City
of hobart
AGENDA
Governance Committee Meeting
Open Portion
Tuesday, 28 March 2017
at 5.00 pm
Lady Osborne Room, Town Hall
THE MISSION
Our mission is to ensure good governance of our capital City.
THE VALUES
The Council is:
about people |
We value people – our community, our customers and colleagues. |
professional |
We take pride in our work. |
enterprising |
We look for ways to create value. |
responsive |
We’re accessible and focused on service. |
inclusive |
We respect diversity in people and ideas. |
making a difference |
We recognise that everything we do shapes Hobart’s future. |
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Agenda (Open Portion) Governance Committee Meeting |
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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.
APOLOGIES AND LEAVE OF ABSENCE
1. Co-Option of a Committee Member in the event of a vacancy
3. Consideration of Supplementary Items
4. Indications of Pecuniary and Conflicts of Interest
6.1 Greater Hobart: Local Government Reform Final Feasibility Study.
6.2 Australian Local Government Association - National General Assembly - Motions
6.3 Local Government Association of Tasmania - General Meeting Motions
6.4 New City of Hobart Mission Statement
7 Motions of which Notice has been Given
7.1 kunanyi/Mount Wellington - State Government's Proposed Land Acquisition
8 Committee Action Status Report
8.1 Committee Actions - Status Report
9. Responses to Questions Without Notice
11. Closed Portion Of The Meeting
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Governance Committee Meeting (Open Portion) held Tuesday, 28 March 2017 at 5.00 pm in the Lady Osborne Room, Town Hall.
COMMITTEE MEMBERS Ruzicka (Chairman) Deputy Lord Mayor Christie Cocker Thomas Reynolds
ALDERMEN Lord Mayor Hickey Zucco Briscoe Sexton Burnet Denison |
Apologies:
Leave of Absence: Nil
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The minutes of the Open Portion of the Governance Committee meeting held on Tuesday, 28 February 2017, the Special Governance Committee meeting held on Monday, 6 March 2017 and the Special Governance Committee meeting held on Tuesday, 14 March 2017, are submitted for confirming as an accurate record. |
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.
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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 conflict 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.
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?
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6.1 Greater Hobart: Local Government Reform Final Feasibility Study
File Ref: F17/29339
Report of the Acting General Manager of 23 March 2017 and attachments.
Delegation: Council
Item No. 6.1 |
Agenda (Open Portion) Governance Committee Meeting |
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REPORT TITLE: Greater Hobart: Local Government Reform Final Feasibility Study
REPORT PROVIDED BY: Deputy General Manager
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to request the Council’s consideration of the SGS Economics and Planning Greater Hobart: Local Government Reform Final Feasibility Report.
2. Report Summary
2.1. The Minister for Local Government, the Hon. Peter Gutwein MP has released the Greater Hobart: Local Government Reform Final Feasibility Report (attachment A).
2.2. A significant amount of research and analysis has been undertaken by the consultant, SGS Economics and Planning since their appointment in early 2016 with the end result being the Greater Hobart: Local Government Reform Final Feasibility Report.
2.3. The report examines the case for change, evaluates possible options, provides a risk analysis and discusses transitional arrangements in relation to local government reform in the greater Hobart area.
2.4. A number of actions have been undertaken by the administration to promote the report to the Hobart community.
2.5. It is now up to the Council to determine how it wishes to proceed from here in terms of the Greater Hobart: Local Government Reform Feasibility Report.
That: 1. The Council receive and note the SGS Economics and Planning Greater Hobart: Local Government Reform Final Feasibility Study. 2. The Council note the actions which have occurred in respect to the Greater Hobart: Local Government Reform Final Feasibility Study as a result of the 6 March 2017 Council meeting. 3. The Council consider how it wishes to proceed in terms of the Greater Hobart: Local Government Reform Feasibility Report.
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4. Background
4.1. The Council at its 7 September 2015 meeting resolved inter alia to endorse participation in a feasibility study/ies with Clarence, Glenorchy and Kingborough Councils into voluntary amalgamations and strategic resource sharing initiatives.
4.1.1. A memorandum of understanding was established between the State Government and Hobart, Glenorchy, Clarence and Kingborough Councils to formalise the arrangements for the development of the feasibility study.
4.2. SGS Economics and Planning were appointed as the consultant to undertake the study at the Council’s closed meeting on 25 January 2016.
4.3. A significant amount of research and analysis has been undertaken by the consultant since their appointment in early 2016 with the end result being the document attached to this report.
4.4. In terms of the SGS Economics and Planning final feasibility report, the Council has had the benefit of a presentation by SGS on 27 February 2017.
4.5. Furthermore, at its 6 March 2017 meeting the Council resolved that in response to the Minister for Local Government publically releasing the Greater Hobart: Local Government Reform Feasibility Report, the following actions be undertaken by the General Manager:
4.5.1. Establish a dedicated webpage accessed via the ‘latest news’ section on the front page of the Council’s website to include:
4.5.1.1. A factual introductory paragraph advising readers that the Minister for Local Government has released the final report and that the Council will continue to work closely with the State Government and surrounding councils;
4.5.1.2. A link to the Greater Hobart: Local Government Reform Final Feasibility Report;
4.5.1.3. A copy of the media release issued by the Minister for Local Government in relation to the final report;
4.5.1.4. A copy of the process and timeframes which the Minister released in February 2015;
4.5.1.5. Email contact details for members of the public to make direct contact with the Council in the event that they have questions or issues they want to raise in response to the report.
4.5.2. A facebook post be created directing people to the report on the Council’s website.
4.5.3. The Council advertise the report’s release in the Hobart Observer community newspaper and encourage members of the public to visit the Council’s website to view the report.
4.5.4. The Council call on the Administrator of the Glenorchy City Council to consider working with the City of Hobart and other interested councils in respect to the report prepared on local government reform, on the basis that the council remains a legally operative organisation under the Local Government Act 1993.
4.6. Aldermen are advised that the report continues to be promoted on the Council website, an advertisement is currently being designed to be placed in the Hobart Observer and the Lord Mayor has written to Administrator Sue Smith.
5. Proposal and Implementation
5.1. It is proposed that the Council receive and note the Greater Hobart: Local Government Reform Feasibility Report and the actions undertaken since the 6 March 2017 Council meeting.
5.2. It is now up to the Council to determine how it wishes to proceed from here in terms of the Greater Hobart: Local Government Reform Feasibility Report.
6. Strategic Planning and Policy Considerations
6.1. The strategic objectives of goal 5 of the Council’s 2015-2025 Strategic Plan are relevant in the consideration of this report.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Nil
7.2. Impact on Future Years’ Financial Result
7.2.1. Nil
7.3. Asset Related Implications
7.3.1. Nil
8. Legal, Risk and Legislative Considerations
8.1. Not applicable.
9. Delegation
9.1. This matter is delegated to the Council.
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.
Heather Salisbury Deputy General Manager |
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Date: 23 March 2017
File Reference: F17/29339
Attachment a: Greater Hobart: Local Government Reform Final Feasibility Report ⇩
Item No. 6.2 |
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6.2 Australian Local Government Association - National General Assembly - Motions
File Ref: F17/29501
Report of the Acting General Manager of 23 March 2017 and attachments.
Delegation: Council
Item No. 6.2 |
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REPORT TITLE: Australian Local Government Association - National General Assembly - Motions
REPORT PROVIDED BY: Deputy General Manager
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to seek the Council’s consideration as to whether it wishes to provide any motions to the Australian Local Government Association National General Assembly.
2. Report Summary
2.1. The Australian Local Government Association (ALGA) has written to councils inviting them to participate in the national General Assembly (NGA) by submitting a notice of motion.
2.2. This year the ALGA Board is calling for motions under the theme of ‘Building Tomorrow’s Communities’.
2.3. The Australian Government has recently focused greater attention on the role of cities, and this year the Council of Capital City Lord Mayors (CCCLM), through the current Chair (City of Sydney) will be seeking support from capital city council to submit motions on its current priorities of infrastructure, City Deals and Smart Cities and Suburbs Program.
That: 1. The Council determine whether it wishes to submit any motions which are consistent with the theme of ‘Building Tomorrow’s Communities to the 2017 ALGA NGA.
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4. Background
4.1. The Australian Local Government Association (ALGA) has written to councils inviting them to participate in the National General Assembly (NGA) by submitting a notice of motion.
4.2. The 2017 NGA, to be held in Canberra from 18 to 21 June, is an opportunity for individual councils to identify matters of national relevance to the sector and to submit notices of motion to seek support at the NGA for these matters to be considered by ALGA as national policy.
4.3. This year the ALGA Board is calling for motions under the theme of ‘Building Tomorrow’s Communities’. The NGA will focus debate on motions that address how councils can work in partnership with the Australian Government in particular to meet the current and future needs of local communities.
4.3.1. A short discussion paper have been prepared to assist councils to identify motions that address this year’s theme (attachment A).
4.4. To be eligible for inclusion in the NGA Business Papers and subsequent debate on the floor of the NGA, motions must meet the following criteria:
be relevant to the work of local government nationally;
be consistent with the themes of the NGA;
complement or build on the policy objectives of your state and territory local government association;
be from a council which is a financial member of their state and territory local government association;
propose a clear action and outcome; and
not be advanced on behalf of external third parties that may seek to use the NGA to apply pressure to Board members or to gain national political exposure for positions that are not directly relevant to the work of, or in the national interests of, local government.
4.5 The Council submitted one motion to ALGA last year in relation to CSIRO job cuts which was successfully carried.
4.6 This year the Council of Capital City Lord Mayors (CCCLM), through the current Chair (City of Sydney) will be seeking support from capital city councils to submit motions to the NGA based on its current priorities which are:
Infrastructure
City Deals
Smart Cities and Suburbs Program
5. Proposal and Implementation
5.1. The Council determine whether it wishes to submit any motions which are consistent with the theme of ‘Building Tomorrow’s Communities’ to the 2017 ALGA NGA in addition to the submission the CCCLM will be making.
6. Strategic Planning and Policy Considerations
6.1. A submission to the ALGA NGA provides an opportunity to influence government policy in the areas of particular interest to the City of Hobart.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Nil
7.2. Impact on Future Years’ Financial Result
7.2.1. Nil
7.3. Asset Related Implications
7.3.1. Nil
8. Legal, Risk and Legislative Considerations
8.1. Not applicable
9. Delegation
9.1. This matter is delegated to the Council.
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.
Heather Salisbury Deputy General Manager |
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Date: 23 March 2017
File Reference: F17/29501
Attachment a: Call for Motions Discussion Paper ⇩
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6.3 Local Government Association of Tasmania - General Meeting Motions
File Ref: F17/29497
Report of the Acting General Manager of 23 March 2017 and attachments.
Delegation: Council
Item No. 6.3 |
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REPORT TITLE: Local Government Association of Tasmania - General Meeting Motions
REPORT PROVIDED BY: Acting General Manager
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to determine whether the Council wishes to submit any motions to the Local Government Association of Tasmania’s July General Meeting.
1.2. In providing motions to the Local Government Association of Tasmania’s July General Meeting the Council has the opportunity to influence government policy in the areas of particular interest and benefit to the City of Hobart.
2. Report Summary
2.1. The Local Government Association of Tasmania’s Annual General Meeting and General Meeting are to be held on Wednesday 26 July 2017.
2.2. Each year the Local Government Association of Tasmania invites councils to submit motions on matters connected with the objectives of the Association or of common concern to members for inclusion in the July meeting agenda.
2.3. The Council submitted four motions to the 2016 meeting; one of which was carried whilst three were lost.
2.4. The administration is not aware of any new matters it is recommending be submitted to the General Meeting, however, Aldermen may wish to identify appropriate motions they wish to see progressed.
That: 1. The Council determine whether it wishes to submit any motions to July’s General Meeting of the Local Government Association of Tasmania.
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4. Background
4.1. Every year the LGAT writes to members inviting them to submit motions on matters connected with the objectives of the Association or of common concern to members for inclusion on the agenda of the July General Meeting (attachment A).
4.1.1. This year’s General Meeting and Annual General Meeting will be held at Wrest Point Casino on Wednesday 26 July 2017.
4.2. In 2016, the Council submitted four motions to the meeting, namely:
That there be statewide reporting consistency on the disclosure of itemised Aldermanic expenses on a monthly basis (lost);
The Federal Government be lobbied to reconsider its position with regard to CSIRO job cuts because of the critical importance of the scientific data needed by Councils to accurately inform their climate adaptation strategies and to inform their communities (carried);
The Local Government Association of Tasmania develop resource tools to encourage Tasmanian Councils to consider implementation of live-streaming of Council meetings as a means of ensuring open and transparent governance (lost); and,
The Local Government Association of Tasmania urge the State Government to consider making Local Government elections compulsory (lost).
4.3 The Council made amendments to two other motions in relation to tourism infrastructure and Bass Link which were both carried.
4.4 In the more recent past, the motions submitted by the Council have been matters or topical issues which it has been trying to prosecute through traditional local government channels.
4.5 There are no new matters which management is aware to put forward, however, this is not intended to discourage Aldermen from suggesting motions for the LGATs membership to consider.
5. Proposal and Implementation
5.1. The Council determine whether it wishes to submit any motions to the LGAT General Meeting to be held on 26 July 2017.
5.2. The LGAT has requested that any motions for the 26 July 2017 meeting be submitted by close of business 9 May 2017.
6. Strategic Planning and Policy Considerations
6.1. The Council has the opportunity to influence government policy in the areas of particular interest to the City of Hobart.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Nil
7.2. Impact on Future Years’ Financial Result
7.2.1. Nil
7.3. Asset Related Implications
7.3.1. Nil
8. Legal, Risk and Legislative Considerations
8.1. Not applicable.
9. Delegation
9.1. This matter is delegated to the Council.
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.
Heather Salisbury Acting General Manager |
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Date: 23 March 2017
File Reference: F17/29497
Attachment a: Correspondence from the LGAT - AGM and General Meeting ⇩
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6.4 New City of Hobart Mission Statement
File Ref: F17/15309
Report of the Acting General Manager of 23 March 2017.
Delegation: Council
Item No. 6.4 |
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REPORT TITLE: New City of Hobart Mission Statement
REPORT PROVIDED BY: Acting General Manager
1. Report Purpose and Community Benefit
1.1. This report presents Aldermen with a draft of a new mission statement for staff in the organisation – Working together to make Hobart a better place for the community.
1.2. In terms of community benefit, a mission statement that places the community at its heart sends a strong message and demonstrates a very strong commitment by the organisation to its community, which is interpreted in the broadest sense – residents, business owners, visitors, students.
2. Report Summary
2.1. As Aldermen are aware, the Council is about to embark on a process to set a new vision, which will include a range of strategic goals formulated by the Council.
2.1.1. While this process will of course have input from staff, it is largely an exercise driven by the Council based on extensive community input.
2.2. Also important however, is for the staff in the organisation to have a mission that articulates a clear purpose to guide their work.
2.3. One of the key outcomes from the last staff culture survey identified the need to clarify a common purpose for employees through the development of a new mission statement.
2.4. The report provides information on the process that was undertaken in the development of the new mission statement – Working together to make Hobart a better place for the community.
2.5. The new mission statement, which is essentially ‘a call to action’ for staff in terms of a clear understanding of their purpose and a guiding principle for their work at the City of Hobart, would replace the current mission statement on relevant documents.
That: 1. The Council endorse the new draft mission statement for staff in the organisation – ‘Working together to make Hobart a better place for the community’.
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4. Background
4.1. The current City of Hobart mission – To ensure good governance of our capital city - was developed as an outcome of the initial City of Hobart visioning process in 2005/06.
4.2. As Aldermen are aware, the Council is about to embark on a process to set a new vision, which will include a range of strategic goals formulated by the Council.
4.2.1. While this process will of course have input from staff, it is largely an exercise driven by the Council based on extensive community input.
4.3. Also important however, is for the staff in the organisation to have a mission that articulates a clear purpose to guide their work.
4.4. One of the key outcomes from the last staff culture survey identified the need to clarify this purpose for employees through the development of a new mission statement.
4.5. The development of the new mission for the organisation was undertaken though the Managers’ Forum engagement program.
4.5.1. Since February 2015, the Executive Leadership Team and all group and unit managers have been meeting on a regular basis to work together on a range of issues, with responses to the staff culture survey and cultural change having a particularly high priority in 2016.
4.6. In October 2016, the Managers Forum commenced a workshopping process to develop a new mission that centred on the core questions – ‘Why are we here / how do we go about the work we do?’
4.6.1. The key concepts that came out of this process included: the community is at the core of what we do; working together is critical (breaking down the organisation’s silos); Hobart being a better place; being people-focussed; being responsive; making a difference now, but with an eye to the future; working ‘with’, and not always working ‘for’ or ‘helping’ the community.
4.6.2. It was seen as important that the statement be succinct, but would resonate externally and internally – that the City of Hobart would be seen as ‘one organisation’, made up of a number of elements working together to a common purpose.
4.6.3. Also important is the interpretation of ‘community’ in this context –not only referring to Hobart residents, but being inclusive of anyone who accesses the City at any time – visitors, students, shoppers, tourists, business owners and so on.
4.7. Managers sought feedback from their teams after this workshop, which was brought back to the December Managers Forum. Working together to make Hobart a better place for the community was confirmed at that meeting.
5. Proposal and Implementation
5.1. The new mission statement, which is essentially ‘a call to action’ for staff in terms of a clear understanding of their purpose and a guiding principle for their work at the City of Hobart, would replace the current mission statement on documents.
5.2. It will be used, as appropriate, on City of Hobart promotional and marketing material.
5.3. While there will be further discussion about this at future Manager Forums, the mission will be built into the ethos or culture of the organisation and be used as a lens or guide for everything that is planned or undertaken by staff.
6. Strategic Planning and Policy Considerations
6.1. The new mission statement articulates a focus that is already present in many ways.
6.1.1. The concept of ‘community at the core of City of Hobart business’ is already strong in the current Hobart 2025 Vision and 2015 – 2025 Capital City Strategic Plan.
6.1.2. It is strongly reflected in all supporting strategic documents and initiatives, including the Social Inclusion Strategy; Transforming Hobart; the various Parks and City Amenity Master Plans to name a very small number of examples.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Not applicable.
7.2. Impact on Future Years’ Financial Result
7.2.1. Not applicable.
7.3. Asset Related Implications
7.3.1. Not applicable.
8. Legal, Risk and Legislative Considerations
8.1. None are foreseen.
9. Social and Customer Considerations
9.1. As outlined above, the new mission is fully focussed on the community – making Hobart a better place through combined and united efforts across all areas of the organisation, with a single purpose to guide all activities.
10. Community and Stakeholder Engagement
10.1. Internal stakeholders – Council officers - have been actively engaged in the process of developing a new mission statement to guide their contribution to the work of the Council, as outlined earlier in this report.
11. Delegation
11.1. The Council holds the delegation for this matter.
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.
Heather Salisbury Acting General Manager |
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Date: 23 March 2017
File Reference: F17/15309
Agenda (Open Portion) Governance Committee Meeting |
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7.1 kunanyi/Mount Wellington - State Government's Proposed Land Acquisition
FILE REF: F17/30515
Alderman Reynolds
Motion
“That Council notes that:
· The Hobart City Council is an active and
important caretaker of kunanyi/Mt Wellington, spending significant resources
every year on management of the park;
· Hobart City Council is working proactively to
improve and enhance the visitor experience on kunanyi/Mt Wellington and has
recently approved the development of three exciting new visitor experiences set
out in the One Mountain prospectus;
· Hobart City Council has approved and is currently developing a major upgrade of the Organ Pipes track and will be spending over $1 million in the next two years to create a world class visitor experience on par with the Wineglass Bay walking track;
And resolves to:
(i) Write to the Premier expressing our concern
about the state governments’ plan to forcibly acquire Hobart Council land
to facilitate the Mount Wellington cable car project, and the way the
government failed to consult with the Hobart City Council before announcing its
plan in the media.
(ii) Request an urgent report from the General Manager about the legal basis for and potential precedent created by the state government's forcible acquisition of Council land. The report also provide advice about issues that a forcible acquisition may raise for Hobart City's assets, day-to-day management and for the current Council projects on kunanyi/Mt Wellington.”
Rationale:
“The State Government announced to the media on 25 February that it has decided to take public land on kunanyi/Mt Wellington from Council ownership. They made this announcement to the media but did not inform the Council, except via a phone call to the Mayor within minutes of informing the media.
The City of Hobart invests significant time and money looking after and providing infrastructure for the mountain park. It is a significant asset to the City of Hobart and the proposal to forcibly acquire council land to facilitate one particular development needs the consideration of and discussion by the Council.”
The Acting General Manager reports:
“In line with the Council’s policy in relation to Notices of Motion, I advise that
the motion is considered to be within the jurisdiction of the Hobart City Council as it relates to the use of Council owned land.”
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A report indicating the status of current decisions is attached for the information of Aldermen.
REcommendation
That the information be received and noted.
Delegation: Committee
Item No. 8.1 |
Agenda (Open Portion) Governance Committee Meeting - 28/3/2017 |
Page 160 ATTACHMENT a |
GOVERNANCE COMMITTEE – STATUS REPORT
OPEN PORTION OF THE MEETING
March 2017
Ref Meeting Report /
Action Title Comments 1 COUNCIL AND COMMITTEES
REVIEW
AND GOVERNANCE ARRANGEMENTS Special Joint Meeting, 10/3/2015. Council, 12/10/2015,
item 10 Council, 19/9/2016,
item 11 GC, 4/10/2016,
Supp. Item 6.4, Council 29/11/2016,
item
16 1. The Council endorse its
preference for a governance
framework
which facilitates
the flow
of business
through committees
which are established in alignment with the City’s Strategic
Plan. (i) The following
strategic priority areas be utilised
as the basis for
the reporting structure: • Economic Development,
Vibrancy and
Culture; • Urban Management; • Environment
and Natural Resources; • Strong,
Safe and
Healthy Communities; • Governance
and Finance. (ii) Terms
of Reference
be prepared to reflect this structure for
consideration
at a Council workshop. 2. The
delivery of the framework and other
governance matters, as
addressed in the report
be also considered at the Council workshop, with a further report to be
prepared for consideration by the Committee
and Council. 3. The scheduling of Aldermanic workshops be deferred
for further discussion at an Aldermanic
workshop in the new year. Deputy General Draft Terms
of Reference
for committees aligned
to the Strategic
Plan have been developed
for consideration at the workshop
which will be scheduled shortly.
Manager
Item No. 8.1 |
Agenda (Open Portion) Governance Committee Meeting - 28/3/2017 |
Page 161 ATTACHMENT a |
Ref |
Meeting |
Report / Action |
Title |
Comments |
2
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CITY OF HOBART COMMUNITY ENGAGEMENT Council, 13/7/2015, item 21, Council 6/6/2016, item 21, Council 29/11/2016, item 15 |
The role of the Council’s Traffic Committees be considered following the conclusion of the engagement process for the draft Local Retail Precinct Plan.
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Director Community Development |
The report in relation to the community engagement framework will address this matter, and is anticipated to be tabled to the June meeting.
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SHAPING THE CITIES OF HOBART AND GLENORCHY – DETERMINING THE BENEFITS OF ENHANCED LAND VALUE THROUGH INVESTMENT IN A PUBLIC TRANSIT SYSTEM 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 |
A joint Steering Committee with representatives from both Councils has met on a number of occasions to progress this matter. A report and presentation will be provided to the Council following further consideration of the final report by the Steering Committee. |
Item No. 8.1 |
Agenda (Open Portion) Governance Committee Meeting - 28/3/2017 |
Page 162 ATTACHMENT a |
Ref |
Meeting |
Report / Action |
Title |
Comments |
4 |
MACQUARIE POINT DEVELOPMENT CORPORATION BOARD NOMINATION 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 was considered at the August Governance Committee meeting. The next report will be provided shortly. |
5 |
RECORDING AND PUBLISHING OF DEPARTURE TIMES FROM COUNCIL AND COMMITTEE MEETINGS 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 in relation to this matter will be provided to the next meeting. |
6 |
LAUNCESTON CITY COUNCIL – MEMORANDUM OF UNDERSTANDING 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 the 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 |
An informal meeting was held on 23 August 2016, however, due to busy schedules, it was not possible to arrange a formal meeting between Council representatives in 2016. Follow-up will occur with Launceston City Council. |
Item No. 8.1 |
Agenda (Open Portion) Governance Committee Meeting - 28/3/2017 |
Page 164 ATTACHMENT a |
Ref |
Meeting |
Report / Action |
Title |
Comments |
7 |
ALDERMANIC PROFESSIONAL DEVELOPMENT Council, 5/9/2016, closed item 9 |
That a process for the consideration of professional development requests which the Lord Mayor and Deputy Lord Mayor consider sit outside the criteria. |
Deputy General Manager |
This matter will be included as part of a number of proposed policy amendments as part of the annual policy review process scheduled for May 2017. |
8 |
TASMANIAN MUSEUM AND ART GALLERY BILL 2016 Council 7/11/2016, item 19 |
1. The Lord Mayor and General Manager meet with the Director of the Tasmanian Museum and Art Gallery (TMAG) to discuss their governance structures and avenues available for the Council to continue to engage with the TMAG. |
Director Community Development |
A meeting between the General Manager and Director Community Development with senior TMAG and Department of State Growth staff was held on 22 February 2017. A further report will be submitted to the Council after the Bill has been presented to Parliament. |
9 |
UNIVERCITIES CONFERENCE AND STUDY TOUR GC 31/1/2017, item 6.3, Council 6/2/2017, item 17 |
1. The Council participate in regular meetings with the University Council and pursue an amendment to the existing memorandum of understanding with the University of Tasmania that seeks to strengthen the strategic relationship between the parties and focus on: a) Joint research initiatives, including the socio-economic impacts of the University’s move into the City and the movement of people in and around the City; b) Public realm improvements, and; c) City activation. 2. The development of the new vision for the City of Hobart involve extensive consultation with the University of Tasmania as well as other key stakeholders and acknowledge the importance of higher education in the City. 3. When contemplating a possible City Deal for the Greater Hobart region, the following be taken into consideration:
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General Manager
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1. The Lord Mayor has met with Vice Chancellor Peter Rathjen and subsequently written in relation to Clauses 1 & 2.
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(i) The City Deal be well thought through and recognise what it is hoping to achieve; identify the issues it is seeking to address; is well resourced with appropriate, qualified staff; has a strong leadership structure and appropriate communication and PR support, and involve regional cooperation as well as commitment from the State and Australian Governments. 4. The
Council pursue a submission to the Smart Cities and Suburbs Program to gather
data to assist the community with travel to work information, address
congestion and improve the wider movement of people in the City. 5. A further report be provided to investigate extending an invitation to Gehl Architects to visit the City for the purposes of reviewing the urban transformation work the City has done to date and to provide a public lecture. 6. On receipt of the details of European Union’s ‘Twin Cities Urban Sustainability’ project that a further report be prepared for the Council that considers the cost benefit of the project and identifies potential partner cities, including Freiburg, with whom the Council may partner. 7. A visual presentation of the city design learnings from Bristol and Freiburg be provided to the Council, in conjunction with the University of Tasmania. (i) The
Governor of Tasmania, or her delegate, be invited to attend the presentation. 8. The General Manager be delegated the authority to reimburse appropriate officer travel expenses incurred in attending the UniverCities Conference and Study Tour. |
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3. The General Manager will action this through discussions with the Secretary – Department of Premier and Cabinet and the head of Infrastructure Tasmania.
4. Smart Cities and Suburbs program is not open for submissions at this time, however Officers are beginning to prepare necessary information.
5. An invitation will be sent to Gehl Architects.
6. A report was considered by the Council at its meeting of 20 February 2017 and application has been submitted and we are awaiting an outcome.
7. A presentation will be arranged as soon as practicable and the Lord Mayor will invite the The Governor of Tasmania.
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10 |
CONDUCT OF COUNCIL WORKSHOPS GC 31/1/2017, item 12, Council 6/2/2017, item 20 |
1.
The City of Hobart utilise the council workshop forum as allowed under the Local
Government (Meeting Procedures) Regulations 2015 as a mechanism to
receive information in relation to specific matters, and adopt the following
rules in relation to the conduct of workshops: (i)
Aldermen may utilise and participate in council workshops to receive
information on specific matters, so that they may gain maximum understanding
and appreciation of the subject matter. (ii)
As informal meetings conducted for the purpose of providing Aldermen with
information, attendance is optional. (iii)
Decisions may not be taken on any matter at Council workshops as qualified
advice is required in accordance with section 65 of the Local Government
Act 1993 before any decisions can be made. (iv)
Council workshops will not be used with the intent to gain consensus on
matters, but it is reasonable that Aldermen will discuss issues and exchange
views. (v)
Where the General Manager deems appropriate, external parties may be used to
facilitate or assist with the conduct of Council workshops. (vi)
These rules will be published on the cover page of documentation provided for
all workshops. 2. A report be prepared to consider the following additional rules: (i) (a) A report being provided from each workshop consisting of:
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The policy provisions in relation to workshops have been updated. A report in relation Clause 2 will be provided to the next meeting.
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11 |
ANNUAL REPORT ON THE RISK AND AUDIT
PANEL ACTIVITIES 2016 |
(b) Copies or details of any presentation made;
(c)
Any major points raised by Aldermen and presenters; (d)
A list of points arising from the workshop to be discussed at a subsequent formal
meeting of the Council. (ii)
Where possible workshops be recorded and made available to Aldermen. (iii) To avoid misinterpretation, any reporting of Aldermanic attendance at workshops displayed on the Council’s website be clearly differentiated from reporting of attendance at Council and committee meetings.
1.
The Council endorse the Risk and Audit Panel’s recommendation that the
Governance Committee review Section H of the Council policy titled Aldermanic
Development and Support, in order to provide for the referral of disputed
claims for reimbursement of expenses, to a body other than the Risk and Audit
Panel. 2. A report be provided assessing the remuneration of the independent Risk and Audit Panel members, with comparable sized Councils who operate similarly structured Panels. |
Deputy General Manager
|
1. This matter will
be included
as part of a number
of proposed
policy amendments as part
of the annual policy review process scheduled
for
May 2017. 2. A report in relation to this matter will be provided to the next meeting.
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12 |
HOBART 2025: NEXT STEPS |
1. The Council reaffirm its commitment to creating a new vision or long-range strategy for the City of Hobart. 2. The process to create the new vision commence in early 2017. 3. The process to create the new vision involve broad-scale community engagement, including: (i) Both online and offline methods, including web and social media presence and a range of in-person interactions. (ii) Incorporating techniques of relevance to long-range strategy, such as strategic foresight, systems thinking and participatory democracy. (iii) Building vision-specific partnerships with key stakeholders, such as the University of Tasmania and metropolitan local government entities. (iv) Wherever practicable, entering into direct dialogue with leading cities in relation to the development and measurement of individual and aspirational visions, to assist the process. 4. The process to create the new vision involve comprehensive pre engagement planning, including: (i) A dedicated communications strategy, including provisions for project branding, marketing and messaging (ii) A dedicated research and evaluation strategy, including provisions for data collection and analysis. 5. Regular updates on progress be provided to ELT and the Council. |
General Manager
|
This matter is being actioned at present and the Council will be provided with regular updates. |
13 |
TASWATER OWNERSHIP AND GOVERNANCE
ISSUES |
That the Council: 1. Reject
the State Government taking over water and sewerage systems across the State,
in the interests of the ratepayers of Hobart. 2. Seek
a meeting with the Treasurer and Taswater representatives to discuss the
issue of Taswater ownership and governance issues further. 3. Seek
to engage with the Upper House, other political parties and its communities
to explore the potential value of these assets in the long term, and
recommend to the Upper House that the legislation be referred to committee. 4. Communicate
its decision to the Local Government Association of Tasmania and the owner
representatives and invite them to participate in the briefing with the
Treasurer and Taswater representatives. 5. Reaffirm
the importance of the financial asset represented by the water and sewerage
assets and the need to preserve these assets in any developing agenda. 6. Issue a media release stating its position on this issue. |
General Manager
|
Letters to the Treasurer, Taswater Chairman and the LGAT on behalf of the owner representatives have been drafted.
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Agenda (Open Portion) Governance Committee Meeting |
Page 170 |
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28/3/2017 |
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Regulation 29(3) Local Government
(Meeting Procedures) Regulations 2015.
File Ref: 13-1-10
The General Manager reports:-
“In accordance with the procedures approved in respect to Questions Without Notice, the following responses to questions taken on notice are provided to the Committee for information.
The Committee is reminded that in accordance with Regulation 29(3) of the Local Government (Meeting Procedures) Regulations 2015, the Chairman is not to allow discussion or debate on either the question or the response.”
9.1 Elector Poll Process
File Ref: F17/23621
Report of the General Manager of 28 March
2017.
9.2 Local Government Reform
File Ref: F17/23323
Report of the Acting General Manager of 28
March 2017.
9.3 Capital Cities Acts
File Ref: F17/23319
Report of the Acting General Manager of 28 March 2017 and attachments.
Delegation: Committee
That the information be received and noted.
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Item No. 9.1 |
Agenda (Open Portion) Governance Committee Meeting |
Page 172 |
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28/3/2017 |
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Memorandum: Lord Mayor
Deputy Lord Mayor
Aldermen
Response to Question Without Notice
Elector Poll Process
Meeting: Governance Committee
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Meeting date: 31 January 2017
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Raised by: Alderman Reynolds |
Question:
Is there a defined process in order to enact an elector poll on a particular topic, for example in relation to the electorates view on amalgamation?
Response:
There are two methods of initiating an elector poll which are outlined in sections 60B and 60C of the Local Government Act 1993.
The first method is by presentation of a petition received within 30 days after a public meeting in relation to a particular subject matter, whereby at least 5% of the electors in the municipal area, or 1,000 of those electors, whichever is the lesser, have signed the petition.
In this scenario, if the petition is received by the Council within 60 days of the notice of election for the next ordinary local government election, the elector poll may be held in conjunction with that election.
The second method of enacting an elector poll is for the Council to initiate the process. To do so, the Council is required to adopt a motion to instigate an elector poll on any issue the Council feels appropriate, with the poll to be undertaken in any manner the Council determines, such as part of a forthcoming local government election or at a time outside of the local government elections.
The most recent example of an elector poll occurred in 2007 when the Council initiated an elector poll in relation to the proposed Tamar Valley Pulp Mill which was conducted as part of the local government election in that year.
Consultation with the Tasmanian Electoral Commission (TEC) at that time resulted in advice around ensuring the credibility and successful outcomes of the poll, and in order to achieve this recommended that the Council give careful consideration to:
a) The question(s) being simple, unbiased, easily understood by voters and be capable of producing meaningful result.
b) The ballot paper being accompanied by relevant information including;
(i) A clear and unbiased presentation of the issues surrounding the poll; and
(ii) Credible ‘YES’ and ‘NO’ cases printed in a similar fashion and produced in accordance with agreed guidelines.
The Council engaged Myriad Consultancy to assist in designing the survey questions and the accompanying information.
More recent consultation with the TEC indicates that there are approximately 37,624 electors within in the City of Hobart (source: ‘Report on the 2014 Hobart City Council Election’) and that the estimated costs associated with the TEC conducting an elector poll in conjunction with the local government elections would be $1.50 per elector, or in the order of $56,436.
Based upon a similar approach to the 2007 poll, an additional cost estimated in the order of $50,000 may be required to engage a consultant to undertake the survey questions, supporting information and various telephone surveys.
The cost of the TEC conducting an elector poll outside the local government election would increase the cost to approximately $4.00 per elector, namely $150,496.
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 |
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Date: 8 March 2017
File Reference: F17/23621
Item No. 9.2 |
Agenda (Open Portion) Governance Committee Meeting |
Page 174 |
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28/3/2017 |
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Memorandum: Lord Mayor
Deputy Lord Mayor
Aldermen
Response to Question Without Notice
Local Government Reform
Meeting: Governance Committee
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Meeting date: 28 February 2017
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Raised by: Lord Mayor Hickey |
Question:
In respect to the potential reform model known as the greater south east council merger option, can the General Manager provide details of the conclusions arising from the peer review as engaged by the Clarence City Council?
Response:
The South East Councils Feasibility Study undertaken by KPMG for the Clarence City Council, Sorell Council, Tasman Council and Glamorgan Spring Bay Council was released in October 2016.
City of Hobart officers have contacted the Clarence City Council which has advised that whilst they have commissioned an independent review of the South East Councils Feasibility Study the final report has not yet been received.
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.
Heather Salisbury Acting General Manager |
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Date: 22 March 2017
File Reference: F17/23323
Item No. 9.3 |
Agenda (Open Portion) Governance Committee Meeting |
Page 176 |
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28/3/2017 |
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Memorandum: Lord Mayor
Deputy Lord Mayor
Aldermen
Response to Question Without Notice
Capital Cities Acts
Meeting: Governance Committee
|
Meeting date: 28 February 2017
|
Raised by: Alderman Ruzicka |
Question:
Can the General Manager provide a synopsis of the contents of Capital City Acts in other Australian capital cities and advise if there has been any peer-reviewed research and analysis into the success or otherwise of such Acts?
Response:
Attached for the information of Aldermen is a summary of the purpose and objectives of the five Capital City Acts.
Council officers have made contact with the City of Melbourne, City of Adelaide and City of Perth who have advised that none of the Acts related to these cities have been peer-reviewed as to their success or otherwise.
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.
Heather Salisbury Acting General Manager |
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Date: 23 March 2017
File Reference: F17/23319
Attachment a: Capital City Acts ⇩
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Agenda (Open Portion) Governance Committee Meeting |
Page 180 |
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28/3/2017 |
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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.
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Agenda (Open Portion) Governance Committee Meeting |
Page 181 |
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28/3/2017 |
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