Agenda of The Hobart Workshop Committee Meeting

Item No. 6.2

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

12/5/2025

REPORT TITLE: North Hobart Neighbourhood Plan

REPORT PROVIDED BY: 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 review the North Hobart Neighbourhood Plan (Attachment A) prior to the Strategic Land use Planning team seeking endorsement of the Neighbourhood Plan at the 26 May 2025 Council meeting.

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. Workshop Purpose

2.1 To workshop and seek feedback from the Committee on the information provided in this report.

3. Discussion and Background

3.1. Background

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 offered an aspirational vision for North Hobart.

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

3.1.3. Council resolved on 20 September 2021, 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.

3.2. The 30-year Greater Hobart Plan is a whole-of-city guide to assist the development of transport, housing and employment growth and 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 population growth in Greater Hobart over the next 30 years. This growth is best placed in areas with high amenity and easily accessible 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 sought to address 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 to-date, 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 further public consultation.

3.6. Subsequent to 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.

3.7. 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

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

4. Discussion

The Plan includes Goals, Objectives, Strategies and Actions which will require implementation to achieve its intent. The goals and objectives are summarised 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.

4.1. 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, and Strategies.

Key projects include:

4.1.1. 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, landform, character, heritage and solar access.

The Built Form and Design Guidelines set out in this Plan consider factors like the local character, scale, landform, 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.

4.1.2. Wide Streets renewal and rezoning

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 the proposed bus rapid transit.

Rezoning these wider streets to the Mixed Use Zone to enable both residential and mixed use development is proposed to 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 draft 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.

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

4.1.3. Feasibility study for the Condell Place car park site

Development of the Condell Place car park site would provide opportunities to provide additional public open space, a community centre, lower level public car parking, and medium density, affordable and/or social 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. However, any other specific changes that are applied to this area, such as an increase to the permitted building height would need to 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, lower level, public car parking at a minimum of its current rate and a community facility to be included in any proposal for redevelopment of the site.

4.1.4. 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 is also 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.

4.1.5. 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 events, festivals and markets in the area.

4.1.6. North Hobart Oval Masterplan

A Masterplan is proposed to investigate the future role of the North Hobart Oval Sports and Community Precinct to meet future demand for public open space (beyond the current playing surface), community facilities and the existing sporting facilities. This is an important community precinct supporting community wellbeing.

Rezoning is proposed in this precinct 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 public open space and greening beyond the current playing surface, a community facility and retention and renewal of the Bowls Club within this precinct in the future.

5. Legal, Risk and Legislative Considerations

5.1. 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 Plan.

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

5.3. 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.

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

6. Strategic Planning and Policy Considerations

6.1. Capital City Strategic Plan 2023

The 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:

6.1.1. 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.

6.1.2. 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.

6.1.3. 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.

6.1.4. 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.

6.1.5. 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.

6.1.6. 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.

6.1.7. 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.

6.1.8. 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.

6.2. Regional, State and National Plans and Policies

6.2.1. 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

7. Financial and Economic Considerations

7.1. Financial Considerations:

7.1.1. 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

7.1.2. The Implementation Plan will outline a strategic approach to future requirements that may require funding in future years and this will be the subject of a further report similar to the approach taken with the development of the Central Hobart Plan.

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

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:

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.

7.3. Economic Impact:

7.3.1. 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.

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

7.4. Consultants

7.4.1. Council engaged a lead consultant, MGS Architects, to deliver the Plan who engaged directly a range of subject matter experts (subconsultants) to assist in developing the Plan. A range of both Tasmanian and National consultants were engaged through this process to ensure the appropriate subject matter experts with experience in structure plan development were engaged.

8. Climate and Sustainability Considerations

8.1. 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 project.

8.1.1. 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.

8.1.2. 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.

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

9. Community and Business Engagement and Collaboration

9.1. The City has implemented a thorough engagement process to guide the development of the Plan. This approach, led by the Strategic Land Use Planning team in conjunction with the community engagement team, 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.

9.2. Combining online platforms with face to face activities the City ensured there was 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.

9.3. A detailed Engagement Plan was developed by Council staff in consultation with the project lead consultant MGS Architects 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.

9.4. 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.

9.5. Engagement Phase 2: July to August 2024

· Six Presentations to Portfolio Committees.

· 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.

9.6. 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.

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

10. Implementation and Communications Plan

10.1. 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 Engagement Report attached.

10.2. 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.

10.3. 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.

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.

Jennifer Lawley

Manager Strategic Land Use Planning

Neil Noye

Director Strategic and Regulatory Services

Date: 5 May 2025

File Reference: F25/29337; 23/40

Attachment a: North Hobart Neighbourhood Plan (Supporting information)

Attachment b: North Hobart Engagement Report Dec 2024 (Supporting information)

Item No. 6.3

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

12/5/2025

Memorandum: Hobart Workshop Committee

Derwent River Ferry Expansion - Update

Purpose
The purpose of this paper is to provide an update on the project to develop additional passenger ferry terminals around the Derwent River to enable the expansion of passenger ferry services.

The paper also provides a summary of the recent community engagement process relating to the proposal to establish a new passenger ferry terminal at Lords Beach, Sandy Bay.

Background

The development of infrastructure to enable the expansion of the Derwent River Ferry Service is being progressed as a component of the Greater Hobart City Deal.

Governance arrangements are in place with the establishment of a Steering Committee comprising the CEOs of the Hobart City, Glenorchy City and Clarence City Councils and Kingborough Council, along with representatives of the Tasmanian Government.

Work commissioned by the councils during 2022/23 confirmed the need (as an initial priority) for new (or upgraded) terminals at Lindisfarne, Wilkinsons Point and Sandy Bay.

The report also identified the locations of Regatta Point, Kingston Beach, and Geilston Bay as priorities for development of infrastructure in a subsequent round.

The Tasmanian Government developed the draft River Derwent Ferry Service Master Plan which considered over thirty potential locations for new passenger ferry infrastructure on the Derwent River and shortlisted areas identified as a priority for development. The prioritised locations identified align with the councils’ priorities.

Following the initial investigations, local engineering firm Burbury Consulting was engaged by the councils to undertake a detailed assessment of each locality to identify the specific site, develop concept plans and P90 costings of the proposed infrastructure. Burbury Consulting was engaged by the Tasmanian Government to undertake the design development of the upgraded ferry terminal at Bellerive.

Local architectural firm Raum Studio (Martin Schmidt) has been engaged by the councils to undertake design work. Mr Schmidt has also been engaged by the Tasmanian Government to undertake the design of the new terminal proposed at Bellerive.

The use of these local firms provides the benefit of extensive local knowledge and consistency of the design for all terminals.

As advised previously, numerous sites in each of the locations identified by the councils were assessed against established criteria:

Wilkinsons Point

The existing council-owned jetty at Wilkinsons Point was assessed as the most appropriate site for development. The jetty required significant upgrade with improved connectivity to adjacent developments in the area.

Planning for the redevelopment of the existing jetty is underway with a concept design prepared and investigation into the necessary planning approvals progressing.

Lindisfarne

The assessment of the sites at Lindisfarne was complex with the assessment of two sites (Lindisfarne Sailing Club and Natone Bay) very close.

The Clarence City Council originally supported the Lindisfarne Bay Sailing Club option subject to community engagement. The engagement process resulted in concerns being raised, mainly from the Motor Yacht Club. Given the engagement outcomes the Clarence City Council amended its original design and now supports Natone Bay as the preferred location.

Detailed investigations were progressed on the Natone Bay site, and it has been determined that the site is suitable to support the establishment of the infrastructure proposed. Planning is now underway to clarify (and quantify) the onshore works required to enable connectivity between the catchment and the new terminal.

A planning consultant has also been engaged to establish the process required to secure a planning permit for the Natone Bay site.

Sandy Bay

As advised previously, a number of sites were assessed at Sandy Bay with two sites subject to a more detailed assessment following the Council’s decision of 24 June 2024.

Whilst Wrest Point was originally the preferred location, but the site was ruled out by the property owner, therefore, planning for the Lords Beach option was progressed.

The Lords Beach site was subject to a detailed technical assessment against a list of criteria which included:

· Navigable water depth

· Environmental exposure

· Coastal Dynamics

· Proximity to public transport connectivity

· Proximity to recreational, educational facilities

· Land tenure

· Likely construction costs

Given a positive assessment the site was identified by the Council as preferable to enable the completion of a community engagement process.

Community Engagement

Nationally recognised engagement firm Capire was engaged to undertake the consultation with the community in partnership with the City of Hobart’s community engagement staff.

The engagement objectives of the Derwent River Ferry Service Expansion engagement program was to establish how the community feels about both the site and the terminal design and bring the community voice to help inform Elected Member deliberations.

The engagement process sought to:

· Provide the community with clear and accessible information, including how the site was selected, terminal locations considered and their trade-offs, potential contribution of the new terminal to Hobart’s long-term transport network.

· Explore and understand community values and priorities for Sandy Bay and what they consider important for the local area.

· Understand and address community concerns related to the project.

Engagement took place over three weeks from 5 March to 30 March 2025 with feedback received from 467 participants who were engaged across a range of activities. The engagement aimed to reach a broad and diverse cross-section of the community with targeted outreach to local residents, students, businesses, and culturally diverse groups.

Engagement activities included online and in-person surveys, written submissions, one-on-one conversations with local residents, pop-up activities, intercept surveys, and focus groups. Palawa engagement was conducted concurrently by an independent Tasmanian Aboriginal consultant.

Survey participants expressed general support for the proposed location at Lords Beach with 64 per cent of Sandy Bay residents and 71 per cent of broader community respondents indicating support for the project. Importantly, only 22 per cent and 19 per cent of respondents did not support the project.

A number of other key themes were identified throughout the engagement process, including:

· Ferry travel offers an alternative transport option in Sandy Bay and a more reliable and enjoyable way to travel.

· Sustainability and environmental benefits resulting in reduced car dependency, lower emissions as well as supporting broader climate goals.

· Economic and tourism opportunities resulting in more visitors to Sandy Bay.

· Concerns around parking and traffic congestion.

· Insufficient demand for a ferry service in Sandy Bay.

· Questions about the demand for a ferry service in Sandy Bay.

· Potential for a negative effect on the quiet, residential character of the immediate area, including issues relating to potential safety and security risks.

Further consideration of this matter by Council will need to identify strategies to help mitigate the concerns identified.

details in this regard will be presented as part of the final engagement report at the May Council meeting.

A number of residents living in close proximity to the proposed site have expressed strong opposition to the proposal.

Financial Impacts

In the lead up to the 2022 Federal Election, the Labor Party announced a funding commitment of $20M to develop infrastructure that would facilitate the expansion of a ferry service on the Derwent River. After winning the election, the Labor Government confirmed the availability of the capital funding in the October 2022 budget.

Following a protracted application process, the Australian Government funding was secured and a grant deed executed accordingly. As the Greater Hobart councils are not an incorporated group, the grant deed is with the City of Hobart. The Tasmanian Government also made a commitment to the enhancement of the existing ferry service (from the CBD to Bellerive) with a commitment of $19.5M to upgrade facilities at Bellerive and operate the service.

It is important to note that there is no direct investment to be provided by Local Government for the operation of the service as the network operator is the Tasmanian Government. It will, however, be incumbent on the councils to invest in shore-based transport facilities (walkways, cycleways etc) to ensure the ferry service is well connected to existing services and centres. To this end, each council has committed to the investment of $500,000 ($250,000 per year over a two-year period).

The work undertaken to date has confirmed that the available budget will be adequate to develop the terminals in each location as proposed. This will be validated following the development of concept designs and the associated identification of cost estimates.

Next Steps
It will be necessary for the Council to consider this matter again now that the community engagement process is complete.

Glenn Doyle

Project Manager - Office of the CEO

Date: 5 May 2025

File Reference: F25/29211

Item No. 7.5

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

12/5/2025

memorandum: Lord Mayor
Deputy lord Mayor
Elected members

Acknowledgement of Country

Meeting: Hobart Workshop Committee

Meeting date: 24 March 2025

Raised by: Councillor Dutta

Question:

What is the intent behind the Acknowledgement of Country performed at the beginning of Council and Committee meetings and what is the normal practice for Council?

Response:

The delivery of Acknowledgment of Country at Council and Committee meetings acknowledges the Traditional Owners of the land, showing respect for their enduring connection to the land, culture, and community. This recognition helps create an environment where Aboriginal and Torres Strait Islander peoples feel respected and valued. By starting meetings with an Acknowledgement of Country, it sets a tone of inclusivity and respect. This helps everyone present feel acknowledged and included, fostering a sense of belonging and promoting cultural safety.

Delivery of an Acknowledgement of Country has been standard practice at Council and Committee meetings for many years and is in line with the Aboriginal Commitment and Action Plan and the Respectful Language Guide: Aboriginal Language and Protocols, (Attachment A).

The Protocol states that it is appropriate to have an acknowledgement at the start of an event, significant meeting or gathering. The protocol further clarifies ‘It is appropriate to provide an Acknowledgement of Country at public events such as meetings, community forums, launches and workshops’.

In accordance with the protocol, it is anticipated that an acknowledgement would be delivered at Council and Committee meetings noting they are formal meetings and open to the public.

The Respectful Language Guide: Aboriginal Language and Protocols Guide includes a section specifically on Acknowledgement of Country (shown below).

ACKNOWLEDGEMENT OF COUNTRY

A verbal Acknowledgement of Country can be provided by an Aboriginal or Torres Strait Islander or non-Aboriginal person at the start of an event or significant meeting or gathering. If there is a known Aboriginal person at the event or meeting, it may be appropriate, prior to the commencement, to ask whether they would like to provide either a Welcome or Acknowledgement. However, it is not appropriate to expect Aboriginal people to always take on the role of providing an Acknowledgement. It is appropriate to provide an Acknowledgement of Country at public events such as meetings, community forums, launches and workshops. It is particularly important to provide an Acknowledgement when there may be Aboriginal people participating, or the topics being discussed relate to or affect Aboriginal people. In the event that a Welcome or Acknowledgement has already been given at an event, subsequent speakers may like to offer a word of thanks to the person who provided the Welcome and a personal reflection or response. This is preferable to providing another standard Acknowledgement. Similarly, it’s important to consider the general tone of the messages you are seeking to convey, not just the specific words chosen. Words are important however delivery, attitude and context are equally so. A short guide and a number of example Acknowledgements are provided on pages 6 and 7, in addition to the Acknowledgement at the start of this document. These have been considered carefully and can be used in part, in whole or in combination. The guide has been provided to encourage creation of tailored, contextual Acknowledgements, so long as it is culturally appropriate and respectful. This will ensure your acknowledgement remains relevant and has meaning.

Further, and in terms of tailoring Acknowledgement of Country at Council meetings, the information provided in the Guide has the same application. For example, it is noted that, the creation of tailored, contextual Acknowledgements that are culturally appropriate and respectful are recommended.

Feedback from Tasmanian Aboriginal people is that Acknowledgements should avoid being so scripted that they come across as lacking authenticity or meaning. This flexibility is also aligned with national approaches.

Ben Artup

Director Community and Economic Development

Michael Reynolds

Director Corporate Services

Date: 6 May 2025

File Reference: F25/25762; 13-1-10

Attachment a: Respectful Language Guide and Aboriginal Language and Protocols ⇩

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