed for a free drop-off area for reusable/recyclable goods. Why not?

Options could be working it in with the current Mornington Transfer Station, working it in with the Mornington Second Chance Re-Use Shop, or my preferred: activate an under-utilised council depot site and create a site-specific area accessed off Tullah Rd, which could be easily set up, manned by current depot staff and expanded if needed. Either way, I'll be pushing to make it happen.

Interested to hear people's thoughts on this one.

Objective #6

Most transparent councillor known

Objectives 6 and 7 are both about how our community sees and interacts with council/councillors.

When I'm starting conversations with members of the community, I often start with: who did you vote for last time, and why? Around 3 in 4 don't know who they voted for, and even fewer know why. That's a problem for me, when current sitting councillors are needing to put campaign signs everywhere to be re-elected, when they've had 4 years to engage and gain community trust.

Further, even those that do know who and why often don't understand the role, importance or capabilities councillors have as a majority. This needs to change.

I started the Facebook group Concerned Citizens of Clarence City Council for our community. "Its primary cause is to help people understand the things that are happening in the locality and a way/means/people/support" each other, where all councillors, candidates, community advocates and the general community can join in and create the discussion to encourage transparent, robust debate.

I'll be using this group to share all my councillor roles, decisions and sharable information to get the community involved and knowledgeable about how our council works and the information behind the decisions we make.

Objective #7

Council community centre

Council Chambers vs Council Community Centre. The us and them notion is holding this council back from its potential. We need to introduce ways within council so every single resident, visitor, shop owner etc feels welcome and equal.

Council Chambers is where this should start. This building should be inviting and should incorporate services of cohesion. Council's recent inclusion of a recycling wall was a step in the right direction. What other inclusions could we have? A sitting/coffee making area, outside seating/garden area, Justice of the Peace during business hours, notice board, new layout. Thoughts?

How comfortable are you to ask a question or make a deputation at a council meeting? Clarence is the last council in Tasmania to continue to hold onto its structured meeting protocols over a more relaxed, inviting environment for its community to see and work with its representatives. A new layout and comfy chairs might even be a start.

I'm interested to hear other ideas of what you think would make our council chambers more like a community centre.

Objective #8

Bellerive Quay carpark + retail

Clarence City Council have several carpark sites marked for future carpark redevelopment. The carpark behind Bellerive Quay is one of those. I'll be pushing for this to proceed, firstly with community input, followed by detailed architectural and engineering plans, so that a business case can be created to progress this project into reality.

This site can accommodate an increase in parking for Bellerive, along with retail outlets and possibilities for office/apartments also.

Council have masterplans galore, but until someone makes a call to do something in one of them, they serve no purpose. This council needs to embrace areas like Bellerive and keep pushing forward to provide reasonable parking and infrastructure to complement its private growth.

Objective #9

Central park and pavilion

Central parks are key in any city to promote community cohesion.

Kingston's Community Hub, which opened in 2019, is a perfect example of creating a community hub that hosts meetings, activities and events year round that Kingston and abroad attend.

The Rosny Parklands site is marked for a Pavilion and Central Park that will be the centre of Clarence's, if not Hobart's, events and festivals. This will be game changing and I have real drive to see it proceed. I'll leave you with some extracts from the City Heart Plan.

"A living room for the city — a place for families, community bodies, cultural groups and visitors of all backgrounds and ages to gather and celebrate city life in a park atmosphere"

"Culture and Parklands pavilion with multi-functional spaces for gathering, exhibitions and events."

"Lawn play and performance space. Accommodates around 12,000–15,000 people. When not in performance mode the lawn offers invaluable and flexible open space for un-programmed use such as kickabout space, kite flying, yoga, boot camp, birthday parties and social gatherings."

Objective #10

Keep rate increases low

How to keep rate increases low? Elect councillors who have run their own business and can see where expenditure can be cut or improved. The past 4 budgets we have seen rate increases noticeably higher than both Australian and Tasmanian CPI. Actually, the average CPI for the last 10 years is about 2.6%, which sits close to the 2.5% annual increase council staff get each year.

Well, no.

They get the higher of either 2.5% or the CPI for March, which this year was 5.1%. Council staffing is over a third of council expenditure, and that extra 2.6% they received equates to an extra $1 million of expense for the 26/27 Budget. Not much really, but if we were to give staff a flat 2.6% increase from now on, it would take around 50 years to catch the same wage level as they will be on, by this one large increase.

Well, no.

Because every time there's a large CPI figure for March the situation gets worse, and they are always covered by the 2.5% guaranteed.

I'm not by any means saying council workers are overpaid. This, however, is just one example of many I intend to look into, as I know one other current councillor is doing also.

My objective is to keep rate increases as low as possible through cost savings, good investments, alternative revenue methods and more, with the aim to never have a rate rise above CPI.

Objective #11

Bayview College sports precinct progression

The Bayview Secondary College Sports Precinct Master Plan consultation originally occurred amongst the COVID pandemic. Yet it still received good community participation and over 85% support for the proposal, council putting funds towards it and seeking government funding, and more recently showed to have 90%+ support.

So why has a project that had such a high level of community support, and could be "game changing" for Clarence Plains and Clarence generally, been put on the afterburner? Any MPs I've spoken to have said council haven't given a clear business case of where the money to fund the project is going to come from, including how much even council are expecting to allocate.

We need to improve our relations and communication methods with other government and private bodies to streamline timeframes with all project proposals in Clarence. Sitting idle, waiting, isn't the answer.

It's my understanding the council have previously allocated funds in excess of $250K towards furthering a business case and plans for this project, yet the project sits idle.

Investment projects like this should be a priority. It has a positive cost benefit ratio, and I'll be pushing for this project's funding and start.

Extract from council documents:

"Council recognises the multitude of opportunities that growth in the region provides to address disadvantage, improve social outcomes"

• It will demonstrate the commitment of all levels of government to investing in and developing this traditionally disadvantaged area, and attract others to the region to live, work and play.
• It will encourage further investment from developers and industry, fostering economic and housing growth in the region.
• It will provide a state-of-the-art education precinct with improved educational outcomes and opportunities for elite junior athletes from all backgrounds to nurture and develop their talent.
• It will kickstart the local economic growth, with an expected 350 FTE jobs during construction and increased visitation and activity once completed.
• It will provide social and health benefits, with the facilities available for both community and school use.

Bayview Secondary College Sports Precinct Master Plan on Your Say Clarence · Council's project documents

Objective #12

Working with our community groups

There is no question that community, sporting, and landcare or coastcare groups deliver outstanding results. They provide essential material work and build vital social cohesion.

This is why, since starting the Rokeby Hills Community Landcare Group in 2021, I have been advocating strongly for council to do more. Council must not just support these groups, but view them as key stakeholders in their daily operations.

The passion, experience, knowledge, and manpower behind these groups is an incredible resource. It should be embraced, acknowledged, and actively worked with, not just supported from the sidelines. In my opinion, it is vital that council acknowledges these groups as key stakeholders.

We can achieve this through practical work methods, like creating a database of all registered groups. When projects arise that concern or affect them, they should be among the first to be notified. If needed, they should be invited to provide input before project commencement, tendering, or general consultation.

The monetary value that council receives from these groups is immense, saving hundreds of thousands of dollars each and every year. If council worked directly alongside them, we would see even greater cost benefits.

By empowering these groups, we will increase their capability, boost self-worth, and drive better results. Ultimately, this support will encourage even more new community groups to get started.

Rokeby Hills Community Landcare Group on Facebook

Objective #13

Network of dual-lane multiuse tracks

Clarence has been gifted with open space opportunities to create a good working multiuse dual-lane track network.

Latest statistics show an annual increase of almost 20% for electric bike and scooter commuting in Australia, and it's not going to slow down anytime soon.

We need to embrace this and make sure every possibility is found, and every project that can enhance our network is properly considered, to achieve the best outcomes for this network.

Currently road designs for Pass Rd and South Arm Highway are being prepared. Both have allocated space for future path networks, but neither are planned to have them constructed at the same time as the road network. This is an opportunity that must not be deferred indefinitely or left to an ad-hoc workaround later; it needs to be properly considered and built at the same time.

Council have also built a pathway along Kangaroo Bay Rivulet, which will go on to connect a proposed track through the Warrane green belt. This will also be a vital part of a future network, as it can connect the whole of Warrane to the Rosny CBD and also the foreshore trail with only one road crossing. This road crossing over Gordons Hill Rd will form part of the Gordons Hill Rd on-ramp, which is currently in design phase. It's paramount that it is also properly designed around a multi-user dual-lane path crossing.

Extract from my response to Bicycle Network Tasmania's questionnaire:

Kangaroo Bay Rivulet Track is a priority one for me. This should be done as a proper paved, shared-use commuter and recreational path linking the Foreshore Trail to Eastlands, Warrane, Mornington and the Meehan Range Mountain Bike Park, which could then go on to link with Pass Rd. As Pass Rd and the South Arm Highway commence construction soon, I will be watchful that the track along here is done right to promote proper commuting along both these tracks. The Foreshore Trail is Clarence's gold when it comes to our cycling network, and once again I'm keen to see further upgrades like the ones it's currently having, and its extension to Droughty Point. As part of the Rokeby Hills Landcare Group, I'm also currently advocating for formalising and bringing many well-used mountain bike tracks within the reserve into council ownership.

Objective #14

Clarence Plains regional park

On 10 August 2026, Clarence Council adopted the long-awaited Clarence Plains Master Plan. Within the plan is a South East Regional Park located along the Clarence Plains Rivulet. The site is quite large and could accommodate a multitude of facilities.

This project is listed as a short-term goal, to have preliminary investigations and concept plans within 5 years.

I'm very supportive of this, as we need to demonstrate a commitment to investing in and developing this traditionally disadvantaged area, and attract others to the region, which will encourage further investment from developers and industry, fostering economic and housing growth in the region.

Safe accessibility to the park is extremely important, especially crossings over or perhaps under the South Arm Highway upgrade, and I'll be working hard to make sure all opportunities to enhance the park's amenity are acted on.

Originally, I had thought Neilson Park, Rokeby should be the focal point of any park upgrade in Clarence Plains, to be activated into a large community park such as Simmons, Lindisfarne, which I still think could be enhanced without major cost.

Objective #15

Cutting council red tape

Cutting Clarence Council's own self-inflicted red tape.

So, I've left the one I'm most passionate about till last.

When an investor, property owner, family business etc chooses to invest in our City of Clarence, they choose to put sometimes hundreds of thousands of dollars of investment and potential risk into our community, with an agreement to work with council for its approval. It's in council's interest that any proposal that has the potential to conform with the planning scheme gets approved as soon as possible.

Why?

Because every time a council makes it hard, delays timeframes, works inefficiently, changes its mind and just hinders the process, not only does the proponent lose money, they lose confidence in further investment. This further leads to a general lack of confidence from other proponents in Clarence. All while making the project financially less viable and adding cost to the final project, be it a house, land or office room, adding cost to the end user.

Worse still, it costs council, with added administration for the extra work and lost revenue. For example, every year longer a subdivision of 150 blocks is held up, council miss out on $300,000+ revenue.

This doesn't stop at proponents' projects; it's the overall culture our City of Clarence Council has evolved into. These are just a few of the many real and recent examples.

• Recommend refusal of a multi-million dollar investment building because it doesn't have enough motorbike parking spots? …or create a solution with the proponent.
• Force an investor of a subdivision that has been proactively proceeding for over 10 years to request council the need for a conference/workshop? …or invite the developer to regular check-ins, or set up a project control group or stakeholder working group.
• Make a million-dollar invested proponent wait years for an extra layer of planning control, while keeping them in the dark and making them seek some information? …or simply give them regular updates and keep them involved.
• Choose to enforce a planning breach without planning evidence or an attempt at mediation, into a 9-year battle and legal case that ultimately failed? …or pick up the phone and have a chat to resolve the concerns.

Ultimately this hurts and costs council as much as it does the proponents. We need to work with applicants, not against them.

I've worked with other Tasmanian councils that want to work with applicants and communicate freely with them.

So can Clarence.