Agenda of The Hobart Workshop Committee Meeting

Item No. 6.1

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 0

21/7/2025

REPORT TITLE: 2024-25 Annual Plan - Final Report for the Financial Year

REPORT PROVIDED BY: Senior Advisor - Strategic Planning

Chief Financial Officer

Director Corporate Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to present the 2024-25 Annual Plan final report for the period ending 30 June 2025 (refer Attachment A).

1.1.1. Performance on each of the major actions and initiatives will be included in the City of Hobart 2024-25 Annual Report.

1.2. The Annual Plan is developed as part of the annual budget and sets out the major actions and initiatives for the 2024-25 financial year. Actions in the Annual Plan must be aligned with the City’s Strategic Plan.

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

1.3. Twenty-eight major actions and initiatives were included in the 2024-25 Annual Plan. Implementation for the year has seen 8 major actions and initiatives have been completed, 16 are in progress and on track, 2 are in progress but there is some delay and 2 are on hold.

2. Recommendation

That the Hobart Workshop Committee receive and note the Hobart 2024-25 Annual Plan Final Report (marked as Attachment A) and endorse its release for publication available to the City of Hobart website.

3. Discussion and Background

3.1. The Annual Plan is developed as part of the annual budget and sets out the major actions and initiatives for the 2024-25 financial year. Actions in the Annual Plan must be aligned with the City’s Strategic Plan.

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

3.2.1. The 2024-25 Annual Plan was developed with a focus on the key needs of the community balanced with our commitment to support the future of Hobart.

3.3. Twenty-eight major actions and initiatives were included in the 2024-25 Annual Plan. Implementation for the year has seen 8 major actions and initiatives have been completed, 16 are in progress and on track, 2 are in progress but there is some delay and 2 are on hold.

3.3.1. Of the 16 actions that are in progress and on track, five are due to be finalised in the first or second quarter of the 2025-26 financial year with reports to go to Council or the Hobart Workshop. The remaining 11 actions are ongoing multi-year actions that are included in the 2025-26 Annual Plan.

3.3.2. Of the 2 actions that in progress but delayed, all are in progress and will continue in the 2025-26 financial year.

4. Legal, Risk and Legislative Considerations

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

5. Strategic Planning and Policy Considerations

5.1. The Annual Plan progress report provides a summary of the progress of the major actions and initiatives in the Annual Plan and aligns with various strategies in the Capital City Strategic Plan 2023 including best practice, transparency and accountability to the community.

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

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

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

6. Financial Viability

6.1. Financial Considerations:

	2025-26	2026-27	2027-28	2028-29
	$’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

	2025-26	2026-27	2027-28	2028-29

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 implications arising from this report.

6.1.2. There are no FTE or asset implications arising from this report.

7. Community and Business Engagement and Collaboration

7.1. Not applicable.

8. Innovation and Continuous Improvement

8.1. Quarterly progress reports will continue to be provided on the annual plan.

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.

Paula Gudgeon

Senior Advisor - Strategic Planning

Michelle Wickham

Chief Financial Officer

Michael Reynolds

Director Corporate Services

Date: 15 July 2025

File Reference: F25/41320

Attachment a: 2024-25 Annual Plan Final report (Supporting information)

Item No. 6.2

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 0

21/7/2025

REPORT TITLE: Elizabeth Mall Booth

REPORT PROVIDED BY: Manager City Welcome

Director Community and Economic Development

1. Report Summary and Key Issue

1.1. This report presents a proposal to the Hobart Workshop Committee to initiate a two-stage Expression of Interest (EOI) process for the Elizabeth Mall Booth (the Booth), following the closure of the Booth in February 2024 and a subsequent Council resolution to outline the options for the Booth’s future use.

1.2. At its meeting of 27 May 2024, the Council resolved:

That a report be prepared for Council that outlines the options for the future use of the Elizabeth Street Mall Information Booth, including examining the feasibility of the asset being offered for commercial lease.

1.3. The Booth is currently unoccupied and an underutilised asset. It is located within one of the CBD’s premier public urban spaces, at a key intersection, linking the Elizabeth Mall to Wellington Court.

1.4. Prior to its closure, the Booth was a dedicated satellite hub for the Tasmanian Travel & Information Centre (TTIC). It has since been used only on an as-needs basis, dependent upon the organisation’s operational requirements.

1.5. The Booth and its location in the Elizabeth Mall should provide benefit to the community.

1.5.1. A Council-endorsed Expression of Interest process is a transparent process that will seek to maximise community benefit by providing the use of this property to an appropriate organisation.

1.5.2.

2. Recommendation

That:

1. The Hobart Workshop Committee review the listed options and approve Option 5, the commencement of a two-stage Expression of Interest process to invite external organisations to apply to use the City of Hobart owned Elizabeth Mall Booth.

2. Following the completion of the two-stage Expression of Interest process for the Elizabeth Mall Booth, officers prepare a report of the EOI outcomes for consideration by the Hobart Workshop Committee.

3. Until the EOI process has concluded, the Hobart Workshop Committee endorse the interim use of the Elizabeth Mall Booth for the promotion of City of Hobart campaigns and events, subject to relevant approvals.

4. Should no organisation be secured through the EOI process, the Hobart Workshop Committee approve the preparation of a report to progress the decommissioning of the Elizabeth Mall Booth, including timeframes, preliminary costings and return of the space to the public Elizabeth Mall.

3. Discussion and Background

3.1. The Elizabeth Steet Mall Information Booth became an outpost of the Tasmanian Travel and Information Centre (TTIC) in 2019 and was operated by travel advisors to provide general information and more specific travel advice, in addition the service offered at the TTIC.

3.1.1. Prior to 2019, the Booth was staffed by the City’s Parking & Information Officers

3.2. Staffing of the Booth was suspended in February 2024 after consultation with the City’s Work, Health & Safety Team and then Program Leader Safe City, following an incident that involved a staff member and some youths confronting the staff member with threatening and aggressive behaviour.

3.2.1. Elected Members were advised of this decision via the Elected Member Bulletin of 16 February 2024.

3.3. At its meeting of 27 May 2024, the Council resolved:

3.3.1. An internal stakeholder group was subsequently established to examine options for the future use of the Booth.

Current Use

3.4. The Booth continues to house two digital advertising screens, which are programmed by and receive revenue for the TTIC, supporting its ongoing operations.

3.4.1. The screens are also utilised for City of Hobart promotions when they are not in use for tourism promotions.

3.4.2. There are no current plans to remove the digital advertising screens.

3.5. The Booth also houses a range of City of Hobart infrastructure, including the controls for the festive lighting in the Elizabeth Mall and a fibre-optic node for the City’s CCTV network and other IT infrastructure.

3.5.1. Access provisions to these are required to be maintained on an ongoing basis.

3.6. The Booth is currently wrapped in an Aboriginal artwork, titled Feeling the Country by contemporary indigenous Tasmanian artist Michelle Maynard.

3.6.1. The artwork reflects Elizabeth Mall as place of connection and discovery for locals, workers, visiting friends and families, international students, interstate and international travellers.

3.6.2. The Palawa community shared the importance of this artwork as a visible representation of their culture in such a prominent location in the City, making them feel connected and culturally safe.

3.6.3. There are no plans to remove the artwork however the artist would be consulted to ensure that they are comfortable with the artwork being associated with any change of use of the building.

3.7. Since its closure, the Booth has otherwise been used only on an as-needs basis, for a variety of Council led promotional activities including:

· A green room for the “Bluey” activation and as storage for the Christmas Pageant.

· A base for storage and distribution of trees given away as part of the launch of the Urban Green Strategy.

· Promotion of the Hobart Hurricane’s BBL cricket team home final.

· Use for storage a broad range of City of Hobart and external events and activities.

Future Use Options

3.8. The internal stakeholder group identified six (6) high-level options for future use, all of which presented planning, financial and resourcing considerations.

3.9. A summary of each of the six (6) options is provided below.

Option 1 - Reopen as an Information Hub for the TTIC

3.9.1. Whilst the Booth is currently set up for use as a satellite Information Hub for the TTIC, its operations in the Mall primarily supported general enquiries and provided wayfinding assistance.

3.9.2. Its operations received minimal revenue, as the Mall in itself is not a primary tourist destination.

3.9.3. The Booth is considered surplus to the operational requirements of the TTIC and there are no plans to reinstate the satellite hub at the Elizabeth Mall Booth.

Option 2 - Convert to a digital Information Hub

3.9.4. This option considers expanded tourism related content and Council promotions and messaging, e.g. for use in emergency situations.

3.9.5. The TTIC receives a small amount of revenue from its existing screens at the Booth, however with the removal of operations at this site, and acknowledging that the Mall is not a major tourist destination, it is not anticipated that this would be an attractive location for expanded advertising.

3.9.6. There is additional concern that this would look like a “quick-fix” and not an attractive outcome for this asset.

3.9.7. This option would require significant investment from the City to establish the digital hub, as well as ongoing resourcing allocation to create content and manage a program of digital signage throughout the year.

3.9.8. This option is not considered feasible and is not recommended for progression.

Option 2 - Convert to a Community Safety Hub

3.9.9. This option is not considered feasible, noting that the City has received both written and verbal advice from Tasmania Police that it does not wish to utilise the Elizabeth Mall Booth, and is therefore not recommended for progression.

Option 4 - Council-managed pop-up space for start-ups / small business

3.9.10. This option will have similar limitations and opportunities to those described in Option 5 below.

3.9.11. Additionally, it would require significant officer resourcing to manage applications and a program of events and activations.

3.9.12. This option is not considered feasible with the City’s current resourcing and is not recommended for progression.

Option 5 - Undertake an Expression of Interest for a lease (or equivalent)

3.9.13. This option presents an opportunity to generate additional revenue for the City, whilst also activating an underutilised City asset, for the benefit of the community.

3.9.14. It is understood that the building’s structure and configuration has limitations in terms of public access and use, and that a successful applicant would be required to obtain a range of required approvals and permits to utilise the Booth.

3.9.15. The EOI process would support this and be guided by the City’s Legal & Corporate Governance Group.

3.9.16. This option is considered feasible and recommended for progression.

Option 6 - Removal and/or relocation of the Booth

3.9.17. Pending the outcome of the EOI process, it is proposed that officers prepare a report on the decommissioning of the Booth that will quantify costs and timeframes associated with the removal of the Booth.

3.9.18. It is anticipated that there would be significant costs in decommissioning the Booth and the subsequent required remedial works to return the space to the public Elizabeth Mall, however this may present a positive long-term outcome for the community and use of the space.

3.9.19. The Booth also contains significant IT infrastructure and a hub for the fibre optic for the City’s CCTV network, as well as controls for the Mall’s festive lighting. Ongoing operations and maintenance of these would be considered as part of this report.

3.9.20. This option is considered feasible and recommended should no user be secured through the EOI process.

Proposed two-stage Expression of Interest Process

3.10. Of the options explored, Option 5 – Undertake an Expression of Interest for a lease (or equivalent) is considered the most feasible, with the Booth location presenting a potentially attractive option in the CBD centre to secure an organisation as a new user for the Booth.

3.10.1. If the EOI process is unsuccessful, it is proposed that officers investigate Option 6 through the preparation of a report on the decommissioning of the Booth, returning the space to the public Elizabeth Mall.

3.11. A two-stage, public EOI process is proposed to identify and select a suitable organisation to utilise the Booth. As previously noted, a Council-endorsed Expression of Interest process is a transparent process that will maximise community benefit resulting from the use of this property by an appropriate community focused organisation.

3.11.1. The first stage will invite applicants to submit a brief overview of their proposal.

3.11.2. The second stage will invite shortlisted applicants to submit a comprehensive, detailed proposal for consideration.

3.12. It is anticipated that the successful applicant will provide positive benefits and values to the community, in line with the City’s vision and Council strategies, to ensure that the Council’s asset provides the best possible use and value to the Hobart community.

3.12.1. The Expression of Interest process will not be limited to not-for-profit organisations, however preference will be given to applicants who can demonstrate positive community and social outcomes.

3.12.2. The final EOI criteria will reflect this preference.

Interim Use

3.13. Until such time as the EOI process is complete and a successful applicant has been identified, there is an opportunity for the Booth to better contribute to the public Elizabeth Mall, through the short-term promotion of City of Hobart campaigns and events.

3.13.1. These may involve static promotions on specific City of Hobart events, as well as broader opportunities to support intuitive wayfinding throughout the CBD, directing the community to key facilities and resources.

Unsolicited Requests

3.14. The City has recently received a written request from Workskills Tasmania, who wish to explore the potential opportunity to utilise the Booth as a space for engagement through their youth-led social enterprise, Troublesmiths.

3.15. The City will advise Workskills Tasmania when the Expression of Interest process opens for applications.

4. Legal, Risk and Legislative Considerations

4.1. The EOI process will be managed by officers within the Community & Economic Development Network, in collaboration with officers from the Legal & Corporate Governance Group in the Corporate Services Network.

4.2. Applicants will be required to make their own enquiries and satisfy themselves as to all issues relevant to their applications.

4.3. The successful applicant will be required to obtain relevant permits and approvals, and maintain appropriate insurances for the term of the tenure.

4.4. Any proposals for interim promotions would also be subject to relevant approvals.

5. Strategic Planning and Policy Considerations

Capital City Strategic Plan 2023

5.1. The recommendations of this report reflect the following from the Capital City Strategic Plan 2023:

Pillar 2 Community inclusion, participation and belonging

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

Strategy 2.4.2 Ensure that Hobart is a safe and liveable city by enhancing community wellbeing and public safety and security

Pillar 3 Creativity and Culture

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

Strategy 3.4.1 Support the activation of City-owned spaces for creative, cultural, community and commercial initiatives.

Pillar 4 City Economies

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

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

Central Hobart Plan Implementation Program (2024-25)

5.2. A key priority action within the Central Hobart Plan Implementation Program (2024-25) endorsed by the Council in May 2024, is the development of a Street Vision Plan (a movement and place corridor plan) for Elizabeth Street to create vibrant, green and active movement walking friendly places along the length of the Street from Morrison Street to Burnett Street.

5.3. This project will include Elizabeth Mall and Wellington Court.

5.3.1. Baseline analysis and data collection for the project is currently underway, and the next steps for this project will be developing principles and directions through a co-design process with identified stakeholders.

5.4. It is understood that the activation of the Booth through the proposed EOI process will support the reinforcement of Elizabeth Mall as a key vibrant, welcoming and activated public space.

6. Financial Viability

6.1. The Booth currently receives revenue via two digital advertising screens.

6.1.1. This revenue stream is proposed to be maintained ongoing and has been estimated for the 2025-26 financial year at $2,500 (incl. GST).

6.1.2. This requires minimal resourcing to establish and is programmed remotely by the Manager TTIC.

6.2. The Booth has required minimal ongoing expenditure. This is primarily associated with services as the Booth has a water connection and energy costs.

6.2.1. This is reflected in the table below, with an estimate for the overall energy costs based on the 2024-25 financial year.

6.2.2. It is important to note that some of these costs are combined with broader energy usage for the Elizabeth Mall.

6.3. The use of the Booth by a third party represents an additional revenue stream for the City.

6.3.1. A valuation is being prepared by an external specialist consultant, engaged by the City’s Legal & Corporate Governance Group.

6.3.2. However, ultimately the fee will be negotiated with the successful applicant. The additional revenue will be calculated and presented to the Hobart Workshop Committee as part of the post EOI Report.

6.3.2.1. Additional operating and capital costs resulting from the EOI process will also be quantified at this time.

6.3.3. Any user secured through the EOI process will be required to undertake any necessary upgrades as part of their proposal, and at no cost to the City.

6.3.4. If no user is secured, it is intended that the Booth is decommissioned. Costs associated with this will be prepared as part of a decommissioning report, in accordance with the recommendations of this report.

	2025-26	2026-27	2027-28	2028-29
	$’000	$’000	$’000	$’000

Revenue
Existing Revenue	3	TBA	TBA	TBA
Additional Revenue	TBA	TBA	TBA	TBA
Total Revenue	3	TBA	TBA	TBA

Expenditure
Operating	6
Capital	TBA	TBA	TBA	TBA
Total Expenditure	6	TBA	TBA	TBA

Net Cost	-3	TBA	TBA	TBA

FTE Impact

	2025-26	2026-27	2027-28	2028-29

Change in FTE	Nil	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.

6.4. City Economy Strategy:

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

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

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

6.5. Economic Impact:

6.5.1. The EOI process represents an opportunity that may enable a not-for-profit, or other organisation, to access a central CBD facility to deliver valuable outcomes to the community.

6.5.2. The Booth is currently not used and appears abandoned. The use of this underutilised asset will further activate the City’s key public space, Elizabeth Mall, improving public perception and attractiveness of the Mall as a place to spend time in and do business in.

6.6. Consultants

6.6.1. Specialist consultants were engaged during the options investigation phase of this work. These included a specialist property consultant and a building compliance consultant.

6.6.2. An external specialist consultant has been engaged by the City’s Legal & Corporate Governance Group to provide a building valuation.

6.6.3. No further external consultants are anticipated to be engaged by the City as part of this work.

6.7. Funding Source and Impact on Current Year Operating Result

6.7.1. The Booth is currently vacant. Assuming the EOI process is a success, this will represent additional revenue to the City during the 2025-26 financial year. This will be quantified in the EOI Outcomes Report that will be prepared for the Hobart Workshop Committee’s consideration.

6.8. Impact on Future Years’ Financial Result

6.8.1. There will be no direct financial impact for future financial years as a result of the recommendations of this report.

6.8.2. Any financial impacts on future years’ operating results will be quantified in the EOI Outcomes Report that will be prepared for the Hobart Workshop Committee’s consideration.

6.9. Asset Related Implications

6.9.1. It is anticipated that the current asset management arrangements will continue, with the City responsible for asset repair and replacement, and the successful applicant responsible for internal and external maintenance.

7. Community and Business Engagement and Collaboration

7.1. Officers have maintained up to date information about the Booth on the City’s website and at the Booth about its closure.

7.2. The options presented in and the recommendations of this report have been developed in collaboration with officers from the following Council Groups:

· City ICT & Data

· City Welcome (specifically the TTIC)

· Community Programs

· Development Planning

· Economic Development

· Legal & Corporate Governance

· Place Design, Sport and Recreation

7.3. A Communications Strategy will be prepared with the Strategic Communications, Engagement and Marketing Group with promotion of the EOI proposed via print and online media, and within the City’s extensive community and business networks.

7.3.1. This will ensure that both commercial and not-for-profit organisations will have the opportunity to apply through the EOI process.

Robert Matson

Manager City Welcome

Ben Artup

Director Community and Economic Development

Date: 14 July 2025

File Reference: F24/90791

Item No. 7.1

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 0

21/7/2025

REPORT TITLE: City for All Implementation Framework

REPORT PROVIDED BY: Manager Community Programs

Director Community and Economic Development

1. Report Summary and Key Issue

1.1. This report presents the City for All Implementation Framework (CFAIF) that details the actions to be delivered to implement the overarching Hobart: City for All – Community Inclusion and Equity Framework (City for All) shown at Attachment A.

1.2. The CFAIF replaces the existing 2021-23 community commitments detailing actions relating to the following program areas: Equal Access; Youth; Positive Ageing; Community Safety; LGBTIQA+; Multicultural; and Affordable Housing and Homelessness. The CFAIF is shown at Attachment B.

1.3. This implementation framework also sits alongside the Council’s Social Inclusion Policy.

1.4. It is intended that instead of having seven separate commitments they would be combined into a single implementation plan with the overarching City for All detailing the strategic and policy framework. This approach has been supported both internally and externally.

1.4.1. The new draft Country, Culture, People 2025–27 Building cultural safety within the City of Hobart with Aboriginal people also sits underneath the City for All framework but will remain as a separate document due to the nature of the plan.

1.5. The City has for many years had a series of community commitments detailing actions relating to community program areas. The replacement of multiple documents with a single implementation plan is more streamlined and easier to understand. It also reduces the siloed elements of our work and demonstrates how we work collaboratively across program areas.

1.6. The new implementation framework also includes actions that sit outside of specific program areas such as community recovery, resilience, community halls, volunteer support etc.

1.7. There was a large volume of information that was repeated in each of the commitments that is not necessary in a single implementation plan.

1.8. The CFAIF includes actions detailed cross unit actions, actions against each separate program areas, details partnerships and collaborations and details the City’s role.

1.9. In relation to Affordable Housing and Homelessness, it was agreed through discussions with the Director Strategic and Regulatory Services and City Futures and Manager Urban Design and Place Based Projects that the affordable housing actions be separated out from the homelessness actions.

1.9.1. This is reflected with the homelessness actions sitting as part of the CFAIF and directly related to the overarching inclusion and equity framework.

1.9.2. It is also recognising that the majority of the affordable housing actions are directly related to strategic planning projects and plans. Actions will be included in the housing strategy that is currently under development.

1.10. The CFAIF was developed through engagement with the City’s reference groups and in consultation with relevant sector representatives throughout 2024.

1.11. The Access Advisory Committee; Hobart Older Persons Reference Group; Housing with Dignity Reference Group; Greater Hobart Homelessness Alliance; Youth Advisory Squad; Youth Action Priority Group; LGBTIQA+ Advisory Group; Late Night Precinct Stakeholders; and Networking for Harmony Multicultural Group have provided an external accountability mechanism across the delivery of actions over the 2021-23 commitments.

1.11.1. Annual outcome plans have been developed for each program area and shared with the relevant reference group.

1.12. All of these groups have been engaged with the review of the existing commitments and have been actively involved with the development of the new actions in the new CFAIP.

1.13. Sector representatives have also been consulted in the development of the actions.

1.14. Many of the actions included in the implementation framework involve collaborations across the organisation and many staff have been engaged through the consultation process.

1.15. The CFAIF has a three-year timeframe with an annual report being prepared and provided to the reference groups and provided on the City’s website.

2. Workshop Purpose

2.1. The Hobart Workshop Committee review and provide feedback on the City for All Implementation Framework shown at Attachment B.

2.2. The City for All Implementation Framework would then be subject to a public engagement process prior to being presented back to the Council for approval.

3. Discussion and Background

3.1. The Council has for many years had strategies and commitments detailing the City’s actions relating to community programs including: equal access; youth; affordable housing and homelessness; multicultural; and community safety.

3.1.1. In 2021-23 the LGBTIQ+ commitment was added to the suite of program commitments.

3.2. The current commitments have been reviewed through engagement with the City’s community reference groups and with sector representatives over 2024 with the new implementation framework developed based on the feedback received. The existing commitments are located on the City’s website. https://www.hobartcity.com.au/Council/Strategies-and-plans/Hobart-A-city-for-all-Community-Inclusion-and-Equity-Framework

3.3. This report is presenting the City for All Implementation Framework (CFAIF) that details the actions to be delivered to implement the overarching Hobart: City for All – Community Inclusion and Equity Framework (City for All).

3.4. The CFAIF replaces the existing 2021-23 community commitments detailing actions relating to the following program areas: Equal Access; Youth; Positive Ageing; Community Safety; LGBTIQA+; Multicultural; and Affordable Housing and Homelessness.

3.5. The CFAIF primarily includes actions to be delivered by the Community Programs Group however there many actions that require collaboration across the organisation.

3.6. The actions included in the implementation framework are to be delivered within current resourcing.

3.7. It is proposed that following the Hobart Workshop Committee, the CFAIF would go out for broad community engagement prior to being presented back to the Council for approval.

4. Legal, Risk and Legislative Considerations

4.1. The Hobart: City for All – Community Inclusion and Equity Framework is directly aligned with the City’s responsibilities under the Anti-Discrimination Act 1998.

4.1.1. This implementation framework also sits alongside the Council’s Social Inclusion Policy.

4.2. A significant proportion of the actions included in the CFAIF align strongly to the Local Government Priority Reform Program 2024-26 Discussion Paper that speaks to the role of councils in relation to the health and wellbeing of local communities.

5. Strategic Planning and Policy Considerations

5.1. The key strategic outcomes supported by the strategy are:

Pillar 2 Community Inclusion, Participation and Belonging:

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

Outcome 2.3 Hobart communities are active, have good health and wellbeing and are 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.

Pillar 3 Creativity and Culture:

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

Outcome 3.2 Creativity serves as a platform for raising awareness and promoting understanding of diverse cultures and issues.

Outcome 3.3 Everyone in Hobart can participate in a diverse and thriving creative community.

Pillar 5 Movement and Connectivity:

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

Pillar 7 Built Environment:

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

Pillar 8 Governance and Civic Involvement:

Outcome 8.1 Hobart is a city that is well governed that recognises the community as an active partner that informs decisions.

6. Financial Viability

6.1. Financial Considerations:

6.1.1. All actions included in the CFAIF would be in line with the current budget allocations for the Community Programs Group. There is no additional budget or positions being sought as part of the implementation framework.

	2025-26	2026-27	2027-28	2028-29

Revenue
Operating Grants	-$184,598	-$184,598	-$184,598	-$184,598
Other Fees and Charges	-$65,488	-$67,453	-$69,476	-$71,561
Rents	-$214,375	-$220,806	-$227,430	-$234,253
Total Revenue	-$464,461	-$472,857	-$481,504	-$490,412

Expenditure
Operating	$2,421,628	$2,488,512	$2,557,297	$2,628,040
Capital	n/a	n/a	n/a	n/a
Total Expenditure	$2,421,628	$2,488,512	$2,557,297	$2,628,040

Net Cost	$1,957,167	$2,015,655	$2,075,793	$2,137,629

7. Climate and Sustainability Considerations

7.1. There are many actions included in the CFAIF that are aligned with the Sustainable Development Goals. In particular: Goal 1 No Poverty; Goal 2 Zero Hunger; Goal 3 Good Health and Well-being; Goal 4 Quality Education; Goal 5 Gender Equality; Goal 10 Reduced Inequalities; Goal 11 Sustainable Cities and Communities; Goal 13 Climate Action; Goal 16 Peace, Justice and Strong Institutions; and Goal 17 Partnerships for the goals.

7.2. Many actions are also directly aligned with Climate Ready Hobart, particularly Goal 2. Climate resilient Hobart and Priority 7. Connected and cohesive community.

8. Community and Business Engagement and Collaboration

8.1. There has been considerable stakeholder engagement with the City’s reference groups and sector representatives in the review of the existing commitments and the development of the CFAIF.

8.2. The CFAIF will go out to broad community engagement following the Hobart Workshop meeting, prior to be presented back to the Council for approval.

9. Innovation and Continuous Improvement

9.1. This report is presenting the City for All Implementation Framework (CFAIF) that details the actions to be delivered to implement the overarching Hobart: City for All – Community Inclusion and Equity Framework (City for All).

9.2. The CFAIF replaces the existing 2021-23 community commitments detailing actions relating to the following program areas: Equal Access; Youth; Positive Ageing; Community Safety; LGBTIQA+; Multicultural; and Affordable Housing and Homelessness.

9.3. The CFAIF primarily includes actions to be delivered by the Community Programs Group however there many actions that require collaboration across the organisation.

9.4. The actions included in the implementation framework are to be delivered within current resourcing.

9.5. It is proposed that following the Hobart Workshop Committee, the CFAIF would be the subject of broad community engagement prior to be presented back to the Council for approval.

Kimbra Parker

Manager Community Programs

Ben Artup

Director Community and Economic Development

Date: 15 July 2025

File Reference: F25/42479

Attachment a: Hobart: City for All - Community Inclusion and Equity Framework (Supporting information)

Attachment b: City For All Implementation Framework (CFAIF) (Supporting information)

Item No. 7.2

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 0

21/7/2025

Memorandum: Hobart Workshop Committee

Stormwater and Waterways Briefing

Workshop Purpose

The purpose of this briefing is to increase understanding of key issues which are likely to require changes in the City’s approach to stormwater and waterways practices over the next few years.

Increased understanding will enable the City to make informed decisions that integrate with other asset classes, risk management approaches and exposure and financial implications.  

This briefing will provide information on the following topics:

· Nuisance versus flood management

· Hobart Rivulet

· Climate change implications

· General stormwater update

Nuisance versus Flood Management

The standard approach to managing stormwater should be through a combination of minor and major stormwater systems that interact to move water downstream; most of the piped network is part of the minor system and some trunk mains and overland flow paths make up the major system.  

The below definition is from Australian Rainfall and Runoff Guideline 2019.  

A Major and Minor Stormwater Management System Has Two Parts:  

· The minor system manages nuisance. This runoff is conveyed in a manner that maintains safety, minimises nuisance and damage to property. The infrastructure is also provided to avoid potential maintenance problems for example, ponding and saturation of designated areas. Importantly, the minor system also includes volume management measures that aim to hold water within urban landscapes and sub-catchments (refer to Book 9, Chapter 4) – these solutions may include ponding of stormwater within a defined area. The minor system must withstand the effects of regular stormwater inundation.

· A major system is primarily intended to mitigate disaster. The major system typically includes overland flow paths on roads and through open space, and trunk conveyance infrastructure. This system conveys additional stormwater runoff produced during larger less probable and rarer storm events with the intent of managing the potential for flood disaster. Overland conveyance of stormwater from large events is potentially hazardous due to the velocity and depth of flows, and must be safely contained within a defined corridor of major system flows. (Coombes, et al., 2019) 

This conflicts with many people’s ideas of how the stormwater system works, there is a common misconception that floods are mitigated by underground piped networks and for several reasons this is rarely the case.  

The current pipe network design intent is to drain a 5 per cent Annual Exceedance Probability (AEP) (or 1 in 20 Average Recurrence Interval) rainfall event. This has meant that flow rarely emerges from the piped networks and a consequence is that development has overlaid many of our overland flow paths whilst increasing stormwater volumes by introducing large impervious surfaces into our urban areas.  

Future strategic management of the City’s overland flow paths will be investigated and will involve a change in management and approach to our overland flow paths.

The success of the Hobart Rivulet trail in mitigating flood risk to communities whilst providing significant community benefit should be noted.

Climate Change Implications

Stormwater and flood modelling are particularly impacted by climate change. Any increase in temperature corresponds to associated increases in rainfall intensity.

Practitioners in Tasmania have been utilising climate change factors for over 10 years in flood modelling and to size the piped network. The City uses these factors for decision making and consultants and developers have been required to apply them to development decisions.

The brief history of climate change factors has been: 

· 2010- initial factors put out by the Climate futures for Tasmania project group indicated +30% for extreme rainfall.

· 2019 – update national factors moved Hobart Council area to +16 to 18% (Australian Rainfall and Runoff (ARR) and Bureau of Meteorology (BOM)).

· 2024 – updated national factors array released by ARR and BOM.

The most recent updates differ from previous updates as instead of supplying a single number increase, they have moved to a risk management approach in which an array of figures have been made available and individual jurisdictions have been advised to select an appropriate approach.

The arrays are based on possible climate scenario, duration of rainfall event and time outlook. For example, if pipes are installed with a design life past 2100, in an area of Hobart where the critical rainfall duration is 1 hour we may choose the 2100 – 1 hour factor, and would then need to choose from 4 possible future climate scenarios. Noting that all but the most optimistic scenarios involve increasing the climate change factors between 41% and 86% for short duration events.  

This approach pushes the risk determination onto users or jurisdictions to come up with an appropriate approach. The advice is to base the decision on risk and the Department of Climate Change, Energy, the Environment and Water (DCEEW) has started to put out guidance on this approach. Ideally, we will analyse the impacts and risks of the different scenarios and produce a thorough report with clear guidance. This will take time and interim guidance on which climate factors need to be applied should be provided by the City to guide development and provide certainty to developers and consultants whilst this is underway. A discussion of the options and possible interim outcomes will be included in the presentation.  

General Stormwater Update

Ageing Infrastructure 
Stormwater assets are, for the first time in our history, getting close to the stage of requiring large scale renewal. We can extend the life of many mains by relining, however, future management of these assets will increase.

Unserviced Areas / “Shared Private Infrastructure” 
Hobart, due to the era it was developed, has areas where the associated stormwater infrastructure is unmapped or does not exist in appropriate locations. We are investigating the implications of this.

Water Quality 
We have an opportunity to impact water quality outcomes for our Rivulets and the receiving bays in the Derwent River. Communities value and are invested in their local waterways, improving our water quality management practices and funding further water quality installations and blue green infrastructure will help us achieve water quality targets.  

Strategic Plan 
A two-year timeframe is required to create a strategic plan that pulls together information from: 

· Asset Management Plans and Stormwater and Waterways Asset Management Plans 

· Risk and Disaster modelling 

· Water quality opportunity analysis 

· Cultural connections 

Flood Modelling Update 
GIS has been audited and updated and the team are currently building the Hobart and New Town models. Models should be built in six months after which scenario analysis of possible outcomes and solutions can be undertaken.

New Town Rivulet Update 
Photos of the New Town Rivulet project will be shared if time permits.

Anna Wilson

Manager Stormwater and Waterways

Sean Black

Acting Director Infrastructure and Assets

Date: 9 July 2025

File Reference: F25/50332

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