Agenda of The Hobart Workshop Committee Meeting

Item No. 7.2

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

REPORT TITLE: Live Music Office - Live and Local Program Proposal

REPORT PROVIDED BY: Manager Creative City

Director Community and Economic Development

1. Report Summary and Key Issue

1.1. This report outlines a partnership proposal between the City of Hobart (the City) and the Live Music Office (the LMO) to deliver the Live and Local Program (the Program).

1.2. The Program presents an opportunity for the City to strengthen its night-time economy, support creative industry growth, and position the City as a leader in best-practice regulation for live music.

1.3. The LMO has approached the City seeking a one (1) year partnership arrangement (Attachment A), with an LMO cash contribution of $52,000 (excl. GST) and City co-contribution of $32,000 (excl. GST) in 2026-27.

1.4. The Live and Local initiative is a 12‑month, City‑led program delivered with the LMO to activate venues, build sector capability, and address regulatory barriers affecting live music. It combines practical hands‑on delivery (micro‑festivals and industry development) with targeted policy work to set up longer‑term reform.

1.5. The program aims to achieve these key strategic drivers through the following initiatives and activities.

1.5.1. Engage specialist expertise by appointing a policy consultant and venue liaison to identify regulatory barriers and support program delivery.

1.5.2. Activate the night‑time economy through a coordinated micro‑festival series delivered in partnership with local venues and musicians.

1.5.3. Build sector capability by providing professional development opportunities and convening an industry forum to strengthen skills, networks and collaboration.

1.5.4. Generate evidence to inform future reform through mapping, consultation and evaluation.

1.6. This Program is not solely an events initiative; it is a strategic platform for long‑term cultural and economic development and aligns with the draft Creative City Strategy, Economic Development Framework, Central Hobart Plan, and the Capital City Strategic Plan.

1.7. The initiative is consistent with work undertaken by Capital City Night‑Time Economy Commissioners, including the NSW 24‑Hour Economy Commission (established 2021) and Queensland’s Night‑Life Economy Commissioner (appointed 2024), who are responding to national pressures on the night‑time economy, including rising operating costs and venue closures.

1.8. Officers recommend that Council enter into a partnership with the Live Music Office for delivery of the Program in 2026-27 financial year partnership to be finalised through a formal agreement.

2. Recommendation

That:

1. The Council endorse a partnership with the Live Music Office to deliver the Live and Local program via a co-investment model in the 2026-27 financial year.

2. The Council delegates the authority to the Chief Executive Officer to negotiate and enter into a partnership agreement with the Live Music Office on the City of Hobart’s behalf and finalise any licence requirements, including the details of the partnership benefits.

3. Discussion and Background

3.1. The Hobart and Tasmanian music industry is a vital economic and cultural driver, contributing to our brand, jobs, tourism, and community resilience and sense of place. However, key challenges - such as limited infrastructure, high travel costs, high operating costs, and regulatory barriers - threaten its sustainability and growth.

3.2. Hobart is home to a number of important venues who stage live music each year. Small-to-medium arts venues are the music industry's training grounds for songwriting and performance, providing not just a workplace for artists to make a living, but also a pathway for artists to achieve global success.

3.3. The opportunity is for the City to consider approaches championed by industry in other parts of the country to ensure the best possible regulatory framework to support the growth and sustainability of the sector, benchmarked to national best practice.

3.4. Phase 1 is the pilot Program which aims to deliver a dedicated capacity building strategic project for local government and live music communities in a streamlined and cost-effective way. This will serve as the first step in Phase 2 - a longer-term project of regulation reform driven by the Tasmanian state government through initiatives like the single start-up permit being developed.

3.5. The delivery of a Live and Local program would be led by Council, with project management and policy advisory support from the LMO. The timeline and program of activities are as per the below summary table.

Table. 1 Live and Local Program of Activities

Live and Local - Program of Activities

1. Engage a Policy Consultant to guide better regulation and strategic policy development

2. Engage a Venues Liaison Officer to assist in programming and delivery of program activities

3. Hold internal Council briefing session/s on long term goals of the program

4. Develop and implement a Communications and Marketing strategy

5. Establish a database of local musicians and businesses/venues

6. Establish a working group consisting of community representatives

7. Conduct a census/mapping exercise of the local live music community

8. Conduct site visits to determine micro-festival event layout and footprint

9. Engage local musicians to participate in program and build capacity

10. Engage local businesses to participate in program and build capacity

11. Core Deliverable - Organise and deliver Micro-Festival events

12. Core Deliverable – work with QMusic to deliver professional development workshops logistics including programming, venue, dates, registration and advertising

13. Core Deliverable - Organise Local Industry Forum logistics including venue, dates, registration and advertising

14. Manage administrative processes such as recruitment, contracts and invoices

15. Work with Griffith University to deliver reporting and evaluation process including a summary report, analysis of surveys, program data and photography

3.6. The Program is usually delivered over a 12-month timeline. Dates for key activities are determined in consultation with councils to align with their individual needs and event calendars. Approximately each quarter is dedicated to delivery of each of the three (3) main project phases, and (3) three months for reporting and evaluation.

3.7. At the conclusion of Phase 1 of the Program, using the successes and learnings of the pilot delivery of Live and Local would make recommendations to the State Government Reforms to Liquor Licensing, the National Building and Construction Code, Environmental Protection and Planning. This phase of the program aims to stimulate regulation development such as incentives and protections in state legislation that will see the sustainable and long-term growth of live music across Tasmania.

3.8. The Live and Local program has successfully supported regulatory reforms for live music and cultural activity—particularly in NSW—advocating for coordinated changes to the Liquor, Planning and Local Government Acts, the Building Code, and COVID‑19 placemaking provisions.

4. Legal, Risk and Legislative Considerations

4.1. The City Partnership agreement between the LMO and the City will be prepared by the City’s Legal and Corporate Governance Group and reviewed by all relevant internal stakeholders.

4.2. The LMO will be required to comply with all applicable legislation, including City of Hobart By-laws, as well as the terms and conditions of use of any of the City’s venues and spaces where activations are planned.

4.3. Risk assessment will be undertaken annually by the City with the LMO for any future micro-festival events. The assessment will include how City assets are used and monitored, and mitigation of any perceived risk to the City.

4.4. The Live Music Office will provide guidance on legislative changes as per the below summary table.

Table 2. Live Music Office Legislative Support

Live Music Office Legislative support

1. Regulatory and policy guidance

2. Best practice references and templates

3. Methodologies for engagement and to progress reform

4. Position papers and summaries of policy areas

5. Dissemination of information related to the music sector

6. Support for local stakeholders engaged in policy reforms and sector development

7. Research direction, strategy and coordination

8. Tools and initiatives related to sector mapping

9. Liquor and Planning is a legislated and aligned process commitment.

5. Strategic Planning and Policy Considerations

5.1. Capital City Strategic Plan 2023

Pillar 3 – Creativity and Culture

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

3.1.1 Support Hobart’s continued evolution as a creative and culturally engaging capital city, with a focus on community, accessibility and creative potential.

3.1.2 Collaborate with, champion and celebrate Hobart’s creative and cultural institutions.

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

3.3.1 Provide affordable, inclusive and accessible opportunities for community members to engage in arts and culture.

3.3.3 Promote Hobart as a hub for creative practitioners to network, collaborate, access services and apply their skills.

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

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

3.4.2 Activate public spaces and venues, to benefit the community and business sector through changes to infrastructure, public art, performances, events, festivals and markets.

Pillar 4 – City Economies

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

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

4.1.4 Support the local community and businesses to foster the vibrancy of local areas to contribute to attractive and unique destinations.

4.2 Diverse connections give people opportunities to participate in the economic life of the city and help the economy, businesses and workers thrive.

4.2.4 Build and maintain international partnerships that deliver mutual economic and community benefits.

4.3 Hobart is a place where entrepreneurs and businesses can grow and flourish

5.2. 4.3.3 Support opportunities for businesses to test new ideas and explore how creative regulation can support innovation.

5.3. Hobart: A community vision for our island capital

Pillar 3. Creativity and Culture

3.4 We support our artists.

3.4.1 We are a city that supports its writers, visual artists, filmmakers, performers, producers and venues. We support artisans, tinkerers and craftspeople. We encourage and support participation in the arts and creative pursuits, as professionals and amateurs

3.4.2 Our city is an affordable place for artists and creators to live and work. We protect our creative hubs.

5.4. 3.4.3 We invest in creativity and culture. We support programs that bring creativity to our city.

6. Financial Viability

6.1. Financial Considerations:

6.1.1. The LMO offers an investment opportunity to pilot the Live and Local program for the first time in Hobart.

6.1.2. The proposed budget expenditure is allocated as per the below summary table.

Table 3. Live Music Office Program Budget

LMO Program Budget
Item	Cost (Excl. GST)
Venue Liaison	$ 18,000
Musician Fees	$ 26,000
Policy Consultant	$ 30,000
Micro-Festival Production	$ 5,000
Professional Development	$ 5,000
Total	$ 84,000

6.1.3. The LMO will contribute $52,000 (excl. GST) directly to Council with a Council co-contribution of $32,000 (excl. GST). The program is delivered over a 12-month timeframe with City contribution in 2026-27 from new operational budget.

6.1.4. The Policy Consultant and Venue Liaison are contract positions and as such no impact to FTE.

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

Revenue
Existing Revenue
Additional Revenue		52
Total Revenue		52

Expenditure
Operating		84
Capital
Total Expenditure		32

Net Cost

FTE Impact

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

Change in FTE		0

6.2. Economic Development Framework:

6.2.1. This proposal aligns to the following strategic priorities listed in the City of Hobart Economic Development Delivery Framework:

1. Grow the visitor economy.

2. Grow the night-time economy.

6.3. Economic Impact:

6.3.1. Tourism and visitor economy: enhances Hobart’s night-time economy and cultural offering, attracting visitors and supporting tourism-related businesses.

6.3.2. Investment leverage: delivers matched funding model with contributions from Live Music Office and potential state government support, multiplying the City’s investment impact.

6.3.3. Regulatory reform benefits: positions Hobart as a leader in best-practice regulation for live music, reducing barriers for venue activation and encouraging long-term economic growth.

6.3.4. Creative industry development: builds pathways for local artists to national and global success, reinforcing Hobart’s reputation as a creative capital.

6.3.5. Job creation: provides paid performance opportunities for local musicians, supporting income generation for artists and creative professionals.

6.3.6. Business activation: engages local businesses and venues to host live music, increasing foot traffic and stimulating hospitality and retail sectors.

6.3.7. Local economic multiplier: micro-festival events and associated activities generate spending across accommodation, food, beverage, and transport sectors.

6.4. Consultants

6.4.1. The Live Music Office proposes two (2) consultants to be utilised through the project.

6.4.2. Policy Consultant:

6.4.2.1. Guides development of best-practice regulation and strategic policy for live music.

6.4.2.2. Identifies gaps, challenges, and opportunities in City’s current regulatory framework.

6.4.2.3. Assists in drafting a Live Music Strategy aligned with whole-of-council objectives.

6.4.2.4. Provides benchmarking against national standards and successful models from other jurisdictions.

6.4.3. Venues Liaison:

6.4.3.1. Works directly with local venues and businesses to activate spaces for live music.

6.4.3.2. Coordinates programming and delivery of micro-festival events and industry forums.

6.4.3.3. Builds relationships between Council, venues, and musicians to foster ongoing collaboration.

7. Climate and Sustainability Considerations

7.1. All events operated within the City of Hobart must comply with the City’s endorsed Waste Reduction Statement of Commitment.

7.2. Events or activities that the City of Hobart support are required to support meet the objectives of the City of Hobart Waste Management Strategy 2015-30.

7.3. The LMO and venue partners must outline their commitment to sustainable events, certified compostable food packaging and reducing waste to landfill.

7.4. The micro-festival and local delivery model are agile and cost effective, aims to develop the local live music industry and reduces travel-related emissions compared to importing talent or staging large-scale events.

7.5. There are opportunities to develop further sustainability principles into the Live Music Strategy and regulatory reform, encouraging green practices in entertainment venues.

8. Community and Business Engagement and Collaboration

8.1. Officers have engaged internally to connect the LMO to all relevant areas for engagement, permissions and media.

8.2. A Media and Communications Strategy, and Community Engagement strategy will be developed in consultation with LMO.

8.3. The City will work with LMO to further seek opportunities to showcase local business activation, through partnerships with cafes, bars, restaurants to host micro-festival performances and explore ways to stimulate the night-time economy and precincts within the Central Hobart Plan.

8.4. Industry Forums will be developed to foster dialogue between musicians, venues, and the City and build stronger networks with venues within identified precincts.

8.5. The City will explore opportunities for tourism partnerships through collaboration with tourism bodies to position Hobart as a vibrant live music destination, enhancing the visitor economy.

9. Innovation and Continuous Improvement

9.1. The City will coordinate cross-sector partnerships with hospitality, tourism, and retail sectors to co-host events, creating integrated experiences that boost night-time economy vibrancy.

9.2. City event equipment and resourcing will be reviewed through the Program with a view to develop sustainable resourcing and develop greater understanding of shared infrastructure models and requirements and adapt event equipment resources (e.g., portable sound systems, lighting kits) to reduce costs and environmental impact.

9.3. The Program will develop a benchmark against practise through reviewing national and international trends in night-time economy development to keep Hobart competitive and innovative.

9.4. The LMO will develop and advocate for best-practice regulatory reforms (e.g., liquor licensing flexibility, planning code adjustments) to reduce barriers for venue activation and encourage creative use of spaces.

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.

Justyne Wilson

Manager Creative City

Ben Artup

Director Community and Economic Development

Date: 30 March 2026

File Reference: F26/7075; 16/119

Attachment a: Live and Local Pilot Program Proposal_TASMANIA (Supporting information)

Item No. 7.3

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

REPORT TITLE: Proposed Sublease to Wooden Boat Guild of Tasmania - Purdon & Featherstone Reserve

REPORT PROVIDED BY: Advisor Legal and Property

Principal Advisor Legal & Property

Acting Director Corporate Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to consider a proposal from the Wooden Boat Guild of Tasmania (the “Guild”) to grant them a sub-lease for part of the Purdon & Featherstone Reserve (“Land”) indicated in Attachment A for the purposes of constructing a community shed focusing on the construction and maintenance of wooden boats.

1.2. The proposed sublease area is limited to the building envelop on the Land.

1.3. The full details of the proposal from the Community Shed are contained in the application enclosed as Attachment B.

1.4. The proposal aligns with the Council’s Policy: Leases to Non-profit Organisations and represents a good opportunity to reintroduce uses associated with wooden boat construction and repair into this historic precinct.

1.5. The key issue of the proposal is whether the proposed lease arrangement represents the best use of the Land and the proposed terms deliver sufficient value for the residents and ratepayers of Hobart.

1.6. The Land is Crown land leased by the City and therefore the Crown will be required to approve any sublease should Council support the proposed use.

2. Recommendation

That:

1. The Council resolve by absolute majority to Grant a sublease to the Wooden Boat Guild of Tasmania for that part of the Purdon & Featherstone Reserve, Battery Point in Tasmania indicated on the plan contained in Attachment A for a period of up to ten (10) years at the nominal rental of $1.00 per annum.

2. The Council resolve:

(i) To undertake the statutory consultation process set out in section 178 of the Local Government Act 1993 (Tas)(“Act”), being:

(a) to publish its intention to grant a sublease on at least 2 separate occasions in a daily newspaper circulating in the municipal area; and

(b) display a copy of the notice on any boundary of the public land that abuts a highway; and

(c) notify the public that an objection to the proposed sale, lease, donation, exchange or disposal may be made to the Chief Executive Officer (“CEO”) within 21 days of the date of the first publication.

(ii) That the granting of the sublease be conditional on the Council not receiving any objection following the public advertising and if an objection is received, that the matter be returned to Council for further consideration;

(iii) That the granting of the sublease be conditional on the Council receiving final consent from the Crown to grant the sublease;

(iv) That the granting of the sublease be conditional on the Guild agreeing not identify the proposed facility by way of signage or membership, in a way that indicates that it is solely gender specific);

(v) To delegate to the Chief Executive Officer the authority to settle the terms of the proposed sublease and to respond to any objections to the Council’s decision to grant a sublease of the Land.

3. Discussion and Background

3.1. In March 2024, the Wooden Boat Guild of Tasmania (“the Guild”) approached the City of Hobart (“the City”) seeking a sublease to facilitate the construction of a shed focused on building and repairing wooden boats (“Shed”). The proposal has been framed as a men’s shed however, the Guild have confirmed the facility will be available for use by people of any gender.

3.2. The Guild propose to sublease part of the Purdon & Featherstone Reserve in Battery Point (“the Reserve”). The Reserve is just north of the Battery Point Slipyards heritage precinct and was the location of the Purdon & Featherstone shipyard in the early 1900s.

3.3. The Guild advised they were open to other suitable locations. Council officers investigated other potential sites within the Battery Point Slipyards heritage precinct that Council owns, including engaging with the current tenants of the operating slipyards. Current tenants did not have space available to offer the Guild and the areas of undeveloped land had significant access issues. On that basis the Reserve is considered the only potentially viable site for the proposal within the Battery Point area.

3.4. The City manages the Reserve under a lease from the Crown. At the time of the Guild’s initial inquiry the lease had recently expired and was holding over on a month-to-month basis. However, the City has negotiated to renew the Crown lease a further 10 years with a 10 year option at a rent of $1 per annum (“Head Lease”). The Permitted Use under the lease is for public recreation.

3.5. The new Crown lease also contains a pathway for the City to apply for suitable subleases. Any proposed sublease must, amongst other things, be for a purpose consistent with the Permitted Purpose of the Head Lease, have a rental of no more than $1 per annum, and expire at least one day prior to the expiry of the Head Lease.

3.6. The Guild provided a briefing to elected members prior to the Planning Committee Meeting on 20 August 2025. A copy of the presentation provided at the briefing and details of the Guild’s proposal is contained in Attachment B. The request from Council is for a land only lease. The Guild will own and maintain the structure during the term of the sublease.

3.7. The Guild are seeking a long-term sublease and would like a sublease that aligns with the Head Lease, being a 10 year lease with a 10 year option. However, it is proposed that the City grant a sublease of no more than 10 years, that aligns with the end date of the City’s initial term under the Head Lease. This approach is preferred as it will ensure the City complies with the terms of the Head Lease, while giving sufficient security to the Guild to pursue their proposal.

3.8. The purpose of the proposed development is to support the mental and physical health and wellbeing of members, and other users of the Shed. The Guild has also previously engaged with Tas Health Services and the Migrant Resource Centre of Tasmania and worked with their clients on boat restoration activities.

3.9. Membership to the Guild will be required to access the Shed to ensure workers in the Shed are covered by the Guild’s Insurance Policy. Membership is open to anyone wishing to apply. The Guild advises that attempts are made to keep the membership fee to a minimum and full member including family and corporate membership is currently $70.00 per annum. Membership fees for concession card holders and students are $40.00 per annum. The proposal has been framed for grant purposes as a men’s shed however, the Guild have confirmed that membership and access to the Shed will not be gender specific.

3.10. It is further proposed that the public will be allowed into the Shed as part of open days and repair kitchen days as they will be covered by the Guild’s public liability insurance.

3.11. The Guild have started engaging with the Battery Point Community. The Guild have advised that they will complete their community engagement once the Council has endorsed the grant of the sublease.

3.12. Although not strictly required, it is proposed that the City undertake the statutory public advertising set out in accordance with s178 of the Local Government Act 1993 (Tas). Although this is only strictly required for leases of land owned by Council (rather than subleases of land owned by the Crown) it is proposed that this be undertaken as a means of allowing the community to articulate their views. If any objections are received it is proposed that the matter be returned to the Council for further consideration.

3.13. The Guild requested Council work with them collectively on the construction of a toilet block annexed to the Shed forming part of the Shed, which could be used as a public toilet. This aspect of the Guild’s proposal was considered by the City’s Strategic Property Management Committee. The Committee was supportive of the sublease but did not support additional funding for the construction of a shared used toilet as part of the Shed construction. The City’s Public Toilet Strategy does identify the desire for a public toilet on the ‘Battery Point Foreshore.’ However, the Committee received advice that the proposed location was not a suitable location for a public toilet. Furthermore, this would create uncertainty around the ownership and maintenance of the toilets compared to the remainder of the Shed.

4. Legal, Risk and Legislative Considerations

Local Government Act

4.1. Ordinarily, the requirements of the Local Government Act 1993 apply to the leasing of land owned by the City. These requirements ensure a baseline level of probity is followed for the leasing of council land. For example, the Act requires that the decision be supported by an absolute majority of elected members, the City obtains a valuation before making decisions regarding leases of Council land, and that leases of public land are advertised when over five years long.

4.2. These sections of the Local Government Act 1993 specifically apply to land owned by a council. In this instance, the land is not owned by the City and there is a Head Lease framework in place that the proposed sublease will need to comply with. Nevertheless, it is recommended that the City comply with the requirements of the Local Government Act 1993 in practical terms to ensure consistency and transparency in the process.

4.3. In this instance it appropriate for the City to undertake public advertising and report back to Council any objections to the proposed sublease.

Lease

4.4. Should Council endorse the recommendations, a draft sublease will be prepared and finalised for the Shed with the Guild.

4.5. The endorsement of the sublease does not guarantee, nor in any way influence or interfere with the regulatory functions of the Council as a planning and regulatory authority.

Recording of Benefit

4.6. It is also proposed that the benefit provided by Council be reported in the Council’s Annual Report.

4.7. It will be a condition of the sublease that the Guild report to the Council on the community benefits arising from the use of the Shed.

Asset Related Implications

4.8. It is proposed that the Guild will own the building during the term of the sublease. Accordingly, the Guild will be responsible for insuring and maintaining the building. It will be a condition of the sublease that the structure be removed at the end of the sublease, unless the Crown elects to accept ownership of the structure. Accordingly, the facility will not be listed as a City asset.

5. Strategic Planning and Policy Considerations

5.1. The proposal aligns with the following outcomes and strategies in the City’s Capital City Strategic Plan 2023:

OUTCOME

2.3 Hobart communities are active, have good health and wellbeing and are engaged in lifelong learning.

STRATEGIES

2.3.2 Provide and progressively enhance a range of accessible quality places, facilities and infrastructure that support healthy living and where people can enjoy social, education and recreation activities and events.

2.3.6 Support accessible learning opportunities for people at all ages and stages of life, including foundational learning skills.

2.3.7 Consider mental, physical and social health and wellbeing in the development of strategies, policies, projects and initiatives.

OUTCOME

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

STRATEGIES

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

5.2. The City has a Leases to Non-Profit Organisations policy that sets out a number of criteria against which any proposals seeking a reduced rental for Council owned property should be considered. However, as this is a sublease under a Crown Lease the policy is not specifically relevant. The City cannot sublease the Land for more than $1 per annum, and the City can only sublet for purposes consistent with Public Recreation.

5.3. The City must also provide the Crown with a warranty that the Guild:

5.3.1. is ‘respectable, responsible and solvent’; and

5.3.2. has ‘sufficient financial resources and business experience’ to be capable of complying with the terms of the Head Lease.

5.4. Officers have undertaken reasonable investigations and resultantly, are comfortable that the City can safely make these warranties. The Guild has been operating for over thirty years and has successfully delivered a range of programs involving the construction, maintenance and use of wooden boats. The Guild is also a current tenant of the City, the organisation currently leasing the Mariners' Cottages at 42 Napoleon Street, Battery Point and has shown commitment to the building and its maintenance. The Guild has been in regular communication about its finances and the viability of the project.

6. Financial Viability

6.1. Financial Considerations:

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

Revenue
Existing Revenue
Additional Revenue
Total Revenue

Expenditure
Operating	3
Capital
Total Expenditure	3

Net Cost	3

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. The principal costs to the City are limited to the preparation and administration of the sublease. These are within the normal operations of the City’s Legal & Property team and are estimated at $3,000, including further engagement with the Crown.

6.1.2. The Guild will fund the planning approval, development and maintenance of the proposed Shed. It will also be a requirement of the sublease that the Guild obtain and maintain appropriate building and public liability insurance for the Shed at its cost.

6.1.3. The sublease is recommended for approval on the basis that the sublease is strictly a land lease and the Guild will fund the planning approvals, construction and maintenance of the Shed. In the event the Guild seeks further financial assistance from the City, such requests will either need to be submitted as one of the City’s established grant programs or subject to a further report to Council.

6.2. Economic Impact:

6.2.1. Although economic impact is hard to quantify, the project will involve a number of contractors to undertake the development and undertake maintenance operations from time to time.

6.2.2. It is possible that the Shed will also support regular tourist related events such as the biennial Wooden Boat Festival.

6.2.3. The Guild has identified that there are a number of social and mental health benefits expected to be achieved through the operation of the Shed, which have an indirect but positive impact upon economic factors for the City.

6.3. Consultants

6.3.1. The City has not engaged any consultants in the preparation of this report, or in the assessment of the Guild’s proposal.

7. Community and Business Engagement and Collaboration

7.1. As noted above, the Guild is undertaking its own community engagement process. It is further proposed that the City advertise the proposed sublease in line with the provisions of s178 of the Local Government Act 1993 (Tas) although not strictly required.

8. Innovation and Continuous Improvement

8.1. In November 2025, the City endorsed an unsolicited bids policy. Moving forward proposals such as that presented by the Guild will be considered in accordance with that process.

Andrew Topfer

Advisor Legal and Property

Belinda Charlton

Principal Advisor Legal & Property

Michelle Wickham

Acting Director Corporate Services

Date: 1 April 2026

File Reference: F26/6338

Attachment a: Proposed Lease Area (Supporting information)

Attachment b: Presentation and Details of Proposal (Supporting information)

Item No. 7.4

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

REPORT TITLE: Elected Member - Working with Vulnerable People Card

REPORT PROVIDED BY: Acting Director Corporate Services

1. Report Summary and Key Issue

1.1. This report responds to a Council decision of 27 November 2023, which resolved that a report be provided that examines the establishment of a policy to support elected members of the City of Hobart to apply for and hold a Working with Vulnerable People Card for the duration of their term in office.

1.2. The Registration to Work with Vulnerable People (RWVP) scheme is designed to reduce the risk of harm, abuse or neglect to vulnerable people, including children, people with disability, and others who may be at increased risk due to age, circumstance or disadvantage.

1.3. The requirement to hold a registration for RWVP applies to anyone that:

1.3.1. Works or volunteers in a regulated activity with children and are likely to have contact with children as a normal part of their duties, or

1.3.2. Provide supports and/or services to a person with a disability under the National Disability Insurance Scheme (NDIS) in Tasmania.

1.4. A regulated activity is an activity or service that involves working or volunteering with vulnerable people, including children.

1.5. Contact is when the interaction and communication is planned and a normal part of a person’s day. Incidental contact is when there is little or no planned contact or communication.

1.6. The Local Government Act 1993 does not require an elected member to obtain a registration for Working with Vulnerable People (RWVP).

1.7. In the absence of a legislated framework requiring an elected members to hold a valid RWVP card, Council would have no mechanism to respond or take action in circumstances where an elected member was not issued, or did not hold a RWVP card.

2. Recommendation

That the report on the Notice of Motion from November 2023 on developing a policy to support Elected Members to hold a Registration to Work with Vulnerable People (RWVP) card be noted and closed.

3. Discussion and Background

3.1. In November 2023, in response to a Notice of Motion, the Council resolve that:

A report be provided that examines the establishment of a policy supporting elected members of the Hobart City Council each personally undergoing a current police history check and applying for and holding a Working With Vulnerable People Card for the duration of their term in office.

3.2. The Notice of Motion sought to show community leadership and responsiveness to child sexual abuse (CSA) in Tasmania.

3.3. In Tasmania working with children is regulated under the Registration to Work with Vulnerable People Registrations 2014.

3.4. The Working with Vulnerable People (RWVP) scheme is designed to reduce the risk of harm or neglect to vulnerable people, which includes children, individuals with disabilities, and others who may be at a disadvantage.

3.5. The requirement to hold a registration for RWVP applies to anyone that:

3.5.1. Works or volunteers in a regulated activity with children and are likely to have contact with children as a normal part of your duties, or

3.5.2. Provide supports and/or services to a person with a disability under the National Disability Insurance Scheme (NDIS) in Tasmania.

3.6. A regulated activity is an activity or service that involves working or volunteering with vulnerable people, including children.

3.7. Sectors that provide a regulated activity or service include:

3.7.1. Education

3.7.2. Child and youth services

3.7.3. Disability services (delivered through the NDIS)

3.7.4. Transport

3.7.5. Childcare

3.7.6. Religious

3.7.7. Clubs and associations

3.7.8. Coaching and tutoring

3.7.9. Legal services

3.7.10. Child-related commercial services.

3.8. Contact is when the interaction and communication is planned and a normal part of a person’s day. Incidental contact is when there is little or no planned contact or communication.

3.9. The Local Government Act 1993 does not require that an elected member obtains a registration for Working with Vulnerable People (RWVP).

3.10. While there is no requirement for an elected member to hold a RWVP card, an elected member could obtain their own.

3.11. Without a legislated framework requiring an elected member to hold a valid RWVP card, it would be impossible for the Council to take any action in the event that an elected member was not issued a RWVP card.

4. Legal, Risk and Legislative Considerations

4.1. Child and Youth Safe Organisations Act 2023

4.1.1. Tasmania’s Child and Youth Safe Organisations Framework

5. Strategic Planning and Policy Considerations

5.1. Strategic Plan, Pillar 8 – Governance and Civic involvement

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

5.1.1.1. Strategy 8.1.1 – Build community trust through the implementation of effective civic leadership, ethical conduct and responsible governance processes that ensure accountability, transparency and compliance with all legislated and statutory requirements.

5.2. Hobart: A Community Vision For Our Island Capital

5.2.1. Identity Statement 7 – How we engage in Civic Life

5.2.1.1. 7.1 – We are active on issues that are important to us.

5.2.1.2. 7.2 – We feel collective ownership of and responsibility for our City.

5.2.2. Pillar 2 – Community Inclusion, Participation and Belonging

5.2.2.1. 2.6 – We keep our People safe, help each other and flourish in adversity.

5.2.3. Pillar 8 – Governance and Civic Involvement

5.2.3.1. 8.6.3 – Our Leaders embrace and act on their responsibility to the people.

5.3. Regional, State and National Plans and Policies:

5.3.1. City of Hobart Child and Youth Safety Policy

5.3.2. Tasmanian State Government Child Safe Standards

6. Financial Viability

6.1. Not applicable.

7. Community and Business Engagement and Collaboration

7.1. Not applicable.

8. Innovation and Continuous Improvement

8.1. Not applicable.

Michelle Wickham

Acting Director Corporate Services

Date: 1 April 2026

File Reference: F26/17962

Item No. 8.1

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

Memorandum: Hobart Workshop Committee

Crowther Reinterpreted (Stage Four) Update

Project Overview

The purpose of this report is to provide the Hobart Workshop Committee with an update on Stage Four of the Crowther Reinterpreted project.

Stage Four follows over five (5) years of community engagement and considers the future of the William Crowther statue and how its history is interpreted in public space. This stage will deliver new, comprehensive storytelling in Franklin Square through a range of new interpretive works.

This memorandum, and accompanying presentation, are provided for discussion by the Hobart Workshop Committee. Officers from the Creative City Group will attend to update the Hobart Workshop Committee on the process, timeline and planning.

Background

The Crowther Reinterpreted project responds to an action within the City’s Aboriginal Commitment and Action Plan (ACAP), and to Council’s decision of 15 August 2022 that recommended the bronze component of the statue be removed, and that a new interpretive sculptural commission be developed for the site.

On 26 May 2025, Council resolved to approve the methodology for Stage Four, commissioning text and three‑dimensional artworks for a permanent interpretation adjacent to the plinth.

Project Scope

The interpretive works are planned to be of significant scale and designed as permanent infrastructure, capable of presenting story, text and visual content.

A call for Expressions of Interest (EOIs) opened on 30 September 2025 and closed on 10 November 2025 for both research writers and designers.

The EOI sought:

· Writers to develop short text works offering varied perspectives on the history and legacy of the Crowther statue; and

· Designers/artists to create three‑dimensional art that references the written works.

Writers

The EOI for writers received 11 submissions and were assessed on 27 November 2025 by an internal/external panel against criteria including approach, experience, subject knowledge, writing quality and capacity to deliver.

The panel recommended commissioning of the following three (3) writers, with editorial support, to respond to the following themes:

· Nunami Sculthorpe‑Green – 1860s life in Tasmania and William Lanne (250 words)

· Alison Alexander – 1860s life in Tasmania and William Crowther (250 words)

· Andrew Harper – Social history and arts commentary (250 words)

Editorial support will be provided by Jane Rawson, Managing Editor at Island Magazine, to ensure cohesion across the three (3) 250-word texts.

Designers

The design EOI received four (4) submissions. Three (3) candidates were shortlisted and the panel subsequently recommended Taylor & Hinds Architects for the commission.

Timeline

Stage Four is being delivered over the 2025–26 and 2026–27 financial years.

Key milestones:

· March – Presentation to Hobart Workshop Committee

· March – Finalisation of writers’ texts

· April – May – Next stage of stakeholder communications

· April – May – Design Development completed

· May – Design approval

· June – July – Fabrication of artwork

· July – August – Site works and installation

Engagement

Engagement is ongoing with:

· Crowther family

· Heritage Tasmania

· Members of the Tasmanian Aboriginal community

· Royal Society of Tasmania

· Tasmanian Aboriginal Centre

· Tasmanian Museum and Art Gallery

Further engagement will occur as the project progresses through design development and toward installation.

Workshop Purpose

For the Hobart Workshop Committee to receive the memorandum titled ‘Crowther Reinterpreted (Stage Four) Update’, and accompanying presentation.

Justyne Wilson

Manager Creative City

Ben Artup

Director Community and Economic Development

Date: 2 April 2026

File Reference: F26/15887; 24/47

Item No. 8.3

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

Memorandum: Hobart Workshop Committee

City of Hobart Charitable Trust

Introduction

On 11 August 2025, Council workshopped the Trees for the Future Trust. The Trust was established in August 2022 and launched under the ‘Our City Canopy’ branding. The Council is the sole trustee and one of two beneficiaries; the other is Greening Australia.

Donations can be made by credit card via the Our City Canopy website with funds to support the City of Hobart’s tree-planting program. However, donations are not tax deductible.

Beyond an initial generous donation, the Trust has attracted limited further support. The absence of Deductible Gift Recipient (DGR) status is considered a key disincentive for people to donate.

The Trust cannot obtain DGR status because the City of Hobart is a beneficiary. Significant future donations are therefore unlikely without changes that improve donor appeal.

The Council supported officers to investigate and report on the feasibility and implications of broadening the Trees for the Future Trust to a City of Hobart Charitable Foundation (or similar).

City of Hobart Charitable Trust and City of Hobart Charity Ltd

Officers reviewed alternative arrangements and identified the Brisbane Lord Mayor’s Charitable Trust as a strong model because it provides Council oversight supported by an independent, skills-based board. A copy of the last Brisbane Lord Mayor’s Charitable Trust is included as Attachment A.

Simmons Wolfhagan prepared a draft Trust Deed (Attachment B) and Constitution (Attachment C), which are summarised below.

Purpose

The City of Hobart Charitable Trust (‘the Charitable Trust’) would raise and manage funds for charitable and community initiatives benefiting Hobart, including environmental conservation and greening, support for people in need, health and welfare, sport and recreation, arts and culture, and other charitable purposes.

The Charitable Trust would compliment City efforts by enabling public fundraising and philanthropic partnerships to enhance community outcomes.

The Charitable Trust would be structured to obtain Deductible Gift Recipient (DGR) status so donations are tax deductible, using a Public Ancillary Fund (PAF) model.

Structure

The Charitable Trust would be managed through a corporate trustee rather than directly by the Council. City of Hobart Charity Limited (the ‘Trustee Company’) would be established solely to act as trustee. It would be a company limited by guarantee and legally separate from the Council, with Hobart City Council as its sole member.

The Trustee Company’s Constitution mirrors the Trust Deed to align governance and purpose.

The Trust sets the charitable purpose and holds funds; the Trustee Company holds legal title to assets and implements decisions. This keeps the Trust separate from Council (with its own ABN and registrations), protecting Council from liabilities while enabling flexible charitable operations.

Governance Structure and Council’s Role

The Council would retain oversight without day-to-day involvement. As sole member of City of Hobart Charity Ltd, Council would make key decisions through the company’s general meetings.

Key powers reserved to the member (Council) include:

· Appointing or removing directors – enabling Council to influence who governs the Trust.

· Amending the Trustee Company Constitution – changes require Council approval.

· Changing the trustee – a protection provided in the Trust Deed.

· Major decisions via general meetings – approval of key resolutions and changes.

These reserved powers help keep the Trust aligned with Council’s strategic objectives and public expectations, while leaving operational decisions to the trustee.

The model balances independence in decision-making with public accountability.

It’s worth noting that Council’s role is exercised collectively (through Council decisions) rather than by any single individual. The Lord Mayor, however, was envisaged to have a ceremonial role at the inception – for example, the Trust Deed designates a nominal “Founder” (settlor) of the Trust, intended to be the Lord Mayor at the time of establishment. This symbolic role underscores the Council’s sponsorship of the Trust’s creation, even though operational control is handed off to the trustee company.

Trustee Company Board of Directors

City of Hobart Charity Ltd would be governed by a Board of at least three directors, with a majority being “Responsible Persons” under charity law (people with recognised standing and responsibility in the community).

This is standard for Public Ancillary Funds and supports public confidence and ATO requirements. The Council may appoint directors, but most should be independent. The draft constitution proposes CEO and CFO to be the initial directors plus at least one external responsible person.

The Board (not Council) would manage the Trust and must act in the Trust’s best interests and comply with the Corporations Act 2001 and ACNC requirements.

The table below summarises key governance roles:

Role	Key Governance Roles & Responsibilities
Hobart City Council	Settlor and oversight body – establishes the Trust and, as sole member of the trustee company, appoints/removes directors, approves constitutional changes, and approves major decisions. Provides strategic oversight and public accountability.
City of Hobart Charity Ltd (Trustee Company)	Corporate trustee – holds legal title to assets, manages donations/investments, and administers the Trust under the Trust Deed and Constitution. Reports as required to ACNC/ATO and to Council (as member). No profits may be distributed to Council.
Board of Directors (of the Trustee Company)	Governing management – at least three directors (majority independent responsible persons) who govern the trustee and oversee fundraising, grants to eligible DGR charities, financial reporting, audits and compliance. Directors must act with care and avoid conflicts or personal benefit.

Trustee Responsibilities and Operational Framework

The Trustee (City of Hobart Charity Ltd) has core legal responsibilities defined by the Trust Deed and trust law. In summary, the Trustee must administer the Trust solely for its charitable purposes and in the interest of its beneficiaries (the Hobart community, through the charitable projects funded).

Key trustee responsibilities include:

· Managing Trust funds: maintain separate accounts and records, manage funds prudently, and invest or spend only as permitted by the Trust Deed.

· Grant-making and distributions: assess and approve grants to eligible DGR-endorsed charities for projects aligned to the Trust’s objectives, and meet minimum annual distribution requirements.

· Compliance and reporting: meet ACNC, ATO (PAF) and Corporations Act obligations, including reporting and audits.

o ACNC: comply with governance standards and lodge annual statements and required financial reports.

o Audit: obtain annual independent audits of the Trust’s financial statements.

o ATO (PAF): comply with PAF guidelines (including minimum distributions and investment requirements) to maintain DGR status.

o Corporate: meet Corporations Act requirements (meetings, registers and reporting) and apply all income and assets to the charitable purpose.

· Policies and risk: The Trustee’s board will establish policies for how the Trust operates; for example, a grant-making policy defining how applications are assessed. They must also manage risks – financial, legal, or reputational – to protect the Trust.

· Reporting to Council: provide periodic updates (for example, an annual report) on funds raised, grants made, outcomes and compliance.

Financial and Compliance Obligations

· Accounting and auditing: maintain separate accounts and obtain an annual independent audit; provide reports to regulators and Council as required.

· Tax and regulatory filings: meet ACNC and ATO reporting requirements and notify changes to directors or governing documents.

· Minimum annual distribution: distribute at least the required percentage of net assets each year (generally 4% for a PAF), or carry forward any shortfall in line with the rules.

· Limits on expenditure: keep administrative costs reasonable and within PAF limits.

· Conflicts of interest: manage and document conflicts, including where Council-affiliated directors have dual roles.

· Transparency: publish information on activities and grants to support public confidence.

Winding-Up Provisions for the Trust and Company

The Trust Deed and the Trustee Company Constitution include winding-up provisions to preserve charitable purpose and ensure any remaining assets are applied to eligible charitable purposes.

Conclusion

The City of Hobart Charitable Trust and trustee company provide a vehicle for philanthropy that combines Council oversight with an independent board and charity-law compliance. The proposed structure protects funds for charitable purposes, supports transparent decision-making, and enables donations to be managed with appropriate checks and balances to deliver community benefit.

The recommended next steps are:

1. Council to endorse the draft Trust Deed and Constitution at a meeting;

2. Progress the company registration. It is proposed that Michael Stretton (CEO), Michelle Wickham (CFO) and a Council nominee be the initial Directors (Michael Stretton also initial Company Secretary). It will be necessary for the Council to undertake a process to determine its nominee.

3. Wind-up the Trees for the Future Fund and transfer residual funds into the City of Hobart Charitable Trust

4. Board to develop a grant-making policy in collaboration with the Council. This would be in addition to the establishment of the necessary Governance framework

5. Commence operation and marketing of the City of Hobart Charitable Trust.

Workshop Purpose

That the Hobart Workshop Committee consider the matters raised within this report.

Michael Stretton

Chief Executive Officer

Date: 2 April 2026

File Reference: F26/21453

Attachment a: Lord Mayor's Charitable Trust - Brisbane - Annual Report (Supporting information)

Attachment b: Draft Trust Deed (Supporting information)

Attachment c: Draft Constitution (Supporting information)

Agenda (Open Portion)

The Hobart Workshop Committee Meeting

Page 1

13/4/2026

REPORT TITLE: Cat Management in Tasmania - Discussion Paper

REPORT PROVIDED BY: Manager Development Compliance

Director Strategic and Regulatory Services

1. Report Summary and Key Issue

1.1. The purpose of this report is to seek Council’s endorsement of the attachment submission on the Cat Management in Tasmania Discussion Paper.

1.2. The aim of the paper, as stated, is to identify key areas for improvement and present potential options that build on the achievements and outcomes of the existing cat management plan.

1.3. The paper is the first stage in developing a new cat management plan to provide the framework for collaborative cat management action in Tasmania over the next 5 years.

1.4. There are 21 discussion questions in relation to domestic cats, stray cats, feral cats and miscellaneous.

1.5. The key issues for the City are:

1.5.1. Governance and accountability: Clear and explicit delineation of State and local government roles and responsibilities is required to ensure cat management measures are effective and sustainable.

1.5.2. Cost shifting risk: Cat management is a State responsibility under the Act and any expansion of local government responsibilities, particularly enforcement or compliance, must not result in cost shifting to councils.

1.5.3. Sustainable funding: Any additional responsibilities for councils must be supported by clearly defined, ongoing and recurrent funding sufficient to enable effective delivery.

1.5.4. Statewide consistency: Consistent, statewide approaches to cat management are preferred over fragmented local by‑laws, as impacts on wildlife, public amenity and community wellbeing extend beyond municipal boundaries.

1.5.5. Prerequisites for reform: Clearly defined roles, responsibilities and sustainable funding arrangements are essential prerequisites before the introduction of any new regulatory requirements and any proposals such as mmandatory cat registration or confinement must be accompanied by clear guidance administration, enforcement and ongoing compliance responsibilities.

1.6. In summary the submission:

1.6.1. supports a State‑led, evidence‑based approach to cat management that balances animal welfare, community amenity and environmental protection,

1.6.2. emphasises the need to avoid cost‑shifting to local government and to clearly define State and Council responsibilities,

1.6.3. does not support compulsory registration of cats,

1.6.4. supports compulsory containment measures,

1.6.5. supports a prohibition on feeding stray cats, and

1.6.6. proposes an amendment to the Act to ensure that all council-managed reserves are automatically recognised as “reserved land” so they are afforded the same protections from roaming cats as State-managed reserves.

2. Workshop Purpose

For the Hobart Workshop Committee to review the proposed submission in response to the Cat Management in Tasmania Discussion Paper and provide feedback.

3. Discussion and Background

3.1. The discussion paper has been released by Biosecurity Tasmania to inform the development of a new five‑year Tasmanian Cat Management Plan. It builds on the outcomes of the first Tasmanian Cat Management Plan (2017–2022) and seeks feedback through a structured set of questions covering domestic, stray and feral cats, as well as broader education, support and policy considerations.

3.2. For domestic cats, the paper explores potential options such as cat registration, regulation of breeding and selling practices, and containment of cats to an owner’s property.

3.3. For stray cats, the paper focuses on the prevalence of stray cat colonies, the welfare and environmental impacts associated with feeding stray cats, and the difficulties of enforcement.

3.4. For feral cats, the paper discusses current controls, emerging technologies, and the legislative provisions that allow for humane destruction in defined circumstances, balancing conservation outcomes with animal welfare and the risk to owned cats.

3.5. Key points from the attached submission:

3.5.1. The submission supports improved and effective cat management across Tasmania to protect native wildlife, public amenity and animal welfare, noting the significant presence of domestic and feral cats within the City’s extensive bushland reserves and the well‑documented impacts of cats on vulnerable species. The submission emphasises that cat management is a State responsibility under the Act and the Council strongly opposes any expansion of local government responsibilities that would result in cost shifting without clear legislative authority and ongoing, recurrent funding.

3.5.2. The submission emphasises the need for coordinated, evidence‑based and State‑led frameworks with clearly defined responsibility, authority and funding, rather than reliance on unfunded local government intervention.

3.5.3. The submission does not support the introduction of compulsory cat registration, noting low compliance rates in other jurisdictions, high administrative and enforcement costs, and limited additional benefit. Unlike dog registration, cat registration would not provide a meaningful enforcement mechanism or cost recovery model in the absence of clear behavioural offences or containment requirements.

3.5.4. The submission notes that cat owners have a primary responsibility to manage their cats in a way that minimises impacts on wildlife, neighbours and the broader community, particularly in areas adjacent to bushland and conservation reserves. While acknowledging that stronger cat management measures, including containment, may present practical challenges for some households, the submission suggests that the environmental and community benefits outweigh these challenges and that responsible pet ownership necessarily involves managing animals to avoid harm.

3.5.5. The submission supports cat containment as the most effective long‑term approach to reducing impacts on wildlife and amenity, while recognising that education, incentives and transitional measures may play a complementary role. However, the submission notes that voluntary or education‑only approaches are inherently limited without clear legislative expectations, consistent statewide standards and adequately resourced compliance frameworks.

3.5.6. In relation to stray and colony cats, the submission highlights the complexity of these issues and the limitations of reactive, complaint‑based and trapping‑only approaches when implemented in isolation.

3.5.7. The submission also raises concern about proposals to prohibit the feeding of stray cats, noting significant enforcement challenges and the risk of cost shifting to councils unless accompanied by clear State responsibility and resourcing.

3.5.8. Finally, the submission recommends amending the Act to include council‑managed reserves within the definition of “reserved land”, to ensure consistent protection of public reserves across Tasmania, reduce administrative burden on councils, and support a more effective and coordinated statewide approach to cat management.

4. Legal, Risk and Legislative Considerations

4.1. Cat management is governed by the Cat Management Act 2009 which is administrated by the State Government. The Cat Management Act 2009 has recently been amended; some changes commenced on 1 March 2021, and others will come into effect on 1 March 2022.

4.2. When the Cat Management Act 2009 was introduced it was acknowledged in the Second Reading Speech that there was a clear intention not to impose new obligations on Councils, rather a regime of voluntary action was facilitated by the legislative power to take action, for example by the ability to make by-laws in relation to cat management and declare council-controlled land as prohibited areas. This approach was widely welcomed by local government.

4.3. The Tasmania Cat Management Plan 2017-2022 was adopted by the State Government in 2017. The Plan was expressed to represent the first comprehensive and collaborative approach to managing cats in Tasmania an expressly identified that cat management was a shared responsibility across all levels of government, business and the community.

4.4. When commenting on the draft Cat Management Plan 2017-2022 before its adoption, the City expressed concern about the transfer of responsibility for cat management to councils without on-going and recurrent financial assistance to ensure that councils can increase their resources to meet the increase in responsibilities.

4.5. The discussion paper does not clearly articulate the respective roles and responsibilities of State Government and councils in relation to any proposed measures. This lack of clarity creates legal and operational risk for councils, particularly where expectations for action increase without corresponding guidance, authority or sustainable funding arrangements.

4.6. There is a risk that reliance on voluntary action by councils, in the absence of legislative clarity or sustainable funding arrangements, may result in inconsistent implementation across local government and place pressure on Council’s capacity to manage compliance, enforcement and community expectations.

5. Strategic Planning and Policy Considerations

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

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.

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.

5.1.2. Pillar 5: Movement and Connectivity

OUTCOME 5.4 Data informs decision-making

5.4.1 Gather and appropriately manage relevant data that can be used to guide decision-making, monitor trends and measure progress

5.1.3. Pillar 6: Natural Environment

OUTCOME 6.1 The natural environment is part of the city and biodiversity is conserved, secure and flourishing.

6.1.3 Protect and enhance Hobart habitats, key natural assets and ecosystems, including wildlife corridors and waterway

6.1.4 Protect and enhance Hobart’s biodiversity, manage invasive species through sensitive and ecologically sustainable use of parks and reserves

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 direct financial implications arising from endorsement or lodgement of the submission.

6.1.2. The submission does not commit Council to any expenditure.

7. Climate and Sustainability Considerations

7.1. Environmental considerations have been identified and considered within the submission.

8. Community and Business Engagement and Collaboration

8.1. The submission has been informed by work undertaken by officers,

8.2. The submission, if endorsed, will be submitted to the Department of Natural Resources and Environment and will be published on their website.

9. Innovation and Continuous Improvement

9.1. The submission reflects Council’s ongoing commitment to continuous improvement, drawing on operational experience and evidence to support practical, efficient and well‑governed outcomes. Endorsing the submission supports continuous refinement of Council’s approaches in response to legislative change, community expectations and State Government priorities

Kirsten Turner

Manager Development Compliance

Karen Abey

Director Strategic and Regulatory Services

Date: 8 April 2026

File Reference: F26/21551; 16/119

Attachment a: Cat Management in Tasmania - Discussion Paper PDF (Supporting information)

Attachment b: Cat Management in Tasmania - Discussion Paper - Draft COH Submission (Supporting information)

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.

Respectful and Cooperative Behaviour	We will treat each other, staff, and stakeholders respectfully, fostering a collaborative environment.
Conduct and media use	We will advocate using transparent, evidence-based arguments, respect majority decisions, avoid public criticism of employees, and maintain workplace safety by refraining from harmful communication.
Objective, evidence-based communication:	Our discussions and advocacy are grounded in reliable, shared evidence, avoiding personal attacks and promoting respectful debate before public commentary.
Roles and responsibilities:	We recognise our duty to represent our community while being accountable, engaging in critical debate and holding others to account respectfully.