Agenda of City Infrastructure Committee Meeting

Item No. 6.1

Agenda (Open Portion)

City Infrastructure Committee Meeting

Page 8

19/9/2018

REPORT TITLE: Draft Transport Strategy - Engagement Report

REPORT PROVIDED BY: Manager Traffic Engineering

Director City Infrastructure

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to present to the Council the results of the community and stakeholder engagement undertaken for the draft City of Hobart Transport Strategy during July and August 2018.

1.2. Hobart is experiencing rapid change and growth in its economy and population, with this growth projected to continue. In order to maintain the qualities that the community values about living in Hobart, an integrated and sustainable transport and movement network is needed.

1.3. The draft Transport Strategy has been developed using a staged process of research, community and stakeholder consultation and issues identification. The draft Transport Strategy is also aligned with the Hobart: a community vision for our island capital adopted in July 2018.

1.4. This final engagement process for the draft Transport Strategy provides an opportunity for the Council to hear the views from the community and stakeholders before it decides on a course of action.

2. Report Summary

2.1. At its meeting held on 9 July 2018 the Council considered a draft Transport Strategy and resolved (inter alia) the following:

That: 1. The draft City of Hobart Transport Strategy be released for final community and stakeholder engagement.

2. A further report be provided, presenting the results of the consultation and a final draft Transport Strategy for the Council’s approval.

2.2. This report provides the Council with a summary of the consultation and engagement activities (detailed in Attachment A to this report).

2.3. The results of the consultation and engagement feedback received by the Council have been reviewed by independent engagement consultant Mr John Hepper of Inspiring Place. The report prepared by Mr Hepper detailing the key themes and issues contributed by stakeholders and the community during the engagement is provided as Attachment B to this report.

2.4. The draft Transport Strategy document which was taken to engagement is provided as Attachment C to this report.

3. Recommendation

That the report be received and noted.

4. Background

4.1. The development of the new City of Hobart Transport Strategy has been the subject of prior reports to the City Infrastructure Committee and the Council.

4.1.1. A report on the development of a City of Hobart Transport Strategy was considered by the City Infrastructure Committee on 9 December 2015.

4.1.2. A report seeking feedback on the development of a Transport Strategy for the City of Hobart was considered by the City Infrastructure Committee on 27 July 2016 and then by Council on 8 August 2016.

4.1.3. A memorandum was provided to Aldermen (dated 16 October 2017) updating them on the progress of the development of a City of Hobart Transport Strategy.

4.1.4. A report presenting the draft City of Hobart Transport Strategy and seeking approval for its release for community and stakeholder engagement was considered by the City Infrastructure Committee on 20 June 2018 and then by the Council on 9 July 2018.

4.2. Transport Strategy Development

4.2.1. In developing the draft Transport Strategy, Aldermen contributed to a number of workshop sessions where the themes and guiding principles were determined. Workshops were held during 2016 and 2017. Notes from all workshops were published on the Aldermanic Hub.

4.2.2. Extensive community and stakeholder engagement has been undertaken, the results of which have been critical to the process, allowing for a detailed examination of the range of transport issues that are important to the community.

4.2.3. As part of the engagement program, the community and stakeholders were informed by four detailed consultation papers which were presented to the community and stakeholders in a staged engagement process. These consultation papers have been provided to the Council in the previous report and during the process. They have presented up-to-date background information and research and posed a range of questions to prompt engagement. The four papers were as follows:

(i) Module 1: Freight, Port and Air

(ii) Module 2: Private Transport

(iii) Module 3: Public Transport

(iv) Module 4: Local Area Traffic Management

4.2.4. Each engagement round included a direct mail out to approximately 300 key stakeholders and groups. Details of the engagement activities associated with the background papers and the draft Transport Strategy development process have been provided to the Council in the previous report.

4.2.5. Engagement consultant John Hepper, from Inspiring Place, facilitated all face‑to‑face, group and local area meetings and summarised the feedback as Stakeholder Consultation Outcome reports for each of the four modules. These reports were produced and published for each of the engagement background papers have been provided to the Council in the previous report.

4.2.6. A Trends and Issues paper was also developed, that summarised all the engagement and consultation feedback across all four modules.

4.2.7. In order to ensure the strategy development belongs to all divisions of the City of Hobart, consultation workshops have been held with City of Hobart staff from across all divisions.

4.2.8. During the development of the Transport Strategy the community has been well engaged, with statistics from the Your Say engagement showing:

(i) 2,509 AWARE Participants (who visited the Your Say page);

(ii) 1,494 INFORMED participants (who downloaded information from the Your Say page); and

(iii) 473 ENGAGED Participants (who participated in a survey).

4.3. Draft Transport Strategy Engagement

4.3.1. The draft Transport Strategy was endorsed for final community and stakeholder engagement by the Council at its meeting held on 9 July 2018.

4.3.2. Community engagement occurred between 10 July 2018 and 24 August 2018. Engagement and consultation activities included:

(i) A mail out notification to approximately 300 stakeholders and community group leaders as per the background paper;

(ii) Press release, Facebook and Twitter posts;

(iii) Information and briefing sessions within the community, facilitated by engagement consultant Mr John Hepper;

(iv) Individual briefings provided (as requested);

(v) Articles in the Mercury newspaper and some local community newsletters;

(vi) Your Say online information and questionnaire feedback; and

(vii) A public display in the Council Centre atrium.

4.3.3. A full description of the engagement and related activities is provided as Attachment A to this report.

4.3.4. During the draft Transport Strategy final engagement the statistics from the Your Say engagement were:

(i) 873 AWARE Participants (who visited the Your Say page);

(ii) 606 INFORMED participants (who downloaded information from the Your Say page); and

(iii) 158 ENGAGED Participants (who participated in a survey).

4.3.5. Written responses (either my mail or email) were also received from individuals and organisations.

(i) The following organisations provided written submissions:

- Department of State Growth

- Brighton Council

- Clarence City Council

- Glenorchy City Council

- Kingborough Council

- Road Safety Advisory Council

- RACT

- Metro Tasmania

- Hobart College

- Tasmanian Conservation Trust

- Bicycle Network

- Heart Foundation

- West Hobart Environment Network

- Glebe Residents Association

- South Hobart Progress Association

- Better Hobart

- South Hobart Sustainable Community

- Planning Institute of Australia

- Southern Outlet noise affected residents

- Regional Development Australia

- Student Environmental Law Society

- Battery Point Community Association

- Goulburn Street Primary School Association

- TasCOSS

(ii) There were 18 written submissions by individuals.

4.3.6. All submissions received through Your Say and written submissions received from individuals and organisations have been provided under separate cover on the Aldermanic hub.

4.3.7. All results of the consultation and engagement feedback received by the Council have been reviewed by independent engagement consultant Mr John Hepper of Inspiring Place. The report prepared by Mr Hepper detailing the key themes and issues contributed by stakeholders and the community during the engagement is provided as Attachment B to this report.

4.3.8. The draft Transport Strategy document endorsed for community engagement is provided as Attachment C to this report.

5. Proposal and Implementation

5.1. Details relating to the proposal for a Transport Strategy and its implementation were provided in the previous report considered by the Council at its meeting held on 9 July 2018.

5.2. Generally, the feedback from the community in response to the draft Transport Strategy is supportive of the background, themes, position statements and context included within the strategy document.

5.3. The majority of comments provided in response to the draft Transport Strategy related to individual actions within the document. Further work is required to translate this feedback into either revised actions within a final Transport Strategy or to be documented for consideration in the development of implementation plans.

5.4. The adoption of a final Transport Strategy would be the subject of a further report to the City Infrastructure Committee and Council.

5.5. Should the Council decide to endorse a final Transport Strategy, a working team of relevant City of Hobart officers from across divisions will develop an implementation plan and monitor the progress of the Transport Strategy’s actions.

6. Strategic Planning and Policy Considerations

6.1. The draft Transport Strategy contains actions to pursue integrated transport and land use planning actions which are high level strategic planning considerations.

6.2. The Hobart: a community vision for our island capital has been an important input to the development of the draft Transport Strategy, particularly:

Pillar 5: Movement and connectivity

5.6 We collaborate on movement and connectivity

5.6.1 We plan for moving and connecting people at the city and wider regional levels. The city is part of a bigger region and we know that working with others, to move and connect people with ease and efficiency, leads to better outcomes for everyone.

6.3. The Capital City Strategic Plan 2015 - 2025 Goal 2 – Urban Management is relevant in considering this report, particularly:

Strategic Objective 2.1 – A fully accessible and connected city environment.

2.1.1. Develop and implement a transport strategy.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. An amount of $250,000 has been included in the 2018‑2019 capital budget for the implementation of the Transport Strategy.

7.1.2. The final refinement of the actions within the draft Transport Strategy and the pursuit of some actions proposed in the draft Transport Strategy could also be undertaken using existing resources and funding contained in the current capital works budget with no impact on the current year operating result.

7.2. Impact on Future Years’ Financial Result

7.2.1. From the 2019-2020 financial year a $500,000 per annum allocation has been included in the ten year capital works budget to implement the Transport Strategy.

7.2.2. The implementation plan, to be undertaken by a cross-divisional working team, would identify priorities and preferred timeframes for actions.

7.2.3. Additional financial impacts will be known once the implementation plan has been developed.

7.3. Asset Related Implications

7.3.1. Asset related implications can only be identified once an implementation plan and associated actions and projects have been established.

8. Legal, Risk and Legislative Considerations

8.1. Transport operates within a legislative and regulatory framework. However, there are no specific legal, risk or legislative considerations arising from the consideration of the feedback received during the community engagement on the draft Transport Strategy for the City of Hobart.

8.1.1. Should the Council adopt a Transport Strategy the implementation of specific actions or projects may contain specific legal, risk or legislative considerations. However these can only be examined or considered on a specific action or project basis.

9. Marketing and Media

9.1. The engagement of the draft Transport Strategy has produced significant print and radio media content.

9.2. Early media reporting focused on Action 6.1 and Action 6.7 of the 80 actions contained in the draft Transport Strategy which related to “exploring the use of pricing signals to reduce peak hour traffic movements...” and “investigating the issues and implications of introducing a city centre private car parking space levy...”

9.3. Subsequently during the engagement period, other aspects of the draft Transport Strategy and transport issues and opportunities were highlighted in the media. Hobart media is quite attuned to some issues related to Transport – generally vehicle parking and peak hour traffic congestion, with light rail and ferry discussions also receiving coverage.

9.4. The draft Transport Strategy, Council’s decisions relating to the engagement results and future actions on this matter are expected to be of interest to the media.

10. Community and Stakeholder Engagement

10.1. This report presents the engagement activities and the results of the community and stakeholder engagement undertaken during July and August 2018 in relation to the draft Transport Strategy.

10.1.1. A brief summary of the consultation and engagement activities is provided as Attachment A to this report.

10.1.2. All the detailed Your Say contributions and written submissions received have been uploaded to the Aldermanic Hub for Aldermanic reference.

10.1.3. The results of the Your Say contributions and the written submissions received have been reviewed by independent consultation consultant Mr John Hepper of Inspiring Place. The report prepared by Mr Hepper is provided as Attachment B to this report.

10.2. During the development of the draft Strategy, the City of Hobart initiated the meeting of City Infrastructure Directors (or equivalents) from surrounding councils in the greater Hobart area on a regular basis to ensure a line of communication and opportunity for discussion was established.

10.2.1. The group is referred to as the Southern Council Infrastructure Group.

10.2.2. The group is discussing how the draft Transport Strategy for Hobart has provided a basis for other councils to consider developing their own Transport Strategies.

10.2.3. The group is considering how the development of a regional transport strategy might be undertaken, especially in light of the Infrastructure Tasmania, Hobart Transport Vision, State Government commitments to the development of a Greater Hobart Transport Masterplan and the yet to be finalised Hobart City Deal. Department of State Growth officers are involved in the group.

10.3. The draft Transport Strategy provides the Council with a basis for these future discussions with neighbouring councils and the State Government to develop a Greater Hobart Transport plan.

11. Delegation

11.1. This is a matter for the Committee to determine.

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.

Angela Moore

Manager Traffic Engineering

Mark Painter

Director City Infrastructure

Date: 13 September 2018

File Reference: F18/92490

Attachment a: Engagement Activities and Key Response Metrics ⇩

Attachment b: Summary Report of Stakeholder and Community Feedback by Inspiring Place (September 2018) ⇩

Attachment c: Draft Transport Strategy ⇩

Item No. 6.1

Agenda (Open Portion)

City Infrastructure Committee Meeting - 19/9/2018

Page 59

ATTACHMENT c

PDF Creator

Item No. 6.2

Agenda (Open Portion)

City Infrastructure Committee Meeting

Page 152

19/9/2018

REPORT TITLE: Greenhouse Gas Emissions and Energy Use - 2017-2018 Annual Report

REPORT PROVIDED BY: Group Manager Infrastructure Planning

Director City Infrastructure

1. Report Purpose and Community Benefit

1.1. The purpose of the report is to provide information on the City’s annual greenhouse gas emissions and energy use in 2017-2018 and actions planned for the 2018-2019 year to further reduce energy use.

1.2. This report has been prepared in response to a resolution made at the Council meeting of 2 October 2017, being:

“That a further report be provided in 12 months on the City’s corporate greenhouse gas emissions and energy use.”

2. Report Summary

2.1. The Council has set corporate targets of a 17% reduction in greenhouse gas emissions and a 35% reduction in energy use from 2010 levels by 2020.

2.2. In 2017-2018, the City’s corporate greenhouse gas emissions were lowered by 618 tonnes of carbon dioxide equivalent (tCO₂-e) compared to the previous year, giving an overall reduction of 14.3% from the 2009-2010 baseline year. The emissions were 19,105 tCO₂-e in 2017-2018 and continued on track to meet the 2020 target of 18,497 tCO₂-e.

2.3. Greenhouse gas emissions from the McRobies Gully Waste Management Centre continue to decrease due to the much lower quantities of waste being landfilled in recent years. This was the main contributor to the reduction in emissions compared to the previous year.

2.4. The emissions are however, dropping at a slower rate than waste quantities as legacy waste deposited in previous years is still contributing to generation of landfill gas.

2.5. The City’s energy use also continued to decline and was 0.6% lower than the previous year. Since 2009-2010 use has dropped by 31.2% and with the full year impacts of projects completed in the past two years it is expected the 2020 reduction target of 35% may be achieved in 2018-2019.

2.6. A number of energy efficiency and renewable energy projects were completed in the 2017-2018 year. The most significant works were at the Doone Kennedy Hobart Aquatic Centre (DKHAC), Town Hall and Council Centre facilities.

2.7. At DKHAC there was a significant plant upgrade including the installation of a backup natural gas boiler system to replace the ageing electric boiler.

2.8. During the plant upgrade the opportunity was taken to make numerous changes to the mechanical plant and water heating systems to reduce energy use. The energy efficiency elements of the upgrade cost about $180,000 and are expected to save about $43,000 per annum.

2.9. At the Council Centre two of the main air conditioning units were replaced with more modern units and some older lighting was upgraded to LED, while in the Town Hall a number of air conditioning and heating systems were upgraded along with further lights being replaced with LED technology. The total cost of these works was about $385,000 and savings about $49,000 per year.

2.10. In addition, energy efficient lighting retrofits were undertaken at Clearys Gates Depot, Mawson Pavilion, Bushland Depot, and Railway Roundabout underpass, solar panels installed at Hobart Central Car Park and the Mawson Place cardinal lights were refurbished and upgraded to colour adaptable LED technology.

2.11. The City’s corporate Energy Savings Action Plan for the period 2018 to 2020 was endorsed by the Council in October 2017. Of the actions listed in this Plan, 12 have been completed, 26 are in progress and 33 are yet to be commenced. In addition, a further eight projects not listed in the Plan were completed.

3. Recommendation

That:

1. A further report be provided in 12 months on the City’s corporate greenhouse gas emissions and energy use.

2. Opportunities for positive media about the City’s achievements in regard to greenhouse gas emissions and energy use be sought.

4. Background

4.1. This report has been prepared in response to the resolution made at the Council meeting of 2 October 2017, being:

“That a further report be provided in 12 months on the City’s corporate greenhouse gas emissions and energy use”.

4.2. A report on the City’s corporate greenhouse gas emissions and energy use has been provided annually over recent years with information on the City’s progress towards achieving targets of a 17% reduction in greenhouse gas emissions and a 35% drop in energy use from 2010 levels by 2020.

4.3. The City’s corporate Energy Savings Action Plan 2018 – 2020, endorsed by the Council in October 2017, is the guiding document in regard to actions reducing energy use, while the City’s Waste Management Strategy 2015-2030 incorporates actions to minimise greenhouse gas emissions related to waste.

4.4. A report providing more detailed information on energy use and greenhouse gas emissions for 2017-2018 is provided as Attachment A to this report.

Greenhouse Gas Emissions

4.5. In the 2017-2018 year the City’s corporate greenhouse gas emissions were reduced by 618 tCO₂-e to 19,105 tCO₂-e, giving an overall reduction of 14.3% since 2009-2010.

4.6. The emissions from the McRobies Gully Waste Management Centre landfill are continuing to drop slowly as a result of the lower tonnages of waste being landfilled in recent years.

4.7. It takes over 30 years for waste to fully breakdown, so current emissions are affected by waste landfilled previously. Over the past five years waste to landfill has dropped by about 57% compared to previous years, but emissions have decreased by only 9.2%.

4.8. There was a decrease of about 250 tCO₂-e in emissions from the composting operations due to a 9% reduction in organic material being received and also a reduction in the standard National Greenhouse Gas Account Factor for emissions from composting operations.

4.9. Emissions related to energy use also declined, but less so than in previous years with an emissions reduction of 47 tCO₂-e in 2017-2018.

4.10. The graph below displays the trend in greenhouse gas emissions over the past 8 years with the 2020 target shown along with the emissions from the McRobies Gully Waste Management Centre and other City operations.

Energy Use

4.11. Energy use across the City’s facilities and operations was reduced by 0.6% in 2017-2018 compared to the previous year and is 31.2% lower than 2009-2010. This is ahead of progress required to achieve the 35% reduction target by 2020.

4.12. The information by sector (which is listed in Attachment A to this report) shows that energy use by vehicles and plant, which is the largest energy using category, fell slightly from that used in 2016-2017. There were no significant changes to fleet operations during the year.

4.13. There was a significant decrease in energy use in the Depots, Waste Management and Nursery category, with all other categories showing small reductions in use.

4.14. The graph below shows the decline in energy use that has been achieved over the period 2009-2010 to 2017-2018. The dotted line represents the amount needed for the City to achieve its target if the reduction was evenly made during the period. The lower horizontal line represents the 2020 target of a 35% reduction from 2009-2010 usage.

4.15. There has been a range of works undertaken at DKHAC to reduce energy use. However, the plant upgrade in 2017-2018 required changed operations during the works and energy use was about 1,000 gigajoules (GJ) higher than would otherwise have been expected.

4.16. A number of energy efficiency and renewable energy projects were completed during 2017-2018.

4.16.1. During the DKHAC plant upgrade a number of opportunities to improve energy efficiency were implemented. These included removal of the thermal storage tank and associated pumping circuits, rationalisation of control valves associated with heat exchangers, alterations to the pumping circuit for the 25 metre pool air heating system, installation of variable speed drives on several pumps, and an upgrade of the amenities hot water service.

4.16.2. These energy efficiency elements of the works cost about $180,000 and are expected to save about $43,000 per year.

4.16.3. At the Town Hall, several direct electrical heating systems were replaced with heat pumps and additional controls installed on the main air conditioning system to reduce energy use. Insulation was installed in the ceiling above the main Town Hall auditorium and lighting upgraded to LED in several parts of the building.

4.16.4. In the Council Centre building two of the three main air conditioning units had reached the end of their useful lives and were replaced with modern, more energy efficient systems. Lighting in stairwells and some offices were replaced with LED technology.

4.16.5. A 20kW solar panel system was installed at the Hobart Central Car Park during 2017-2018 and this was commissioned in early July 2018.

4.16.6. At Clearys Gates Depot remaining external lights that had not previously been upgraded were replaced with LED and additional movement sensor controls installed in the administration building.

4.16.7. The external lights at City Hall and at Mornington Nursery were upgraded to LED, as were both internal and external lights at the Mawson Pavilion.

4.16.8. Some energy efficiency retrofit works were undertaken at the Bushland Depot including lighting and heating services.

4.16.9. At Mawson Place the cardinal feature lights were refurbished and upgraded to colour changeable LED. The LED lights are also more durable and expected to result in significantly lower maintenance costs.

4.16.10. Some lights in Elizabeth Street Mall were replaced with LED.

4.17. A number of projects are planned for 2018-2019 including:

4.17.1. Installation of solar panels totalling approximately 175 kilowatts (or about 600 panels) to be installed at multiple sites, including Clearys Gates Depot, North Hobart Oval, Mornington Nursery, McRobies Gully Waste Management Centre and Mathers House.

4.17.2. Completion of the installation of 31 kilowatts of solar panels at Centrepoint Car Park.

4.17.3. Upgrading of the building management control systems for the Town Hall and Hobart Council Centre air conditioning and heating systems, allowing improved monitoring and control to identify and implement actions to reduce energy use.

4.17.4. Implementing further energy efficiency works at DKHAC, including the optimisation of plant operations following the plant upgrade, completion of some further plant efficiency works, installation of double glazing near the 25 metre pool, and an investigation of air tightness works to minimise ingress of outside air.

4.17.5. Continuing to replace lighting with LED technology in several of the City’s buildings and public lighting systems, including the rest of the area lighting in Elizabeth Street Mall.

4.17.6. Investigate and where viable, implement controls to minimise ventilation fan use in Argyle Street, Centrepoint and Salamanca multi-storey car parks.

4.17.7. Investigate potential for solar panel projects at smaller sites with the objective of installing panels at suitable sites in 2019-2020.

4.17.8. Install energy efficient fixture and systems in all building refurbishments, including public toilet upgrades.

4.18. A new corporate Energy Savings Action Plan was endorsed by the Council for the 2018 to 2020 period. Of the projects listed in this Plan, 12 have been completed, 28 are underway and 33 have yet to be commenced. In addition a further 8 projects not included in the Plan were implemented.

5. Proposal and Implementation

5.1. It is proposed that a further report be provided in 12 months on the City’s corporate greenhouse gas emissions and energy use and that opportunities for positive media attention continue to be sought.

5.2. The information provided in the annual report (Attachment A to this report) will be finalised in line with corporate branding requirements and be published on the City’s website.

5.3. It is proposed that energy efficiency and greenhouse gas emission reduction projects will continue to be implemented in line with the Energy Savings Action Plan and the Waste Management Strategy, along with actions identified in other relevant plans and strategies related to waste reduction and climate change mitigation.

6. Strategic Planning and Policy Considerations

6.1. The projects undertaken to reduce energy use and greenhouse gas emissions support GOAL 3 – Environment and Natural Resources in the Capital City Strategic Plan 2015 – 2025, specifically Strategic Objective 3.4 – Leadership in environmental performance with the efficient use of natural resources, including the following strategies:

Strategy 3.4.2 - Improve corporate environmental sustainability;

Strategy 3.4.3 - Implement corporate greenhouse emission reduction activities identified in the Council’s Climate Change Strategy; and

Strategy 3.4.4 - Implement the Energy Savings Action Plan.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. In 2017-2018 the funding of greenhouse gas emission and energy use reduction projects was provided from several sources, including the Greenhouse Gas Reserve Fund (which is set at $100,000 per annum), an amount of $100,000 per year to implement capital projects listed in the Energy Savings Action Plan and more significantly from project specific budget allocations.

7.1.2. Some low cost works were also undertaken with maintenance funds.

7.1.3. The total expenditure in 2017-2018 on projects which included a significant component of energy efficiency or renewable energy related works was about $790,000.

7.2. Impact on Future Years’ Financial Result

7.2.1. It is estimated that the projects completed in 2017-2018 will save about $120,000 per annum from reduced energy and maintenance costs over the “business as usual” case.

7.2.2. As projects are implemented savings in energy and maintenance costs are identified and incorporated into forward budgets.

7.2.3. An allocation of $100,000 has been made in the 2018-2019 operating budget for the Greenhouse Gas Reserve Fund, while a further $187,000 is to be allocated to the installation of solar panels at eight sites. In addition, funding has also been granted to some specific projects with renewable energy or energy efficiency elements such as the completion of the solar panels projects at Centrepoint Car Park and double glazing in the DKHAC near the 25 metre pool.

7.2.4. Where significant further cost effective projects are identified and cannot be accommodated within available budget allocations, reports will be provided to the Council seeking funding approval on a project by project basis.

7.3. Asset Related Implications

7.3.1. Asset related considerations and life cycle costs are taken into account in the assessment of each project.

8. Legal, Risk and Legislative Considerations

8.1. There are no legislative requirements in regard to energy use or greenhouse gas emissions, with the City’s facilities being below national greenhouse gas reporting thresholds.

8.2. Reduction in energy use lowers the financial risk to the City in regard to any future increases in energy charges.

9. Environmental Considerations

9.1. Greenhouse gas emissions are continuing to be lowered as the result of projects and operational improvements and thus reducing the City’s environmental footprint.

9.2. In addition replacement of mercury vapour and fluorescent lights with LED technology is reducing the waste and recycling issues associated with mercury.

10. Marketing and Media

10.1. There is potential for positive media for specific actions that the City is taking to reduce energy use and greenhouse gas emissions and also in regard to its overall longer term achievements.

10.2. During and following specific actions, opportunities to gain positive media would be sought, as appropriate to the action.

10.3. The annual report, provided as Attachment A, will be finalised in line with corporate branding requirements and published on the City’s website.

11. Delegation

11.1. This is a matter for the City Infrastructure Committee to consider.

Scott Morgan

Group Manager Infrastructure Planning

Mark Painter

Director City Infrastructure

Date: 13 September 2018

File Reference: F18/94126; S17-050-11

Attachment a: City of Hobart Greenhouse Gas Emissions and Energy Use - Annual Report - 2017/18 ⇩

Item No. 9.1

Agenda (Open Portion)

City Infrastructure Committee Meeting

Page 226

19/9/2018

Memorandum: Lord Mayor

Deputy Lord Mayor

Aldermen

Response to Question Without Notice

Post Storm Subsidence

Meeting: City Infrastructure Committee

Meeting date: 25 July 2018

Raised by: Alderman Burnet

Question:

Due to the subsidence post storm, could the Director please advise if it has become apparent if any areas have become more noticeable or of further concern?

Response:

There have been a number of instances of subsidence related to the City’s roads and stormwater infrastructure resulting from the 10-11 May 2018 storm event. These have either been identified from reports by members of the public or the City’s officers.

The subsidences have ranged from localised depressions in roads and footpaths through to significant embankment failures. Some have been due to stormwater pipe damage, while others have been due to excessive overland flow or combined impacts of stormwater and groundwater.

The following lists the more significant instances with a brief comment on action taken to date:

- Barton Avenue, West Hobart – Corby Avenue to Goulburn Street

Road shoulder subsidence above an existing pipe trench, caused by damage to stormwater pipe. Interim repairs being planned, with final road reinstatement to occur once stormwater pipe is repaired. Letter sent to residents.

- Degraves Street, South Hobart – Outside Female Factory

Portion of Hobart Rivulet wall collapsed due to combination of overland flow and high flow in Rivulet. Area has been fenced off for safety to prevent access, with interim safety measures being finalised and final repair works in about 12-18 months.

- McRobies Road, South Hobart – Tip Entry Gate to Syme Street

Significant erosion at side of road due to high overland flow. Interim repairs have been completed, with design for final renewal being reviewed.

- Liverpool Street, West Hobart – Opposite 369 to 377 Liverpool Street

Road embankment failure possibly due to the combination of overland flow and subsurface flow. Temporary safety measures have been constructed with final remediation of embankment in about 12-18 months.

- Collins Street, Hobart – Frontage of 212 Collins Street

Initial investigation work has been undertaken, but cause of damage not yet identified. Further investigations to be undertaken, letter has been sent advising nearby property owners.

- Satchell Drive, Dynnyrne (off Proctors Road)

Damage due to high levels of overland flow. Temporary repairs have been completed. Final reinstatement works will require design to minimise future recurrence of this type of damage with works expected to be completed in 12-18 months. Letter has been sent to nearby residents.

- Baintree Avenue, Dynnyrne – Road embankment near Proctors Road

Embankment has been eroded due to overland flow from stormwater exceeding capacity of the piped system. Site is being monitored weekly while geotechnical advice on the most appropriate way forward is being sought.

- Lauramont Avenue, Sandy Bay – Between Buchanan Avenue and Dresden Street

Road shoulder subsidence within an existing pipe trench, caused by damage to stormwater pipe. Interim repairs being planned, with final road reinstatement to occur once stormwater pipe is repaired. Letter sent to residents.

Inspections and investigative work have indicated that the majority of the subsidence occurred during the storm event or within the next few days. For the instances noted above the ongoing inspection activities have shown that there hasn’t been any significant further deterioration or subsidence in the following months.

Mark Painter

Director City Infrastructure

Date: 13 September 2018

File Reference: F18/87762; 13-1-10

Item No. 9.3

Agenda (Open Portion)

City Infrastructure Committee Meeting

Page 230

19/9/2018

Memorandum: Lord Mayor

Deputy Lord Mayor

Aldermen

Response to Question Without Notice

Elimination of Food Waste

Meeting: Finance and Governance Committee

Meeting date: 14 August 2018

Raised by: Alderman Ruzicka

Question:

What can we further do as a Council when it comes to eliminating food waste out of the waste stream?

Response:

The City is currently working on options for the provision of a kerbside food waste collection service for Hobart residents, with a target implementation date of 1 July 2019.

Action 4.2 of the Waste Management Strategy 2015-2030 requires the City to implement such a service, and the format and timing of the service will have to be endorsed by the Council. This service has the capacity to dramatically increase the amount of food waste diverted from landfill in Hobart.

Implementation of a kerbside food waste collection service is a priority, considering food represents around half of the average waste bin in Hobart. It is likely that the service will involve the addition of food to the current garden waste collection service.

There are significant actions required to ensure we can accept food waste from the kerbside including considering the process and location of our organics processing facility in order to make sure that risks are managed around collecting food waste. City officers also need to consider logistics around contractual requirements, service parameters, and costs.

The City has also been working on reducing food waste to landfill through:

· Diverting significant amounts of food waste from events such as the Taste of Tasmania and working with other event organisers to achieve similar results.

· Supporting home composting through education programs and workshops, and development of material to assist home composting.

· Implementing waste system improvements (including the collection of food and food packaging waste) at the Doone Kennedy Hobart Aquatic Centre. This will be used as an example for other facility operators, both Council and external, to reduce food and food packaging waste going to landfill.

Robert Mather

Acting Director Parks and City Amenity

Date: 7 September 2018

File Reference: F18/93054; 13-1-10

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.