City
of hobart
AGENDA
Parks and Recreation Committee Meeting
Open Portion
Thursday, 7 February 2019
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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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 Local Government (Meeting Procedures) Regulations 2015 - Review of Meeting Times
6.3 Queenborough Oval Buildings Concept Plan
6.4 Girrabong Park, Lenah Valley - Redevelopment Potential
6.6 4-10 St Johns Avenue, New Town (New Town Oval Clubrooms) - New Town Cricket Club - Lease Renewal
6.7 Street Tree Strategy Progress Update
6.8 Street Tree Valuation Methodology
7. Committee Action Status Report
7.1 Committee Actions - Status Report
9. Closed Portion Of The Meeting
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Parks and Recreation Committee Meeting (Open Portion) held Thursday, 7 February 2019 at 5:00 pm in the Lady Osborne Room, Town Hall.
COMMITTEE MEMBERS Briscoe (Chairman) Deputy Lord Mayor Burnet Thomas Ewin Sherlock
NON-MEMBERS Lord Mayor Reynolds Zucco Sexton Denison Harvey Behrakis Dutta |
Apologies:
Leave of Absence: Nil.
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The minutes of the Open Portion of the Parks and Recreation Committee meeting held on Thursday, 10 January 2019, are submitted for confirming as an accurate record.
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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.
Members of the Committee 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 Local Government (Meeting Procedures) Regulations 2015 - Review of Meeting Times
Memorandum of the General Manager of 31 January 2019.
Delegation: Committee
Item No. 6.1 |
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Memorandum: Parks and Recreation Committee
Local Government (Meeting Procedures) Regulations 2015 - Review of Meeting Times
Regulation 6(2) of the Local Government (Meeting Procedures) Regulations 2015 require that after each ordinary election, a council and council committee are to review the times of commencement of their meetings.
Regulation 6(1) states that a meeting is not to start before 5:00 pm unless otherwise determined by the council committee by simple majority.
Accordingly, the commencement time for ordinary meetings of the Parks and Recreation Committee is submitted for consideration.
That in accordance with Regulation 6(2) of the Local Government (Meeting Procedures) Regulations 2015, the Committee determine the commencement time for ordinary meetings of the Parks and Recreation Committee.
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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: 31 January 2019
File Reference: F19/11148; 13-1-2
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Report of the Program Officer Fire and Biodiversity, the Acting Group Manager Open Space and the Director Parks and City Amenity of 31 January 2019 and attachment.
Delegation: Council
Item No. 6.2 |
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REPORT TITLE: Biodiversity Action Plan
REPORT PROVIDED BY: Program Officer Fire and Biodiversity
Acting Group Manager Open Space
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to seek endorsement of the City’s proposed operational document, ‘Biodiversity Action Plan’ that will allow the City’s bushland staff to plan and prioritise management actions for its bushland reserves.
1.2. As custodians of the greater part of Hobart’s bushland, the Biodiversity Action Plan will demonstrate to the community the strong stewardship provided by the City as it strives to be a leader in the conservation of biodiversity.
2. Report Summary
2.1. The basis of the proposed Biodiversity Action Plan (refer Attachment A) is to invest in an asset management approach to biodiversity protection by identifying the natural areas that are of greatest value for biodiversity conservation.
2.2. To identify the location of these biodiversity assets, the Biodiversity Action Plan uses data from existing state-wide data sets to inform a biodiversity score. Datasets include threatened flora, fauna and native vegetation communities. The biodiversity score is then represented as a map across the City of Hobart to identity the location of biodiversity assets.
2.3. The Biodiversity Action Plan allows high biodiversity value areas to be ranked allowing the City to develop an annual plan and prioritise management actions for its bushland reserves. This ensures the bushland reserves are prioritised for management according to biodiversity values in line with biodiversity principles, the threats that may impact upon them and the resources available to achieve the best long-term biodiversity outcomes.
2.4. It provides operational priorities to meet environmental legislative obligations, maintain and protect natural values and manage threats including climate change, degradation, fragmentation, invasive species and disease.
That the Biodiversity Action Plan, dated January 2019 and marked as Attachment A to the report, be endorsed as the City of Hobart’s operational handbook in the planning and priority of management actions for its bushland reserves. |
4. Background
4.1. The City of Hobart’s Annual Plan outlines the following:
Prepare a Biodiversity Policy that outlines the City’s role and practices in biodiversity management and identifies conservation priorities and gaps in biodiversity data.
5. Proposal and Implementation
5.1. It is proposed the Biodiversity Action Plan, marked as Attachment A be endorsed to be used to guide the management of biodiversity values in the City’s bushland reserves.
6. Strategic Planning and Policy Considerations
6.1. The proposal aligns with the:
City of Hobart Annual Plan
Prepare a Biodiversity Policy that outlines the City’s role and practices in biodiversity management and identifies conservation priorities and gaps in biodiversity data.
Capital City Strategic Plan 2015- 2025:
Goal 3 Environment and Natural Resources
An ecological sustainable city maintains its unique character and values our natural resources.
Strategic Objective 3.1
Strong environmental stewardship.
Action 3.2.7.: Review and improve the city’s approach to biodiversity management.
Strategic Objective 3.3
A highly valued natural and cultural open space network.
Action 3.3.5.: Review and improve the Council’s approach to biodiversity management.
Hobart: A community vision for our island capital
Pillar 6 Natural Environment
Focus Area 6.1: Our City is part of nature and nature is part of our city.
Focus Area 6.2 We are ecologically conscious, aware and empowered.
6.2.3 We feel and are empowered to make good environmental decisions.
6.2.4 We are active and aware in regenerating the ecosystems that have been harmed by human development.
Focus Area 6.3: We value and enhance biodiverse ecosystems.
6.3.1 Hobart’s biodiversity is preserved, secure, and flourishing. Protecting and rehabilitating native wildlife, vegetation and other species is central to how we live and work.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Implementation of the Biodiversity Action Plan is within the operational budget for the City’s Fire and Biodiversity Program Area.
7.2. Impact on Future Years’ Financial Result
7.2.1. No impact.
7.3. Asset Related Implications
7.3.1. No implications for assets.
8. Legal, Risk and Legislative Considerations
8.1. Obligations under environmental legislation including:
8.1.1. Protection of threatened vegetation communities listed under the Environment Protection and Biodiversity Conservation Act 1999 and Nature Conservation Act 2002.
8.1.2. Management of threatened flora and fauna species listed under the Environment Protection and Biodiversity Conservation Act 1999 and Threatened Species Protection Act 1995.
8.2. Implementation of the Biodiversity Protection Code within the Hobart Interim Planning Scheme 2015.
9. Environmental Considerations
9.1. The purpose of the Biodiversity Action Plan is to ensure the protection and management of biodiversity values in the City’s bushland reserves. It addresses threats to the City’s biodiversity values including climate change, habitat degradation and fragmentation, invasive species and disease.
10. Social and Customer Considerations
10.1. The Biodiversity Action Plan
is an operational document to allow the City’s bushland program to plan
and prioritise management actions for the City’s bushland reserves.
Management actions may impact upon how members of the community interact with
bushland reserves in areas of high biodiversity value.
11. Marketing and Media
11.1. Opportunities for the promotion of the Biodiversity Action Plan include the Bushcare publication of the Bandicoot Times, the City News and City of Hobart social media forums.
12. Community and Stakeholder Engagement
12.1. There will be opportunities to collaborate with interested stakeholders including volunteer groups such as Bushcare and the indigenous community for the protection of the City’s biodiversity.
13. Delegation
13.1. 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.
Elise Jeffery Program Officer Fire and Biodiversity |
John Fisher Acting Group Manager Open Space |
Glenn Doyle Director Parks and City Amenity |
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Date: 31 January 2019
File Reference: F18/94939; 16-24-001
Attachment a: Proposed Biodiversity Action Plan ⇩
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6.3 Queenborough Oval Buildings Concept Plan
Report of the Program Leader Recreation and Projects, the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachments.
Delegation: Council
Item No. 6.3 |
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REPORT TITLE: Queenborough Oval Buildings Concept Plan
REPORT PROVIDED BY: Program Leader Recreation and Projects
Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to consider plans for the replacement of the
main buildings located at Queenborough Oval, Sandy Bay.
2. Report Summary
2.1. The Council endorsed a masterplan for the Queenborough Oval Precinct area in August 2015 (refer Attachment C).
2.2. Following the Council’s decision, an architect was engaged to develop concept designs for the buildings identified in the Precinct Masterplan, located at the Queenborough Oval.
2.3. The Queenborough Oval Building Concept Plans are presented for endorsement to allow the various user groups and clubs of the Oval to seek external funding for the potential development.
2.4. A demand and financial feasibility analysis has been completed for the project which determined that there would likely be return on investment, should the development proceed.
That: 1. The Queenborough Oval Building Concept Plan for the redevelopment of the buildings at Queenborough Oval, shown in Attachment A to the report, be endorsed to enable clubs and user groups to pursue external funding opportunities for the proposal. 2. A further report be provided should external funding for the project be identified. |
4. Background
4.1. The Council resolved on 24 August 2015, that:
1. The Queenborough Oval Precinct Master Plan report dated July 2015 and attached to item 6 of the Open Parks and Recreation Committee agenda of 13 August 2015 be endorsed.
2. An implementation plan be developed which prioritises the improvements detailed in the Master Plan.
3. The Implementation Plan to have two components:
a. The
first element of the Implementation Plan detail the asset renewal program for
the site.
These improvements be programmed for future funding from the City’s
annual asset replacement program.
b. The second element of the Implementation Plan relate to the new initiatives as identified in the Queenborough Oval Precinct Master Plan.
4. Before proceeding, each of the elements be the subject of further reports which detail:
a. Design;
b. costs estimates; and
c. in the case of the proposed multipurpose centre and kiosk/café facilities, a clear business model.
Refer Attachment C
Image of coverpage – 2015 Precincy
Masterplan
Aerial View – Queenborough Oval Precinct
Aerial View – indication of buildings
proposed for redevelopment
4.2. A number of recommendations relating to the asset renewal component of the Precinct Masterplan have been completed or are underway, including:
4.2.1. Improvement of the playing surfaces at both Queenborough (completed) and Lower Queenborough Oval (underway),
4.2.2. Replacement lighting at Queenborough Oval (completed); and
4.2.3. Access pathways to improve linkages from Sandy Bay Road to Lambert Park (underway).
4.3. A key component of the Precinct Masterplan are major improvements to the buildings located at the upper ground that are old and in poor condition.
4.4. The City engaged an architect to develop designs for the buildings, with direct engagement with the clubs and user groups that have a long established use and connection to the ground, including South Hobart Sandy Bay Cricket Club, Hutchins Old Boys Football Club, Sandy Bay Junior Football Club, all relevant football and cricket associations, as well as The Hutchins School.
4.5. The Concept Plan is attached to the report (Attachment A), and includes the following components:
4.5.1. Existing buildings
The architect explored options to refurbish the existing building to meet requirements of modern day sporting use and determined that it was not viable. As such it is recommended that the existing buildings be demolished.
The new facility will be fully DDA accessible, which would be very difficult to achieve with the existing buildings.
4.5.2. Change Rooms
Four new change rooms are proposed
that will provide the flexibility required for increasing use of the ground for
female sporting activities and higher level sporting fixtures. There are
also two umpires rooms included.
The changing room area is proposed to also include a doctor/medical room,
massage rooms and storage.
4.5.3. Toilet Facilities
New toilets are proposed to replace the existing sub-standard toilets located within the ground.
The City’s Public Toilets
Strategy 2015-2025 identifies the need for future funding for toilet
replacement at the ground.
The toilets are located on the second level of the building, however the
building is accessible via lift access.
4.5.4. Multi-Purpose
Room and Kiosk
A new kiosk to replace the existing facility has been included with a large
indoor spectator area that could be used as a club bar or gathering area, both
during and outside the playing of organised sporting fixtures.
4.5.5. Club
and Function Room Facilities
A larger social room (capacity of 150 patrons) as well as a Club bar, kitchen,
meeting room, offices and toilets facilities has been designed.
4.5.6. Sports Hall/Gymnasium/Indoor Cricket Training Centre
As per the recommendations in the
Precinct Masterplan a new gymnasium is included in the plan.
The purpose of the facility will be to predominately provide a year round
training space for cricket practice however this space would also serve as a
training venue for winter sports and potentially nearby schools.
Separate changerooms and toilets are provided for the sports hall so it can be
used independently of the Oval.
4.5.7. Spectator Facilities
A new undercover seating area for around 180 patrons is included at the front of the new stand with the potential to provide a further 250 seats undercover by extending the structure over the existing tiered seating.
4.6. A quantity surveyor was engaged to assess the plans and it has been determined that an investment in the order of $6.2M would be required for the redevelopment (it is noted that this QS estimate is comparable to original cost estimate for the works noted in the 2015 Precinct Masterplan).
4.7. A Demand and Financial Feasibility Analysis has been completed for the proposed facility and is attached to this report (Attachment B).
4.8. The report explores two operating models:
4.8.1. Club
operation of the facilities
Noting that the two major Clubs would each share the facility, with the
potential for an agreed lease payment to be made to the City.
4.8.2. Private
Commercial Operation
Would see the commercial components, including the Sports Hall and function
rooms hired out at commercial rates. The downside for this model would be
Clubs would also be required to pay commercial rates and as such may not be
feasible.
4.9. The report notes that whilst the new Centre would have scope to generate income, the revenue would be in low profitability sectors.
4.10. The draft plans have been considered by all users of the ground including South Hobart Sandy Bay Cricket Club, Hutchins Old Boys Football Club, Sandy Bay Junior Football Club, all relevant football and cricket associations, as well as The Hutchins School.
Funding
4.11. During discussions with Clubs it has been made clear that there is no budget from the City to undertake the works and that progressing the project will be reliant on Clubs sourcing external funding.
4.12. As the project is not funded there has been no wider community engagement undertaken, and it is considered appropriate not to progress until such time as funding is available.
Development Application
4.13. Should the
funding for the proposal become available, a development application will be
required.
Advice from the City’s Manager Development Appraisal is that the site is
zoned recreational and as such the proposed redevelopment would not change the
use of the facility.
However it is noted that should the commercial business model be preferred, the
use could be changed to a ‘function centre’ which is discretionary
under the Recreational Zoning.
4.13.1. The buildings will be within 50 metres of the residential zone, so factors such as hours of operation, external lighting, amplified noise and vehicle movements will apply and detail would need to be provided with any DA on these items.
4.13.2. The
height for the building is also discretionary under the planning scheme as it
stands at 11.5 metres with a building height for a recreational zone being 10
metres.
It is noted that the main test is ‘not unreasonably overshadowing
adjacent public space’. It is noted that the new building will not be any
higher than the existing as it will be built at ground level.
5. Proposal and Implementation
5.1. It is recommended that the Queenborough Oval Buildings Concept Plan be endorsed to enable the clubs and user groups to lobby external funding bodies including Federal and State Governments and grant funding bodies including Sport and Recreation Tasmania and the Tasmania Community Fund, and others.
5.2. A further report be provided should external funding for the project be identified.
5.3. The
development of the Master Plan was the subject of significant Community
Engagement.
Further Community engagement on the more detailed concept is required, however,
given the project is likely to be undertaken some time in to the future, it is
recommended this be undertaken at a future date when funding for the project is
confirmed.
6. Strategic Planning and Policy Considerations
6.1. The Capital City Strategic Plan 2015-2025 supports the proposal with Strategic Objection 4.2.
4.2.2 Support effective utilisation of city facilities, infrastructure and open spaces
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. There is no impact on this year’s financial result.
7.2. Impact on Future Years’ Financial Result
7.2.1. The redevelopment is likely to have a significant impact on future year results as there will be a significant financial commitment to build the new facility, and higher operational costs due to a greater number of showers, toilets and entertainment facilities. However the development of a new facility will support a reduction in maintenance costs.
7.3. Asset Related Implications
7.3.1. The
proposal would result in two buildings being demolished and a new building
being constructed.
Construction of the new facility is currently estimated by a Quantity Surveyor
at $6.2M.
8. Social and Customer Considerations
8.1. The new facilities have been designed to maximise natural light and therefore reduce operational costs.
8.2. Whilst the new facilities are larger than the existing, the external design is considered to provide a more aesthetically pleasing frontage.
9. Community and Stakeholder Engagement
9.1. At this point in time there has been no wider community engagement undertaken as the proposal remains unfunded.
9.2. All Clubs and associations have had significant input into the development of the Concept Plan and are supportive of the concept.
10. Delegation
10.1. The 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.
Shannon Avery Program Leader Recreation and Projects |
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
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Date: 1 February 2019
File Reference: F19/690
Attachment a: Queenborough Oval Buildings Concept Plans ⇩
Attachment b: Queenborough Oval MPC Demand and Financial Feasibility Analysis ⇩
Attachment c: Queenborough Oval Precinct Master Plan 2015 ⇩
Item No. 6.3 |
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6.4 Girrabong Park, Lenah Valley - Redevelopment Potential
Report of the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachment.
Delegation: Council
Item No. 6.4 |
Agenda (Open Portion) Parks and Recreation Committee Meeting |
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REPORT TITLE: Girrabong Park, Lenah Valley - Redevelopment Potential
REPORT PROVIDED BY: Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to respond to the following Council resolution of 17 December 2018:
A report be prepared on the opportunities to have the Girrabong Park
redeveloped.
The report should include detail on the costs, options and alternatives
associated with the redevelopment of the Park to accommodate the needs of both
dog owners and the broader community (including children) who wish to use the
Park.
1.2. The Girrabong Road Park is a small but popular park located in Lenah Valley. The Park has not received investment for many years and is the subject of competing community need from both children (as a playground) and dog owners to exercise their dogs.
2. Report Summary
2.1. In accordance with the Council resolution, an assessment of the Girrabong Road Park was undertaken to determine the possibility of the Park undergoing refurbishment to enable its use as both a children’s playground and a dog exercise area.
2.2. The planning exercise identified that it would be possible for the Park to be redeveloped to offer a small space to each of the differing user groups.
2.3. A very preliminary concept plan has been prepared which identifies a possible design solution for the area (refer Attachment A).
2.4. At this stage there has been no community engagement undertaken and the plans are initial and conceptual only.
2.5. Based on the very high
level assessment undertaken, it has been identified that an investment in the
order of $250,000 would be required for the refurbishment identified.
At this stage there is no budget allocation in the City’s forward
estimates for these works.
That: 1. The report on the potential upgrading of the Girrabong Road Park upgrading be received and noted. 2. Consideration be given to the allocation of funding of $250,000 in the City’s 10 year Capital Works Program to enable the planning for the upgrade to be progressed. 3. Should the allocation of funding be approved, a detailed community engagement program be undertaken to: (i) Determine the community’s satisfaction with the proposed redevelopment of the Girrabong Road Park to accommodate both a children’s playground and a separated dog exercise area, and to (ii) Seek feedback on the concept plans developed 4. With funding available and the community engagement process complete, works associated with the redevelopment of the Park be undertaken accordingly.
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4. Background
4.1. The Girrabong Rodd Park is a small but popular park located in Lenah Valley. The Park has not received investment for many years and is the subject of competing community need from both children (as a playground) and dog owners to exercise their dogs.
4.2. The Park has become contentious in recent years where it is used extensively for exercising dogs, many claim to the detriment of others enjoying the area.
4.3. Over the last year, the Council received two petitions;
4.3.1. One calling for dogs to be banned and the area redeveloped for non-dog related use.
4.3.2. The other seeking improvements to the area to better facilitate its use as a dog exercise area.
4.4. The Council at its meeting held 17 December 2018, resolved as follows:
A report be
prepared on the opportunities to have the Girrabong Park redeveloped.
The report should include detail on the costs, options and alternatives
associated with the redevelopment of the Park to accommodate the needs of both
dog owners and the broader community (including children) who wish to use the
Park.
4.5. In accordance with the Council resolution, an assessment of the Girrabong Road Park was undertaken and to determine the possibility of the Park undergoing refurbishment to enable its use as both a children’s playground and a dog exercise area.
4.6. The planning exercise identified that it would be possible for the Park to be redeveloped to offer a small space to each of the differing user groups.
4.7. A very preliminary concept plan has been prepared which identifies a possible design solution for the area.
4.8. The plan (refer Attachment
A) identifies that it could be possible to redevelop the Park providing an
area of ~750m2 at the rear for a children’s playground which
would retain an upgraded basketball court and see the installation of some very
basic play elements.
4.9. The park would be divided by a pathway, landscaping and a fence. The area across the front of the park could be developed as a small dog exercise area of ~520m2.
4.10. Whilst the planning shows it is
possible to accommodate both uses, it must be accepted that this is a small
park and each of the designated areas in the concept plan would be relatively
small.
The risk to the City is that neither area would be considered to be of
sufficient size by either of the potential user groups.
4.11. At this stage there has been no community engagement undertaken and the plans are initial and conceptual only.
5. Proposal and Implementation
5.1. It is proposed that the Council consider the preliminary concept as presented and if supported provide funding in the 10 year capital works program to enable the planning for the project to be progressed.
5.2. Should funding be available, the next step would be to undertake extensive community engagement with the local community to determine the community’s satisfaction with the redevelopment of the Park to accommodate both a children’s playground and a separated dog exercise area and to seek feedback on the very initial concept plans developed
6. Strategic Planning and Policy Considerations
6.1. In accordance with the Capital City Strategic Plan 2015 – 2025, the proposal is aligned with the following strategic objectives;
4.2 City facilities, infrastructure and open space support healthy lifestyles.
4.2.2 - Support effective utilisation of city facilities, infrastructure and open spaces.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Based on
a very high level assessment it has been identified that an investment in the
order of $250,000 would be required for the refurbishment identified.
At this stage there is no budget allocation in the City’s forward
estimates for these works.
8. Legal, Risk and Legislative Considerations
8.1. Any development of the area for use as a children’s playground will need to comply with all relevant Australian Standards.
8.2. Any area designated as a dog exercise area will need to be incorporated in the Council’s Dog Management policy and would need to be subject to specified operating hours.
8.3. It has been identified that redevelopment of the Park as suggested is unlikely to require a planning permit.
9. Social and Customer Considerations
9.1. This is a small but highly contentious area, significant community engagement will be needed to determine the ability to secure community support for the compromise which could be offered by the redevelopment of the Park as suggested in this report.
10. Community and Stakeholder Engagement
10.1. At this stage there has been no community engagement undertaken and the plans are initial and conceptual only.
10.2. Should funding be available, the next step would be to undertake extensive community engagement with the local community to determine the Community’s satisfaction with the redevelopment of the Park to accommodate both a children’s playground and a separated dog exercise area and to seek feedback on the very initial concept plans developed
11. Delegation
11.1. The 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.
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
Date: 1 February 2019
File Reference: F19/7803
Attachment a: Preliminary Concept Plan - Girrabong Road Park ⇩
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6.5 4-10 St Johns Avenue, New Town (Bowling Greens and Buildings) - Buckingham Bowls Club - Lease Renewal
Report of the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachment.
Delegation: Council
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REPORT TITLE: 4-10 St Johns Avenue, New Town (Bowling Greens and Buildings) - Buckingham Bowls Club - Lease Renewal
REPORT PROVIDED BY: Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to consider a request from the Buckingham Bowls Club for a new 20 year lease for their bowling greens and clubrooms in New Town.
2. Report Summary
2.1. The Buckingham Bowls Club has requested a new 20 year lease over their City owned clubrooms and bowling greens in New Town.
2.1.1. It is proposed to offer the Club a new 10 year lease, with an option for a further 10 years.
2.2. The Club has held a lease over the premises since 1905, after the then New Town Council granted the land for a bowling green.
2.3. The lease is supported subject to the City’s obligations under the Local Government Act 1993.
2.4. The report is recommending in-principle approval of a new lease term with the Buckingham Bowls Club.
That: 1. In-principle approval be granted for a new ten (10) year lease with a further ten (10) year option to the Buckingham Bowls Club over the bowling greens and buildings at 4-10 St Johns Avenue, New Town, at a nominal annual rental. (i) Should a new lease be approved, the value of the reduced rental to the Club be recorded in the City’s Annual Report in accordance with the Council Policy ‘Grants and Benefits Disclosure’. 2. Community engagement be undertaken pursuant to Sections 178 and 179 of the Local Government Act 1993. (i) Upon conclusion of the community engagement process; (a) Should no objections be received, the General Manager be authorised to finalise the terms and conditions of the lease; or alternatively (ii) Should objections be received, a further report be provided to the Council on the matter. |
4. Background
4.1. The Buckingham Bowls Club hold a lease with the City for their clubhouse and bowling greens at 4-10 St Johns Avenue, New Town.
4.1.1. The current lease was originally approved by the Council in 1999, with a nominal annual rental fee of $10.
4.2. The Buckingham Bowls Club site comprises a land area of approximately 8,400m2 as indicated below.
4.3. A valuation of the proposed leased area has been undertaken and a value of $48,000 (exc. GST) per annum is considered an appropriate commercial rental. In accord with approved Council policy this amount will be rebated each year and be recorded in the annual plan as a grant to the Club.
4.4. The current lease area is well maintained by the Buckingham Bowls Club, and as such is considered a minimal risk to the City.
5. Proposal and Implementation
5.1. It is proposed that a new lease for a period of ten (10) years with an option for a further ten (10) year extension to the Buckingham Bowls Club, at a nominal annual rental of $50, be given in-principle approval.
5.2. Pursuant to Section 179 of the Local Government Act 1993, as the requested lease term exceeds five (5) years, the City undertake community consultation, as required under Section 178 of the Act ‘Sale, exchange and disposal of public land’.
5.3. It is proposed that subject to no receipt of public objections to the proposed lease, following the community consultation prescribed under Section 179 of the Act, the General Manager negotiate the terms of the lease, at nominal rental, with the value of the benefit to be recorded in the City’s Annual Report, in accordance with Council Policy Grant and Benefits Disclosure.
5.3.1. In accordance with the Act, should any objections be received from the public, a further report will be presented back to the Council.
6. Strategic Planning and Policy Considerations
6.1. The Capital City
Strategic Plan 2015-2025 supports the proposal with Strategic Objective
4.1.4:
Facilitate and support local community groups to enhance community
programs and reduce social isolation.
6.2. Assessment of the request was undertaken in accordance with Council Policy ‘Leases to Non Profit Organisations’.
6.3. The proposed benefit of the lease, on nominal terms, is to be recorded in the City’s Annual Report, in accordance with Council Policy Grant and Benefits Disclosure.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. The commercial annual rental valuation of the Buckingham Bowls Club lease area is $48,000. The lease with the Club will attribute a nominal rental of $50 per annum.
7.1.2. The value of the reduced rental is recorded in the City’s Annual Report in accordance with the Council Policy ‘Grants and Benefits Disclosure’.
7.2. Impact on Future Years’ Financial Result
7.2.1. There will be minimal impact on future years’ operating results.
7.3. Asset Related Implications
7.3.1. The City owns the building and as such has it listed as an asset.
The terms of the lease requires the Club to meet the outgoings for the leased facility.
8. Legal, Risk and Legislative Considerations
8.1. Any new lease documentation will be prepared by the Council’s Legal Services Officer.
9. Social and Customer Considerations
9.1. The Club has a strong membership and has been a long term tenant of the area.
10. Community and Stakeholder Engagement
10.1. Pursuant to Sections 179 and Section 178 of the Local Government Act 1993, community consultation be undertaken in accordance with the Act, as listed below:
10.1.1. Notification in The Mercury on at least 2 separate occasions;
10.1.2. Display of the notification onsite;
10.2. The notifications to advise the public that any objection to the proposed lease may be made to the City within 21 days of the date of the first publication.
11. Delegation
11.1. The 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.
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
Date: 1 February 2019
File Reference: F18/141165
Attachment a: Buckingham Bowls - Assessment - Not for Profit Lease Policy ⇩
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6.6 4-10 St Johns Avenue, New Town (New Town Oval Clubrooms) - New Town Cricket Club - Lease Renewal
Report of the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachment.
Delegation: Council
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REPORT TITLE: 4-10 St Johns Avenue, New Town (New Town Oval Clubrooms) - New Town Cricket Club - Lease Renewal
REPORT PROVIDED BY: Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to consider a request from the New Town Cricket Club for a new lease of ten (10) years with a further ten (10) year extension option for the clubrooms at New Town Oval.
2. Report Summary
2.1. The New Town Cricket Club has requested a new lease over their City owned clubrooms at New Town Oval.
2.1.1. The clubrooms occupy the upper-level of the grandstand building at New Town Oval.
2.2. The Club has had a long history at the ground and has held a lease over the clubrooms since it was built in 1993.
2.2.1. The interior of the clubrooms have subsequently been refurbished by the Club in 2006.
2.3. The lease is supported subject to the City’s obligations under the Local Government Act 1993.
2.4. The report is recommending in-principle approval of a new lease term with the New Town Cricket Club.
That: 1. In-principle approval be granted for a new ten (10) year lease, with an option for a further ten (10) years, to the New Town Cricket Club over the New Town Cricket Club Clubrooms at New Town Oval, 4-10 St Johns Avenue, New Town, at a nominal annual rental. (i) Should a new lease be approved, the value of the reduced rental to the Club be recorded in the City’s Annual Report in accordance with the Council Policy ‘Grants and Benefits Disclosure’. 2. Community engagement be undertaken pursuant to Sections 178 and 179 of the Local Government Act 1993. (i) Upon conclusion of the community engagement process, (a) Should no objections be received, the General Manager be authorised to finalise the terms and conditions of the lease; or alternatively (ii) Should objections be received, a further report be provided to the Council on the matter. |
4. Background
4.1. The New Town Cricket Club hold a lease with the City for their clubrooms at New Town Oval.
4.1.1. The current lease was originally approved by the Council in 2003, for a term of ten (10) years with an option for a five (5) year extension, at a nominal annual rental fee.
4.2. The New Town Oval clubrooms occupy the upper-level of the grandstand building situated on the north-western side of the oval and comprises a build area of 160m² including the external steel access stairs.
4.2.1. The valuation of the clubrooms were calculated on the usable floor area of the clubrooms which excludes the stairs. This area is approximately 139m².
4.3. A valuation of the proposed leased area has been undertaken and a value of $11,700 (exc. GST) per annum is considered an appropriate commercial rental. In accord with approved Council policy this amount will be rebated each year and be recorded in the annual plan as a grant to the Club.
4.4. The lease area is currently utilised during the cricket off season by St Virgils Football Club and charged by New Town Cricket Club on an ad hoc “as used” basis.
4.5. The current lease area is well maintained by the New Town Cricket Club and the premises are in good condition; as such it is considered a minimal risk to the City.
5. Proposal and Implementation
5.1. It is proposed that a new lease for a period of ten (10) years with an option for a ten (10) year extension, at a nominal annual rental of $50, to the New Town Cricket Club be given in-principle approval.
5.2. Pursuant to Section 179 of the Local Government Act 1993, as the requested lease term exceeds five (5) years, the City undertake community consultation, as required under Section 178 of the Act ‘Sale, exchange and disposal of public land’.
5.3. It is proposed that subject to no receipt of public objections to the proposed lease, following the community consultation prescribed under Section 179 of the Act, the General Manager negotiate the terms of the lease, at nominal rental, with the value of the benefit to be recorded in the City’s Annual Report, in accordance with Council Policy Grant and Benefits Disclosure.
5.4. In accordance with the Act, should any objections be received from the public, a further report will be presented back to the Council.
6. Strategic Planning and Policy Considerations
6.1. The Capital City
Strategic Plan 2015-2025 supports the proposal with Strategic Objective
4.1.4:
Facilitate and support local community groups to enhance community
programs and reduce social isolation.
6.2. Assessment of the request was undertaken in accordance with Council Policy ‘Leases to Non Profit Organisations’.
6.3. The proposed benefit of the lease, on nominal terms, is to be recorded in the City’s Annual Report, in accordance with Council Policy Grant and Benefits Disclosure.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. The commercial annual rental valuation of the New Town Oval Clubrooms lease area is $11,700. The lease with the Club will attribute a nominal rental of $50 per annum.
7.1.2. The value of the reduced rental is recorded in the City’s Annual Report in accordance with the Council Policy ‘Grants and Benefits Disclosure’.
7.2. Impact on Future Years’ Financial Result
7.2.1. There will be minimal impact on future years’ operating results.
7.3. Asset Related Implications
7.3.1. The
City owns the building and as such has it listed as an asset.
The terms of the lease requires the Club to meet the outgoings for the leased
facility.
8. Legal, Risk and Legislative Considerations
8.1. Any new lease documentation will be prepared by the Council’s Legal Services Officer.
9. Social and Customer Considerations
9.1. The New Town Cricket Club has broad participation and has been a long term tenant of the area.
10. Community and Stakeholder Engagement
10.1. Pursuant to Sections 179 and Section 178 of the Local Government Act 1993, community consultation be undertaken in accordance with the Act, as listed below:
10.1.1. Notification in The Mercury on at least 2 separate occasions;
10.1.2. Display of the notification onsite;
10.2. The notifications to advise the public that any objection to the proposed lease may be made to the City within 21 days of the date of the first publication.
11. Delegation
11.1. The 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.
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
Date: 1 February 2019
File Reference: F19/365
Attachment a: New Town Oval Clubrooms - Assessment - Not for Profit Lease ⇩
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6.7 Street Tree Strategy Progress Update
Report of the Program Leader Arboriculture and Nursery, the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachment.
Delegation: Committee
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REPORT TITLE: Street Tree Strategy Progress Update
REPORT PROVIDED BY: Program Leader Arboriculture and Nursery
Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to present the progress of the implementation of the City’s Street Tree Strategy.
2. Report Summary
2.1. At its meeting of 24 July 2017 the Council resolved that:
“The City of Hobart Street Tree Strategy 2017, ….be approved for implementation”
2.2. The Strategy contains 49
actions across six key focus areas that City Officers have been progressively
implementing.
Implementation of the actions have been progressed as follows:
- 28 actions are complete.
- 14 of the actions are progressing towards completion.
- 7 actions have been addressed and remain ongoing for the term of the strategy.
2.3. The results demonstrate that the City is on track to implement all actions listed in the Strategy.
That the City’s progress in the implementation of the Street Tree Strategy, as detailed in this report, be received and noted.
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4. Background
4.1. The Street Tree Strategy was endorsed by the Council on 24 July 2017.
4.2. The Strategy includes 49
actions with 28 actions across all six key focus areas completed.
A list of all actions and their progress status is included in Attachment A
to the report.
Major achievements include:
- Development of Standard Planting Details, designed in consultation with Councils infrastructure and design teams.
- Establishment of a page on Council’s ‘Your Say’ website calling for nominations for tree planting. These nominations will be used to develop a 5-year planting program.
- Development of a tree valuations framework to ensure that the City is adequately compensated for street trees that are removed for the benefit of private development.
- Establishment of a cross-divisional working group aimed at improving internal practices for the planning, design, implementation and maintenance of street trees and other green streetscape elements.
- Update of the penalty points of Councils By-laws to ensure that penalty for undertaking unauthorised works on street trees equals that of park trees.
- Establishment of a connections with the University of Tasmania academic staff with the aim to increase research opportunities and information sharing.
4.3. The Strategy outlines two major targets:
“Adopt an aspirational target of 40% canopy cover by 2046 for the City’s urbanised areas” – Action 8.
“Adopt a 40-30-10 (family, genus, species) target for species diversity within the City’s street tree stock” – Action 9.
4.4. Reporting on the progress of these two targets will be made at the 3-year progress update report in 2020.
5. Proposal and Implementation
5.1. Implementation of the Strategy is undertaken through the development of an annual plan that identifies priority actions to undertake each year. Major actions for the coming year (in addition to those actions that are ‘ongoing’) include:
- Development of a 5-year planting program using inputs from the ‘Your Say’ tree planting nominations page and other inputs.
- Complete a Street Tree Management Plan which includes a suite of procedures to guide street tree management.
- Update Councils Tree Risk Management Plan.
- Review opportunities for requiring bonds to be placed on public trees that are adjacent to private developments.
- Review opportunities to support and encourage private land owners to plant trees that will enhance neighbourhood character.
6. Strategic Planning and Policy Considerations
6.1. Capital City Strategic
Plan: Goal 3 – Environment and Natural Resources:
An ecologically sustainable city maintains its unique character and values
our natural resources
6.2. Annual Plan 2018-2019:
Future Directions 2
Is recognised for its natural beauty and quality of environment
‘…the physical environment has been conserved in a manner that will
ensure a healthy and attractive city’
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Actions undertaken in accordance with the strategy are funded from the City’s budget including an annual allocation of $100,000 for tree planting, a 3–year annual allocation of $20,000 to resource the development of new policies and procedures to support the implementation of the strategy.
7.2. Impact on Future Years’ Financial Result
7.2.1. Future financial implications will be formalised during the annual budget estimates each year.
8. Legal, Risk and Legislative Considerations
8.1. The Street Tree Strategy supports the City in effectively managing and mitigating risk through the implementation of policy and procedure to manage the City’s Street Tree population through the use of contemporary arboriculture management practices.
9. Environmental Considerations
9.1. The Strategy aims to enhance the environmental benefits provided by the City’s tree population by increasing canopy cover, species diversity, improving tree health and removing environmental weeds.
10. Social and Customer Considerations
10.1. The implementation of the Strategy supports the improvement of the “livability” of the City and the health and wellbeing of the community.
11. Marketing and Media
11.1. Ongoing utilisation of the City’s social media portals plays a key role in gaining community support and providing regular information on happenings associated with the implementation of the Strategy.
12. Community and Stakeholder Engagement
12.1. Significant community engagement was undertaken as part of the development of the Strategy. Continued community engagement is a key area of the successful implementation of the Strategy and has been demonstrated in the use of the Tree Planting Nominations page on Council’s ‘Your Say’ website.
13. Delegation
13.1. This matter is delegated to the Committee to receive and note the information.
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.
Ruby Wilson Program Leader Arboriculture and Nursery |
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
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Date: 1 February 2019
File Reference: F19/8049
Attachment a: Summary Table of Actions ⇩
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6.8 Street Tree Valuation Methodology
Report of the Program Leader Arboriculture and Nursery, the Manager Parks and Recreation and the Director Parks and City Amenity of 1 February 2019 and attachment.
Delegation: Council
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REPORT TITLE: Street Tree Valuation Methodology
REPORT PROVIDED BY: Program Leader Arboriculture and Nursery
Manager Parks and Recreation
Director Parks and City Amenity
1. Report Purpose and Community Benefit
1.1. The purpose of this report is to present a framework for the charging of a compensation fee for the loss of public trees that are approved for removal for the benefit of private development.
2. Report Summary
2.1. The City receives requests to remove public trees for the benefit of private developments.
2.2. Unlike other assets an established tree cannot be replaced like-for-like and may take decades to grow to an equivalent size.
2.3. Where a public tree is proposed for removal as part of a private development there is no current framework to assign a monetary value to that tree.
2.4. A review undertaken as part
of the development of the Street Tree Strategy revealed that best practice is
to use a Tree Amenity Formula to place a value on trees.
This provides a monetary amount that can be used primarily as an incentive for
the developer to design the proposal to allow the retention of public trees and
secondly to provide the community with adequate compensation for the loss of
the public tree.
2.5. A commonly used formula is the City of Melbourne Tree Amenity Formula. A City of Hobart Tree Amenity Formula has been created that is based on this formula (refer Attachment A).
That: 1. In line with the City of Hobart Street Tree Strategy, a compensation fee be charged when a public tree is approved for removal that is associated with a private development, at the discretion of the General Manager.
2. The compensation fee comprise: (i) the amenity value of the tree; and (ii) the replacement fee for a tree that includes the purchase cost of an advanced size and the planting and establishment costs 3. The amenity value fee be determined using the City of Hobart Tree Amenity Formula, as indicated in Attachment A to the report
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4. Background
4.1. The City of Hobart Street Tree Strategy was endorsed by the Council on 24 July 2017.
4.1.1. Section
7.4.3 outlines that the City should require remuneration for the removal of a
public tree of a monetary value that includes both the calculated amenity value
of the tree and the cost of the replacement planting.
Section 7.1.3 endorses the use of the City of Melbourne Tree Valuation Method
as an appropriate tool for valuing trees.
5. Proposal and Implementation
5.1. Tree removal for development that requires Planning Permit:
5.1.1. If an
applicant wishes to remove a City tree as part of private development they must
acquire the General Manager’s consent to submit the application for it to
be valid (Section 52 of the Land Use Planning and Approvals Act 1993).
The Arboricultural Services Program Area and the Open Space Planning Team
assess the application and provide advice to the Director Parks and City
Amenity on whether the tree should be approved for removal.
5.1.2. It is proposed that a tree compensation fee be calculated by a suitably qualified City Officer or an arborist engaged by the City using the City of Hobart Tree Amenity Formula.
5.1.3. If the
tree is approved for removal by the Director Parks and City Amenity, the tree
amenity fee will be communicated to the applicant as part of the General
Manager’s consent process.
This provides the applicant with the opportunity and an incentive to re-design
the proposal so that it does not impact on a public tree asset.
5.1.4. If the
applicant wishes to continue with the tree removal as proposed, they receive
General Manger’s consent to submit the application.
Should the substantive development application be approved, a condition of the
Planning Permit will subsequently include a condition requiring the tree
compensation fee (that includes a tree amenity value and tree replacement and
replanting fee).
5.2. For Tree removal for a development that does not require a Planning Permit, the following applies:
5.2.1. If an applicant wishes to remove a City tree for works that do not require a planning permit (eg. installation of a crossover) they must acquire a By-Laws permit under Section 23 of the Public Spaces By-Law.
5.2.2. The Arboricultural Services Program Area will assess the application and provide advice to the Director Parks and City Amenity on whether the tree should be approved for removal.
5.2.3. A tree compensation fee will be calculated by a suitably qualified City Officer or an arborist engaged by the City using the City of Hobart Tree Amenity Formula.
5.2.4. This fee will be communicated to the applicant providing the applicant with the opportunity and an incentive to re-design the proposal so that it does not impact on a public tree asset.
5.2.5. The Tree Amenity Fee and a replacement and replanting fee will be included as a condition on the By-Laws Permit.
6. Strategic Planning and Policy Considerations
6.1. Capital City Strategic
Plan: Goal 3 – Environment and Natural Resources:
An ecologically sustainable city maintains its unique character and values
our natural resources
6.2. Annual Plan 2018-2019:
Future Directions 2
Is recognised for its natural beauty and quality of environment
‘…the physical environment has been conserved in a manner that will
ensure a healthy and attractive city’
6.3. City of Hobart Street Tree Strategy, Sections 7.4.3 and 7.1.3.
7. Financial Implications
7.1. Funding Source and Impact on Current Year Operating Result
7.1.1. Any revenue generated will be directed to the City’s tree planting budget.
7.2. Asset Related Implications
7.2.1. If City tree assets are approved for removal as part of private development the asset will be retired from City’s asset management system. The applicant will be responsible for the removal of the subject tree, all associated costs and acquiring all required permits.
8. Legal, Risk and Legislative Considerations
8.1. The Land Use Planning and Approvals Act 1993 enables the planning authority to impose conditions or restrictions on permits in accordance with Sections 51(3A and 4).
8.1.1. To the best of our knowledge, Council’s ability to condition for monetary compensation for the removal of public trees hasn’t been tested in the Resource Management and Planning Appeal Tribunal.
8.1.2. The City’s Manager Development Compliance has been consulted and has identified that as this is a new condition that has not been tested there is a potential risk that the Council would be unable to defend the condition placed in a Planning Permit.
8.2. The Public Spaces By-Law Section 23 states:
A person must not, by any act, wherever performed, cut, prune, pluck, destroy, remove or injure any tree, shrub, flower or other vegetation growing in a public space unless authorised to do so by permit.
This provides the head of power to require applicants to obtain a By-Laws permit with conditions governing the removal of the tree.
8.3. It is proposed that the applicant will be responsible for all works and costs associated with the removal of the City tree. This presents a public liability risk to the Council.
8.3.1. It is accordingly required that the applicant obtain a Permit To Open Up and Temporarily Occupy a Highway and a Traffic Management Permit if required. These permits require Public Liability insurance of $10,000,000.
8.3.2. The provision of a Public Spaces By-Laws permits can also require the works be undertaken by suitably qualified and experienced persons. This ensures the potential risks to the local community and the City are mitigated and controlled.
9. Environmental Considerations
9.1. The tree compensation fee
framework provides a monetary incentive for developers to design their proposal
around established trees.
A healthy and abundant urban tree population has well established environmental
benefits as detailed in the City of Hobart Street Tree Strategy.
10. Social and Customer Considerations
10.1. Providing a framework for valuing
street trees incentivises the retention of public trees or provides adequate
compensation for the loss of public trees that can be used for increased tree
planting.
A healthy and abundant tree population has many proven benefits to the wider
community including improved health and well-being, increased connection to
nature and increased physical activity.
11. Marketing and Media
11.1. The City of Hobart website will be updated to include information on the tree compensation fee, when and why it is required and how it is calculated. This promotes a transparent system that demonstrates that the fee is consistently applied to a set standard.
12. Community and Stakeholder Engagement
12.1. Community engagement was undertaken as part of the development of the City of Hobart Street Tree Strategy.
12.2. In the development of this report consultation was undertaken with the City’s Manager Development Appraisal, the Manager Development Compliance, the Senior Park Planner and the Manager Legal and Governance.
13. Delegation
13.1. The 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.
Ruby Wilson Program Leader Arboriculture and Nursery |
Lee Farnhill Manager Parks and Recreation |
Glenn Doyle Director Parks and City Amenity |
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Date: 1 February 2019
File Reference: F18/151524
Attachment a: Tree Valuation - Methodology Information ⇩
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A report indicating the status of current decisions is attached for the information of Elected Members.
REcommendation
That the information be received and noted.
Delegation: Committee
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Section 29 of the Local Government (Meeting Procedures) Regulations 2015.
File Ref: 13-1-10
Elected Members may ask a question without notice of the Chairman, another Elected Member, 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 Elected Member 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, Elected Member, 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 Elected Members, at the appropriate time.
(iii) upon the answer to the question being circulated to Elected Members, 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) Parks and Recreation Committee Meeting |
Page 259 |
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7/2/2019 |
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That the Committee resolve by majority that the meeting be closed to the public pursuant to regulation 15(1) of the Local Government (Meeting Procedures) Regulations 2015 because the items included on the closed agenda contain the following matters:
· The acquisition of land; · Renewal of a contact including details of the terms and conditions of renewal; · Information that was provided to the Council on the basis it is kept confidential.
The following items are listed for discussion:-
Item No. 1 Minutes of the last meeting of the Closed Portion of the Council Meeting Item No. 2 Consideration of supplementary items to the agenda Item No. 3 Indications of pecuniary and conflicts of interest Item No. 4 Committee Action Status Report Item No. 4.1 Committee Actions - Status Report LG(MP)R 15(2)(g) Item No. 5 Questions Without Notice
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