Agenda of Council Meeting - Monday, 26 May 2025

Item No. 10

Agenda (Open Portion)

Council Meeting

Page 10

26/5/2025

REPORT TITLE: Petition - Traffic Issues at Wynyard Street, South Hobart

REPORT PROVIDED BY: Manager City Transport

Director Strategic and Regulatory Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to table a petition received by the City calling for the Council to improve road safety for drivers turning from Wynard Street into Macquarie Street by implementing parking changes.

1.2. There are 29 signatures to the petition.

2. Recommendation

That:

1. The petition titled ‘Traffic Issues at Wynyard Street South Hobart’, calling for road safety improvements for drivers turning from Wynard Street into Macquarie Street by implementing parking changes and marked as Attachment A to this report, be received and noted.

2. Council notes that Officers from the City Transport group will meet with petitioners on site to hear their concerns and review the site in detail.

3. Officers provide a report back to the Council that outlines the recommended action to be taken in response to the petition.

3. Discussion and Background

3.1. The City has received a petition from David Roberts, Secretary Tanners Row Management Committee in relation to traffic issues at Wynyard Street, South Hobart. The petition contains 29 signatures.

3.2. The action sought by the petitioners is:

3.2.1. We the residents and vehicle users of Wynyard Street South Hobart, petition the Hobart City Council to improve the road safety for drivers turning from Wynyard Street into Macquarie Street by implementing parking changes in Macquarie Street on the attached diagram.

3.3. A copy of the petition is provided as Attachment A to this report.

3.4. The petition complies with the requirements of section 57 of the Local Government Act 1993 (Act) and is tabled in accordance with section 58 of the Act.

3.5. The City Transport Team has yet to do a detailed site visit and cannot comment on the validity of the proposals as raised in the petition.

3.6. However, City Transport officers will commit to meeting the petitioner(s) on site in coming weeks, to do a comprehensive assessment of the site ensuring and proposals are in accordance with Australian Standards and Austroads Guidance, and provide petitioners with a written response outlining the outcomes of this review and potential changes that can be made.

4. Legal, Risk and Legislative Considerations

4.1. As noted above, the Petition is compliant with the requirements of the Local Government Act 1993, therefore tabled accordingly.

4.2. Any legal, risk and legislative considerations resulting from the action sought in the petition will be included in a subsequent report to the Council.

5. Strategic Planning and Policy Considerations

5.1. Consideration of the action sought aligns with the objects of the City’s Strategy Plan, specifically Pillar 5 - Movement and Connectivity.

5.1.1. We are a city where everyone has effective, safe, healthy and environmentally friendly ways to move and connect, with people, information and goods and to and through spaces and the natural environment. We are able to maintain a pace of life that allows us to fulfil our needs, such as work, study, business, socialising, recreation, accessing services, shopping, entertainment and spending time with loved ones.

6. Financial Viability

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue	-
Additional Revenue	-
Total Revenue

Expenditure
Operating	-
Capital	-
Total Expenditure

Net Cost	-

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	-

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

6.1.1. Costs associates with considering and responding to this petition (officer time) will be absorbed within current operating budgets.

6.1.2. Additional financial considerations will be addressed in a subsequent report to the Council.

6.2. City Economy Strategy:

6.2.1. Not applicable.

6.3. Economic Impact:

6.3.1. Not application.

6.4. Consultants

6.4.1. No consultants will be engaged in considering the action sought by this petition.

7. Community and Business Engagement and Collaboration

7.1. Officers will engage with the lead petitioner as part of their consideration of the action sought and subsequent advice back to the Council on action to be taken in response to the petition.

8. Innovation and Continuous Improvement

8.1. The action sought from petitioners aligns with strategies contained within the City’s Strategic Plan, specifically relating to finding opportunities for improved safe and accessible transport.

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.

Daniel Verdouw

Manager City Transport

Neil Noye

Director Strategic and Regulatory Services

Date: 20 May 2025

File Reference: F25/38091

Attachment a: Petition - Traffic issues at Wynyard Street South Hobart (Supporting information)

Item No. 10

Agenda (Open Portion)

Council Meeting

Page 16

26/5/2025

REPORT TITLE: North Hobart Neighbourhood Plan

REPORT PROVIDED BY: Strategic Planner

Manager Strategic Land Use Planning

Director Strategic and Regulatory Services

1. Report Summary and Key Issue

1.1. The purpose of this report is for Council to consider endorsing the North Hobart Neighbourhood Plan (Attachment A).

1.1.1. The North Hobart Neighbourhood Plan (the Plan) project benefits the community by providing an appropriate Structure Plan framework to help guide strategic land use and development decision making and public infrastructure investment in North Hobart.

1.1.2. The Plan includes recommendations and guidance for planning policies, and planning scheme amendments, and projects, such as public infrastructure provision funding and public realm improvements, which support sustainable growth in North Hobart over the next twenty years.

1.1.3. The Plan addresses a wide range of issues, including land use, built form, transport integration, the public realm, open space provision, greening and infrastructure.

2. Recommendation

That:

1. The Council endorse the North Hobart Neighbourhood Plan marked as Attachment A to this report.

2. The Council receive and note the Engagement Report marked as Attachment B to this report.

3. An implementation plan be developed to document timeframes for the implementation of actions in the North Hobart Neighbourhood Plan and that progress be monitored and reported to Council annually.

3. Discussion and Background

3.1. In February 2020, the City of Hobart invited North Hobart residents, traders and visitors to share their thoughts on the future of the Elizabeth Street North Hobart retail and restaurant strip. These contributions helped the consultants develop the following reports:

3.1.1. The North Hobart Place Vision Framework developed by Village Well, which offers an aspirational vision for North Hobart.

3.1.2. The Access and Parking Plan developed by MRCagney, which offers a series of recommendations to guide future place making, amenity, transport and parking improvements in the precinct.

3.1.3. Council resolved that a Precinct Plan (Neighbourhood Plan) for North Hobart be developed in consultation with key agencies and stakeholders including North Hobart traders, landowners and residents on 20 September 2021.

3.2. The 30-year Greater Hobart Plan for Growth and Change was jointly endorsed in 2022 by the State Government, City of Hobart, City of Glenorchy, City of Clarence and Kingborough Councils.

3.2.1. The Greater Hobart Plan has identified that there will be strong population growth in Greater Hobart over the next 30 years. This growth is best placed in areas with high amenity and good services, in a way that maintains the key attributes that make these areas liveable and attractive. The timely upgrading of infrastructure, utilities and services, including public transport, open space and community facilities, will be critical to support the growth.

3.3. Work commenced on the development of a Discussion Paper which was endorsed for public consultation at the August 2023 Council Meeting. The Discussion Paper addresses a wide range of issues, including land use, built form, transport integration, the public realm, open space provision, greening and infrastructure.

3.4. A detailed Engagement Plan for the Discussion Paper was developed by Council staff in consultation with the lead project consultant, MGS Architects and their subconsultants, Mosaic Lab, with the Discussion Paper released in September 2023 for public consultation.

3.5. Following engagement on the Discussion Paper, all the analysis, research and stakeholder and community feedback led to the development of the draft Plan which was endorsed by Council at the June 2024 Council meeting for public consultation.

3.6. After the consultation on the draft Plan, all community feedback, as well as formal submissions from individuals, businesses, organisations, and the State Government, were thoroughly reviewed. This review culminated in the development of a comprehensive Engagement Report (Attachment B) which was made publicly available in December 2024 on the project Your Say page: https://yoursay.hobartcity.com.au/north-hobart-neighbourhood-plan

3.7. The insights and recommendations derived from this feedback have been instrumental in shaping and refining the final Plan (Attachment A).

3.8. The Plan includes Goals, Objectives, Strategies and Actions which will require implementation to achieve its intent. The goals and objectives are set out below:

Goal 1: North Hobart is a welcoming and inclusive neighbourhood to live and work.

Objective 1: More diverse housing options including affordable and social housing.

Objective 2: Jobs, services, and everyday convenience within walking distance.

Objective 3: Well-designed and sustainable buildings that respond to heritage.

Goal 2: North Hobart is a creative and diverse neighbourhood on Palawa Country.

Objective 4: A welcoming and diverse place of creativity and culture.

Objective 5: A lively and flourishing high street precinct.

Goal 3: North Hobart is a resilient and sustainable neighbourhood.

Objective 6: Greener, more resilient, and attractive.

Objective 7: A strong public open space network that enriches life.

Objective 8: Easy access to the Queens Domain.

Goal 4: North Hobart is an accessible and walkable neighbourhood.

Objective 9: High-quality walkways, footpaths, lanes, and streets.

Objective 10: An integrated network of safe cycle and micromobility.

Objective 11: Moving and parking cars better, making streets safer for all.

Objective 12: A simpler and more reliable public transport network.

3.9. The Plan is structured in a way that enables the reader to consider Goals, Objectives, Strategies and Actions in a logical manner. However, there are several key projects that will be influenced by a range of Actions. These key projects are referred to in several of the Actions to connect them to the relevant Goals, Objectives, Strategies.

Key projects include:

3.9.1. The Urban Design Principles (UDP) set out in the Plan will guide future development to align with the vision for North Hobart.

The UDP for North Hobart are organised under the themes of: Built form and design; Public realm and open space; and Movement and access.

The UDP are informed by best practice in urban design and the specific place context of North Hobart, such as Palawa identity, land form, character, heritage and solar access.

The Built Form and Design Guidelines set out in the Plan consider factors like the local character, scale, land form, heritage, and sunlight access of North Hobart and includes specific controls, such as maximum building heights, and minimum boundary setbacks. These guidelines will be implemented through a planning scheme amendment to the Hobart Local Provisions Schedule of the Tasmanian Planning Scheme. Any future planning scheme amendment will be subject to a further consideration by Council once the Plan is endorsed and a planning scheme amendment has been drafted.

Feedback throughout all stages of the community engagement indicated strong support for measures to ensure buildings respond to their context, including local character, streetscape, scale, heritage, landform, views, and solar access.

3.9.2. Wide Streets renewal

A key built form strategy is to encourage increased height and density on wider streets such as Argyle Burnett, Federal and Letitia, Streets, as well as the Providence Valley Rivulet block.

The width of these streets, along with larger lot configuration, provides opportunities for development at taller scales, as they can better manage off-site impacts such as overshadowing, and provide a greater contribution to landscaping to support the role of these streets as Primary Green Streets.

Sites containing existing warehouse and light industry buildings provide opportunities for adaptive reuse that demonstrates environmental sustainability.

These wide streets:

· can accommodate a greater concentration of activity and variety of uses

· are identified as primary pedestrian streets and have opportunities for footpath upgrades and greening

· are identified as primary cycle and micromobility routes and have opportunities for improvements

· are currently used for existing bus routes and Letitia Street is identified as a potential route for proposed bus rapid transit.

Rezoning these wider streets to the Urban Mixed Use Zone to enable both residential and mixed use development will be implemented through a planning scheme amendment to the Hobart Local Provisions Schedule of the Tasmanian Planning Scheme. Any future planning scheme amendment will be subject to a further consideration by Council once the Plan is endorsed and a planning scheme amendment has been drafted.

Feedback during community engagement indicated support for community facilities, such as a community centre or arts centre, and mixed use development such as commercial floor space for business, restaurants, and consulting room for doctors and physiotherapists, as well as retail shops. Planting trees, providing footpaths with shade in summer and sun in winter, and providing seats on these streets was also supported.

3.9.3. Feasibility study for the Condell Place car park site

Development of the underutilised Condell Place car park site will provide opportunities to provide additional public open space, a community centre, lower-level public car parking, and medium density, affordable housing close to jobs, services, public transport, and the city.

Rezoning of this site is not necessary to facilitate residential development, as the site is currently zoned Inner Residential, it is also worth noting that the site is not subject to any code overlays such as flooding or heritage. However, a planning scheme amendment may be required to implement any other specific changes that are applied to this area, such as an increase to the permitted building height. Any future planning scheme amendment would be subject to a further consideration by Council once the Plan is endorsed and a planning scheme amendment has been drafted.

Feedback during community engagement indicated strong support for public open space, lower-level, public car parking and a community facility to be included in any proposal for redevelopment of the site.

In addition to the new public open space proposed for the site, there is existing public open space less than 400metres walking distance from the site at the nearby John Doggett Park to the west, at Soundy Park to the east and the North Hobart Skate Park to the south. New public open space is also proposed less than 200 metres from the site at the nearby Providence Valley Rivulet over time. This meets standards set out by the Heart Foundation in Healthy by Design, A guide to planning and designing environments for active living in Tasmania.

3.9.4. Providence Valley Rivulet Masterplan

Renewing strategic sites such as the Providence Valley Rivulet block, (bound by Elizabeth, Burnett, Argyle and Lefroy Streets), has the potential to unlock other benefits to the community, such as: safe and accessible public open space and greening, best practice in mixed use development and medium density housing ‘done well', more services and transport options within walking distance.

Rezoning to the Urban Mixed Use and General Business Zones is proposed in this area to enable both residential and mixed use development. Rezoning will be implemented through a planning scheme amendment to the Hobart Local Provisions Schedule of the Tasmanian Planning Scheme. Any future planning scheme amendment will be subject to a further consideration by Council once the Plan is endorsed and a planning scheme amendment has been drafted.

Feedback during community engagement indicated support for public open space and greening, better connectivity including pathways through the site, improvements to rivulet water quality and flood management to be included in any proposal for redevelopment of the area surrounding the rivulet.

New public open space is proposed for the area surrounding the Providence Valley Rivulet, this area is relatively flat and therefore universally accessible for people of all abilities. There are multiple opportunities for pedestrian access to this area, as Council owns land fronting Lefroy Street and there are existing laneways off Elizabeth Street and Burnett Street.

A masterplan is proposed to deliver the best outcomes for this area in consultation with the relevant stakeholders and the community, including the local Tasmanian Aboriginal community for whom this area offers significant opportunities for a connection to country.

3.9.5. Elizabeth Street, High Street Precinct renewal

A lively and flourishing High Street Precinct is integral to support retail, services, food, live music and entertainment in North Hobart. A key project identified in the plan is to upgrade and enhance the streetscape and its accessibility for pedestrians, as well as enhancing the High Street Precinct for festivals, events, markets, on-street trading, and entertainment, and arts-based activations, pop up performances and public art projects.

Feedback during community engagement indicated support for greening, outdoor dining space, street furniture, and actions to enable activation such as events, festivals and markets to attract more members of the community to spend time in the area.

Consistent with initial feedback on the Council workshops on the outdoor dining guidelines, footpath widening at the expense of on-street car parking will not be pursued at this stage on Elizabeth Street to allow further time for the Council to refine its policy position on this issue.

3.9.6. North Hobart Oval Masterplan

A Masterplan is proposed to investigate the future role of the North Hobart Oval Sports and Community Precinct to help meet future demand for public open space, community facilities and enhancing the long-standing existing sporting facilities. This is an important community precinct supporting community wellbeing.

Rezoning part of this precinct to the Urban Mixed Use Zone is proposed on the eastern side of the Council owned site to enable mixed use development. Rezoning will be implemented through a planning scheme amendment to the Hobart Local Provisions Schedule of the Tasmanian Planning Scheme. Any future planning scheme amendment will be subject to a further consideration by Council once the Plan is endorsed and a planning scheme amendment has been drafted.

Feedback during community engagement indicated support for additional public open space and greening, a community facility and retention and renewal of the Bowls Club within this precinct in the future.

3.10. Queens Domain

Located near North Hobart, the Queens Domain provides an opportunity for residents to access public open space now and into the future. The Plan proposes new pedestrian linkages to the Domain and coordinated transport and connectivity to provide better access to public open space including the Legacy Park playground, sportsgrounds, Max's Infinity Loop and other tracks and trails providing connectivity to the Royal Tasmanian Botanical Gardens and beyond to the Cenotaph.

4. Legal, Risk and Legislative Considerations

4.1. Other than reputational and normal project management risk considerations, no specific legal, risk and legislative issues are seen to apply to the proposed endorsement of the Neighbourhood Plan.

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

4.3. The Plan will require implementation in part through amendments to the planning scheme. This will be subject to a further consideration by Council once the Plan is endorsed and implementation has begun.

4.4. The Plan will address risks to the Council, such as resilience and adaptation required due to Climate Change.

5. Strategic Planning and Policy Considerations

5.1. Capital City Strategic Plan 2023

The Plan project will assist in the achievement of the strategic outcomes of the Capital City Strategic Plan 2023.

The Capital City Strategic Plan 2023 elaborates on how the Pillars set out in Hobart: A community vision for our island capital can be achieved. While the Plan has many ‘touchpoints’ with the strategic outcomes within the Plan the key strategic outcomes that have particular relevance include:

5.1.1. Pillar 1. Sense of Place

Outcome: 1.1 Hobart keeps a strong sense of place and identity, even as the city changes.

Outcome: 1.2 Hobart's cityscape reflects the heritage, culture and natural environment that make it special.

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

5.1.2. Pillar 2. Community Inclusion, Participation and Belonging

Outcome: 2.1 Hobart is a place that recognises and celebrates Tasmanian Aboriginal people, history and culture, working together towards shared goals.

Outcome: 2.3 Hobart communities are active, healthy and engaged in lifelong learning.

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

5.1.3. Pillar 3. Creativity and Culture

Outcome: 3.1 Hobart is a creative and cultural capital where creativity is a way of life.

Outcome: 3.4 Civic and heritage spaces support creativity, resulting in a vibrant public realm.

5.1.4. Pillar 4. City Economies

Outcome: 4.1 Hobart's economy reflects its unique environment, culture and identity.

Outcome: 4.5 Hobart's economy is strong, diverse and resilient.

5.1.5. Pillar 5. Movement and Connectivity

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

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

Outcome: 5.4 Data informs decision-making.

5.1.6. Pillar 6. Natural Environment

Outcome: 6.1 The natural environment is part of the city and biodiversity is preserved, secure and flourishing.

Outcome: 6.3 Hobart is a city with renewable and ecologically sustainable energy, waste and water systems.

Outcome: 6.4 Hobart is responsive and resilient to climate change and natural disasters.

Outcome: 6.5 Hobart's bushland, parks and reserves are places for sport, recreation and play.

5.1.7. Pillar 7. Built Environment

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

Outcome: 7.2 Development enhances Hobart's unique identity, human scale and built heritage.

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

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

5.1.8. Pillar 8. Governance and Civic Involvement

Outcome: 8.1 Hobart is a city of best practice, ethical governance and transparent decision-making.

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

Outcome: 8.5 Quality services are delivered efficiently, effectively and safely.

5.2. Regional, State and National Plans and Policies

5.2.1. The following plans and policies are referenced within the Plan:

· The State Government's 30- Year Greater Hobart Plan 2022 and 30-Year Greater Hobart Plan: Strategy for Growth and Change 2022

· The Southern Tasmanian Regional Land Use Strategy 2010-2035

· The Southern Tasmanian Industrial Land Strategy 2012

· Tasmanian Housing Strategy 2023-2043

· The Hobart City Deal and Implementation Plan 2019

· Climate Ready Hobart Strategy

· Sustainable Hobart Action Plan 2020-2025

· Central Hobart Plan, 2023

· Hobart Transport Strategy 2024

· Northern Suburbs Local Area Mobility Plan 2023

· Street Tree Strategy 2017, City of Hobart

· Queens Domain Masterplan 2013

6. Financial and Economic Considerations

6.1. Financial Considerations:

6.1.1. Funding for this project has been allocated within the 24/25 budget and a minor implementation budget has been proposed for 25/26 financial year.

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue
Additional Revenue
Total Revenue

Expenditure
Operating	$45K	$40K	TBA	TBA
Capital
Total Expenditure	$45K	$40K

Net Cost	$45K	$40K

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	No Change	No Change	No Change	No Change

6.1.2. The Implementation Plan will outline a strategic approach to future requirements that may require funding in future years.

6.1.3. The financial implications for assets will be addressed in the Implementation Plan phase of the project for consideration in future years.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

1. Plan for our collective social, economic and environmental prosperity.

1.1 Advocate for City’s lead role in harnessing the opportunity presented by the visitor economy.

1.2 Deliver initiatives that expand or enhance our night-time economy programs in the City.

1.5 Partner and deliver programs that are inclusive, foster well-being and enhance quality aspects of city life, including short-term tactical interventions to improve public amenity.

1.6 Partner with government and business to develop programs that support local inventiveness and innovation.

1.8 Advocate for additional infrastructure that supports our precinct plans and promotes increased public transport use and micro-mobility.

1.9 Deliver neighbourhood, vision and structure plans across the city that accommodate population growth and support businesses.

2. Attract responsible investment to unlock an inventive and inclusive economy.

2.3 Deliver investment attraction and promotional collateral to facilitate new knowledge-based industry investment.

2.5 Partner with stakeholders to develop initiatives that attract, retain, and develop Hobart's workforce.

2.7 Advocate for the development of strategically important sites.

2.8 Partner with the entrepreneurs, investors, and the business sector to access funding opportunities and facilities that support business innovation.

3. Position Hobart as an enviable place to visit, live and do business.

3.2 Deliver Neighbourhood Precinct Plans.

3.4 Advocate for infrastructure which is strategically important to the city and the region including cultural, transport and community infrastructure.

3.5 Deliver programs to foster night-time economy, cultural and creative activity that enhances the visitor experience and supports business in the City.

3.7 Deliver real time parking information and dynamic wayfinding to support more efficient use of city infrastructure and amenity.

4. Promote and leverage Hobart’s uniqueness and celebrate the Hobart Difference.

4.1 Partner with the Hobart community to become one of the nation's greenest cities, including initiatives to contribute towards our goal of achieving 40% tree canopy cover across the city by 2046.

4.5 Promote our sustainability credentials, to increase public awareness and attract likeminded businesses and investment.

4.7 Advocate for, support and promote our artisan producers, business and events.

6.3. Economic Impact:

6.3.1. North Hobart is celebrated as a diverse neighbourhood offering a variety of spaces for a range of business types to thrive. Providing priority areas for businesses will ensure future jobs growth can be accommodated and in locations that are easy to get to. Measures of success for the Plan include supporting an increase in commercial floor pace and increased retail diversity to meet daily needs.

6.3.2. As an important suburban high street, Elizabeth Street should continue to provide retail products and services for the local community’s daily needs.

6.4. Consultants

6.4.1. Council engaged MGS Architects as lead consultant to develop the Plan, they directly engaged a range of subject matter experts (subconsultants) to assist council staff in delivering the Plan. Both local Tasmanian and Australian consultants were engaged to ensure the appropriate subject matter experts with experience in structure plan development were engaged.

7. Climate and Sustainability Considerations

7.1. The City is committed to leading on climate change by moving toward a zero emissions and climate-resilient future with our community. Climate change, resilience and sustainability are key drivers for the Plan project.

7.1.1. Adapting to a changing climate presents both risks and transformative opportunities for North Hobart. To reduce risks, we need to prepare for natural disasters and climate-related shocks. To leverage opportunities, we need to consider how to move towards zero emissions.

7.1.2. The future growth and investment in North Hobart must respond to the challenges of climate change to create a more resilient and sustainable neighbourhood including outcomes that will foster active transport, manage flooding risks and provide quality parks and places for community resilience and wellbeing.

7.1.3. Environmental impacts are discussed in the Neighbourhood Plan and actions are proposed to address issues.

8. Community and Business Engagement and Collaboration

8.1. The City implemented a thorough engagement process to guide the development of the Plan. This approach, led by the Strategic Land Use Planning and Community Engagement teams, aimed to gather a wide range of perspectives and insights, resulting in a plan that genuinely reflects the needs and aspirations of the North Hobart community. A finalised engagement report for the project was developed and has been provided as Attachment B.

8.2. Combining online platforms with in-person activities the City ensured a wide range of stakeholder input and participation. This dual approach allowed for effective engagement with residents, businesses, and other key stakeholders, fostering a more inclusive and representative planning process. Leading to a comprehensive and well-rounded plan that truly embodies the community’s vision for North Hobart.

8.3. A detailed Engagement Plan was developed by Council staff in consultation with the lead project consultant MGS and their subconsultants Mosaic Lab. Two main periods of engagement took place for the Plan, the first on the Discussion Paper in September 2023 and the second on the draft Plan in July to August 2024.

8.4. Engagement Phase 1: September 2023

· The Stage 1 workshop activity, organised by external consultants MGS and their subconsultant Mosaic Lab, was a community workshop focused on the Directions and Ideas raised in the Discussion Paper.

· Mosaic Lab are industry leaders in deliberative and high influence community and stakeholder engagement.

· Two face to face community consultation workshops facilitated by engagement consultants Mosaic Lab.

· Three presentations to Portfolio Committees.

· Two pop up stalls.

· 125 responses to the online survey on the City of Hobart Your Say webpage.

· 1,218 visits to the City of Hobart Your Say webpage.

8.5. Engagement Phase 2: July to August 2024

· Six Presentations to Portfolio Committees. Including City Mobility (1), Climate Futures (1), Housing and Homelessness (2), Future Hobart (2).

· Five meetings with key stakeholder groups.

· One presentation to the Council of Hobart Community Associations.

· Two meetings with the Urban Design Advisory Panel.

· Fourteen written submissions from key stakeholders.

· Four pop up stalls.

· Postcards sent to all postal addresses in North Hobart.

· Letters sent to all owners of property in North Hobart.

· Social and traditional media articles.

· 107 responses to the online survey on the City of Hobart Your Say webpage.

· 1,616 visits to the City of Hobart Your Say webpage.

8.6. Engaging our Stakeholders

Throughout both stages of the City’s engagement process, we actively involved key stakeholders. Staff from Homes Tasmania and the Department of State Growth participated in separate meetings and provided written submissions. We attended meetings with representatives from community groups, including the North Hobart Football Club and North Hobart Bowls Club, and received their feedback on the draft Plan. Meetings were also held with members of the North Hobart Traders Association and North Hobart Community Association.

8.7. Community and stakeholder feedback was carefully considered and played an important role in shaping the final version of the North Hobart Neighbourhood Plan.

9. Implementation and Communications Plan

9.1. Throughout the development of the Plan, the Council’s Strategic Communications and Marketing team, in collaboration with the project team, has ensured a thoughtful and engaging approach to public engagement during the various consultation periods, as detailed in Section 8 of this report and in the attached Engagement Report.

9.2. It is suggested the City’s endorsed plan be uploaded to the City of Hobart’s website as well as provided to the relevant stakeholders and community members.

9.3. A summary version of the Plan will be prepared once endorsed and provided to relevant stakeholders and will be made publicly available online and to elected members.

Joanne Hickman

Strategic Planner

Jennifer Lawley

Manager Strategic Land Use Planning

Neil Noye

Director Strategic and Regulatory Services

Date: 21 May 2025

File Reference: F25/23806; 23/40

Attachment a: North Hobart Neighbourhood Plan (Supporting information)

Attachment b: North Hobart Neighbourhood Plan - Engagement Report (Supporting information)

Item No. 11

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: Crowther Stage Four Interpretive Elements Methodology

REPORT PROVIDED BY: Program Leader Creative City (Arts & Cultural Programs)

Manager Creative City

Director Community and Economic Development

1. Report Summary and Key Issue

1.1. This purpose of this report is to set out and seek approval for the methodology to implement interpretive elements for Franklin Square that will be located adjacent to the remaining Crowther plinth.

1.2. Stage Four of the Crowther Reinterpreted Project follows over five years of community engagement related to this highly publicised project that considers the future of the William Crowther statue in Franklin Square.

1.3. Stage Three of the project concluded with the approval of the legal removal of the bronze component of the Crowther monument.

1.4. The approval for legal removal was provided by the Tasmanian City and Administrative Tribunal and occurred concurrently with the illegal removal of the Crowther statue by act of vandalism.

1.5. This final fourth stage of the project will deliver comprehensive storytelling of the site through a range of works to be established in Franklin Square.

2. Recommendation

That the Council approves the methodology for Stage Four of the Crowther Reinterpreted Project to commission text and three-dimensional components for a permanent interpretive work in Franklin Square.

3. Discussion and Background

3.1. The Crowther Reinterpreted Project emerged as the result of a number of different engagement processes.

3.1.1. For the permanent public art project Two Islands, a formal engagement process was undertaken in 2016. During a series of meetings with different palawa/Tasmanian Aboriginal organisations, the presence of the William Crowther statue in Franklin Square was raised repeatedly, often with members of meetings reflecting significant and ongoing psychological pain about this issue.

3.1.2. Detailed and formal engagement for the development of the City’s Aboriginal Commitment and Action Plan (the ACAP), also saw regular mention of the Crowther statue as an ongoing issue for palawa/Tasmanian Aboriginal people and a desire for action to acknowledge the story not told via the bronze or its stone plinth.

3.1.3. A resultant action was incorporated into the ACAP, under the Visibility and Truth Telling action that was approved by the Council at the end of 2019: “Undertake an interpretation project to tell the layered story of Crowther in Franklin Square, in collaboration with Aboriginal people.”

3.2. What followed was a five year long, three-stage process, including the following:

3.2.1. Four temporary public artworks placed adjacent to or on the Crowther monument, to open discussion about the story of William Crowther and William Lanne.

3.2.2. A long running survey to capture public thoughts regarding what the future of the Crowther monument might be.

3.2.3. In person, informal consultation at the conclusion of the public art project/survey, with a range of relevant stakeholder from the community/govt/local institutions

3.2.4. Majority approval by Council in August 2022, to proceed with a a development application to remove the bronze component of the monument.

3.2.5. Majority approval by Council in August 2023, sitting as the Planning Committee, for the removal of the bronze component of the Crowther monument.

3.2.6. Appeal of the decision to TASCAT by a small consortium (Sept 23).

3.2.7. Appeal heard by TASCAT in March 2024

3.2.8. On May 15, 2024 the determination was that the appeal had been rejected and the planning permit was upheld.

3.2.9. Early in the morning on May 15, the Crowther statue was also illegally damaged, with the bronze cut down from the plinth.

3.2.10. A period of repair ensured, given the illegal damage, with components of the planning permit, including the temporary signage, able to be installed at the end of 2024.

3.3. As discussed at each stage of the process, the intention has always been to enact a final stage, which returns to the strongest community request throughout the consultation process, to tell all of the stories on the site.

3.4. Given the nature of the project, with diverse stakeholders and difficult or complex stories, the following methodology is proposed for the last stage:

3.4.1. Commission text representing areas of knowledge associated with this complex site, noting that commissioned writers will further define the exact content of each piece.

(i) The story of William Lanne, describing the impact of his treatment after death on the Palawa and broader community

(ii) The complex story of William Crowther

(iii) The context of the time:

what was happening in 1860s Hobart?

why would Crowther and others act as they did?

(iv) Social/arts commentary on why now?
How did a statue come to be legally (and illegally) removed and what is the connection to the past and the impact on the future

3.4.2. Commission three-dimensional form/s to carry or hold the commissioned text that are:

· Simple yet symbolic

· Capture the tension/oppositional quality of the stories

· Work with material and form to communicate the underlying ideas, but preferences the commissioned text.

3.4.3. The commissioned text will be completed by four or five different writers to capture different perspectives including Palawa and non-Palawa writers and writers from different generations.

3.4.4. Possible writers will be drawn from local knowledge keepers, academics, historians, researchers or journalists, via an expression of interest process.

3.4.5. All opportunities will be publicly advertised through multiple channels and the team will also canvas suggestions of suitable writers/designers from each of the stakeholder groups, making these providers aware of the opportunity.

3.4.6. While the text shown onsite will be in shorter lengths, to suit public viewing by passing pedestrians, each writer will also provide a longer written piece for publication on the City’s website.

3.5. The artist or designer commissioned to do the three-dimensional work will work alongside the writers developing the commissioned text, to develop the physical elements for the site.

4. Legal, Risk and Legislative Considerations

4.1. Any proposal developed as a result of the proposed commissioning work will require a planning permit prior to implementation.

4.2. The corporate risk is minimal, given that this stage of the project has been described as part of Crowther Interpreted for several years and the desire for interpretation emerges from public engagement, but given the complex nature of the proposed content, it will still require ongoing and careful management of communications.

5. Strategic Planning and Policy Considerations

5.1. The work responds directly to the City’s Hobart a Community Vision, particularly with Pillars 2 and 3:

2.1 We Celebrate Tasmanian Aboriginal Community, Heritage and Culture

2.2 We celebrate our diversity and include each other in city life

2.4 We are informed and always learning

3.3 We celebrate our diverse cultures

3.5 Our civic and heritage spaces support our creativity

5.2. Equally, the work directly responds to Outcomes with the Capital City Strategic Plan, particularly:

2.1 Hobart is a place that recognises and celebrates Tasmanian Aboriginal people, history and culture, working together towards shared goals. With corresponding strategy:

2.1.2 Highlight Tasmanian Aboriginal history and culture, including acknowledgement of the darkness of our shared experience, through interpretation, naming, arts and events.

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

2.2.2 Support and advocate for all people and communities to celebrate their histories and identities and encourage mutual understanding.

6. Financial and Economic Considerations

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue	$0
Additional Revenue	$0
Total Revenue	$0

Expenditure
Operating
Capital	$30,000	$50,000
Total Expenditure	$30,000	50,000

Net Cost	$30,000	$50,000

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	none	none

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

6.1.1. This project has approved Capital Expenditure funds for 2024-2025 Financial Year, although this is unlikely to be expended and a carry-forward will be proposed.

6.1.2. The project is currently Priority 1 for 2025-2026 ahead of final ELT and Council deliberations.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

1.5. Partner and deliver programs that are inclusive, foster well-being and enhance quality aspects of city life, including short-term tactical interventions to improve public amenity

6.3. Economic Impact:

6.3.1. Implementation of quality storytelling/interpretation within the central city area has a direct connection to the experience of Hobart as a destination.

6.4. Consultants

6.4.1. As the methodology sets out, this project would commission various pieces of content and design/artwork from local writers, academics, designers and/or artists.

7. Climate and Sustainability Considerations

7.1. The briefing document for designers/artists for the development of the interpretive elements would set out the requirement to consider sustainability in material selection and fabrication/installation processes, with an emphasis on designing for longevity.

8. Community and Business Engagement and Collaboration

8.1. Engagement was approached from a number of directions to maximise connections with those who either have a direct stake in the project or have formed as part of the community of interest over the last five years.

8.2. The following methods were used to connect:

· Direct email to 72 individuals or organisations with involvement in the project to date, as Crowther family members, appellants, researchers, historical groups, Palawa groups, Palawa individuals, requesting feedback on the approach to this stage.

· Yoursay communication to 262 recipients requesting feedback on the overall approach to Stage 4 of the project and public period of engagement for four weeks.

· Approach to 15 individuals and organisation to enable informal conversations, resulting in discussions with 10 individuals who offered views from various areas of interest for the project including Palawa community, heritage organisations, and the Crowther family.

8.3. Through the Yoursay online engagement process, the City received feedback from three (3) individuals.

8.4. The City also received direct emails from six (6) individuals, responding as a result of either the direct email or the Yoursay update.

8.5. As a summary, views varied, which is consistent with all previous engagements on the Crowther Reinterpreted Project. Across each of the forms of engagement there is general support for interpretation on the site. The subject matter represented is the area of greatest contention, given that Crowther is considered both notable and notorious. The methodology has been adjusted as a result of the consultation and the selection of writers from different backgrounds/ages/areas of expertise, will help to represent this tension within the proposed interpretation, with the intention that the viewer/reader can make up their own mind.

9. Implementation and Communications Plan

9.1. The proposed methodology is as described in 3.4, above.

9.2. A detailed communications plan would be established with the communications team for this stage of the Crowther Reinterpreted Project, building on considerable understanding from previous stages of the project.

Jane Castle

Program Leader Creative City (Arts & Cultural Programs)

Justyne Wilson

Manager Creative City

Ben Artup

Director Community and Economic Development

Date: 20 May 2025

File Reference: F25/8344

Item No. 12

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: UNESCO City of Literature

REPORT PROVIDED BY: Chief Executive Officer

1. Report Summary and Key Issue

1.1. Hobart was designated a United Nations Educational, Scientific and Cultural Organisation (UNESCO) City of Literature on 31 October 2023.

1.2. The designation is held by the City of Hobart, who is responsible for the relationship with UNESCO.

1.3. In considering the lodgement of an application for the designation, the Council resolved at its meeting on 22 May 2023, that a funding contribution may be given for a City of Literature secretariat, if a nomination was successful and that this would be the subject of a further report to the Council.

1.4. This report provides the background and outlines draft Terms of Reference for a proposed secretariat model for the Hobart City of Literature (HCL) designation which involves the creation of a Steering Committee to provide joint funding and decision making which involves the following partner organisations:

· City of Hobart (to act as Convenor)

· Libraries Tasmania

· University of Tasmania (UTAS)

· Brand Tasmania

1.5. The governance structure will also include an HCL Working Group comprising local literacy/writers/arts groups who will play a critical role in the designation.

1.6. The Council’s annual contribution to the secretariat is proposed to be $10,000 plus in-kind support of up to $25,000.

2. Recommendation

That:

1. The Council agrees to the establishment of a secretariat for the Hobart City of Literature which involves the creation of a Steering Committee to provide joint funding and decision making with the following partner organisations:

a. City of Hobart (to act as Convenor)

b. Libraries Tasmania

c. University of Tasmania (UTAS)

d. Brand Tasmania

2. The Steering Committee will collaborate with a City of Literature Working Group which will comprise local literacy/writers/arts groups.

3. The Council provide an annual contribution of $10,000 plus in-kind support up to $25,000 for the operation of the Hobart City of Literature program.

3. Background

3.1. Hobart was designated a United Nations Educational, Scientific and Cultural Organisation (UNESCO) City of Literature on 31 October 2023.

3.2. The UNESCO Creative Cities Network (UCCN) is a diverse international network bringing together close to 300 cities who have identified creativity as one of their strategic goals.

3.3. There are seven creative fields under the umbrella of the UCCN with City of Literature status recognising excellence in the literary arts and placing an obligation on cities to nurture and support this art form to ensure literature reaches as wide an audience as possible at a local and international level.

3.4. The designation represents a lifelong commitment to progressing the United Nation (UN) Sustainable Development Goals (SDGs) using creativity as a driver for action.

3.5. Hobart is a city of storytellers, and its UNESCO City of Literature status will allow the City to broadcast this internationally, facilitating cultural exchange and enhancing the city's reputation as a cultural destination. It will also provide an opportunity for broad collaboration and innovative thinking to bring literacy benefits to the local and wider community in the years to come.

3.6. To maximise the potential of using the creative field of literature to advance the UN SDGs, the City must be an active member of the UCCN either as lead or as part of the ongoing secretariat once formed.

3.7. The designation requires that cities report back to UNESCO on their activities and progress every four years and be an active participant in annual gatherings.

3.8. The City of Hobart submitted the original application for the designation to UNESCO on behalf of the Project Working Group representatives from TasWriters, Libraries Tasmania, UTAS, Brand Tasmania and other community groups and small businesses.

3.9. The Council formerly considered the application at its meeting on 22 May 2023 and resolved that:

The Council endorse and proceed to submit a nomination to the UNESCO Creative Cities Program, nominating to become a City of Literature, on behalf of the Project Working Group.

A funding contribution may be given for a City of Literature secretariat, if a nomination is successful, and will be subject to a further report to Council.

The total value of the in-kind support to be recorded in the ‘Grants, Assistance and Benefits Provided’ section of the City of Hobart’s Annual Report 2023-24.

3.10. Since the announcement of the designation, the City of Hobart has provided resourcing to support the Project Working Group to transition to a sustainable governance model. This has involved being the contact point for all international network communications, broad administration support for the Group, and facilitation of visioning sessions.

3.11. The Working Group has now developed a proposed secretariat which can deliver a sustainable funding and governance model. This proposal is outlined in the discussion section of this report.

3.12. In order to be successful, it will be important that the various stakeholder organisations work together to drive the long-term aspirations for Hobart as a thriving City of Literature.

3.13. There is no ‘one-size fits all’ approach to being a City of Literature and there is an acknowledged grace period during which new cities take time to establish governance, funding and programming to suit their purpose. It is not uncommon for cities to take some years to be truly integrated into the global UCCN.

4. Legal, Risk and Legislative Considerations

4.1. There is a reputational risk to the Council in failing to achieve the minimum requirements expected of designated cities by the UCCN. The UCCN Secretariat manages and evaluates members on an ongoing basis.

4.2. The designation is not an award, it is a commitment entered into, to use the relevant nomenclature, ‘literature’, as a means by which the community can progress towards meeting the UN SDGs.

5. Discussion

5.1. The activities and relationships of members of the Cities of Literature subnetwork are guided by a set of five internal values to:

· Build a welcoming and cooperative network that reflects diversity and richness of the world’s languages and literatures.

· Promote the value of dialogue and freedom of speech and expression in all our activities.

· Pursue through the network international opportunities that benefit our local and national literary sectors.

· Work to strengthen the relationships between all creative cities around the globe, and

· Be active and proactive in our communications with each other and our partners.

5.2. The City has been warmly welcomed into the UCCN, receiving guidance materials and offers of assistance from experienced members. The subnetwork offers a ‘buddy system’ for new cities and whilst we are still awaiting contact from our Buddy City, we are already communicating with Nottingham, Ljubljana, Edinburgh, Iowa, Melbourne and Launceston.

5.3. The Working Group has been discussing a future secretariat model for the HCL over the last year. There has been a desire by the Working Group to have a relatively ‘informal’ governance and funding model. More recently it has been identified that the HCL requires a sustainable and equitable funding model as well as an accountable and transparent decision making body.

5.4. Accordingly, a Hobart UNESCO City of Literature Terms of Reference (Attachment A) has been developed which outlines the proposed governance arrangements. The key attributes are as follows:

5.4.1. The HCL is proposed to be governed by a City of Literature Steering Committee, which consists of the following core funding partner organisations:

· City of Hobart (Convenor)

· Libraries Tasmania

· University of Tasmania (UTAS)

· Brand Tasmania

· Arts Tasmania (non-voting member)

· City of Hobart Working Group representative (non-voting member)

5.4.2. Each of these organisations will provide an on-going annual financial commitment to the HCL of $10,000 plus in-kind support.

5.4.2.1. It should be noted that Arts Tasmania would be a non-voting member of the Steering Committee to preserve the ability for the HCL to seek grant funding for programs and initiatives from Arts Tasmania into the future.

5.4.2.2. A separate memorandum of understanding has been prepared for these organisations to commit to providing and maintaining this base level of funding for the HCL.

5.4.3. The City of Hobart is the Convenor for the HCL and will auspice the designation as part of its in-kind support.

5.4.4. The Steering Committee will collaborate closely with the Working Group but is responsible for managing the HCL, which will include strategic and financial decision making. Specifically, the Committee will:

· Provide operational leadership by ensuring executive decision-making and the oversight of programs and initiatives ensuring prudent financial management.

· Focus on fostering collaboration and cohesiveness by working collaboratively with the City of Literature Working Group.

· Provide clear and effective communication to stakeholders on all aspects of the HCL.

5.4.5. The Steering Committee is assisted by the City of Literature Working Group which includes membership from (but not limited to):

· TasWriters

· Island Magazine

· Fullers Bookshop

· Hobartisan Books

· Hobart Book Shop

· Forty South Publishing

· UTAS

· MONA

· Libraries Tasmania

· Palawa Representative(s)

· Individual writer/s and/or other representatives of other creative groups.

5.4.6. Additionally, the Working Group is open to all literacy/writers/arts groups through ad-hoc membership and participation on an ongoing basis.

6. Strategic Planning and Policy Considerations

6.1. Pillar 3 of A Community Vision for Our Island Capital states that:

‘We are a city connected, embracing our diverse communities in cultural expression and creative and artistic participation; a city that enhances our homes, lifestyle and heritage; a city that bravely puts its people first.’

6.2. The designation aligns with Pillar 3 of the Capital City Strategic Plan 2019-2029, Creativity and Culture which in turn aligns to the following four United nations Sustainable Development Goals:

· Good Health and Wellbeing (Goal 3)

· Industry Innovation and Infrastructure (Goal 9)

· Reduced Inequalities (Goal 10)

· Sustainable Cities and Communities (Goal 11)

6.3. Creative Hobart – A Strategic Framework

6.4. Hobart Current

6.5. The designation also aligns with the Australian Government’s National Cultural Policy 2023-2028, ‘Revive – A place for every story, a story for every place’; Transforming Australia - Sustainable Development Goals Progress Report 2020 Update and Lifting Literacy - The Community-wide Framework, Literacy Advisory Panel - Tasmanian Government 2023.

7. Financial and Economic Considerations

7.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue
Additional Revenue
Total Revenue

Expenditure
Operating		10	10	10
Capital
Total Expenditure

Net Cost		10	10	10

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE		Nil	Nil	Nil

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

7.1.1. It has been identified that the funding for the HCL cannot rest solely with the City of Hobart, but rather, it must be sourced from the key stakeholders.

7.1.2. As part of its commitment, the Council would commit a cash contribution of $10,000 per annum to the HCL as well as in-kind support including officer time and venue hire, which would equate to approximately around $25,000.

7.1.2.1. An allowance has been made in the draft 2025/26 Annual Plan and Budget in anticipation of this report.

7.1.3. The Council’s funding will be supported by a similar commitment from the funding partner organisations which includes Libraries Tasmania, UTAS and Brand Tasmania, in the form of cash and in-kind support.

7.1.3.1. Examples of the in-kind commitments from the funding partners include the new Writers Centre at the State Library (value of $40,000) and the new UTAS City of Literature PhD opportunity ($127,000).

7.1.4. It is anticipated that this base level of funding will be leveraged by grant funding from the Tasmanian and Australian Governments for HCL programs and initiatives into the future.

7.1.5. The HCL will be resourced within the Council’s existing full time equivalent (FTE) establishment.

7.2. City Economy Strategy:

7.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

7.2.1.1. Promote and leverage Hobart’s uniqueness and celebrate the Hobart difference.

8. Climate and Sustainability Considerations

8.1. There are some domestic and international travel obligations associated with UNESCO designations, which may involve officers and/or the Lord Mayor. These opportunities will need to be considered as they arise.

9. Community and Business Engagement and Collaboration

9.1. Prior to the application being presented to UNESCO, two community key-stakeholder information sessions were conducted by the Project Working Group and were hosted by the Lord Mayor. These sessions were well attended and the feedback was overwhelmingly positive for the project long-term.

9.2. UNESCO membership has at its core collaboration and continuous improvement. The UCCN will be looking to see new initiatives from Hobart every year as well as demonstration of actual gains towards the UN SDGs.

9.3. The HCL Steering Committee and Working Group are a committed group of individuals representing a range of organisations concerned in some way with literacy or literature.

10. Implementation and Communications Plan

10.1. Work has progressed on the visual element of the HCL branding, and website presence. The City has assisted the Project Working Group to establish these and the ongoing communications strategy which is seen as critical to the long term sustainability of the project and realising the purpose to embed literacy goals for community benefit. This will be the responsibility of the Steering Committee.

10.2. Membership requires regular reporting of all activities and events to the UCCN, as well as peer review and progress assessment every four years.

Michael Stretton

Chief Executive Officer

Date: 20 May 2025

File Reference: F25/25339

Attachment a: Draft Terms of Reference (Supporting information)

Item No. 13

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: Proposed Lease Amendment - Ten Lives Cat Centre - Part of 10 Selfs Point, New Town

REPORT PROVIDED BY: Property Officer

Manager Legal and Corporate Governance

Director Corporate Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to seek Council’s approval to amend two leases currently in place for part of 12 Selfs Point Road, New Town to the Hobart Cat Centre Inc (trading as Ten Lives Cat Centre). The proposed amendment is to incorporate an additional storage room into the lease area.

2. Recommendation

That the Council agree to amend the leases to Ten Lives Cat Centre dated 7 February 2006 and 13 May 2019 for part of 12 Selfs Point Road, New Town and replace the respective lease plans with the plan shown at Attachment E to the report.

3. Discussion and Background

3.1. Ten Lives Cat Centre has leased premises at 12 Selfs Point Road for over 40 years. A copy of the plan of the premises is at Attachment A. In that time, the organisation has assisted the community by caring for unwanted cats from the greater Hobart area. Ten Lives Cat Centre also rehomes, micro-chips, de-sexes and vaccinates cats as well as providing an educational program for schools.

3.2. A copy of the Ten Lives Cat Centre’s 2023-24 Impact Statement is provided as Attachment B.

3.3. A lease was entered into on 13 May 2019 for 5 years with a 5-year option commencing on 1 January 2026. The rent under this lease is $50 per annum. The purpose of the additional lease term was to allow Ten Lives Cat Centre to invest in the premises and improve the facility.

3.4. A 2018, valuation had assessed the rental value of the premises as $30,000 pa. At the time of the additional lease term, the proposed lease and subsidised rent was assessed under the Leases to Non-Profit Organisations (NFPO) policy in the following terms:

3.4.1. ‘The use of the property serves as a community benefit’.

3.4.2. ‘It aligns with Council’s Strategic Plan for strong safe and healthy communities. The community benefit includes both heath, well-being and environmental.’

3.4.3. ‘The level of community benefit provided is primarily to provide the community with a self-funded not for profit cat welfare organisation.’

3.4.4. ‘The Cat Centre also seeks to educate the community through its message of responsible cat ownership; de-sexing to reduce the unwanted number of cats and kittens; micro-chipping to assist with the return of cats to their owners and containment to improve the welfare of cats, community relationships and protect birds and wildlife.’

3.4.5. ‘The Cat Centre also has a curriculum aligned feline education program focusing on responsible cat ownership with the aim to create social change in how people care for cats and protect wildlife.’

3.4.6. ‘There is also a program for volunteers which, according to the Cat Centre’s website, enables people to learn about cats and their behaviour, meet like-minded people and give back to the community.’

3.4.7. ‘The leased building is in a second-grade commercial area which may not otherwise be in high demand due to its location.’

3.4.8. ‘The Cat Centre has occupied the site successfully for over 40 years and has provided a substantial benefit to the community. Consequently, no alternative use for the site has been contemplated.’

3.4.9. ‘The Cat Centre has shown itself to be a viable and capable organisation having served the community for over 40 years.’

3.4.10. ‘The Cat Centre is considering its future accommodation requirements and has developed some concept plans for 12 Selfs Point Road which if approved could see a million dollars invested back into the facility.’

3.4.11. ‘The Cat Centre has maintained the facility at its own cost up to this time. Any future development would be funded by the Cat Centre and its supporter base.’

3.4.12. ‘The organisation carries out a vital role within the community and can do this through the donations it receives. In addition, it operates cat fostering and adoption programs as well as providing the community with an educational program for schools and a volunteer organisation for interested members of the community.’

3.4.13. ‘The Cat Centre has complied with the terms of its current lease’s terms and conditions.’

3.4.14. ‘Given the plans to refurbish the Centre, a further five plus five-year term is a reasonable request in the circumstances. The Cat Centre intends to fund the construction of the refurbishment and will be making a substantial investment in the site’.

3.5. On 24 September 2024, a 6-month licence was granted to the Ten Lives Cat Centre for the temporary use of a storage shed outside of the lease area but near it (Attachment C). The licence is for $100 per month.

3.6. On 11 March 2025, Ten Lives Cat Centre wrote to the CEO requesting that the storage area be formally incorporated into their existing lease.

3.7. On 18 March 2025, Ten Lives Cat Centre provided a formal request to incorporate the shed into the lease area (Attachment D).

3.8. The request outlines that over the last five years, 1,012 cats were taken in by Ten Lives Cat Centre from the City of Hobart. At an average cost of $700 per cat the cost to Ten Lives Cat Centre was estimated to be $708,400. This cost covered veterinary assessment, desexing, vaccinations, microchipping, all required treatments, feeding, fostering and rehoming.

3.9. The temporary licence expired on 23 March 2025 and has been holding over monthly.

3.10. It is recommended that both the existing leases be amended to incorporate the additional shed into the lease area as shown on the plan at Attachment E.

4. Legal, Risk and Legislative Considerations

4.1. In compliance with s.177 of the Local Government Act 1993 (Tas) Council has engaged Acumentis to undertake a valuation assessment. It is estimated the rental value of the property is around $5,000 per annum.

4.2. The addition of the space has been assessed under the Leases to NFPOs Policy. Many of the factors considered at paragraph 3.4 of this report remain relevant. The relevant criteria and officer comments are set out below.

Criteria	Comments
Use, or proposed use of the property	Storage.
Alignment with the Council’s Strategic Plan and other relevant Council strategic documents	The use of the additional storage space will support the work of the Ten Lives Cat Centre. Ten Lives Cat Centre have advised they struggle for space in their current lease area. The work of Ten Lives Cat Centre aligns with Council’s Strategic Plan for strong safe and healthy communities. The work also contributes to the Council’s Strategic Plan regarding environmental management and supports Council’s action plans for bushland management.
Level of community benefit – proposed or provided	Ten Lives Cat Centre provides significant community benefit as outlined in the 2023-24 Impact Statement at Attachment B. The organisation carries out a vital role within the community and can do this through the donations it receives. In addition, it operates cat fostering and adoption programs as well as providing the community with an educational program for schools and a volunteer organisation for interested members of the community.
Value of land and buildings	$5,000 pa
Potential for alternative use	The shed is used for storage and occasional workshop by Council’s City Assets Group. The building is in a second-grade commercial area which may not otherwise be in high demand for other uses by third parties.
Viability and capability of the organisation	Ten Lives Cat Centre has shown itself to be a viable and capable organisation having served the community for over 40 years.
Capacity to pay, after all income and expenditure is taken into account	Ten Lives Cat Centre are a successful high-profile charity. They have an operating budget of $2M, however, it is increasingly under pressure from current demands. 100% of donations and grants are expended on the services provided or the specific purpose the funds are given.
Capacity to invest in and maintain the asset, or degree of capital investment undertaken	Ten Lives Cat Centre has maintained the facility at its own cost and has invested in the improvement of the facilities.
Type of facility	Storage shed/workshop
Capacity to invest in the community, or level of community investment provided, through disbursement of surplus funds to local community groups, organisations or activities	N/A
Length of tenure sought	N/A. Proposed to incorporate into current lease agreements.
For lease renewals only, the level of compliance with existing lease terms and conditions	N/A

4.3. The land is not regarded as public land for the purposes of the Local Government Act 1993 (Tas). Accordingly, public advertising is not required.

5. Strategic Planning and Policy Considerations

5.1. Supporting the work of Ten Lives Cat Centre aligns with several outcomes set out in the Council’s Strategic Plan related to safe and healthy communities, and to conservation of Council’s bushland areas:

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

STRATEGIES

2.4.1 Protect and improve public and environmental health, wellbeing and safety.

OUTCOME 4.1 Hobart’s economy reflects its unique environment, culture and identity.

STRATEGIES

4.1.1 Attract investment that supports businesses and communities to flourish in ways consistent with the community vision.

OUTCOME 6.2 Education, participation, leadership and partnerships all contribute to Hobart’s strong environmental performance and healthy ecosystems.

6.2.2 Increase public awareness of and participation in environmental conservation and the care of bushland areas.

5.2. The work of the Ten Lives Cat Centre is also consistent with the Council’s action plan for Hobart’s Bushland areas titled ‘Protecting Our Wild Heart’. The action plan identifies invasive species including cats as a key threat to the biodiversity of the Council’s bushlands. Without the work of Ten Lives Cat Centre, the Council would likely need to expand its cat management programs.

6. Financial and Economic Considerations

6.1. Financial Considerations:

6.1.1. Funding Source and Impact on Current Year Operating Result

6.1.1.1. Council charged $100 per month during the term of the temporary licence which will cease. However, the shed had not been a source of income prior to the temporary licence.

6.1.2. Impact on Future Years’ Financial Result

6.1.2.1. There will be no impact on future years’ operating result.

6.1.2.2. Tenant will be fully responsible for maintenance of the building.

	2024-25	2025-26	2026-27	2027-28
	$	$	$	$

Revenue
Existing Rent Revenue	600	0	0	0
Future Rent Revenue		20	50	50
Total Revenue	600	20	50	50

Expenditure
Operating	0	0	0	0
Capital	0	0	0	0
Total Expenditure	600

Net Benefit	600	20	50	50

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	N/A	N/A	N/A	N/A

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

7. Community and Business Engagement and Collaboration

Officers note that the Centre expends considerable resources (both human and financial), on re-homing, de-sexing and associated treatment of felines, including surrendering. This provides a significant community benefit, noting that addressing these issues may otherwise fall to the Council. On that basis officers are comfortable with a rental fee below the market rate.

7.1. The proposed lease amendment is relatively minor. The Council’s City Assets Group has been consulted with. They can make alternative arrangements for the storage of Council items currently in the shed in the event the lease is approved.

8. Implementation and Communications Plan

8.1. If the proposed lease amendment is approved, the Legal & Property team will prepare a deed of amendment to formalise the changes to the leases currently in place.

Andrew Topfer

Property Officer

Wes Young

Manager Legal and Corporate Governance

Michael Reynolds

Director Corporate Services

Date: 14 May 2025

File Reference: F25/18906

Attachment a: Current Lease Area (Supporting information)

Attachment b: 2023/24 Impact Statement (Supporting information)

Attachment c: Current Licence Area (Supporting information)

Attachment d: Ten Lives Cat Centre's Two-Pager (Supporting information)

Attachment e: Proposed New Lease Area (Supporting information)

Item No. 14

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: 2025-26 Fees and Charges

REPORT PROVIDED BY: Chief Financial Officer

1. Report Summary and Key Issue

1.1. The purpose of this report is to present the City of Hobart’s proposed 2025-26 Fees and Charges for formal adoption.

1.2. Fees and charges are reviewed annually as a component of the City’s annual budget development process.

1.3. The City commenced a review of fees and charges in January 2025.

1.4. The annual review of fees and charges has been undertaken in accordance with the operational Pricing Policy and Guidelines.

1.5. Generally, a 3.5 per cent increase has been applied across fees and charges, except where the increase is statutory and the price determined by legislation, or there is a specific reason for a different change to the existing fee.

1.6. Excluding the Tasmanian Travel and Information Centre fees and charges that were approved by Council on 28 April 2025, there are 957 individual fees and charges.

1.7. There are 20 existing fees to be removed, and 15 new fees included.

1.8. Fees and charges for 2025-26 will become effective on 1 July 2025.

1.9. Pursuant to the Local Government Act 1993, section 206, the fees and charges will be included in the City’s fees and charges booklet, which is made available to the community from the City’s website and the Customer Service Centre.

2. Recommendation

That the schedule of Fees and Charges, marked as Attachment A to this report, be adopted for 2025-26.

3. Discussion and Background

3.1. The annual review of fees and charges has been undertaken in accordance with the operational Pricing Policy and Guidelines.

3.2. The 2025-26 annual plan and budget process has included a workshop with Elected Members on 19 May 2025, to present the proposed 2025‑26 Fees and Charges.

3.3. The City commenced a review of fees and charges in January 2025.

3.4. Generally, a 3.5 per cent increase has been applied across fees and charges, except where the increase is statutory and the price determined by legislation, or there is a specific reason for a different change to the existing fee.

3.5. Fees and charges that are not increasing by the proposed 3.5 per cent, of note include:

3.5.1. Salamanca Stallholder fees which are increasing as per the licence agreement;

3.5.2. Waste and Recycling fees for which there have been various increases above the 3.5 per cent to encourage the sorting of materials prior to disposal and also to reflect the cost charged to the City by waste and recycling processors.

3.5.3. Doone Kennedy Aquatic Centre (DKHAC) fees where it is proposed to keep the casual non-swim entry and 11 of the membership fees unchanged.

3.5.4. It is proposed to keep the 11 DKHAC membership fees unchanged for 2025-26 to balance fairness to the long-term members and ensuring member retention.

3.5.5. Long-term memberships provide sustained support to the centres operations and retaining these members is both financially and culturally beneficial to DKHAC.

4. Legal, Risk and Legislative Considerations

4.1. Pursuant to the Local Government Act 1993, section 206, the fees and charges will be included in the City’s fees and charges booklet, which is made available to the community from the City’s website and the Customer Service Centre.

5. Strategic Planning and Policy Considerations

5.1. The setting of fees and charges align to Pillar 8 – Governance and Civic Involvement in the City of Hobart Capital City Strategic Plan 2023.

5.1.1. Specifically, that Hobart is a city that is well governed that recognises the community as an active partner that informs decisions; and

5.1.2. Hobart is a city that delivers public value and excellence by being a financially responsible, high performing and accountable organisation that is responsive to the needs of the community.

6. Financial Viability

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue		49,388
Additional Revenue		2,166
Total Revenue		51,504

Expenditure
Operating
Capital
Total Expenditure

Net Cost

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE

6.1.1. It is anticipated that the overall increase in revenue from fees and charges for 2025-26 will be approximately $2.2 million.

6.1.2. The increase is driven by the proposed increases in fees and charges along with a review of anticipated demand.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

6.2.1.1. Strategic Priority 1: Plan for our collective social, economic and environmental prosperity.

6.3. Economic Impact:

6.3.1. The Economic Impact of the proposed Fees and Charges is not material.

6.4. Consultants

6.4.1. No consultants were engaged in the preparation of this report.

7. Climate and Sustainability Considerations

7.1. There are no Climate and Sustainability issues for consideration in this report.

8. Community and Business Engagement and Collaboration

8.1. Fees and charges are set by the Council each year. Pursuant to the Local Government Act 1993, section 206, the fees and charges will be communicated through being included in the City’s fees and charges booklet, which is made available to the community from the City’s website and the Customer Service Centre

9. Innovation and Continuous Improvement

9.1. Setting of fees and charges is an annual process where fees are reviewed and updated as required.

Michelle Wickham

Chief Financial Officer

Date: 20 May 2025

File Reference: F25/34604

Attachment a: Proposed 2025-26 Fees and Charges (excluding TTIC) (Supporting information)

Item No. 15

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: 2024-25 Capital Works Program - Quarterly Review

REPORT PROVIDED BY: Manager Programming & Delivery

Director Infrastructure and Assets

1. Report Summary and Key Issue

1.1. In July 2024, the Council allocated $32.25M for the 2024-25 Capital Works Program. After financial adjustments and external funding, the program's value was revised to $33.7M by December 2024. However, excluding contingencies and specific projects like the Greater Hobart Ferry Expansion and Wellesley Park Sports Ground, the final deliverable value is estimated to be around $29M.

1.2. As of March 31, 2025, the total capital expenditure is $12 million, an increase of $5.6 million from the previous period, representing 41% of the total delivery budget. The outstanding commitment has also risen by $2.9 million, totalling $12 million.

1.3. The estimated remaining program contingency is $590,897, which accounts for any capital expenditure from completed and unbudgeted works.

1.4. Based on the March cashflow forecast, the total expenditure by the end of the financial year is estimated to be between 70% and 83%, with 83% being the top range forecast.

2. Recommendation

That the report titled 2024-25 Capital Works Program – Quarterly Review, dated 23 April 2025, be noted.

3. Discussion and Background

3.1. In July 2024, the Council allocated a total of $32.25M (excluding property, plant, and equipment) for the 2024-25 Capital Works Program. The total budget comprises of Council investments and various grants from both the State and Federal Governments.

3.2. The program value was adjusted further after the financial reconciliation of all the adjustments, external funding received and carry forwards from the last financial year. This resulted in a revised capital works program value of $33.7M as of 31 December 2024.

3.3. As of 31 March 2025, the value of the City’s current 2024-25 Capital Works Program budget stands at $31M, due to the following adjustments:

3.3.1. The cancellation of the pedestrian priority phase junction upgrades to four intersections throughout the CBD, due to an unsuccessful grant application in August 2024 (valued at $160,000).

3.3.2. The addition of the $500,000 Wellesley Park Sports Ground Amenities Upgrade Project.

3.3.2.1. This externally grant-funded project has been awarded to and will be managed by the South Hobart Football Club.

3.3.2.2. The project must be noted as it involves a City asset.

3.3.3. Due to timing issues the expenditure for the Greater Hobart Ferry Expansion Project for 24/25 has been reduced by $2.5M.

3.3.4. Unsuccessful external grant funding ($130,000) for the Huon Road Shoulder Sealing 24-25 due to the proposed design not meeting grant funding requirements.

3.3.5. External funding received for the delivery of minor improvements for South Hobart Oval Courts - $43,025.

3.3.6. Adjustment to the Queenborough Oval Changeroom project to match builder’s cashflow forecast. This resulted in a reduction of $455,000 in expected expenditure in 24/25FY which will be expensed in 25/26FY.

3.4. The total value of program deliverable is further reduced, which is estimated to be around $29 million, once the remaining program contingency and externally delivered capital funded projects are excluded, such as Greater Hobart Ferry Expansion and Wellesley Park Sports Ground project.

3.5. The total capital expenditure on 31 March 2025 is approximately $12 million, which compared to the last reporting period, has increased by $5.6 million, representing 41% of the total delivery budget. Furthermore, the outstanding commitment is $12 million which is an increase of $2.9 million compared to the last reporting period.

3.6. The estimated remaining program contingency is $590,897 which includes any capital expenditure incurred from completed and unbudgeted works.

3.7. A significant proportion of the remaining contingency is due to works completed underbudget, which is approximately $624K.

3.8. There is on-going review to reallocate the available contingency towards shovel ready projects on the Council endorsed Priority 1B list that can be delivered by the end of financial year.

3.9. Based on the cashflow forecast, the total forecast expenditure by the end of financial year is estimated to be 83% with the bottom range forecast estimated to be approximately 70%. Detailed breakdown of the forecast is provided in Figure 1 below.

Figure 1: Delivery Forecast

3.10. A total of 41 projects completed with a total favourable variance of $624,517 which will be reallocated into program contingency. The complete list of projects completed is provided in Table 1.

Table 1: Projects Substantially Completed as of 31 March 2025

Name	Proposed Budget	Remaining Budget Council funding	Remaining Budget External funding
Open Office Completion Phoenix Projects	$5,662	-$15,964
Hobart Central Car Park Lift Replacement	$21,790	-$8,810
Enterprise Road Rock Face Stabilisation	$45,000	$185
Reservoir Tank Fire Trail Renewal	$68,961	$707
Parking Sensor Replacement	$170,000	$4,109
Elizabeth Midtown Refresh	$5,000	$5,000
Yelgun Place - Girrabong to Head - Conc FP & K&C	$62,000	$729
Pottery Rd & Doyle Ave Junction FP KC Overlay	$11,612		$3,257
Faraday 28 to Cavell St 37 Stormwater Pipe Relining	$42,000	-$84
The Good Water project	$35,683	$1,120
Hill St - Warwick to Lansdowne (Pine) - Ash RFP	$11,706	-$12,377
Domain Athletic Centre New Shelter	$33,870		$6,864
Patrick St - Harrington to Watkins - LK&C & Ash LFP	$186,831	-$62,185
Benjafield Tce – Gordon to Ogilvie - Conc RFP	$348,670	-$5,348
24-25 Reseal Prep Program 1	$641,000	$56,539
DKHAC Filter Internals Replacement	$115,000	$1,500
Harbroe Ave Stormwater Minor Renewal	$30,000	$5,936
Move to SharePoint	$64,648	-$24,731
PlanBuild	$5,384	-$56,536
New Intranet Project	$71,228	-$18,191
Soldiers Memorial Oval Drainage	$550,000	$4,891	$16,282
DKHAC Expansion Joints Renewal-pools grandstand	$39,000	$27,270
Uninterruptible power supply (UPS) replacement	$30,000	$842
Sandy Bay Road 747-753 Stormwater Connection	$182,300	-$991
Argyle and Campbell Bicycle Facilities	$530,867		$336,453
Murray St stormwater relining and new pipe	$159,000	$25,125
Parking meters upgrade 3G to 4G	$639,162	$4,751
Girrabong Rd - Yelgun Junction - Pavement Repairs, K&C	$96,831	$46,169
Bathurst Street - Barrack to Molle - Heavy Patching	$54,000	$33,493
Henry St - Patrick to Deadend - R&L Ash FP	$100,000	$72,349
24-25 Reseal Prep Program 2	$1,090,000	$139,361
DKHAC Heat Pump Compressor Unit Renewal	$75,000	$1,558
Bushland Fund - for strategic land acquisition	$50,000	$0
Hill St - Faraday to Lansdowne - Ash RFP & K&C	$128,575	-$16,644
24-25 Spray Seal Program	$400,000	$177,840
24-25 Reseals (Slurry) Program 1	$1,141,000	$105,125
24-25 Reseals (Slurry) Program 2	$800,000	$131,528
DKHAC Expansion Joints Renewal-pools grandstand	$11,730	$0
Market Place - Urgent Minor Renewals	$50,000	$39,480
New Town Oval Cycle Track Partial Replacement	$23,000	$550
DKHAC Rear Court Yard Renewal	$15,000	$5,715

		$624,517	$362,365

3.11. The City Project Office will continue to monitor the delivery performance of the capital works program in the remaining financial year to ensure a minimum of 70% of the works program is delivered.

4. Legal, Risk and Legislative Considerations

4.1. The following risks are identified with the failure to deliver the capital works program:

4.1.1. Breach of Statutory Duties: Failure to deliver these can result in legal action from regulatory bodies or affected parties due to unacceptable level of service.

4.1.2. Contractual Breaches: Non-delivery or termination of contracted works can lead to breach of contract claims, resulting in financial penalties and litigation.

4.1.3. Regulatory Non-Compliance: Non-delivery can lead to
non-compliance issues, attracting fines and other legal consequences.

4.1.4. Public Accountability and Transparency: Failure to deliver promised projects can lead to public outcry, loss of trust, and potential legal challenges from community groups.

4.1.5. Financial Implications: Legal disputes and penalties can lead to significant financial losses, impacting the City’s budget and its ability to fund other projects.

5. Strategic Planning and Policy Considerations

1.1. The delivery of the Capital Works Program aligns with the City of Hobart Capital City Strategic Plan 2023, namely:

Pillar 7: Built Environment

7.3.1 Ensure the City’s infrastructure supports health and wellbeing and is affordable and accessible for all.

7.3.3 Ensure City-owned assets and public spaces are accessible, of high quality and provide a high level of amenity to meet community and visitor requirements.

6. Financial and Economic Considerations

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue	9,477
Additional Revenue
Total Revenue	9,477

Expenditure
Operating
Capital	31,741
Total Expenditure	31,741

Net Cost	22,264

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	N/A	N/A	N/A	N/A

6.1.1. The delivery of the capital works program is underway and will be delivered within the approved program budget.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

1.3 Deliver ‘buy local’ processes as part of the City's procurement policies that support local businesses

1.5 Partner and deliver programs that are inclusive, foster well-being and enhance quality aspects of city life, including short-term tactical interventions to improve public amenity

6.3. Economic Impact:

6.3.1. The continuous delivery of the capital works program will ensure that the City’s services and assets are maintained which will support the growth of the city and maintains the City’s reputation as an attractive tourist destination and liveability.

6.4. Consultants

6.4.1. External consultants are being used to supplement the delivery of the capital works program addressing short-term workload increases and providing specialised skills. While this approach can be costly, it offers flexibility, access to expertise, and risk mitigation.

7. Climate and Sustainability Considerations

7.1. The City is actively delivering the capital works program with a strong focus on climate action and sustainability. This includes reusing materials on-site to minimise waste, reducing transport costs, and incorporating innovative recycled materials into projects, where appropriate. Although minor, these efforts assist with the promotion and support the contractor in considering climate and sustainability in the delivery of our capital works projects.

8. Community and Business Engagement and Collaboration

8.1. The City will continue to proactively engage with the community and businesses throughout the planning and delivery of capital works projects. This includes early consultation to understand stakeholder needs, regular updates to inform progress, and collaboration to minimise disruption. Feedback will be considered in decision making to ensure project outcomes and delivery methodology aligns with community and business interest.

9. Implementation and Communications Plan

9.1. The City will continue to develop and implement a structured Project Plan to guide the successful delivery of capital works projects. The Project Plan outlines key milestones, responsibilities, risk management strategies, communication plan, and performance monitoring processes. The Project Plan is clearly documented in the project management template which is developed and implemented by the relevant project managers during the delivery of projects.

Mao Cheng

Manager Programming & Delivery

David Reeve

Director Infrastructure and Assets

Date: 9 May 2025

File Reference: F25/29392

Item No. 16

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: Multi-Storey Car Parks' Operating Hours

REPORT PROVIDED BY: Manager Economic Development

Director Community and Economic Development

1. Report Summary and Key Issue

1.1. At its meeting of 11 November 2024, the Council resolved, inter alia, that:

3. Officers prepare a report on the current issues, costings and timings on extending the operating hours of the Centrepoint and other Council operated multi-storey carparks in the CBD to allow utilisation beyond the current operating hours.

1.2. This report provides a response to the above resolution, focused on the City of Hobart’s Centrepoint Car Park, Argyle Street Car Park and Hobart Central Car Park.

2. Recommendation

That:

1. Council officers commence planning the design and construction of long-term permanent access option to the Centrepoint Car Park independent of the Centrepoint Shopping Centre’s operating hours.

2. The Council approves a two-year trial to extend the closing time of the Centrepoint Car Park (currently 6.15 pm) by one hour, to 7.15 pm, Monday to Friday, with an annual review to be undertaken and any outcomes of the review reported back to the Council.

3. The Council approves a two-year trial to extend the opening time of the Argyle Street Car Park (currently 7 am) by 30 minutes, to 6.30 am, seven days a week, with an annual review to be undertaken and any outcomes of the review reported back to the Council.

4. The Council endorses the Chief Executive Officer to amend the operational hours of the Centrepoint, Argyle Street and Hobart Central Car Parks on an as needs basis in the City of Hobart, where Council officers can demonstrate that there will be no nett cost to Council by doing so.

3. Discussion and Background

3.1. This report presents the background, rationale and operational considerations relating to the extension of operating hours of the City of Hobart’s off-street car parks.

3.2. Extended operating hours has the potential to provide greater parking options in the CBD for various customer types.

Centrepoint Car Park

3.3. Overview

3.3.1. Location: 35 Victoria Street, Hobart

3.3.2. 780 parking spaces available, plus one (1) EV charging bay.

3.3.3. The current hours of operation for the Centrepoint Car Park are:

3.3.3.1. Monday to Friday 7.30 am to 6.15 pm

3.3.3.2. Saturday 8.30 am to 5.15 pm

3.3.3.3. Sunday 9.30 am to 4.15 pm

3.3.4. The hours of operation of Centrepoint Shopping Centre are:

3.3.4.1. Monday to Friday 9 am to 5.30 pm

3.3.4.2. Saturday 9 am to 4 pm

3.3.4.3. Sunday 10 am to 4 pm

3.4. Budget Summary for 2024-25 Financial Year, as at 30 April 2025:

3.4.1. Current Annual Revenue Budget: $2,658,763

3.4.2. Revenue Year to Date: $2,256,387

3.4.3. Current Annual Expense Budget: $432,745

3.4.4. Expenses Year to Date: $426,243

3.4.5. Summary: The Centrepoint car park is on budget to achieve the projected operating return of approx. $2.2 million.

3.5. Occupancy Summary

3.5.1. Council officers maintain a record of occupancy data for each of the multi-storey car parks, with a summary of this, for January to April 2025, provided below.

3.5.2. The average number of cars in the car park from January to April over the course of each day is 312 cars (40% occupancy). The busiest time of the day is 11 am and 2 pm most days. The busiest day in the Centrepoint Car Park over these four (4) months was 15 April between 11 am and 12 midday, when there were 766 cars in the car park (98% occupancy). Over this period the average number of cars in the car park in the first hour recorded was 230 (29%) cars and for the last hour it was ten (10) (1.3%) cars.

3.6. Council officers staff the Centrepoint Shopping Centre parking desk daily however security arrangements within the centre are provided by the Shopping Centre Management. City of Hobart (City) funded security personnel assist with manual locking of the car park entry gate of an evening. There is current CCTV coverage of the shopping levels of the centre including the current pay station, and at the vehicle car park entry gate.

3.7. The main impediment to extending the Centrepoint Car Park operating hours is that access to the car park and the pay station is via the Shopping Centre, so alternate access arrangements or Centre Management support is required to achieve this outcome. Based on this, three options were explored:

3.7.1. Option 1 - Relocation of the existing pay station into Bidencopes Lane entry area and installation of a new door to separate the ground floor lift access and pay station from the Centrepoint retail area after hours.

3.7.2. Option 2 - Construction of an external access ramp to provide customers with access to the car park that does not require access through the Shopping Centre.

3.7.3. Option 3 - Negotiate with Centre Management to identify a solution that involves customers accessing the car park through the Shopping Centre and addresses concerns of Centre Management and tenants.

3.8. To investigate the options 1 and 2, Council officers engaged an external consultant to ascertain what building code impediments may exist.

3.9. The advice from the external consultant drew attention to emergency exit considerations, existing non-compliant wheelchair access ramps, limitations on existing lift access and limitations on access from other existing entrances.

3.10. Initial consultation with Centrepoint Centre Management indicated a preference for Option 3. Subsequent feedback following a meeting of the Centrepoint Board of Directors indicated concerns with this option and a preference for further work to be done on a more permanent solution.

3.11. Based on this initial feedback a concept design was prepared by the City’s Design Services Team for an internal auto-door solution (Option 1), and this was shared with the Centrepoint Centre Management. However, the internal auto-door is not a feasible option as the design solution is not compliant with disability access requirements. Hence, this option was not considered further.

3.12. Option 2 - the Design Services Team developed an early concept design (Attachment A) that investigates wholly external access to the car park option, alleviating any need for access to the retail area of the Shopping Centre. This concept design details the construction of new accessibility compliant ramps from Victoria Walk directly into the car park on Level 1, whilst still allowing the existing access to the Shopping Centre. Under this option, customers would have access to the car park where they could validate their parking tickets at a new (or relocated) ticket machine on the first car park deck level. Customers could then proceed to their cars via the existing lifts or stairs.

3.13. Costing has not been obtained for Option 2 but is expected to be several hundred thousand dollars. Subject to longer term funding availability and a decision of Council to progress, this option would allow the car park to be operated independently of the Shopping Centre and importantly allow universal access to it. However, given the cost it is not considered a viable short-term option. An amount of approximately $150,000 is proposed in the 2025-26 Financial Year to undertake the design phase for the development of a new walk ramp into Centrepoint Car Park.

3.14. With the above cost limitations in mind, Council officers revisited Option 3 with Centre Management, to better understand the reasoning behind the concerns that were raised. The proposal that was put to Centre Management was for the car park to be open for an additional hour each day, Monday to Friday, and with the existing weekend operating hours to remain as is. Therefore, if supported by all parties, the revised Monday to Friday opening hours of the car park would be 7.30 am to 7.15 pm. Provided below is a summary of the concerns raised by Centre Management that would need to be addressed if they are to provide their support:

3.14.1. Security was raised as the biggest concern, in particular the rise of anti-social behaviour in the centre and the concern about this increasing if stores are closed but the centre is still open for car park access.

3.14.2. Increase in certain centre operational expenses associated with extended opening hours, e.g. electricity and cleaning costs caused by a delayed start.

3.14.3. Liability and responsibility for after-hours access and any damages that may occur.

3.15. To progress these negotiations and determine whether the concerns raised are insurmountable or not, Council officers met with Centre Management to explore solutions. Centre Management indicated that if Council was to cover an agreed cost for the above, then that could be an agreement they and their tenants could support.

3.16. With this in mind, Council officers, following negotiation with Centre Management, have determined the approximate annual costings follows:

3.16.1.1. Additional security = $32,500

3.16.1.2. Electricity contribution = $23,000

3.16.1.3. Cleaning contribution = $20,000

3.16.1.4. Staffing cost = nil additional staffing costs

3.16.1.5. Total = $75,500

3.16.2. There is no current funding source to cover this additional cost. However, the revenue generated by opening the car park for another hour may assist to cover the cost, but this is not guaranteed.

3.16.3. To offset the costs, it is proposed to introduce 70 long-term parking permits to Centrepoint.

3.16.3.1. The proposed cost of the permit is proposed in the Fees and Charges for the 2025-26 Financial Year operating budget, for Council’s consideration.

3.16.3.2. The proposed cost of $359 (incl. GST) per calendar month. Subject to sale, this number of permits would generate more than sufficient revenue to offset any costs.

3.16.3.3. The introduction of long-term parking permits are proposed to be reviewed annually, with no more than 70 long-term parking permits proposed to minimise the impact on short-term parking provision.

Argyle Street Car Park

3.17. Overview

3.17.1. Location: 38 Argyle Street, Hobart

3.17.2. 1,133 parking spaces available, plus two (2) EV charging bays.

3.17.3. The current hours of operation for the Argyle Street Car Park are:

3.17.3.1. Seven (7) days a week, 7 am to 10 pm.

3.17.4. Budget Summary for 2024-25 Financial Year as at 30 April 2025:

3.17.4.1. Revenue Current Annual Budget: $5,107,806

3.17.4.2. Revenue Year to Date: $4,839,263

3.17.4.3. Expenses Current Annual Budget: $900,643

3.17.4.4. Expenses Year to Date: $842,475

3.17.4.5. Summary – the car park is approx. $500k ahead of its revenue target, and on track to deliver a $4.2 operating return for Council.

3.18. Occupancy Summary

3.18.1. Council officers maintain a record of occupancy data for each of the multi-storey car parks, a summary of this for January to April 2025 is provided below.

3.18.2. The average number of cars in the car park from January to April over the course of each day is 521 cars (46%). The busiest time of the day is 11 am until 2 pm most days. The busiest day in the Argyle Street Car Park over these four (4) months was on 16 January between 11 am and 1 pm, when there were 1,131 cars in the car park, and the same number for three (3) days in March (99% occupancy). Over this period the average number of cars in the car park in the first hour recorded was 493 cars (44%) and for the last hour it was 37 cars (3%). These numbers support the fact that the demand in the morning at this car park is high.

3.18.3. There is the potential to extend the operating hours for Argyle Street Car Park and improve the availability for the community, but in particular to address an identified need for the Royal Hobart Hospital (RHH) and the Australian Nursing and Midwifery Federation (ANMF) staff that work in close proximity to this car park.

3.18.4. Feedback from the public and more specifically the RHH and the ANMF have been ongoing for at least the last ten (10) years. The primary concerns, which form the major rationale for this proposal to extend car park operating hours, is as follows:

3.18.4.1. 50% of respondents of an ANMF survey (December 2023) park at Market Place, which has capacity challenges for the 7 am and 1.30 pm shift commencements.

3.18.4.2. The lack of longer-term off-street parking within accessible walking distance requires remaining staff to park elsewhere, predominantly Domain/TCA and on street parking.

3.18.4.3. According to the ANMF survey, 63% of respondents have been late for a clinical handover because of parking difficulties, while 62% have experienced emotional distress and/or physical injury because of parking difficulties in the CBD at the time required. A further, 76% of respondents feel concern for their personal safety whilst walking between their car and work during these times.

3.18.5. The Council operated car park on Argyle Street opens at 7 am, and often there are cars queued up waiting to enter the car park before 7 am, which supports the above research and suggests there is a need to open the car park earlier.

3.18.6. A recent complaint suggests that the commencement time of many surgeries/procedures at RHH and the Private Hospital means there is a need for the car park to open earlier, at a suggested time of 6.30 am.

3.18.7. If Council were to approve extending the operating hours by 30 minutes and open the car park at 6.30 am there would be no financial impact relative to the supply of staff.

3.18.8. The current Enterprise Bargaining Agreement defines the normal hours of operation for car park staff as 6 am till 6 pm. As a result, the AM staffing shift would be adjusted to facilitate the earlier opening time of the car park.

Hobart Central Car Park

3.19. Overview

3.19.1. Location: 60 Melville Street, Hobart

3.19.2. 470 parking spaces available, plus two (2) EV charging bays.

3.19.3. The current hours of operation for the Hobart Central Car Park are:

3.19.3.1. Monday to Friday 7.45 am to 6.30 pm

3.19.3.2. Saturday 8.30 am to 5.30 pm

3.19.3.3. Sunday 7.45 am to 4.40 pm

3.19.4. Budget Summary for 2024-25 Financial Year as at 30 April 2025:

3.19.4.1. Revenue Current Annual Budget: $1,782,660

3.19.4.2. Revenue Year to Date: $1,540,621

3.19.4.3. Expenses Current Annual Budget: $399,303

3.19.4.4. Expenses Year to Date: $327,944

3.19.4.5. Summary – the car park is on track to deliver the projected operating return of approx. $1.4 million.

3.20. Occupancy Summary

3.20.1. Council officers maintain a record of occupancy data for each of the multi-storey car parks, a summary of this for January to April 2025 is provided below.

3.20.2. The average number of cars in the car park from January to April over the course of each day is 231 cars (49%). The busiest time of the day is 11 am until 2 pm almost every day. There were ten (10) days in February, five (5) days in March and seven (7) days in April where Hobart Central Car Park was at capacity for a period of time. Over this timeframe, the average number of cars in the car park in the first hour recorded was 217 cars (46%) and for the last hour it was 54 cars (11%). These numbers are relatively high for the first and last hour for a car park with the capacity that Hobart Central has. It is believed this is connected to the overnight vehicles parked by Crowne Plaza Hotel.

3.21. There is no demonstrated need to amend the operating hours of the Hobart Central Car Park, so this report recommends that the operating hours remain the same, but that it be reviewed annually along with the other car parks.

3.22. Future Opportunities

3.22.1. This report seeks Council endorsement of changes to the operating hours for the Centrepoint and Argyle Street Car Parks and no specific changes for Hobart Central Car Park.

3.22.2. However, at times when major events are happening in Hobart there may be the need or opportunity to extend the hours to meet the needs of that event. Should this be able to be achieved at no nett cost to Council, it is proposed that the Chief Executive Officer be approved to amend the car parks’ operating hours.

Future State of Parking

3.23. There is a proposed action in the 2025-26 draft Annual Plan to ‘commence research an engagement for the development of The Future State of Parking report that explores and guides how on and off-street parking will evolve in Hobart between 2027 and 2037.’

3.24. Engagement will be undertaken with Elected Members on this work, with it anticipated to include a wide range of topics from operating hours, pricing structures and technology solutions to help ensure the City’s parking services are innovative and customer focused.

4. Legal, Risk and Legislative Considerations

4.1. The main risk identified relates to the financial risk associated with the cost of implementing the proposed changes. This risk is mitigated through the proposed revenue generation approach.

5. Strategic Planning and Policy Considerations

5.1. Pillar 5 of A Community Vision for Our Island Capital states that:

We are a city where everyone has effective, safe, healthy and environmentally friendly ways to move and connect, with people, information and goods, and to and through spaces and the natural environment. We are able to maintain a pace of life that allows us to fulfil our needs, such as work, study, business, socialising, recreation, accessing services, shopping, entertainment and spending time with loved ones.

5.2. This review and associated recommendations also aligns with the Hobart Transport Strategy 2024, with a particular alignment to the Parking and Kerbside Management Plan, and specifically the principle focused on the need to supply car parking that is dependable and reliable for people to plan trips and do business in the city.

6. Financial Viability

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue	9,549	9,549	9,549
Additional Revenue (approx.)		274	274
Total Revenue		9,823	9,823

Expenditure
Operating	1,733	1809	1809
Capital
Total Expenditure

Net Cost	7,816	8,014	8,014

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	0	0	0	0

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

6.1.1. The existing revenue and expenditure figures do not include any CPI or potential changes to the car parking fees and charges in the forward years, it is purely based on the 2024-25 revenue and proposed new fee for long-term parking of $359 (incl. GST).

6.1.2. The recommendation is to trial these changes over a two-year period, hence why there is no figures other than ‘Existing’ figures entered for 2027-28.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

3. Position Hobart as an enviable place to visit, live and do business.

6.3. Consultants

6.3.1. Consultants were used in exploring any issues that need to be considered as part of Option 1 and 2 relating to Centrepoint Car Park.

6.3.2. External consultants will not be required to implement the recommendations of this report.

7. Community and Business Engagement and Collaboration

7.1. Engagement has been undertaken with the Centre Management of Centrepoint Shopping Centre, who have in turn discussed the proposed changes with their tenants.

7.1.1. Communication will be maintained with Centre Management throughout the proposed two-year trial at Centrepoint Car Park and should there be any other proposed changes to the car park’s operating hours.

7.2. In relation to the proposed changes at Argyle Street Car Park, initial discussions were held with Sultan Holdings in mid-2024, and the ANMF undertook a survey with RHH staff, which has been referred to in this report.

8. Innovation and Continuous Improvement

8.1. If the proposed changes are endorsed by Council, signage will be updated to reflect the proposed changes, as will the City’s website.

8.2. Communications will also be sent out via relevant e-newsletters and social media platforms.

8.3. A letter of advice will be prepared to the ANMF outlining the changes proposed at the Argyle Street Car Park.

8.4. As outlined in the report, the operating hours of the car parks will be reviewed annually, and other continuous improvement opportunities will be captured in the Future State of Parking report being prepared during the 2025-26 Financial Year.

Nick McGuire

Manager Economic Development

Ben Artup

Director Community and Economic Development

Date: 21 May 2025

File Reference: F25/34271

Attachment a: Centrepoint Ramps Concept (Supporting information)

Item No. 17

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: Procurement - Quotation Exemption Report

REPORT PROVIDED BY: Manager Rates, Procurement and Risk

Director Corporate Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to provide a list of exemptions from the requirement to seek three written quotations granted for the period 1 January to 31 March 2025 for the information of Elected Members.

1.2. The community benefit is providing transparency and delivering best value for money through strategic procurement decision-making.

2. Recommendation

That the Council note the exemption granted from the requirement to seek three written quotations for the period 1 January to 31 March 2025, marked as Attachment A to this report.

3. Discussion and Background

3.1. It is a legislative requirement that Council establishes and maintains procedures for reporting by the Chief Executive Officer to Council in relation to the purchase of goods, services or works where a public tender or quotation process is not used.

3.2. At its meeting on 19 March 2018, the Council resolved inter alia that:

3.2.1. A report of exemptions granted from the requirement to seek 3 written quotes be presented to the Finance and Governance Committee as at 31 March, 30 June, 30 September and 31 December each year.

3.3. A report outlining the quotation exemptions from the requirement to seek three written quotes granted during the period 1 January to 31 March 2025 is attached – refer Attachment A.

3.4. As outlined in the City’s Code for Tenders and Contracts (the Code) where a Council Contract does not exist the City will seek a minimum of three written quotes for procurements between $50,000 and $249,999.

3.5. There may be occasions where, for a number of reasons, quotation(s) cannot be obtained / sought from the market or where doing so would have no additional benefit to the City or the market.

3.6. Therefore, exemptions from the requirement to seek written quotes can be sought from the Network Director but only if an acceptable reason exists as outlined in the Code, as follows:

(a) where, in response to a prior notice, invitation to participate or invitation to quote:

- no quotations were submitted; or

- no quotations were submitted that conform to the essential requirements in the documentation;

(b) where the goods, services or works can be supplied only by a particular supplier and no reasonable alternative or substitute goods, services or works exist e.g. a sole supplier situation exists;

(c) for additional deliveries of goods, services or works by the original supplier that are intended either as replacement parts, extensions or continuing services;

(d) where there is an emergency and insufficient time to seek quotes for goods, services or works required in that emergency;

(e) for purchases made under exceptional circumstances, deemed reasonable by the responsible Director (under review).

(f) where a quotation was received within the last 3 months for the same goods, services or works (e.g. a recent value for money comparison was made);

(g) for purchases made under exceptionally advantageous conditions that only arise in the very short term, such as from unusual disposals, liquidation, bankruptcy or receivership and not for routine purchases from regular suppliers; or

(h) for a joint purchase of goods or services purchased with funds contributed by multiple entities, where Council is one of those entities and does not have express control of the purchasing decision.

3.7. For the period 1 January to 31 March 2025 there was one exemption granted, where expenditure was between $50,000 and $249,999 and therefore three written quotations were required to be sought in line with the Code.

3.8. The exemption was granted on the grounds that it was additional deliveries of services by the original supplier intended as extensions or continuing services.

3.9. It is proposed that the Committee note the exemption granted from the requirement to seek three written quotes for the period 1 January to 31 March 2025.

3.10. As outlined in the Code, quotation exemptions for a value under $50,000, that is where 1 or 2 written quotations are required to be sought but an exemption from that requirement has been granted by the relevant Network Director, have been reported to the Chief Executive Officer.

3.11. All approvals for the exemptions from the requirement to Tender are sought and reported through the formal Council approval processes.

4. Legal, Risk and Legislative Considerations

4.1. Regulation 28 of the Local Government (General) Regulations 2015 states that the Council’s Code for Tenders and Contracts must (j) establish and maintain procedures for reporting by the general manager to the council in relation to the purchase of goods or services in circumstances where a public tender or quotation process is not used.

5. Strategic Planning and Policy Considerations

5.1. The City’s Code for Tenders and Contracts is referenced in this report as it provides a framework for best practice procurement and sets out how the City will meet its legislative obligations in respect to procurement, tendering and contracting.

5.2. This report is consistent with strategy 8.2.6 in the City of Hobart Capital City Strategic Plan 2023, being:

5.3. Delivery high quality and timely procurement to support the delivery of programs, projects and services while achieving value for money.

6. Financial Viability

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue	N/A	N/A	N/A	N/A
Existing Revenue
Additional Revenue
Total Revenue

Expenditure	N/A	N/A	N/A	N/A
Operating
Capital
Total Expenditure

Net Cost

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE	N/A	N/A	N/A	N/A

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

6.1.1. There are no financial, FTE or asset implications arising from this report.

6.1.2. All expenditure noted in the attached listing of quotation exemptions granted was funded from the 2024-25 budget estimates.

Lara MacDonell

Manager Rates, Procurement and Risk

Michael Reynolds

Director Corporate Services

Date: 20 May 2025

File Reference: F25/33923

Attachment a: Report - Quotation Exemption Granted (3 Quotes) 1 January to 31 March 2025 (Supporting Information) (Supporting information)

Item No. 18

Agenda (Open Portion)

Council Meeting

Page 1

26/5/2025

REPORT TITLE: Quarterly Financial Report - 31 March 2025

REPORT PROVIDED BY: Chief Financial Officer

1. Report Summary and Key Issue

1.1. The purpose of this report is to provide Council with the quarterly financial report as at 31 March 2025.

1.2. As at 31 March 2025:

1.2.1. the City is reporting a surplus of $18 million when compared to the year-to-date budget for operating activities;

1.2.2. the full year operating budget is forecast to be a surplus of $8.5 million;

1.2.3. the City had spent $15.3 million, or 40.7 per cent of the full year Budget for capital activities, including plant and equipment.

1.3. Operating Activities:

1.4. Year-to-date Variations:

1.4.1. As at 31 March 2025, Revenue is $9.5 million above budget. This is primarily due to:

1.4.1.1. Rates and Charges is $7.7 million above budget, reflecting customers who pay their full rates quarterly;

1.4.1.2. Interest revenue is $1.5 million above budget, primarily due to interest rates remaining high;

1.4.1.3. Other Fees and Charges is $1.1 million above budget, primarily from planning fees and fees associated with the Doone Kennedy Aquatic Centre; and

1.4.1.4. Operating Grants is $652,000 above budget, due to additional grant funding being received for the Disaster Ready Funding and the Youth Climate Action Grant that were not budgeted.

1.4.1.5. The increases are partly offset by Fines, which are $2.4 million below budget.

1.4.2. As at 31 March 2025, Expenditure is $12 million below budget. This is primarily due to:

1.4.2.1. $5.4 million in Labour expenditure reflecting vacancies across the organisation;

1.4.2.2. $2.7 million in Materials and Services predominately related to lower contractor payments; and

1.4.2.3. $1.8 million in Depreciation which is reflective of a timing issue.

1.5. Operating Variation Requests

1.5.1. The following amendments to the 2024-25 Budget Estimates are proposed:

Entry No.	Category	Net Amount ($’000)	Transfer From	Transfer To	Reason
1.	Operational Revenue Increase	$238,536		Youth Climate Action	To record the revenue budget for the Youth Climate Action Grant.
1.	Operational Expense Increase	$238,536		Youth Climate Action	To record the expenditure budget for the Youth Climate Action Grant.
2.	Operational Revenue Increase	$187,808		Disaster Ready Funding	To record the revenue budget for the Disaster Ready Funding Grant.
2.	Operational Expense Increase	$187,808		Disaster Ready Funding	To record the expenditure budget for the Disaster Ready Funding Grant.

1.6. Capital Activities:

1.6.1. Revenue and expenditure adjustments:

1.6.2. Capital expenditure adjustments by category:

Note: The above table shows expenditure only by capital category.

1.6.3. As at 31 March 2025, the Capital Works Program expenditure of $15.3 million was $16.2 million below the year-to-date budget.

1.6.4. At the end of the March 2025 quarter, 40.7 per cent of the total budget capital budget of $37.6 million has been expended.

1.7. Capital Variation Requests

1.7.1. The proposed capital variation requests (Attachment A) reduce the total revenue and expenditure budgets by $2.4 million.

1.7.2. Attachment A details the variation requests and the reason for the proposed adjustments.

1.8. Loans and Investments

1.8.1. As at 31 March 2025, the City had:

1.8.1.1. Four loans with an outstanding balance of $36.8 million;

1.8.1.2. 21 term deposit investments, with the total invested being $69 million; and

1.8.1.3. $32.3 million in cash, in addition to the investments, which includes $1.9 million in the Heritage Account.

2. Recommendation

That:

1. The Quarterly Financial Report for the period ending 31 March 2025 be noted; and

2. The proposed operational and capital variation requests to the 2024‑25 Budget Estimates be approved:

(i) Operational Variations:

Entry No.	Category	Net Amount ($’000)	Transfer From	Transfer To	Reason
1.	Operational Revenue Increase	$238,536		Youth Climate Action	To record the revenue budget for the Youth Climate Action Grant.
1.	Operational Expense Increase	$238,536		Youth Climate Action	To record the expenditure budget for the Youth Climate Action Grant.
2.	Operational Revenue Increase	$187,808		Disaster Ready Funding	To record the revenue budget for the Disaster Ready Funding Grant.
2.	Operational Expense Increase	$187,808		Disaster Ready Funding	To record the expenditure budget for the Disaster Ready Funding Grant.

(ii) Capital Variations:

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
1.	Capital Transfer	$0	Program Contingency FY24/25 $15,000	DKHAC Rear Courtyard Renewal $15,000	Renewal of rear courtyard area at DKHAC to allow public use.
2.	Capital Transfer	$0	DKHAC Condition and Compliance Upgrades $250,000	Program Contingency FY24/25 $250,000	Project completed under budget and so savings are returned to contingency.
3.	Capital Transfer	$0	Program Contingency FY24/25 $200,000	Computer network upgrades at multiple sites $200,000	Upgrade of ICT networks at several sites, particularly Cleary’s Gates. This will assist with the improvement of other infrastructure, for example CCTV, alarm systems and fibre optic cabling.
4.	Capital Transfer	$0	Rosehill Crescent - No. 28 to No.38 – Overlay $79,525	Program Contingency FY24/25 $79,525	The scope and construction drawings have not been finalised due to a conflict with a stormwater project at the same location. The stormwater works must be completed before the overlay work can proceed. These stormwater works are scheduled for completion in 2025-26.
5.	Grant Funding Decrease	$2,500,000	Greater Hobart Ferry Service Expansion $2,500,000	2025-26	Due to the complexity with delivery of works, the project construction will begin in 2025-26.

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
5.	Capital Expenditure Decrease	$2,500,000	Greater Hobart Ferry Service Expansion $2,500,000	2025.26	Due to the complexity with delivery of works, the project construction will begin in 2025-26.
6.	Capital Transfer	$0	Program Contingency FY24/25 $40,000	Access & Identity Control Upgrade for Buildings $40,000	Replace the out-of-date Access Control system used at the Town Hall and Council Centre and install the Integriti equipment that has already been purchased.
7.	Grant Funding Increase	$500,000		Wellesley Park Sports Ground Amenities Upgrade $500,000	This project is a South Hobart Football Club driven project supported by City. It is fully grant funded and is a commitment from State Government.
7.	Capital Expenditure Increase	$500,000		Wellesley Park Sports Ground Amenities Upgrade $500,000	This project is a South Hobart Football Club driven project supported by City. It is fully grant funded and is a commitment from State Government.
8.	Capital Transfer	$0	Program Contingency FY24/25 $100,000	Town Hall Basement Lift Lobby Fitout Renewal $100,000	Renewal of the Town Hall Basement Lift Lobby to ensure it is DDA compliant. The project includes a new door for disability access.
9.	Capital Transfer	$0	Program Contingency FY24/25 $220,000	Multi Story Car Park Infrastructure Replacement $220,000	Entry gates and ticket machine replacement – Centrepoint & Hobart Central car park.
Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
10.	Grant Funding Decrease	$210,000	DKHAC Spa, Steam Rm, Sauna amenity-plant upgrade $210,000		Works delayed due to need to complete community engagement and limited capacity to complete design to enable works. Project to be undertaken in 2025-26.
10.	Capital Expenditure Decrease	$210,000	DKHAC Spa, Steam Rm, Sauna amenity-plant upgrade $210,000		Works delayed due to need to complete community engagement and limited capacity to complete design to enable works. Project to be undertaken in 2025-26.
11.	Capital Transfer	$0	Program Contingency FY24/25 $115,000	Hobart Rivulet - Gore Street Debris Irons Renewal $115,000	The project involves 30 core drilling tasks, to be carried out by an external contractor. Through market testing conducted by the procurement team, the project team identified a limited number of available contractors for the core drilling works and received two submissions with closely matched prices. However, the quoted prices were 80 per cent higher than the initial estimated cost so this is an additional allocation from the contingency to complete the project.
12.	Capital Transfer	$0	Goulburn St - Forest to Cavell - Joint Treatment and Overlay $205,541	Program Contingency FY24/25 $205,541	Return $205,541 to the contingency as an increased allocation from the Federal Government Road to Recovery funding for 2024‑25. The total grant allocation is $890,673.

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
12.	Grant Funding Increase	$205,541		Goulburn St - Forest to Cavell - Joint Treatment and Overlay $205,541	Grant funding increase of $205,541, because of an increase in Road to Recovery funding from the Australian Government in 2024-25.
12.	Capital Expenditure Increase	$205,541		Goulburn St - Forest to Cavell - Joint Treatment and Overlay $205,541	Grant expenditure increase of $205,541, as a result of an increase in Road to Recovery funding from the Australian Government in 2024-25.
13.	Grant Funding Increase	$19,968		Rose Garden Bridge Handrail Defects $19,968	Contribution received from the contractor Downer/VEC.
13.	Capital Expenditure Increase	$19,968		Rose Garden Bridge Handrail Defects $19,968	Contribution received from the contractor Downer/VEC.
14.	Capital Transfer	$0	Program Contingency FY24/25 $106,627	New Town Rd Bridge $106,627	There was a change of scope from shotcrete abutment walls to 32MPa reinforced concrete in the detailed design. The tender price was based on shotcrete walls.
14.	Capital Transfer	$0	Program Contingency FY24/25 $29,519	New Town Rd Bridge $29,519	Install additional 110 No. weep holes along tunnel arch as per Issued for Construction Drawings.
Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
14.	Capital Transfer	$0	Program Contingency FY24/25 $13,441	New Town Rd Bridge $13,441	Additional cost for investigation and verification of foundation materials.
15.	Capital Transfer	$0	Program Contingency FY24/25 $60,000	Domain Slipway Stormwater Extension $60,000	A joint project with TasWater, funded 50:50 to extend the existing stormwater pipe.
15.	Grant Funding Increase	$60,000		Domain Slipway Stormwater Extension $60,000	Grant revenue increase from the contribution from TasWater for the project.
15.	Capital Expenditure Increase	$60,000		Domain Slip water Stormwater Extension $60,000	Grant expenditure increase from the contribution from TasWater for the project.
16.	Capital Transfer	$0	Program Contingency FY24/25 $60,000	Matilda Pontoon Repairs $60,000	Funding allocated to prevent the Matilda pontoon from sinking.
17.	Capital Transfer	$0	Pinnacle Road Guard Rail Stage 3 Design $105,000	Program Contingency FY24/25 $105,000	Project cancelled due to the complexities of the work. Further investigation work is required to determine the best approach for Stage 3.

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
18.	Grant Funding Decrease	$130,000	Huon Road Shoulder 24-25 $130,000		Grant funding from State Government withdrawn, project cancelled.
18.	Capital Expenditure Decrease	$130,000	Huon Road Shoulder 24-25 $130,000		Grant funding from State Government withdrawn, project cancelled.
19.	Capital Transfer	$0	Murray St - Warwick to Patrick – Overlay $416,000	Program Contingency FY24/25 $416,000	Project put on hold due to impending stormwater works in the area.
20.	Capital Transfer	$0	DKHAC Chemical Delivery Area-Vehicle Bay Fit out $4,223	Program Contingency FY24/25 $4,223	Project was completed under budget. Remaining funds returned to the contingency.
21.	Capital Transfer	$0	DKHAC 50m Pool UV filter replacement $60,000	Program Contingency FY24/25 $60,000	Project was completed under budget. Remaining funds returned to the contingency.
22.	Capital Transfer	$0	DKHAC Expansion Joints Renewal-pools grandstand $27,270	Program Contingency FY24/25 $27,270	Project was completed under budget. Remaining funds returned to the contingency.

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
23.	Capital Transfer	$0	Program Contingency FY24/25 $35,000	Lefroy Street Public Car Park Extension $35,000	Vehicles have been hitting the boundary fence and popping out panels. This project is for repairs that will strengthen the fence, reducing the risk of panels popping out when hit by vehicles.
24.	Grant Funding Increase	$43,025		South Hobart Oval Courts Upgrade $43,025	Grant funding increase to undertake the South Hobart court upgrades.
24.	Capital Expenditure Increase	$43,025		South Hobart Oval Courts Upgrade $43,025	Grant expenditure increase to undertake the South Hobart court upgrades.
25.	Capital Transfer	$0	Program Contingency FY24/25 $20,000	Knocklofty to McRobies Gully Connector $20,000	Heavy clay soil on an approximate 480m length of Track Section 1, required application of a degraded dolerite sub-base material.
26.	Capital Transfer	$0	Program Contingency FY24/25 $155,000	Argyle St Car Park Concrete Remediation L1-3 $155,000	The project is approximately 30 per cent complete. Finalising the scope of work required with the external contractors.
27.	Grant Funding Decrease	$455,000	Queenborough Oval Changerooms Redevelopment $455,000		Contractor's recent forecast based on the current work progress has shown a reduction in total expected expenditure for 2024-25. It is proposed to transfer $455,000 to 2025-26.
Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
27.	Grant Expenditure Decrease	$455,000	Queenborough Oval Changerooms Redevelopment $455,000		Reduce grant expenditure in 2024-25 based on contractor’s recent advice.
28.	Capital Transfer	$0	Brooker Avenue Pedestrian Bridge - Debris Mesh $90,000	Program Contingency FY24/25 $90,000	Construction is unlikely to occur in 2024-25 while options are being considered for installing debris mesh under the pedestrian bridge to improve debris capture.
29.	Capital Transfer	$0	Program Contingency FY24/25 $160,000	Cooling Unit Replacement - Town Hall IT Data Centre $160,000	Project to replace the two cooling units in the main data centre in Town Hall. The Town Hall data centre runs most of the servers, disk storage and phone system, which produce large amounts of heat. The equipment in this room is critical to IT operations at Council. The current cooling units are end of life and recently one of the cooling units failed and the data centre is currently running off a single unit. Should the working unit fail, IT operations at Council will be severely impacted. A risk assessment was undertaken, and it was rated as outside the risk appetite of council.
30.	Capital Transfer	$0	Program Contingency FY24/25 $75,500	TCA Ground - Western Changerooms Upgrade $75,500	The Hobart Football Club received a grant which did not cover the total project costs. A request was made to Council to contribute $25,000. This request has now increased to $75,500.
Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
31.	Capital Transfer	$0	Program Contingency FY24/25 $22,400	Dunn Place EV Charger Replacement $22,400	Replacement of EV charger in Dunn Place car park that has repetitively failed.
32.	Capital Transfer	$0	Program Contingency FY24/25 $115,965	Collins Street Streetscape Improvement $115,965	Additional funding is required to complete the streetscape related works and traffic signal changes as outlined below. Outdoor Dining Infrastructure ($55,956), Traffic Signal Modifications ($20,000), Additional Project Management ($10,000). Total = $85,965 There is an additional $30k request for parking sensor removal & installation. The total request is now $115,965.
33.	Capital Transfer	$0	Program Contingency FY24/25 $29,000	New Town Sporting Precinct DA $29,000	Preparation of documentation ready for DA for the New Town Sporting Precinct. The New Town Sports Precinct includes the New Town Oval, Buckingham Bowls Club, Hobart Netball and Sports Centre, New Town Croquet Club and the only cycling track in the south of the state. The request has now been revised to a total of $533,000, $29,000 in 2024‑25 and $504,000 in 2025‑26 (including planning fees $45,000).

Item No.	Category	Net Amount	Transfer From	Transfer To	Reason
34.	Capital Transfer	$0	Program Contingency FY24/25 $5,000	Self’s Point Basketball Facility DA $5,000	Allocation of $284,000 towards funding the preparation of DA. This has now been revised to $85,000 in 2024-25 and $224,000 in 2025‑26 (including planning fees $30,000). Total $309,000 (including $80,000 contribution from State Government).
34.	Grant Funding Increase	$80,000		Self’s Point Basketball Facility DA $80,000	Grant revenue increase from the contribution from State Government for the project.
34.	Capital Expenditure Increase	$80,000		Self’s Point Basketball Facility DA $80,000	Grant expenditure increase from the contribution from State Government for the project.
35.	Capital Transfer	$0	Program Contingency FY24/25 $139,880	Lark Cellar Door Roof Replacement Proposal $139,880	To address ongoing water ingress caused by deteriorated laser light roofing over the Lark Distillery tenancy. As the building is Council-owned and heritage-listed, Council has committed to undertaking these works within the timeframe options provided by the tenant to ensure the building remains functional and protected.

3. Discussion and Background

3.1. Noted in the body of the report above.

4. Legal, Risk and Legislative Considerations

4.1. There are no Legal, Risk or Legislative considerations in regard to this report.

5. Strategic Planning and Policy Considerations

5.1. Pillar 8 – Governance and Civic Involvement:

5.1.1. Outcome 8.2 – Hobart is a city that delivers public value and excellence by being a financially responsible, high performing and accountable organisation that is responsive to the needs of the community.

6. Financial Viability

6.1. Financial Considerations:

	2024-25	2025-26	2026-27	2027-28
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue
Additional Revenue
Total Revenue

Expenditure
Operating
Capital
Total Expenditure

Net Cost

FTE Impact

	2024-25	2025-26	2026-27	2027-28

Change in FTE

Detail the change in the level of full-time equivalents within the group should the requested level of additional funding be required.

6.1.1. The quarterly financials, as at 31 March 2025 are presented in Section 1 – Report Summary and Key Issues.

6.2. City Economy Strategy:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart City Economy Strategy 2023 – 2028:

6.2.1.1. Strategic Pillar 3 – Position Hobart as an enviable place to visit, live and do business.

6.3. Economic Impact:

6.3.1. There are no Economic Impact matters regarding this report.

6.4. Consultants

6.4.1. No consultants were engaged in relation to this report.

7. Climate and Sustainability Considerations

7.1. There are no Climate and Sustainability considerations in relation to this report.

8. Community and Business Engagement and Collaboration

8.1. No community or business engagement is required from this report as it is providing an update on the financial performance as at 31 March 2025.

9. Innovation and Continuous Improvement

9.1. This report is only providing an update to Council on the financial performance of the City as at 31 March 2025.

Michelle Wickham

Chief Financial Officer

Date: 20 May 2025

File Reference: F25/35737

Attachment a: Capital Works Variation Requests - 31 March 2025
(Supporting information)

Strategic, Legislative and Policy Implications
Capital City Strategic Plan
Pillar:	8 – Governance and civic involvement We are a city of ethics and integrity. We govern with transparency and accountability, encouraging and welcoming active civic involvement. We collaborate for the collective good, working together to create a successful Hobart.
Outcome:	8.1 – Hobart is a city that is well governed that recognises the community as an active partner that informs decisions
Strategy:	8.1.2 – Ensure the needs of the community are well represented through effective advocacy and strong collaborative partnerships with key stakeholders and all levels of government.
Legislation and Policy
Legislation:	N/A
Policy:	City of Hobart International Relations Policy https://www.hobartcity.com.au/files/assets/public/v/2/council-meetings-aldermen/policies/policies-current/corporate-governance/international-relations-policy.pdf

Strategic, Legislative and Policy Implications
Capital City Strategic Plan
Pillar:	1 - We are a city of unique beauty, environment, heritage and people, built on a shared sense of ownership, pride and wonder. This spirit of place has been shaped by Tasmanian Aboriginal people for tens of thousands of years and continues to be shaped by all who have called Hobart home. It is developed jointly by community, private enterprise and government, valuing and enhancing our Hobart identity. 6 - We are a city whose people see ourselves as part of a beautiful and unique natural environment, from the mountain to the river, which embrace us and shape our identity. We are proud custodians and advocates, ensuring resources are appreciated rather than wasted, supporting biodiverse ecosystems in honour of past, current and future generations.
Outcome:	1.1 - Hobart keeps a strong sense of place and identity, even as the city changes. 6.1 - The natural environment is part of the city and biodiversity is conserved, secure and flourishing.
Strategy:	1.1.1 - Protect and enhance, core elements of Hobart identity – kunanyi / Mount Wellington, timtumili minanya / River Derwent, natural areas, green spaces and Hobart’s heritage, culture and human scale – so they continue to be valued as central features of Hobart’s landscape and social fabric. 6.1.1 - Strengthen open space connectivity, prioritising links between the river, city, bushland and the mountain, through acquisitions and other opportunities.
Legislation and Policy
Legislation:	Local Government Act 1993
Policy:	N/A

Strategic, Legislative and Policy Implications
Capital City Strategic Plan
Pillar:	Pillar 5 – Movement and Connectivity
Outcome:	An accessible and connected city environment helps maintain Hobart’s pace of life and ensuring that Hobart has effective and environmentally sustainable transport systems.
Strategy:	Hobart Transport Strategy 2024
Legislation and Policy
Legislation:	N/A
Policy:	N/A

Strategic, Legislative and Policy Implications
Capital City Strategic Plan
Pillar:	8 – Governance and Civic Involvement
Outcome:	8.2 - Hobart is a city that delivers public value and excellence by being a financially responsible, high performing and accountable organisation that is responsive to the needs of the community.
Strategy:	8.2.1 - Monitor and maintain financial sustainability into the future through responsible management of annual budgets, assets and long-term financial planning.
Legislation and Policy
Legislation:	Local Government Act 1993
Policy:	Council Borrowing Policy

Meeting: Council	Meeting date: 28 January 2025
Raised by: Councillor Elliot

Restrictions on the import, purchase or transport of certain goods