Agenda of Council Meeting - Monday, 25 September 2023

Agenda (Open Portion)

Council Meeting

Page 7

25/9/2023

A meeting of the Open Portion of the Council will be held in the Council Chamber, Town Hall on Monday, 25 September 2023 at 5.00 pm.

Kat Panjari

Acting Chief Executive Officer

The title Chief Executive Officer is a term of reference for the General Manager as appointed by Council pursuant s.61 of the Local Government Act 1993 (Tas).

ELECTED MEMBERS:

Lord Mayor A M Reynolds

Deputy Lord Mayor H Burnet

Alderman M Zucco

Councillor W F Harvey

Alderman S Behrakis

Councillor M S C Dutta

Councillor Dr Z E Sherlock

Councillor J L Kelly

Councillor L M Elliot

Alderman L A Bloomfield

Councillor R J Posselt

Councillor B Lohberger

APOLOGIES:

LEAVE OF ABSENCE: Nil.

1. Acknowledgement of Country

2. Confirmation of Minutes

The Chairman reports that she has perused the minutes of the meeting of the Open Portion of the Council meeting held on Monday, 28 August 2023, finds them to be a true record and recommends that they be taken as read and signed as a correct record.

3. Transfer of Agenda Items

Are there any items, which the meeting believes, should be transferred from this agenda to the closed agenda or from the closed agenda to the open agenda, in accordance with the procedures allowed under Section 15 of the Local Government (Meeting Procedures) Regulations 2015?

4. Communication from the Chairman

5. Notification of Council WorKshops

In accordance with the requirements of the Local Government (Meeting Procedures) Regulations 2015, the General Manager reports that the following workshops have been conducted since the last ordinary meeting of the Council.

Date: Monday, 4 September 2023

Purpose: Training - Inclusion and Gender Diversity | Capital Works Program

Attendance:

The Lord Mayor Councillor A Reynolds, Deputy Lord Mayor Councillor H Burnet, Councillors B Harvey, M Dutta, Dr Z Sherlock, J Kelly, L Elliot, Alderman L Bloomfield, Councillors R Posselt, B Lohberger.

Leave of Absence:

Alderman M Zucco.

Date: Monday, 18 September 2023

Purpose: Rating and Valuation Strategy Review | Family Friendly CBD

Attendance:

The Deputy Lord Mayor Councillor H Burnet, Councillors B Harvey, M Dutta, Dr Z Sherlock, J Kelly, L Elliot, Alderman L Bloomfield, Councillors R Posselt, B Lohberger.

Apologies:

The Lord Mayor Councillor A Reynolds.

6. Public Question Time

Regulation 31 Local Government (Meeting Procedures) Regulations 2015.
File Ref: 16/119-001

6.1 Public Questions

7. Petitions

8. Consideration of Supplementary Items

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

RECOMMENDATION

That the Council resolve to deal with any supplementary items not appearing on the agenda, as reported by the Acting Chief Executive Officer in accordance with the provisions of the Local Government (Meeting Procedures) Regulations 2015.

9. Indications of Pecuniary and Conflicts Of Interest

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

Elected Members 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.

Item No. 10

Agenda (Open Portion)

Council Meeting

Page 11

25/9/2023

REPORT TITLE: Review of the Capital City Strategic Plan 2019-29

REPORT PROVIDED BY: Acting Head of Intergovernmental Relations and Partnerships

1. Report Summary

1.1. The purpose of this report is to present Council with findings from the community and stakeholder engagement process for the draft of the refreshed Capital City Strategic Plan (strategic plan) and to seek endorsement of the final document.

2. Key Issues

2.1. The strategic plan is the City’s primary planning document and outlines the outcomes the City is aiming to achieve over a ten-year period in response to Hobart: A community vision for our island capital.

2.1.1. All councils must prepare a strategic plan for the municipal area for at least a ten-year period. In preparing the strategic plan councils are to consult with the community and any authorities and bodies it considers appropriate. The strategic plan must be reviewed at least every four years.

2.1.2. The four-year review of the Capital City Strategic Plan 2019-29 has been undertaken in accordance with the Local Government Act 1993.

2.1.3. Community engagement of the draft strategic plan was endorsed by the Council on 22 May 2023 and was undertaken from 26 May to 30 June 2023.

2.2. The feedback and the key themes that came through during community engagement were considered and analysed and the draft strategic plan was subsequently updated.

2.2.1. The refreshed Capital City Strategic Plan is provided at Attachment A.

3. Recommendation

That the Council endorse the refreshed City of Hobart Capital City Strategic Plan 2023, marked as Attachment A to this report.

4. Background

4.1. The strategic plan is the City’s primary planning document and outlines the outcomes the City is aiming to achieve over a ten-year period in response to Hobart: A community vision for our island capital.

4.1.1. The strategic plan informs planning for the City and is used by officers to develop the annual plan, budget, unit plans and portfolio committee workplans.

4.1.2. Annual Plan major actions and initiatives are aligned to and consistent with the strategies and outcomes in the strategic plan. This cascading of strategies ensures that they are put into action through the City’s operations, services, programs and initiatives and in turn contribute to the achievement of the outcomes.

4.2. In accordance with the Local Government Act 1993 a review of the strategic plan must be undertaken at least every four years and community engagement must be undertaken. (sections 66 and 70E).

4.3. At its meeting held on 22 May 2023 the Council resolved that the draft of the refreshed Capital City Strategic Plan be released for community and stakeholder engagement.

4.3.1. Community engagement on the draft plan was undertaken from 26 May to 30 June 2023.

5. Legal, Risk and Legislative Considerations

5.1. Section 66 of the Local Government Act 1993 requires councils to prepare a strategic plan for the municipal area for at least a ten-year period. In preparing the strategic plan councils are to consult with the community and any authorities and bodies it considers appropriate. The strategic plan must be reviewed at least every four years.

6. Discussion

6.1. The review of the strategic plan is timely due to recent social and economic changes, the new Council term and implementation of the City of Hobart Integrated Planning and Reporting Framework.

6.1.1. The review started with an assessment on the progress and relevance of the outcomes and strategies in the plan. This was followed by an environment scan which looked at factors locally and globally that could affect Hobart and the region over the next 20-years.

Elected Member engagement

6.2. Elected members input into the review of the strategic plan was provided through a series of workshops starting with an elected member retreat in February 2023. This was followed by two further workshops on 15 May and 7 August 2023. Input from elected members included that the following should be incorporated into or strengthened in the strategic plan:

· Celebrating different cultural perspectives, including our Aboriginal heritage.

· Emphasising wellbeing as a key outcome.

· Addressing and managing climate change.

· Maintaining and enhancing liveability through integrated strategic land use planning.

· Sustainability as a framing principle.

· Commitment to demonstrate public value.

6.2.1. The main changes made to the strategic plan following feedback from Elected Members are:

· The inclusion of Future Hobart Plan 2050 and neighbourhood plans to strengthen the City’s priority on strategic land use planning.

· Alignment of the strategic plan to the UN Sustainable Development Goals.

· Strengthening and showing our commitment to public value by redrafting pillar 8 – governance and civic involvement.

· Aligning the strategic plan to support key strategic work underway for example, climate change; resilience; transport and mobility; city economy; creative city and positioning Hobart.

Community and stakeholder engagement

6.3. The draft strategic plan was open for community and stakeholder engagement from 26 May to 30 June 2023.

6.3.1. Feedback was invited via a survey hosted on the City’s Your Say platform; by written submission via email or post and via telephone by calling the project team directly.

6.3.2. Views were sought on whether the draft strategic plan continued to reflect the community vision, challenges and opportunities facing Hobart in the next ten years and ideas for how to address these.

6.3.3. The opportunity to engage on the draft strategic plan was promoted via:

· A media release

· An opinion piece from the Lord Mayor in the Mercury Newspaper

· City News

· The City of Hobart website

· City of Hobart Facebook posts

· Newsletters to registered Your Say users

· The City of Hobart Business update

· Emails inviting participation to:

o Portfolio Committee members

o Community and resident associations

o Key stakeholders such as state government departments, Ministers, local members (state and federal), Greater Hobart councils, peak bodies and business groups.

6.3.4. Opportunities to engage directly with community members were also taken by collaborating with the consultation on the Community Engagement Framework.

6.3.5. In total forty-eight responses were received to the Your Say Hobart Survey and six submissions. The Community Engagement Summary Report for the Strategic Plan Four Year Review is provided at Attachment B.

6.3.6. The six submissions were received from:

· Tasmanian Small Business Council

· Volunteering Tasmania

· RACT

· Office of the Coordinator-General

· Heart Foundation

· Australian Retailers Association.

6.3.7. While the overall number of respondents is relatively low this was somewhat expected due to the long-term, high-level nature of the document. Also, as this was the first four-year review of the existing strategic plan the planned engagement was considered sufficient. Community consultation for the second review of the strategic plan in 2026-27 will be more extensive.

6.4. The online survey sought the community’s views on:

· Whether reviewed strategic plan still reflected the Vision

· Challenges and opportunities facing Hobart in the next ten years

· If the draft plan addressed these challenges and opportunities and ideas on how to address them.

6.4.1. The key themes that came through in the submissions were:

· Planning for the future including population growth, housing, transport, climate change.

· Support for major developments.

· Protection of the natural environment.

· Support for local businesses and economic diversification.

· Increased community engagement opportunities.

· Working in partnership with neighbouring councils.

· Health and wellbeing supported by more and upgraded facilities.

6.5. The feedback and the key themes that came through during community engagement were considered and analysed. The themes identified were largely in line with the those identified during other stages of the review of the strategic plan.

6.6. In addition to community engagement, staff workshops were held with the Hobart Leadership Team and other nominated staff who provided their strategic expertise and knowledge. All staff were also provided with the opportunity to comment on the draft plan via an internal survey.

6.7. The draft strategic plan was subsequently updated in response to the engagement feedback and is provided at Attachment B.

6.7.1. The plan has also been edited to ensure readability and the strategies rearranged so that that they are grouped in themes.

6.7.2. The main changes made to the draft strategic plan after engagement with the community, stakeholders and staff are detailed in the following table:

Theme	Response
Planning for the future, including population growth, housing, transport, climate change.	Captured as priorities across the pillars. Key changes in review include: - Future Hobart Plan and structural neighbourhood plans. - Climate change is more prominent.
Support for major developments.	Addressed through strategic land use planning focus and engagement with all tiers of government and stakeholders to ensure integration.
Protection of natural environment.	Captured under pillar 6 – natural environment, including stronger focus on climate change.
Support for local businesses and economic diversification.	A key focus of pillar 4 – city economies, including increased focus on high value and innovative knowledge economy industries and the 24-hour economy.
Increased community engagement opportunities.	Pillar 8 – governance and civic involvement, articulates the need for genuine, transparent and appropriate community engagement.
Working in partnership across government.	Partnering and advocating is a key strategy across all pillars.
Health and wellbeing supported by more and upgraded facilities.	Included across pillar 2 – community inclusion, participation and belonging and pillar 7 – built environment.
Emphasis on history and heritage including acknowledgment of First Nations.	Captured across several of the pillars.
Delivery of core services to a high standard.	Delivering public value and excellence are a key aspect of pillar 8 – governance and civic involvement.
Community development and wellbeing including accessibility.	Strengthened accessibility and health and wellbeing as key requirements of our work across a number of pillars.

6.8. The Lord Mayor’s message and the layout and design of the strategic plan document provided at Attachment A will be finalised following Council endorsement.

6.8.1. As with the 2019 strategic plan, a summarised, at a glance, version of the plan will be developed. It will provide a snapshot of the strategic plan for ease-of-use community members, elected members and officers.

7. Hobart: A Community Vision for our Island Capital

7.1. The Capital City Strategic Plan 2023 addresses the Council’s commitment to use the community vision to develop its strategic planning and following it through. The review also aligns with the following identity statements and pillars in the community vision.

Identity Statement 7 – how we engage in civic life

7.3 Government is a big force in city life and we want it to reflect and reinforce what we value about Hobart.

Pillar 8 – Governance and civic involvement

8.5 We communicate and engage.

8.6 We are involved in civic life.

8. Capital City Strategic Plan

8.1. The review of the Capital City Strategic Plan aligns to pillar 8 of the current version of the plan and outcome 8.1:

Hobart is a city of best practice, ethical governance and transparent decision-making.

8.2. The City’s work and planning is guided by the Integrated Planning and Reporting Framework of which the strategic plan is the primary planning document. The Strategic Plan maps out the future direction of the organisation covering a ten year period, with a statutory review cycle every four years.

8.2.1. The strategic plan informs planning for the City and is used by officers to develop the annual plan and unit plans. In turn this planning ensures that the outcomes and strategies in the strategic plan are put into action through operations, programs and initiatives.

9. Sustainability Considerations

9.1. The Council declared a global climate and biodiversity emergency at its meeting of 17 June 2019.

9.1.1. The Capital City Strategic Plan 2019-29 which was endorsed by Council in September 2019 acknowledged the declaration and included strategies to address to climate change.

9.1.2. The review of the strategic plan has further strengthened strategies to mitigate and adapt to climate change to support the development of the climate change strategy that is underway.

9.1.3. The pillars in the strategic plan align to the United Nations Sustainable Development Goals (also known as the Global Goals). The alignment to our strategic plan shows our commitment to locally and culturally appropriate implementation of the Sustainable Development Goals.

10. Community Engagement

10.1. Community engagement on the draft of the reviewed strategic plan was held from 26 May to 30 June 2023

10.1.1. The engagement was conducted in line with the Community Engagement Framework and a number of communication methods were used to promote the engagement.

10.1.2. Further details and a summary of the community engagement results are detailed in part 5 of this report and in the Engagement Summary Report provided at Attachment A.

11. Collaboration

11.1. The strategic plan recognises that many of the opportunities and challenges facing Hobart now and in the future are complex and beyond our direct control. To deliver the outcomes in this strategic plan the City needs to collaborate and partner with other councils, the Tasmanian Government, the Australian Government, industry and community.

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.

David McIver

Acting Head of Intergovernmental Relations and Partnerships

Date: 20 September 2023

File Reference: F23/65172

Attachment a: Capital City Strategic Plan 2023 (Supporting information)

Attachment b: Community Engagement Summary Report - Strategic Plan Four Year Review (Supporting information)

Item No. 11

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Rates and Charges Policy Amendment - Vacant Residential Land Rates Remission Incentives

REPORT PROVIDED BY: Manager Rates, Procurement and Risk

Director City Enablers

1. Report Summary

1.1. The purpose of this report is to seek Council’s approval of an amendment to the City of Hobart Rates and Charges Policy to reflect the introduction of a policy for part rates remission to incentivise the development of residential vacant land on certain grounds.

1.2. This report also seeks an increase to the Chief Executive Officer’s delegation to approve rates remissions.

2. Key Issues

2.1. Under the Local Government Act 1993 (LG Act) all councils are required to adopt a rates and charges policy to provide transparency in decision-making, and to provide an explanation of the judgements made by the Council to raise revenue for the community and are required to review the policy in accordance with s86B of the LG Act.

2.2. The City of Hobart Rates and Charges Policy was last reviewed and amended by Council at its 19 June 2023 meeting to reflect Council’s decision to introduce a differential rating model to continue to address the disparity of rate collections from the 2021 municipal revaluation and a differential general rate for properties used as short stay visitor accommodation and vacant residential land to address the decisions of Council at its 1 August 2022 meeting.

2.3. Following the issuing of 2023-24 rate notices, the City received a number of rate remission requests from owners of vacant residential land, seeking a remission of 50% of the general rate to enable them to pay the same rates as other vacant land properties for various reasons.

2.4. The Council considered the rates remission requests at its meeting on 28 August 2023 and resolved to defer their consideration for a recommendation of a policy position on rate remission incentives for vacant – residential land.

2.5. The City’s Rates and Charges Policy has been amended to include the introduction of a policy for part rates remission to incentivise the development of residential vacant land on certain grounds, to be considered under the Chief Executive Officer’s rates remission delegation increased to $8,000.

2.6. It is proposed that the Council adopt the attached City of Hobart Rates and Charges Policy, as amended, and make copies available to the public in a paper format from the Customer Service Centre and in an electronic format prominently from Council’s website.

3. Recommendation

That:

1. Council approve an amendment to the City of Hobart Rates and Charges Policy to reflect the introduction of a policy for part rates remission for residential vacant land under development.

2. The Chief Executive Officer’s delegation pursuant to section 22 of the Local Government Act 1993, delegating the power to approve rates remissions up to a limit of $2,000 per property per application, with remissions above that limit being approved by absolute majority of the Council, be amended to $8,000 and be reflected in the City of Hobart Rates and Charges Policy.

3. The Chief Executive Officer be authorised to finalise the City of Hobart Rates and Charges Policy and arrange for it to be made available to the public in a paper format from the Council’s Customer Service Centre and in an electronic format from Council’s website.

4. Background

4.1. At its meeting on 19 June 2023, Council approved an amended City of Hobart Rates and Charges Policy to introduce an interim differential rating strategy for 2023-24 that included a higher general rate in the dollar for properties used for short stay visitor accommodation and vacant – residential land, to address Council’s decisions at its 1 August 2022 meeting.

4.2. The objective of the differential rating strategy for properties used for vacant – residential land, as outlined in the Council’s amended Rates and Charges Policy, was to:

· Encourage development of vacant land for housing and other purposes.

· Promote the development of all properties to their full potential thereby stimulating economic growth and development in all areas of the municipal area.

· To discourage the holding of land.

· To ensure vacant landowners contribute an equitable share of the rate burden compared to other types of landowners.

4.3. Following the issuing of the 2023-24 rate notices, Council received a number of rates remission requests from ratepayers with a land use of vacant – residential land pursuant to section 129 of the LG Act on various grounds seeking a 50% remission off the general rate, to effectively mean they would be paying the same general rate in the dollar as other types of vacant land not subject to the 2x differential general rate.

4.4. At its meeting on 28 August 2023, Council considered the rates remission requests and resolved to defer their consideration for a recommendation of a policy position on rate remission incentives for vacant – residential land.

4.5. The City of Hobart Rates and Charges Policy has been amended to include a policy position on part rates remissions for vacant residential land and increase the Chief Executive Officer’s current delegation to approve rates remission requests – refer attachment A.

4.6. In some jurisdictions rates remissions are used by councils as incentives to stimulate residential development.

4.7. City of Charles Sturt offers a rate rebate for owners building a new family home on land classed as ‘vacant land’ on their 2021-22 rates notice, called the Residential Construction Rebate.

4.8. Murrindindi Shire Council provide a rebate of the differential to vacant land that is subject to a subdivision. The rebate recognises the investment committed to a subdivision by a developing land holders and the holding cost of the subdivided lots prior to transfer or sale.

4.9. The rebate is designed to remove a potential disincentive to subdividing development of vacant developable land that a vacant land differential on multiple lots within a subdivision may cause.

4.10. The City of Adelaide also provide a rebate for any vacant land that is not within the definition of ‘long term’ e.g. is in the process of being developed. The effect of which is to reduce the differential rate back to the applicable residential rate.

4.11. In considering the definition of long-term vacant land, the City of Adelaide have considered development time frames including planning, pre-sales and construction.

4.12. The City of Adelaide also rebate (so effectively don’t apply the vacant land differential rate) small parcels of vacant land on separate titles that may form part of a rear garden, side gate entrance of other small pieces of adjacent land that may not be able to be developed in their own right.

5. Legal, Risk and Legislative Considerations

5.1. Council has the power to remit rates under section 129 of the LG Act, as follows:

129. Remission of rates

(1) A ratepayer may apply to the council for remission of all or part of any rates paid or payable by the ratepayer or any penalty imposed or interest charged under section 128.

(2) An application is to be –

(a) made in writing; and

(b) lodged with the general manager.

(3) A council, by absolute majority, may grant a remission of all or part of any rates, penalty or interest paid or payable by the ratepayer.

(4) A council, by absolute majority, may grant a remission of any rates, penalty or interest paid or payable by a class of ratepayers.

(5) The general manager is to keep a record of the details of any remission granted under this section.

6. Discussion

6.1. Currently, the differential general rate for vacant – residential land applies until the Valuer-General advises Council through a supplementary rates process that the property has been classified as non-vacant land.

6.2. The supplementary rates notice would take effect from date of occupancy for the property or 1 July in the current rating year and any credits would be applied to the property or refunded to the ratepayer accordingly. Albeit, it is likely that once the property is developed and the Valuer-General has advised of the supplementary property valuation that the rates to be paid by the property owner would be similar (or more, depending upon the built improvement on the land) to the 2x differential currently being levied on the property.

6.3. This means that properties under development, which have received all relevant permits to do so, are being charged the higher differential general rate introduced to encourage the development of vacant land.

6.4. It is therefore proposed that Council introduce a policy that a part rates remission be granted where a ratepayer has indicated a genuine commitment to develop the land for residential purposes by meeting certain criteria or where the land can be shown to not be able to be developed for residential purposes.

6.5. The criteria proposed to grant the part rates remission is that the property has received all applicable permits for their property, including, but not limited to, planning, building and plumbing permits, and any other relevant Council permits.

6.6. This proposal would mean that the property would receive the part remission if it has obtained all the relevant permits to enable it to be developed. While there is no guarantee even with the relevant permits that the property will be developed, to obtain these permits demonstrates a genuine commitment to build and involves a financial outlay.

6.7. In addition, where it is evident that vacant – residential land cannot be developed the part rates remission would apply.

6.8. The effect of the part remission would be to reduce the differential general rate to the general rate applied for non-use of the land (other types of vacant land).

6.9. The City has received a small number of rates remission requests on the basis that the ratepayer is saving to build and the increased rates will mean that it will take them longer to save.

6.10. It is not proposed to provide rates remissions on financial hardship grounds as Council has an existing Financial Hardship Assistance Policy to support those ratepayers who are having difficulty paying rates on financial hardship grounds.

6.11. It is also not proposed to provide part rates remissions for vacant residential land used as the garden to the main residence where the property can be developed for residential purposes. Other properties with the house and garden combined pay residential general rates and it is considered that where the garden is on a separate title that lower rates should not apply. It is noted that one of the objectives of applying the higher differential to vacant-residential land is to ensure that landowners contribute an equal share of the rate burden.

6.12. It is also proposed that in the interests of administrative efficiency that the Chief Executive Officer’s existing delegation to approve rates remissions up to a limit $2,000 per application be increased to $8,000 per application to allow the Chief Executive Officer to consider rates remission requests on the basis of the Council’s policy position set out in the amended City of Hobart Rates and Charges Policy. It is noted that the rates remissions the City has already received range in value from $700 to $7000, which represent 50% of the general rate.

6.13. The City of Hobart Rates and Charges Policy has been amended to include the proposed policy position on part rates remissions for vacant residential land and increase the Chief Executive Officer’s existing delegation from $2,000 to $8,000. Where the value of the rates remission exceeds $8,000 the authority of the Council will be required, by absolute majority.

6.14. It is noted that the details of any rates remissions granted under the Chief Executive Officer’s delegation are reported to Council annually for the information of Council.

6.15. It is considered that the introduction of the part rates remission will incentivise residential vacant land development and is consistent with Council’s objectives in introducing the differential general rate.

6.16. Rates remissions, if approved, would be reflected on the owners 2023-24 rates notice and included, individually, in the grants and benefits listing in the City’s Annual Report 2022-23.

6.17. It is proposed that the Council adopt the attached City of Hobart Rates and Charges Policy, as amended. Subject to Council’s approval of the amended Policy the City’s website will be amended accordingly and the revised Policy will be made available from the City’s website and in paper form from the Customer Service Centre.

7. Capital City Strategic Plan

7.1. The report is also consistent with the City of Hobart Capital City Strategic Plan 2019-29, specifically:

Outcome 2.4 – Hobart communities are safe and resilient, ensuring people can support one another and flourish in times of hardship.

Pillar 8 – Governance is applicable in considering this report, particularly outcome 8.5.

Quality services are delivered efficiently, effectively and safely:

Optimise service delivery to ensure organisational sustainability and best value for the community.

Maintain a rating system that supports fairness, capacity to pay and effectiveness.

Monitor and maintain the City’s long-term financial sustainability.

Implement best practice management of the City’s assets.

Proactively seek additional funding opportunities.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. Rates remissions, if granted, are revenue forgone for the City.

8.1.2. Rates remissions are not budgeted for and therefore have an impact on the current year operating result.

8.2. Impact on Future Years’ Financial Result

8.2.1. There is no impact on future years’ financial results. The Council levies rates on the basis of what is required from the Council’s budget.

8.3. Asset Related Implications

8.3.1. Not applicable.

Lara MacDonell

Manager Rates, Procurement and Risk

Michael Reynolds

Director City Enablers

Date: 14 September 2023

File Reference: F23/97095

Attachment a: City of Hobart Rates and Charges Policy_amended (Supporting information)

Item No. 12

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: 2022-23 Annual Plan - Final Report for the Financial Year

REPORT PROVIDED BY: Acting Head of Intergovernmental Relations and Partnerships

1. Report Summary

1.1. The purpose of this report is to present the 2022-23 Annual Plan final report for the period ending 30 June 2023 (refer Attachment A).

1.1.1. Performance on each of the major actions and initiatives will be included in the City of Hobart 2022-23 Annual Report.

1.2. In accordance with the Council resolution of 22 May 2023, the Annual Plan final report was the subject of a Council workshop on 21 August 2023.

2. Key Issues

2.1. The Annual Plan is developed as part of the annual budget and sets out the major actions and initiatives for the 2022-23 financial year. Actions in the Annual Plan must be aligned with the City’s Strategic Plan.

2.1.1. Reports on the progress of the annual plan are provided each quarter to the Council for noting.

2.2. The 2022-23 Annual Plan included 105 major actions and initiatives. Implementation for the year has seen 78.3 per cent of actions completed or on track for completion as planned, 11.3 per cent are in progress but completion has been delayed and a further 10.4 per cent are on hold or have not been started but have been carried forward to the 2023-24 annual plan.

2.2.1. The final report for the 2022-23 financial year is provided at Attachment A. It shows the progress of each action and some of the main achievements for the year.

3. Recommendation

That the Council note the 2022-23 Annual Plan final report for the year ending 30 June 2023, marked as attachment A to this report.

4. Background

4.1. The Annual Plan is developed as part of the annual budget and sets out the major actions and initiatives for the 2022-23 financial year. Actions in the Annual Plan must be aligned with the City’s Strategic Plan.

4.2. The Annual Plan is required pursuant to Section 71 of the Local Government Act 1993. It is adopted by Council with the budget estimates and other budget papers. The Annual Plan sets out the Strategic Directions, major actions and initiatives that will guide the priorities of the organisation over the coming 12 months and must include a summary of the budget estimates.

4.2.1. The 2022-23 Annual Plan included a capital works program that delivered and enhanced community facilities and infrastructure. It also included planning for the future of Hobart to ensure long term, transformative growth through the development of the Central Hobart and North Hobart Neighbourhood Plans and a refreshed best practice Community Engagement Framework.

5. Legal, Risk and Legislative Considerations

5.1. The Annual Plan is prepared in accordance with section 71 of the Local Government Act 1993 and must be summarised in the Annual Report (section 72(1)(a) of the Act).

6. Discussion

6.1. The final progress report provided at Attachment A, reports on the progress for the actions for the period 1 April to 30 June 2023.

6.2. The 2022-23 Annual Plan has 105 major actions and initiatives listed. Implementation for the year has seen 78.3 per cent of actions have been completed or are on track for completion as planned, 11.3 per cent are in progress but completion has been delayed and a further 10.4 per cent are on hold or have not been started but have been carried forward to the 2023-24 annual plan.

6.3. Highlights for the year are provided in the attached report, some key achievements are listed below:

· Refurbishment and upgrade of the Clare Street Oval changerooms.

· $1.3 million received in Federal funding via the Disaster Ready Fund for two vital projects. $750,000 towards the Hobart Integrated Vulnerability Assessment Project and $500,000 towards the Willow Removal Project.

· Community engagement was undertaken on several key strategies including the review of the Capital City Strategic Plan, the City Economy Strategy and the Community Engagement Framework.

· Back Streets Week was held in Wellington Court as part of Mainstreets of Australia Week.

7. Capital City Strategic Plan

7.1. The Annual Plan progress report provides a summary of the progress of the major actions and initiatives in the Annual Plan and aligns with various strategies in the Capital City Strategic Plan 2019-29 including best practice, transparency and accountability to the community.

Pillar 8: Governance and civic involvement
Outcome 8.1: Hobart is a city of best practice, ethical governance and transparent decision-making.

8.1.2 Practice and communicate good city governance and decision-making.

8.1.3 Ensure systematic and useful measurement of community outcomes and the City’s performance.

7.2. The preparation of this report provides an account of the major actions and initiatives in the 2022-23 Annual Plan.

David McIver

Acting Head of Intergovernmental Relations and Partnerships

Date: 20 September 2023

File Reference: F23/91195

Attachment a: 2022-23 Annual Plan - Final Report for the financial year (Supporting information)

Item No. 13

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: 2022-23 Capital Works Program Report as at 30 June 2023

REPORT PROVIDED BY: Manager Programming & Delivery

Director Connected City

1. Report Summary

1.1. The purpose of this report is to provide Elected Members with an update of the City of Hobart 2022-23 Capital Work Program.

1.2. The Council at its meeting of 27 June 2022, resolved that:

The expenses, revenues, capital expenditure, and plant and equipment expenditure detailed in the document ‘City of Hobart Budget Estimates 2022-23 Financial Year’, marked as Attachment A to item 6.1 of the Open Finance and Governance Committee agenda of 21 June 2022, be approved.

1.3. As part of this process, the City of Hobart Capital Works Program was adopted for 2022-23, with the total expenditure approved, excluding plant and equipment being $76.5 million.

1.4. The actual capital works expenditure for 2022-23 was $34.2 million.

1.5. As at 30 June 2023, there were a further $8.4 million of capital works commitments.

2. Key Issues

2.1. The total budget for 2022-23 commenced at $76.5 million in July 2022.

2.2. The delivery of the 2022-23 Capital Program was challenging due to a number of factors, including:

2.2.1. Significant escalation of project costs due to a busy construction market.

2.2.2. Inability to secure external contractors to complete works due to an abundance of stimulus funded projects.

2.2.3. Supply chain delays.

2.2.4. Internal resource constraint due to difficulties in retaining and recruiting qualified staff to deliver projects.

2.3. A series of mitigation plans are currently being developed and systematically being implemented to enhance the delivery performance and outcomes into the future.

3. Recommendation

That the Council receive and note the report titled ‘2022-23 Capital Works Program Report as at 30 June 2023’ in respect to the City of Hobart’s Capital Works Program for 2022-23.

4. Background

4.1. The 2022-23 Capital Works approved budget was $76.4 million.

4.2. The budget was reduced to $76.4 million as a result of reduced Federal Government grant funding for the Old Farm Road – Bridge project, as the actual project cost was lower than the estimated funding.

4.3. In February and March, the total budget decreased to $75.7 million. There was an additional budget reduction of $740,000 compared to the previous reporting period. This decrease was a result of projects funded through the Domain Parking Fund being returned into reserve.

4.4. In April, the total budget revised to $76.4 million due to the additional cost of PlanBuild.

4.5. Many projects were placed on-hold due to risks such as cost escalation, unrealistic scope, resource constraints, and changes in project priorities which necessitated the need to revise project scope.

4.6. The total expenditure for 2022-23 was $34.2 million. As at 30 June 2023, there were further commitments of $8.4 million.

5. Legal, Risk and Legislative Considerations

5.1. There are works of $8.4 million currently committed or under contract. There will be contractual risks if these projects are not funded as part of the 2023-24 Capital Works Program Budget.

5.2. These projects have been prioritised to be carried forward into 2023-24 (Attachment A).

6. Discussion

6.1. The largest Capital Works Program undertaken by the City was approved on 27 June 2022. However, up until December 2022, The City Project Office faced pressure to finalise projects in the scoping and initiation stages for timely delivery. This created significant pressure to deliver the works in the second half of the year.

6.2. The program delivery was also affected by limited availability of external contractors due to COVID stimulus funded projects available in the market. This includes the availability of design consultant to assist with finalising design and scope of works.

6.3. Throughout 2022-23, there was significant cost escalation in material, consultancy and construction costs.

6.4. Construction tender outcomes regularly resulted in significant cost escalation, putting pressure on approved project budgets. Global supply chain issues also significantly impacted the material price volatility and affected delivery costs.

6.5. There was continuous recruitment and employee retention challenges across the organisation with key positions unable to be backfilled, which impact on the ability to effectively deliver the works program.

6.6. Although 2022-23 was a challenging year, the City has managed to deliver $34.2 million of expenditure on capital works projects, with a further $8.4 million committed to projects with contracts awarded.

6.7. The majority of the complex and high-priority infrastructure projects were completed or significantly underway, such as:

· Giblin Street – Pedder to Augusta – Partial Full Reconstruction.

· Clare Street Oval Changerooms Refurbishment and Upgrade.

· Proctors Road Embankment Remediation and Upgrade.

· Colins Street and Molle Street Signalisation.

· DKHAC Changeroom Upgrade.

· Tolmans Hill New Public Convenience.

· Pinnacle Road Guardrail Stage 4.

· Stage 1 and 2 Zig Zag Track Upgrade.

· New Town Precinct Upgrade.

· Lefroy Street Car Park Extension.

6.8. These projects had the same delivery challenges, however, these were resolved which ensured that they were completed on time.

7. Hobart: A Community Vision For Our Island Capital

7.1. The document includes eight pillars that represent the major parts of Hobart life. Pillar 7 is Built Environment.

‘7.3 Infrastructure and Services Support a High Quality of Life.

7.3.2 Our infrastructure, services and other aspects of our built environment support equal access for all.

7.3.3 Our infrastructure and services are planned, managed and maintained so they provide long-term benefits to Hobart communities.’

8. Capital City Strategic Plan

8.1. The delivery of the Capital Works Program aligns with the City of Hobart Capital City Strategic Plan 2019-29, namely:

8.2. Pillar 7: Built Environment

7.3.1 Ensure the City’s infrastructure supports affordable, sustainable and healthy living; and access to services for all.

7.3.3 Ensure City-owned assets and public spaces and presented to a high quality to meet community and visitor requirements.

9. Financial Viability

9.1. Funding Source and Impact on Current Year Operating Result

9.1.1. Nil.

9.2. Impact on Future Years’ Financial Result

9.2.1. The $8.4 million of committed projects from 2022-23 are proposed to be funded from within the 2023-24 Budget.

10. Innovation and Continuous Improvement

10.1. A range of improvement plans are currently being developed and implemented. These includes:

· Prioritise projects, and develop a sustainable 2023-24 Capital Works Program.

· Develop the Project Management Framework.

· Review and enhance the Capital Works Project and Funding request process.

· Improve financial monitoring, forecasting, reporting and budget management process.

· Develop and implement the integrated project management system.

· Continue to establish close relationship and working collaboratively with our delivery partners.

10.2. These initiatives are scheduled to be implemented by the end of June 2024.

Mao Cheng

Manager Programming & Delivery

Jacqui Allen

Director Connected City

Date: 14 September 2023

File Reference: F23/81428

Attachment a: Projects Currently Underway and Carry Foward to 2023-24 (Supporting information)

Attachment b: Key Infrastructure Projects Completed in 2022-23 (Value Over $100,000) (Supporting information)

Item No. 14

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Doone Kennedy Hobart Aquatic Centre - Warm Water Pool Project Update

REPORT PROVIDED BY: Operations Manager Doone Kennedy Hobart Aquatic Centre

Director City Futures

1. Report Summary

1.1. This report provides an update to elected members on the status of the Doone Kennedy Hobart Aquatic Centre (DKHAC) Warm Water and Wellness Centre Project.

1.2. The DKHAC Warm Water Pool and Wellness Centre project forms part of the DKHAC Redevelopment Masterplan 2017 approved by Council on 11^th May 2017.

2. Key Issues

2.1. The key issues in relation to the project include:

2.1.1. The single tender application that was received by Council has now exceeded its validity period and costs as quoted are now invalid.

2.1.2. There is a current funding shortfall in excess of $7 million between the committed and approved budget and the tendered construction price.

2.1.3. Of the existing budget, $3.4 million of grant funding secured through the Building Better Regions Fund (BBRF) Round 5 is required to be fully expended by 31^st December 2023 or the grant income is forgone.

2.1.4. $2.65 million in grant funding provided by the Tasmania State Government Election Commitment 2018 is due for acquittal on 31^st July 2024.

2.1.5. Existing assets (spas, sauna, steam room, family and accessible change facilities) that were included in the design for replacement in the Wellness Centre are approaching the end of their asset life and may fail, causing customer dissatisfaction, and operational and budget issues.

3. Recommendation

That:

1. Council continue to lobby the funding partners and stakeholders to retain existing grant funding and seek additional funding opportunities for the construction of the Warm Water Pool and Wellness Centre.

2. That in the event the additional required funding for the Warm Water Pool and Wellness Centre project is not forthcoming from the Federal and State Governments by 31 October 2023, then the Council formally advise the Federal and State Governments that it is not able to proceed with the project at this stage.

3. Should the project not proceed then funding to replace critical assets at risk of failure or non-compliance that were to be replaced by the completion of the Wellness Centre, be considered for funding in the 2024-25 budget.

4. Background

4.1. In 2017 in recognition of the need to modernise and upgrade the DKHAC the City developed a Redevelopment Masterplan for DKHAC to guide future projects and investments in a strategic and integrated manner.

4.2. The warm water pool and wellness centre is a key element of the Redevelopment Master Plan and will substantially increase access to warm water programs and associated hydrotherapy services in southern Tasmania.

4.3. The design incorporates a large warm water pool, consultation rooms, accessible change rooms, spas, sauna, stream room, a dedicated ‘Changing Places’ facility and a separate entry and exit in proximity to a new accessible car park.

4.4. The project is an extension to the existing DKHAC building and is proposed to address a recognised community need for hydrotherapy and rehabilitation services in the Southern Tasmania region.

4.5. On completion it is expected to significantly improve capacity for rehabilitation, treatment and prevention pathways and training as the only public, purpose-built of this size in the southern region.

4.6. Investment in this project is expected to deliver the following outcomes:

4.6.1. Improved quality of life: The project will improve the quality of life for our community that were previously unable to access appropriate facilities.

4.6.2. Cost savings to health system: Those who get access to treatment are likely to live healthier lives and reduce the burden on the health system in future years

4.6.3. Improved education, training and employment outcomes for Tasmania: In the context of a state-wide shortage of qualified therapists with practical experience in hydrotherapy, the expanded facility will play a role in building capability in training new practitioners and support workers to deliver targeted programs. The value-add enabled by the new facility would represent an ongoing benefit to the region.

4.6.4. Free up capacity in existing pools: The project will enable the CoH to relocate users/programs from the existing pools to the proposed warm water pool, and from this additional capacity will emerge new opportunities for pool users.

4.6.5. Increased opportunities for community collaboration and partnerships in the region for training, programming and health services, including with local councils, the Tasmanian Government, University of Tasmania, and the health, disability and education sectors.

4.6.6. Increase safety and compliance for the Centre in complying with the requirements of the Disability Discrimination Act through improvements to carparking, building access, a dedicated 'Changing Places' facility, and overall accessibility improvements.

4.6.7. Enhancing social inclusion in the community through improved access to facilities, strengthening community relationships, improving community connectivity and networking, creating a safe place with appropriate privacy and access provisions, reducing isolation, particularly following the isolating impacts of COVID-19, and building resilience.

4.6.8. Diversified program offerings and increased capacity for the Centre to address the needs of the changing regional demographics, including meeting the needs of people living with disability, the ageing population, and population growth in the wider Southern Tasmania region.

4.7. The warm water pool project has been developed over the past four years with significant input and consultation from stakeholders and users, and has strong support from disability organisations, service providers, and the education and health sectors. Letters of support provided as part of the original funding application provide clear evidence of the community need for the facility.

4.8. The City of Hobart was successful in receiving funding in 2018 and 2022 from both the Tasmanian and Australian Governments to construct a new warm water pool and wellness centre to provide hydrotherapy and rehabilitation services for those with disabilities and injuries at the DKHAC.

4.9. The initial cost estimate for the project was $7.55 million, made up of $1.5 million from the City of Hobart, $3.4 million from the Australian Government and $2.65 million from the Tasmanian Government (the remainder of an original $3 million 2018 election commitment after an initial $350,000 was released to Council for initial planning activity).

4.10. Following a thorough design process, the City went to market via an open tender process earlier this year. The tender resulted in one submission, with the price tendered approximately $14.2 million, which is in excess of the project budget and available funding.

4.11. Throughout the project lifecycle Council has undertaken regular design and cost reviews to optimise the investment and refine the cost estimate to obtain the necessary funding.

4.12. However, other than changing the scale of the facility, there are limited opportunities to reduce the project cost.

4.13. Without retaining the current and seeking new external funding the warm water pool project will not proceed and the opportunity to deliver the project in a timely and efficient manner as part of the redevelopment, will be lost. If funding cannot be obtained by 31^st October 2023 then the project will need to be deferred and funding partners will need to be formally advised of this decision.

4.14. Options to seek private funding to support the project have been contemplated. However a sponsorship is not considered viable due to the amount of funding required, while a public-private partnership is not considered viable due to the complexity of establishing these arrangements and the requirements of a commercial return to the private partner likely to diminish the public good of the project.

4.15. The City of Hobart has already invested a significant amount of funding over the years towards the redevelopment of the DKHAC and is committed to updating the facilities to ensure it meets community expectations and growing demand.

4.16. Should the project not proceed, critical and important customer experience and wellness assets will fail and require significant funding to be repaired or replaced, or inevitably closed. Asset renewal funding for these facilities will be considered in the development of the 2024/25 budget if the project does not proceed.

5. Discussion

5.1. The key issues noted at the beginning of this report include management of the grant funding requirements, addressing the funding shortfall, and funding failing and non-compliant assets. These issues are further explored below.

Grant Funding Requirements

5.2. The warm water pool and wellness centre project was the recipient of two grants.

5.3. The value of the Building Better Regions Fund (BBRF) grant is $3.4 million dollars for the approved purpose of construction of a warm water pool and wellness centre.

5.4. The grant is required to be fully expensed on construction by 31^st December 2023.

5.5. Should the grant not be expended by 31^st December 2023, the funding will be lost.

5.6. The Council is currently seeking an extension to retain the $3.4 million dollars grant post 31st December 2023 and has been in discussion with several Members of Parliament and Senators in relation to an extension.

5.7. At this stage no extension has been granted, therefore the funding could be lost on 31^st December 2023.

5.8. The Tasmanian state government provided $2.65 million for the construction of a warm water pool and wellness centre.

5.9. This grant is due for acquittal on 31^st July 2024.

5.10. It is unknown if the state government are open to extending the acquittal date.

5.11. If the project cannot source additional funding there is a risk all grant funding ($6.05 million) may be lost.

Additional External Funding

5.12. Both the state and federal governments have been approached in an attempt to secure additional funding to allow the project to proceed.

5.13. The Tasmanian Department of Treasury and Finance have advised the Council that there is no additional funding available in 2023-2024.

5.14. The Council has contacted Mr Andrew Wilkie MP, Senator the Hon Carol Brown, and the Hon Catherine King MP, to seek support for additional funding. The outcomes of those engagements are currently unknown.

City of Hobart Capital Contribution

5.15. The City through the 10 year capital plan has committed $1.5 million to the construction of the project

5.16. The City is willing to double its contribution to $3 million if additional external funding can be sourced

Tender Validity

5.17. The tender for the warm water pool and wellness centre closed on 5^th April 2023.

5.18. One submission was received in response to the tender application.

5.19. The tendered price from the single submission was $14.2 million, ex GST.

5.20. Analysis of the tendered price was undertaken, and negotiations were entered into. It was found that any savings were negligible and change to design or structure would impact the integrity of the design.

5.21. The tender and associated quotes are now past the validity period supplied by the contractors.

5.22. If the contractor is not willing to extend the validity period the tender process will have to be abandoned.

Change Rooms – Family, Accessible and Changing Places

5.23. Within the warm water pool and wellness centre design, additional accessible change rooms were included. Also included was a dedicated changing places change room.

5.24. The current accessible (family, disability, all access) change rooms are in poor condition and some aspects are non-compliant to current building codes.

5.25. These change rooms are frequently used and regularly receive negative feedback in relation to their condition and availability.

5.26. An Access Appraisal Report was conducted on all accessible change rooms by Equality Building in May 2023 where non-compliances were identified in some change rooms.

5.27. If the project does not proceed considerations will be required to upgrade these changes room to contemporary standards as a matter of urgency.

5.28. The allocation or reallocation of existing Warm Water Pool Council capital funding as stated in recommendation three (3) is to be considered to upgrade these assets to the current National Construction Code (NCC), and to improve the overall condition.

Spas, Sauna and Steam Room

5.29. The current wellness area which includes Spas, Sauna and Steam rooms are approaching end of life.

5.30. The Spas were replaced in 2020, however they were installed as a temporary solution as a new wellness centre was imminent meaning this area was to be decommissioned.

5.31. The sauna and steam room are the original structure and the internals are worn and the mechanics are subject to regular failures.

5.32. The current wellness area generates $110,000 in direct revenue each financial year, and an estimated $250,000 in indirect revenue (as a part of membership inclusions). This revenue is impacted by downtime and failures.

5.33. If the project does not proceed, consideration is required for an upgrade of the current wellness area.

5.34. The allocation or reallocation of existing Warm Water Pool Council capital funding as stated in recommendation three (3) is to be considered to upgrade these assets before critical failure occurs.

6. Hobart: A Community Vision For Our Island Capital

6.1. Strategic alignment with the Community Vision in relation to this project aligns with Pillars 1, 2 and 4.

7. Capital City Strategic Plan

7.1. Alignment with the City of Hobart Strategic Plan 2019-2029 is outlined includes:

Pillar 1 – Outcome 1.3 In City decision-making, we consider how different aspects of Hobart life connect and contribute to sense of place.

Strategy 1.3.3 - Measure, manage and support the effective use of city facilities, infrastructure and open spaces.

Pillar 2 – Outcome 2.3 Hobart communities are active, healthy and engaged in lifelong learning.

Strategy 2.3.1 - Provide and progressively enhance a range of quality places and facilities where people can enjoy education, recreation, socialising, healthy living and other activities and events.

Strategy 2.3.2 - Progressively enhance the City’s sporting and recreational infrastructure, including the Doone Kennedy Hobart Aquatic Centre.

Pillar 4 – Outcome 4.1- Hobart’s economy reflects its unique environment, culture and identity.

Strategy 4.1.6 - Support local businesses and enterprises working to find innovative solutions to significant challenges.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. Council had an original capital commitment of $1.5 million of funding to the project.

Source	Value	% of funding
State Government	$2,650,000	35%
Australian Government	$3,414,200	45%
Cost Estimate (QS)	$7,500,000	100%
Tendered Price	$14,200,000	-

8.2. Impact on Future Years’ Financial Result

8.2.1. Council has in principle committed to $3 million in funding should additional external funding be successfully sourced.

8.2.2. Should the project progress there will be additional operational costs associated with operating and maintaining the new facilities.

*Source*	*$amount*	*% of funding*
City of Hobart	$3,000,000	21%
Australian Government – BBRF5	To be advised	-
Tasmanian Government	To be advised	-
Tendered price	$14,200,000	100%

8.3. Asset Related Implications

8.3.1. Allocations to replace or upgrade key assets will be subject to a competitive process as part of the City’s Capital Works and Asset Renewal Program’s.

9. Community Engagement

9.1. Key stakeholders were formally consulted in 2017 on the DKHAC Redevelopment Masterplan.

9.2. In 2020, key stakeholders were engaged with to discuss support the warm water pool and wellness centre funding submission and were invited to provide letters of support.

9.3. In addition, letters and comments were received from the wider community supporting the construction of the warm water pool and wellness centre.

9.4. Key stakeholders have recently been communicated with to re-engage with the project and provided a status update.

10. Communications Strategy

10.1. Should the project not proceed or continue to be impacted by further delays a communication strategy will need to be considered.

Andrew Reason

Operations Manager Doone Kennedy Hobart Aquatic Centre

Neil Noye

Director City Futures

Date: 20 September 2023

File Reference: F23/92965

Attachment a: DKHAC Redevelopment Master Plan May 2017 (Supporting information)

Item No. 15

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Proposed 2023-24 Financial Year Capital Works Program

REPORT PROVIDED BY: Manager Programming & Delivery

Director Connected City

1. Report Summary

1.1. To provide Elected Members with:

1.1.1. The project prioritisation strategy in the development of draft 2023-24 Capital Works Program; and

1.1.2. The proposed 2023-24 Capital Works Program Priority A List (Attachment A) projects together with the shortlisted Capital Works Priority B List projects (Attachment B), for endorsement.

2. Key Issues

2.1. Approximately $21million (or 67 per cent) of projects that are on the Priority A list are carried forward from 2022-23. This includes $8 million of committed work and $6 million DKHAC Warm Water Pool grant funding.

2.2. The total budget proposed for the 2023-24 program aligns with the Council approved funding of $35 million, which is consistent with the City’s historical delivery of capital works projects.

2.3. A robust prioritisation process has been implemented in the development of the priority list to ensure critical projects are funded. The criteria assessed are:

· Alignment with strategic priorities.

· Project readiness for delivery.

· Legislative requirements

· WHS requirements.

· Contractual or legal obligations.

· Efficiency and economic benefits.

· Availability of external funding.

2.4. The proposed capital expenditure is one of the largest compared to other local government entities in Tasmania.

3. Recommendation

That:

1. The projects identified in the 2023-24 Capital Works Program - Priority A List, marked as Attachment A to this report, be approved for delivery in 2023-24.

2. The projects identified in the 2023-24 Capital Works Program - Priority B List, marked as Attachment B to this report, be endorsed for delivery within 2023-24 (subject to availability of funding within the approved capital expenditure budget).

4. Background

4.1. The City allocated the largest capital works expenditure in the history of the organisation with approximately $76m (excluding plant and equipment) approved for the 2022-23FY. This value more than doubled the historical average expenditure of approximately $29 million (excluding plant and equipment).

4.2. The delivery of the 2022-23FY program was challenging due to many encountered issues such as:

· Significant escalation of project costs due to busy construction market;

· Inability to secure external contractors to complete works due to abundance of stimulus funded projects;

· Supply chain issues; and

· Internal resource constraints due to difficulty to retain and recruit qualified staff to deliver projects.

4.3. These issues resulted in significant number of projects having to be re-scoped, abandoned, or delayed with actual expenditure for 2022-23FY being $34 million.

4.4. At the Council Meeting of 19 June 2023, it was resolved that a total of $35 million be allocated for the delivery of the 2023-24 Capital Works program. This includes $4.2 million for plant and equipment, and consists of a mix of Council investment along with a range of grant funding from the State and Federal Governments.

4.5. In developing the program for 2023-24, a prioritisation process was undertaken to ensure that funding is allocated to projects that are aligned with the Council’s strategic priorities, readiness for delivery, and provides maximum benefits to the community.

4.6. In finalising the list, preference was given for projects with confirmed commitments or contracts, and focusing on projects that enhance community well-being, public services, and economic growth.

4.7. The projects proposed for funding in 2023-24 (Priority A) are provided in Attachment A which are within the Council approved budget. The balance of priority projects (Priority B) that could not be funded in 2023-24 are provided in Attachment B.

4.8. There will be continuous review of the works program through an internal review process administered by the Capital Projects Committee.

4.9. An updated four and ten year Capital Works program applying the prioritisation criteria and demonstrating cash flow across the forward estimates will be developed as part of the process for setting the 2024-25 budget.

5. Legal, Risk and Legislative Considerations

5.1. There is significant value of works to the value of $8 million currently committed or under contract and approved in the 2022-23 program. There will be contractual risks if these projects are not funded in 2023-24.

6. Discussion

6.1. A total of 252 projects or approximately $34 million worth of expenditure was completed in 2022-23. This averaged 21 projects per month over the financial period.

6.2. A significant proportion (67 per cent) of the proposed 2023-24 program (Priority A) consists of carry forward projects. In the preparation of the draft program, these projects were also subjected to further review against the assessment criteria. The assessment continues to support the delivery of these projects therefore have been included in the proposed 2023-24 program.

6.3. The projects identified in Priority B list were also determined to meet the City’s strategic priorities however could not be undertaken due to the City’s capacity to fund additional projects.

6.4. It is proposed that Priority B projects (Attachment B) are endorsed for delivery subject to funding availability and if total value of program remains within the Council approved budget.

6.5. The review of funding for these projects will be carried out through an internal review process administer by the Capital Projects Committee and subject to Executive Leadership Team approval.

6.6. There may be risks for grant funded projects due to the significant escalation of project costs beyond the available budget which will have impact on the approved program. An example of this is the DKHAC Warm Water pool which is the subject of a separate Council report.

6.7. The city is continuing to undertake the Capital Works program which aligns with its historical average spend.

7. Hobart: A Community Vision For Our Island Capital

7.1. The document includes eight pillars that represent the major parts of Hobart life. Pillar 7 is Built Environment.

‘7.3 Infrastructure and Services Support a High Quality of Life.

7.3.2 Our infrastructure, services and other aspects of our built environment support equal access for all.

7.3.3 Our infrastructure and services are planned, managed and maintained so they provide long-term benefits to Hobart communities.’

8. Capital City Strategic Plan

8.1. The delivery of the Capital Program aligns with the City of Hobart Capital City Strategic Plan 2019-29, namely:

8.2. Pillar 7: Built Environment

7.3.1 Ensure the City’s infrastructure supports affordable, sustainable and healthy living; and access to services for all.

7.3.3 Ensure City-owned assets and public spaces and presented to a high quality to meet community and visitor requirements.

9. Financial Viability

9.1. The proposed 2023-24FY Capital Works program is within the Council approved budget ensuring financial sustainability.

10. Community Engagement

10.1. There will be continuous communication with the community as per the normal internal process during the delivery of works.

Mao Cheng

Manager Programming & Delivery

Jacqui Allen

Director Connected City

Date: 15 September 2023

File Reference: F23/94864

Attachment a: 2023-24 Capital Works Program - Priority A List (Supporting information)

Attachment b: 2023-24 Capital Works Program - Priority B List (Supporting information)

Item No. 16

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: City Economy Strategy

REPORT PROVIDED BY: Manager Smart Economy

Director Connected City

1. Report Summary

1.1. The purpose of this report is to outline the development and objectives of the new City Economy Strategy 2023 – 2028 (Attachment A) which is submitted to Council for final approval as a five-year Economic Development Strategy of the City of Hobart.

2. Key Issues

2.1. The City currently does not have an Economic Development Strategy to set out the high level priorities of Local Government in matters of Economic Development and to guide funding and support initiatives.

2.2. Engagement and research included two series of local roundtable discussions in 2022-23; a public survey; case study analysis of 10 cities, analysis of Local Government Associations across Australia, including LGAT; input from the University of Tasmania and Deloitte Access Economics to develop a consistent definition of Local Government Economic Development.

2.3. Research found that the most effective economic development strategies are those which are:

a) Place-based;
b) Responsive to local issues & opportunities

2.4. A discussion paper was developed in March 2023, outlining work to date and providing an analysis of Hobart in terms of the place and people, and also opportunities and challenges, as per good practice research findings. It also set out a series of draft strategic responses to these within the remit and functions of the City as determined by the Local Government Act 1993.

2.5. The second round of engagement aimed to test the approach, assumptions and findings contained within the discussion paper, including presentations made to public, City of Hobart staff, Elected Members, Portfolio Committees and an online public survey.

2.6. The strategy incorporates this feedback in to four strategic priorities and 36 high level initiatives, aligned to the Capital City Strategic Plan 2019-29 and Community Vision, including desired outcomes, monitoring and reporting for the period 2023 to 2028, noting this timeframe allows for updates and revisions based on future economic uncertainty longer term.

3. Recommendation

That the Council approve the City Economy Strategy 2023 – 2028, marked as Attachment A to this report, as the City’s whole of organisation strategic priorities for economic development.

4. Background

4.1. In March 2022, at the request of the CEO, a research and engagement process was initiated, commencing with almost 200 attendees participating in CEO roundtable discussions.

4.2. Representatives from eight separate groups (Government; Retail; & Hospitality; Tourism; Not-For-Profit Service Providers; Investors & Developers; Creatives; Residents and Visitors) provided feedback on key issues impacting their businesses and the city generally, including barriers to growth and investment opportunities, closer working relationships between business and government and provision of council services.

4.3. Feedback from the March 2022 roundtable was collated, with key themes used to generate initial content in a draft discussion paper.

4.4. A meeting with Ass. Prof. Joaquin Vespignani (Economist - UTAS) was held in September 2022, to clarify an appropriate research methodology to collect further information on how other cities have approached developing their economic development strategy and to confirm an approach to define the concept of economic development and the role(s) of local government. An agreed case study and content analysis methodology was selected as the appropriate data collection method to review external definitions and city approaches.

4.5. Ten (10) separate cities were studied, based on key elements of their economies and strategy that aligned to the current economic focus set out in our Capital City strategic plan, these were:

· Christchurch, New Zealand (Antarctic/tourism/transport);

· Amsterdam, Netherlands (tourism/circular economy);

· Launceston, Australia (knowledge economy/Hospitality);

· Halifax, Canada (population growth/environment);

· Helsinki, Finland (tourism/environment);

· Sydney, Australia (night-time/24 economy);

· Newcastle, Australia (population growth/regional economy);

· Perth, Australia (economic resilience/arts & culture);

· Adelaide, Australia (tourism/hospitality/retail);

· Bendigo, Australia (tourism/regional economy).

4.6. Analysis looked at key issues from each city that resonated with those also experienced or emerging in Hobart and reviewed the research and engagement that underpinned their responses. This created a replicable approach to develop our own place-based City Economy Strategy for Hobart.

4.7. Academic research from the University of Technology, Sydney Centre for Local Government; and Local Government Associations across Australia was analysed to identify continually referenced focal points and actions used in economic development roles and duties.

4.8. Information was distilled in to in 12 high level roles of Local Government in economic development, which was added to the discussion paper for validation and testing.

4.8.1. The City Economy Discussion Paper was released in May 2023 for public comment. Engagement included a series of four public roundtable discussions, presentations to Elected Members, the City’s Hobart Leadership Team, and both our City Economy and Creative Hobart Portfolio Committees. A public survey was also available on our website.

4.8.2. This second round culminated in almost 200 responses distilled into a report format highlighting either general agreement, disagreement or amendments to the presented priorities, city challenges, opportunities and competitive advantages.

4.8.3. Edits were made to reflect the most highly supported amendments and additions, and relevant initiatives added based on work already planned through the Capital City Strategic Plan and new initiatives to be completed during the life of the strategy within existing budget allocations.

4.8.4. The presentation of the final City Economy Strategy is the culmination of 18 months of research, analysis and engagement that sets out key strengths, challenges and opportunities for the City of Hobart, aimed at leveraging our Hobart difference as a great small island capital city and gateway in to Tasmania for visitors, investment and as an Antarctic Gateway.

5. Legal, Risk and Legislative Considerations

5.1. Strategic Priorities and initiatives are established with specific reference to the Capital City Strategic Plan, and align clearly to the role and function of a council under Section 20: Functions and powers of the Local Government Act 1993.

5.2. The Strategy aims to provide direction and reference when allocating human, financial and physical resources that are in the best interests of the community and allocated based on sound evidence, research and stakeholder engagement, linked to identified opportunities and challenges pertinent to the community.

5.3. Risk management will be conducted on a per project basis and in accordance with established Project Management and Risk Management methodology, noting consequence, likelihood and impact of risks, aligned to the financial, reputational and public safety and value for money categories.

6. Discussion

6.1. The City Economy Strategy represents a set of top level agreed principles and priorities from which the City of Hobart can frame, guide and test future initiatives and ensure our work in the economic development portfolio consistent achieves the appropriate desired outcomes that are consistent with the agreed challenges, opportunities foreseen in our analysis and provide a level of adaptability to response to new challenges and opportunities as they arise. It does so, noting the existing local competitive advantages Hobart has a small island state capital city and the responsibilities that go along with that status in the fields of international relations; promotion of state-wide visitor experience and investment and advocacy of our Antarctic Gateway status and inherent capabilities that are of national importance.

6.2. The Strategy timeframe is set as a five-year plan of priorities, rather than a longer ten-year plan often adapted by other cities. This is in recognition of a range of externalities, at both a local and macro level, and the evolving impact these have now, and in to the future. The impacts of climate change, economic issues such as cost-of-living, inflationary pressures, interest rates rises, housing supply, migration policy, food security and the impact of diminishing discretionary spend capacity and supply chain and supply issues globally all impact life considerably in a regionally remote, small population island such as Tasmania. A short-term strategy with high level priorities linked to our known local capabilities, challenges and opportunities is more likely to help in navigate through the ambiguity, while providing flexibility to be updated according to changing local, national and global impacts.

6.3. Research across Canada, UK, Finland, New Zealand, Netherlands and Australia found that Local Government economic development should be based on a) local responsiveness, and b) place-based approaches. With this in mind; the discussion paper, and to a lessor extent the Strategy, outline the people, local characteristics of place and economy, challenges, opportunities and capabilities of the Hobart LGA. The four strategic pillars and the 36 initiatives presented represent the City’s responses to these elements within the legislative framework, functions and powers available under the Local Government Act 1993.

7. Hobart: A Community Vision For Our Island Capital

7.1. All initiatives contained within the strategy have been assessed and aligned to the Capital City Strategic Plan, which is directly populated from the Community vision document. The strategy is closely aligned to Pillar 4 – City Economies, however given the broad strategic context of economic development, also crosses over all other pillars in terms of supporting a sense of place, community, mobility and wellbeing.

8. Capital City Strategic Plan

8.1. The Strategy contains 36 initiatives across 4 strategic pillars that are strongly aligned to the Capital City Strategic Plan. As a whole of organisation strategy, all program delivery areas of the organisation were asked to review and confirm alignment to their own existing plans. In some cases, work outlined in these current plans have been incorporated into the strategy, e.g. tree canopy coverage; neighbourhood plans; buy local policies and Hello Hobart.

9. Regional, State and National Plans and Policies

9.1. The Strategy is consistent with the Southern Tasmanian Investment Prospectus, the Invest Hobart Prospectus and also aligns to tourism priorities contained in the Tasmanian Government T30 Strategy.

9.1.1. The Department of Foreign Affairs and Trade have reviewed the discussion paper and participated in the second series of round table discussions to confirm alignment to national international relations interests.

10. Financial Viability

10.1. Initiatives are expected to be funded largely from existing operating budgets, however specific longer-term projects or those with a capital works component will be included in the capital works prioritisation process and assessed accordingly. Further opportunities will be considered through grant rounds offered by State and Federal Governments as per alignment with their funding priorities.

10.2. Impact on Future Years’ Financial Result

10.2.1. None

10.3. Asset Related Implications

10.3.1. Limited – purchased assets will be added to the asset register and managed accordingly.

11. Sustainability Considerations

11.1. The Strategy considers environmental and sustainability initiatives, including support to businesses to transform to a zero emissions economy, increased electric vehicle and micro-mobility uptake, new smart technology to reduce energy use, green canopy and spaces initiatives, a climate leaders network and sustainability goals linked to new private investment.

12. Community Engagement

12.1. Engagement attracted almost 400 participants across 18 months and included two round table series’, an online survey and promotion of our discussion paper across social and traditional media outlets.

12.2. Internal consultation occurred across the Hobart Leadership Team and Executive Leadership Team and in the EM bulletin and 2 workshop sessions.

13. Communications Strategy

13.1. Once endorsed by Council, the Strategy will be promoted through social and traditional media platforms. OpEd opportunities will be available to the Lord Mayor and relevant portfolio committee members.

13.1.1. Six monthly reporting outlining status of initiatives and outcomes will be provided to Elected Members via the EM Bulletin.

14. Innovation and Continuous Improvement

14.1. As a high-level strategic document there is significant scope for innovation and collaboration across work teams and with external partnerships. 15 of the 36 initiatives presented are highlighted as partnership opportunities, to leverage private innovation and resourcing on key issues and to pilot technologies.

14.1.1. Six monthly reporting outlining status of initiatives and outcomes will be provided to Elected Members via the EM Bulletin and allow for review and continuous improvement of initiatives and responses based on evolving needs.

15. Collaboration

15.1. This is a highly collaborative strategy in terms of both engagement in the development of the priorities and internal working across City units and divisions. As work is project based, stakeholders will be bought in to the work on a per project/needs basis.

Nick Andrew

Manager Smart Economy

Jacqui Allen

Director Connected City

Date: 14 September 2023

File Reference: F23/80019; 1/160

Attachment a: City Economy Strategy 2023 - 2028 (Supporting information)

Item No. 17

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Community Engagement Framework and Policy

REPORT PROVIDED BY: Acting Head of Intergovernmental Relations and Partnerships

1. Report Summary

1.1. In late 2022 the City undertook a strategic review of its community engagement practice.

1.2. The review resulted in 20 key recommendations which were presented to Elected Members at a workshop on 5 December 2022.

1.3. To deliver on these recommendations, an implementation plan was developed which includes a review of the City of Hobart’s Community Engagement Framework and Policy.

1.4. To inform the review of these documents, in May 2023 the City undertook a community engagement process to ask for community feedback on how the City delivers engagement opportunities now and in the future.

1.5. The purpose of this report is to:

1.5.1. Provide the results of the community engagement process.

1.5.2. Present the revised Community Engagement Policy (the Policy) (Attachment A) and Community Engagement Framework (the Framework) (Attachment C) for Council endorsement.

2. Recommendation

That:

1. Council endorse the Community Engagement Policy, marked as Attachment A to this report.

2. Council endorse the Community Engagement Framework, marked as Attachment C to this report.

3. Background

3.1. In late 2022, the City conducted a strategic service review of its community engagement practice. The review sought to:

3.1.1. Benchmark the City’s engagement practice against other councils.

3.1.2. Assess the City’s engagement documents against better practice including the Framework, Policy and staff tools and templates.

3.1.3. Evaluate staff capability and culture around community engagement.

3.1.4. Evaluate engagement activity planning and implementation.

3.2. The review resulted in 20 key recommendations for improving the City’s community engagement practice (Attachment D). These recommendations were presented to Elected Members at a workshop on 5 December 2022.

3.3. One of the recommendations was to review the City’s current Policy and Framework.

3.4. The review of the Policy and Framework was informed by:

3.4.1. The results of the strategic service review.

3.4.2. A community engagement process held in May 2023 which sought community feedback on the City’s engagement practices. The results of this engagement are detailed in Section 5.

3.4.3. An extensive desktop review done to ensure the Policy and Framework are in line with the International Association of Public Participation (IAP2) core values and current best practice in community engagement.

4. Legal, Risk and Legislative Considerations

4.1. Section 20(2) of the Local Government Act 1993 provides that in performing its functions Council is to consult, involve and be accountable to the community.

4.2. By ensuring the Policy and Framework reflects both current best practice and the community’s expectations around engagement, we will:

4.2.1. Contribute to building stronger relationships and trust with our local community.

4.2.2. Mitigate reputational risk by provide genuine opportunities for the community to influence Council decision making.

4.2.3. Build organisational capability and consistency and position the City of Hobart as leaders in community engagement.

5. Discussion

Community engagement

5.1. Between 10 May and 11 June 2023, the City sought community feedback on our community engagement practices. We wanted to understand the community’s experience in engaging with the City, barriers to participation and how the City could encourage greater participation in engagement activities.

5.2. Engagement consisted of:

5.2.1. An online survey hosted on Your Say Hobart

5.2.2. Two community workshops sessions (focussing on hard-to-reach groups)

5.2.3. Two pop up information sessions (Mathers House and YouthARC)

5.2.4. Attendance at Networking for Harmony reference group.

5.3. Engagement opportunities were promoted in the following ways:

5.3.1. E-newsletters sent to registered users of Your Say Hobart and Hello Hobart business subscribers

5.3.2. Information shared directly with key stakeholder groups including the Council of Hobart Community Associations and the City’s Community Programs reference groups and networks

5.3.3. Social media promotion on the City’s Facebook page

5.3.4. Inclusion in the TasCOSS community newsletter.

5.4. Throughout the engagement period, 167 people responded to the online survey and we had over 45 face-to-face conversations.

Community engagement results

5.5. The community engagement process identified the following key themes.

5.5.1. There was a strong desire from the community to be engaged on projects that impact them and be presented with opportunities for influence on decision making.

5.5.2. There was a lack of trust in the City’s engagement practice in which some people felt that community feedback was ignored in decision making.

5.5.3. The community felt that, at times, the City’s engagement was tokenistic and that the final outcome of a project was decided prior to engagement commencing.

5.5.4. The community wanted to see more diverse representation in engagement participation and that the City should focus on elevating the voice of those that don’t usually engage on City projects.

5.5.5. The community identified several solutions to overcome barriers to engagement including:

5.5.5.1. Clearly communicating the purpose of the engagement including detail on what the community can influence and what the City can control.

5.5.5.2. Present information in more concise and accessible formats, written in plain English with the option of translation.

5.5.5.3. Provide longer engagement periods.

5.5.5.4. Provide a range of engagement methods with a mixture of online and face-to-face engagement.

5.5.5.5. Deliver engagement more consistently across the organisation.

5.5.5.6. Make use of existing community networks to promote diverse participation.

5.5.6. The preference for engagement and communication methods varied within the community. This indicates that the City needs to make use of a variety of methods to ensure a broad cross section of the community are aware of and have the opportunity to participate in engagement.

5.6. The results of the community engagement are further detailed in the Community Engagement Review - Summary Report (Attachment E).

Key changes to the Policy and Framework

5.7. The results of the community engagement process combined with the strategic service and desktop reviews have resulted in the following key changes to the Policy and Framework:

What we heard	Outcome
The community expressed a strong desire to be informed about, and contribute to, Council decisions that affect them.	Inclusion of the following commitment in the Policy: We believe that when our community is potentially affected by or interested in any decision we make, they have a right to be involved in the decision-making processes. We are committed to seeking out and facilitating that involvement.
No directive outlining the triggers for engagement.	When and why the City engages has been strengthened in both the Policy and Framework. This will be further guided by a Deciding to engage checklist incorporated into the Community Engagement Toolkit.
The City’s engagement practice should be more inclusive and representative of our community. It should reach out to underrepresented groups and breaking down barriers to participation.	Inclusion of the following principle in the Policy: Sustainable decisions: We seek out and facilitate the involvement of those potentially affected by or interested in a decision, including our diverse communities. We do that because recognising and communicating the diverse needs, interests and values of our community builds sustainable decisions. As part of this, we will design engagement activities that overcome barriers to enable Hobart’s diverse communities to participate.
Principles in current policy are not in line with IAP2 Core Values.	Guiding principles in the Policy have been revised to reflect all the IAP2 Core Values.
The Framework should reference IAP2’s current Practice Framework of engagement.	IAP2’s Practice Framework has been included in the Framework. The Community Engagement Toolkit will reflect this framework and provide further guidance on how to deliver this practice.
The City’s policy’s does not embed community engagement practice into the culture or systems of the organisation	A culture of engagement has been added as a guiding principle within the Policy. Roles and responsibilities have been defined within the Framework. Community Engagement is actively working to embed engagement within the City’s project management framework.
The City’s engagement opportunities were sometimes perceived as a ‘tick box’ exercises preconceived agendas in which community feedback was ignored.	Inclusion of the following guiding principle in Policy: Influence on Decision-making: We recognise that our community has a right to be meaningfully engaged in decisions which affect them. And we commit to ensuring that community engagement influences the decisions we make.
Documents and plans used for engagement purposes provided the right information but were often inaccessible and difficult to understand. This was identified as a barrier to engagement.	The policy principles include a commitment to: · providing access to the information needed so the community can meaningfully participate. · design engagement activities in a way overcomes barriers to participation.
Community indicated that they were often not aware of the outcome of the project and didn’t understand how their feedback influenced the decision.	Inclusion of the following guiding principle in Policy: Accountability: We will report back to community on what we heard during community engagement and how their feedback influenced our decisions. The IAP2 Practice Framework outlines reporting back as a key step in engagement. This will be further expanded in the Community Engagement Toolkit.
Language used in the current policy and framework is passive and could be strengthened	Language copy edited to actively express the City’s commitment to genuine engagement.
Incorporate and adhere to a timeframe for reviewing the policy and framework.	Timeframes for review the Policy and Framework have been included in each document.

5.8. Following endorsement of the Policy and Framework, the Community Engagement Team will develop a Community Engagement Toolkit. The toolkit will provide staff with practical guidance, tools, templates and training to implement engagement in line with the Policy and Framework.

6. Hobart: A Community Vision for Our Island Capital

6.1. This report aligns with Pillar 8: Governance and Civic Involvement, in particular: Section 8.5 “We communicate and engage”.

7. Capital City Strategic Plan

7.1. This report aligns with Pillar 8 in the Capital City Strategic Plan.

Outcome 8.4 – People are involved in civic life, and the City’s communication and engagement with communities are proactive and inclusive.

Strategy 8.4.2 – Engage with the community through a variety of engagement and communications methods, prioritising access and inclusiveness.

Strategy 8.4.3 – Embrace opportunities to incorporate participatory community engagement practices.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. Any costs associated with the implementation of the Community Engagement Policy and Framework will be met within the existing 2023/24 operating budget.

8.2. Funding source and impact on Future Year Operating Result

8.2.1. The implementation of the Community Engagement Framework and Policy will be factored into the relevant project and operating budgets across the organisation.

9. Communications Strategy

9.1. Following endorsement of the Policy and Framework, a detailed communications plan will be developed to raise the profile of community engagement at the City of Hobart and to promote broad participation from the community and our stakeholders.

10. Innovation and Continuous Improvement

10.1. The continuous development of the City’s community engagement practices and capacity building for staff will increase the opportunities for members of the community to participate equally socially, culturally, economically, physically and/or politically in Council decision making.

10.2. Enhancing opportunities for community engagement, will allow the Council to be proactive on issues, leading to better community outcomes.

David McIver

Acting Head of Intergovernmental Relations and Partnerships

Date: 19 September 2023

File Reference: F23/93813

Attachment a: Community Engagement Policy (clean version) (Supporting information)

Attachment b: Community Engagement Policy (with track changes) (Supporting information)

Attachment c: Community Engagement Framework (Supporting information)

Attachment d: Community Engagement Service Review - Recommendations (Supporting information)

Attachment e: Community Engagement Review - Engagement Summary Report (Supporting information)

Item No. 18

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Central Hobart Plan - Finalisation Report

REPORT PROVIDED BY: Principal Advisor Urban Design

Director City Futures

1. Report Summary

1.1. The purpose of this report is to provide an update on the Central Hobart Plan (CHP) Structure Plan post engagement on the draft in April 2023 and seek Council’s formal endorsement of the final draft.

1.2. The CHP is the result of the partnership work between the City of Hobart (CoH) and the Tasmanian Government with the community. It is a comprehensive plan to guide the future development of Central Hobart over the next 20 years in a way that will strengthen what's great about Hobart, and what makes the city liveable and distinctive.

2. Discussion and Key Issues

2.1. A final draft CHP has been produced following the considerations from the engagement feedback on the draft CHP released in April this year.

2.2. The feedback to the draft CHP was varied, however some themes of what the community desires for the future of Central Hobart where dominant. These are:

2.2.1. Built form. The CHP directly addresses the desire from key community groups to minimise the impact of development on the city’s character by proposing maximum building heights. These heights carefully respond to the topography of the city, with sightlines to our surrounding landscape carefully considered. As importantly it introduces the concept of a street wall to maintain higher levels of amenity at the street level and preserve the existing sense of scale and character. Setbacks between buildings and above the street wall are also proposed to further enhance the amenity of any future development. Collectively they provide greater development certainty than the current planning scheme provisions.

2.2.2. Innovation Precinct. In light of the elector poll in October 2022 on the UTAS Southern Transformation project it was noted in some submissions that this precinct contains most of the UTAS’s city centre facilities, both existing and proposed. However, this precinct is primarily an area of change due to the significant amount of potential development opportunity sites along the Argyle and Campbell Streets corridors. It is the part of Central Hobart that has the highest likelihood to accommodate the approximately 11,500 additional workers and a significant proportion of the extra 7,000 residents, both forecast for 2041. Once adopted, and translated into the Tasmanian Planning Scheme, the CHP means that any future development, including those of the University, is to be considered under the proposed controls in the Urban Design Framework (UDF). Critically the UDF ensures development accommodate reasonable access to sunlight, open space, pedestrian links and improved activation.

2.2.3. Active travel. Traffic congestion and possible solutions was another theme in the submissions. There were numerous submissions in support of improved active travel, micromobility (such as cycling) and walking, as an important part of moving to and through the City Centre. Within the boundaries of the CHP, active travel is recognised as the most effective way to improve movement. The proposed cycling network, primary pedestrian streets and improved laneway connections, all with improved amenity standards, are key to accommodating our growing population, workforce and visitors.

2.2.4. Open space and the Hobart Rivulet. The importance of quality open spaces was another important theme in the submissions and conversations. The CHP directly addresses the desire for higher amenity of the City Centre’s streets through the concept of green streets. These propose additional greening, including street trees, improved street furniture, potential footpath widening and universal access. A number of submissions strongly supported the opportunities that the CHP identified to daylight, interpret and improve the environment of the Rivulet in the City Centre. In addition, the CHP proposes general locations for new open space to be considered as part of future development to help accommodate our increasing residential, worker and visitor demand.

2.2.5. Good design and development. Several submissions strongly emphasised the need for new development in the City Centre to have good design quality. The CHP will improve the quality of development by respecting key sightlines to our surrounding landscape, control street overshadowing, introduction and extension of building setbacks, the introduction of street wall heights and other amenity controls such as expanded ground floor glazing. Furthermore, the CHP seeks to improve the sustainability of buildings by explicitly exploring the ideas of green roofs and walls and sustainable design.

2.3. As a result of the feedback received to the April draft the final draft CHP has been amended, with the following main changes:

2.3.1. Built form. There was a refinement of the maximum proposed building heights in collaboration with Leigh Woolley, who had produced the Building Heights Standards Review Project in 2018 for the CoH. This resulted in a slight decrease of the heights as the land rises to the north and the west and some increases in height in lower areas where the impacts on sightlines are minimal.

2.3.2. Innovation Precinct. The Precinct boundaries have been extended north from Warwick Street to Burnett Street. This better captures the opportunities of the large development opportunity sites between Argyle and Campbell Streets. It will provide further benefits when developing precinct specific controls to guide the precincts evolution over the next two decades.

2.3.3. Active travel. Several refinements were done to further emphasise the importance of walking and micromobility. The main changes are to the cycling network plan. This plan is now shown integrating with the existing and proposed cycling paths to West Hobart, and beyond, and with improved links to Sandy Bay. The cycling plan also has additional information of how the shared zone will slow traffic to improve pedestrian safety in the Central Precinct.

2.4. The Steering committee for this project made up of both Council and State representatives is meeting prior to the Council meeting to finalise its endorsement of the plan.

2.5. The adoption of the CHP will be the beginning of the implementation process.

2.5.1. One of the key means to implement the CHP will be to undertake amendments to the Local Provisions Schedule of the Tasmanian Planning Scheme – Hobart. The planning amendments will involve their own statutory process at a later date. Once approved future development in the Central Hobart will be assessed against these planning scheme provisions (e.g. building form, including heights and setbacks).

3. Recommendation

That:

1. Council endorse the Central Hobart Plan final draft marked as Attachment A to this report.

2. An implementation plan be developed to document actions and monitor progress in the implementation of the Central Hobart Plan and progress be reported to the Council on an annual basis.

4. Background

4.1. The CHP (previously called the Central Hobart Precincts Plan but now simplified to CHP) provides a future vision for the central 64 blocks of Hobart that integrates and guides the built form, open space and movement of the City Centre.

4.2. The initial impetus for the CHP were the conversations about the potential challenges and opportunities that the renewed growth in Hobart over the last decade could have. This was most evident in the conversations about building heights and proposals for buildings that were much taller than the existing building fabric.

4.3. The public engagement process for the CHP commenced in 2020 with the release of the Baseline Report, which formed stage 01 of the engagement.

4.4. The project took a hiatus through most of 2020 due to COVID-19 but was re-ignited with the drafting and release for public engagement of the Discussion Paper in late 2021. This formed stage 02 of the engagement process.

4.5. All the analysis, research and stakeholder and community feedback led to the development of the draft Central Hobart Plan, which was released for public consultation in April 2023. Stage 3 engagement provided CoH a better understanding of the community’s views on the proposed actions and potential built form control, and desirable movement and open space outcomes.

4.6. Following the engagement on the draft CHP the conversations, and formal submissions from individuals, businesses, organisations and State Government were reviewed. These have helped inform and refine the final draft CHP.

4.7. An Engagement Summary Report was produced and shared with all submitters and stakeholders that have been involved, at any given point, in the Plan. It was also provided to all community members registered on Have Your Say Hobart. In total it was sent to over 3,000 individuals and organisations.

4.8. Moreover, CoH received over 220 written submissions. The majority of the submissions were positive in their tone, acknowledging that the Plan captures a lot of what makes Central Hobart desirable now and into the future.

4.9. All the reports, including the draft CHP and the stage 3 Engagement report, are publicly available on https://yoursay.hobartcity.com.au/central-hobart-plan

5. Legal, Risk and Legislative Considerations

5.1. The CHP is a structure plan, which is a recognised land use strategy document by the State Planning Office.

5.2. For the CHP to be effective as an urban planning and urban design strategy it will need to be implemented in the Tasmanian Planning Scheme – Hobart. This will implement the proposed building form provisions, including the building heights, street walls heights and setbacks.

5.2.1. This process will entail planning scheme amendments to the Hobart Local Provision Schedule, with preliminary work to undertaken this financial year.

5.3. The main risks identified in regard to the CHP are in relation to its implementation. There could be reputational (e.g. loss of community trust), amenity (e.g. new developments to not provide adequate setbacks for solar access) and financial impacts (e.g. the lack of certainty in terms of building controls development certainty) if the CHP is not implemented to its full potential, to minimise these risks an internal implementation plan will be developed, and ongoing reporting will be undertaken.

6. Hobart: A Community Vision For Our Island Capital

6.1. The CHP will help translate the community’s vision for a that “Hobart breathes. Connections between nature, history, culture, businesses and each other are the heart of our city” into actionable strategies and future planning amendments.

6.2. Furthermore, the CHP is informed by extensive analysis, stakeholder and community engagement to ensure that future growth enhances the City’s character, as per the desire contained in the Community Vision “as we grow, we remember what makes this place special”.

6.3. The CHP directly addresses Pillar 7. Built Environment in planning for to “enhance the density, scale and character of our city”, “engage on how planning issues affect our city” and are “plan for the future”.

6.4. The CHP, due to its significance and wide-ranging nature, will also help deliver on pillars 1, 2, 3, 4 and 5.

7. Capital City Strategic Plan

7.1. The CHP is aligned and will deliver on the Capital City Strategic Plan 2019-29.

7.2. The scope of the CHP means that it will help deliver on multiple pillars, outcomes and strategies in Capital Strategic Plan, chiefly it will address strategy 7.4.2: “Undertake whole-of-precinct planning for key growth areas of the city, in partnership with the Tasmanian government.”

7.3. The proposed strategies and Urban Design Framework controls in the CHP will also be key in delivering on strategies 1.1.1 and 7.4.1, to ensure the city remains connected and contained by its valued natural elements and its character remains integral to its future development.

7.4. The CHP also helps integrate land use and transport planning in a way that maximises the economic, social and environmental outcomes, as per strategy 7.4.3.

8. Regional, State and National Plans and Policies

8.1. The CHP is a structure plan, which is a recognised land use strategy document by the State Planning Office.

8.2. The CHP will help implement the 30 Year Greater Hobart Plan developed by the Tasmanian Government in collaboration with the local government areas of Greater Hobart, including the CoH.

9. Financial Viability

9.1. The CHP has initial implementation budget for this financial year, 2023-2024.

9.2. The CHP will require some ongoing implementation budget to help deliver the actions, in particular in the first few years as it is translated into the Tasmanian Planning Scheme. This budget requirement will vary as the CHP is progressively implemented and will be adjusted accordingly.

9.3. The majority of the strategic actions that are not urban planning and urban design will be funded via the existing CoH divisional budgets, as they undertake work over the coming years.

9.4. There are no direct asset financial implications. However, when assets in the City Centre are to be renewed they will need to take into account the goals, strategies and actions contained in the CHP.

9.5. The CHP will seek to implement a reasonable and considered public realm improvement contribution system within the statutory limits of the Council to help deliver on the needs of the community. These contributions both public and private will help CoH deliver the infrastructure required to accommodate the increase infrastructure needs that the additional residents, workers and visitors demand.

10. Sustainability Considerations

10.1. At a fundamental level the CHP will help deliver on the 70% infill target set out in the 30 Year Greater Hobart Plan. A compact city significantly decreases the need for additional infrastructure and the need for travel, both of which are sources of carbon emissions.

10.2. Furthermore, the emphasis on active travel will make it easier to reduce emissions in relation to transport, which is Hobart’s largest source of carbon emissions.

10.3. Finally, the CHP is seeking for buildings that are designed to be environmentally sustainable and provide building setbacks that allow for solar access and natural ventilation in the City Centre.

11. Community Engagement

11.1. The CHP has been developed through a long, detailed and comprehensive community and stakeholder engagement. Among the most comprehensive ever undertaken by the CoH.

11.2. The process of engagement has commenced prior to the release of the Baseline Report in 2020. And it has gone through three distinct stages, each one allowing the CHP to be developed and refined to better reflect the community’s needs and desires whilst also considering what is feasible in terms of infrastructure, heritage, planning scheme provisions, etc.

11.3. For more details on the process please refer to section 4, Background, in this report.

11.4. All the reports, including the draft CHP and the stage 3 Engagement report, are publicly available on https://yoursay.hobartcity.com.au/central-hobart-plan

12. Communications Strategy

12.1. If the CHP is adopted an official media release will be provided to the local media. Concurrently social media posts through the CoH’s official accounts will also disseminate the news.

12.2. The final CHP will be distributed electronically to all the stakeholders and the wider community members that have participated in its development.

12.3. Some hard copies of the CHP will be available for those people without internet access.

12.4. There will also be an updated version of the Executive Summary, in hardcopy and digital formats. This document will be a more approachable and engaging version of what the CHP seeks to achieve for a wider audience.

13. Innovation and Continuous Improvement

13.1. The CHP presents the collective effort of many CoH officers, consultants, the State Government, and the community. As such it is a document that represents the aspirations the CoH’s community for the future of our city centre.

13.2. The CHP seeks to introduce development certainty in the City Centre through the proposed maximum building heights, buildings street walls and the setbacks. This being the first time that such a comprehensive

13.3. It also provides clearer guidance on how development can contribute to the improvement of the City Centre through open space, laneway connections, better building design, etc.

13.4. It has also become the model for the neighbourhood plans currently underway for North Hobart, Mount Nelson / Sandy Bay and the Inner North-East.

14. Collaboration

14.1. The CHP has been the result of the collective effort of many CoH staff from units all across the organisation. It is a truly multi-disciplinary and cross-Council strategy.

14.2. Many professional and dedicated consultants have been involved in the creation of the CHP. The most salient of which are acknowledged in the references section of towards the end of the CHP.

14.3. Also, there has been extensive State Government input through their participation in the Project Steering Group and the ongoing working relationships at an officer level.

14.4. The CHP also owes its existence and current content to the feedback and support of many community members, community groups and CoH’s Elected Members.

14.5. Finally, the implementation of the CHP vision of a vibrant economic, cultural and people focussed place for all, will require CoH to partner with and advocate to the State Government and other entities, both private and public.

Jaime Parsons

Principal Advisor Urban Design

Neil Noye

Director City Futures

Date: 18 September 2023

File Reference: F23/95981; 19/79

Attachment a: Central Hobart Plan Final (Supporting information)

Attachment b: Central Hobart Plan Executive Summary (Supporting information)

Item No. 19

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Personal Mobility Device (PMD) Fee Structure

REPORT PROVIDED BY: Director Connected City

Report Summary

1.1. This purpose of this report is to seek approval of the proposed operator fee structure under the City of Hobart’s new Personal Mobility Device (PMD) permit.

1.1.1. The PMD operator fee is based on a cost recovery model and takes into account the provision of officer time to manage PMD services, parking infrastructure and community/stakeholder education and engagement.

1.1.2. The PMD permit will be issued annually, and the fee structure adjusted each year if/as required to reflect ongoing Council management costs.

2. Key Issues

2.1. The PMD permit fee is to be prescribed by the City for the operation and use of PMD’s as a business activity.

2.2. The PMT permit fee has been derived from using a variety of pricing methodologies, including completion of a competitor analysis, application of full cost attribution methods and applying known running costs and overheads.

2.3. The PMD permit fee will cover the City’s costs of operations and services including officer time to manage PMD services (plus on-costs), reporting, compliance, fines and confiscations, parking infrastructure installation and maintenance and community/stakeholder education and engagement.

2.4. The PMD permit fee should not be prohibitive such that it would limit operators’ ability to provide a safe, affordable and economically viable alternative transport option in Hobart.

3. Recommendation

That:

1. The Council approve a fee for the issuing of a Personal Mobility Device permit under section 56C of the Vehicle and Traffic Act 1999 at a rate of 50 cents per scooter per day with a minimum of 500 e-scooters per day.

2. The Council delegate to the Chief Executive Officer the power of Council to impose and remit a fee under sections 205 and 207 of the Local Government Act 1993 for the issuing of a Personal Mobility Device permit under section 56C of the Vehicle and Traffic Act 1999.

4. Background

4.1. Legislation governing the use of PMDs was passed by the Tasmanian Parliament on 22 November 2021 via amendments to the Traffic Act 1925.

4.2. New rules for PMDs commenced on 1 December 2021 allowing PMDs on footpaths, shared paths, bicycle paths and some roads in Tasmania.

4.3. The City’s current contract agreements with both operators Beam and Neuron included fees to operate within the City. In doing so, the City has been able to recover the costs incurred to run the trial and manage and administer operations for the trial duration.

4.4. On 20 February 2023, the Council was presented with the findings of the 12-month e-scooter trial and voted to continue services in Hobart.

4.5. On 17 July 2023, a report was presented to Council, the resolution of which included the decision to only make one permit available to a single operator.

4.6. This report outlines the details of the proposed fee structure to be included in the new PMD permit.

5. Legal, Risk and Legislative Considerations

5.1. The contents of this report has been prepared in consultation with the Council’s Legal & Governance team and external legal advice.

6. Discussion

6.1. It is recommended that the PMD permit fee is set on a cost recovery basis at an amount that also enables to City to ensure it supports the operator’s ability to provide ongoing sustainable PMD services and the best community safety outcomes for Hobart such as -

6.1.1. efficient network distribution,

6.1.2. reduced clutter in high pedestrian areas,

6.1.3. adequate on-street rangers and collection vehicles,

6.1.4. provision of transport in disadvantaged areas and for low -income demographics,

6.1.5. ability to alter fees and charges in a timely manner to improve services and outcomes for the community.

6.2. At the Council meeting of 17 July 2023 it was agreed that moving from a licence agreement with a revenue-share model, to an annual permit and permit fee provided the City with better risk management.

6.1. Other Councils around Australia have also been moving to permit arrangements after their micromobility trials.

6.2. The proposed fee has been calculated on a cost recovery modelling basis. In Hobart, there are currently 600 e-scooters available with an average of 1-2 trips per vehicle per day. As per trial calculations, this number may decrease slightly in winter, and increase over the summer and festival periods.

6.3. To ensure the City does receive a minimum return to cover the costs it incurs to enable this permit, the permit will list a minimum cap of 500 e-scooters that need to be available for operation.

6.4. The City has been advised by its Micromobility Consultants Zipidi, that based on national and international best-practice, permit fees should be set between 4%-8% of operator’s revenue, so as not to negatively impact services and safety commitment for the community.

6.5. In Hobart, an approximate income on 600 e-scooters charged at 50 cents per day will equate to $109,500 per annum.

6.6. It is recommended that approval of future PMD fee adjustments be delegated to the CEO, so that PMD operations can be responsive and agile to operational needs; for example incentivising areas with less public transport by reducing fee costs in outer suburbs, or reducing costs as officer time is reduced once PMD services, parking bays, signage and compliance policy is properly established. Such adjustments would be attributable to increases or decreases to the underlying cost base rather than the cost recovery model itself.

6.6.1. This would be done under sections 205 and 207 of the Local Government Act 1993 for the issuing of a Personal Mobility Device permit under section 56C of the Vehicle and Traffic Act 1999.

7. Hobart: A Community Vision For Our Island Capital

7.1. The Community Vision project in 2018-2019 obliged the Council to act on the community’s desire to “prioritise low emission, energy efficient, renewable transport and technology initiatives, including trialling emerging solutions.”

8. Capital City Strategic Plan

8.1 The e-scooter trial was consistent with the City of Hobart Capital City Strategic Plan 2019-29, specifically:

8.1.1.1. Pillar 5: Movement and connectivity

8.1.1.2. Outcome 5.1: An accessible and connected city environment helps maintain Hobart’s pace of life

8.1.1.3. Outcome 5.2: Hobart has effective and environmentally sustainable transport systems

8.1.1.4. Outcome 5.3: Technology serves Hobart communities and visitors and enhances quality of life

8.1.2. Pillar 7: Built environment

8.1.2.1. Outcome 7.3: Infrastructure and services are planned, managed and maintained to provide for community wellbeing.

8.1.3. Connected Hobart Action Plan 2019 - CTR10: Last Mile Micromobility and Data Trials

8.1.4. Sustainable Hobart Action Plan 2020 - MOBI-08: New Micromobility Options

8.1.5. City of Hobart Transport Strategy Themes:

8.1.5.1. Theme 1 – We make our decisions based on evidence and current key data.

8.1.5.2. Theme 2 – Integrating transport and land use planning to deliver the best economic, social and environmental outcomes.

8.1.5.3. Theme 5 – Increase participation in great public transport and reducing congestion in the city.

8.1.5.4. Theme 9 – Developing partnerships with stakeholders.

9. Regional, State and National Plans and Policies

9.1. Tasmanian Government’s Climate Change Act 2008

9.2. Tasmania: Net Zero by 2030

9.3. Department of State Growth – Transport Access Strategy

9.3.1. 3. Connected Transport System

10. Financial Viability

10.1. Funding Source and Impact on Current Year Operating Result

10.1.1. Currently all PMD related administration, infrastructure and management are covered by Council’s revenue share under the existing operator agreements.

10.2. Impact on Future Years’ Financial Result

10.2.1. Once the permit is issued all PMD management, parking, compliance, and infrastructure will be serviced by the permit fee.

10.3. Asset Related Implications

10.3.1. Mixed micromobility and PMD parking and signage infrastructure costs, including parking installation, yearly upgrading and maintenance will be covered by PMD permit fee over and above Mobility Officer allocation.

11. Sustainability Considerations

11.1. This report recommends that authority to impose and remit PMD permit fees be delegated to the CEO, so they remain current, responsive, and agile to industry change, community feedback and the City’s ongoing operative requirements; as well as taking into account any changes to Council’s underlying cost base in facilitating the PMD Services.

12. Innovation and Continuous Improvement

12.1. City Officers researched international best practice and guidelines for regulating micromobility services to identify a suitable fee structure.

12.2. City Officers consulted with other Councils around Australia to compare alternate fee structures and their relative success.

12.3. This report recommends delegation of the authority to impose and remit the permit fee structure annually to the CEO so that the PMD permit fees remain current, responsive, and agile to industry change, community feedback and the City’s operative requirements and take into account any changes to Council’s underlying cost base in facilitating the PMD Services.

13. Collaboration

13.1. An external micromobility expert with national and international experience has been engaged to assist with fee structure advice.

Jacqui Allen

Director Connected City

Date: 20 September 2023

File Reference: F23/95196; 22/01

Item No. 20

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Hobart Community Awards - Review

REPORT PROVIDED BY: Manager Community Programs

Director Connected City

1. Report Summary

1.1. The purpose of this report is to seek the Council’s approval to cease delivery of the Hobart Community Awards Program and reallocate resources towards an expanded Community Volunteer Recognition Program to be delivered to celebrate International Volunteer Day and recognise City of Hobart volunteers.

1.1.1. This proposal is in recognition of the increasingly low number of nominations for the Hobart Community Awards.

1.1.2. It is our understanding that other Councils are also facing challenges with receiving submissions for their awards.

1.2. The proposal would be to continue to hold a volunteer reception around International Volunteers Day on 5 December. This would enable the City to continue to provide a thank you to Community Programs volunteers, but also be expanded to have an awards program recognising volunteers across the organisation that have reached a milestone of volunteering and presenting Volunteer of the Year awards.

2. Key Issues

2.1. The Australian Day Award Program has been delivered for many years by the City of Hobart and it is acknowledged that the majority of local Councils still deliver a similar awards program under the Australia Day Award banner. The City rebranded the awards in 2022 away from the Australia Day branding, as have several other councils.

2.2. The resourcing required to deliver the Hobart Community Awards Program is not considered to be consistent with the community benefit outcomes.

2.3. A consolidation of resources into a single volunteer/awards program would provide value for the City.

2.3.1. If the Council was to support the continuation of the Hobart Community Awards, there would need to be increased funding to undertake an expanded marketing campaign to try and attract nominations.

2.4. The City relies heavily on volunteers to support the work of the organisation. The expansion of a volunteer recognition program to encourage volunteering with the organisation is considered to be of benefit to the City.

2.4.1. It is noted that the rate of volunteering is continuing to significantly decrease and this proposed program could improve our volunteering visibility with an effective marketing campaign.

3. Recommendation

That the Council resolve to cease delivery of the Hobart Community Awards Program and reallocate resources towards an expanded Community Volunteer Recognition Program to be delivered to celebrate International Volunteer Day and recognise City of Hobart volunteers.

4. Background

4.1. For many years prior to 2022 the City of Hobart delivered a Community Awards Program as part of the Australia Day Awards Program administered through the Department of Premier in Cabinet.

4.1.1. The awards were presented at the citizenship ceremony held on 26 January at the Sandy Bay Regatta.

4.2. The awards recognise nominations received for local Hobart-based heroes who have made contributions to the community, young people deserving of recognition for their community work, and for clubs and organisations who organised outstanding community events or initiatives.

4.3. Over the past few years, the Hobart Community Awards have been promoted in the following manner:

· City of Hobart website.

· Posts on the City of Hobart Facebook and Instagram pages.

· Distribution of leaflets through the Council Centre and facilities.

· Promotion through a wide range of community and volunteer networks and electronic databases to raise awareness of the awards and invite nominations.

· Print media advertisements.

· Promotional articles in the Observer.

· Use of the City’s volunteer network and database to promote awareness of the awards and invite nominations.

4.4. At its meeting of 12 December 2022, the Council resolved that the awards be presented at the citizenship ceremony in April 2023 rather than at the ceremony on 26 January 2023 in consideration of the Council’s position to not support Australia Day activities.

4.5. For the 2022 awards, a rebranding process was undertaken to change the name to the Hobart Community Awards with the aim of attracting greater participation and to revitalise promotion of the awards.

4.5.1. The City had received commentary that some community members may not be comfortable nominating, or being nominated, noting the connection to the Australia Day Program.

4.5.2. Even though the program was rebranded away from the Australia Day Awards Program, the three categories remained including Citizen of the Year, Young Citizen of the Year and Community Initiative or Event of the Year

4.6. Over the past several years (acknowledging COVID interruptions) promotion of the awards has been reviewed and improved, including the rebranding, however this has not resulted in an increase in nominations.

4.7. For the 2023 awards, only two nominations were received across the three categories. One nomination for Citizen of the Year and one for Young Citizen of the Year. There were no nominations received for Community Initiative or Event of the Year.

4.8. In previous years when applications have been low, applications have on occasions been supplemented by including applications received by the Department of Premier and Cabinet for the Australian of the Year Awards.

4.8.1. There were no additional applications able to be included in this manner for the 2023 awards. This process would also not be an option in future if the awards were to continue, noting that it is not anticipated that the awards would be part of the Australia Day program.

4.9. Over the past five years the average number of applications for each category is as follows (this includes some inclusions from the DPAC nominations).

· Citizen of the Year = 4

· Young Citizen of the Year = 3.6

· Community Event of the year = 3.2

4.10. As per the report presented to the Council on 12 December 2022 noting the low number of nominations, a review of the Hobart Community Awards Program has been undertaken relating to the ongoing future of these awards.

4.11. The review process recently undertaken has included research on other Tasmanian award programs as well as developing an understanding of the level of interest in programs operating in other Tasmanian and interstate councils.

4.12. Some of the research from other councils has indicated that the lack of nominations is being experienced more broadly. Many councils have a similar awards program, celebrating Citizens of the Year, Young Citizen of the Year, volunteering and other no-for profit categories.

4.12.1. It is noted that feedback from Port Adelaide, Enfield and Derwent Valley Councils is that not only is there a lack of interest in participating, but community members are sometimes afraid of nominating their fellow community members to avoid public exposure or potential negative feedback.

4.13. The review also considered the opportunities to assess two other existing volunteer programs delivered by the City with the view to potentially consolidating these activities into a single program/activity. This consolidation could potentially result in a saving of financial and human resources and achieve greater recognition of the efforts of volunteers in the Hobart community.

5. Legal, Risk and Legislative Considerations

5.1. There are no identified legal, risk or legislative implications from this proposal.

6. Discussion

Potential Options

6.1. It is noted that with the increasing lack of nominations, and in light of feedback from other councils and programs across Tasmania who also struggle to get nominations, it is not considered practical to continue to deliver this specific program.

6.2. However, the acknowledgement of the importance of recognising our community members and volunteers that give their time and expertise to the City for no return is important. The consolidation of existing programs to create an expanded opportunity to recognise the City’s own volunteers is considered to be a good outcome.

6.3. As such, alternative options have been considered were the Council to support ceasing the delivery of the Hobart Community Awards Program.

6.4. There are two other existing volunteer programs delivered by the City that could potentially be consolidated into a single program/activity. This consolidation could potentially result in a saving of financial and human resources and greater recognition and impact. The other two programs that could be potentially consolidated with Community Awards into a single program include:

6.4.1. Volunteer Recognition Reception – This annual event held in May year up until COVID during volunteering week comprised of a reception in the Town Hall for approximately 120 volunteers from volunteer organisations across Hobart. Two volunteers from each organisation attended to be presented with a certificate on behalf of their organisation. It is noted that the nominations for this program were also decreasing over the past few events.

6.4.2. Community Programs Volunteer Reception – This annual reception held in the Town Hall in early December acknowledges and thanks the broad range of volunteers across the Community Programs Unit for their work over the year.

6.5. It is considered that expanding the Community Programs Volunteer Reception in December could provide a good opportunity to increase the recognition of the City’s own volunteers as well as promoting volunteering opportunities at the City.

6.6. The City has approximately 820 volunteers across a broad range of programs that would not be able to be delivered without volunteer support. These volunteers work across the following program areas: Still Gardening; Mathers House; International Student Ambassadors; Bushcare; and City Welcome Volunteer Program. There are also many community members who volunteer as part of the City’s advisory committees including the Hobart Older Person’s Reference Group; Housing with Dignity Reference Group; Youth Advisory Squad; Access Advisory Committee and Multicultural Networking for Harmony Advisory Committee.

6.7. The ability to be able to recognise the value that volunteers provide to the City is very important and combining resources to amplify this recognition is considered to be a positive way forward.

6.8. The intent would be to continue to hold a volunteer reception around International Volunteers Day on 5 December. This would allow the City to continue to provide a thank you to Community Programs volunteers, but be expanded to have an awards program recognising volunteers across the organisation that have reached a milestone of volunteering.

6.9. It is anticipated that this would potentially be recognising 5, 10 or 20+ years of volunteer service to the organisation. The exact years to be recognised will be determined as the volunteer numbers are assessed. Volunteers reaching the milestones would be presented with a framed certificate. It is also intended that there would be Volunteer of the Year Awards (categories to be determined).

6.10. A new honour board for the Community Awards Program was installed in Wellington Walk as the previous board was full. It is proposed that with a slight amendment, the names of recipients of the Volunteer of the Year Awards could be placed on this honour board which will provide longevity to this asset. It will also provide a public recognition of the value of volunteers to the City.

7. Hobart: A Community Vision For Our Island Capital

7.1. This proposal is aligned with Hobart: a community vision for our island capital, particularly Pillar 2: Community inclusion, participation and belonging.

8. Capital City Strategic Plan

8.1. This proposal is aligned with the Capital City Strategic Plan 2019-29, particularly Pillar 2: Community inclusion, participation and belonging:

2.2 Hobart is a place where diversity is celebrated and everyone can belong, and where people have opportunities to learn about one another and participate in city life.

2.2.3 Provide and support activities and programs that celebrate diversity to reduce social isolation and build social cohesion.

2.3.7 Support accessible learning opportunities for people at all ages and stages of life.

8.4 People are involved in civic life, and the City’s communication and engagement with Hobart communities are proactive and inclusive.

9. Regional, State and National Plans and Policies

9.1. The Community Awards Program up until 2022 was directly aligned with the National Australia Day Awards Program. This alignment has reduced with the change of the name of the program and as a result of the Council decision to not present the awards at the January 26 Citizenship Ceremony in 2023.

10. Financial Viability

10.1. Funding Source and Impact on Current Year Operating Result

10.1.1. It is noted that funding for the three identified volunteer/award programs has been reduced in the 2023/24 budget allocation which would not allow for the three activities to be delivered.

10.1.2. If Council was to support the proposal detailed in this report, the existing allocation in the Community Planning and Coordination budget function would be utilised.

10.2. Impact on Future Years’ Financial Result

10.2.1. This proposal does not impact on future year’s financial result.

10.3. Asset Related Implications

10.3.1. This proposal would provide an opportunity to continue to utilise an existing City asset, being the honour board located in Wellington Walk.

11. Community Engagement

11.1. Officers have engaged with other councils, Department of Premier and Cabinet and Volunteering Tasmania in undertaking the review of the Hobart Community Awards.

12. Communications Strategy

12.1. It is proposed that a communications strategy would be developed to promote the City’s volunteer award program and to utilise the opportunity to encourage volunteer engagement for the City’s programs.

13. Innovation and Continuous Improvement

13.1. It is considered this proposal takes an innovative approach of redefining three existing programs to develop a more contemporary approach that provides greater community benefit.

14. Collaboration

14.1. In order to deliver this expanded volunteer program, the Community Programs Team would collaborate across the organisation with the coordinators of the other volunteer programs to develop the detail of the volunteer milestones and volunteer of the year awards.

14.1.0. 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.

Kimbra Parker

Manager Community Programs

Jacqui Allen

Director Connected City

Date: 14 September 2023

File Reference: F23/96418

Item No. 21

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Response to Petition - Mount Nelson Pedestrian Infrastructure

REPORT PROVIDED BY: Traffic Engineer

Director City Futures

1. Report Summary

1.1. This report has been written to assist the Council in considering a response to a petition to install a pedestrian crossing on Nelson Road in the proximity of the Nelson Road Store and commence a planned infrastructure program with the aim of building a continuous footpath, separated from the road, along Olinda Grove and Nelson Road between Hobart College and the Mount Nelson Signal Station.

1.2. The City of Hobart have received submissions from the Mount Nelson Community Association and requests from individual rate payers of Mount Nelson regarding a number of recommendations to improve connectivity, safety and amenity for all road users in the suburb.

1.3. The report recommends a solution to address mobility issues on Nelson Road and Olinda Grove in Mount Nelson through a strategic process by developing walking and cycling plans (a Local Area Mobility Plan (LAMP) and School Active Travel Plans) Mount Nelson.

2. Key Issues

2.1. On 25 October 2022, a petition addressing concerns pertaining to community road safety in Mount Nelson was presented to the Council containing 257 signatories (Attachment A).

2.2. The petition specifically addressed the issue of an “unsafe” pedestrian crossing point in the proximity of the Nelson Road Store and the necessity of a safe and separated pedestrian connection (footpath), along Olinda Grove and Nelson Road between Hobart College and the Mount Nelson Signal Station.

2.3. The petition calls the Council to undertake the following course of action:

2.3.1. Install a pedestrian crossing across Nelson Road in the proximity of the Nelson Road Store

2.3.2. Initiate a planned infrastructure program with the aim of building a continuous footpath, separated from the road, along Olinda Grove and Nelson Road between Hobart College and the Mount Nelson Signal Station.

3. Recommendation

That:

1. The Council notes the matters raised in the petition concerning Mount Nelson pedestrian infrastructure.

2. Priority pedestrian infrastructure improvements in Mount Nelson be determined by developing a Walking and Cycling Plan for Mount Nelson (School Access Travel Plan and or Local Area Mobility Plan).

3. The funding of $75,000 for the development of a Local Area Mobility Plan and/or school access travel plan be listed for consideration in the 2024-25 operational budget.

4. The lead petitioner be advised of the Council’s decision.

4. Background

4.1. In terms of the lack of formal continuous footpath infrastructure on Olinda Grove and Nelson Road, the roads (and connecting streets) are one of many within the Hobart municipal area that have been constructed in the past as a semi-rural type road with no dedicated footpath infrastructure.

4.2. In 2017, City of Hobart, through its road asset renewal process had undertaken footpath improvements on Olinda Grove between Nelson on Road junction and Onslow Place which included the installation of a pedestrian refuge near the Nelson Road junction. As part of the City’s annual road renewal program, the City assesses footpath conditions and upgrades according to its current pedestrian utilisation.

4.3. Olinda Grove and Nelson Road provides access to a number of residential properties and facilities including Hobart College, Mount Nelson Signal Station, Mount Nelson Store, Mount Nelson Medical Centre and small privately owned businesses.

4.4. Currently, pedestrians use a combination of footpath, gravel shoulder and roadway to access facilities on Olinda Grove and Nelson Road. A continuous footpath (which will require the construction of new footpath and upgrade to existing infrastructure) on Olinda Grove and Nelson Road will provide benefits in the connectivity and convenience to these facilities for local residents, tourists and the Hobart College School community.

4.5. A petition, receiving 257 signatories, had been presented to the City of Hobart on the 25 October 2022. The petition called for the City of Hobart to:

· Install a pedestrian crossing across Nelson Road in the proximity of the Nelson Road Store and;

· Initiate infrastructure program to build a separate continuous footpath along Olinda Grove and Nelson Road from Hobart College to the Mount Nelson Signal Station

4.6. A pedestrian safety forum was held by the Mount Nelson Community Association on 6 June 2023. The meeting resulted in a report with recommendations to enhance pedestrian safety on streets in Mount Nelson including;

· The reduction of speed limit on the bends of Mount Nelson Road from 50 km/hr to 40 km/hr.

· Install 'wildlife' and 'pedestrian' signage on Nelson Road.

· Improve bus stop safety on Nelson Road and upgrade the bus stop at the Mount Nelson Signal Station.

· Parking restrictions to enforce parking road rules at intersections.

· Install priority pedestrian crossings at specific locations.

· Construction and upgrade of footpaths on Olinda Grove and Nelson Road.

Note that the Department of State Growth are the approving authority on the modifications of speed limits in the City. A full technical assessment to support the speed limit change and community engagement would need to be undertaken to make a formal application to the State Government.

4.7. A copy of the outcomes of the pedestrian safety meeting is provided in (Attachment B).

4.8. In addition to the above, the City of Hobart have received requests from community members over the past year for a footpath or shoulder widening /demarcation to improve pedestrian safety and amenity on Nelson Road between Hargraves Street and the Mount Nelson Signal Station.

5. Legal, Risk and Legislative Considerations

5.1. No Legal, Risk and Legislative Considerations are foreseen.

6. Discussion

6.1. The petition specifically requests to improve pedestrian infrastructure on Olinda Grove and Mount Nelson Road between Hobart College and the Mount Nelson Signal Station. It is recommended that this request is considered in conjunction with the recommendations in the formal submission to Council from the Mount Nelson Community Association regarding mobility improvements in Mount Nelson.

6.2. It is recommended a strategic approach is taken to improve accessibility, amenity, connectivity and safety in the suburb of Mount Nelson. The proposal is that a range of street improvement measures for Mount Nelson be considered as part of a walking and cycling plan through City Mobility’s current programs (Local Area Mobility Plan (LAMP) and School Active Travel Plan (SATP)).

6.3. City officers are currently in the process of trialling a LAMP project in two local areas in the City. The plan for Mount Nelson will identify key priority walking and cycling routes and infrastructure projects in a consultative process with the community in alignment with the Sandy Bay / Mount Nelson Neighbourhood Structure Plan.

6.4. The City officers have received State Government Community Road Safety Program to commence the process of developing SATP as part of the City’s ongoing strategy and planning to support and encourage active travel modes to and from schools. It is considered that this approach would effectively define key priority projects for walking and cycling to Hobart College and Mount Nelson Primary School.

6.5. As part of the LAMP and SATP developments, appropriate street interventions on the identified Olinda Grove and Nelson Road corridor be determined and developed in a concept plan.

7. Hobart: A Community Vision For Our Island Capital

7.1. Addressing the issues raised in the petition through a Local Area Mobility Plan aligns with Hobart’s Community Vision, particularly the following pillars:

7.1.1. A Sense of Place

7.1.2. Movement and Connectivity

7.1.3. Governance and Civic Involvement

8. Capital City Strategic Plan

8.1. The recommendation is directly aligned to the City of Hobart Community Vision and the Capital City Strategic Plan 2019-29.

8.2. Pillar five of the ‘Capital City Strategic Plan 2019-29’ focuses on Movement and connectivity. Addressing the petition by developing a LAMP for Mount Nelson suburb aligns directly with pillar five’s key outcomes:

8.2.1. Outcome 5.1 “An accessible and connected city environment helps maintain Hobart’s pace of life.”

8.2.2. Outcome 5.2 “Hobart has effective and environmentally sustainable transport systems” are considered.

9. Regional, State and National Plans and Policies

9.1. There are several relevant plans and policies that support the objectives of LAMP and SATP.

9.1.1. Greater Hobart Transport Vision

9.1.2. Central Hobart Plan

9.1.3. Greater Hobart Cycling Plan

9.1.4. Towards Zero - Tasmanian Road Safety Strategy 2017-2026

10. Financial Viability

10.1. Funding Source and Impact on Current Year Operating Result

10.1.1. There are presently no available funds to advance the proposed plan and as such there is no impact on Current Year Operating Budget.

10.2. Impact on Future Years’ Financial Result

10.2.1. The proposal is to allow for future funding bid (estimated at $75,000) to be made in 2024-25 for the development of a LAMP and SATP for Mount Nelson.

10.2.2. The development of a LAMP and SATP for Mount Nelson are likely to recommend actions that require future investment.

10.3. Asset Related Implications

10.3.1. Nil.

Shivani Jordan

Traffic Engineer

Neil Noye

Director City Futures

Date: 18 September 2023

File Reference: F23/95203; RO707/14

Attachment a: Petition - Mount Nelson Pedestrian Infastructure (Supporting information)

Attachment b: Mount Nelson Community Association - Recommendations (Supporting information)

Attachment c: Pedestrian Safety Meeting details (Supporting information)

Item No. 22

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Response to Notice of Motion - Talent Acquisition Policy

REPORT PROVIDED BY: Director City Enablers

1. Report Summary

1.1. The purpose of this report is to respond to the Council resolution of 28 August 2023 in respect of the City’s Talent Acquisition Policy and Procedure.

1.2. The City’s Talent Acquisition Policy and Procedure document has been prepared as a Policy document (Attachment A) to provide a framework for the fair, ethical, consistent, and transparent operation of the City’s Talent Acquisition practises, and to outline the key principles that are underpinned by the City’s Talent Acquisition Policy and Procedure.

2. Key Issues

2.1. The City’s talent acquisition practises are based upon the principles of merit, equal employment opportunity and confidentiality.

2.2. The City aims to attract, select and retain suitability qualified employees and will ensure that talent acquisition practises are aligned with the City’s strategic priorities.

2.3. As listed in the Policy document, the Talent Acquisition Policy states that recruitment practises of the City will:

2.3.1. be fair, equitable, respectful, transparent, consistent and confidential;

2.3.2. be aligned with the goals, objectives, values and behaviours stated in the City’s Strategic Plan;

2.3.3. competitive and merit based;

2.3.4. encourage applications from the widest pool of candidates;

2.3.5. be timely and responsive;

2.3.6. include the effective management of conflict of interest; and

2.3.7. be compliant with legislative requirements and obligations.

2.4. As requested by Council, the Policy review also:

2.4.1. strengthened the parameters around when direct appointments are permitted and associated requirements;

2.4.2. ensured the conflict of interest identification and management strategies were fit for purpose; and

2.4.3. ensured the recommendations in the Integrity Commission’s report of February 2023 were met.

2.5. The Talent Acquisition Policy is supported by the Talent Acquisition Policy and Procedures guidelines managed by the City’s People and Culture Unit.

2.6. In response to the Integrity Commission’s report into local government recruitment practices (No 1 of 2023 / 28 February 2023), the policy was reviewed by the City’s Manager People and Culture.

2.7. The review noted that the City’s Talent Acquisition Policy reflected best practice and was largely consistent with the recommendations on the Integrity Commission’s report.

3. Recommendation

That:

1. Council note that all appointments to the City are made in accordance with the provisions of the Local Government Act 1993;

2. Council note that the City’s Talent Acquisition practices are based on the principles of merit, equal employment opportunity and confidentiality; and

3. Council note and endorse the Talent Acquisition Policy Statement – September 2023.

4. Background

4.1. At its meeting of 28 August 2023, the Council resolved the following:

That:

1. The Council notes the Ensuring Recruitment in Tasmanian Councils is Merit-Based Report published by the Integrity Commission and its relevance to the governance of the Hobart City Council.

2. The Council require the Talent Acquisition Policy and Procedure to be updated and returned to Council at its September 2023 meeting for approval, with updates to include:

1. strengthening the parameters around when direct appointments are permitted and associated requirements

2. review of conflict of interest identification and management strategies to ensure they are fit for purpose

3. any other updates as required, particularly in light of the Integrity Commission’s report.

4.2. The City’s Talent Acquisition Policy and Procedure document has been prepared as a Policy document (Attachment A) to provide a framework for the fair, ethical, consistent, and transparent operation of the City’s Talent Acquisition practises, and to outline the key principles that are underpinned by the City’s Talent Acquisition Policy and Procedure.

4.3. The Talent Acquisition Procedures operationalises the Talent Acquisition Policy and provides staff with guidance on recruitment matters including:

4.3.1. The approval process for recruitment to a position;

4.3.2. Employment categories; position classifications;

4.3.3. Advertising positions;

4.3.4. Interstate and national talent acquisition;

4.3.5. Relocation assistance;

4.3.6. Selection criteria;

4.3.7. Application guide and information packages;

4.3.8. Composition of interview panels;

4.3.9. Interview procedures;

4.3.10. Candidate assessment and selection procedure;

4.3.11. Pre-employment checks; and

4.3.12. Employment procedure.

4.4. In response to the Integrity Commission’s report into local government recruitment practices (No 1 of 2023 / 28 February 2023), the policy was reviewed by the City’s Manager People and Culture.

4.5. The review noted that the City’s Talent Acquisition Policy reflected best practice and was largely consistent with the recommendations on the Integrity Commission’s report. However, the review did result in some minor amendments to the City’s policy including:

4.5.1. providing further detail on how the merit principle will apply to the Direct Appointment process. This included expanding the Merit principle definition and referencing how merit applies to all recruitment processes that are detailed within the Policy and Procedure, including direct appointments and merit based skills assessments; and

4.5.2. the inclusion of two additional checks in the Conflict of Interest Form to declare whether:

4.5.2.1. a reference for one or more applicants has been provided; and

4.5.2.2. there is a direct supervisory relationship with one or more applicant.

4.6. The City acknowledges that securing the best talent and promoting merit, transparency and fairness is best achieved through open, competitive, and merit-based processes.

4.7. There is no legislative requirement for merit-based recruitment in local government. Nevertheless, merit-based recruitment will continue to be the primary method of recruitment at the City of Hobart.

5. Legal, Risk and Legislative Considerations

5.1. All appointments to the City are made in accordance with the provisions of the Local Government Act 1993.

6. Discussion

6.1. The Talent Acquisition Policy will be implemented by the City as part of its normal recruitment processes and monitored by the Manager of People and Culture.

7. Hobart: A Community Vision For Our Island Capital

7.1. The policy is consistent with Pillar 8; Governance and Civic Involvement. In particular 8.1: We are strong in our ethics.

7.1.1. We act with authenticity and integrity. We are transparent, accountable and responsible to each other.

8. Capital City Strategic Plan

8.1. The policy is consistent with Pillar 8, 8.1; Hobart is a city of best practice, ethical governance and transparent decision-making.

8.1.1. Strategies: Practise integrity, accountability, strong ethics and transparency in the City’s governance, policymaking and operations

9. Regional, State and National Plans and Policies

9.1. Not Applicable

10. Financial Viability

10.1. Not Applicable

11. Communications Strategy

11.1. The Talent Acquisition Policy will be made available to the community on the City of Hobart’s website.

12. Innovation and Continuous Improvement

12.1. The Talent Acquisition Policy will continue to be monitored by the Manager People and Culture to ensure it reflects legislative requirements, is contemporary and reflects best practice.

13. Collaboration

13.1. Not applicable

Michael Reynolds

Director City Enablers

Date: 14 September 2023

File Reference: F23/98045

Attachment a: Talent Acquisition Policy (Supporting information)

Item No. 23

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Lease Renewal - Battery Point Sea Scouts - Marieville Esplanade, Sandy Bay

REPORT PROVIDED BY: Acting Manager Sport and Recreation

Director City Futures

1. Report Summary

1.1. The purpose of this report is to consider a request from Scouts Tasmania to renew their lease over their premises at 3 Marieville Esplanade, Sandy Bay for a period of five (5) years.

1.2. The premises is known within the scout fraternity as the 10th Hobart Scout Hall but is more commonly known as the Battery Point Sea Scouts.

1.3. The space is used as a clubroom facility for scouts for land based activities storage of vessels and provides an ideal location for water based activities.

2. Key Issues

2.1. Scouts Tasmania have leased the premises known commonly as the Battery Point Sea Scouts, located at 3 Marieville Esplanade, Sandy Bay for a number of years, with the most recently lease being approved in 2011 for a ten (10) year period).

2.2. The most recent ten (10) year lease period concluded in October 2021; Scouts Tasmania have recently made a request for a new lease.

2.3. Scouts Tasmania original constructed the premises and have proven to be a good tenant over the years, and have in the past expended finances on the facility, with the most recent extensions completed in 2014.

2.4. A ten (10) year lease has been requested however as there is no plans for significant expenditure on the premises the report is recommending a five (5) year lease, which is consistent with recent Council decisions and the Leases to Non-Profit Organisations policy.

3. Recommendation

That:

1. A new lease to Scouts Tasmania over the premises commonly known as the Battery Point Sea Scout Hall, 3 Marieville Esplanade, Sandy Bay be approved for a period of five (5) years.

2. The lease be provided to Scouts Tasmania at a nominal rental of $100 per annum on the condition that they meet all maintenance responsibilities and outgoings.

3. The Chief Executive Officer be authorised to finalise the terms and conditions of the lease.

4. In accordance with the Council Policy ‘Grants and Benefits Disclosure’ the benefit recognised to Scouts Tasmania by way of a reduced rental as part of the lease be disclosed in the City’s Annual Report.

4. Background

4.1. The Battery Point Sea Scout Hall is located at 3 Marieville Esplanace, Sandy Bay and sits next to the Hutchins Rowing Shed and the Sandy Bay Rowing Club.

4.2. It is estimated the building was originally constructed in about 1970 and has been leased to Scouts Tasmania for the purpose of a Scout Hall since this time.

4.3. The current lease to Scouts Tasmania was granted by Council in 2011 and expired in 2021. A month-by-month lease has automatically continued since its expiration.

4.4. Scouts Tasmania have requested a new ten (10) year lease over the premises however they do not have any plans for major expenditure on the building during this period. As such, and to ensure consistency with recent Council decisions and the Leases to Non-Profit Organisations policy the report recommends a five (5) year lease only.

4.5. The Leases to Non-Profit Organisations policy includes, in part….. Leases to NFPOs are generally not to exceed a term of five (5) years, unless otherwise determined by the Council based on the issues raised in the Council report. These issues could include whether the lessee has fully funded the construction of a facility, has/is making a substantial investment in the site, and/or is responsible for all operational costs….’

4.6. The premises is used by the Scouts for a number of purposes including indoor recreational activities, and provides a base ideally located for water based activities. The premises also includes storage for watercraft.

4.7. Scouts Tasmania invested significant expenditure into the building in 2014 which saw the extension of the building on site to reflect the increasing demand for space within the group.

4.8. Scouts Tasmania have proven to be a good tenant and have complied with their lease conditions over the years of occupation.

4.9. They also provided recreational opportunities for children in the local area, as well as the region.

4.10. The current lease requires that Scouts Tasmania pay $50 per annum, however they are obligated to maintain the leased area and pay for all outgoings. A recent inspection of the premises notes that the facility is maintained to a very high standard.

4.11. The leased area has been valued by a registered valuer at $18,350 per annum. The benefit will be recorded in the Council’s Annual Report.

4.12. It should be noted the option to relocate the soon to be displaced 1^st Derwent Sea Scouts, who current lease Tas Ports land on the Queens Domain to share this premises has been considered. However due to space considerations within the building, and the already busy location which accommodates a number of Clubs, it was not considered viable.

5. Legal, Risk and Legislative Considerations

5.1. The new lease agreement will be developed by the City’s legal staff and provided to Scouts Tasmania for signature.

6. Discussion

6.1. It is proposed that the requested lease over the Battery Point Sea Scouts building be given in-principal approval.

6.2. A draft lease will be developed and provided to Scouts Tasmania for consideration.

6.3. Considering their history of maintaining the premises as well as providing excellent recreational opportunities the new lease is considered low risk.

7. Capital City Strategic Plan

7.1. The Capital City Strategic Plan 2019-29 supports the proposal with Strategic outcome 2.3:

Hobart communities are active, healthy, and engaged in lifelong learning.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. Should the lease be approved, there will be a modest change to the predicted income for the current financial year.

8.2. Impact on Future Years’ Financial Result

8.2.1. Income of $100 for future years will be received should the new lease be approved.

8.3. Asset Related Implications

8.3.1. Scouts Tasmania will be responsible for all maintenance of the facility, however as the structure is on Council land, the City will maintain ownership of the building.

9. Community Engagement

9.1. As the lease term does not exceed five (5) years, no community engagement is required under the Local Government Act 1993 to renew this lease.

Kellie Williams

Acting Manager Sport and Recreation

Neil Noye

Director City Futures

Date: 12 September 2023

File Reference: F23/85139; s10-054-01

Item No. 24

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Lease Renewal - John Turnbull Oval Kiosk - North Hobart Junior Football Club

REPORT PROVIDED BY: Acting Manager Sport and Recreation

Director City Futures

1. Report Summary

1.1. The purpose of this report is to consider a request from North Hobart Junior Football Club (NHJFC) to extend their lease footprint over the kiosk building located at John Turnbull Oval, Creek Road, Lenah Valley.

1.2. The space is used as a kiosk and storage facility.

2. Key Issues

2.1. NHJFC along with the Hobart District Little Athletics Club (HDLAC) funded the construction of the John Turnbull Oval kiosk in around 2002.

2.2. There is a current lease over the facility in the joint names of both parties that was signed in 2010 for a period of five (5) years with three (3) further five (5) year options.

2.3. Both NHJFC and HDLAC have been excellent tenants of the facility.

2.4. HDLAC have since relocated their operations to the Domain Athletic Centre, as such have written to Council to advise that they no longer wish to hold a lease over their section of the building, which is utilised for storage.

2.5. NHJFC as the remaining sole tenant at the ground have written to request their lease be extended to include the whole building footprint.

2.6. The report is recommending that the current lease be terminated and that a new five (5) year lease to the NHJFC be approved, which is consistent with recent Council decisions and the Leases to Non-Profit Organisations policy.

3. Recommendation

That:

1. The current lease for the John Turnbull Oval Kiosk, Creek Road, Lenah Valley held by the North Hobart Junior Football Club and Hobart District Little Athletics Club be terminated.

2. A new lease of the facility be approved to the North Hobart Junior Football Club for a period of five (5) years.

3. The lease be provided at a nominal rental of $100 per annum on the condition that they meet all maintenance responsibilities and outgoings.

4. The Chief Executive Officer be authorised to finalise the terms and conditions of the lease.

5. In accordance with the Council Policy ‘Grants and Benefits Disclosure’ the benefit recognised to North Hobart Junior Football Club by way of a reduced rental as part of the lease be disclosed in the City’s Annual Report.

4. Background

4.1. The John Turnbull Oval Kiosk, is located in Creek Road, Lenah Valley adjacent to the playing surface at John Turnbull Oval.

4.2. The building was constructed in 2002 from funds raised by the NHJFC and HDLAC as well as grant funding provided by the State Government.

4.3. The building provides a kiosk facility for users of the Oval as well as two distinct storage areas for club use.

4.4. The current lease is in joint names (NHJFC and HDLAC).

4.5. HDLAC have recently relocated their operations to the Domain Athletic Centre and no longer have any use on John Turnbull Oval and as such have written to Council to request that they wish for their portion of the lease to be rescinded.

4.6. NHJFC have requested that the area vacated by HDLAC be included within their leased area. As the NHJFC is now the sole tenant at the ground, and funded the building it is considered a reasonable request.

4.7. Whilst the current lease still has a further option, it is considered appropriate to enter into a new agreement for the whole building with the NHJFC which would bring the agreement up to contemporary standards.

4.8. A five (5) year term is considered appropriate for consistency with recent Council decision and to ensure compliance with the Leases to Non-Profit Organisations policy.

4.9. The Leases to Non-Profit Organisations policy includes, in part….. Leases to NFPOs are generally not to exceed a term of five (5) years, unless otherwise determined by the Council based on the issues raised in the Council report. These issues could include whether the lessee has fully funded the construction of a facility, has/is making a substantial investment in the site, and/or is responsible for all operational costs….’

4.10. NHJFC have proven to be a good tenant and have complied with their lease conditions over the years of occupation.

4.11. NHJFC currently have over 400 registered players across 17 teams, These numbers continue to grow, and as such the additional storage space is critical to the Clubs ongoing viability. They are also willing to share the space into the future should a new summer tenant for the ground be identified.

4.12. The current lease requires payment of $100 per annum, however the Clubs are obligated to maintain the leased area and pay for all outgoings. A recent inspection of the premises notes that the facility is maintained to a high standard.

4.13. The leased area has been valued by a registered valuer at $4,000 per annum. The benefit will be recorded in the Council’s Annual Report.

5. Legal, Risk and Legislative Considerations

5.1. The new lease agreement will be developed by the City’s legal staff and provided to NHJFC for signature.

6. Discussion

6.1. It is proposed that the requested lease over the John Turnbull Oval kiosk be approved.

6.2. A draft lease will be developed and provided to NHJFC for consideration.

6.3. Considering their history of maintaining the premises as well as providing excellent recreational opportunities the new lease is considered low risk.

7. Capital City Strategic Plan

7.1. The Capital City Strategic Plan 2019-29 supports the proposal with Strategic outcome 2.3:

Hobart communities are active, healthy, and engaged in lifelong learning.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. Should the lease be approved, there will be no change to the predicted income for the current financial year.

8.2. Impact on Future Years’ Financial Result

8.2.1. Income of $100 for future years will be received should the new lease be approved.

8.3. Asset Related Implications

8.3.1. NHJFC will be responsible for all maintenance of the facility, however as the structure is on Council land, the City will maintain ownership of the building.

9. Community Engagement

9.1. As the lease term does not exceed five (5) years, no community engagement is required under the Local Government Act 1993 to renew this lease.

Kellie Williams

Acting Manager Sport and Recreation

Neil Noye

Director City Futures

Date: 12 September 2023

File Reference: F23/85417

Item No. 25

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: National Housing and Homelessness Action Plan - City of Hobart draft submission

REPORT PROVIDED BY: Acting Head of Intergovernmental Relations and Partnerships

1. Report Summary

1.1. The purpose of this report is to seek Council’s endorsement of the City of Hobart’s submission to the National Housing and Homelessness Plan consultation.

1.2. The Australian Government is developing a National Housing and Homelessness Plan in collaboration with state and territory governments.

1.3. The submission provided by the City will inform the next 10-year National Housing and Homelessness Plan to inform future housing and homelessness policy in Australia.

2. Key Issues

2.1. Key points outlined in the submission highlight the importance of:

2.1.1. Collective action across all levels of government in delivering safe, inclusive, and accessible social and affordable housing.

2.1.2. Optimised strategic land use planning to shape key residential and commercial areas such as the Central Hobart Structure Plan.

2.1.3. Communicating human-centred narratives around to ensure that people realise the benefits of social housing in our communities.

2.1.4. Addressing affordability issues to ensure key workers that provide critical community services are able to afford to live in regional areas.

2.2. The Housing and Homelessness Portfolio considered the issues paper at its August meeting and provided input to shape the City’s submission.

3. Recommendation

That the Council endorse the submission, marked as Attachment A to this report, to the Australian Government in respect of the National Housing and Homelessness Plan.

4. Background

4.1. The Australian Government is developing the next National Housing and Homelessness Plan (the National Plan) in collaboration with state and territory governments.

4.2. The National Plan will be a 10-year strategy which will set out a shared vision to inform future housing and homelessness policy in Australia.

4.2.1. The Plan will set out the key short-, medium- and longer-term reforms needed to address current and future housing challenges.

4.3. The National Plan will set out strategies for how all levels of government can work together and with the private and community sector to better support people experiencing homelessness and housing insecurity.

4.4. The Australian Government is consulting with key stakeholders including state and territory governments, local government, not-for-profit and civil society organisations, industry bodies, superannuation funds and other experts in housing, finance, and urban development to develop the National Plan.

4.5. The development of the next National Plan is part of the Australian Government’s wider housing policy agenda.

4.6. The City is also engaged through the Council of Capital City Lord Mayors (CCCLM) to provide input to a CCCLM submission.

5. Hobart: A Community Vision For Our Island Capital

5.1. This feedback relates to Pillar 7 of the City community vision: Built Environment

6. Capital City Strategic Plan

6.1. The submission is directly related to Pillar 7 of the Capital City Strategic Plan

6.1.1. Outcome 7.1: Hobart has a diverse supply of housing and affordable homes.

6.2. This feedback is directly related to Pillar 7 of the Capital City Strategic Plan:

6.2.1. Outcome 7.4: Community involvement and an understanding of future needs help guide changes to Hobart’s built environment.

David McIver

Acting Head of Intergovernmental Relations and Partnerships

Date: 20 September 2023

File Reference: F23/95217

Attachment a: Housing and Homelessness Plan (Supporting information)

Item No. 26

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Portfolio Committees - Work Plan Approval

REPORT PROVIDED BY: Acting Chief Executive Officer

1. Report Summary

1.1. The purpose of the report is to seek Council’s approval of the first annual Portfolio Committee work plans that will guide the objectives of the Committees through to June 2024.

2. Key Issues

2.1. In November 2022, the Council resolved to introduce an Elected Member Portfolio system as part of its governance structure.

2.2. Pursuant to section 24 of the Local Government Act 1993, 11 Portfolio Committees were formed each guided by the objectives set out within their respective Terms of Reference most recently adopted by the Council in April 2023.

2.3. To further guide the direction and work of the Portfolio Committee, an annual work plan has been prepared for each committee.

2.3.1. Seven of those plans are presented as part of this report.

2.3.2. The remaining four will be presented to the October Council meeting.

3. Recommendation

That the Council approve the work plans, marked as Attachments A to G, for the following Portfolio Committees:

a. City Mobility

b. City Water

c. Climate Futures

d. Creative City of Hobart

e. Healthy Hobart

f. Housing and Homelessness

g. Sustainability in Infrastructure

4. Background

4.1. The Elected Member Portfolio system, adopted in November 2022, provides for Elected Members to be assigned specific areas of focus for policy and strategy development aligned with Council’s strategic directions, as set out in the Capital City Strategic Plan.

4.2. 11 Portfolio Committees were formed, pursuant to section 24 of the Local Government Act 1993, each chaired by an Elected Member with a committee consisting of between 8 and 12 community members. These members have been appointed by the Council.

4.3. In addition to the role and objectives set out in the Terms of Reference of each Portfolio Committee, an annual program of work (work plans) has been developed as a more detailed guide for the work of each committee through until June 2024.

4.4. From June 2022, the work plans will be developed annually for the following 12-month period, aligned with the Council’s annual planning and reporting cycle.

4.4.1. It is noted the work plans presented with this report are for a shorter period (approximately nine months) due to the portfolio system still progressing through its forming stages.

4.5. The work plans for each of the following Portfolio Committees have been considered by their respective committees at their most recent quarterly meeting. Each plan is aligned to the actions set out in City’s Annual and Strategic Plans:

4.5.1. City Mobility

4.5.2. City Water

4.5.3. Climate Futures

4.5.4. Creative City of Hobart

4.5.5. Healthy Hobart

4.5.6. Housing and Homelessness

4.5.7. Sustainability in Infrastructure

4.6. The work plans for the remaining four Portfolio Committees will be submitted for Council consideration at its October 2023 meeting following the consultation with each Portfolio Committee at their upcoming quarterly meeting:

4.6.1. Welcoming and Inclusive City – Councillor Zelinda Sherlock

4.6.2. Future Hobart – Deputy Lord Mayor Councillor Helen Burnet

4.6.3. City Heritage – Lord Mayor Councillor Anna Reynolds

4.6.4. City Economy – Alderman Louise Bloomfield

5. Capital City Strategic Plan

5.1. Portfolio Committees have been established to support the delivery of the City’s Capital City Strategic Plan 2019-29.

5.2. Each of the actions contained within the presented work plans clearly identify their alignment to one or more of the eight strategic pillars.

6. Community Engagement

6.1. Portfolio Committees are not decision-making committees.

6.2. The role of Portfolio Committees is to provide advice on a range of strategies and policies that contribute to making Hobart a great place to live, work and play. Members of portfolio committees demonstrate this by:

· providing advice through ‘lived experience’;

· providing subject matter expertise, advice and guidance on how best to engage with local communities;

· giving advice on key projects they are aware of (or have worked on) that are relevant to the portfolio area and the City’s strategic plan; and

· facilitating communication between council, local communities and organisations.

6.3. The attached work plans have been endorsed by each of the respective Portfolio Committees for Council approval.

Kat Panjari

Acting Chief Executive Officer

Date: 14 September 2023

File Reference: F23/96735; 16/119

Attachment a: Draft Work Plan - City Mobility (Supporting information)

Attachment b: Draft Work Plan - City Water (Supporting information)

Attachment c: Draft Work Plan - Climate Futures (Supporting information)

Attachment d: Draft Work Plan - Creative City (Supporting information)

Attachment e: Draft Work Plan - Healthy Hobart (Supporting information)

Attachment f: Draft Work Plan - Housing and Homelessness (Supporting information)

Attachment g: Draft Work Plan - Sustainability in Infrastructure (Supporting information)

Item No. 27

Agenda (Open Portion)

Council Meeting

Page 1

25/9/2023

REPORT TITLE: Elected Member Representation on External and Internal Bodies

REPORT PROVIDED BY: Acting Chief Executive Officer

1. Report Summary

1.1. The purpose of this report is to seek Council representation on two external bodies being the Maritime Museum of Tasmania Committee and CyclingSouth Inc.

1.2. Further, new members for the Heritage Account Special Committee are proposed.

2. Key Issues

Maritime Museum Committee

2.1. The Maritime Museum are seeking a Council representative to hold a seat on their Committee.

2.1.1. The Museum has sought Councillor Kelly as a Council representative, however due process requires a call for nominations from Elected Members to fill this role.

2.2. Council has had membership on the Maritime Museum Committee since 2011.

CyclingSouth Inc

2.3. CyclingSouth is an organisation made up of five councils in the Greater Hobart area and is aimed at providing a collaborative approach to planning and implementation of recreational and bicycle infrastructure across the state.

2.4. CyclingSouth Inc is actively involved in working with councils to help guide and develop cycling networks and the delivery of cycling projects in the Hobart City Deal and Greater Hobart Cycling Plan.

Heritage Account Special Committee

2.5. The Heritage Account Special Committee is a committee formed under the Local Government Act 1993. The primary objective of the Heritage Account Special Committee (the Committee) is to ensure that Council fulfils its responsibilities to administer the Heritage Account established by the National Trust Preservation Fund (Winding-Up) Act 1999.

2.6. Two changes are proposed to the membership of the Heritage Account Special Committee:

2.6.1. former Alderman Briscoe is replaced with a current Elected Member; and

2.6.2. former Manager Rates, Procurement and Finance Operations – Lara MacDonell is replaced with Chief Financial Officer, Michelle Wickham.

3. Recommendation

That:

1. The Council call for nominations from Elected Members to participate in the following committees for the duration of the current term of Council:

(i) Maritime Museum of Tasmania Committee – One representative

(ii) CyclingSouth Inc Committee – Two representatives

2. The Council approve for the CEO or their nominee to be appointed as the proxy for the Maritime Museum of Tasmania Committee.

3. The Council call for nominations from Elected Members to join the Heritage Account Special Committee for the duration of the current term of Council.

4. The Chief Financial Officer replaces the former Manager Rates, Procurement and Finance Operations on the Heritage Account Special Committee.

4. Background

4.1. Historically, the Council has appointed representatives on a range of external bodies. These appointments have been for the term of the Council in which the appointment was made. These external appointments were then reviewed after each Local Government election.

4.2. It is important that these appointments align with the strategic objectives of the City and as such, a review of all legacy bodies is underway and will be returned to Council next month.

4.3. The Council has already resolved memberships on some external bodies where the strategic purpose was clearly demonstrated. Those appointments being:

· Local Government Association of Tasmania – Voting Delegates.

· TasWater Owner’s Representative.

· Southern Tasmanian Regional Waste Authority.

· Wellington Park Management Trust.

4.4. This report seeks Elected Member nomination for appointment to two more external bodies following requests from the organisations. These together, with their strategic alignment, is detailed further below.

4.5. Further, the Heritage Account Special Committee was established with both Elected Members and Council officers, to manage the statutory account called the Heritage Account, which is used to fund the bi–annual Heritage Grants.

4.6. It is noted that there is a broader review of the Council’s grants program and the ongoing requirement for the Heritage Account Special Committee will be considered in that context.

4.7. However, in order to release funds for the next round of Heritage Grants, it is proposed to have a meeting of the Heritage Account Special Committee with new members to replace a former elected member and to reflect changing in officer responsibilities.

Governance and Reporting

4.8. As outlined in the Governance Framework, the Corporate Governance Unit provides support to Elected Members through, among other things:

4.8.1. the collation of meeting papers and briefing notes as required to support Elected Member representation on appointed committees, advisory groups and external bodies.

4.9. The provision of such information to support active participation in external groups would be provided by the relevant subject matter expert, Portfolio Sponsor or Divisional Director.

4.10. Appointed representatives are responsible for the advocacy of the Council’s strategic priorities as they relate to the various bodies.

4.11. Appointed representatives are also required to provide a written report back to Council at least annually on the activities and achievements of the external body.

Maritime Museum Committee

4.12. The Maritime Museum resides in a City-owned asset, with operations managed by the Committee of the Museum and community volunteers.

4.13. The partnership between the City and the Museum is growing with interest from both parties to see greater access for the community.

4.14. The Museum Committee meets on the third Tuesday of every month.

4.15. The Museum has advised that they believe Councillor John Kelly would be an appropriate representative. However, it is noted that the activities of the Museum more closely align with the City Heritage Portfolio than the Creative City Portfolio for which Councillor Kelly is the Chairperson.

4.16. In addition to seeking an Elected Member representative, this report also seeks approval for the CEO or their nominee to be appointed as the proxy for the Maritime Museum as has previously been the case.

CyclingSouth Inc

4.17. The role of the CyclingSouth Inc Committee over the past 20 years has been to provide a forum for the Greater Hobart Councils of Hobart, Glenorchy, Kingborough, Brighton and Clarence to work collaboratively to plan and implement cycling infrastructure.

4.18. CyclingSouth Inc, through annual membership, have held management committee meetings for Council’s to discuss and collaborate on matters relating to cycling initiatives and infrastructure projects at a state and local level.

4.19. The Committee meets every second month, with additional meetings when required. The Terms of Reference (also known as “Model Rules”) are shown at Attachment A.

4.20. CyclingSouth Inc has previously had Elected Member representatives from all the individual councils. The City of Hobart has previously had two Elected Member representatives on the Committee.

4.21. Councillor Harvey was appointed as Council’s representative in early 2019. In the absence a further Council decision since that time, it is understood that Councillor Harvey has continued to attend these meetings and is currently the Treasurer of the Committee. Councillor Harvey has indicated interest in continuing in this role.

4.22. The objectives of CyclingSouth Inc strongly align with those of the City Mobility Portfolio of which Councillor Posselt is the Chairperson. Councillor Posselt has also expressed an interest in representing the Council on this body.

4.23. It is considered that the Committee is critical to ensure collaboration on regional strategic objectives and key projects for sustainable transport.

4.23.1. It is anticipated that the Committee will provide a valuable engagement mechanism with the new portfolio structure, particularly with the City Mobility Portfolio.

Heritage Account Special Committee

4.24. Council has established a Heritage Account as required by the National Trust Preservation Fund (Winding-Up) Act 1999 (the Act). Amounts transferred to the Heritage Account include the initial distribution from the National Trust Preservation Fund, together with interest accruing on the balance of the account. This comes from a long-term investment fund from the 1960s set up to preserve and restore historic buildings. The Act requires that funds transferred into the Heritage Account be applied for the provision of financial or other assistance in relation to places in the City of Hobart that are:

4.24.1. heritage listed under a planning scheme in effect in that city; or

4.24.2. entered in the Tasmanian Heritage Register.

4.25. It is noted that while there is a statutory obligation to maintain the Heritage Account, there is no statutory obligation for the oversight of the account to be by a special committee or by Elected Members. However, this is the approach taken by the Council to date.

4.26. The Heritage Account Special Committee is a Special Committee of the Council established under section 24 of the Local Government Act 1993.

4.27. The primary objective of the Heritage Account Special Committee (the Committee) is to ensure that Council fulfils its responsibilities to administer the Heritage Account established by the Act. In addition, the Committee is responsible for:

4.27.1. the administration and maintenance of the Heritage Account;

4.27.2. the investment of funds in the Heritage Account; and

4.27.3. the expenditure of funds in the Heritage Account.

4.28. The Committee is to ensure that any funds paid into the Heritage Account and any payments made from those funds are to be separately accounted for in the records required to be kept under the Local Government Act 1993.

4.29. The Committee has developed a framework to guide the Heritage Grants program, which is available every two years. The current grant allocation is $60,000 every two years plus a bi-annual CPI adjustment.

4.30. The Committee last met on 22 February 2022. It has not met since then because the Heritage Grants program is only available every two years. It was previously offered annually.

4.31. As outlined in its Terms of Reference, the Committee comprises three Elected Members with one appointed as Chairperson, the Chief Executive Officer or their nominee; and one Council Officer with the appropriate financial experience as determined by the Chief Executive Officer. The Committee members were:

4.31.1. the Lord Mayor;

4.31.2. the Deputy Lord Mayor;

4.31.3. prior Elected Member – Alderman Briscoe;

4.31.4. Senior Cultural Heritage Officer – Sarah Waight (CEO’s nominee); and

4.31.5. then Manager Rates, Procurement and Finance Operations – Lara MacDonell.

4.32. In order for the Committee to authorise a payment from the Heritage Account for the current Heritage Grant (due to be offered later in 2023), it is proposed that:

4.32.1. former Alderman Briscoe is replaced with a current Elected Member; and

4.32.2. former Manager Rates, Procurement and Finance Operations, Lara MacDonell is replaced with Chief Financial Officer, Michelle Wickham.

4.33. Since the organisational restructure, Ms MacDonell no longer has responsibility for the City’s investments under Finance Operations. It is therefore proposed that approval is sought by Council to change this member to the Chief Financial Officer, Michelle Wickham.

5. Future representation on external bodies

5.1. Historically, the Council has appointed representatives on a range of external bodies. These appointments have been for the term of the Council in which the appointment was made. These external appointments were then reviewed after each Local Government election.

5.2. An audit of existing of external bodies is currently being undertaken to identify those committees that have lapsed or require refreshed Elected Member representation for the remainder of this term of Council. A report will come to a future Council meeting.

6. Hobart: A Community Vision For Our Island Capital

Maritime Museum Committee

6.1. Pillar 3: Creativity and culture

6.1.1. Statement 3.5: Our civic and heritage spaces support out creativity

6.2. Pillar 8: Governance and civic involvement

6.2.1. Statement 8.2: We build and maintain strong partnerships

CyclingSouth Inc

6.3. Pillar 5: Movement and connectivity

6.3.1. Statement 5.4: We have transport options

6.3.2. Statement 5.6: We collaborate on movement and connectivity

6.4. Pillar 8: Governance and civic involvement

6.4.1. Statement 8.2: We build and maintain strong partnerships

7. Capital City Strategic Plan

Maritime Museum Committee

7.1. Pillar 3: Creativity and culture

7.1.1. Strategy 3.1.1 Support Hobart’s continued evolution as a creative city, with a focus on community, accessibility and creative potential

CyclingSouth Inc

7.2. Pillar 5: Movement and connectivity

7.2.1. Outcome 5.1: An accessible and connected city environment helps maintain Hobart’s pace of life.

7.2.2. Outcome 5.2: Hobart has effective and environmentally sustainable transport systems.

8. Financial Viability

8.1. Funding Source and Impact on Current Year Operating Result

8.1.1. At this point there is no financial contribution required from the City for placement on Maritime Museum Committee.

8.1.2. The CyclingSouth Inc Committee has an annual allocation within the City Mobility Unit operational budget.

8.1.3. The Heritage Account is maintained separately, as required by the Act. There will not be any financial impact by replacing members of the Heritage Account Special Committee.

8.2. Impact on Future Years’ Financial Result

8.2.1. As per 9.1.2.

Kat Panjari

Acting Chief Executive Officer

Date: 20 September 2023

File Reference: F23/94940

Attachment a: CyclingSouth Inc - Model Rules (Supporting information)