Agenda of Governance Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Governance Committee Meeting

Page 7

28/11/2017

Memorandum: Governance Committee

Stakeholder Relations and Advocacy with Local, State and Federal Tiers of Government

Purpose
The purpose of this memorandum is to provide the Council with an overview of activities involving key stakeholders at a Local, State and Federal level of government.

Discussion
The Council has established effective working relationships at a senior bureaucratic and political level with other Councils as well as the Tasmanian and Australian Government. It also actively contributes to peak bodies within the local government sector.

A summary of these are listed below.

Australian Government
A meeting with the Hon. Angus Taylor MP, Minister for Cities and Digital Transformation occurred on 13 October 2017 which allowed the Council to provide an update on key priority areas, including:

· City Deal

· UTAS STEM project

· Transforming Hobart agenda

· Northern Transit Corridor Urban Renewal project

· Derwent River Ferry Service

· Capital City Act (Greater Hobart)

· Macquarie Point development

· Doone Kennedy Hobart Aquatic Centre

Regular meetings have also been held with the Member for Denison, the Hon. Andrew Wilkie MP.

Council of Capital City Lord Mayors

The Council of Capital City Lord Mayors most recently met in Canberra on 18 and 19 October with a number of politicians, including:

· The Hon. Anthony Albanese MP, Shadow Minister for Cities, Transport and Infrastructure

· Senator Richard Di Natale, Leader of the Australian Greens

· The Hon. Darren Chester MP, Minister for Infrastructure

· The Hon. Paul Fletcher MP, Minister for Urban Infrastructure

· The Hon. Mark Butler MP, Shadow Minister for Climate Change and Energy

These meetings focussed on density, affordable housing, planning, improved public transport, and technology.

Tasmanian Government
A number of meetings have been held with Tasmanian Government Ministers, including the Premier, Minister for Local Government and Treasurer, Minister for Infrastructure, Minister for Energy and Resources and the then Minister for State Growth.

Council officers regularly meet with their Tasmanian Government counterparts, including officers from the Department of State Growth.

Meetings are also held with the Tasports, the Tasmanian Audit Office, Macquarie Point Development Corporation, Metro Tasmania, TasWater, and the Sullivans Cove Tripartite Steering Committee.

Aldermen Ruzicka and Cocker and the General Manager addressed a Legislative Council Select Committee on TasWater on 14 September. Alderman Ruzicka and the General Manager spoke to members of the Legislative Council on the Mount Wellington / kunanyi Facilitation Bill 2017 on 20 September 2017.

Local Government
Local Government Association of Tasmania
The Local Government Association of Tasmania (LGAT) offer at least three general meetings per year which provide an opportunity to formulate and ratify LGAT policy. Items considered at the last meeting held earlier this month included, a TasWater update, Tasmanian Community Health and Wellbeing Project, an update on the targeted review of the Local Government Act, Regional Breakfast Series, Stormwater Management Plans, Policy updates (Planning, Energy, Emergency Management, Cat Management, National Heavy Vehicle Regulator, Climate Change), ALGA update, Annual Plan and Election Priorities.
The Council also regularly provides input into sector-wide submissions.

Southern Tasmanian Councils Authority
The Southern Tasmanian Councils Authority (STCA) meets quarterly and consists of the 12 Southern Tasmanian Councils. The group has received presentations from the Minister for Local Government, the former Vice Chancellor of UTAS, and will hear from the Leader of the State Opposition in December. The STCA have developed a State Election Priorities document which has been forwarded to all three parties and is strongly supportive of a City Deal for Greater Hobart.
The City of Hobart is currently providing secretariat support for the STCA.

Greater Hobart Local Government Reform Steering Committee
The Council is an active participant on the Greater Hobart Local Government Reform Steering Committee which has heard from the Premier and Treasurer. The Group has developed a proposal for a Capital City Act (Greater Hobart) which has been forwarded to the State Government.

Glenorchy and Hobart Transit Corridor Steering Committee

Hobart and Glenorchy City Councils are working together to further progress the Glenorchy to Hobart Public Transit Corridor Project. A consultant has been engaged to assist in garnering the required government, agency and private sector support and commitment to implement urban renewal and transit orientated development projects.

Other key stakeholders

Council also has meaningful relationships with a range of other key stakeholders including the Hobart International Airport, Tasmanian Audit Office, Council of Hobart Community Associations, UTAS.

Conclusion
The Council continues to maintain effective working relationships with all levels of government as well as other key stakeholders.

REcommendation

That:

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: 23 November 2017

File Reference: F17/151163

Item No. 6.2

Agenda (Open Portion)

Governance Committee Meeting

Page 11

28/11/2017

REPORT TITLE: Amdendments to the Local Government (General) Regulations 2015

REPORT PROVIDED BY: General Manager

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to seek input from the Council in relation to proposed amendments to the Local Government (General) Regulations 2015 following the passing of the Local Government Amendment (Targeted Review) Bill 2017.

2. Report Summary

2.1. The Local Government Amendment (Targeted Review) Bill 2017 has recently had its third reading in the Legislative Council and it is expected to receive Royal Assent shortly.

2.2. As a result of the passage of the Bill, amendments are proposed to the Local Government (General) Regulations 2015 which are the subject of a Stakeholder Discussion Paper prepared by the Local Government Division.

2.3. Input is sought from the Council in relation to three issues:

2.3.1. Gifts and benefits;

2.3.2. An increase to the electoral advertising limit; and

2.3.3. An amendment to the Declaration of Office.

3. Recommendation

That:

1. The Council consider its position with respect to the following issues relating to gifts and benefits in the proposed changes to the Local Government (General) Regulations 2015:

(i) The minimum threshold for disclosure;

(ii) The timing of disclosure of gifts or donations; and

(iii) The timing of making the register public.

2. In addition to the above, the Council provide feedback to the Local Government Association of Tasmania in relation to the proposed changes to the Local Government (General) Regulations 2015 in the following terms:

(i) The Council supports the increases to the electoral advertising limits; and

(ii) The Council supports the proposed inclusions to the Declaration of Office provided that the term ‘professional development’ is defined and the Local Government Division of the Department of Premier and Cabinet develop, in consultation with councils and other relevant stakeholders, a model professional development policy that provides clear guidance as to its requirement.

4. Background

4.1. The Local Government Amendment (Targeted Review) Bill 2017 (“the Bill”) had its third reading in the Legislative Council on 19 October 2017 and received Royal Assent on 22 November 2017.

4.2. The Bill made a number of amendments to the Local Government Act 1993 (“the Act”), mainly in relation to the governance arrangements under the Act.

4.3. As a result of the commencement of the Bill it is necessary to amend various provisions of the Local Government (General) Regulations 2015 (“the Regulations”). To that end, the Local Government Division is seeking comment from the local government sector on three specific areas proposed to be amended.

4.3.1. Attachment A to this report is a Stakeholder Consultation Paper prepared by the Local Government Division in relation to the proposed amendments.

4.4. The three areas proposed to be changed in the Regulations are as follows:

4.4.1. Introduction of a gifts and donations register;

4.4.2. An increase to the electoral advertising limit; and

4.4.3. Amending the Declaration of Office.

Gifts and Benefits

Included within the Stakeholder Consultation Paper is a table summarising the key issues and possible changes to the Regulations. Generally, the changes are supported, however there are three specific issues on which the Local Government Division is seeking feedback from Council.

Issue 1

4.5. The proposed amendments include that only gifts or donations over a certain value need to be declared. It states that across jurisdictions this ranges from $200 (Queensland, Western Australia), $500 (South Australia, Victoria) and $1,000 (New South Wales).

4.6. The two options proposed for a minimum threshold are:

4.6.1. $50; or

4.6.2. $200.

Issue 2

4.7. The Local Government Division is interested in stakeholders’ views on the best practice for the timing of disclosure of gifts and donations in Tasmania.

4.8. This requirement governs what timeframe is specified for the reporting of gifts and donations to the General Manager as required under the Bill. Across jurisdictions there are varying reporting periods from 3 days up to 10 weeks. The Queensland Government model of real-time disclosure is cited as a preferred option, which is a 7 day requirement. It would seem that this would be reasonable.

Issue 3

4.9. It is noted that it is a standard practice in other jurisdictions that gift registers are disclosed publically. The City of Hobart already does this and its register is cited as an example.

4.10. The question arises in this paper as to what is an appropriate timing for making the register public. Currently the Council publishes its register monthly and this would seem a reasonable approach.

Electoral Advertising Limit

4.11. It is proposed that the limit increase from $5,000 to $6,500 for an alderman candidate and from $8,000 to $10,500 for an alderman and mayor or deputy mayor candidate.

4.12. In addition, these will also be indexed by CPI annually.

4.13. The concept of increasing these limits formed part of the Council’s submission into the review of the Bill and the dollar amounts appear reasonable given that in coming up with the proposed figures they have been indexed from the previous 2005 Regulations to current-day dollars.

Declaration of Office

4.14. It is proposed that the following two statements are included within the Declaration of Office:

4.14.1. Engage in ongoing professional development; and

4.14.2. Abide by the principles of good governance.

4.15. Whilst the concept of these inclusions are supported, it is considered that definition or guidance through a model policy needs to be provided in respect to what is meant by the term “professional development”.

4.16. Essentially the Declaration of Office forms a ‘contract’ that the successful candidate enters into with the Council’s electors and it is therefore important that the terms of the Declaration of Office are clear and unambiguous such that they can be complied with.

5. Proposal and Implementation

5.1. It is proposed that the Council consider its position with respect to the following issues relating to gifts and benefits in the proposed changes to the Local Government (General) Regulations 2015:

5.1.1. The minimum threshold for disclosure;

5.1.2. The timing of disclosure of gifts or donations; and

5.1.3. The timing of making the register public.

5.2. It is also proposed that the Council provide feedback in relation to the proposed changes to the Local Government (General) Regulations 2015 in the following terms:

5.2.1. The Council supports the increases to the electoral advertising limits; and

5.2.2. The Council supports the proposed inclusions to the Declaration of Office provided that the term ‘professional development’ is defined and the Local Government Division of the Department of Premier and Cabinet develop, in consultation with councils and other relevant stakeholders, a model professional development policy that provides clear guidance as to its requirement.

6. Legal, Risk and Legislative Considerations

6.1. These have been addressed in the body of this report.

7. Delegation

7.1. This matter requires the consideration of Council.

N.D Heath

General Manager

Date: 23 November 2017

File Reference: F17/152866; S16-001-02/18

Attachment a: Stakeholder Consultation Paper ⇩

Item No. 6.3

Agenda (Open Portion)

Governance Committee Meeting

Page 24

28/11/2017

REPORT TITLE: 2017-18 Annual Plan - Progress Report
Period Ended 31 October 2017

REPORT PROVIDED BY: Group Manager Executive & Economic Development

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide the Council with an account on the progress against each of the major actions and initiatives within the 2017–18 Annual Plan (refer Attachment A, 2017–18 Annual Plan Progress Report: period ended 31 October 2017).

1.2. The Annual Plan sets out major actions and initiatives for the third year of the Capital City Strategic Plan 2015-2025. Central to the Strategic Plan is the long-term vision for the City representing a shared understanding of what Hobart should be like in 2025.

2. Report Summary

2.1. The Annual Plan is required pursuant to S71 of the Local Government Act 1993.

2.2. The 2017–18 Annual Plan Progress Report: period ended 31 October 2017, is the first of three progress reports that are prepared throughout the financial year providing an account on progress against each of the major actions and initiatives in the Annual Plan.

2.3. The first four months of 2017-18 has seen the commencement of 90 per cent of major actions and initiatives, 81 per cent are underway,
9 per cent completed and 10 percent are not yet started.

2.4. The City is currently progressing a number of its major medium-term projects which include Transforming Hobart (its most ambitious capital works plan to date), the implementation of new business systems (Project Phoenix), the visioning exercise to renew the Council’s longitudinal strategy and leading discussions in relation to a Capital City Act and a City Deal for Hobart. This report also places the implementation of the Annual Plan in context with the City’s medium-term goals.

2.5. Furthermore this report provides a summary of those actions that have been completed or substantially undertaken for the period of 1 July to 31 October.

3. Recommendation

That the Council endorse the 2017–18 Annual Plan Progress Report: period ended 31 October 2017, marked as Attachment A to this report.

4. Background

4.1. The Annual Plan is required pursuant to S71 of the Local Government Act 1993 that describes the actions to be undertaken to achieve the objectives of the Strategic Plan.

4.2. The Strategic Plan is a requirement pursuant to S66 of the Local Government Act 1993 and the Local Government (Miscellaneous Amendments) Act 2013. The Council is required to develop a strategic plan every ten years and review at least every four years.

4.3. The Council at its meeting on 9 November 2015 endorsed a new ten year strategic plan titled Capital City Strategic Plan 2015-2025.

4.3.1. The Strategic Plan is due for review November 2019.

4.4. The Council at its meeting on 3 July 2017 adopted the City of Hobart Annual Plan for the 2017–18 year which sets out how the Strategic Objectives of the ten year strategic plan will be met.

4.5. Three reports are prepared throughout the financial year providing an account on progress against each of the major actions and initiatives in the Annual Plan. The reporting periods for the 2017–18 Annual Plan are as follows:

4.5.1. Progress Report – period ending 31 October 2017

4.5.2. Progress Report – period ending 28 February 2018

4.5.3. Final Report (Annual Report) – period ending 30 June 2018

4.6. Accordingly, this report is the first report of which details the status of all major actions and initiatives for the period ending 31 October 2017.

Progress

4.7. The first four months of 2017-18 has seen the commencement of 90 per cent of major actions and initiatives. As illustrated in the following graphs, 81 per cent are underway, 9 per cent completed and
10 per cent are not yet started.

Overview of progress of implementation of major actions and initiatives by goal

Overview of progress of implementation of major actions and initiatives

Progress in relation to major medium-term projects through key actions from the Annual Plan.

4.8. Through the major actions and initiatives within the Annual Plan the City of Hobart continues to progress its major medium-term projects which include Transforming Hobart (its most ambitious capital works plan to date), the implementation of new business systems (Project Phoenix), the visioning exercise to renew the Council’s longitudinal strategy and leading discussions in relation to a Capital City Act and a City Deal for Hobart.

Transforming Hobart projects underway for 2017-18 include a shared-use pedestrian bridge over the Tasman Highway joining the Cenotaph to Soldiers’ Memorial Avenue; the all abilities shared access bridge, Brooker Highway; the integrated parking system, to replace all of the on street parking meters in the city and to introduce new technology including in ground sensors and a pay by phone mobile app; implementing the Lenah Valley retail precinct program; the upgrade of Kemp Street (including a commercial waste and recycling receiving facility); renewal works at the Doone Kennedy Hobart Aquatic Centre; track works on kunanyi / Mount Wellington; replacement of the playing surface on the TCA Ground; street light upgrades; Tolmans Hill Playground and public toilet upgrades across eight sites.

In addition to the Transforming Hobart projects the City’s asset renewal program is a substantial undertaking with enhanced project management systems that will increase the city’s capacity to deliver projects this financial year.

4.9. The implementation of new business systems Project Phoenix, continues as the City focuses on putting the customer at the centre of everything it does. The first stage has been delivered with the launch of the City’s website. The new website involved a redesign of the ‘look and feel’ of the website to be more accessible and contemporary, and includes a complete review of content to make it easier for the public to understand.

A project plan for the decommissioning of legacy systems has been developed.

A number of workshops have been held with the City’s software partner Open Office. The Payroll module is in user acceptance testing, configuration of Finance, Property and Rating, Customer Request Management and Planning and Compliance are on track for implementation in 2018.

Work also continues on implementing contemporary asset management principles and outputs along with how the City can better manage information going forward.

4.10. The current visioning exercise commenced community engagement in September. ‘Talking to Hobart’, an interview-based approach, is underway. The major themes arising from the 180 one-to-one interviews are posted on a blog called ‘Only in Hobart’. A similar engagement survey will also be included in the December issue of City News. Planning is underway for a major event, the City Forum, to be held at the end of November. The forum will look to create a shared picture of the long-term future for Hobart with practical ideas and plans for consideration by a Community Panel early next year.

Furthermore a workshop was held in relation to the visioning exercise in the Town Hall during Children’s Week with local primary school children to ensure the voices of our future citizens are included.

4.11. The Council continues to advocate for the University of Tasmania’s STEM project to be the centre of a City Deal for Hobart. A number of meetings have been held with senior officials including Federal politicians as part of the City’s participation in the Council of Capital City Lord Mayors activities.

The Lord Mayor hosted a significant meeting with Assistant Minister for Cities Angus Taylor, State Government Treasurer Peter Gutwein and Senator Eric Abetz with regard to discussing the potential framework and content for a City Deal for Hobart.

In September the City, in partnership with the Mercury, hosted a public information session and forum where the importance of the STEM proposal was discussed with the community.

Furthermore regular meetings are held between the Lord Mayor and the Vice Chancellor; the General Manager, City of Hobart and the Chief Operating Officer, University of Tasmania (UTAS) to progress a number of initiatives that relate to the Memorandum of Understanding
2015–18 between the University of Tasmania and the City of Hobart.

Major achievements from the Annual Plan that have been completed or substantially undertaken for the period of 1 July to 31 October include:

Goal one – Economic development, vibrancy and culture

4.12. A large number of events, festivals and activities continue to be funded through the Community Development Grants Program. In the project round announced in October 2017 there were 30 projects approved with funding of $155,556.51 provided.

4.13. The City of Hobart’s Salamanca Market was nominated as a finalist in the Major Festivals and Events and the Major Tourist Attractions categories of the Tasmanian Tourism Awards (and subsequently won).

4.14. The Tasmanian Travel and Information Centre continues to work closely with the tourism industry and local economy. A pre-season industry meeting in collaboration with Destination Southern Tasmania and Tasports was hosted by the City and the Tourism Services Manager holds a position on the Cruise Tasmania Network with Tourism Tasmania.

4.15. As part of the City of Hobart’s Local Retail Precincts Plan initiative, three precinct areas to be revitalised are well underway. The Sandy Bay Shopping Centre upgrade is due for completion by the end of November; the planning and design stage of New Town has begun in close collaboration with the community; and the construction of Lenah Valley has commenced and is due to be completed towards the end of 2018.

4.16. Strong international relationships have been progressed and enhanced with significant international relations activities of which include:

- Two student exchange visits to Hobart from Yaizu, Japan and Fuzhou, China.

- Two very significant milestones were celebrated. The first was to commemorate 40 years of sister city friendship with a delegation of 19 travelling to Yaizu in August to take part in celebrations. The City also celebrated 20 years of sister city relationship with L’Aquila by hosting a reception in October 2017 in conjunction with the Abruzzese Association.

- A small delegation attended the Euro Asia Economic Forum in Xi’an.

- In October 2017, the City hosted senior delegates from Fuzhou, China.

- A relationship with a town in Timor-Leste (Balibo) is currently being investigated.

- Two Aldermen have visited Portland and officer to officer contact has been established.

- The City of Hobart, along with representatives from the University of Tasmania and the private (smart cities) sector, held meetings with the City of Katowice Poland as part of the European World Cities Project, in which the two cities are paired.

4.17. A successful Creative Hobart forum that focussed on the opportunities available through the provision of accessible and inclusive arts projects was delivered.

Goal two – Urban management

4.18. Work towards the City of Hobart Transport Strategy 2018–30 continues with community engagement on identifying issues completed and a draft strategy outline with proposed timelines currently being considered by the steering committee and the Executive Leadership Team.

An Employee Travel Action plan was also launched in August along with a working group to implement the actions in the Plan with the aim at improving travel choices for the City’s employees’ journey to and from work.

4.19. The City is working closely with the developer of the proposed Hyatt Centric hotel, the State Government and Metro Tasmania to minimise any impact construction may have on the operation of the Elizabeth Street bus mall. The Council has supported the implementation of lane closures and road closures from mid-December 2017 for approximately 20 months until the works are complete.

4.20. A review of 69, out of the 72, Heritage Precincts for translation into the proposed Tasmanian Planning Scheme has been completed.

4.21. Implementation of public toilet strategy is progressing. Refurbishment of the facilities located at 6 Washington Street, South Hobart and Domain Athletics Centre are scheduled to be completed this financial year, with detail planning progressing for new facilities at Swan Street, North Hobart and Fern Tree Park for development in 2018/19.

Construction is underway on the new toilets as a component of the Community Hub development on the Queens Domain. A refresh of the facilities at Argyle Street Car Park has been completed, pending the construction of new facilities in the next 12 months.

Goal three – Environment and natural resources

4.22. A new Energy Savings Action Plan has been developed for the 2018 to 2020 period. While most of the major projects to reduce energy have been implemented, a range of further, mostly smaller scale, works have been identified.

4.23. Waste Strategy Actions for 2017-2018 are on track for delivery. The City’s residential kerbside green waste collection has diverted in excess of 3,000 tonnes of green waste from landfill, to mulch/composting with an additional 1,300 residences not automatically part of the scheme, voluntarily joining the service. The City is also introducing red lids for general rubbish bins. Using three distinct bin lid colours helps some people to better sort their rubbish into three streams.

4.24. Work has commenced on the second, and final, stage of the rejuvenation of the Great Short Walk kunanyi/Mount Wellington project.

Goal four – Strong, safe and healthy communities

4.25. The design and documentation phase of the Doone Kennedy Hobart Aquatic Centre refurbishment is underway and due for completion in June 2018. The construction phase of the refurbishment is subject to development approval and is scheduled to commence in July 2018.

4.26. Several community events were delivered for Seniors Week, Adult Learners’ Week, Children’s Week, Homelessness Week and Anti Poverty week that included a youth arts banner project, young people working with an artist to develop city banners illustrating what poverty meant to them, educator’s forum, and multiple public art projects.

Two concerts were also held during Seniors Week in the Town Hall and at the Mount Stuart Memorial Hall.

4.27. An extensive School Holiday program of activities both in facilities and in public spaces was held.

Goal five - Governance

4.28. Aldermanic communications were reviewed and an audit of arrangements for the Aldermanic Hub was undertaken. An upgrade for the Hub and changes to the format of publications have been made.

4.29. Actions from the Human Resources unit review were progressed with the development of a unit vision, a communications plan, the delivery of awareness sessions across the Council, development of agreed roles and responsibilities for the unit, development of a three year road map, a new organisational structure and a new name for the unit ‘People and Capability’. The model is based on a ‘partnership with business’ approach, responding to the requested future state identified in the initial workshops.

4.30. A draft community engagement framework has been developed for discussion by the Executive Leadership Team in part to respond to the significant increase in the City’s community engagement activities. In the past four months the City has engaged with the community on the following projects:

Active engagement

Closed and or awaiting outcome

- Love our Streets West Hobart: A community Connect Project

- Naming of the Bridge Across the Tasman Highway

- Tolmans Hill Playground

- In this place – A public artwork for Lenah Valley

- Hobart City Vision Project

- Climate Change Strategy Review

- Trial of Jogging Surfaces – Joggers Loop, Queens Domain

- New Town Retail Precinct Streetscape Upgrade

- Support for Hobart becoming a UNESCO City of Literature or World Book Capital

- Planning Scheme amendment to height standards in the Central Business Zone with two public information sessions held in August

- A public meeting was held in response to a building height petition.

- John Turnbull Dog Park

- City of Hobart By-Laws Review – five of its six by-laws: Public Spaces; Infrastructure; Car Parks; Environmental Health; and Waste Management.

- STEM information evening

- Art prize review

- Community Engagement Review

- Doone Kennedy Aquatic Centre Upgrade

- Development of a Transport Strategy

- Battery Point Slipyards Master Plan

Yet to commence

4.31. Review and create a new parking strategy that encompasses the introduction of the integrated parking system and the central control system for car parks, with links to the transport strategy as appropriate.

This review is programed to commence following the installation of the Integrated Parking System.

4.32. Complete first stage design and commence reconstruction of Carlton Street, New Town.

Design will commence in January with potential for construction to begin late May early June.

4.33. Develop a business plan for the City Hall site and undertake stage two of the building works.

A consultant is to be engaged to develop a business plan, and stage two building works will commence in early 2018.

4.34. Complete a stormwater plan for the urban portions of the New Town Rivulet catchment; complete a stormwater plan for the Maypole Rivulet catchment; and complete the investigation for flood mitigation works associated with the lower reaches of the Maypole Rivulet and New Town Rivulet catchments.

All actions are awaiting finalisation of New Town Rivulet Flood Study Report.

4.35. Implement the revised Environment Management and Pollution Control (Smoke) Regulations due to be issued in 2017, specifically the regulation of smoke emissions from residential premises

Release of the revised Smoke Regulations by the State Government has been delayed.

4.36. Implement the revised Guidelines for the Control of Legionella to be issued in 2017 under the Public Health Act 1997, specifically the regulation of warm water systems.

Release of the revised Guidelines by the State Government has been delayed.

4.37. Implement the revised Recreational Water Quality Guidelines to be issued in 2017 under the Public Health Act 1997, specifically beach and swimming/spa pool monitoring.

Release of the revised Guidelines by the State Government has been delayed.

4.38. Update the communications policy and develop relevant guidelines.

This action has been deferred subject to the findings of the Communications Review.

4.39. Introduce a welcome pack for refugee arrivals to Hobart.

A welcome pack will be developed in 2018.

4.40. Scope the planning and delivery of a new strategic measurement system to track annual and longitudinal performance.

This project is expected to commence in the first quarter of 2018 as the current visioning exercise starts to inform the City’s longer-term strategic planning.

5. Proposal and Implementation

5.1. It is proposed that the Council endorse the Annual Plan Progress Report: period ended 31 October 2017.

6. Strategic Planning and Policy Considerations

6.1. The preparation of the report provides an account of the major actions and initiatives identified for the 2017–18 financial year as set out in the Annual Plan.

6.2. These major actions and initiatives progresses the City of Hobart in achieving the Goals in the new ten year strategic plan.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The Annual Plan is a companion document to the annual budget estimates. All major actions and initiatives identified within the Plan have budget allocations.

8. Legal, Risk and Legislative Considerations

8.1. The City of Hobart’s Strategic Risk Register addresses the strategic risks associated with the implementation of the Capital City Strategic Plan 2015-2025.

8.2. The successful implementation of the Annual Plan contributes to mitigating these risks.

8.3. The Annual Plan is required pursuant to S71 of the Local Government Act 1993 and sets out how the strategic objectives of the ten year strategic plan will be met during 2016-17. This report provides detail on the progress of the implementation of the major actions/initiatives for the period ended 31 October 2016.

9. Environmental Considerations

9.1. None arise from this report.

10. Social and Customer Considerations

10.1. The preparation of the two Annual Plan progress reports and the Annual Report is a critical activity in communicating to the community the many achievements of the Council as well as fulfilling a number of statutory requirements.

11. Marketing and Media

11.1. Refer to 10.1 above.

12. Community and Stakeholder Engagement

12.1. Directors, Executive Officers and responsible officers were consulted in the preparation of this report.

13. Delegation

13.1. This matter is delegated to the Council.

Tim Short

Group Manager Executive & Economic Development

Date: 23 November 2017

File Reference: F17/153912

Attachment a: 2017-18 Annual Plan Progress Report: period ended 31 October 2017 ⇩

Item No. 6.5

Agenda (Open Portion)

Governance Committee Meeting - 28/11/2017

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ATTACHMENT a

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Item No. 6.5

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ATTACHMENT b

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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.