Agenda of Parks and Recreation Committee Meeting

Agenda (Open Portion)

Parks and Recreation Committee Meeting

Page 4

12/9/2019

Parks and Recreation Committee Meeting (Open Portion) held Thursday, 12 September 2019 at 5:15 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:

Alderman D C Thomas.

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

2. Confirmation of Minutes

The minutes of the Open Portion of the Parks and Recreation Committee meeting held on Thursday, 8 August 2019, are submitted for confirming as an accurate record.

3. Consideration of Supplementary Items

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

Recommendation

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

4. Indications of Pecuniary and Conflicts of Interest

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

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.

5. Transfer of Agenda Items

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

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

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

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

Item No. 6.1

Agenda (Open Portion)

Parks and Recreation Committee Meeting

Page 7

12/9/2019

REPORT TITLE: Trans and Gender Diverse Posters in Public Convenience Facilities

REPORT PROVIDED BY: Program Leader Recreation and Projects

Manager Parks and Recreation

Director City Amenity

Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide for further consideration of installing permanent trans and gender diverse signage in the City’s public toilet facilities.

2. Report Summary

2.1. A notice of motion was tabled at the Council meeting held on 20 May 2019 concerning the potential to display trans and gender diverse posters in public toilets managed by the City.

2.2. The City provides facilities for the display of health and information posters in both cubicles and on walls next to basins within a number of public toilet facilities. This initiative involves the City partnering with a number of relevant organisations, and sees a range of posters on display for periods throughout the year.

2.3. The development of temporary signage is being progressed and will be included in the program on a cyclic basis.

2.4. The Council considered permanent signage at its meeting held on 17 June 2019 where the matter was deferred back to Committee.

2.5. An undertaking was previously provided to the Committee that the design of the posters would involve consultation with relevant organisations including Working it Out and Transforming Tasmania.

3. Recommendation

That trans and gender diverse signage not be displayed on a permanent basis, however the Council note the inclusion of this information in the annual program of periodical display in the City’s public toilets.

(i) The design of the temporary signage involve consultation with relevant organisations including Working it Out and Transforming Tasmania.

4. Background

4.1. A notice of motion tabled at the Council meeting held on 20 May 2019 proposed a motion as follows:

‘Motion

Part A

That the City of Hobart promote its Community Safety Commitment to community inclusion through the display of trans and gender diverse posters in the City’s public convenience facilities, as part of its current public facilities safety information program, with the wording and content of the posters being develop in collaboration with relevant organisations, such as Working it Out and Transforming Tasmania.

Part B

A further report be provided in relation to installing the posters within the City’s public convenience facilities on a more permanent basis’.

4.2. Part A of the motion falls within the scope of the City’s program that provides facilities for the display of health and information posters in both cubicles and on walls next to basins within a number of public toilet facilities. This initiative involves the City partnering with a number of relevant organisations, and provides a range of posters on display for periods throughout the year.

4.3. The Council considered Part B of the matter on 17 June 2019 and deferred the matter back to Committee to obtain further costs for installing permanent signage.

4.4. As discussed in the previous report, it could be advantageous having the temporary signs on a rotational basis to keep the message ‘fresh’ and as such permanent signage is not recommended.

4.5. It was noted that at the Parks and Recreation Committee meeting of 6 June the Committee resolved to include the following additional clause into the resolution:

4.5.1. ‘The development and design of posters to be in collaboration with relevant organisations including Women Speak Tasmania, Working it Out and Transforming Tasmania.’

4.6. Whilst it is noted the Committee’s intention with regard to an all-inclusive approach to the design, Officers are concerned that due to the diversity of opinions on this matter there is little chance of an agreement on a poster design.

5. Proposal and Implementation

5.1. It is proposed that trans and gender diverse posters be displayed as soon as practical as part of the City’s safety information program within public convenience facilities within poster frames.

5.2. An annual booking for the ongoing display of the posters be included as part of the City’s information provision in public toilets.

6. Strategic Planning and Policy Considerations

6.1. The initiative is supported in the 2015-2025 Capital City Strategic Plan:

Strategic Objective 4.4

Community Diversity is encouraged and celebrated

4.4.2 – Support the Gay, Lesbian, Bisexual, Transgender and Intersex community to participate fully in community life.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. Operational costs in the order of $2,550 for the installation of permanent signage can be accommodated within the Parks operational budget.

7.1.1.1. The cost is based on 102 toilets at $25 per sign installed.

7.1.1.2. A total of 102 signs would be required to cover each of the City’s toilets (allowing for one sign in each male and female facility).

Signage has not been allowed for in accessible facilities as they are generally unisex or unisex facilities such as at St Davids Park and Cornelian Bay.

8. Social and Customer Considerations

8.1. With the recent changes to State legislation around birth certificates it is considered appropriate and positive that the City should encourage promotion of the rights of the Trans and Gender diverse population.

9. Marketing and Media

9.1. It is considered that there may be media opportunities as a result of this initiative.

10. Community and Stakeholder Engagement

10.1. There has been liaison with the group Working it Out who is assisting with development of the posters.

10.2. The City’s Community Development Officer has been consulted in the development of this report.

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.

Shannon avery

Shannon Avery

Program Leader Recreation and Projects

Lee Farnhill

Manager Parks and Recreation

Glenn Doyle

Director City Amenity

tims short

Tim Short

Director Community Life

Date: 6 September 2019

File Reference: F19/95277

Item No. 6.2

Agenda (Open Portion)

Parks and Recreation Committee Meeting

Page 12

12/9/2019

REPORT TITLE: kunanyi / Mount Wellington - Proposed Visitor Centre at the Springs - Alternative Proposal

REPORT PROVIDED BY: Program Leader Bushland Recreation

Manager Bushland

Director City Amenity

1. Report Purpose and Community Benefit

1.1. This report presents the findings of the work completed as part of the investment phase for a City-funded visitor centre at The Springs on kunanyi / Mount Wellington.

2. Report Summary

2.1. In March 2018 the Council endorsed the Springs Visitor Centre Concept and requested further analysis and investigation of a number of issues. Refer Attachment A – previous Council resolution.

2.2. The proposal was to establish a new a visitor centre at The Springs with facilities to include a café, toilets, picnic shelters, lookout, an upgraded car park and a nature-based playground.

2.3. The further analysis was completed and identified that whilst a Visitor Hub at The Springs would be a feasible and a major attraction, the Pinnacle Road and site has limited capacity to cope with projected traffic volumes and parking.

2.4. Given the limitations of the Pinnacle Road and The Springs, Officers undertook an assessment of a wider area to identify alternative sites.

2.5. A new site at Halls Saddle was identified that could potentially solve access issues and host many of the facilities that had been proposed for The Springs.

2.6. The Halls Saddle site is ideally located at the base of the Mountain, just below Fern Tree with direct access to Huon Road.

2.7. Preliminary investigations indicate the Halls Saddle site could help resolve access issues and become a gateway to mountain experiences for the discerning local, national and international visitor.

2.8. This report recommends the City redirect its efforts away from The Springs to investigate the Halls Saddle site’s feasibility and potential for servicing visitor access to the mountain.

2.9. The Springs remains a key site to access walking and riding tracks, however this report recommends it is not the best location to build a visitor centre.

2.10. A well located quality entry experience to the mountain will help realise the full potential of the significant money the City already invests across the mountain on tracks, trails and visitor experience.

3. Recommendation

That:

1. The Springs Visitor Centre Concept as developed to date, not be progressed.

2. Comprehensive assessment and feasibility assessment be undertaken into the Halls Saddle site to establish its potential role as the primary road-based gateway entrance facility for servicing visitor access to the mountain.

3. This work to involve:

(i) Concept development – including confirming required site functions and feasibility assessment.

(ii) Site master planning to ensure any required functions can fit within the site.

(iii) A transport / access analysis – including the site’s potential role in providing for a regular mountain bus service.

(iv) Determination of infrastructure and services requirements at the site.

(v) Compliance with planning scheme, including bushfire risk requirements.

(vi) Preparation of a high level assessment of the financial investment required to develop the Halls Saddle site as proposed.

(vii) The identification of potential grant funding and other external funding opportunities that could provide the investment required to develop the Halls Saddle site.

4. The costs associated with the work to investigate the Halls Saddle concept, estimated to be in the order of $100,000 be allocated from the 2019-2020 Bushland Capital Works budget.

5. A report be provided on the findings of the above for the Council’s consideration by February 2020.

4. Background

Tourism and Visitation – Context

4.1. Tasmania’s reputation as a premier tourist destination continues to grow. Tourism is one of the key pillars of the Tasmanian economy, and now contributes $2.5B to the Tasmanian economy (or 9.9 per cent of Gross State Product). At 1.32M domestic and international visitors per year, Tourism in Tasmania is fast approaching the Tasmanian Government’s target of 1.5M visitors by 2020.

4.2. kunanyi / Mount Wellington is Tasmania’s third most visited tourist attraction and most visited natural attraction. The mountain currently attracts 500,000 visitors per year.

To put this in context Cradle Mountain attracts approximately 280,000 visitors per year and Freycinet 300,000 visitors per year.

4.3. Within ten years visitation to the mountain is projected to grow to 700,000. Aging facilities at the key entry points are failing the local and tourism potential of the mountain.

4.4. The City is currently investing $2M upgrading Fern Tree Park which is a key access point to the mountain.

In the last three years a further $2.5M has been spent by the City renovating walking tracks (the Great Short Walk), mountain bike tracks and other infrastructure on the Mountain.

Springs Visitor Centre Concept

4.5. The proposal to this point was to establish a new a visitor centre at The Springs with facilities to include a café, toilets, picnic shelters, lookout, an upgraded car park and a nature-based playground.

4.6. At the request of Council, further analysis and investigation into the Springs Visitor Centre Concept as part of the investment phase was undertaken including:

4.6.1. A transport and access analysis;

4.6.2. Planning advice including bushfire risk requirements;

4.6.3. Engagement with Aboriginal community;

4.6.4. Cable car implications for visitor centre;

4.6.5. The provision of infrastructure services;

4.6.6. Alignment with the Springs Master Plan.

4.7. Further investigations into bushfire, planning issues and infrastructure did not raise any constraints. The Aboriginal community received the concept well and expressed interest in ongoing involvement. However, parking and transport was highlighted as a key limiting factor.

4.8. For a summary of key findings refer Attachment B.

4.9. A transport and access analysis investigated the potential traffic impacts of a visitor centre at The Springs, kunanyi / Mount Wellington.

4.10. The parking accumulation model for The Springs shows the car park to be undersized to accommodate future growth, for up to 6 months of the year.

By 2025 at peak season and peak hour the car park would need to be 5 to 6 times larger than its current size (50 is current capacity). Even at the quietest day, a demand for some 50 spaces is expected.

4.11. Road capacity constraints were also assessed at a desk top level and considered overall mountain visitation. The report found:

4.11.1. Traffic Volume

By 2025, during peak season and peak hour there is insufficient capacity to absorb the additional 200 (two-way) vehicles / hr.

4.11.2. Road Width

Significant deficiencies exist, the road is too narrow in many places for two cars to safely pass, especially below The Springs. This tension / traffic conflict is exacerbated with larger vehicles (eg Winnebago's) and buses in the mix.

pinnacle rd - at fingerpost i-section _ march 2019 (3)
Traffic congestion due to narrow road below Springs
(March 2019).

pinnacle rd _ march 2019_ (3) (Large)
Traffic congestion due to narrow road below Springs
(March 2019).

4.12. The report included a review of precedents including Freycinet National Park, Cradle Mountain and Cape Byron (NSW). These high profile tourist locations are all moving to managed transport models - integrating multiple strategies to accommodate their growing visitor numbers including: restricting private vehicle access at certain times of day, shuttle buses systems, paid parking, and improved walking / riding options. Cradle Mountain is also proceeding to build a cable way from the main visitor entry point, connecting the visitor centre with Dove Lake.

4.13. Investigating alternate parking locations outside of Wellington Park to deal with the identified transport issues lead to the identification of the Halls Saddle site.

4.14. The recommended next step is to fully investigate the transport options utilising the Halls Saddle site that may be available to deal with the identified transport issues.

The investigations will include the potential for a system with a mix of transport modes that could be introduced in stages as visitor numbers grow and improved services come on line.

Halls Saddle – New Site

4.15. kunanyi / Mount Wellington requires a high quality and easily accessible ‘front door’ for people wishing to explore the mountain’s forests, walking tracks and mountain bike trails.

4.16. Following all the investigations into The Springs, it now appears that Halls Saddle is a better proposition.

4.17. A preliminary assessment of the Halls Saddle site has been completed (Refer to Attachment C).

Location and Attributes

4.18. The Halls Saddle site is ideally located at the base of the Mountain, just below Fern Tree with direct access to Huon Road (red star below).

4.19. Approximate travel times and distances.

Halls Saddle to The Springs is 10 minutes by car and a 40 minute walk (2.7km) via Fern Tree.

From the Halls Saddle site to Fern Tree is an 11 minute walk (1km).

mtn graphic

The Halls Saddle site and key access points for mountain visitation.

Halls Saddle site – view from above the site up toward the
mountain summit

halls saddle birds eye _ pana
Halls Saddle site from the Organ Pipes (yellow circle)

5. Proposal and Implementation

5.1. This report seeks the Council’s endorsement to further investigate the Halls Saddle site.

5.2. The work will give Council a good idea of the potential role the site can play in solving transport issues and servicing visitor access to the mountain.

5.3. This work to involve:

(i) Concept development – including confirming required site functions and feasibility assessment.

(ii) Site master planning to ensure any required functions can fit within the site.

(iii) A transport / access analysis – including the site’s potential role in providing for a regular mountain bus service.

(iv) Determination of infrastructure and services requirements at the site.

(v) Compliance with planning scheme, including bushfire risk requirements.

(vi) Preparation of a high level assessment of the financial investment required to develop the Halls Saddle site as proposed.

(vii) The identification of potential grant funding and other external funding opportunities that could provide the investment required to develop the Halls Saddle site.

5.4. The concept needs to be developed before further consultation with the community.

6. Strategic Planning and Policy Considerations

6.1. The new 2018 City of Hobart community vision recognises the Mountain as key to Hobart’s sense of place, culture and economy. Improving visitor access to the Mountain helps deliver the new City vision.

6.2. The Wellington Park Management Trust is currently developing a Visitor and Recreation Strategy for Wellington Park. Improving access to kunanyi / Mount Wellington is a crucial issue to address.

6.3. A decentralised model of mountain visitation would see a number of key access hubs including Halls Saddle (primary), Fern Tree Park, The Springs, Big Bend and the summit.

6.4. These key access hubs along with the extensive network of walking and mountain bike tracks can enable the discerning local, national and international visitor to access powerful nature experiences on the mountain.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. There is no current allocation for project investigations within the City's operating budget.

7.1.2. The costs associated with the work to further investigate the Halls Saddle concept, estimated to be in the order of $100,000 be funded via the reallocation of the existing 2019-20 Bushland Capital Works Budget.

7.2. Impact on Future Years’ Financial Result

7.2.1. High level cost estimates would be part of the further investigations requested by this report. The QS would cost infrastructure services (power, water, sewer); building and fit out; landscaping; road, parking and tracks.

7.2.2. Should the Council investigate and eventually resolve to build a Halls Saddle base camp, a similar amount of funding to The Springs concept could be expected (in the order of $5M).

7.2.3. At present there is no allocation for this project in the City's 10-Year Capital Works Program for such a project.

7.2.4. Consideration could be given to borrowings to support the project. Alternatively, or in parallel, a concerted campaign to secure grant funding for the project could be pursued.

7.2.5. Business Model - Feasibility – commercial components (i.e. a café) could potentially support the development and provision of public / tourist services via annual lease payments.

7.2.6. Alternative options to the City funding in full the built infrastructure may be available (i.e. potential concessions to a long term lessee who may be able to fully or partially fund the build). Any such exploration / investigation would be the subject of future reports to the Council.

7.3. Asset Related Implications

7.3.1. Should the Halls Saddle development eventuate it would be a new asset and incur new ongoing maintenance costs. Ideally the proposed operating model would cover this.

7.3.2. The extent, quality and level of service at the mountains key entry points require significant upgrade to meet the high and growing mountain visitation.

7.3.3. Some facilities at The Springs (i.e. toilets ) will still require investment within five years.

8. Legal, Risk and Legislative Considerations

8.1. A development at Halls Saddle would require planning approval under the Hobart Interim Planning Scheme 2015.

8.2. The site is outside Wellington Park and therefore there are no permits or approvals required from the Wellington Park Management Trust.

9. Social and Customer Considerations

9.1. A high quality and easily accessible ‘front door’ for the mountain located at Halls Saddle will deepen visitor engagement and appreciation of kunanyi / Mount Wellington, the City’s greatest natural asset.

10. Marketing and Media

10.1. Considering the public interest in the mountain it will be necessary to implement communications measures to advise the public, key stakeholders and interested parties of the process being undertaken.

11. Community and Stakeholder Engagement

11.1. To date targeted stakeholder engagement has been undertaken to inform development of the concept. This engagement has focused on Tasmanian Aboriginal groups, users groups and potential private sector operators.

11.2. Broader community engagement concerning the concept will be required. Once the concept is sufficiently developed officers will seek Council’s endorsement to undertake public exhibition (community consultation) on the proposal.

12. Delegation

12.1. This matter is delegated to the Council.

Greg Milne

Program Leader Bushland Recreation

John Fisher

Manager Bushland

Glenn Doyle

Director City Amenity

Date: 5 September 2019

File Reference: F19/39897; 18/12

Attachment a: The Springs Visitor Centre - Council Resolution (March 2018) ⇩

Attachment b: The Springs - Investment Phase Overview - April 2019 (HIRST PROJECTS ) ⇩

Attachment c: Halls Saddle Preliminary Assessment - August 2019 (HIRST PROJECTS) ⇩

Item No. 6.3

Agenda (Open Portion)

Parks and Recreation Committee Meeting

Page 34

12/9/2019

REPORT TITLE: Cascade Estate Strategic Land Review - Update

REPORT PROVIDED BY: Manager Bushland

Director City Amenity

1. Report Purpose and Community Benefit

1.1. This report is provided to report on a recent meeting with Carlton United Breweries (CUB) to progress its decision to retain ownership of the “Cascade Brewery Estate” land holdings and not enter into an MOU with the City of Hobart.

1.2. It notes the results of the meeting to address community concern and to action the proposal by Carlton and United Brewery to liaise with the City over land and recreation management matters through a holistic planning exercise for the Cascade Estate.

2. Report Summary

2.1. Following the joint City of Hobart and CUB Cascade Estate Strategic Land Review, CUB resolved to retain ownership of its land within the Estate however it has expressed the desire to co-operate with the City in the future management of relevant land and recreational management issues.

2.2. CUB has agreed to a regular series of meetings with City Officers and involve operational management of the Cascade Brewery operation, to progress the issues described in the Cascade Estate Strategic Land Review.

2.3. CUB has committed to implementing a management program for fire management, weed control and recreational access management for the Estate and are keen to engage with the City to development a program.

2.4. The City has agreed to provide a status update of the issues identified in the Strategic Land Review and provide guidance to CUB on how it can address these issues, as identified below:

2.4.1. Council Licence Agreements over Cascade Land

· Cascade Walking Track

· Main Fire Trail (above Old Farm Road)

2.4.2. Recreational Planning Initiatives

· Hobart Rivulet Master Plan

Land required for linkages along the Hobart Rivulet above the Brewery, works to enhance the pedestrian connection around the Brewery.

· Greater Hobart Mountain Bike Plan

Identifies numerous trails and the land below Huon Road. The plan notes Cascade Estate is critical to success of the mountain network on western shore and the Brewery is identified as a Hub/node for parking and trail head facilities.

· Biodiversity Action Plan

Recently completed for all tenures in the Hobart municipal area.

2.4.3. Rationalise Boundaries of Wellington Park – Land Identified:

· Land at the end of Old Farm Road

· Inglewood Road “blocks”

· Upper Strickland Avenue / Rivulet Track

2.4.4. Fire Management

· Knocklofty Reserve / McRobies Gully Fire Management Plan covers a section of the Cascade Estate.

· Numerous fire trails on Cascade Estate form part of the broader network of trails on the lower slopes of kunanyi / Mount Wellington and Knocklofty Reserve.

2.5. It has been agreed that City Officers will meet 3 monthly with CUB and local Cascade management to progress land management issues for the Cascade Estate.

2.6. The City will provide a review of the Cascade Estate issues identified in the Strategic Land Review and offer advice on how these issues might be addressed by CUB.

3. Recommendation

That the report, Cascade Estate Strategic Land Review – Update, dated 3 September 2019, be received and noted.

4. Background

4.1. The Cascade Estate is the largest privately owned bushland area within the Hobart municipal area. 800 acres (320 hectares) is currently owned by the Brewery of the original 2,000 acres of land granted to Peter Degraves in 1824. It is understood that of this area, approximately 250 hectares is remnant bushland.

4.2. The Cascade Estate is noted to contain significant environmental values including endangered ecological communities and habitat for threatened flora and fauna and has been assessed as part of the Council’s Biodiversity Action Plan project.

4.3. Much of the Estate is sandwiched between the suburbs of South Hobart, West Hobart and Lenah Valley and Wellington Park and thus the Estate functions as a well-used, albeit informal, recreation corridor primarily for walking and mountain biking.

4.4. Whilst not condoned by the Brewery, the estate has become a very popular venue to for mountain biking to the extent that the Tasmanian Mountain Bike Plan notes South Hobart / Wellington Park as a highly popular riding area in the state – much of the connection occurs through Brewery land.

4.5. Over recent years, the City has developed a co-operative relationship with the Brewery in relation to its land holdings and has worked on a number of initiatives.

The most significant project being the construction of the “Cascade Walking Track” which opened in 2011 and is managed by the City under licence. This has been followed by the development of a vegetation management plan for the bushland adjoining the track.

4.6. In addition, a significant portion of the estate has been identified in recreation, reserve and fire management planning initiatives over recent years.

4.7. The City’s interest in the land can be summarised in the Cascade Land Review and the recent announcement by Cascade that they wish to retain ownership of the land but wish to co-operate effectively with the City on the management of the land and the uses that it provides to the citizens.

5. Proposal and Implementation

5.1. It was agreed that the City and CUB meet on a three monthly basis and include operational management staff of the Cascade Brewery to progress land management issues for the Cascade Estate.

5.2. The City will provide a review of the Cascade Estate issues identified in the Strategic Land Review and offer advice on how these issues might be addressed by CUB.

6. Strategic Planning and Policy Considerations

6.1. This proposal integrates with existing land management strategies prepared for the City and serves to improve the management of a key parcel of land in South Hobart.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. There is no proposal for the City to expend funds on the Cascade Estate other than where existing City interests are being pursued.

7.2. Impact on Future Years’ Financial Result

7.2.1. There is no proposal for additional funds to be allocated to management of the Cascade Estate beyond currently approved mountain bike and walking track projects.

7.3. Asset Related Implications

7.3.1. Walking Track and mountain bike track assets are already accounted for in the City of Hobart asset management system and no additional assets are proposed for the Cascade Estate beyond approved projects.

8. Legal, Risk and Legislative Considerations

8.1. There are no legal risk assigned to the City through the decision by CUB to retain ownership and management.

9. Environmental Considerations

9.1. Improved management funded by CUB will improve connectivity and manage current threats to biodiversity values through advice provided by the City to the land manager.

10. Social and Customer Considerations

10.1. Identified recreational needs are a strong driver for the City and CUB to co-operate on this project.

Outcomes are expected to provide a degree of certainty and security to the formalisation and/or establishment of trails by the City and improvement in access to the land by citizens.

10.2. The project may provide an outcome for the Cascade Estate which aligns with the community desire to use the land for recreational purposes, thereby resolving the potential conflict and action.

11. Marketing and Media

11.1. Announcement of the proposal to co-operate on management of the Estate is likely to be well received by the community.

11.2. Opportunities for positive joint media therefore exist for individual projects subject to CUB agreement.

12. Community and Stakeholder Engagement

12.1. The Cascade Estate Strategic Land Review was exposed to significant community consultation and the option 6.1 for CUB to retain ownership and co-operate with the City in the future management was part of the proposed options.

12.2. Cascade operational management will be responsible for community consultation and engagement for new projects or for proposed changes to the current uses occurring within the Estate.

13. Delegation

13.1. The matter is to be received and noted by the Committee.

John Fisher

Manager Bushland

Glenn Doyle

Director City Amenity

Date: 5 September 2019

File Reference: F19/118656

Item No. 6.4

Agenda (Open Portion)

Parks and Recreation Committee Meeting

Page 40

12/9/2019

REPORT TITLE: Domain Athletic Centre - Proposed Athletics Tasmania Master Plan

REPORT PROVIDED BY: Program Leader Recreation and Projects

Manager Parks and Recreation

Director City Amenity

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to consider a proposed master plan for the Domain Athletic Centre, developed by Athletics Tasmania.

2. Report Summary

2.1. Athletics Tasmania, the key user group of the site, engaged an architect to develop a proposed master plan for the Domain Athletic Centre.

2.2. The Centre is a highly utilised facility that is open for use by the general public and key users groups including Athletics Tasmania, Athletics South and numerous schools in the Hobart area.

2.3. The Centre was built in 1977 with the main building updated in 2001, the public toilets updated in 2018 and the track surface replaced to international standard in 2016. The site has not received any other significant redevelopment.

2.4. The proposed master plan seeks a three-stage implementation involving a warm up track, indoor running and throwing areas, new changerooms, a new function room and improved gym area.

2.4.1. The master plan also looks to expand car parking in an area identified in the Queens Domain Masterplan as possible future parking.

2.5. Indicative estimates put the potential cost of the proposed development in the order of $12M.

2.6. The report recommends the Council endorse proposed master plan, as prepare by Athletics Tasmania, to allow further input by the City and wider community engagement to be undertaken.

It is proposed that the draft master plan for the site then be referred back for the Council’s approval to allow Athletics Tasmania to seek to secure external grant funding for the development.

3. Recommendation

That the Draft Domain Athletic Centre Master Plan, as prepared by Athletics Tasmania, be endorsed to allow key user groups and wider community engagement to be undertaken.

(i) Following community engagement and feedback, the draft master plan for the site be referred back for the Council’s approval to allow Athletics Tasmania to seek to secure external grant funding for the development.

4. Background

4.1. The Domain Athletic Centre on the Queens Domain is owned and managed by the City of Hobart.

4.2. There are a number of leases on the site to Athletics Tasmania and Athletics South which cover buildings including the main function space, office and storage areas.

4.3. The track, including maintenance, management and bookings is the responsibility of the City.

4.4. The Centre provides the only synthetic track in southern Tasmania, and is considered to be one of the most heavily utilised in Australasia. The track aside from formal bookings is open for community use, which is very unusual for a synthetic track.

4.5. The track has been certified as a Class 2 IAAF Athletics facility enabling it to host high level events, including certification to allow world records achievements to be recognised.

4.6. Despite the popularity of the Centre and this recent certification, the Centre no longer holds high profile events due to supporting infrastructure which does not meet modern requirements.

4.7. Athletics Tasmania recently engaged Potter Projects to develop a proposed master plan for the site to guide development of the Centre into the future.

4.8. The staged plan (marked as Attachment A) includes:

4.8.1. A new warm up track;

4.8.2. New grand stand seating;

4.8.3. Improved landscaping and traffic flow (including drop off zones);

4.8.4. Increased car parking;

4.8.5. New multipurpose space;

4.8.6. New public facilities, including indoor training centre, changerooms and offices.

4.9. Athletics South has over 200 active members who will directly benefit from the improvements to the Centre as well as the 30 plus schools that use the Centre annually for sports carnivals or training.

4.10. The proposal has been provided to the City’s Acting Senior Statutory Planner for comment concerning the plan’s compliance with the planning scheme and it is noted that the draft master plan is likely to be compliant with the planning scheme, however further advice will be required as detailed design is completed.

4.11. The Queens Domain Master Plan doesn’t provide any detail on future upgrades within the boundary of the Domain Athletic Centre site, however it does indicate an expanded car parking area in the area identified for parking within the draft master plan.

5. Proposal and Implementation

5.1. It is proposed that the Council endorse proposed master plan, as prepare by Athletics Tasmania, to allow further input by the City and local area, key user groups and wider community engagement to be undertaken.

5.2. It is proposed, that following this engagement and feedback, that the draft master plan for the site be submitted for the Council’s approval to allow Athletics Tasmania and the City to seek to secure external grant funding for the development.

5.3. Funding for the staged development will need to be sourced from external parties.

6. Strategic Planning and Policy Considerations

6.1. The proposal is in line with the Capital City Strategic Plan 2015-2025:

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 will be no funding required as a result of this recommendation this financial year.

7.2. Impact on Future Years’ Financial Result

7.2.1. External grant funding will be required to substantially complete a development of this scale.

7.2.2. Indicative estimates put the potential cost of the proposed development in the order of $12M.

7.2.3. Relatively minor aspects of the works, such as upgrade to the existing change rooms, may be able to be funded as part of the City’s asset renewal program, however any quantities will not be able to be determined until detailed design and proposed timing of redevelopment works are known.

7.3. Asset Related Implications

7.3.1. All assets proposed are under Council ownership, however it is likely that Athletics Tasmania will wish to lease some areas that will be required to be considered under a separate report in the future.

8. Legal, Risk and Legislative Considerations

8.1. There are none foreseen at this early stage of the planning.

9. Environmental Considerations

9.1. The buildings are intended to be designed to meet the highest possible energy ratings and will include initiatives such as solar energy.

10. Social and Customer Considerations

10.1. Should the master plan be implemented it would bring one of the City’s premier facilities up to a higher quality, modern standard facility.

10.2. The improvements will benefit greater Hobart, with many of the users coming from areas outside of Hobart municipality, indeed outside of greater Hobart.

10.3. The facility is also used for national events so any improvements will also benefits users from interstate.

11. Marketing and Media

11.1. Given the prominence of the site it is expected that the plan will provide significance media interest.

12. Community and Stakeholder Engagement

12.1. It is proposed that the Council endorse the proposed master plan, as prepare by Athletics Tasmania, to allow further input by the City and local area, key user group and wider community engagement to be undertaken.

13. Delegation

13.1. The matter is for the Council to determine.

Shannon avery

Shannon Avery

Program Leader Recreation and Projects

Lee Farnhill

Manager Parks and Recreation

Glenn Doyle

Director City Amenity

Date: 5 September 2019

File Reference: F19/109728

Attachment a: Draft Master Plan ⇩

People	We value people – our community, our customers and colleagues.
Teamwork	We collaborate both within the organisation and with external stakeholders drawing on skills and expertise for the benefit of our community.
Focus and Direction	We have clear goals and plans to achieve sustainable social, environmental and economic outcomes for the Hobart community.
Creativity and Innovation	We embrace new approaches and continuously improve to achieve better outcomes for our community.
Accountability	We work to high ethical and professional standards and are accountable for delivering outcomes for our community.