HCC Coat of Arms.jpg
City of hobart






Governance Committee Meeting


Open Portion


Tuesday, 2 August 2016


at 5:00 pm

Lady Osborne Room, Town Hall






Our mission is to ensure good governance of our capital City.


The Council is:


about people

We value people – our community, our customers and colleagues.


We take pride in our work.


We look for ways to create value.


We’re accessible and focused on service.


We respect diversity in people and ideas.

making a difference

We recognise that everything we do shapes Hobart’s future.




Agenda (Open Portion)

Governance Committee Meeting

Page 3







Business listed on the agenda is to be conducted in the order in which it is set out, unless the committee by simple majority determines otherwise.



1.       Co-Option of a Committee Member in the event of a vacancy.. 4

2.       Confirmation of Minutes.. 4

3.       Consideration of Supplementary Items.. 4

4.       Indications of Pecuniary and Conflicts of Interest.. 4

5.       Transfer of Agenda Items.. 5

6         Reports.. 6

6.1     Macquarie Point Development Corporation Update. 6

6.2     World Cities Summit Mayor's Forum 10-14 July 2016. 17

6.3     Local Government Association of Tasmania Annual Conference 20-22 July 2016. 40

7         Committee Action Status Report.. 60

7.1     Committee Actions - Status Report 60

8.       Questions Without Notice.. 68

9.       Closed Portion Of The Meeting.. 69



Agenda (Open Portion)

Governance Committee Meeting

Page 4





Governance Committee Meeting (Open Portion) held Tuesday, 2 August 2016 at 5:00 pm in the Lady Osborne Room, Town Hall.



Ruzicka (Chairman)

Deputy Lord Mayor Christie






Lord Mayor Hickey







Apologies: Nil



Leave of Absence: Nil


1.       Co-Option of a Committee Member in the event of a vacancy


2.       Confirmation of Minutes


The minutes of the Open Portion of the Governance Committee meeting held on Tuesday, 5 July 2016 , are submitted for confirming as an accurate record.



3.       Consideration of Supplementary Items

Ref: Part 2, Regulation 8(6) of the Local Government (Meeting Procedures) Regulations 2015.



That the Committee resolve to deal with any supplementary items not appearing on the agenda, as reported by the General Manager.



4.       Indications of Pecuniary and Conflicts of Interest

Ref: Part 2, Regulation 8(7) of the Local Government (Meeting Procedures) Regulations 2015.


Aldermen are requested to indicate where they may have any pecuniary or conflicts of interest in respect to any matter appearing on the agenda, or any supplementary item to the agenda, which the committee has resolved to deal with.


5.       Transfer of Agenda Items

Regulation 15 of the Local Government (Meeting Procedures) Regulations 2015.


A committee may close a part of a meeting to the public where a matter to be discussed falls within 15(2) of the above regulations.


In the event that the committee transfer an item to the closed portion, the reasons for doing so should be stated.


Are there any items which should be transferred from this agenda to the closed portion of the agenda, or from the closed to the open portion of the agenda?


Item No. 6.1

Agenda (Open Portion)

Governance Committee Meeting

Page 6





6        Reports


6.1   Macquarie Point Development Corporation Update

        File Ref: F16/85646

Report of the General Manager of 28 July 2016 and attachment.

Delegation:     Committee

Item No. 6.1

Agenda (Open Portion)

Governance Committee Meeting

Page 7







Memorandum: Governance Committee


Macquarie Point Development Corporation Update


1.1.    The Council at its 11 April 2016 meeting considered a report in relation to an offer by the Macquarie Point DC to the Council to nominate a representative to be included on the Corporation’s board.

1.2.    The Council resolved as follows:

The Council decline the invitation to nominate a representative to the Board;

The Council request an undertaking from the Board to increase the level of reporting to the Council.

1.3     Attached for the information of Aldermen are the minutes of meetings held between staff of the Council and the Corporation (attachment A).

1.4     The main issues which have been discussed at the meetings include:

·     The establishment of terms of reference to guide the meetings

·     The public realm

·     Planning Scheme amendments

·     Updates on Council and Corporation projects





1.     That the information be received and noted.








As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.


Nick heath

N.D Heath

General Manager



Date:                        28 July 2016

File Reference:         F16/85646



Attachment a:          Macquarie Point Development Corporation Notes (Supporting Information)   

Item No. 6.1

Agenda (Open Portion)

Governance Committee Meeting

Page 9













Item No. 6.2

Agenda (Open Portion)

Governance Committee Meeting

Page 17





6.2   World Cities Summit Mayor's Forum 10-14 July 2016

        File Ref: F16/86428

Report of the Lord Mayor and General Manager of 28 July 2016 and attachments.

Delegation:     Committee

Item No. 6.2

Agenda (Open Portion)

Governance Committee Meeting

Page 18







World Cities Summit Mayor's Forum 10-14 July 2016


Attached is the combined report of the Lord Mayor and General Manager following their attendance at the World Cities Summit.




1.     That the information be received and noted.


As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.


N.D Heath

General Manager



Date:                        28 July 2016

File Reference:         F16/86428



Attachment a:          World Cities Summit notes

Attachment b:          City of Melbourne - Chief Resilience Officer - PD   

Item No. 6.2

Agenda (Open Portion)

Governance Committee Meeting

Page 19






World Cities Summit Report

Sunday 10 July 2016

World Cities Summit Mayor’s Forum

Opening Address

Lawrence Wong, Minister for National Development, Singapore
Liveable and Sustainable Cities: Innovative Cities of Opportunity

The Minister talked about cities being at different stages of development and that they all grapple with managing the traditional challenges of housing, transportation, infrastructure financing and environmental sustainability.  These complexities are further compounded by rapidly changing modes of operation, new and disruptive technologies and changing expectations and demands from citizens.  Singapore had to develop a compact between government, people and business.   This required difficult policies; inclusive social policies with 80% of people living in apartments, people of different backgrounds had to live side by side, but they are comfortable with a shared identity.   Singapore found that tough measures plus necessity equalled good outcomes for Singapore.

There was an emphasis on hard work and solutions.  As a result of hard times a hard work ethic and a need for solutions was passed on to Singaporeans.  Citizens are now better educated, healthier and wealthier and have goals to make the future better than it is today.  Knowledge is power.

The Minister believes that it is important that nations have a broader global conversation on urbanisation and the urban agenda.  He hopes this will be ratified at the end of the Summit.

Out of the 110 mayors in attendance, Australia was represented by Adelaide, Darwin, Hobart, Newcastle and Nedlands in WA.

Session 1 - Innovative Solutions – New Answers to Wicked Problems
This session invited Mayors to share their innovative approaches to some of the toughest and long standing challenges for cities.

Problems cannot be solved just by money; complex problems require complex solutions.

Case Study Presentations

Ahmed Aboutaleb, Mayor of Rotterdam, The Netherlands
The Rotterdam Challenge towards 21st Century Skills

Concentrated 200,000 people from 174+ nations; not easy to create equal opportunity; had to deal with housing, employment, education, work issues; need 1B Euro each year to deal with housing; they reduced taxes on housing in this one neighbourhood and opened schools for additional hours every week; 35,000 new houses; dedicated special police force was created to deal with drug trafficking; created opportunities for young people; focused on citizens.

Talking to government is about talking, talking and making the point that it will be in their benefit to forgo taxes in the short term as it gets long term gains.  Lobby!!

Park Won-soon, Mayor of Seoul, South Korea
Seoul’s Innovative Transportation Policies Utilising Big Data

World is super connected though technology; through e-governance they are striving to solve the problems of their citizens; Intelligent Night Owl bus; midnight to dawn; after subway closes; 6,000 users daily; use data to inform passengers; concentrated on the areas of highest concentration and now used by 6000 citizens daily (but this was guided by data); data also helped people with public transportation for people with disabilities; and also helped prevent traffic crashes.  Continue to work hard on problems by working with the community.

Zheng Yunfeng,  Executive Vice Mayor of Xiamen, China
Promoting ‘Multiple Plans into One’ – Accelerating the ‘Beautiful Xiamen Strategic Plan’

Balancing growth versus environmental outcomes; reallocating land; City development blueprint - strategic plan for whole city plan identifying spaces for clear planning, special capacity, public service layout, layout of roads, bicycle and walking lanes; focused on planning for a beautiful city for their residents with innovation; reduced access to arterial roads; the rate of consumption of land is growing at 3 times the rate of earnings; New National Urban Policy; conflict between economic imperatives with sustainable and healthy growth.

Dr Joan Clos, Secretary-General of the United Nations Conference on Housing and Sustainable Urban Development (Habitat III)

Working toward an urban agenda; problems around the world; not every part of the world is doing well; lack of capacity – 4231 cities have over 100 000 people – 70% of the world’s population.  Capacity of local governments is diminishing; housing affordability is not being addressed and strong policies are needed.  New urban policy which includes rules and regulations, planning and design, economy and municipal finance, planned city extensions, planned urban renewals.
Bring forward solutions that work in one part of the world to other parts – we must leave the world better than we find it today.

Other Mayors were given the opportunity to provide their thoughts on the theme of session 1:

Lord Mayor of Adelaide

Collaboration between city and national government is fundamental to success (Rotterdam). Adelaide has a strong agenda for growth; strong working relationship with state government of SA.

Manila, Philippines

The use of data to assist people movement; assisted tourists as well as students and night time workers through a night owl bus.  This has created tremendous pride in the city.

Kunming, China

A city with lots of flowers and lakes; the river is imperative for the survival of the city; since the 1980s rapid economic growth has caused pollution – created the most polluted lake in China.  The government is now paying a lot of attention to trying to clean this up.  Since 1995 the government has continued to clean it up and now water quality control has improved; improvement of water quality; the foundation for the future will be a focus on economic development with the environment but need to fix water; improved water quality will improve quality of life and bring in more tourists.

Makkah, Saudi Arabia

Data collected through smart phones but there is an ethical problem using this data.

Kazan, Russia

Created a new IT city; helped by Singaporean architects; created in three years; easier to create a new city rather than convert an old city with old infrastructure; shared resources with neighbouring  cities to make life better.

Antwerp, Belgium

 Often progress is stalled by bureaucracies...how do you get national government to be flexible??  Good practices + good legislation in urban design.

Auckland, New Zealand

Auckland is a young city – 35% of the population is under 30; how do you engage young people in relation to public transport ; public transport app (closest cafe, restaurant) was part of the answer; worked well and showed relevance to youth.  Used data to solve wicked problems.

Thimphu, Bhutan

Risk management issues; has 150 000 people – but waste was a problem.  The private sector now manages waste – they employ young people.  Bureaucracy is not efficient so they are happy to let the private sector manage the issue.

Kuching South, Malaysia

 Weather can destruct lives; how do you prepare and build resilience?  So many competing priorities.

How do we organise our cities to deal with the poorest?  Good public transport, environmental targets, clean fuels, non-motorised mobility - bicycle lanes - improved quality of life.

Medellin, Colombia

In 1991, Medellin was the most violent city in the world; they now have good consecutive governments; in order to organise their cities because they are very poor they need good public transport.  They now have the longest cable car in the world – better impact on health.  Improved liveability; improved social living.

Angeles, Philippines

Have a big problem with housing; they do not have enough and have over 5000 homeless; they have been able to purchase land and develop social housing; keeping social open spaces and parks have a big impact on people’s lives – they can enjoy a good quality of life.

Seberang Perai, Malaysia

Need to reduce waste as it is a significant budget item – was 42% of their budget now is 32% but still needs to improve.  First female mayor – wants gender equality on the mayor’s agenda for future Summits. 

Dhaka South City Corporation, Bangladesh

Many challenges – traffic, density, water, logging.  Suffered a recent terrorist attack so the city is deeply concerned.  Safety needs to be on the agenda.

Bilbao, Spain

Three priorities – economic, social and consolidation of key link in the city.  Aspire to be known as a university city; favour education; business attraction in the knowledge sector.  Opening the city to the world but always keeping your own identity.

Guiyang, China

A small Chinese city but choosing pillars of solutions by inviting other countries and cities to learn from them; they are now achieving a growth rate of 12%; the city is inland and needs more tourists.

Newcastle, Australia

Significance of regional cities; wants to be a smart, liveable and sustainable city; moved from being a mining, manufacturing and shipping city to a knowledge city; working with the University of Newcastle to become a leader in risk and disaster management; as the second oldest city in the country is has been hard to retrofit data into the city.

Muntinlipa Illocos Norte Province, Philippines

Supports the use of big data; they are a developing country; partnering with the federal government for management systems; need to reduce poverty in three years by one digit of measurement; if you are focussing on the priorities of your citizens then big data is just a tool.

Central Themes on session 1 - Innovative Solutions - new answers to wicked problems

Following discussion from the mayors, the following themes were identified as central

·    Liveability at the heart of growth

·    Engaged central governments  (Rotterdam)

·    Engaging with young people to develop solutions  (Auckland)

·    Dealing with violence and terrorism – (Dhaka, Medellin Columbia)

·    Extreme weather (Kuching)

·    Social Resilience

·    Gender inequality - particularly in public institutions

·    Transition to the knowledge society

·    Use of big data


Session 2 - Innovative Governance - tools to tackle challenges

This session focussed on process innovation and governance and how city leaders are reorganising and integrating their urban systems, as well as their processes and approach to addressing urban issues.

What are Mayors doing best to overcome some of these operational challenges that stem from the system?

·    Be inclusive and equitable - civic engagement, informing

·    Operate at the local level

·    Innovative finance, law, regulation and governance

·    Cities are regional leaders and drivers

·    Unlock urban opportunities

·    Clusters, diversity and local scale of operation

·    Being transparent

·    Participation by the private sector, community, corporate leaders and capable citizens.

Case Study presentations

Dr Ko Wen-je, Mayor of Taipei, Taiwan
The Unconventional City – Taipei

Taipei wants to be a smart city; concepts of values versus policies; work from the bottom up to create social impact – citizen participation, government resources, businesses to work together; you must make people believe they can do something impossible – take them on the journey.

Celia Wade-Brown, Mayor of Wellington, New Zealand
Creative Tensions in the Creative Capita

Governance complexities; centre-right government but generally think more roads means more growth; lack of relationship with central government; nine councils for a population of 500 000; public pressure resisted amalgamation due to size and different boundaries; much resource sharing; central and local collaboration in the capital city.

A uniting principle of resilience – all working together.  Chief Resilience Officer - city resilience strategy, integrate resilience solution across all agencies.

Oswar Muadzin Mungkasa, Deputy Governor for Spatial Planning and Environment, Jakarta, Indonesia

Resilient metropolitan city of 10 million people; chronic problems included floods and housing shortage which is not sustainable, so they raised public awareness  to change the paradigm. They created child friendly spaces; involved public sector to invest...children can learn about the environment and their city whilst building the park; capacity building (build not buy capabilities).  Implementing public transport, waste management, slum management and sea level rises (national and local action plan for climate change).

The wisdom of the community coupled with the wisdom of experts, provides the best outcomes.

Judith Rodin, President, The Rockerfeller Foundation

Confronting 21st century problems by global chief resilience officers to increase physical and social challenges (see attached Chief Resilience Officer position description from the City of Melbourne).  Resilience is the capacity to bounce back from a crisis, to learn from it and experience transformation – things like infrastructure failures, disease, sea level rise, pollution, cyber terrorism.   Shocks and stresses can bring opportunities for places to evolve and in some circumstances transform – there are multiple benefits which can allow state, countries and cities to recover faster and make them adaptable for the future.  Important to include all stakeholders to create a resilience strategy. 

For example, after a series of earthquakes in 2010/11 in Christchurch, a government agency ran the city, however, it didn’t work well....now 5 years later they have a collaboration model which is better; has the power to create special laws for regeneration and allows for citizen participation in the development of plans which is a first for New Zealand – citizens feel much more involved and can solve some of the problems themselves with the government. 

Resilience dividend in days of constrained environments and commerce, social and violence reduction solves a variety of problems but how do you unleash new sources of capital?  Where will the money come from?  New sources of direct funding for municipal funding; unlock capital at the local level.  Don’t overlook private capital.

Finding the right form of engagement is the key to effective change.

We cannot keep building without planning. 

Governance is critical – in a world made up of cities, governed by nations and states, mayors have a challenge to build global institutions; mayors can build the global agenda for the world; creating cities for living!

Other Mayors were given the opportunity to provide their thoughts on the theme of session 2

Climate change; urbanisation; sustainable development are massive challenges

Panama City, Panama

Panama City is finally addressing governance through local government; their challenge is that they have only had an independent mayor for the last two years – previously the central government was focussed on the country as a whole; city wasn’t involved previously in decision making, but now they can decide on things like infrastructure.  They are still working on their vulnerabilities, inequalities, the poor, transport problems and transferring governance to local government.

Amman, Jordan

They are revising their entire environmental needs, including hygiene and waste management (5000 tonnes of waste and refuse) in the light of the human disaster occurring in the city.  The population has grown from 400 000 to 4.3 million people.


Taichung, Taiwan

Many problems dealing with the central government; need more money so they are trying to do this through public private partnerships.  They are hosting events to encourage more investment.

Bilbao, Spain

Excellent city for quality of life for the people of the city; investment in the city improves the quality of life for people; urban management and city management is important – a smart city with smart citizens; transparency in private, public partnerships; a city of individuals.

Daegu, South Korea

Innovative government which has produced great results in relation to water development – rapid growth and industrialisation in the 1960s created serious pollution and other problems but they have now restored the river; worked in partnership with governments, academics and industry to improve environmental infrastructure between 1983 and 2002.  Water and sewerage technology has now been upgraded and is world class.  A very successful outcome in sustainability which should be completed by 2018...this will make them a hub of Asian industry along with Singapore.

Auckland, New Zealand

Is an amalgamated city – seven councils into one for a common vision and a single 30 year plan – this will drive the city’s response and send a clear message to investors and citizens; they believe that without a vision the people will perish.  They now have a united vision and work better with the central government; this has also helped transport and cycling; ‘glued’ the council and government together in joint agreement around transport.  Importance of a vision and a plan to implement it!  An amalgamated council is more powerful in influencing the state government and public sector.

Budapest, Hungary

Largest city in the country; 2 tier administration; getting some international support but need investment  but has not had long term cooperation with the central government.

Adelaide, Australia

The ultimate resilience issue is climate and energy; this also presents a profound economic opportunity. City has a goal to be carbon neutral by 2025; they have a strong relationship with the state government with incentives offered for entrepreneurs and businesses.  They ask at such a profound rate of change due to technology, how do we take our citizens with us as we digest the speed of change?

Penang, Malaysia

They can learn a lot in relation to a liveable framework – Singapore is impressive because of its long term planning and governance (which came out of necessity); need to focus on change; difficult to get resources for the cities; central government sometimes have other priorities and the cities need to look for their own funds and resources – they are looking for financial architecture to implement these initiatives.

Corporations, including Shell, Cisco, Microsoft:
Microsoft – would like to know what new business models and tools can be developed together with cities; develop new business models for the future and also how can we work together for environmental equity?
Shell – commended the Rockerfeller Foundation with its 100 resilient cites
Cisco (IT) – cities must challenge the business sector to work together to solve the problems of the world

Dr Liu Thai Ker, Centre for Liveable Cities and former planner of Singapore

‘Software versus hardware’ – economic objectives, infrastructure, housing development – need to know ‘what versus how’. 
The government knew what needed to be done in increase their capacity  to do the ‘how’ – the government left the ‘how’ to the professionals.
When developing a city what are the basic needs of the city?  The basics are things like housing, transportation, and infrastructure.  In order to get the basics done you need a master plan mentality (ie water supply).  The priority should be to design before technology.  Must put needs before politics – Singapore had one level of government so politics didn’t interfere.  Design has been integral to Singapore’s success.

World Cities Summit Mayors Forum Declaration

Mayors participated in the declaration.

Presentation of the World Cities Summit Mayors Forum – 2017

Next year’s Mayors Forum will be held in Suzhou, China.
Suzhou is a modern city which has experienced fast growth since China was opened up to the world.  They have a GDP of $230B the 7th highest in China; they concentrate on human orientated respect for nature with culture and the environment.  They have achieved a balance between the ancient city and modern city; they have paid special attention to traffic congestion and pollution – a lot of energy goes to this for green and harmonious development.  They will learn from other cities to expedite their competitive strength.

Closing Address
Lawrence Wong, Minister for National Development, Singapore

The forum chairperson closed the meeting and thanked participants for attending.







Monday 11 July 2016

In Conversation and Opening Plenary Session 1

Towards a Liveable, Sustainable and Resilient Future

The In Conversation and Plenary sessions provide strategic insights into leadership and urban governance as well as the latest debate on liveability and sustainability in our cities. 

Opening Plenary Session 1 - Leadership and Governance

The growth of mega cities requires urgent solutions in response to rapid urbanisation and growth especially when they face challenges such as storms, catastrophes, poor sanitation and lack of housing – what sort of leadership and governance is required?

HE Dr. Han Seung-Soo, United Nations Secretary-General’s Special Envoy on Disaster Reduction and Water

Cities are very important but they need to focus on the environment; planning is critical and urban settlements need to be safe and resilient.
The water crisis is the biggest threat facing the globe over the next 10 years – 70% of the world’s population will live in cities by 2050; we need to have good sustainability plans.  The risks of extreme weather disrupt people’s lives and this is expected to increase with rapid growth – climate change is causing much of this and is the greatest challenge of our time.  This is putting our biological systems at risk.  

Singapore has a climate action plan; cannot afford to work in silos; need to work in global partnerships to deal with these issues.  Mayors play a crucial role in breaking down these barriers!

For example, Qatar is a progressive state with a 2030 vision; their key strategies are social, economic, human development and environment development; they want a modern state which is self reliant with great liveability and a sustainable life for their people.  They spend $30B a year on infrastructure – this is supported by investment from the private sector and includes highways, heavy road, metro and railway stations.  They are a hub for other parts of the world to the gulf countries.  Working on building hospitals so there is one bed for every 500 people; 90 new schools, sewerage works and electrical power systems.  Qatar relies on salinated water; they also treat sewerage water as rain is only 2-12cm a year which does not cover consumption (with a population of 2.5M and 1.5M animals they need a lot of water).
Qatar signed the Paris Declaration for support to help them protect their climate.

Esben Lunde Larsen, Minister of Environment and Food, Denmark

Denmark is a leader in environmental care; oil crisis brought about the necessity for change and innovation and to look for alternatives; the mindset of the Danish people has been accepted as a result of the necessity to look for alternatives.  They looked at insulation, wind turbines, energy use and then brought in a regulatory framework with plans to remove them from a reliance on fossil fuels. 

They have reduced their use of water – with education, a change in mindset and technology that have changed their approach.  95% of drinking water is ground water and they have protection plans in place for the future – Danish citizens pay for ground water and waste water (waste water is cleansed for reuse).  They have lots of renewable energy, proud of their green technology and export this.

The Chairman of the Water Bank say that water scarcity is the most urgent global threat, however, the urgency is not sufficiently recognised; not high enough a priority with politicians; there is a 20% overuse of water with bio fuels being one of the important reasons for overuse of water – it uses too much water at the moment – well intentioned decision made under one prism which looks good but is negative on another which makes it dangerous for mankind. 

Singapore has come to grips with its water needs but some countries are draining their underground water and exposing themselves to flood; need to introduce water saving technology.  Everyone needs to focus on water reduction – enterprises need to participate too – there is a moral responsibility.

How do we get water pollution on a higher agenda? Water pollution is a huge problem; micro plastics and oil pollution – too much phosphorous in lakes.  This has to be a whole world project as it is a world wide problem – 80% of all water is not treated at all – it all goes back as waste.

Tensions between local government and central governments to get things done or changed – this doesn’t happen in Denmark as the people support the strong regulatory framework – the government knows they need to address these issues as the people support it and understand it; it creates innovation and lifts the economy.

Denmark also has food waste laws; they have worked on food packaging, schools, worked harder on longer expiration dates and has also worked with the public – need to start with individual consumers and change their mindset.  If food waste were a country it would be one third of the globe.

In Conversation and Opening Plenary Session 2

Partnerships and Collaborations

HE Park Won Soon, Mayor Seoul, South Korea

Participated and focussed on environmental protection; citizens, students and academics all became guardian angels for the environment – they are the angels of their world who encourage people to reduce waste.  Many small efforts create a big change.  If citizens and the government dream and work together they can make it happen.

Dr Judith Rodin, President, The Rockerfeller Foundation

Three critical points:
Mobilising capital to build or rebuild infrastructure – cities much be credit worthy but only 5% have this so the Rockerfeller and the World Bank helps to train them to strengthen their finances.  For example wild fires cost 40% more to put out than to avoid or mitigate – this benefits water companies too – new collaborations for financing plays a critical part;
Collaborations yield strong results when they innovate, fund innovation and resilience design competitions.  Found that there were very poor construction practices to help the poor in the Philippines;
Take resilience building through to scale through innovation; also share what hasn’t worked so others don’t waste their time or money – 100 resilient cities started; partnerships create scale when they link government, citizens and private sector in interesting ways – this has worked well in the African Union to help them with insurance assistance for droughts, floods and other catastrophes in a speedy fashion.

Crisis is the ‘new normal’ so we must build sustainability and resilience for when shocks and stresses happen to our cities; we can revitalise and transform our cities.

Change is inevitable – lead, follow or get out of the way!!


Tuesday 12 July 2016

World Cities Summit Thematic Tracks and Forums Session 1

Mayors taking Charge – the Long and Short of it

Cities tend to be more nimble and hence, more responsive to adapt to global changes and meet local needs, as compared to national responses.  City-level initiatives on climate change actions are a good example.  Against that backdrop, are there more mayors taking charge and taking action?  Should they?  The relationship between cities and their national governments is a dynamic one that can be completely different with a change in positions of power.  Yet it is a critical one that directly affects the city and its people.

Few world cities, unlike Singapore, have poor land management, rapid growth, urbanisation and traffic pollution – this means that cities have an uneven level of resources and infrastructure with many undergoing change from manufacturing to a knowledge base.

Offering cheap land to attract investment is no longer sustainable – there needs to be a shift of the paradigm in relation to collaboration.

Need to create hubs of knowledge where university, the private sector and councils can work together to solve problems through analytics and data use.  In New York, universities were set up to study the city; in Santa Fe which didn’t have a lot of technical capacity in the city they collaborated and now have an advisory board that assists with plans to reduce carbon emissions etc with institutions.

A bottom-up approach works for some cities; collaboration is critical; need to change the mindset and culture of people; put people first, sell the benefits so that they get what the value proposition is.

Need to bridge governments with the community – participation takes many forms with the key to being education and information.  Both leaders and the community have to undergo education to understand joint decision making process – this takes time.

China realises that it must have clusters of cities not urban sprawl – this just makes a city inefficient.  Light rail and complimentary roads, connectivity and high speed rail helps connect these cluster cities. This also helps to even up resources and competitiveness between cities and deals with low carbon goals.

Data – who controls and owns it?  Mobile phones allow planners to see where people are, credit cards can tell what people buy.  Still need to improve lives through policies and planning and the challenge is to get the right openness, privacy and safety around the data (some examples are where people volunteer the data).  Data collection is now more immediate.

New urban development should be seen as a process rather than a plan but they must be reconsidered regularly to make sure they remain relevant; plans are critical but sometimes lack funding which often makes the planning out of date; important to celebrate milestones.

Structure plans, master plans, district plans – where is your city heart – residential, transport, industry, business plans are important, but residents want to know where the police are, are they safe, where are the schools?  In Singapore, initially decisions were made at the government level as they were urgent, but now residents are concerned about where they live e.g. next to nature park.

Cities that do well own some land and plan for the development of it (ie. transport or housing).

In many parts of Europe, cities were shrinking both demographically and economically; old buildings that were empty were bulldozed to release land; the infrastructure was rescaled to suit the economy; new social policies were introduced; migrants moved to the cities which saw new houses developed and created small economies – this helped revitalise dying cities. 

A lot of work and reactivation is required and this is not just the case in Europe, it’s happening in Japan and Korea and possibly China moving forward.  Secondary cities are being deserted for cities which offer better resources, work and education.

World Cities Summit Thematic Tracks and Forums Session 2

Unlimited demands, limited Resources: Where is the Money?

Cities and metropolitan regions in the developed world face dwindling revenues as their populations age, yet at the same time, they need to bear the burden of renewing ageing infrastructure and providing public service for ageing populations.  In developing nations, as urbanisation rages through their cities, there are simultaneous calls for infrastructure developments to meet economic needs and sustainable measures to protect the environment – both of which require resources which the emerging cities do not have.

How do we source the money for new infrastructure and the maintenance or renewal of ageing infrastructure?  It is a constant challenge to find the capital for an ever growing list of demands.  The capital intensive nature of infrastructure means that cities need to find alternative sources of funds; tapping into private public partnerships can work and which still can be motivated by profit for the private sector; can be especially difficult depending on the risk profile of the project.  There is a lot of money in the global financial world, however, there is lots of uncertainty – need a more innovative funding mechanism.

What are some of the key challenges to fund long term projects?
How do cities fund this with rapid urbanisation?
How do we make financing more sustainable?

The Mayor of Amman, Jordan rules a city which is 12 000 years old.  They looked at Singapore and studied its economy of motion – very successful.  His city has suffered from many wars and now has lots of people in his city (migrants, refugees).  Global issues create social problems; many of his people didn’t own a car but when Kuwaitis returned from war they brought two cars with each family and this put enormous stress on the roads.



Len Brown, Mayor of Auckland, New Zealand

Len states that a vision and a plan mean nothing without money.  Auckland has a deficit to fund infrastructure; has become a united city (through amalgamation) but there has been an under investment in infrastructure; they have a $12B shortfall over the next 10 years to prevent congestion.
Private public partnerships are looking to fund road tunnels, cycleways, bus terminals however, the problem is repaying the money back.  Opportunity to copy Singapore who have a congestion charge – 57% offered to pay a congestion charge (a network charge).  You can only put this in place with government help; it is a revenue stream but also helps with congestion.

Ede Ijjasz-Vasquez, Senior Director for the Social, Urban, Rural and Resilience Global Practice, The World Bank

The World Bank calculates that there is billions of infrastructure required but that it must come from everyone; clarity about transferring money from governments to cities; a lot of work is needed to move control of infrastructure to the cities rather than across many different layers of government.

Julie Monaco, Managing Director, Global Head Public Sector, Corporate and Investment Banking Division, Institutional Clients Group, Citi

Try to solve urban challenges; every city has infrastructure needs which are urgent; they help cities transition to a better future; statistics shape their business strategy.  The top issue for Mayors was ageing infrastructure – two/three trillion around the world is required; government debt prevents funding – 8% is funded by private investment.  They work with some organisations via bonds.

World Cities Summit Plenary Session

Cities of Tomorrow:  Driven by Citizen Innovation

The World Cities Summit Plenary will pull together the insights and best practices in governance, planning, resilience and innovation, with a focus on the sustainable development of cities for the future.  Considering the perennial challenges of urbanisation and the pressing need in many cities to deliver services to stakeholders effectively, the cities of tomorrow must be innovative and citizen-driven.

We live in a highly connected world which gives people a voice they did not have before.  Governments now realise that people are reshaping the way the world is run (ie uber).  Singapore is a smart nation with one government; innovations at the systems level aggregating with plans to solve city congestion, ageing infrastructure. 

A smart city is only limited by our imagination, however, municipal governments are not usually structured to do this, sometimes the private sector and individuals have the greater vision.  The role of government should be to facilitate and fund these innovations.

Technology and their use in government – governments need to provide an environment where innovations can thrive.  In some cases, governments need to get out of the way as they tend to be paternalistic – instead governments should use their valuable resources to encourage and support investment in innovation.  Governments need to be very transparent.

By 2020, 13 of the world’s mega cities will be in Asia. 

There is a huge change in understanding urban issues – there is widespread concern about waste, traffic congestion, infrastructure, climate change, scarcity of resources including water, pollution and new issues such as immigration, housing, education, upgrading human resources, inclusiveness, human rights in civil society, resilience and urban planning.

There is a need for long term planning, innovation, technology and the use of data.

Administration and politics is a real issue – the relationship between central governments and cities and how we integrate many plans into one.

Funding is an issue – needs more enlightened administrations.

Mayors play an important role in changing cities. 

To create a good city, you need a scientific approach and an artistic approach.  An urban planner says you need the heart, the brain and the eye of an artist to make a city beautiful.

The role of planning is about people and the land; liveable environment; help keep the land sustainable – so you need legislation and planning.

The role of the government is to tell the professionals the ‘what’ but the ‘how’ is left to the professionals.

The role of the professionals, the planners, engineers etc is innovation, but they still need to work on the needs of the city; think about creating systems not projects – the total is more important that the sum of the parts.  Design leads technology.

Administration, position versus opinion is about listening to the people.  Singapore listens to its people but then the government must make decisions – earn the trust of the people; actions versus authority.

The problem of politics between the central government and city government – goals versus politics – be very clear of the goals.


Wednesday 13 July 2016

World Cities Summit Thematic Forum session 1

Financing the Infrastructure Gap – The Road Ahead

Why does the ‘infrastructure gap’ – estimated by the World Bank to be an annual shortfall of about US$1 trillion – continue to persist?  Several factors contribute to this unmet demand for infrastructure, especially in developing countries.  The rapid pace of urbanisation often leads to the acceleration of infrastructure demands. The long gestation periods of these projects compound the issue by extending economic, political and institutional uncertainties. Governments alone cannot shoulder this looming infrastructure gap.  Private commercial lenders, institutional investors and multilateral development banks all have an integral part to play in realising a sustainable urban future.  What are the key trends and developments that will change the way infrastructure is financed?  From developing credible projects to lowering barriers to investment and facilitating long-term capital, how can various players and stakeholders bring change?

In general terms we are growing faster than we can build the infrastructure required.  In some developing countries many projects are not bankable and cannot attract funding.
















Item No. 6.2

Agenda (Open Portion)

Governance Committee Meeting

Page 35











Chief Resilience Officer




City Planning & Infrastructure                                                                             

See the structure

POSITION NUMBER:                                                                                                




DM REFERENCE NUMBER:                     



May 2014





The way all employees work and serve the Melbourne community is guided by a culture that values integrity, courage, accountability, respect and excellence.  All employees have important Occupational Health and Safety and Equal Opportunity responsibilities, and are committed to delivering excellent customer service.


The position reports to the Director City Planning and Infrastructure who in turn reports to the Chief Executive Officer.


Objective of the position:


The Chief Resilience Officer (CRO) will develop and implement the Melbourne Resilience Strategy and supporting programs to deliver a sustainable foundation from which to effectively respond to our climate change environment.

The CRO will:

·      Develop and implement the Resilience Strategy and supporting programs

·      Effectively engage with the 100 Resilient Cities partners to create the Resilience Strategy

·      Serve as the primary point of contact for the 100 Resilient Cities membership, leveraging the benefits of the network

·      Bring together stakeholders from across greater Melbourne to establish a compelling vision and drive the resilience conversation in Melbourne

The CRO is a senior level role which is critical to ensure that resilience is a cornerstone of co-ordinating a cohesive strategy and program planning across all Government and industry departments. 

The CRO requires demonstrated expertise and experience in the development, planning and delivery of strategy, policy and programs across Government, community and industry sectors with success in long-term project management, collaboration, stakeholder management and community engagement.


Key accountabilities:




Strategy and Planning


·      Lead the development of a compelling vision for Melbourne’s Resilience Strategy to drive engagement, understanding and commitment across all relevant community sectors.

·      Ensure that the Resilience Strategy incorporates and responds to the overarching issues facing Melbourne which may encompass climate change, ageing population, vulnerability to world economy, food security, energy security, and natural hazards and prioritises actions and resources.

·      Drive the Resilience Strategy development and implementation through Council operations, community-based initiatives and State policy responses.

·      Ensure that the Resilience Strategy has a clearly defined direction and specific outcomes and measures with defined roles and responsibilities for all stakeholder groups.

·      Develop and implement an Action Plan with short and long term priorities (including financial and other funding mechanisms) to deliver the programs and initiatives supporting delivery of the Resilience Strategy outcomes.

·      Identify and secure funding to implement priority resilience initiatives, overseeing these initiatives and coordinating activities with other authorities and agencies and the wider community.

·      Regularly review the Resilience Strategy and identify and recommend opportunities and initiatives for improvement.

·      Provide policy and planning advice on resilience concepts and priorities in response to emerging trends and impacts. 

·      Oversee the development and implementation of policy and planning activities supporting the overall strategic objectives of the Resilience Strategy.

Stakeholder Engagement

·      Inspire, influence and enable the community’s contribution to the development and implementation of the Melbourne’s Resilience Strategy.

·      Serve as the primary representative to the 100 Resilient Cities Network and initial point of contact for other network members.

·      Monitor and report to 100RC on progress toward key milestones.

·      Communicate Melbourne’s resilience initiatives and accomplishments to local, regional, national and international audiences.

·      Develop and maintain sound working relationships, networks and partnerships with key stakeholders locally, nationally and internationally.

·      Manage partnerships and strategic alliances with key government agencies, local government authorities and non-government organisations in the development of relevant policies.

Project Management

·      Lead and ensure delivery of projects and programs that support the implementation of the Resilience Strategy.

·      Manage project funding and expenditure within scope of allocated budget.

·      Ensure required project resources are allocated for project delivery.

·      Proactively manage changes in project scope, identify issues and manage contingency options.

·      Assess project evaluations and provide recommendations to identify successful and unsuccessful project implementations with a view to continuous improvement.

People Management and Leadership


·      Facilitate the development of leadership capability across the City of Melbourne in driving the resilience vision and objectives. 

·      Ensure that allocated resources understand their responsibilities in terms of EEO and OH&S obligations, and the Employee Code of Conduct.

·      Ensure that team members possess the appropriate capabilities and values, are effectively inducted into the organisation and are provided with the required ongoing support and development.

·      Ensure that resources (internal/external) build strong, collaborative partnerships with each other and across the organisation and stakeholder groups.

·      Communicate the vision and priorities of the Resilience Strategy across the City of Melbourne and establish and communicate a clear sense of direction and purpose.

Financial Management

·      Manage financial expenditure within allocated budget.

Planning, Reporting, Risk Management


·      Fulfil corporate planning, reporting, budgetary and risk management responsibilities and ensure services and products represent best value.


·      Foster a performance based and service delivery culture creating accountability structures coaching, mentoring and empowering resources.

·      Foster a strong customer service ethic ensuring regular customer and stakeholder feedback is sought and acted upon.

·      Display a positive commitment to workplace diversity.

·      Actively support and implement HR strategies, policies and programs.

·      Continue to work with others in providing a safe, healthy and productive work environment

·      Ensure equal opportunities and discrimination free processes and practices

·      Make the best use of the talents of allocated resources (internal/external) to achieve results for the business.

·      Treat each other with respect and model CoM values.

·      Expand our own understanding and knowledge of diversity.

Actively support, contribute to, and champion a LEAN culture

·      Lead continuous improvement initiatives within the scope of the position responsibilities. 

·      Establish effective systems for identifying, responding to and rectifying problems and issues that arise.

·      Establish a culture of working collaboratively across internal and external organisational boundaries to improve program delivery.

·      Ensure priorities align with the organisation’s strategic directions.

Key Relationships/ Interactions



The CRO requires the ability to influence and drive change at all levels of the City of Melbourne and with external stakeholders.  The CRO must have the capacity to understand the priorities and challenges of all stakeholders and effectively manage expectations. 


A strong collaborative approach is required to bring together key internal and external stakeholders.  The incumbent must have the capacity to assimilate information and respond to and manage the priorities of all stakeholders in a cohesive Resilience Strategy and supporting programs.


Operating within a political and complex environment the incumbent will have the ability to develop strong and effective relationships with all stakeholders and be seen as the resilience expert. 


Key Relationships/Stakeholders:


Nature of the Relationship

Lord Mayor

Key stakeholder

Chief Executive Officer

Key stakeholder


Key stakeholders

Director City Planning and Infrastructure

Report to, provide advice, share information

Executive Leadership Team

Share information, assess requirements and opportunities and ensure that building resilience is incorporated in all City strategies.

Steering Committee

Chair internal (CoM) Steering Committee

Consultants, Contractors (appointed through Rockefeller)

Manage and direct work


Nature of the Relationship

Advisory Committee

Key point of contact. The advisory committee will provide strategy advice to the CRO on the development and implementation of the Resilience Strategy.

Rockefeller Foundation


Key stakeholder

Members of the 100 Resilient Cities Network


Key stakeholders

Neighbouring local governments and State Government

Key points of contact

Other Australian Cities and Rockefeller Resilient Cities interested in developing a resilience plan

Key points of contact

Government Agencies

Key points of contact

Community Groups and Forums

Enable, engage, provide information, collaborate



Selection Criteria: Required Knowledge, Competencies and Experience 


This position requires a motivated and influential leader that can demonstrate the organisation’s leadership capabilities of ‘people leadership, business management, political astuteness, strategic leadership, building partnerships and leading change’ incorporating a: 


·      Reputation of being a professional leader, consistently displaying integrity, courage, respect for self and others and striving for excellence.

·      Sound understanding of resilience principles with demonstrated experience at the strategic planning level.

·      Leadership capacity with the ability to inspire, influence and enlist and engage all stakeholders.

·      Senior level of experience preferred with an understanding and knowledge of State and Local Government policy and decision making processes.

·      Strong team player, with the ability to demonstrate emotional intelligence and sound judgement whilst collaborating and cooperating on decisions and initiatives.

·      Ability to effectively allocate resources to deliver strategic planning objectives.

·      Highly developed analytical, strategic and lateral thinking skills and the ability to take the initiative, drive changes and implement innovations.

·      Demonstrated ability to develop, manage and maintain action plans and supporting programs and projects and associated budgetary and financial management requirements.

·      Excellent interpersonal, negotiation and influencing skills with the ability to use discretion and judgment in a complex business and political environment.

·      Ability to function across multiple sectors and disciplines to drive effective collaboration.

·      Proven record of working across multiple and varied stakeholder groups to build effective and collaborative relationships.


It is expected that all City of Melbourne Executives possess these personal attributes:

·      be an energetic, enthusiastic and innovative team player;

·      have professional authority and credibility as a leader and change manager;

·      inspire confidence with strong commercial acumen;

·      be persuasive and use influence to deliver both formal and informal leadership;

·      be service and performance oriented, focussing on accountability;

·      have a positive approach to issues resolution;

·      respect confidentiality;

·      have a proactive approach to professional and organisational development with the ability to engender enthusiasm and professionalism in others;

·      possess astute judgement, be politically aware with sophisticated diplomatic skills;

·      have respect for the diverse views and values of the community, and an appreciation of the diverse skills, values and backgrounds of employees;

·      take action based on an understanding of the bigger picture.




Item No. 6.3

Agenda (Open Portion)

Governance Committee Meeting

Page 40





6.3   Local Government Association of Tasmania Annual Conference 20-22 July 2016

        File Ref: F16/86483

Report of Alderman Ruzicka of 28 July 2016 and attachments.

Delegation:     Committee

Item No. 6.3

Agenda (Open Portion)

Governance Committee Meeting

Page 41







Memorandum: Governance Committee


Local Government Association of Tasmania Annual Conference 20-22 July 2016


Attached are reports from Alderman Ruzicka on the Local Government Association of Tasmania Annual Conference 2016 and the outcomes of the General Meeting.



1.     That the information be received and noted.


As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.


N.D Heath

General Manager



Date:                        28 July 2016

File Reference:         F16/86483



Attachment a:          LGAT 2016 Conference Report

Attachment b:          LGAT General Meeting Outcomes   

Item No. 6.3

Agenda (Open Portion)

Governance Committee Meeting

Page 42

















Item No. 6.3

Agenda (Open Portion)

Governance Committee Meeting

Page 54












Item No. 7.1

Agenda (Open Portion)

Governance Committee Meeting

Page 60





7        Committee Action Status Report


7.1     Committee Actions - Status Report


A report indicating the status of current decisions is attached for the information of Aldermen.


That the information be received and noted.

Delegation:     Committee



Attachment a:          Status Report    

Item No. 7.1

Agenda (Open Portion)

Governance Committee Meeting

Page 61










July 2016




Report / Action





Council, 15/12/2014,
item 12.

A report be prepared in respect to the inclusion of a standard item in the minutes of Open Council and committee meetings, where resolutions made in the Closed portion of those meetings (including details on voting) on matters that may contain privacy/confidential issues, may be released in redacted format by the General Manager at the appropriate time.

Deputy General Manager

This matter was pending the release of the new Local Government (Meeting Procedures) Regulations 2015 which are now in place.  Independent legal advice has now been sought in respect to legislative requirements. A report will be provided to the September 2016 meeting.


Special Joint Meeting, 10/3/2015.

The Council review its approach to deputations and public question time, with a further report to be prepared for consideration.

Deputy General Manager

These matters were canvassed at the recent Council workshop on Council Committees and are to be included in the report currently being prepared. A report will be provided to the September 2016 meeting.

Refer also to item 8 under.



Council, 15/12/2014,
item 32 and Council 9/2/2016, item 14

The trial City of Hobart Mobile Food Vendor Program continue in its current form until 31 July 2016 after which a report be provided to the Council reviewing the Program in detail and making recommendations in relation to specific guidelines, trading zones, permit fees and other relevant details affecting its ongoing viability.

Director Community Development

The program has been implemented and an evaluation report will be provided to the September Committee meeting.


item 22

1.   The proposed framework for the development of the 10 year Strategic Community Plan; The Four-Year Council Delivery Plan; the Annual Plan and associated documents be endorsed.

(i)   The conversion of the current documents in accordance with the framework be progressed, commencing with a workshop with Aldermen.

2.   A further report be prepared on a proposal to extend the Community Vision beyond 2025, following completion of the 10 year Strategic Community Plan.

General Manager

An initial discussion paper on the Community Vision beyond 2025 will be provided to the Council in October 2016.



9/6/2015, item 25,
7/9/2015, item 23,
12/10/2015, item 21

That as a matter of urgency, the Lord Mayor seek an undertaking from the State Government that forthwith upon the information collection exercise being completed by the General Manager, the proposed feasibility modelling for the combinations, as proposed, be fully funded by the State Government.

General Manager

No response has been provided by the State Government as yet in relation to funding of the feasibility and officers are following this matter up with the State Government.



Council, 13/7/2015,
item 21, Council 6/6/2016, item 21

1.   The role of the Council’s Traffic Committees be considered following the conclusion of the engagement process for the draft Local Retail Precinct Plan.

2.   The Council endorse a twelve month trial of the online community engagement platform EngagementHQ and Budget Allocator:

(i)  Following an evaluation of the trial of the online community engagement platform of EngagementHQ and Budget Allocator, the Council be provided with a report on outcomes.

3.   The Community Forum scheduled for July 2016 not be held.

4.   A further report in relation to appropriate community engagement models be provided to the Governance Committee for consideration.

Director Community Development

A project plan for conducting the review of the Community Engagement framework has been prepared and implementation has commenced with a desktop review of like organisations in relation to determining best practice engagement frameworks, policies, tools and techniques. It is anticipated that other elements of the review will commence in the coming weeks.



A report in relation to the community engagement models is scheduled to be provided to the meeting in September 2016.



11/5/2015, item 22
10/8/2015, item 18

1.  The audio recording be evaluated after twelve months of operation, including feedback from the Hobart community.

2.  Council officers address the implementation of electronic display of minutes at Council proceedings and meetings, at the earliest opportunity.

3.  Consultation with the Tasmanian Deaf Society be undertaken regarding ‘audio to text’ or typewritten transcripts, and if deemed appropriate this service be offered.

Deputy General Manager

1.    Consultation with the Tasmanian Deaf Society has occurred and the City of Hobart website advises that a translator is available to attend Council meetings upon request, subject to availability.

2.    Due to the recent technical disruptions experienced to the audio service over the past three months, a report in relation to the evaluation will be provided to the November 2016 meeting.

3.  The implementation of electronic minutes is being assessed.



Council, 12/10/2015,
item 10

A report be provided that considers the following:

a)    All committee’s being reviewed in line with the Strategic Plan.

b)    The delegation and membership of the City Planning Committee being reviewed.

c)    Committee Terms of Reference being reviewed.

d)    The potential for Council’s policies to be reviewed which may increase community engagement.

e)    The provision of a meal following all Council meetings being reviewed, with a view to limiting the number of these dinners.

f)     The provision of alcohol in the Alderman’s lounge being reviewed.

Deputy General Manager

These matters were canvassed at the recent Council workshop on Council Committees and are to be included in the report currently being prepared.   A report will be provided to the September 2016 meeting. 




Council, 9/11/2015,
item 20

1    Council’s Policy 2.01 – Meetings: Procedures and Guidelines be amended to incorporate the revised regulations.

2.  The General Manager liaise with the Local Government Association of Tasmania in relation to conducting Aldermanic training, for interested Aldermen, in respect to the revised legislation.

Deputy General Manager

The Meetings: Procedures and Guidelines policy will be included as part of the review of Council Committees.

Refer also to item 8 above.



Council 9/2/2016, supp. item 16

The Council initiate a Public Transit Corridor Urban Utilisation and Economic Benefit project for the current rail corridor, based on the proposal titled ‘Shaping the Cities of Hobart and Glenorchy – Determine the Benefits of Enhanced Land Value through Investment in a Public Transit System’, subject to the matched support of the Glenorchy City Council.

General Manager

An update report was provided to the Council on 20 June 2016 advising that GHD has been selected as the consultants to undertake an investigation of the potential for activation of the Glenorchy to Hobart public transit corridor.


Council 21/4/2016, item 21

1.   The Council decline the invitation to nominate a representative to the Board.

2.  The Council request an undertaking from the Board to increase the level of reporting to the Council.

General Manager


A report is included on this agenda.


Council 9/5/2016, item 18

1.   The Council approve the attendance of the Lord Mayor and General Manager at the World Cities Summit Mayors Forum.

2.   The Lord Mayor and General Manager undertake a presentation of the outcomes of the Summit upon their return.

General Manager

A report on the outcomes of the Summit is included on this agenda.





Council 6/6/2016, item 23

The Council policy titled Aldermanic Development and Support be amended in accordance with the advice of the Risk and Audit Panel, and submitted to the Governance Committee for endorsement.

Deputy General Manager

The policy is being reworded for further consideration by the Governance Committee at the September meeting.


Council 9/5/2016, item 23

1.   The Council write to Tasmania’s major political parties and the LGAT strongly encouraging their support of the recommendations contained in the Legislative Council’s final report.

2.   In its correspondence, the Council reiterate its position that local government elections should be compulsory and conducted at the ballot box.

General Manager

An acknowledgement letter from the Minister for Local Government on behalf of the Premier has been received following the Council’s request for support of the recommendations contained in the Legislative Council’s final report. 



Council 6/6/2016, item 10

That a report be prepared exploring the benefits of recording and publishing the departure times of Aldermen from Council and committee meetings.

Deputy General Manager

A report will be provided to the Governance Committee at the September meeting.



Council 6/6/2016, item 19

1.     The Council endorse a biannual meeting between the Lord Mayor of Hobart, the Mayor of Launceston and the General Managers of the Hobart City Council and Launceston City Council and that this arrangement replace the protocol which was adopted by the Council on 13 April 2015.

2.     Aldermen receive copies of the agendas and minutes of these meetings and a six-monthly progress update.

General Manager

Contact has been made with the Launceston City Council with the aim to arrange a meeting between the Lord Mayor, Mayor and General Managers in the very near future.



Council 6/6/2016, item 20

The Lord Mayor and Aldermen Ruzicka and Harvey attend the 2016 Local Government Association of

Tasmania, Annual General Conference to be held in Hobart from 20 to 22 July 2016.

Deputy General Manager

Aldermen Ruzicka and Harvey attended the Conference and a report from Alderman Ruzicka is included on this agenda.






Council 11/7/2016, item 14

That the Council endorse the motions  listed for consideration at the Local Government Association of Tasmania General Meeting to be held on Wednesday 20 July 2016, with the following amendments:


(i) ‘Bass Link’ cable motion

a)    The Hobart City Council support a feasibility study being undertaken in relation to replacement of the Bass Link cable with further consideration to be given to this matter at the conclusion of that process.


b)    The State Government explore opportunities for the State to be self-reliant on renewal energy for its power generation.


(ii) The ‘Tourism Infrastructure’ funding motion be subject to a clear and transparent application process.

(iii) The ‘Decreased Speed Limit’ motion be applied to all motorists who pass an emergency incident.


General Manager

A report on the LGAT General Meeting outcomes is attached to the agenda.







Council 11/7/2016, item 15

1.    The General Manager be delegated the powers and functions of the Council in accordance with the instruments of delegation marked as Attachment A to item 6 of the Open Governance Committee agenda of 5 July 2016.


2.    The Council endorse the delegation in respect to the affixation of the Common Seal in accordance with the instrument of delegation marked as Attachment B to item 6 of the Open Governance Committee agenda of 5 July 2016.


3.    Pursuant to Section 124 of the Local Government (Highways) Act 1982 (“the Act”), the Director City Infrastructure and Manager Traffic Engineering be delegated the power to:

i.       close a local highway or part of a local highway in the municipality pursuant to Section 19(1)(a) of the Act; and

ii.      grant exclusive licences to occupy part of a local highway pursuant to Section 19(1)(c) of the Act;

for a purpose in connection with a public function or in order to facilitate work on land adjoining a local highway.

Deputy General Manager

The delegations register has been updated.






Agenda (Open Portion)

Governance Committee Meeting

Page 68





8.       Questions Without Notice

Section 29 of the Local Government (Meeting Procedures) Regulations 2015.

File Ref: 13-1-10


An Alderman may ask a question without notice of the Chairman, another Alderman, the General Manager or the General Manager’s representative, in line with the following procedures:

1.          The Chairman will refuse to accept a question without notice if it does not relate to the Terms of Reference of the Council committee at which it is asked.

2.          In putting a question without notice, an Alderman must not:

(i)   offer an argument or opinion; or

(ii)  draw any inferences or make any imputations – except so far as may be necessary to explain the question.

3.          The Chairman must not permit any debate of a question without notice or its answer.

4.          The Chairman, Aldermen, General Manager or General Manager’s representative who is asked a question may decline to answer the question, if in the opinion of the respondent it is considered inappropriate due to its being unclear, insulting or improper.

5.          The Chairman may require a question to be put in writing.

6.          Where a question without notice is asked and answered at a meeting, both the question and the response will be recorded in the minutes of that meeting.

7.          Where a response is not able to be provided at the meeting, the question will be taken on notice and

(i)   the minutes of the meeting at which the question is asked will record the question and the fact that it has been taken on notice.

(ii)  a written response will be provided to all Aldermen, at the appropriate time.

(iii)  upon the answer to the question being circulated to Aldermen, both the question and the answer will be listed on the agenda for the next available ordinary meeting of the committee at which it was asked, where it will be listed for noting purposes only.



Agenda (Open Portion)

Governance Committee Meeting

Page 69





9.       Closed Portion Of The Meeting


The following items were discussed:-


Item No. 1        Minutes of the last meeting of the Closed Portion of the Council Meeting

Item No. 2        Consideration of supplementary items to the agenda

Item No. 3        Indications of pecuniary and conflicts of interest

Item No. 4        Questions without notice – File Ref: 13-1-10