Clarence Meeting Agenda
CLARENCE CITY COUNCIL 11 NOV 2019 1
Prior to the commencement of the meeting, the Mayor will make the following declaration:
“I acknowledge the Tasmanian Aboriginal Community as the traditional custodians of the land on which we meet today, and pay respect to elders, past and present”.
The Mayor also to advise the Meeting and members of the public that Council Meetings, not including Closed Meeting, are audio-visually recorded and published to Council’s website.
CLARENCE CITY COUNCIL 11 NOV 2019 2
COUNCIL MEETING
MONDAY 11 NOVEMBER 2019
TABLE OF CONTENTS
ITEM SUBJECT PAGE
1. APOLOGIES ...... 5
2. CONFIRMATION OF MINUTES ...... 5
3. MAYOR’S COMMUNICATION ...... 5
4. COUNCIL WORKSHOPS ...... 6
5. DECLARATIONS OF INTERESTS OF ALDERMAN OR CLOSE ASSOCIATE ...... 7
6. TABLING OF PETITIONS ...... 8
7. PUBLIC QUESTION TIME...... 9
7.1 PUBLIC QUESTIONS ON NOTICE ...... 9 7.2 ANSWERS TO QUESTIONS ON NOTICE ...... 9 7.3 ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE...... 9 7.4 QUESTIONS WITHOUT NOTICE ...... 12
8. DEPUTATIONS BY MEMBERS OF THE PUBLIC ...... 13
9. MOTIONS ON NOTICE ...... 14 9.1 NOTICE OF MOTION – ALD MULDER REMOVAL OF TREE – ST HELENS STREET, LINDISFARNE ...... 14 9.2 NOTICE OF MOTION – ALD MULDER AMENDMENT TO COUNCIL’S POLICY – MANAGEMENT OF TREES ON COUNCIL LAND...... 15 9.3 NOTICE OF MOTION – ALD EDMUNDS ALL-ABILITIES SWING ...... 16 9.4 NOTICE OF MOTION – ALD WALKER AMENDMENT TO CONSOLIDATED MEETING PROCEDURES ...... 18
10. REPORTS FROM OUTSIDE BODIES ...... 19
CLARENCE CITY COUNCIL 11 NOV 2019 3
10.1 REPORTS FROM SINGLE AND JOINT AUTHORITIES ...... 19 • COPPING REFUSE DISPOSAL SITE JOINT AUTHORITY • TASWATER CORPORATION • GREATER HOBART COMMITTEE
10.2 REPORTS FROM COUNCIL AND SPECIAL COMMITTEES AND OTHER REPRESENTATIVE BODIES .... 19
11. REPORTS OF OFFICERS ...... 20
11.1 WEEKLY BRIEFING REPORTS ...... 20
11.2 DETERMINATION ON PETITIONS TABLED AT PREVIOUS COUNCIL MEETINGS ...... 21
11.3 PLANNING AUTHORITY MATTERS
11.3.1 DEVELOPMENT APPLICATION PDPLANPMTD-2019/003639 – 19 DILLON STREET, BELLERIVE - DWELLING ADDITIONS (ALTERATION TO APPROVED DECK) ...... 23
11.4 CUSTOMER SERVICE ITEMS
11.5 ASSET MANAGEMENT ITEMS
11.5.1 CLIFF TOP RISK MITIGATION FUNDING – AMENDMENTS TO 2019/20 PASSIVE RECREATION BUDGET ...... 36
11.5.2 INFRASTRUCTURE TASMANIA – 30 YEAR INFRASTRUCTURE STRATEGY ...... 43
11.6 FINANCIAL MANAGEMENT ITEMS
11.6.1 ANNUAL PLAN 2019/2020 ...... 157
11.7 GOVERNANCE ITEMS
11.7.1 WELCOMING CITIES ...... 233
11.7.2 AUSTRALIAN COASTAL COUNCIL COMMITTEE OF MANAGEMENT VACANCY ...... 244
11.7.3 PARTNERSHIP GRANTS ...... 247
11.7.4 DECLARATION OF BELLERIVE BEACH PARK AND SURROUNDING AREAS AS SMOKE-FREE UNDER THE PUBLIC HEALTH ACT 1997 ...... 254
CLARENCE CITY COUNCIL 11 NOV 2019 4
12. ALDERMEN’S QUESTION TIME ...... 268
12.1 QUESTIONS ON NOTICE ...... 268 12.2 ANSWERS TO QUESTIONS ON NOTICE ...... 268 12.3 ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE...... 268 12.4 ANSWERS TO QUESTIONS WITHOUT NOTICE – PREVIOUS COUNCIL MEETING ...... 269 12.5 QUESTIONS WITHOUT NOTICE ...... 273
13. CLOSED MEETING ...... 274
13.1 APPLICATIONS FOR LEAVE OF ABSENCE
13.2 TENDER T1314-19 ANNUAL RESEAL PROGRAM 2019/2020
13.3 PROPERTY MATTER - BELLERIVE
13.4 SPORTING FACILITY
13.5 CONTRACTUAL MATTER
13.6 APPOINTMENT OF ACTING GENERAL MANAGER
BUSINESS TO BE CONDUCTED AT THIS MEETING IS TO BE CONDUCTED IN THE ORDER IN WHICH IT IS SET OUT IN THIS AGENDA UNLESS THE COUNCIL BY ABSOLUTE MAJORITY DETERMINES OTHERWISE
COUNCIL MEETINGS, NOT INCLUDING CLOSED MEETING, ARE AUDIO-VISUALLY RECORDED AND PUBLISHED TO COUNCIL’S WEBSITE
CLARENCE CITY COUNCIL -11 NOV 2019 5
1. APOLOGIES
Ald D Ewington (Leave of Absence)
2. CONFIRMATION OF MINUTES (File No. 10/03/01)
RECOMMENDATION:
That the Minutes of the Council Meeting held on 21 October 2019, as circulated, be taken as read and confirmed.
3. MAYOR’S COMMUNICATION
CLARENCE CITY COUNCIL -11 NOV 2019 6
4. COUNCIL WORKSHOPS
In addition to the Aldermen’s Meeting Briefing (workshop) conducted on Friday immediately preceding the Council Meeting the following workshops were conducted by Council since its last ordinary Council Meeting:
PURPOSE DATE
Presentation – Boulevard Site, Kangaroo Bay Property Matter - Bellerive Budget Amendment Options and Processes 28 October
Clarence Coastal Policy Aboriginal Heritage Interpretation Plan Reconciliation Action Plan LGAT 21st Century Councils Sector Engagement Roadway/Access Issue – Cremorne Draft Infrastructure Strategy Car Parking Policy 4 November
RECOMMENDATION:
That Council notes the workshops conducted.
CLARENCE CITY COUNCIL -11 NOV 2019 7
5. DECLARATIONS OF INTERESTS OF ALDERMAN OR CLOSE ASSOCIATE (File No)
In accordance with Regulation 8 of the Local Government (Meeting Procedures) Regulations 2015 and Council’s adopted Code of Conduct, the Mayor requests Aldermen to indicate whether they have, or are likely to have a pecuniary interest (any pecuniary benefits or pecuniary detriment) or conflict of interest in any item on the Agenda.
CLARENCE CITY COUNCIL -11 NOV 2019 8
6. TABLING OF PETITIONS (File No. 10/03/12)
(Note: Petitions received by Aldermen are to be forwarded to the General Manager within seven days after receiving the petition).
Petitions are not to be tabled if they do not comply with Section 57(2) of the Local Government Act, or are defamatory, or the proposed actions are unlawful.
The General Manager will table the following petitions which comply with the Act requirements:
• Petition received from 30 signatories requesting Council not proceed with the proposed extension of the Clarence Foreshore Trail to Cleve Court
CLARENCE CITY COUNCIL -11 NOV 2019 9
7. PUBLIC QUESTION TIME
Public question time at ordinary Council meetings will not exceed 15 minutes. An individual may ask questions at the meeting. Questions may be submitted to Council in writing on the Friday 10 days before the meeting or may be raised from the Public Gallery during this segment of the meeting.
The Chairman may request an Alderman or Council officer to answer a question. No debate is permitted on any questions or answers. Questions and answers are to be kept as brief as possible.
7.1 PUBLIC QUESTIONS ON NOTICE
(Seven days before an ordinary Meeting, a member of the public may give written notice to the General Manager of a question to be asked at the meeting). A maximum of two questions may be submitted in writing before the meeting.
Questions on notice and their answers will be included in the minutes.
Nil
7.2 ANSWERS TO QUESTIONS ON NOTICE
The Mayor may address Questions on Notice submitted by members of the public.
Nil
7.3 ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE
The General Manager provides the following answers to Questions taken on Notice from members of the public at previous Council Meetings. QUESTION: At Council’s Meeting of 21 October 2019 Mrs D Hoggan of Rosny asked the following questions
1. Has Clarence City Council entered into, or begun negotiations concerning any lease or pre-lease agreement related to 12 Akuna Street, Montagu Bay (Rosny Hill NRA) with an individual or business entity?
2. What is the legal significance of the “proposed lease area Drawing No 1421-DA04 revision C-WIP dated 9 May 2019” cited in Appendix B of the Frazer Read Planning report for DA2019-002/2428 /contd on Page 10…
CLARENCE CITY COUNCIL -11 NOV 2019 10
ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE /contd…
ANSWER DETAILS 1. The answer to the first question is ‘No, there is no lease entered into, nor have any negotiations commenced, regarding the Rosny Hill Nature Recreation Area.
2. The answer to the second question is ‘There is no legal significance of the “proposed lease area Drawing No 1421-DA04 revision C-WIP dated 9 May 2019” cited in Appendix B of the Frazer Read Planning report for DA2019-002/2428. The area is a ‘proposed’ lease area and therefore is no more than a proposal and does not reflect any agreement between any party.’
GLOBAL WARMING AND RIGHT TO DEFEND PROPERTY
QUESTION: At Council’s Meeting of 21 October 2019 Mr M Figg of Lauderdale asked the following questions
1. In the agenda we have got an answer to a question that I raised and the Mayor took the question on notice. He also stated, which is not in the Minutes or Agenda that he thought that there were legal implications in the question and he needed to take advice on answering the question. Could the Mayor notify myself and others what the legal implications of that question are in writing, please?
2. Secondly your answer states that we can defend our land in relation to the Planning Scheme. The document that I have handed out shows the areas in red that are put aside by the Government which the Council has to adopt for the LPS, areas that will be designated to be inundated and eroded. The Planning Scheme goes against your answer. It says that we are not allowed to landfill, it says that we have to avoid barriers so that is part of the defence for inundation. It also says that you have to ensure the coastal processes of erosion can continue. If our land is lost to the Crown when it is over-run by the sea, can you please say yes or no to the original question, can we defend our land against climate change, erosion, inundation and everything that affects us, the owners of the land?
ANSWER DETAILS 1. The question requires consideration of applicable legal constraints, including the planning scheme controls. The question was “Can you assure us that our right to defend our land will be upheld by you?” In respect to the legal implications associated with the question, Council must be alert to, and apply, any legal obligations that apply at the relevant time. Council will therefore uphold a landowner’s right to defend their land to the extent that the law permits such rights to be upheld.
CLARENCE CITY COUNCIL -11 NOV 2019 11
ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE /contd…
2. The question does not specify where the proposed planning controls say what is purported in the question. It is unclear whether the question relates to the current scheme or the Tasmanian Planning Scheme. However, we have assumed it is the latter in answering the question.
The source of the plan which was circulated to Aldermen was not identified and therefore I cannot comment on that plan. However, when selecting planning controls to be applied under the LPS, Council mapping must be consistent with Guidelines issued by the Tasmanian Planning Commission under Section 8A of the Land Use Planning and Approvals Act 1993. In many cases the Guidelines refer to maps available on The List. In this instance the Guidelines, as they relate to Coastal Inundation Hazard Code, the Coastal Erosion Hazard Code and the Natural Assets Code, do refer to maps available on The List. The map supplied by Mr Figg appears to reflect a map on The List titled “Coastal Erosion Component 20161201” (albeit with different colours). The Guidelines do not refer to this map. However, the Guidelines refer to a different map titled “Coastal Erosion Hazard Area Bands 20161201”. The two maps are vastly different and should not be compared.
However, in relation to the question about planning controls, the Tasmanian Planning Scheme provisions which appear most relevant to questions asked around protective site works, are the Coastal Erosion Hazard and Coastal Inundation Hazard codes. Neither of C10.0 Coastal Erosion Code and C11.0 Coastal Inundation Code prohibit the consideration of an application for coastal protection works.
Clause 10.6.2 (relating to erosion) and Clause C11.6.2 (relating to Inundation) specially provide for the discretionary consideration against the relevant performance criteria of a proposal for Coastal protection works. Therefore, a simple yes or no response as to whether the works outlined in question can be done is not possible: this would depend on a discretionary planning application for the specific works accompanied by the relevant information required by the Scheme, to demonstrate compliance with the relevant performance criteria.
CLARENCE CITY COUNCIL -11 NOV 2019 12
7.4 QUESTIONS WITHOUT NOTICE
The Chairperson may invite members of the public present to ask questions without notice.
Questions are to relate to the activities of the Council. Questions without notice will be dependent on available time at the meeting.
Council Policy provides that the Chairperson may refuse to allow a question on notice to be listed or refuse to respond to a question put at a meeting without notice that relates to any item listed on the agenda for the Council meeting (note: this ground for refusal is in order to avoid any procedural fairness concerns arising in respect to any matter to be determined on the Council Meeting Agenda.
When dealing with Questions without Notice that require research and a more detailed response the Chairman may require that the question be put on notice and in writing. Wherever possible, answers will be provided at the next ordinary Council Meeting.
CLARENCE CITY COUNCIL -11 NOV 2019 13
8. DEPUTATIONS BY MEMBERS OF THE PUBLIC (File No 10/03/04)
(In accordance with Regulation 38 of the Local Government (Meeting Procedures) Regulations 2015 and in accordance with Council Policy, deputation requests are invited to address the Meeting and make statements or deliver reports to Council)
CLARENCE CITY COUNCIL -11 NOV 2019 14
9. MOTIONS ON NOTICE
9.1 NOTICE OF MOTION – ALD MULDER REMOVAL OF TREE – ST HELENS STREET, LINDISFARNE (File No 10-03-05)
In accordance with Notice given Ald Mulder intends to move the following Motion:
“That the E.Leucoxylon on Council land adjacent to 58 St Helens Street be replaced with a more suitable tree”.
EXPLANATORY NOTES
Structure - although recommended for pruning the tree has multiple leaders at ground level and therefore is at elevated risk of rot and splitting
Neighbourhood consultation - there has been no community support for retention of the tree.
Policy checklist - the tree meets none of the 12 policy checklist items that would favour retention.
Climate Change. Young growing trees absorb more Carbon Dioxide than mature trees.
GENERAL MANAGER’S COMMENTS
A matter for Council. CLARENCE CITY COUNCIL -11 NOV 2019 15
9.2 NOTICE OF MOTION – ALD MULDER AMENDMENT TO COUNCIL’S POLICY – MANAGEMENT OF TREES ON COUNCIL LAND (File No 10-03-05)
In accordance with Notice given Ald Mulder intends to move the following Motion:
“That Council’s Management of Trees Policy be amended by extending the period for overturning an Officer’s recommendation from 4 weeks to 3 ordinary Council meetings.”
EXPLANATORY NOTES
1. Council’s Management of Trees on Council Land Policy provides that: a. upon request to replace a tree on Council land, staff will assess the application and recommend either replacement or retention of the tree and publish their decision in the Weekly Briefing Report; and b. within 4 weeks of the publication of the Officer’s decision an Alderman may, by Notice of Motion, seek Council’s support to overturn that decision. 2. In practice, the period for giving Notice of a Motion to overturn an Officer’s decision may be as little as 2 days. Weekly Briefing Reports are issued each Wednesday and a Notice of Motion must be lodged by the penultimate Friday ahead of a Council meeting. 3. Three Council meetings, up to nine weeks, is a more appropriate period for community consultation.
T Mulder ALDERMAN
GENERAL MANAGER’S COMMENTS The current 4 week period for a notice of Motion to be presented to Council can lead to an unreasonably short period for lodging such a Motion. A period based on a number of Council meetings would provide greater certainty.
A matter for Council. CLARENCE CITY COUNCIL -11 NOV 2019 16
9.3 NOTICE OF MOTION – ALD EDMUNDS ALL-ABILITIES SWING (File No 10-03-05)
In accordance with Notice given Ald Edmunds intends to move the following Motion:
“A. That the Council purchases an all-abilities swing for installation at Simmons Park, Lindisfarne.
B. That the swing is installed in time for International Day of People with Disability (Tuesday, December 3)”.
EXPLANATORY NOTES:
All abilities seats provide back support and allow access for young children of all abilities. The swings provide support particularly to children with low muscle tone, with conditions including but not limited to: • Down syndrome; • Cerebral Palsy; • Prader-Willi syndrome; • Angelman syndrome; • Marfan syndrome; • Ehlers-Danlos syndrome; • Osteogenesis imperfecta; and • Joubert syndrome. The swings also encourage all-inclusive play as they can be attached to most standard swing frames, allowing children of all abilities to feel included and swing alongside their friends and family.
The swings can also be used by able-bodied children and retail at up to $1000. Based on a previous Alderman’s request in July and a Question to the General Manager in September, Council has some equipment that could be classified as all abilities but much of it is passive. /contd on Page 15…
CLARENCE CITY COUNCIL -11 NOV 2019 17
NOTICE OF MOTION – ALD EDMUNDS /contd…
Based on the advice of officers, Simmons Park is the preferred location for a swing because it is easily accessible and has numerous other swings. Council officers advise that the swing could be purchased from currently underspent funds in the Passive Recreation program.
L Edmunds ALDERMAN
GENERAL MANAGER’S COMMENTS
Funding for an all-abilities swing was not specifically budgeted within the FY2019/2020 Estimates. However, the required funds ($1000 plus installation costs) can be accommodated within the Passive Recreation program of the Capital Works budget via a minor reallocation.
CLARENCE CITY COUNCIL -11 NOV 2019 18
9.4 NOTICE OF MOTION – ALD WALKER AMENDMENT TO CONSOLIDATED MEETING PROCEDURES (File No 10-03-05)
In accordance with Notice given Ald Walker intends to move the following Motion:
“That Council amend the Consolidated Meeting Procedures to reduce the number of Notices of Motion allowable per Alderman per meeting from two to one.”
EXPLANATORY NOTES
There have been a number of meetings in 2019 where individual Aldermen have submitted multiple notices of motion. This not only increases the duration of a meeting but the duration of time people in the public gallery are having to wait before their items of interest such as planning matters are considered.
This change preserves the ability for any Alderman to raise a matter of concern in a public Council Meeting for debate. It may require an Alderman to be more judicious in selecting topics for a notice of motion or alternatively to better collaborate with fellow Aldermen in the drafting and moving of motions.
J Walker ALDERMAN
GENERAL MANAGER’S COMMENTS A matter for Council
CLARENCE CITY COUNCIL -11 NOV 2019 19
10. REPORTS FROM OUTSIDE BODIES
This agenda item is listed to facilitate the receipt of both informal and formal reporting from various outside bodies upon which Council has a representative involvement.
10.1 REPORTS FROM SINGLE AND JOINT AUTHORITIES
Provision is made for reports from Single and Joint Authorities if required.
Council is a participant in the following Single and Joint Authorities. These Authorities are required to provide quarterly reports to participating Councils, and these will be listed under this segment as and when received.
• COPPING REFUSE DISPOSAL SITE JOINT AUTHORITY Representatives: Ald James Walker (Ald Luke Edmunds, Deputy Representative)
Quarterly Reports September Quarterly Report pending
Representative Reporting
• TASWATER CORPORATION
• GREATER HOBART COMMITTEE
10.2 REPORTS FROM COUNCIL AND SPECIAL COMMITTEES AND OTHER REPRESENTATIVE BODIES
CLARENCE CITY COUNCIL -11 NOV 2019 20
11. REPORTS OF OFFICERS
11.1 WEEKLY BRIEFING REPORTS (File No 10/02/02)
The Weekly Briefing Reports of 21 and 28 October and 4 November 2019 have been circulated to Aldermen.
RECOMMENDATION:
That the information contained in the Weekly Briefing Reports of 21 and 28 October and 4 November 2019 be noted.
CLARENCE CITY COUNCIL -11 NOV 2019 21
11.2 DETERMINATION ON PETITIONS TABLED AT PREVIOUS COUNCIL MEETINGS
Nil. CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 22
11.3 PLANNING AUTHORITY MATTERS
In accordance with Regulation 25 (1) of the Local Government (Meeting Procedures) Regulations 2015, the Mayor advises that the Council intends to act as a Planning Authority under the Land Use Planning and Approvals Act 1993, to deal with the following items:
CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 23
11.3.1 DEVELOPMENT APPLICATION PDPLANPMTD-2019/003639 – 19 DILLON STREET, BELLERIVE - DWELLING ADDITIONS (ALTERATION TO APPROVED DECK) (File No.)
EXECUTIVE SUMMARY PURPOSE The purpose of this report is to consider the application made for dwelling additions (Alteration to Approved Deck) at 19 Dillon Street, Bellerive.
RELATION TO PLANNING PROVISIONS The land is zoned General Residential under the Clarence Interim Planning Scheme 2015 (the Scheme). In accordance with the Scheme the proposal is a discretionary development.
LEGISLATIVE REQUIREMENTS The report on this item details the basis and reasons for the recommendation. Any alternative decision by Council will require a full statement of reasons in order to maintain the integrity of the planning approval process and to comply with the requirements of the Judicial Review Act and the Local Government (Meeting Procedures) Regulations 2015. Note: References to provisions of the Land Use Planning and Approvals Act 1993 (the Act) are references to the former provisions of the Act as defined in Schedule 6 – Savings and transitional provisions of the Land Use Planning and Approvals Amendment (Tasmanian Planning Scheme Act) 2015. The former provisions apply to an interim planning scheme that was in force prior to the commencement day of the Land Use Planning and Approvals Amendment (Tasmanian Planning Scheme Act) 2015. The commencement day was 17 December 2015. Council is required to exercise a discretion within the statutory 42 day period which expired on 3 November 2019 but was extended with the consent of the applicant until 13 November 2019.
CONSULTATION The proposal was advertised in accordance with statutory requirements and 2 representations were received raising the following issues: • loss of privacy; and • height and form of building.
RECOMMENDATION:
A. That the Development Application for Dwelling Additions (Alteration to Approved Deck) at 19 Dillon Street, BELLERIVE (Cl Ref PDPLANPMTD- 2019/003639) be refused for following reason:
• The proposal does not comply with 10.4.6 P1 as the proposal does not minimise overlooking of the adjoining property.
B. That the details and conclusions included in the associated report be recorded as the reasons for Council’s decision in respect of this matter. CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 24
DEVELOPMENT APPLICATION PDPLANPMTD-2019/003639 - 19 DILLON STREET, BELLERIVE - DWELLING ADDITIONS (ALTERATION TO APPROVED DECK) /contd… ______ASSOCIATED REPORT
1. BACKGROUND The following previous permits have been issued for the site:
• D-2017/398 – Dwelling additions for a second storey addition. This permit was not commenced.
• A Building Permit (PDBDSUBCOM-2019/002124) was approved on 13 August 2019 for a second storey addition which complied with all development standards of the General Residential zone; and
• PDPLANPMTD-2019/003191 was approved on 7 October 2019 for an alteration to the approved building plans which required a variation to the side boundary setback.
2. STATUTORY IMPLICATIONS 2.1. The land is zoned General Residential under the Scheme.
2.2. The proposal is discretionary because it does not meet certain Acceptable Solutions under the Scheme.
2.3. The relevant parts of the Planning Scheme are:
• Section 8.10 – Determining Applications; and
• Section 10 – General Residential Zone.
2.4. Council’s assessment of this proposal should also consider the issues raised in any representations received, the outcomes of the State Policies and the objectives of Schedule 1 of the Land Use Planning and Approvals Act, 1993 (LUPAA). CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 25
3. PROPOSAL IN DETAIL 3.1. The Site The site is a 354m2 lot which contains a single dwelling. The construction of a second storey addition to the rear of the existing dwelling is currently under construction.
3.2. The Proposal The proposal is for alterations to an approved second storey deck. The proposal will increase the size of the deck from 20m2 to 27m2. The applicant has proposed that a 1m high opaque balustrade be located along the south western side of the deck. Pot plants are also proposed inside the balustrading along the south western boundary to provide privacy.
4. PLANNING ASSESSMENT 4.1. Determining Applications {Section 8.10} 8.10.1 In determining an application for any permit the planning authority must, in addition to the matters required by s51(2) of the Act, take into consideration: (a) all applicable standards and requirements in this planning scheme; and (b) any representations received pursuant to and in conformity with ss57(5) of the Act, but in the case of the exercise of discretion, only insofar as each such matter is relevant to the particular discretion being exercised.
References to these principles are contained in the discussion below.
4.2. Compliance with Zone and Codes The proposal meets the Scheme’s relevant Acceptable Solutions of the General Residential Zone with the exception of the following:
General Residential Zone: • Clause 10.4.6 A1 as the deck is located 1.6m from the south west (side) boundary and does not provide a 1.7m screen in accordance with the Acceptable Solution.
CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 26
Performance Criteria Proposal A balcony, deck, roof terrace, parking space or carport (whether freestanding or part of the dwelling) that has a finished surface or floor level more than 1 m above natural ground level, must be screened, or otherwise designed, to minimise overlooking of:
(a) a dwelling on an adjoining lot or its private The proposal extends the approved deck to open space; or within 1.6m of the south west boundary and extends for a length of 5.1m at this setback.
The dwelling on the adjoining property at 2/17 Dillon Street contains a living room and bedroom on the ground level and a dining room/kitchen bedroom on the second level.
The dwelling at 2/17 Dillon Street contains an area of private open space of approximately 120m2 in area which is located at the rear of the site. A second storey deck located on the north east elevation of this dwelling provides a second area of private open space which is located approximately 6m from the proposed deck extension.
The proposed deck extension is located 1.6m from the private open space at 2/17 Dillon Street and therefore will provide direct views over the entirety of this area. In addition, the proposal will result in direct views to the upper level deck located on the northern side of the adjoining dwelling.
The proposed measures to minimise the overlooking are not considered to satisfy the Performance Criteria for the following reasons: • The 1m high balustrade is not considered adequate to minimise direct views into the private open space and to the deck of the dwelling at 2/17 Dillon Street; and • The use of pot plants is unsuitable as they do not provide permanent screening.
On this basis it is considered that the proposal does not meet the Performance Criteria and therefore does not meet the objective of the Clause which is to ‘provide reasonable opportunity for privacy for dwelling’.
Alternative solutions were discussed with the applicant to reduce the impact on the adjoining dwelling. However, the applicant preferred to progress the application in its advertised form. (b) another dwelling on the same site or its N/A private open space; or (c) an adjoining vacant residential lot. N/A CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 27
5. REPRESENTATION ISSUES The proposal was advertised in accordance with statutory requirements and 2 representations were received. The following issues were raised by the representors.
5.1. Loss of privacy Concern was raised that the proposal will result in a loss of privacy to adjoining dwellings.
• Comment As discussed above, the proposal is considered to result in a loss of privacy for the adjoining dwelling at 2/17 Dillon Street. The concern regarding the large second storey window allowing direct views into the living room of the adjoining dwelling to the south east cannot have determining weight as this window was previously approved and does not form part of the current application.
5.2. Height and form of building Concern was raised that the form of the building additions is inappropriate for the area.
• Comment The planning controls in the General Residential zone do not include standards regarding the visual appearance of dwellings and therefore this concern cannot have determining weight. The proposed deck extension meets the height standards of the Scheme and therefore concerns regarding the height of the dwelling cannot have determining weight.
6. EXTERNAL REFERRALS N/A
7. STATE POLICIES AND ACT OBJECTIVES 7.1. The proposal is consistent with the outcomes of the State Policies, including those of the State Coastal Policy.
7.2. The proposal is consistent with the objectives of Schedule 1 of LUPAA. CLARENCE CITY COUNCIL – PLANNING AUTHORITY MATTERS- 11 NOV 2019 28
8. COUNCIL STRATEGIC PLAN/POLICY IMPLICATIONS There are no inconsistencies with Council’s adopted Strategic Plan or any other relevant Council policy.
9. CONCLUSION The proposal for an alteration to an approved deck at 19 Dillon Street, Bellerive, is not considered to meet the development standards of the Scheme and is recommended for refusal.
Attachments: 1. Location Plan (1) 2. Proposal Plan (4) 3. Site Photo (1)
Ross Lovell MANAGER CITY PLANNING
Council now concludes its deliberations as a Planning Authority under the Land Use Planning and Approvals Act, 1993.
Attachment 1
19 Dillon Street, Bellerive
This map has been produced by Clarence City Council using data from a range of agencies. The City bears 1/11/2019 no responsibility for the accuracy of this information and accepts no liability for its use by other parties. 1:2257
Agenda Attachments - 19 Dillon Street, Bellerive Page 1 of 6 GENERAL NOTES Attachment 2 DO NOT SCALE DRAWINGS. USE ONLY FIGURED DIMENSIONS.
THE BUILDER IS TO VERIFY ALL DIMENSIONS AND LEVELS ON SITE BEFORE COMMENCING ANY WORKS AND ORDERING OF MATERIALS.
ALL EXTERNAL WINDOWS TO BE PROVIDED WITH APPROVED FLASHINGS.
ALL GLAZING TO COMPLY WITH AS 1288-2006
PROPOSED ALTERATIONS + ADDITIONS ALL EXTERNAL WALLS TO BE PROVIDED WITH THERMAL S I T E I N F O R M A T I O N INSULATION IN ACCORDANCE WITH CL F62 OF BCA (ALL SARKING MATERIAL TO COMPLY WITH AS 1904 AND HAVE A FLAMMABILITY INDEX NOT GREATER THAN 5)
ALL NEW ROOF AREAS TO BE INSULATED WITH R2.5, MINIMUM, INSULATION IN ACCORDANCE WITH CL F6.2 OF LAND TITLE REFERENCE: 41102 / 01 THE ABC. NEW CHIMNEY TO BE MIN 300MM HIGHER THAN ROOF LINE WITHIN A 3600MM HORIZONTAL DISTANCE OF THE ADJOINING ROOFLINE IN ACCORDANCE WITH AS2919, 1988.
ALL WET AREAS TO BE FINISHED WITH CERAMIC TILES ON BAL: NA IMPERVIOUS MATERIAL UNDERLAY TO THE FLOORS AND CERAMIC TILES ON WATERPROOF PLASTERBOARD WALLS AS SHOWN A.F.L.
ALL INTERNAL FLUSH PANEL DOORS TO BEB2040MM IN ALPINE AREA: NA HEIGHT, REFER TO DRAWINGS FOR WIDTH 19 D I L L O N S T R E E T, THIS DRAWING TO BE READ IN CONJUNCTION WITH RELEVANT ENGINEERING DESIGN AND DETAILS. AS 1665 1 & 2
ALL NEW CONSTRUCTION TO COMPLY WITH SECTIONS 3 + 8 OTHER HAZARDS: NA (BAL-40) AS3959-2009 'Construction of buildings in bush B E L L E R I V E, T A S M A N I A fire-prone areas' AND SECTION A3.7 Addendum Appendix 3 of 'Planning for Bush Fire Protection'.
ELECTRICAL SERVICES AS PER REG2.3 ACCESS AND WIND CLASSIFICATION: N3 FACILITIES FOR THE DIABLED AS PER AS 1461 FIRE MAIN HOSE REELS, HYDRANTS AND ASSOCIATED DA-000 DRAWING REGISTER EQUIPMENT AS PER AS 2419 LOCATION AND TYPE OF FIRE EXTINGUISHERS AS PER CLIMATE ZONE: 7 CLAUSE 1.8 SIGNAGE DETAILS FOR EXIT DOORS, THE DISABLED TOILETS DA-001 PROPOSED SITE PLAN & LIFTS AS PER CLAUSES D2.3, F2.4, AND E3.3 DATE REVISION SOIL CLASSIFICATION: DA-002 PROPOSED PLAN UNKNOWN. REFER TO ENGINEERING NOTES DA-003 PROPOSED ELEVATIONS
A R E A S C H E D U L E P O BOX 846, LAUNECSTON TAS 7248 [email protected] 0421 884 469 SITE AREA: 354.00 m2 BUILDING DESIGN ACCREDITATION NO.: 3561 68286
PROJECT 2 Proposed Balcony Area: 27.62 m PROPOSED ALTERATIONS & ADDITIONS
2 AT 19 DILLON STREET, BELLERIVE GROUND FLOOR AREA: 149.22 m FOR MR + MRS DARKE DRAWING TITLE 2 FIRST FLOOR AREA: 59.00 m DRAWING REGISTER
DESIGNED DRAWN Drawing No. 2 TOTAL FLOOR AREA: 228.52 m LP LP CHECKED JOB NO. DA-00 CS 003 DAR SCALE DATE REV NO. N.T.S. AUGUST 2019 001 PROPOSED SITE COVERAGE : 176.21 m2 This drawing at all times remains the copyright of ELIZABETH PUGH BUILDING DESIGN
Agenda Attachments - 19 Dillon Street, Bellerive Page 2 of 6 GENERAL NOTES
DO NOT SCALE DRAWINGS. USE ONLY FIGURED DIMENSIONS.
THE BUILDER IS TO VERIFY ALL DIMENSIONS AND LEVELS ON SITE BEFORE COMMENCING ANY WORKS AND ORDERING OF MATERIALS.
ALL EXTERNAL WINDOWS TO BE PROVIDED WITH APPROVED FLASHINGS.
ALL GLAZING TO COMPLY WITH AS 1288-2006
DILION STREET ALL EXTERNAL WALLS TO BE PROVIDED WITH THERMAL INSULATION IN ACCORDANCE WITH CL F62 OF BCA (ALL SARKING MATERIAL TO COMPLY WITH AS 1904 AND HAVE A FLAMMABILITY INDEX NOT GREATER THAN 5)
ALL NEW ROOF AREAS TO BE INSULATED WITH R2.5, MINIMUM, INSULATION IN ACCORDANCE WITH CL F6.2 OF No. 17 No. 19 THE ABC. ENTRY NEW CHIMNEY TO BE MIN 300MM HIGHER THAN ROOF LINE WITHIN A 3600MM HORIZONTAL DISTANCE OF THE ADJOINING ROOFLINE IN ACCORDANCE WITH AS2919, 1988.
ALL WET AREAS TO BE FINISHED WITH CERAMIC TILES ON IMPERVIOUS MATERIAL UNDERLAY TO THE FLOORS AND CERAMIC TILES ON WATERPROOF PLASTERBOARD WALLS AS SHOWN A.F.L.
ALL INTERNAL FLUSH PANEL DOORS TO BEB2040MM IN HEIGHT, REFER TO DRAWINGS FOR WIDTH
THIS DRAWING TO BE READ IN CONJUNCTION WITH RELEVANT ENGINEERING DESIGN AND DETAILS. AS 1665 1 & 2
ALL NEW CONSTRUCTION TO COMPLY WITH SECTIONS 3 + 8 (BAL-40) AS3959-2009 'Construction of buildings in bush fire-prone areas' AND SECTION A3.7 Addendum Appendix 3 of 'Planning for Bush Fire Protection'.
ELECTRICAL SERVICES AS PER REG2.3 ACCESS AND FACILITIES FOR THE DIABLED AS PER AS 1461
FIRE MAIN HOSE REELS, HYDRANTS AND ASSOCIATED EQUIPMENT AS PER AS 2419
LOCATION AND TYPE OF FIRE EXTINGUISHERS AS PER Ex. Ex. CLAUSE 1.8 CHIMNEY CHIMNEY SIGNAGE DETAILS FOR EXIT DOORS, THE DISABLED TOILETS & LIFTS AS PER CLAUSES D2.3, F2.4, AND E3.3
DATE REVISION UP
3000 P O BOX 846, LAUNECSTON TAS 7248 2740 setback [email protected] 0421 884 469
UP BUILDING DESIGN ACCREDITATION NO.: 3561 68286
PROJECT ROOF PITCH 1° PROPOSED ALTERATIONS B A L C O N Y 0 1 & ADDITIONS
AREA OF AT 19 DILLON STREET, BELLERIVE PROPOSED FOR MR + MRS DARKE DEVELOPMENT UP DRAWING TITLE PROPOSED
ROOF PITCH 45° ROOF PLAN // SITE PLAN
DESIGNED DRAWN Drawing No. LP LP CHECKED JOB NO. DA-001 CS 003 DAR SCALE DATE REV NO. 1:100 @ A3 AUGUST 2019 001
PROPOSED ROOF PLAN This drawing at all times remains the copyright of ELIZABETH PUGH BUILDING DESIGN
Agenda Attachments - 19 Dillon Street, Bellerive Page 3 of 6 GENERAL NOTES
DO NOT SCALE DRAWINGS. USE ONLY FIGURED DIMENSIONS.
THE BUILDER IS TO VERIFY ALL DIMENSIONS AND LEVELS ON SITE BEFORE COMMENCING ANY WORKS AND ORDERING EXISTING APPROVED DA PROPOSED DA OF MATERIALS. ALL EXTERNAL WINDOWS TO BE PROVIDED WITH APPROVED FLASHINGS.
ALL GLAZING TO COMPLY WITH AS 1288-2006
ALL EXTERNAL WALLS TO BE PROVIDED WITH THERMAL INSULATION IN ACCORDANCE WITH CL F62 OF BCA (ALL SARKING MATERIAL TO COMPLY WITH AS 1904 AND HAVE A FLAMMABILITY INDEX NOT GREATER THAN 5)
ALL NEW ROOF AREAS TO BE INSULATED WITH R2.5, DILION STREET DILION STREET MINIMUM, INSULATION IN ACCORDANCE WITH CL F6.2 OF THE ABC.
NEW CHIMNEY TO BE MIN 300MM HIGHER THAN ROOF LINE WITHIN A 3600MM HORIZONTAL DISTANCE OF THE No. 17 No. 19 No. 17 No. 19 ADJOINING ROOFLINE IN ACCORDANCE WITH AS2919, 1988. ALL WET AREAS TO BE FINISHED WITH CERAMIC TILES ON IMPERVIOUS MATERIAL UNDERLAY TO THE FLOORS AND CERAMIC TILES ON WATERPROOF PLASTERBOARD WALLS AS SHOWN A.F.L.
ALL INTERNAL FLUSH PANEL DOORS TO BEB2040MM IN HEIGHT, REFER TO DRAWINGS FOR WIDTH
THIS DRAWING TO BE READ IN CONJUNCTION WITH RELEVANT ENGINEERING DESIGN AND DETAILS. AS 1665 1 & 2
ALL NEW CONSTRUCTION TO COMPLY WITH SECTIONS 3 + 8 (BAL-40) AS3959-2009 'Construction of buildings in bush fire-prone areas' AND SECTION A3.7 Addendum Appendix 3 of 'Planning for Bush Fire Protection'.
ELECTRICAL SERVICES AS PER REG2.3 ACCESS AND FACILITIES FOR THE DIABLED AS PER AS 1461
FIRE MAIN HOSE REELS, HYDRANTS AND ASSOCIATED EQUIPMENT AS PER AS 2419
LOCATION AND TYPE OF FIRE EXTINGUISHERS AS PER CLAUSE 1.8 W A L K I N R O B E W A L K I N R O B E SIGNAGE DETAILS FOR EXIT DOORS, THE DISABLED TOILETS & LIFTS AS PER CLAUSES D2.3, F2.4, AND E3.3
DATE REVISION E E T T I I ROOF ROOF U U
STORE S
STORE S Y N N R E E A DOUBLE STOREY BRICK DWELLING DOUBLE STOREY BRICK DWELLING KING BED KING BED D BALCONY FFL TO BE 50MM BALCONY FFL TO BE 50MM N BELOW INTERNAL FFL MIN. BELOW INTERNAL FFL MIN.
M A S T E R B E D R O O M U M A S T E R B E D R O O M O 3420 B
3000 2740 setback E D P O BOX 846, LAUNECSTON TAS 7248 I 1260
S [email protected] 0421 884 469 1420 2510 BUILDING DESIGN ACCREDITATION NO.: 3561 68286 3000
Y B E D R O O M 0 3 2740 setback B E D R O O M 0 3 PROJECT R HIGH POINT
A PROPOSED ALTERATIONS D 00 00
N & ADDITIONS
SLOPE 01 18 17 01 1718 U 16 02 16 02 O AT 19 DILLON STREET, BELLERIVE 8580
5160 15 03 15 03 1:100 FALL MIN. BALCONY B FOR MR + MRS DARKE
14 04 14 04 B A L C O N Y 0 1 L O U N G E LOW POINT L O U N G E DRAWING TITLE E 13 05
13 05 UP FOLIAGE TO FOLIAGE PRIVACY CREATE UP D 12 06 12 06 I 11 07 11 07 PROPOSED S B A L C O N Y 0 1 10 08 BALCONY FFL TO BE 50MM 10 08 FIRST FLOOR PLAN ROOF BELOW INTERNAL FFL MIN. STORE REPLACE DA UNDER APPROVED ROOF DESIGNED DRAWN Drawing No. SHEETING WITH GLASS BALUSTRADE. LP LP DA-002 ALL BALUSTRADES 1420 2510 CHECKED JOB NO. TO BE FITTED WITH FULLY OBSCURE CS 003 DAR FROSTING. 3930 SCALE DATE REV NO. 1:100 @ A3 SEPT. 2019 002
This drawing at all times remains the copyright of ELIZABETH PUGH BUILDING DESIGN
EXISTING DA APPROVED PLAN PROPOSED PLAN
Agenda Attachments - 19 Dillon Street, Bellerive Page 4 of 6 GENERAL NOTES
DO NOT SCALE DRAWINGS. USE ONLY FIGURED DIMENSIONS.
THE BUILDER IS TO VERIFY ALL DIMENSIONS AND LEVELS ON SITE BEFORE COMMENCING ANY WORKS AND ORDERING EXISTING APPROVED DA PROPOSED DA OF MATERIALS. ALL EXTERNAL WINDOWS TO BE PROVIDED WITH APPROVED FLASHINGS.
ALL GLAZING TO COMPLY WITH AS 1288-2006
ALL EXTERNAL WALLS TO BE PROVIDED WITH THERMAL INSULATION IN ACCORDANCE WITH CL F62 OF BCA (ALL SARKING MATERIAL TO COMPLY WITH AS 1904 AND HAVE A FLAMMABILITY INDEX NOT GREATER THAN 5)
ALL NEW ROOF AREAS TO BE INSULATED WITH R2.5, MINIMUM, INSULATION IN ACCORDANCE WITH CL F6.2 OF THE ABC.
NEW CHIMNEY TO BE MIN 300MM HIGHER THAN ROOF LINE existing DA existing DA proposed DA WITHIN A 3600MM HORIZONTAL DISTANCE OF THE ADJOINING ROOFLINE IN ACCORDANCE WITH AS2919, 1988.
ALL WET AREAS TO BE FINISHED WITH CERAMIC TILES ON IMPERVIOUS MATERIAL UNDERLAY TO THE FLOORS AND CERAMIC TILES ON WATERPROOF PLASTERBOARD WALLS AS SHOWN A.F.L.
ALL INTERNAL FLUSH PANEL DOORS TO BEB2040MM IN HEIGHT, REFER TO DRAWINGS FOR WIDTH
THIS DRAWING TO BE READ IN CONJUNCTION WITH RELEVANT ENGINEERING DESIGN AND DETAILS. AS 1665 1 & 2 APPROVED DA REPLACE DA ROOF SHEETING, APPROVED ROOF ALL NEW CONSTRUCTION TO COMPLY WITH SECTIONS 3 + 8 FULL LENGTH OF SHEETING WITH (BAL-40) AS3959-2009 'Construction of buildings in bush BALCONY GLASS BALUSTRADE fire-prone areas' AND SECTION A3.7 Addendum Appendix 3 of 'Planning for Bush Fire Protection'.
ELECTRICAL SERVICES AS PER REG2.3 ACCESS AND FACILITIES FOR THE DIABLED AS PER AS 1461
FIRE MAIN HOSE REELS, HYDRANTS AND ASSOCIATED EQUIPMENT AS PER AS 2419
LOCATION AND TYPE OF FIRE EXTINGUISHERS AS PER CLAUSE 1.8
SIGNAGE DETAILS FOR EXIT DOORS, THE DISABLED TOILETS & LIFTS AS PER CLAUSES D2.3, F2.4, AND E3.3
DATE REVISION
NORTH EAST ELEVATION NORTH EAST ELEVATION
P O BOX 846, LAUNECSTON TAS 7248 [email protected] 0421 884 469 BUILDING DESIGN ACCREDITATION NO.: 3561 68286
existing DA new DA existing DA PROJECT PROPOSED ALTERATIONS & ADDITIONS
AT 19 DILLON STREET, BELLERIVE 2400 APPROVED DA; 2400 REPLACE DA FOR MR + MRS DARKE ROOF SHEETING APPROVED ROOF 1 SHEETING WITH DRAWING TITLE WITH 2 GLASS BALUSTRADE GLASS BALUSTRADE PROPOSED ELEVATIONS
DESIGNED DRAWN Drawing No. LP LP DA-003 CHECKED JOB NO. 2700 2700 CS 003 DAR SCALE DATE REV NO. 1:100 @ A3 AUGUST 2019 001
This drawing at all times remains the copyright of ELIZABETH PUGH BUILDING DESIGN
NORTH WEST ELEVATION NORTH WEST ELEVATION
Agenda Attachments - 19 Dillon Street, Bellerive Page 5 of 6 Attachment 3
View of the site from Dillon Street.
View of the south west elevation of the dwelling at 19 Dillon Street and the deck at 2/17 Dillon Street.
Agenda Attachments - 19 Dillon Street, Bellerive Page 6 of 6 CLARENCE CITY COUNCIL – CUSTOMER SERVICE- 11 NOV 2019 35
11.4 CUSTOMER SERVICE
Nil Items.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 36
11.5 ASSET MANAGEMENT
11.5.1 CLIFF TOP RISK MITIGATION FUNDING – AMENDMENTS TO 2019/20 PASSIVE RECREATION BUDGET (File No.
EXECUTIVE SUMMARY PURPOSE To approve an amendment to the 2019/2020 Passive Recreation Capital Budget by reallocating funds from six (6) previously approved projects to two (2) high priority risk management projects: the Cliff Top Risk Mitigation - Anzac Park and the Cliff Top Risk Mitigation - Second Bluff.
RELATION TO EXISTING POLICY/PLANS Council’s Strategic Plan 2016/2026 is relevant.
LEGISLATIVE REQUIREMENTS The Local Government Act is relevant.
CONSULTATION Subject to approval of the proposed funding reallocation, consultation will be undertaken with identified stakeholders (Bellerive/Howrah Coast Care group at Second Bluff and the RSL at Anzac Park) prior to lodging development applications.
Internal consultation has been undertaken with Council’s Sport and Recreation Committee and the Tracks and Trails Committee.
FINANCIAL IMPLICATIONS Reallocation of budget funds from six (6) funded projects to two (2) new priority projects will not result in any substantive change to the Passive Recreation Capital Budget. Funding for the deferred projects will be considered in the 2020/2021 capital budget estimates.
RECOMMENDATION:
That Council:
A. Reallocate funds from the 2019/2020 Passive Recreation Capital Budget as follows:
Unspent funds from completed projects: • Blessington to Fort Direction Track $6,550. • Potters Hill to Fort Direction Track $1,884.
Defer the following projects and reallocate funds: • Single Hill Track $9,000 • South Arm neck Tangara Trail $40,000 • Pindos Park to Gully Track $25,400 CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 37
Re-allocate partial project funds: • Mays Point and Cremorne Coastal Track $20,000
B. Create two new projects within the Passive Recreation Capital Budget and allocate funds as follows: • Anzac Park cliff top fence $60,000 • Second Bluff cliff top fence $40,000
NB: An Absolute Majority is required for a Decision on this Item ______ASSOCIATED REPORT 1. BACKGROUND 1.1. Council’s insurer, Jardine Lloyd Thompson (JLT), was engaged to undertake cliff top risk assessments at six sites in the City of Clarence. The cliff top risk assessments were conducted as part of Council’s on-going risk assessment program.
1.2. The six locations assessed by JLT were Wentworth Park (Second Bluff) Bellerive, Anzac Park Lindisfarne, Kangaroo Bay Park Rosny, Montagu Bay Primary School Foreshore trail and reserve, Waverley Flora and Fauna Park Mornington and Clarence Mountain Bike Park, Mornington.
1.3. JLT delivered a risk assessment report for each location, including risk mitigation recommendations.
1.4. Additionally, JLT has provided a risk mitigation assessment tool to enable Council to conduct its own cliff top risk assessments, including selection of effective mitigation measures.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 38
2. REPORT IN DETAIL 2.1. The following six sites have cliff top pathways which were assessed by JLT and a risk rating for each site provided: • ANZAC Park - extreme risk rating; • Wentworth Park (Second Bluff) - extreme risk rating; • Kangaroo Bay - high risk rating; • Montagu Bay Primary School (foreshore trail) - high risk rating; • Waverley Flora & Fauna Park - high risk rating; and • Clarence Mountain Bike Park - high risk rating.
2.2. JLT has recommended an integrated approach to risk mitigation by combining one or more of the following mitigation options at each of the assessed sites: • repair existing fences/barriers; • realign segments of path away from the cliff edge (where possible); • establish dense vegetation between barriers and the cliff face to restrict access and abate erosion; • install either Type A, B or C barrier/fence of 1.2m high in line with AS2156.2 2001-Walking Tracks Infrastructure Design; and • install signage at access points to the pathway and at regular intervals along its length in line with AS/NZS 2416.1 2010 symbol WSW 010 – Unstable Cliff Edge.
2.3. At this stage, the primary focus is upon the ANZAC Park and Wentworth Park (Second Bluff) sites due to their ‘extreme’ risk ratings. It is recommended that these risks are mitigated as soon as possible and that the necessary Budget adjustments are made to facilitate these works.
2.4. The following projects have been completed or substantially completed and have residual funds that could be reallocated: • the track from Blessington Street to Fort Direction; • the track along the Tranmere foreshore south of Pindos Park; • the track from Potters Hill to Fort Direction.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 39
2.5. In respect to the Tranmere foreshore track south of Pindos Park, the majority of the track has been constructed with a section remaining on hold awaiting advice from Aboriginal Heritage Tasmania. Completion of this remaining part of the project can be deferred for funding in FY2020/2021.
2.6. The following projects can be deferred to FY2020/2021: • a track at Single Hill; • an extension to the Tangara Trail at the South Arm Neck.
2.7. The provision of a track at Mays Point and Cremorne is unlikely to require the full allocated budget. The budget considered to be in excess of the expected spend could be reallocated.
2.8. The suggested funding reallocations amounts are set out at section 7 below.
3. CONSULTATION 3.1. Community Consultation No community consultation has been undertaken to date. Consultation will be undertaken with identified stakeholders (principally, Bellerive/Howrah Coast Care group at Second Bluff and the RSL at Anzac Park) prior to lodging Development Applications.
Internal consultation has been undertaken with Council’s Sport and Recreation Committee and the Tracks and Trails Committee.
The Sport and Recreation Committee requested consideration be given to the placement of suitable pedestrian access/signage access points on Second Bluff. Existing paths at this site provide access for those members of the community who fish or swim from the rocks on Second Bluff.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 40
Council officers consulted the Tracks and Trails Committee regarding the reallocation of funds, the committee accepted the proposal in principle but highlighted their expectation that replacement funding would be forthcoming in 2020/2021 for any projects deferred.
3.2. State/Local Government Protocol Nil.
3.3. Other Nil.
4. STRATEGIC PLAN/POLICY IMPLICATIONS Council’s Strategic Plan 2016 - 2026 within the Goal Area A People City contains the following strategies;
“Develop and implement a public open space network including quality public open spaces, parks, reserves and tracks and trails”, and
“Develop and implement plans and programs addressing personal and community safety”.
5. EXTERNAL IMPACTS Nil.
6. RISK AND LEGAL IMPLICATIONS The Local Government Act 1993 (Tas) provides that a function of a council is ‘to provide for the health, safety and welfare of the community’. Council also has a common law duty of care to consider and address issues of public safety. It is important that Council assess its cliff top risks and acts proactively with a planned approach to appropriately manage and, where necessary, mitigate risk.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 41
7. FINANCIAL IMPLICATIONS 7.1. The proposal is to reallocate budget funds from 6 funded projects within the 2019/2020 Passive Recreation Capital Budget to fund 2 new projects. The overall Passive Recreation Capital Budget amount would be unchanged.
7.2. There are unspent allocated funds within two (2) completed Tracks and Trails projects, being:
• Blessington to Fort Direction Track $6,550 unspent. • Potters Hill to Fort Direction Track $1,884 unspent.
7.3. There are three projects funded in the 2019/2020 Tracks and Trails budget which are unlikely to be commenced this financial year and can be deferred for funding in 2020/2021, being:
• Single Hill Track $9,000 • South Arm neck Tangara Trail $40,000 • Pindos Park to Gully Track $25,400
7.4. Council has allocated funds of $140,599 to the Mays Point and Cremorne Coastal Track project. This project has not yet substantially commenced and consultation with the project manager indicates that it is not expected that all funds will be expended in the 2019/2020, year. It is proposed that $20,000 of the budget for the Mays Point and Cremorne Coastal Track project be reallocated.
7.5. The total available funding through the above reallocations is $102,834. The estimated cost for fencing at the two cliff top sites assessed as extreme risk is $100,000. It is estimated that fencing at Anzac Park will cost approximately $60,000 and fencing at Second Bluff will cost approximately $40,000.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 42
7.6. In applying the method of cliff top risk assessment developed by JLT to other tracks and trails in the Clarence area, through Council’s periodic inspections, there may be other areas identified for risk mitigation. There assessments will be reported as and when available, prioritised according to the risk assessment outcome, and any funding requirements identified at that time.
8. ANY OTHER UNIQUE ISSUES 8.1. Discretionary planning approval will be required for the fencing at both Anzac Park and Second Bluff as the structures will be located within 30 metres of a watercourse. Both sites are located partially within a Coastal Erosion Hazard Area, meaning the requirements of the Coastal Erosion Hazard Code will apply to the assessment of the development application. Consultation will occur in the usual way as part of the development application process; however, it is proposed that consultation with Coast Care groups and the RSL occur prior to lodgement of the development applications.
8.2. Council officers have lodged Aboriginal Heritage desktop review applications for both Anzac Park and Second Bluff sites. From previous experience, Second Bluff is a known Aboriginal Heritage site with highly sensitive zones present, such as ‘no dig’ sites. Therefore, the position of the fencing must be carefully co-ordinated within these zones.
9. CONCLUSION JLT has provided a risk report for six cliff top sites. Two sites, Anzac Park and Wentworth Park (Second Bluff) have been assessed as extreme risk. It is recommended that Council reallocate available funds from within the Passive Recreation Capital Budget to two (2) new projects - the Cliff Top Risk Mitigation - Anzac Park project and Cliff Top Risk Mitigation - Second Bluff project, with the aim of mitigating the risk as soon as possible.
Attachments: Nil
Ross Graham GROUP MANAGER ENGINEERING SERVICES
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 43
11.5.2 INFRASTRUCTURE TASMANIA – 30 YEAR INFRASTRUCTURE STRATEGY (File No.)
EXECUTIVE SUMMARY PURPOSE To consider and approve a submission to Infrastructure Tasmania for their draft 30 Year Infrastructure Strategy.
RELATION TO EXISTING POLICY/PLANS Council’s Strategic Plan 2016 – 2026 is relevant.
LEGISLATIVE REQUIREMENTS Nil.
CONSULTATION Nil.
FINANCIAL IMPLICATIONS There are no direct financial implications for Council.
RECOMMENDATION:
That Council authorises the General Manager to provide the submission referred to at Attachment 1 of the Associated Report to Infrastructure Tasmania, which relates to their draft 30 Year Infrastructure Strategy.
______ASSOCIATED REPORT 1. BACKGROUND 1.1. Infrastructure Tasmania was created to provide a coordinated, state-wide approach to the planning and delivery of infrastructure in Tasmania, including rail, major roads, energy, ports and water and sewerage.
1.2. Infrastructure Tasmania’s objective is to ensure the right infrastructure is built at the right time, in the right place, and as efficiently as possible to support productivity, economic growth and community amenity.
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 44
Infrastructure Tasmania’s core objectives are: • Assess and prioritise all major publicly funded infrastructure investment proposals; • Provide independent and objective advice about proposals to the Minister for Infrastructure and the Treasurer; • Responsibility for coordination of all major infrastructure funding submissions to the Tasmanian and Australian Governments.
1.3. Infrastructure Tasmania has prepared a draft 30 Year Infrastructure Strategy and released this document for public consultation, with comments closing on 15 November 2019.
1.4. The draft Strategy builds on the existing “Infrastructure Tasmanian Project Pipeline”, which provides details of significant infrastructure projects occurring or planned to occur within Tasmania over the next 10 years. The 30 Year Strategy document seeks to outline a future state for Tasmania based on a series of trends and changes and proposes actions to address the challenges and opportunities that will arise.
1.5. The draft Strategy is very broad and covers both economic and social infrastructure for Tasmania, including transport infrastructure, social infrastructure, health, education, housing, power generation and distribution, the justice sector, tourism and recreation.
1.6. The Strategy steers away from highlighting specific infrastructure projects and very few infrastructure projects are named in the document. A Tasman Bridge capacity study is mentioned, together with site options for a future Derwent Crossing. Bridgewater Bridge and the City Deal are not named but Intelligent Transport Systems (ITS) and Derwent Ferries are.
1.7. The Strategy is intended to be visionary and highlights achievements in the delivery of infrastructure to date and the emerging demographic, technological and climate changes which infrastructure planners need to be aware of. CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 45
1.8. Emerging issues highlighted for Tasmania are: • Ageing population; • Relatively low employment rates compared to other States; • Poor education outcomes; • Poor health outcomes; • We have strong renewable resources (energy); • Our housing market is strong; • There needs to be better sharing of growth, geographically, across the State; • We need land use planning for higher density housing/transit corridors; • Optimising use of existing infrastructure assets; • Growth of data and digitisation; • The arrival of autonomous vehicles and electric vehicles.
1.9. A copy of the draft 30 Year Infrastructure Strategy is attached as Attachment 1. The associated Infrastructure Tasmania Project Pipeline document is attached as Attachment 2. A copy of the proposed draft submission to Infrastructure Tasmania in response to these documents is attached as Attachment 3.
2. REPORT IN DETAIL 2.1. The Strategy refers to the recently released 10 year, Infrastructure Tasmania Project Pipeline. This is the second of these annual documents to be released and is much more specific than the 30 Year Strategy, in terms of covering individual projects. Bridgewater Bridge and the City Deal are covered here and the ‘Pipeline’ notes that over $300M is planned to be spent on roads in 2019/2020 following on from $280M spent in 2018/2019.
2.2. Projects listed in the ‘Pipeline’ which are directly related to Clarence are: • Richmond Road Upgrade (Cambridge Bypass) $24M, 2019-2022; • Hobart Airport Upgrade $320M, 2020-2024; • Trade and Water Centre of Excellence – TAFE $7M, 2020; • New Southern Remand Prison $70M, 2020-2022; CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 46
• Hobart Public Ferry Terminals $10M 2020-21; • South East Traffic Solution $162M, 2020-2029; • Tasman Highway Airport Interchange $30M, 2020-2022; • East Derwent Highway Duplication, Geilston Bay $21M, 2021-2024; • Tasman Bridge Active Transport Improvements $14M, 2021-2023; • Greater Hobart Intelligent Transport System $20M, 2012-2026; • Risdon Prison Shared Facilities Upgrade $9M, 2022.
Bridgewater Bridge is flagged at $576M, 2022-2024.
2.3. The only private infrastructure projects flagged for the Clarence area in the ‘Pipeline’ document are the Chambroad Kangaroo Bay Hotel and Hospitality Training Centre at $85M and the Springhaven Retirement Village at $35M.
2.4. The Hobart City Deal is covered under the title “Government sector horizon projects”, where it is noted that the City Deal includes the Bus Transit Centre (Hobart), Derwent ferries and the Northern Suburbs Transit Corridor, with the project value “unknown”.
2.5. The South East Traffic Solution, costed at $162M consists of several ‘bundled’ projects, such as the Sorell Bypass, Airport Roundabout, Duplication of the Tasman Highway east of the airport and Midway Point Intersection. It would be of interest for Council to have a breakdown of the $162M projects, in terms of their priority and timing and whether they are funded for planning/design/construction.
2.6. The 10 Year Pipeline document does not make mention of other transport projects in the Clarence area such as: • South Arm Highway/Road, Pass Road to Acton Road (Rokeby Bypass); • Gordons Hill Road/Tasman Highway Ramps; • Flagstaff Gully Link Road; • Mornington Roundabout; CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 47
• East Derwent Highway upgrade between Grass Tree Hill Road and Bowen Bridge; • Public transport projects in the Clarence area (with the exception of Derwent ferries).
3. CONSULTATION 3.1. Community Consultation The draft 30 Year Infrastructure Strategy has been released for comment by Infrastructure Tasmania. Submissions are being received via email.
No community consultation has been undertaken by Council in preparing the draft submission.
3.2. State/Local Government Protocol The consultation process is within the control of Infrastructure Tasmania, which is a division within the Department of State Growth.
3.3. Other Nil.
4. STRATEGIC PLAN/POLICY IMPLICATIONS Council’s Strategic Plan 2016-2026 under the Strategy - A Well Planned Liveable City, provides: “Clarence will be a well-planned liveable city with services and supporting infrastructure to meet current and future needs.”
Council’s Strategic Plan 2016-2026 under the Strategy - A Prosperous City, provides: “Clarence will develop its economy, improve prosperity, and expand both the level and equity of personal opportunity within its communities.”
CLARENCE CITY COUNCIL – ASSET MANAGEMENT- 11 NOV 2019 48
5. EXTERNAL IMPACTS The external impacts of Council’s submission to Infrastructure Tasmania are unknown at this stage.
6. RISK AND LEGAL IMPLICATIONS Nil.
7. FINANCIAL IMPLICATIONS There are no direct financial implications for Council.
8. ANY OTHER UNIQUE ISSUES Nil.
9. CONCLUSION The opportunity to make a submission to Infrastructure Tasmania allows Council to put forward Council’s views as to how forward infrastructure planning should be managed to benefit residents of Clarence, within the context of broader Statewide interests.
Attachments: 1. Draft Infrastructure Tasmania 30 Year Infrastructure Strategy (67) 2. Infrastructure Tasmania Project Pipeline (39) 3. Draft Submission to Infrastructure Tasmania (2)
Ross Graham GROUP MANAGER ENGINEERING SERVICES
ATTACHMENT 1
1
ATTACHMENT 1
Contents
Contents ...... 2 Overview ...... 4 Introduction ...... 6 Strategy Framework ...... 7 Linking with other strategies ...... 8 Vision ...... 9 Themes ...... 10 Objectives ...... 11 Good infrastructure planning and management...... 12 Funding and financing infrastructure provision ...... 13 Tasmania today ...... 14 A growing and ageing population ...... 14 Niche industries, innovation, abundant natural resources ...... 16 Social and structural considerations ...... 17 Mega trends ...... 20 Demographics ...... 20 Urbanisation ...... 20 Consumer drive for more services to be more personalised ...... 21 Digitisation and technological change ...... 21 Availability and volume of data ...... 22 Climate change ...... 22 Resource availability ...... 23 Transforming and transitioning ...... 24 Embracing new models of service delivery ...... 24 Harnessing the growth of data and technology ...... 24 Shifting from physical to virtual ...... 25 Adopting a systems approach to future planning across sectors ...... 25 Integrating land use and infrastructure planning ...... 26 Future state – A productive and connected economy ...... 28 Future skills ...... 28 The future of work ...... 29
2
ATTACHMENT 1
Live anywhere, work anywhere ...... 30 Harnessing a digital future ...... 36 Opportunities ...... 37 Future state – healthy and safe communities ...... 40 Empowered patients and healthy lifestyles ...... 41 Modern health infrastructure and out of hospital care ...... 42 Connected and accessible places and spaces ...... 45 Policing, corrections and access to justice ...... 47 Safety of movement ...... 50 Opportunities ...... 51 Future state – sustainability and resilience ...... 53 Managing the use and operation of our environment ...... 53 Robust planning and capability development ...... 61 Opportunities ...... 64
3
ATTACHMENT 1
Providing healthy and safe communities will Overview require healthy lifestyles, improved well-being and for patients to be empowered. It will involve the provision of healthcare closer to Tasmania’s first 30-year Infrastructure home and access to safe, secure and Strategy (the Strategy) covers all types of affordable houses. The Strategy identifies infrastructure and sets a course for the next prevention as a key driver for a healthier and 30 years to create the best possible long term safer population and acknowledges the future for the state. It builds on work and importance of coordinating across planning, planning already underway, including the infrastructure and health and human service Tasmania Government’s recently released 10- sectors to deliver affordable, efficient and year Infrastructure Pipeline, which details the timely care. known infrastructure projects to be delivered A sustainable and resilient state requires the across the state over the next decade. sound use, management and operation of our This consultation draft of the Strategy follows resources. The strategy outlines future consultation across government and infrastructure needs across our resource base acknowledges that government departments and the need to ensure that we not only build and agencies are regularly reviewing and new things but look after the infrastructure planning their infrastructure approaches to assets we have. It recommends that climate inform future operations. This strategy seeks change and hazard management to build on that collective effort. It outlines a considerations form part of the design and future state for Tasmania that has liveability, management of infrastructure. prosperity and sustainability at its core, The Strategy highlights the importance of focusing on the key themes of a productive technology and how that will impact the and connected economy, healthy and safe services that Tasmanians may need and want communities, and sustainability and resilience. in the future. Emphasis is placed on the need The Strategy outlines some major global to think and act differently in an ever evolving trends that will impact our local future. It also space as infrastructure options continue to outlines factors that will transform the way change the way we learn, work and live. Tasmanians live - new models of service In acknowledging that Tasmania’s population is delivery, growth of data and technology, and getting older, the Strategy considers the an increasing shift from a physical to virtual impact this factor will have on mobility, access way of living our lives. to health services and our workforce. With In seeking to achieve a productive and the challenge associated with responding to connected economy, the Strategy explores changing demographics also comes the future skills necessary for future work and opportunity. Adaptive ways of getting around what that work might look like. It addresses and innovative interfaces will become the capacity to live anywhere and work hallmarks of Tasmania’s future. anywhere and the imperative of being digitally- The Strategy highlights a number of connected. The Strategy details opportunities opportunities for all infrastructure sectors, that support an enhanced way of life, including ranging from access to health, education and flexible and digital learning environments, transport to the security and use of our modal shifts in transport, and a focus on smart renewable energy and abundant water and liveable environments. resources.
4
ATTACHMENT 1
There is a social aspect and an environmental All levels of government and infrastructure dimension to infrastructure planning and the providers are involved in building future Strategy addresses each of these areas. infrastructure and must work together to achieve the very best outcomes for the state. Good practice methodology is fundamental to infrastructure planning and maintenance. The The Strategy does not list specific projects or Strategy contains key messages about the actions, instead it outlines a future optimal use of existing infrastructure and infrastructure vision, along with steps we need better linkages between infrastructure and to take to get there. Service types, user land use planning. expectations, technology and capacity will continue to evolve and it is important that infrastructure planning and delivery makes provision for these future changes.
5
ATTACHMENT 1
High-quality economic infrastructure can Introduction support business growth by providing links to suppliers, and by enhancing labour and product markets. Infrastructure can At the simplest level, infrastructure can be encourage and facilitate collaboration, described as the basic physical and innovation and the attraction of new organisational systems and structures that investment. In this way, the economic enable the delivery of essential services to potential of individual regions can be unlocked communities. In reality, infrastructure by infrastructure to ensure that growth and fundamentally shapes our lives and is vital for opportunities are distributed across the state. the successful creation and fostering of vibrant places to work and live. Infrastructure Tasmania (ITas) has been established by the Tasmanian Government to Transport infrastructure connects people, provide a coordinated, state-wide approach to goods and services and gets them from where the planning and delivery of infrastructure in they are to where they need to be. Other Tasmania. forms of infrastructure supply us with energy and water and keep us digitally connected to Our objective is to ensure the right the world around us. Social infrastructure is infrastructure is built at the right time, in the essential for the health, wellbeing and right place, and as efficiently as possible to economic prosperity of our communities and support productivity, economic growth and can profoundly affect our quality of life and community amenity. social connections. In developing this strategy, ITas has adopted a Infrastructure typically has a long lifespan and broad definition of infrastructure that not only services many generations. The way we plan covers typical economic elements such as and build infrastructure now has an impact on roads, rail, ports and utilities, but also the characteristics of a future Tasmania. incorporates social infrastructure as it relates to health, education, housing, tourism, and Good infrastructure planning and delivery has recreation. the capacity to enhance the liveability of our communities, while supporting our growing The enabling nature of infrastructure means it population and economy. Conversely, poor is necessary to have a long-term, integrated infrastructure decision-making and view that considers the needs of current and implementation can result in reduced amenity, future Tasmanians, and helps to shape and wasted resources, a lack of connectivity and a create a successful Tasmania that is resilient, negative impact on the economy and our capable and ready to tackle the challenges and communities. opportunities that our future presents.
6
ATTACHMENT 1
This strategy makes a number of important Strategy observations requiring consideration and action in the short to medium term. It is Framework important to note that the Strategy does not seek to articulate every issue and project for Tasmania’s 30-Year Infrastructure Strategy has the next 30 years; nor does it seek to capture been conceived using a vision-led planning all initiatives and projects already underway or approach, sometimes described as a ‘decide identified in other strategic documents such as and provide’ model, whereby a desired future the Tasmanian Infrastructure Pipeline. state is identified and a supporting strategy is then developed to help achieve that future The opportunities identified predominantly state. relate to the Tasmanian Government as an owner and manager of infrastructure assets, In establishing a vision for Tasmania’s desired and as a legislator and regulator. It is future state, it is important to identify what acknowledged, however, that the Tasmanian attributes and themes relating to the way we Government is one of a number of strategic live now will be important to us over the long infrastructure owners and that infrastructure term. Further, there is a need to establish a decision-making more broadly across both set of objectives that support the vision and public and private sectors will impact on provide a road map for appropriate actions Tasmania in the long-term. going forward. Some of the opportunities are arguably not The inherent qualities of the Tasmanian way ‘infrastructure projects’. The existence of of life is a key reason why the state is infrastructure alone does not always enable regarded as a desirable place to live, work and people to get from where they are to where recreate. The complementary features of our they need to be; nor does it guarantee in all vibrant and inclusive community, our built circumstances that services will be delivered environment, ease of movement between in an affordable and efficient manner. places of work and leisure, and our unique Building more and bigger assets is not always natural heritage all make Tasmania a very the most appropriate response to attractive destination. infrastructure challenges and demand.
Fostering Tasmania’s unique character is The focus of this strategy is to maintain our fundamental to ensuring the state’s future state’s positive momentum and to improve prosperity, as is the need to balance economic the lives and future prosperity of all growth and sustainable practices. Tasmanians. These imperatives are captured in the Strategy’s three underpinning themes: Sound economic and social infrastructure planning, delivery and policy settings are all a productive and connected economy critical components in addressing broader healthy and safe communities cost of living challenges in the community to sustainability and resilience ensure economic growth is shared across the The themes have been applied within the state and spread through all regional areas. Strategy with a series of objectives that collectively support the broader framework for considering likely future service needs, infrastructure responses and delivery outcomes.
7
ATTACHMENT 1
Linking with other growing the tourism industry to 1.5 strategies million visitors per year by 2020 In developing a 30-year Infrastructure having the healthiest population by 2025 Strategy, Infrastructure Tasmania recognises achieving above the national standard in that other organisations and government all NAPLAN measurements and meeting agencies have established medium and long- national benchmarks in reading, writing, term strategies and plans relating to maths and science management of their infrastructure assets. A number of these have been referred to and reducing the number of deaths and considered in the development of this serious injuries on Tasmania's roads to strategy. zero by 2050 reaching zero net emissions for Tasmania Further, there are already many initiatives and by 2050 programs under which the Tasmanian Government has set out strategic goals and making Tasmania renewable energy self- key targets which have also informed this sufficient by 2022. strategy, including: The 2019-20 State Budget allocated growing the Tasmanian population to $3.6 billion towards infrastructure over the 650,000 by 2050 next four years. There is a significant pipeline of projects scheduled across both the public increasing the annual farm gate value of and private sectors over the next 10 years, the agricultural sector to $10 billion per with an estimated value of $15.2 billion. year by 2050 These projects are detailed in the recently released Infrastructure Tasmania Project Pipeline.
8
ATTACHMENT 1
Vision
9
ATTACHMENT 1
Liveability Themes Tasmania’s liveability is a competitive advantage. A clear and distinct identity is essential to attract people and investment to a place. A place, like a product or service, must These themes underpin the differentiate itself to be successful. Having the Strategy’s vision and right infrastructure in the right place allows facilitate consideration of lifestyle requirements to be met. likely future service delivery and infrastructure responses. A productive and connected economy
Providing the environment that enables learning for life is important to productivity growth, reducing disadvantage and improving living standards in the longer term. Infrastructure assists in providing access to work and education. It provides the means to and get the products and services we need.
Healthy and Safe Communities
Our state is a wonderful place to live and it is important that Tasmanians feel safe and are healthy. The availability, quality and accessibility of infrastructure and services are key influences in this environment.
Sustainability and resilience
Building sustainable and resilient infrastructure supports the community to adapt to a changing climate. We need to protect our natural assets and ensure that our infrastructure decisions support and enhance their value while ensuring the long-term integrity of essential infrastructure.
10
ATTACHMENT 1
Objectives
Healthcare delivered closer to the home These objectives are key markers that will guide the Health infrastructure is flexible, scalable and development and delivery of adaptable to respond to changing models of Tasmania’s future care including the delivery of appropriate infrastructure. services in community or home-based settings.
Future skills for future work Connected and accessible places and spaces Flexible and connected infrastructure will support future learners to be engaged and Tasmania’s built environment, places and developed to carry out ‘jobs of the future’. spaces will enable social interaction and connectivity and encourage physical activity Live anywhere, work anywhere and accessibility for everyone.
Tasmania’s multimodal transport network will Considered use, management and be customer-focused for both movement of operation of our environment people and goods into, around, and out of the state. The approach to use and management of Tasmania’s natural resources and environment Digitally enabled balances increased activity and productivity with accessibility, and reliability for future Government service provision and generations. infrastructure will be enabled by digital technology and connectivity. Robust planning and capability development Empowered patients, healthy lifestyles, improved wellbeing Existing infrastructure will be repaired, renewed or replaced to optimise use and Tasmanians will have access to a connected maximise longevity. New infrastructure is network of physical and digital health and resilient, accessible and flexible and meets recreational infrastructure to keep them well consumer needs. for longer, out of hospital and living a healthy lifestyle.
11
ATTACHMENT 1
Basic considerations around prioritising Good infrastructure infrastructure projects include: planning and management ensuring that a project meets need
The right infrastructure in the right place at making sure that it is consistent with the right time requires comprehensive other strategic objectives planning and strategy. When done well, ensuring that it is economically viable, infrastructure planning is a product of and research, coordinated planning, and an understanding of societal trends. It also draws making sure it provides broad benefits on demographics, economics, climate statistics to the community. and changes in technology. It happens when decision-making about existing and new assets Major infrastructure projects are generally is strategically prioritised and appropriately subject to the development of business cases balanced. with an underpinning cost-benefit analysis for the project. This is an important and effective The following principles are considered to be tool for appraising and comparing best practice for infrastructure planning and infrastructure projects and policies on a management: consistent basis.
Contemporary asset management Infrastructure proposals from government practices are followed agencies and statutory authorities are subject Infrastructure decisions are supported to the Structured Infrastructure Investment by evidence Review Process (SIIRP). This process seeks to achieve the objectives around need, Non-infrastructure solutions will always consistency and prioritisation. Projects must be considered be supported by Strategic Asset Management Infrastructure decision-making is aligned Plans and include rigorous scoping, planning, with settlement and land use planning costing and project delivery components.
Infrastructure is designed to be Entities outside the State Budget process are accessible and resilient subject to broad financial guidelines under Decisions about infrastructure relevant legislation with prioritisation of investment are prioritised on a value projects subject to internal business for money basis requirements and overseen by the respective boards of those entities. Major infrastructure Asset management capability and projects requiring funding support from the capacity across government is strong Australian Government can also be subject to and well maintained. business case evaluation by Infrastructure Prioritising public funding for infrastructure Australia. and having the right policy framework in place provides investors with the confidence to commit to long-term projects and ensures that supply chains have the certainty they need to deliver effectively.
12
ATTACHMENT 1
Funding and financing Value-capture infrastructure provision Land and property values increase – sometimes dramatically – when they benefit Responsible infrastructure funding often from adjacent infrastructure. Value capture involves hard choices. Responsible leverages the increase in real estate valuation infrastructure funding also requires tough to fund infrastructure development. Value choices about how and when the community capture can increase the equity and efficiency pays for infrastructure. It requires of infrastructure funding by extracting a consideration of timing of when the costs and portion of windfall gains to help pay for benefits of the infrastructure are derived, infrastructure, rather than funding projects ensuring value for money and reviewing all entirely from general government revenue. funding and financing options available. Asset recycling Funding for infrastructure is ultimately sourced from the community. Funding can be An effective way to leverage public capital in a sourced directly from users of infrastructure resource-constrained environment is to fund or indirectly through taxes and charges. Cash new infrastructure via “asset recycling” surpluses can finance immediately or whereby proceeds from the lease of existing borrowing can allow for payment later. As a assets are redeployed in the development of financing tool, debt allows the purchase to be new infrastructure. brought forward and paid later.
Other approaches to infrastructure funding include the following:
Public-private partnerships
Public-private partnerships (PPPs) are an effective way of transferring life-cycle costs of infrastructure off public sector budgets and simultaneously create investable assets for the private sector. All PPPs involve risks for the private participant, who reasonably expects to be compensated for accepting those risks. This can increase government costs as offset for the reduced risk exposure for the government.
Generate sustainable revenues through user charges
User charges are a form of payment for the use of infrastructure, similar to market prices for private goods. However, the price levels are usually not determined by market forces but by governments.
13
ATTACHMENT 1
This has resulted in strong population growth Tasmania today that has further supported demand and economic activity in the State.
There are a number of significant In 2017-18, Tasmania’s economy grew at development projects currently underway 3.3 per cent, its highest rate in a decade. across Tasmania. These include retail and Gross State Product (GSP) was over tourism accommodation developments. Work $30 billion for the same period. On a per has also commenced on a number of wind capita basis, the Tasmanian economy is farms to boost on-island electricity generation growing at nearly double the Australian and there is a strong pipeline of major public average. and private projects planned in the state over This positive performance was supported by the next decade. above trend growth in household consumption and dwelling investment in 2018- 19. Business investment has been supported in A growing and ageing part by strong growth in tourism over recent population years, driving development around the state, particularly in hotel construction. Tasmania is currently home to over 530,000 people and this number is set to increase. The On average over the past decade, Tasmania Tasmanian Government has set a bold target has accounted for a little under two per cent to grow the State’s population to 650,000 by of Australia’s economic output and just over 2050, as outlined in its Population Growth two per cent of the nation’s population. Strategy.
While Tasmania does not have the same Whilst our population growth remains low growth challenges as those facing Australia’s compared with other states and territories, it largest cities and states, our dispersed is growing faster than it has in more than five population and historic settlement patterns years and presents a real set of challenges that across smaller towns, rural communities and our infrastructure planning and delivery must remote areas present their own range of respond to for the future. challenges in terms of service delivery standards and the provision of supporting Older people are accounting for an increasing infrastructure. Our regional areas make a proportion of the State’s population. significant contribution to the State’s GSP, Tasmania currently has the oldest population particularly through agrifood production, in Australia and our population is ageing faster mining, energy and tourism. than any other state or territory. This circumstance opens up both opportunities The strength of the Tasmanian economy has and challenges in terms of workforce meant favourable labour market conditions in development, as well as creating new demand recent times, resulting in positive net inward for goods and services in areas such as the migration due to both higher retention of health care, aged care, and social support Tasmanian workers and a greater number of sectors. people moving from other Australian states and territories.
14
ATTACHMENT 1
Tasmanian population age - Male 20 000 18 000 16 000 14 000 12 000 10 000 8 000 6 000
Population number 4 000 2 000 0
Age Male 2017 Male 2050
Tasmanian population age - Female 20 000 18 000 16 000 14 000 12 000 10 000 8 000 6 000
Population number 4 000 2 000 0
Age Female 2017 Female 2050
The Department of Treasury and Finance has Projections shows an expected increase of recently released updated population 2.5 per cent in the proportion of the state’s projections for the state over a 25-year population living in urban areas compared to period. The high series projections would see regional areas. This translates to almost the state achieve its 650 000 population target 97 000 additional people, with the population by 2050. Under the medium series projections in regional areas estimated to increase by a the population would exceed 572 000 by little over 10 000 people by 2042. 2050. The projections also show that outer urban areas of the state’s major cities are Growing numbers in these fringe urban areas where the majority of growth is expected to will have an impact on the capacity of existing occur. The local government areas of Sorell, infrastructure, such as the road network, Brighton, Kingborough, Huon Valley, West coupled with increased demand for social Tamar and Latrobe expected to be above services, housing and recreation state average growth. infrastructure.
15
ATTACHMENT 1
8.7 per cent of Tasmanian jobs – higher Niche industries, proportions than for any other state or territory and above the corresponding innovation, abundant national figures of 3.1 per cent and natural resources 5.2 per cent respectively.1 Tasmania is known for having an innovative Tasmania has high levels of employment in and creative business community, including government services such as health, social our advanced manufacturing, defence industry services, education and public administration. and shipbuilding sectors. The state’s capability Key private sector industries include extends to both industry and education and agriculture, forestry and fishing, financial and training providers, with the Australian insurance services, manufacturing, Maritime College (AMC) a leader in its field. construction and retail trade. There is also a The establishment of the Blue Economy CRC, growing focus and investment in tourism- based in Launceston, will for the first time related industries. bring the aquaculture and renewable energy As an island economy, there is a reliance on sectors together to address the challenges of exports and imports of goods. The major offshore food and energy production. exports are processed and unprocessed A number of innovative businesses and metals, seafood, meat, dairy products and sectors are delivering lean, smart operations, vegetables, with increasing growth in tourism offering high-quality, high-value products in and education services. Conversely many globally competitive markets. Tasmania has a consumer goods are imported including leading advantage and capability in renewable clothing, motor vehicles and petroleum. energy development and operation, building Recent figures indicate Tasmanian exports are on over 100 years of hydro-electricity in the continuing to grow with exported goods and state. Furthermore, it has world-class produce remaining at high levels following scientific research and education facilities very high growth of around 33 per cent in including the Institute for Marine and 2017-18. Antarctic Studies (IMAS) and CSIRO.
In 2017-18, visitor numbers to Tasmania The state’s world-class and abundant natural reached 1.3 million, and this was exceeded in resources underpin a number of aspects of 2018-19 with further growth achieved. the economy including tourism and Tourism has been making a significant agriculture. One-fifth of our island also has contribution to the improvement in World Heritage status, attracting many Tasmania’s economic performance in recent visitors from all over the world and ensuring years, and has the potential to continue to do it is protected for future generations. so. Our water resource, derived from strong annual rainfall, is harnessed to generate energy Tourism Research Australia (TRA) estimates for both Tasmania and mainland Australia. that tourism directly accounted for 4.9 per cent of Tasmania’s Gross State Product (GSP) in 2017-18, and for
1 As quoted in TCCI Tasmania Report 2018
16
ATTACHMENT 1
It also irrigates the state’s arable land in order Social and structural to enhance the productive capacity of our agricultural industries. considerations
Tasmania’s significant renewable energy The Tasmanian Government has resources place the state in a strong position acknowledged that recent growth and the to capitalise on its low emissions status. Key strength of the economy has not necessarily growth areas such as marine resources and been felt in all areas of the state. In this agriculture have the potential to benefit from regard, it has demonstrated a commitment to changing market preferences through ensuring that growth is shared, delivering a improved access to export markets and better quality of life for all Tasmanians, increased investment as a consequence of low regardless of where they live. emissions. Developing irrigation schemes to promote greater water surety will also The Tasmanian Government’s Strategic underpin agricultural productivity in a Growth Framework is focused on ensuring changing climate. that all Tasmanians can participate in and share the benefits of Tasmania’s economic growth. It is leveraging the job opportunities that emerge in regional communities and is committed to growing our industries and opening up new markets for our local businesses to create more jobs and investment. The planning for and design of place-based infrastructure has a role to play in generating more evenly distributed growth across the state.
17
ATTACHMENT 1
Employment proportion of the community with poor physical and mental health. Notwithstanding The national labour market remains relatively that improvements have been made to our strong, with employment very high by health statistics in some areas. Tasmania still historical standards at 248 600 persons.2 ranks poorly compared with other Australian states and territories. Full-time employment in Tasmania represents a lower proportion of total employment than The State of Public Health Tasmania 2018 in any other state or territory. Recent growth report found widespread, lifelong poor dietary in job numbers has also been greater in part- habits, insufficient physical activity, and time rather than full-time employment. significant levels of obesity within our This reflects an ongoing trend of the past population. There are also high incidences of decade, which has seen a significant shift away chronic disease and mental illness among from full-time employment to part-time work. many Tasmanians, resulting in increasing pressure and demand on our hospitals. There has also been a shift away from the traditional industry sectors to knowledge and service industries, particularly the care and Education tourism sectors. Education is important for all Tasmanians, and The past decade has seen considerable it is critical that the value of education structural change in the Tasmanian economy continues to be promoted across with the workforce ageing at a rapid rate and communities. Tasmanian learners deserve to shifting from a large manufacturing and have the best possible education, in an agricultural-based workforce to one environment where they feel supported and increasingly dominated by the services sector. ready to learn. Student access, engagement This means that there will likely be a and retention are high priorities and significant exit from the workforce in the next education is a critical factor impacting on 15-20 years as individuals in that cohort future life and vocational opportunities. retire. In general terms, evidence shows that Projecting and planning for new and Tasmanian’s are less educated than elsewhere replacement labour will be challenging. in Australia. By way of example, over However, such a challenge also provides the 28 per cent of Tasmanians aged 15-74 have no opportunity for extensive workforce renewal qualification beyond Year 10. The difference in and the recalibration of appropriate training educational attainment compared to the rest and education services in response to the of the Australia is partly due to Tasmania’s types of occupations and skill sets that a older age profile, but a significant factor is the future state requires. persistently below-average rates of participation in, and completion of, Years 11 Population health and 12.
Tasmania has the oldest population and the highest proportion of people aged 65 in the country. It also has a relatively high
2 ABS labour Force Australia, August 2019. Cat 6202.0
18
ATTACHMENT 1
This issue is being addressed through the Given these growing barriers to home widely successful extension of high schools to ownership and challenging conditions in the Year 12 in order to make education more private rental market, there are growing accessible for all and to normalise the concerns that a greater number of lower attainment of a Year 12 education. income Tasmanians will require social and community housing, placing more pressure on A strong framework already exists for a strained system. blended learning. It enables all students, especially those in rural and regional areas, to People need to live in close proximity to engage with digital technologies to support where they work and they need to enjoy their educational experience and provides an access to essential services such as health and environment that supports personalised education, as well as to retail and learning for any learner, anywhere, anytime. entertainment opportunities. Precinct planning can aid this through improvements to Housing integration and providing possibilities for innovation. We have to find smarter ways to Tasmania remains one of the more affordable accommodate more people in developed jurisdictions in Australia in which to own a areas. Hobart City Council has embarked on a home. It also has the highest proportion of precinct planning process that will seek to households that own their own house address place-based issues, demands for outright, and therefore do not have a higher amenity, medium-density living and mortgage on the house in which they reside. well-functioning public transport. This will provide a basis for more extensive The strength of the Tasmanian housing consideration across other metropolitan market has led to concerns about housing areas. affordability and the availability of rental accommodation, especially in the Greater The availability of a suite of different types of Hobart area. housing (including affordable and social) is an essential component of this forward planning, Tasmania’s housing market remains strong, particularly when linked to key transport and although there is some evidence that the rate infrastructure projects. The urban renewal of price growth (both to buy and to rent) has proposed for the areas adjacent to the slowed in recent times. The strong market is Northern Suburbs Transit Corridor in Hobart positive news for home owners and investors is a good example of the possibilities but is challenging for aspiring home owners associated with coordinating infrastructure and tenants in the private rental market, many across governments and infrastructure of whom are struggling obtain secure and providers. affordable housing.
19
ATTACHMENT 1
Mega trends Demographics Higher life expectancy and falling birth rates are increasing the proportion of elderly Global mega trends change people across the globe. This presents the way we live. challenges to taxation and welfare systems, health care and the future of the workforce. Current mega trends are It will change people’s lifestyles, the services impacting on the role of they demand and the structure and function governments and their of the labour market. current and future responsibilities relating to As the current generation reaches retirement, economic prosperity, there will be fewer workers for each security, social cohesion and pensioner, thereby placing a greater strain on environmental sustainability. funding. The demand for skills and expertise will be greater and shortages are likely to lead These trends are not easily to increased wages. Investment returns on constrained by geographical capital will reduce and the proportion of boundaries and are usually spending on health-related services will cross-sectoral in reach. increase exponentially.
An older population also influences urban If we closely scrutinise and understand how development. More specifically, there is a these mega trends are reshaping the world of need to develop urban areas that are served today, we will be able to anticipate the by better, more widespread public probable course of the future decades, and to transportation. adapt our strategies to ensure we meet the demands of a changing and complex world.
We can use these mega trends to start Urbanisation important conversations. Beginning with the In the 20th Century, the world’s urban trend itself, we can look to uncover, population grew from 220 million to understand and shape how it will manifest as 2.8 billion, with this number expected to it impacts on individuals, organisations, reach almost five billion by 20303. industries and markets. These are not trends Urbanisation means an increased we control or, arguably, even influence, but in concentration of required infrastructure developing this strategy, we have sought to services – including transport, energy, water understand and incorporate their influence and waste disposal. Australia is already the into our thinking and the development of most urbanised country in the world. responses.
3 www.pwc.com.au –Megatrends –What Do they mean for Infrastructure Planning?
20
ATTACHMENT 1
Large-scale migrations from rural areas will Digitisation and power much of this growth. In developed economies and older cities in the developing technological change world, infrastructure will be strained as populations expand. There is much discussion currently about the emergence of the fourth industrial revolution Meanwhile, in emerging economies, new cities (known as Industry 4.0) and the use of will rise rapidly and require massive transformative technologies to connect investments in smart infrastructure to physical with digital. Current trends include accommodate significant growth. advanced automation and robotics, machine- to-machine and human-to-machine communication, artificial intelligence and Consumer drive for more machine learning, and sensor technology and services to be more data analytics. personalised These technologies can substantially offset traditional challenges in Australia, including in Consumers have never had access to more Tasmania, such as distance to markets. information and data, in real time, about the The Commonwealth Department of Industry, many things that affect the way they go about Innovation and Science notes the benefits and daily life. This is changing behaviour and opportunities include: expectations about the availability and quality of services. better connectivity between customers and supply chains through real-time By way of example, in the education sector, access to production information, technology and innovation are increasingly logistics and monitoring enabling and driving demand for tailored greater flexibility for businesses to learning where content and methods meet produce differentiated products and individual needs, abilities and goals. In the services to tap unmet consumer health arena, consumers are using wearables demands, compete in global markets like smart watches to collect information and capture emerging opportunities about their own health and are seeking patient-centric and integrated service delivery. enhanced workplace safety, production In transport, consumers are seeking end-to- and improvements across the entire end multimodal journeys and solutions and value chain. the emergence of shared mobility is offering a Further technological advancements will range of new options. present challenges and opportunities for Tasmania. For example, Tasmania’s liveability In many cases, shifting consumer expectations and a greater ability of people to live and and behaviour will require changes to the way work anywhere might in turn mean an in which infrastructure is configured and opportunity for greater levels of high- service design and delivery is undertaken. productivity activity, industry and employment in Tasmania.
Demand for ubiquitous, reliable and fast connectivity will increase with the growth of the digital economy. Without appropriate connections, growth in some areas of Tasmania could be impeded.
21
ATTACHMENT 1
Today, almost nine out of every ten telecommunications networks as Australians own a smart phone4, relying infrastructure. heavily on these devices to plan and complete everyday activities well beyond their initial Government already holds significant volumes functionality to make and receive phone calls. of data across many agencies and this will only The first 5G networks are already being rolled increase in the future. The opportunity exists out, bringing faster speeds, better reliability to use that data to support more effective and improved capacity. Its instant decision-making and source different responsiveness and ubiquitous coverage will perspectives that provide valuable allow cars to talk to cars and Bluetooth information. sensors will aid and track movement. Transforming and interrogating data in ways The digitisation of so many aspects of people’s that have not been possible in the past will be lives and businesses presents an enormous essential for the Government in making opportunity for improved efficiency and frontline decisions and making Government productivity, but it also presents a significant work for the community. With the evidence new type of risk in the form of cybersecurity provided by data, less time can be spent challenges. This requires more than a single developing policy and services that do not agency response. It transcends departments, work, and instead focus on continuously organisations, states and even countries and is improving those that do. an area requiring rigorous scrutiny and action Infrastructure will need to be more resilient to protect information and ongoing service to cyber and physical attacks as well as delivery. unauthorised or inadvertent data breaches.
Availability and volume of Climate change data Under a changing climate, Tasmania as with Rapid advances in technology and the many other parts of Australia, is expected to development of analytical tools and experience increased storm events and techniques mean that data can now be changes in rainfall patterns, which are likely to gathered and shared in huge quantities. It can result in increased flooding, coastal inundation be processed and analysed at previously and erosion. We are also expected to unimaginable speed. Conclusions can be experience longer fire seasons, with more drawn and policies and services created that frequent and intense bushfire events. reflect how people live now. This will have broad ranging impacts for Data is a new infrastructure asset that is Tasmania’s natural, cultural and built critical to developing new services, improving environment. current services and enhancing the Globally, countries across the world have performance of existing assets. Digital data committed to the United Nations Framework assets and digital technologies must be Convention on Climate Change Paris considered as part of core state Agreement (the Paris Agreement) to limit infrastructure, in the same way as we think of global warming to below 2°C, with the our road and rail systems, energy supply, and Australian Government committing to reduce
4 Deloitte Mobile Nation 2019 report
22
ATTACHMENT 1 emissions to between 26 and 28 per cent Resource availability below 2005 levels by 2030. These commitments reflect the global transition to a The earth has limited supplies of natural low carbon economy. Tasmania, relative to mineral, energy, water and food resources other Australian jurisdictions, already has an essential for human survival and maintaining advantage here, due to our strong investment lifestyles. At the same time, population in renewable energy and the carbon sink in growth and economic growth are placing our forests, but we also have a role to play in upward pressure on demand. doing more which will help us to further capitalise on our low emissions status. In the coming decades, significant changes in global production and consumption, along A shared response across all levels of with the cumulative effects of climate change, government, businesses, natural resource are expected to create further demand on management organisations and the these global resources. The growing demand community, is needed to manage the for these resources directly impacts the ability associated risks, opportunities and impacts of governments to deliver on their core policy from a changing climate. pillars of economic prosperity, security, social cohesion and environmental sustainability.
23
ATTACHMENT 1
Transforming and Embracing new models of service delivery transitioning In some cases, the level of ambition might drive the need for significant change and transformation of how services are delivered. A 30-year time horizon For example, fewer people in acute hospital provides an opportunity to settings, and fewer people in courts and think ambitiously about how prisons requires a ‘front-loading’ of effort and Tasmanians want to live in investment and a focus on prevention. The the future, how they want solutions and interventions in these areas are their state – including the not simple, nor are they one-dimensional – built and natural they are complex and require coordinated environments – to look, and thinking and planning across multiple how to ensure Tasmanians portfolios. have every opportunity to In other cases, transition and transformation live their best lives. There will be driven by changing consumer are a number of factors preferences and behaviour. Consumers are which will impact the way to increasingly looking for solutions that are get to a future state. The personalised. ‘Mobility as a Service’ is driving a choices we make to manage new approach to the way in which public and adapt to these factors transport planning is undertaken, with are critical to future success. technology playing a central role. This type of advancement is something that must be Predicting the future is difficult, particularly embraced and kept pace with, not necessarily over a 30-year period. Considering the extent as first adopters, if the future needs of both and rate of change over the last 30 years, the people who live in Tasmania as well as significant change will happen and it is those who visit are to be met. important for Tasmania to be ready when it occurs. While there are many unknowns, there are some overarching and state-wide Harnessing the growth of issues that will affect the evolution of every sector and the way in which planning will data and technology occur. Looking forward, the rate of technological These changes are a part of our journey – change and digitisation will continue to be they are not ends in themselves. They are the significant, as it has been over the past 30 things that shape the future. Embracing these years. Access to real-time information changes and considering their implications on through new forms of readily available future services and the infrastructure required technology is changing the expectation of for their delivery is a key element of this consumers in relation to the access to strategy. services and information. The demand and capacity for more services to be personalised (for example, tailored learning, individual health plans and mobility as a service) and more efficient will require
24
ATTACHMENT 1
different approaches to planning and extract more value from the assets we already significant changes to service delivery. have, and opportunities to use smart technology to achieve this. The amount of data that governments will have access to for decision-making will In the same way that retail and banking has increase exponentially, and decision-makers transformed from shopfront to online, the will need to be data literate and have the expectation of the community is that more capability to turn data into information in government services and offerings will be order to plan more effectively and make available online. While buildings will still be better decisions. needed to accommodate certain functions, the use of these assets will transform to The accessibility of data within government accommodate the changing nature of also provides an opportunity for agencies to government’s interactions and transactions be more ‘joined-up’ in better serving the with the community. community. External access to – and the sharing of data – will also enable the private Location intelligence will be fundamental in sector, including in partnership with providing the evidence base for infrastructure government, to develop innovative products planning across all areas covered by this and solutions that meet customer needs. strategy and will include developments such as Building Information Modelling (BIM) and This access and self-help phenomenon also Digital Twin (a digital replica of physical relies on significant networks of wires, assets). sensors, cables, satellites and data centres controlled and owned by a range of parties. The capacity to capture, use and share this Adopting a systems data will provide significant benefit to infrastructure providers. It will improve approach to future planning efficiency by giving infrastructure owners, across sectors operators and users information to make more informed decisions and by supporting The release of the Tasmanian 10-year coordination between different parties. Infrastructure Pipeline demonstrated the breadth of infrastructure activities across the state. It highlighted not only the level of Shifting from physical to activity being undertaken but the virtual interdependencies of projects, the necessity for linear delivery in some cases and the The world is becoming more connected. capacity to achieve savings with cross-sectoral People, businesses and governments are planning. increasingly moving into the virtual world to Infrastructure systems in one sector deliver and access services, obtain increasingly rely on infrastructure systems in information, perform transactions, and to other sectors to function. These shop, work and interact with each other. interdependencies can provide significant A transition away from bricks and mortar efficiencies but it also means that a failure in infrastructure, and infrastructure investment one system can cause follow-on failures in agendas and programs that focus on building another system. For example, failures in the new assets has commenced. There is a move electricity system due to adverse weather towards more investment in digitisation and conditions can severely impact the pumping technology. In part, this is driven by a need to required for water and sewage, as well as
25
ATTACHMENT 1 disrupting telecommunications. Avoiding these Integrating land use and problems avoids economic and social costs. infrastructure planning With responsibility for a broad range of infrastructure delivery and structures, Fundamental to the efficient movement of governments need to be aware of what the people, and therefore infrastructure different parts of their portfolios are doing requirements, is where they live and work and and how well they are working together. the services that surround and support their Establishing a broad vision and providing productive participation in society. strategic context to growth and development Populations are growing and becoming more enhances the capacity for integration of these urbanised with people seeking greater amenity interactions and relationships and enhances and convenience in the way they live their the capacity to deliver the desired outcomes. lives.
Developing a 30-year infrastructure strategy is Settlement has a direct impact on intended to inform the broad requirements environmental, social and economic for infrastructure across the state for the outcomes. Where settlement grows at the coming decades and will ideally inform cross- urban fringe (as our recent population sectoral plans, land use strategies, and agency forecasts suggest will occur in Tasmania), it and industry strategic planning processes. can have a range of costly consequences including increased congestion and car The overlaps across government services and dependency, cost of living pressures, limited infrastructure will become increasingly access to essential services and facilities, and important. For example, children need increased cost of infrastructure. efficient and effective transport networks to get to school, they need to be healthy and fed An important part of addressing these costs in order to engage in learning, and to be and managing population growth is through healthy they need, among other things, safe the accommodation of more people in access to recreation space and facilities to developed areas (higher density living), exercise regularly. As Tasmania’s Director of supported by well-functioning public Public Health recently noted: transport. Higher density can support a range of benefits but it requires a planning framework to ensure it functions in a positive way. “Factors that profoundly influence health and Optimising investment in infrastructure wellbeing – particularly requires a strategic approach to land use socioeconomic, educational, planning. Integration of the land use and housing and employment infrastructure planning functions allows for conditions – are themselves the most efficient, effective and flexible use of affected by the health of planned infrastructure; ensures appropriate individuals and the consideration of future infrastructure needed population.” to support growth areas and protects existing and planned infrastructure from development that would compromise the safe and efficient operation of that infrastructure.
Ensuring the right infrastructure is in the right place to support a growing and changing state
26
ATTACHMENT 1
is essential to Tasmania’s future prosperity. The Tasmanian Planning Policies will include Significant steps have been taken to reform principles to support sustainable economic Tasmania’s land use planning system and development, sound strategic planning and processes with a drive towards greater social and economic wellbeing, and the consistency, certainty and efficiency. protection of Tasmania’s natural environment and heritage values. Infrastructure is one of Most planning instruments, whether at the these key areas and, rather than being local council level or across the broader considered implicitly, the new policy set needs region, have implicitly acknowledged the to ensure the capacity for infrastructure to be importance of infrastructure to meet current explicitly integrated into the consideration of and future requirements for growth and future decision-making around strategies for change. However, there is a need for more growth and development. focused and robust integration of service and infrastructure planning in priority locations, The finalisation of the Tasmanian Planning including growth areas and planned precincts. Policies is a first step in delivering improved integration and it will provide the strategic- Regional land use strategies contain level direction under which the state’s settlement strategies but they do not regional land use strategies can be updated as prioritise or sequence developments well and well as providing strategic direction for the availability and proximity of some settlement and sequencing. The infrastructure components of infrastructure and supporting policy in particular will provide greater services can often be absent or inadequate. guidance and authority for integration with land use.
27
ATTACHMENT 1
which learning takes place to encourage and Future state – A ensure participation, engagement and the development of skills necessary to successfully productive and participate in life and work. There will also be a need for transferability of connected skills, driven by the prediction that future workers are likely to have five to six careers economy in their work life compared with much smaller numbers historically. Tasmanians must be life- long learners.
A future economy requires a The long-term vision for Tasmanian education connected and personalised infrastructure of the future is for it to provide education system. It also a network of core and differentiated service requires an environment offerings, based on hubs and precincts, with where future learners are mobility and fluidity across the public system engaged, developed and and child and family centres. Future schools fostered to carry out ‘jobs of will drive greater social interaction and the future’. They need to be activate places. Schools will bring people and supported by an integrated, families together – not just students. multimodal transport Technology also provides the opportunity to network that is customer- fast-track curriculum and capacity through focused for both movement prioritising the rollout of digital upgrades and of people and goods into, facilities. Existing and new technologies will around and out of the state. enhance the educational opportunities of all Finally, it requires Tasmanian students, including those in remote government service or disadvantaged areas. provision and infrastructure that harnesses digital All new facilities, and the reconfiguration of technology and connectivity. existing, legacy assets, will be designed to be flexible and allow a mix of face-to-face, collaborative and individual learning, including Future skills blended, innovative models of teaching. Teaching and learning spaces will be able to be Education is central to the future of any easily repurposed to suit lesson subject and economy, and particularly so for Tasmania. In structure. Digital technology provides an the long term, it is the single most powerful avenue for increased equity and opportunities driver for improving economic and social in learning. Experiences currently limited by outcomes including health, life expectancy, time, space or financial constraint will be happiness and productivity. Our education improved through digital teaching and institutions were mostly established many learning. decades ago to provide mass education for stable careers. The rapidly evolving As population grows so will the number of technological landscape dictates new models students entering the education system. Many to support ongoing learning and education. towns and urban areas have grown considerably necessitating the extension of Significant changes will be required to the schools and the provision of new schools. In learning system and physical environments in some regional areas, enrolments have fallen as
28
ATTACHMENT 1 economic activity in those areas has declined. The future of work The matching of future enrolment demand to infrastructure provision is challenging and Automation and shifts in demographics are while planning tools are being utilised that shaping the future of work. Work is becoming enable modelling and scenario level planning unbundled from physical location. Remote to occur at a state-wide, regional and cluster work and co-working spaces are challenging (within a Local Government Area), refinement traditional office norms and spaces. to allow lower level population projections at Proximity to work is currently the key driver a local area or suburb level would aid planning of where people live. The increasing virtual and investment strategies, particularly in cities nature of work, together with the future of and larger towns. mobility, could reduce the reliance on cities, providing a more balanced approach to The future of libraries is also changing. While urbanisation. it is likely that the function of book lending will continue, libraries are needing to adapt to Whereas past technological revolutions have accommodate new applications of technology radically reshaped work, jobs, and businesses for learning, research, and information. operating in particular sectors, the current Users are relying less on libraries as the sole advances in digital technologies are impacting source for accessing information and more for every sector of the economy, not simply finding a place to be productive. Students now manufacturing and low-skilled labour. expect to be able to learn and work everywhere, with continuous access to New technologies such as augmented reality, learning materials and one another for 3D printing and biosynthesis are allowing collaborative learning. The nature of digital access to a higher level of knowledge at a devices and learning will change the offerings quicker rate than we might have anticipated. libraries provide in terms of physical locations Robotics, artificial intelligence and the gig for internet connection and towards a model economy are transforming the nature of work of helping to disseminate knowledge. and will require the mass redesign of jobs.
29
ATTACHMENT 1
People won’t be so much replaced by reduce congestion and achieve a level of machines and technology but they will need to sustainability. adapt to working with machines and technology and using these tools to their Options geared towards incentivising highest capacity. This will require individuals behaviour change include prioritisation of to continuously learn new skills to remain public transport on roads and improving employable. connectivity across different modes of transport. We can enhance the passenger The TAFE sector provides for a range of experience through the provision of real time teaching methods that include online delivery, tracking and route information, improving on-the-job training and the use of simulation transit stop facilities to enrich waiting technology. Similar to the schools environments and improving accessibility for environment, the learning spaces need to be those with mobility impairments. appropriately configured and make use of the latest learning and teaching technology to Restoration of transport efficiency through ensure that the higher-level skills required enabling greater mobility is an important part now and in the future can be delivered. of Tasmania’s future. Access to reliable, Vocational services must be aligned to the affordable transport that can get more people requirements of the modern economy, to where they need to be – particularly for providing contemporary training methods services, training and work – is essential. using the latest digital technology. Tasmania has the largest cohort of people with a disability as well as the oldest and Live anywhere, work fastest ageing population in the country. For people challenged by mobility due to age, anywhere disability or other reasons, infrastructure can be a major hurdle or enabler for participating Part of Tasmania’s liveability advantage and in jobs, accessing services and joining in appeal has historically been the opportunity community life. Mobility restrictions can take for people to reside in their location of choice many forms and ranges from permanent or and travel to their place of work – typically by temporary disability, physical limitations car – within reasonable, socially acceptable associated with old age, or families managing timeframes. Recent growth has resulted in young children. congestion in some areas of the state, moderately increasing travel times and, in Access and the broader mobility issue need to turn, affecting productivity and efficiency. be considered in future design and Increased traffic congestion in our major cities procurement of all infrastructure. has been compounded by a public transport Technology may assist in the future through system which, in many cases, does not the advancement of on-demand transport and provide a sufficiently desirable alternative autonomous vehicles, but accessible mode of travel to address growth pressures. infrastructure across all sectors remains a key area for improvement. It is anticipated that cars will have an ongoing and major role in Tasmania’s transport The smart use of new and emerging system. Nonetheless, it is important to be technologies will allow the positioning of the proactive in seeking to encourage mode shift transport system to meet the future needs of from cars to other forms of passenger Tasmania. Transport sectors and networks transport in order to enhance efficiency, across the world are seeing a number of significant trends emerging. One is the convergence of public and private transport
30
ATTACHMENT 1
into smart, shared mobility, which is directly The role of government will continue to linked to the proliferation of a new mobility evolve over time in order to facilitate a future, system around the customer. customer-focused transport network. It will shift to become a transport planning On-demand transport allows customers to organisation that purchases outcomes and access shared transport when and where they procures services. Network planning, want. Existing public transport services run to including the design, ownership and operation a scheduled timetable or fixed routes. New of all public transport infrastructure (physical technology enables transport providers to and digital), will be a critical part of dynamically optimise a route, reducing traffic government’s future role, and it must delays. Shorter waiting times and boarding strategically plan for that change to occur. times make this system more efficient. These With new services increasingly being flexible and demand-responsive point-to-point developed by the private sector, the role of services are being piloted around the country government will increasingly transition to to refine the technology to allow easier use by being an enabler of these new services rather the customer. than a direct provider.
Customers in the future will make choices The Tasmanian road network comprises fixed about travel based on factors that matter assets and corridors that are the enablers of most to them, including service frequency, service provision. The network comprises cost, emissions, comfort, or travel time. As a 3 700 kilometres of roads for private, result, these factors must be considered in commercial and freight use. Once built, fixed planning and decision-making for our future assets are difficult and costly to alter. transport network. The customer experience Large infrastructure projects have long lead should be central to the passenger transport times and disrupt the community during system and consideration should be given to construction. Consequently, the network can end of journey facilities and the integration of sometimes lag behind community need. services, facilitation of on-demand services, further facilitation of ride-sharing and Although the footprint of road corridors are bike/scooter sharing and trialling of other fixed, how they are used is not. Different emerging transit options. modes of transport have different carrying capacities when using equivalent space. The capacity of public transport to carry many
Mobility as a Service (MaaS) Mobility as a Service is a new way of thinking about transport. It involves a shift away from personally- owned transportation towards mobility solutions that are consumed as a service. MaaS is the concept that people can plan, book, and pay for all their transport needs through a single platform. MaaS systems offer customers personalised access to multiple transport modes and services, owned and operated by different mobility service providers, through an integrated digital platform for planning, booking and payment. The systems could include all local public transport modes available in their area as well as car-share, ride-share and active transport modes like bike-share and walking. There would be no need to know about the availability of any of these individually or to create an account with each of the service providers. The customer would simply choose a MaaS provider and access all of those services as and when they need.
31
ATTACHMENT 1
passengers reduces the large number of The advances in technology such as vehicles required to carry similar numbers of autonomous vehicles will allow vehicles to people. operate closer together increasing capacity on the network. Embedding sensors and Planning the road network for the future intelligent transport technologies across key involves preserving suitable options for future assets such as bridges, cameras, traffic lights uses and travel behaviours. It also means and the streets themselves will generate better management and use of all transport enormous volumes of data on the road assets to optimise performance and maximise conditions and traffic problems. Real-time carrying capacity as passenger and freight conversion of this data to information will volumes grow. assist the future traveller in personalising their journey and allowing improved decision- The transport network must provide services making. and facilities that are planned and delivered in a much more integrated way to minimise time and cost penalties of changing between services. Network Operating Plans provide a framework that allows for the management of competing interests for limited road space by giving priority use of the road to different transport modes at particular times of the day. Determining which modes have priority on which roads can be efficient for everyone.
Driverless Cars Automation in vehicles is already here. It is not clear when fully autonomous, driverless vehicles will be on our roads but they are coming. Numerous trials are being conducted around the world seeking to enhance the technology and better understand the interface with existing modes of transport and infrastructure. Maximising the value to the community while minimising barriers to the effective deployment of this technology represents a major challenge to governments. They have to consider a number of issues as these new technologies become available, ensuring safety, integration with other modes and ethical considerations around how they respond in unforeseen circumstances. Consistent frameworks and uniform standards will be essential as well as understanding the implications and costs of transforming the state’s road assets to interface with these technologies. In the longer term future, self-driving and autonomous vehicles will operate highly efficient mobility as a service, saving costs and fuel, decreasing traffic accidents, reducing congestion, reducing pollution and emissions and providing greater mobility options for elderly, young and disabled drivers.
32
ATTACHMENT 1
Electric vehicles (EVs) are set to grow market The integration of walking and cycling share significantly over the next 30 years networks into the transport network is without any intervention from governments. imperative. In addition to supporting active This provides opportunities to adjust policy and healthy lifestyles, walking and cycling are settings to accelerate the uptake of EVs in efficient ways to travel and can extend public Tasmanian fleets. EVs provide an exciting transport catchments, reduce congestion and opportunity for Tasmania due to our low lower carbon emissions. emissions status and access to renewable energy. While the upfront cost of purchasing The already significant increase and proposed an electric vehicle is currently higher than an future uplift in visitor numbers to the state internal combustion engine vehicle, EVs have will largely arrive by air. In recent times, significantly lower running costs and price major upgrades have occurred at the key comparisons should be made on a whole-of- airports of Hobart and Launceston to cater life basis. for increased visitor numbers but the challenge remains in being able to adapt to the increasing demand.
33
ATTACHMENT 1
Airports of the Future The modern airport plays a pivotal role in the economy, and in the liveability and sustainability of a city and its region. Significant changes are likely to the mode and design of aircraft and the airport facilities that they use over the coming 30 years. In the future, airlines and airports will seek to eliminate check-in desks and security lines. Instead, passengers may get their luggage picked up at home or at the hotel, and delivered again to their residence at the destination. Passengers' identities could be confirmed using biometric screening without having to present security documents, and advanced screening technology would ensure passengers are safe without having to stop to scan bags, laptops and liquids, or remove shoes and belts. Airports will also find ways to integrate robotics into an airport. Whether used to automate end-to-end baggage handling systems or complete menial tasks, robots will be a feature of the future.
34
ATTACHMENT 1
While many major ports have been expenditure of hundreds of millions of dollars. significantly automated across the world, it is Opportunities exist for the expansion and not envisaged that the scale of operations at reconfiguration of port infrastructure to the Tasmanian facilities will result in major better meet the needs of the coming decades. operational changes or have major Significant proposals are outlined in the implications for supporting infrastructure. Master Plan for all major ports but the Burnie Shared options are emerging in freight Port, in particular, presents an exciting through shared load pooling on trucks and opportunity for growth over the coming shipping containers, reducing costs and decades. A multi-commodity capacity with improving fleet utilisation. These can also larger ships and ship-loading capability for assist congestion through improving the flow minerals (bulk and concentrate), forestry and of products and goods on the network. The international containers would provide state’s freight network will remain critical to significant benefit to exporters through the ensuring Tasmania has efficient access to reduction of supply chain and shipping costs. mainland and international gateways. An expanded port would also benefit the tourism sector with the capacity for greater In addition to the key freight corridor frequency and larger vessels to visit the Port. operating between Hobart and Burnie, significant investment will be required on Predictions suggest that autonomous trucks freight routes serving the North East and far could be operational by 2030 in Australia but, North West of the state to support while the technology exists, issues around agricultural expansion through irrigation public perception and confidence, the developments and initiatives under AgriVision regulatory environment and standard of 2015. The impact of the “last mile” for freight infrastructure necessary to accommodate purposes and its significance to the efficiency these vehicles will take some time to resolve. and effectiveness of supply chains will also play Regardless, we have to be alert to this a key role over the coming decade as opportunity and contemplate the future of production increases. our freight corridors as we upgrade and renew, whether it be the installation of The Government’s investment in two new sensors, monitors or other technology ships to replace the current Spirit of Tasmania embedded into the infrastructure. fleet will substantially increase capacity for passengers, passenger vehicles and freight. Rail freight is likely to change in terms of the They are an essential link between Tasmania technology around loads and maximising and Victoria, connecting visitors, families and capacity more safely, conversion of industry. locomotives to more efficient forms of fuel and the acquisition of more sustainable and The 15-year Port Master Plan recently flexible rolling stock. Drone technology will released by TasPorts outlines initiatives aimed also likely play a key role in track maintenance at ensuring the state’s port facilities meet and inspections. future demand from the tourism and freight industries and support economic growth. The plan guides port investment and involves
35
ATTACHMENT 1
verification, and augmented and virtual reality Harnessing a digital future are transforming business models and public service delivery to enhance customer The continued growth and emergence of experience. technology presents many opportunities for Tasmania. However, there must be sufficient In order to realise these future opportunities, supply capacity and coverage across the state the Tasmanian Government must promote to meet increasing demand that allows people competitive and open data to enhance and businesses to be connected to fast and connectivity and productivity, build local reliable services wherever they are located capacity to grow local gains from enhanced and to deliver government service offerings connectivity, strategically grow physical that are digitally enabled and customer infrastructure to support stronger digital focused. Regional coverage and connectivity – connectivity and evaluate the importance of and building knowledge and capability to greater public investment in backhaul capacity. increase digital literacy and inclusion – will be The Tasmanian Government’s digital critical to ensuring all Tasmanians have similar transformation strategy – Our Digital Future – opportunities. provides high-level direction and a principles- 5G mobile coverage will enable services such based framework to encourage a coherent as pervasive video, smart office, augmented and structured approach to whole-of- reality, cloud services and HD video sharing in government investment in digital data and big gatherings. Internet of Things (IoT) technologies that prioritise the contemporary connections and networks are increasing needs and expectations of Tasmanian people. significantly with an estimated 25 billion connections worldwide by 2025. Digital enablers such as blockchain, biometric identity
36
ATTACHMENT 1
Opportunities
Future skills for future work OBJECTIVES Live anywhere, work anywhere Digitally enabled
DIRECTIONS ACTION AREA Flexible 1.1 Design new education facilities and reconfigure existing assets to be digital flexible and capable of supporting blended, innovative models of teaching. learning environment 1.2 Incorporate demographic forecasts and appropriate levels of granularity into modelling programs to facilitate improved analysis and assessment of projections to inform education infrastructure investments.
1.3 Identify opportunities to integrate educational facilities as learning hubs and precincts to enable greater movement and collaboration across physical sites to support new ways of learning, resource sharing and staffing.
1.4 Ensure TAFE facilities have capacity to meet emerging technological and automation needs of the future workforce. Develop a strategic infrastructure plan to identify, guide and deliver appropriate capacity renewals and upgrades.
Integrated 1.5 Transform the state’s passenger transport system to be more ‘passenger and friendly’ and to encourage mode shift from cars. multimodal transit 1.6 Work collaboratively and proactively across state and local governments to enhance active transport networks, focusing on connectivity and the development of end-of-ride facilities to change the way people travel.
1.7 Assess the current hybrid purchaser/provider model of network planning, with a view towards shifting to a centralised network planning system to meet future needs for an integrated passenger transport.
1.8 Actively monitor emerging transit-related technologies, services, systems and operations and engage with relevant stakeholders to ensure that both the legislative and regulatory framework and the Tasmanian Government’s respective roles as facilitator, provider or regulator remain relevant and responsive to advances in transit technology.
1.9 Monitor autonomous vehicle trials in other jurisdictions and assess the merits of conducting or facilitating trials in Tasmania to better understand the fit of those vehicles to the state’s road infrastructure network. 1.10 Upon completion of the delivery of the initial stage of the River Derwent ferry implementation, undertake an assessment of the scalability and extension of services to other commuter points on the river.
37
ATTACHMENT 1
DIRECTIONS ACTION AREA Smart, 1.11 Lead the development of Network Operating Plans for Hobart and liveable Launceston CBDs in conjunction with relevant councils to ensure that all cities road users continue to have access to all roads with principles established to guide the priority use of roads by transport mode, type of day and place of activity.
Enhanced 1.12 To optimise the performance and carrying capacity of key arterial and corridors major commuter routes, new technologies, including incident management systems, real time traffic information and improved traffic signalling, should be embedded and added to the road network.
1.13 A comprehensive planning study to assess capacity issues on the current Tasman Bridge, timing of when that capacity might be reached, and interim treatments to address increasing demand should be undertaken. It should contemplate actions once capacity is reached, including the development of siting options that could support a future Derwent crossing.
1.14 Undertake a planning study for a Tamar River crossing to address growth and capacity issues and the broader links with traffic flows, through and around the City of Launceston, including an Eastern Bypass, as part of a broader transport plan for Greater Launceston.
Efficient and 1.15 Complete the Midland Highway upgrade program and implement the Safe freight recommendations of the Burnie to Hobart Freight Corridor Strategy to Networks support forecast high-volume freight on the Bass Highway between Devonport and Deloraine and corridor-wide infrastructure and bridge upgrades to improve access for higher productivity vehicles.
1.16 Undertake an assessment of all level crossings on the operational freight rail network to determine priorities for upgrades that will improve safety outcomes.
1.17 To maximise the capability and efficiency of the rail network feasibility studies should be progressed to determine the physical upgrades required on the network to operate longer trains together with the potential to increase above rail capacity by increasing axle load limits.
Maximising 1.18 Continue to work with the major airports in seeking to attract the appropriate international carriers to the state and open up new domestic gateways to routes that benefit movements to and from the rest of the country. our state 1.19 To ensure retention of essential and emergency air access to the Bass Strait Islands, an assessment should be undertaken on how best to assist owner councils to develop masterplans and strategic asset management plans for their airport operations, particularly runway condition and upgrades.
1.20 The upgrades and directions outlined in the TasPorts 15 Year Masterplan should be progressed in accordance with that plan to meet freight
38
ATTACHMENT 1
DIRECTIONS ACTION AREA demand and supply requirements with particular attention given to the expansion of the Burnie Port
Enhancing 1.21 Partnering and advocacy with information and telecommunications digital technology infrastructure providers should be undertaken to maximise capacity capacity and coverage of networks across the state to enable the access to digital services and capability that all Tasmanians need.
1.22 Opportunities should be taken to facilitate further back haul capacity and competition into the state.
39
ATTACHMENT 1
will get less of our energy from sugary Future state – drinks and unhealthy foods. Far fewer middle-aged Tasmanians will healthy and safe smoke and it will be truly rare for a teenager to start. communities If we consume alcohol we will do so in ways that don’t pose a risk of health and social harms.
There are many factors that We will share a strong sense of combine to affect the health personal and community agency, and wellbeing of individuals connectedness and wellbeing. and communities. The All Tasmanians will benefit from the World Health Organization equitable distribution of resources to (WHO) suggests that factors fairly achieve and maintain health and such as where we live, the wellbeing. state of our environment, genetics, our income and Tasmanians whose mental health is education level, and our poorer or at risk will bear no stigma. relationships with friends and They will easily engage with accessible family all have considerable services to manage and avert impacts on health. progression of mental illness, and to Conversely, the more restore good mental health. There will commonly considered be fewer deaths by suicide. factors – such as access to Harmful and fatal misuse of prescription and use of healthcare medications will be rare. services – often have less of We will maintain the health of people an impact. with and at risk of common chronic diseases. We want a future Tasmania where our Tasmanians will participate in population health outcomes are among the appropriate screening programs and in best in the country. The State of Public Health actions that preserve health and avert Tasmania 2018 report neatly describes what a harm. healthier Tasmanian population would look like. Fewer Tasmanians will have the quality of their lives diminished by pain. We will all understand our health and Effective, safe management will mitigate wellbeing and how to be and stay well. pain due to acute and chronic We will be more active. Communities conditions. will enjoy environments they’ve helped The provision of health care is complex and design and create to make more challenging, as will be the transition to an activity easy in their daily lives. Healthy, improved future state. Challenges exist liveable, walkable communities will around system demands, financial needs, promote social connectedness and complex workforce requirements and inclusion. changing consumer demands. We will eat better throughout life. We The future for Tasmania’s health system will eat more vegetables and fruits, should be centred on wellbeing, participation, much of it local and seasonal, and we
40 ATTACHMENT 1
prevention and greater integration. This trend is driving thinking around the Tasmanians, not wanting to spend time in concept of patient journeys and a hospital, would be empowered to live their re-imagination of systems through the eyes of best life by participating in a connected the patient. It is reshaping the approach to network of community, tertiary and digital providing health care, including what is and virtual infrastructure that is agile and provided where, for example, at home or in adaptable. Prevention will be underpinned by the community; how care can be provided, for innovation, partnerships and technology example, virtual consultations and robotic improvements. These will keep people well surgery; and what is used in the delivery of for longer and out of hospital, they will be that care, for example, wearables, consumer- available for all to use, and enable people to generated data. In this regard, technology will make choices that support a healthy lifestyle. enable the extension of care outside hospital walls by leveraging virtual care, telehealth, electronic medical records, smart technology Empowered patients and and automated clinical decision support healthy lifestyles powered by artificial intelligence. Chronic diseases are the largest driver of the One of the most significant trends emerging in future health and economic demand burden in health is the concept of ‘empowered patients’. developed countries including Australia, with People collect more data about their health, ageing populations contributing to increasing and demonstrate a desire for that data to be disease prevalence and escalating healthcare better utilised in developing individualised and support costs, as well as the need for wellness and care plans, a process in which end-of-life care. they want to be personally involved.
41 ATTACHMENT 1
These trends present opportunities for In the next 30 years there will continue to be Tasmania that will be underpinned by an a need for both public and private hospital environment that can support change, that is, facilities in Tasmania, with acute hospital a relatively small geographic scale, and family, services continuing to be the best place for social and organisational connections within acutely ill patients. and between communities. An important part of capitalising on these trends will be an The definition of health care and health investment in the knowledge infrastructure in infrastructure now and into the future has the community so that consumers are armed very much expanded beyond the bricks and and able to become greater participants and mortar structures of primary, tertiary and take more ownership of their health care. community facilities to also include digital infrastructure. In this regard, investment in Every type of healthcare professional digital health infrastructure is equally interacting with the patient can contribute to important. Medical and technological this education. For example, pharmacists help disruption is the new normal and all patients understand what medications they governments must adapt, consider the level of are taking and how they might interact. digital capability required. People must be For older people or those with dementia, it provided with the knowledge, information and can be important to educate not just the data they need to make informed choices. patients but also caregivers and members of While a number of e-health initiatives – such their families. as telehealth, electronic medications management and medical imaging – are already in place to support new models of Modern health care, the rapid growth and uptake of these infrastructure and out of new capabilities will need a structured and ordered process to maximise efficiency and hospital care consistency of application.
It is increasingly difficult to plan for new health infrastructure with the rate of technological innovation, the increasing sophistication of hospitals and the changing models of care required to meet patient requirements. The constraints associated with redeveloping existing sites while managing continuing care will remain challenging, but infrastructure in the future must be flexible, scalable and adaptable to respond to changing clinical delivery.
42 ATTACHMENT 1
The One State, One Health System reform The changing nature of health infrastructure program contemplates a health system that enables a broader consideration of the functions effectively as a true state-wide spectrum of care, and the delivery of more service, with each facility clearly working to its services in lower acuity, community or home- defined role in the system. It is about based settings. These types of services are in improving the quality, safety, effectiveness, and the establishment phase in Tasmania. efficiency of the healthcare system in Some examples include Hospital in the Home Tasmania through clear definition of the and Community Rapid Response Service, clinical services to be delivered at each major which seek to provide short-term acute hospital across the state, with other intermediate quality care in the community parts of the health system – including the for people with chronic and complex illnesses District Hospitals and the primary and (in close consultation with GPs and other key community care sectors – also playing an stakeholders), helping to keep them out of important role. A 30-year master plan for the hospital. Royal Hobart Hospital has already been developed, with a similar process being progressed for the Launceston General Hospital.
43 ATTACHMENT 1
A review of Ambulance Tasmania’s clinical and people. This may require changes to the operational services completed in May 2017 models of funding and delivery across state noted that: and Federal areas of responsibility.
the role of Ambulance Tasmania has evolved from an emergency service to a service that is called upon to respond to a broad range of urgent or unexpected health needs 5
The outcomes of the review, which were wholly adopted by the Tasmanian Government, involved a ‘re-profiling’ of the service model of Ambulance Tasmania to include both acute and primary care pathways for patients.
This strategy involves the development of a secondary triage model for Tasmania and the establishment of formalised referral and patient management partnerships between Ambulance Tasmania, health direct and other key primary and community health services. It is expected, in time, to contribute to reducing demand for emergency ambulance services and, in turn, emergency departments.
Partnerships and collaboration between primary and community care with the private sector and other parts of Government, such as education and skills providers, will be an important part of delivering health care into the future, particularly in driving preventative health. Co-location of facilities and infrastructure in precincts will also benefit consumers through improved access and connectivity, and enable collaboration and innovation.
Education and health have already commenced a level of collaboration through the placement of child health nurses in Child and Family Centres across the state. Further opportunities for collaboration and integration will be an important part of investing holistically in both infrastructure and
5 Review of Ambulance Tasmania Clinical and Operational Services, Final Report, May 2017, page 18.
44 ATTACHMENT 1
Connected and accessible Similarly, ensuring there are spaces and facilities, and a supporting culture, that enable places and spaces more Tasmanians to be more active through exercise and physical activity, including participation in sports, is an important Physical activity and social interaction component of improving Tasmania’s health The built environment can have a significant outcomes. impact on peoples’ health and wellbeing, with Sport is an important part of Australian and some of the best health-promoting Tasmanian culture. The benefits are wide investments not delivered by the health ranging, including improved health and system (consistent with the WHO view of wellbeing and communities that are determinants of health and wellbeing). In the connected. Realising these benefits through same way, places and spaces, when designed high participation rates requires appropriate well, can enable social interaction and infrastructure and facilities to support sport connectivity and encourage physical activity and physical activity. through accessibility for everyone. In Tasmania, most sport and recreational An ongoing challenge is to create infrastructure is owned by local government. environments that encourage physical activity There is a mix of different facilities around the to reduce the burden of chronic disease on state, including some that can support our communities. Encouraging the use of international events, through to small more active transport options by reducing community ovals, parks and reserves. dependency on car travel is also important, The Department of Education is another and would in turn contribute to improving air significant infrastructure owner (and provider) quality through the limiting of car emissions. in the sport and recreation sector with most The Greater Hobart Transport Vision aims schools around the state having facilities that for an accessible, people-focused, future-ready can be used outside of school hours and for city, and this is a principle that we will be non-school related purposes. A number of applying state-wide for all major centres. these facilities are already used by sporting clubs and organisations based on individual arrangements with school administrators.
45 ATTACHMENT 1
The Tasmanian Government has already reducing the high costs of maintaining embarked on a series of major consolidations ageing housing stock. and upgrades of facilities around the state and The Tasmanian Government’s long-term aim will continue to work with local government is to minimise the proportion of low-income and sporting organisations to ensure that the Tasmanian households experiencing housing state has the quality and range of facilities to stress as well as the proportion of Tasmanians encourage physical activity and social experiencing homelessness. This is being interaction. progressed through the 10-year Affordable A component of further building Tasmania’s Housing Strategy 2015-25 and the supporting sporting culture includes the role of state Action Plans. teams playing in national level or elite The recent release of the 2019-23 Action Plan competitions and the infrastructure required continues the actions aligned with the to support those teams with games being strategic direction of prevention, early played in the state. The capacity to showcase intervention and response and recovery. elite sport and provide the pathways to There are a broad range of actions across the participate at the highest level requires housing spectrum from crisis and transitional infrastructure to a very high standard and we accommodation, new social housing, are committed to ensuring that every affordable private rental and home ownership. opportunity is provided for Tasmania to be a key player in those national competitions. Its delivery will result in a total of 3600 households assisted under both Action Plans, We already have first-class venues and arenas including the new supply of 2400 affordable for a number of those sports and there is an lots and homes. opportunity to build on that capacity to ensure that Tasmanians can participate in Housing and the extent to which places and Tasmania-based teams in the future. communities are connected have an important contribution to make in reducing antisocial Housing behaviour and criminal activity. This in turn increases the extent to which more people Housing is another key determinant of healthy feel safe and supports improving the health and safe communities. Improving the supply of and wellbeing of the community. social and affordable housing in high-amenity locations can assist this goal. This supply can The recent waiving by the Australian be achieved by a number of means including: Government of the debt accumulated by the Tasmanian Government to pay for past increasing the housing density of sites construction of public housing presents a significant opportunity to not only provide selling land to the private sector and increased access to housing but to be using the proceeds to reinvest in an innovative in the way that it is provided. increased supply of social and affordable housing Land Use Planning designing new social and affordable stock to meet the needs of today’s and Planning policy is a critical component of the tomorrow’s tenants establishment and design of places, including diversifying the range of housing cities, towns, suburbs and communities. opportunities to include social rental, Recent planning reforms have created a affordable rental, affordable home framework for enhanced land use planning ownership, market rental and market which aim to improve the amenity and home ownership connectedness of local communities.
46 ATTACHMENT 1
Liveability is a key feature of the land use strategic directions for each region in planning process and it is vital to balance this Tasmania that both support and enable the with the challenges presented by population future states described elsewhere in this growth while responding to improving access strategy. to jobs and services. Our long-term strategic land use planning will Most planning instruments, whether at the support improved health outcomes, including local council level or across the broader promoting public and active transport modes region, have implicitly acknowledged the over car travel, and encouraging the provision importance of infrastructure to meet current of public open space. We see place making as and future requirements for growth and being increasingly important, with a role for change. These have not always been well communities in helping design and create implemented with respect to considered places that promote social connectedness and impact assessments and appropriate inclusion and provide for greater physical responses. For example the expansion of activity. housing supply on the urban fringes of the city of Hobart has had a significant impact on usage of the key transport corridors to the Policing, corrections and city. access to justice Going forward, the Tasmanian Planning The safest communities are connected Policies, which form the next phase of communities. Crime, and the treatment of planning reform in Tasmania, will set out crime, has been a constant for a long time, but principles to support sound strategic land use it is changing. People are more likely to be a planning that include sustainable economic victim of a crime at home or online than on development, social and economic wellbeing, the streets where they live. Traditional settlement and liveable communities, policing therefore needs to change. transport and infrastructure, key resources, cultural heritage and natural values, and Communities need to be connected to the hazards and risks. In this regard, future police, but the role that infrastructure will developments will need to take into account play in policing will change dramatically in the the capacity for growth to be appropriately coming decades. Traditional access via a and affordably supported by infrastructure. physical police station will still have its place, but being able to report, enquire or seek Although completed at approximately the assistance online will be essential in the future. same time, the current Regional Land Use Strategies for each of the three regions vary Police stations are not the primary means by somewhat. The North West document which the public engages with police although continues to address overall requirements, they play an important part in connecting the while the Northern strategy has quite recently community to police. Technology and access been updated substantially to include the to information provides more flexible working relevant parts of the Greater Launceston Plan arrangements, and keeping underutilised or and is largely meeting the need for long-term unnecessary buildings ties up funds which can guidance and direction. The Southern strategy be spent elsewhere. is more challenging due to the growth and changing nature of the region in recent years. Police need to be mobilised into the Progressing updates to these Strategies, community as well as ensuring adequate where necessary, together with the resourcing to monitor and respond effectively development of the Policies, will be essential to online traffic. The 000 service is well for setting the medium to longer-term understood by the community, but there are
47 ATTACHMENT 1
other channels of communication and these The changing nature of crime and the focus require clear and common standards of on cybercrime is requiring changes to response so that the public knows what to traditional policing methods. Our police are expect and is able to report crime or responsible for detecting, preventing, incidents easily. Understanding how people disrupting and responding to and enforcing want to communicate with their police force cybercrime offences impacting Tasmanian will provide a better focus on local policing Government agencies, critical infrastructure requirements. and information systems of critical significance such as the banking and finance sector. A modern police force needs modern They all have a role in relation to the impact technology to be effective and it must have on individuals. the right mix of frontline officers and staff with the right tools to do their jobs New technologies ranging from artificial effectively. In this regard, there will be a need intelligence and analytics to drones and to maintain frontline presence but there will biometric identity recognition are the new also be a requirement to increase the capacity crime prevention and detection tools. As and specialist skills in the ‘back room’ to police capability improves in this space, undertake data-driven, predictive policing and criminal behaviour is becoming more problem-solving. sophisticated, with cybercrime exploiting technology and data at speed. As a result, the volumes and types of data being collected by police are increasing exponentially. Having the tools, skills and capability to address the growing enforcement gap for digital crime is a major challenge for our police force.
48 ATTACHMENT 1
The other side of the crime story is a sensible balance between rehabilitation of correctional facilities and access to justice offenders and community protection, while through the court system. All jurisdictions also reducing stress on prison resources. across Australia are increasingly ‘tough on Home detention has already commenced and crime’, with a range of measures and consideration of other sentencing options will responses in place to ensure the safety of continue. Assessment of options for pre- and communities. The swift and necessary post-release ‘accommodation’ is also required response to family violence is a recent to achieve the right balance. example of addressing and maintaining that safety. Consistent with the approach to health, the importance of intervention and investment The justice sector will benefit from the prior to entry into the justice system cannot greater take-up of technologies that improve be understated. This includes the design of its efficiency and reduce its reliance on the places and space and the extent to which physical presence of personnel for activities communities are connected, as discussed that could be performed over digital channels. previously, as well as campaigns targeting This includes court appearances via video link specific behaviours such as one-punch attacks and digitisation and electronic sharing of and family violence. These factors will form an documents across the court system. important part of future planning, including integration across different parts of In the same way that there remains a need for government. police stations, there will be an ongoing future need to maintain courts and physical prisons There is a significant infrastructure investment to house different cohorts of prisoners. program of more than $350 million in place There are, however, a range of sentencing for Tasmania’s correctional facilities which options and interventions available that can contemplates both existing infrastructure and impact the capacity requirements of prisons new requirements. and courts going forward. Technological solutions are also an important part of a This major infrastructure program is in part a future state. response to a number of changes in the system, including changes to the prisoner Given the interrelated nature of the justice population, and aims to provide sufficient portfolio, it stands that an increase in prison capacity in the right places and at the right numbers as well as the complexity of prison times to meet future demand. population will have flow on implications for the operation of the courts, including the Construction of a new prison in northern capacity of the buildings in which they are Tasmania is an important part of maintaining housed. closer and stronger connection between prisoners and their families and communities, While significant additional resources have which is linked to reintegration and a reduced already been committed to assist with clearing likelihood of reoffending. Likewise, the the backlog, and projects such as the $15 construction of the new Southern Remand million upgrade and refurbishment of the Centre at Risdon responds to changing needs. Burnie Court complex are underway, the infrastructure necessary to support the There is also a need to ensure appropriate effective functioning of the court system maintenance of Tasmania’s correctional should be monitored and an ongoing facilities as well as to further consider what assessment undertaken of future likely need. modernisation looks like. The Justice Connect program of work will see an integrated end- The Tasmanian Government is working to-end contemporary system solution for an towards a correctional system where there is alleged offender or applicant as they work
49 ATTACHMENT 1
their way through the legal system, without as well as in our road and bridge the need for duplicating information about infrastructure, for the foreseeable future. that person between the various Courts, Community Corrections, Tasmania Prison Emerging transport technologies will greatly Service, or other agencies, including Tasmania improve the outcomes of our transport Policy and the Department of Communities. system for the community, economy and An upgrade to the telephony system at Risdon environment. The rise of the autonomous Prison has commenced and there are plans in vehicle and artificial intelligence will reduce place regarding videoconferencing facilities to the scope for human error on the road reduce the level of shuttling of prisoners from network. They will improve journey safety, the facility for court appearances. There will efficiency and convenience for both passenger be numerous other opportunities to use and freight movement. smart technology to enhance the efficiency of The automation of trucks and cars is the system. increasing with features such as sensor technology and automatic emergency braking Safety of movement becoming commonplace. Many companies are trialling much higher levels of automation with The long-term vision for Tasmania’s roads is the obvious potential for vehicles to be fully an outcome where no one is seriously injured automated. Current international trends or killed as the result of a crash on our roads. indicate that these vehicles could be available This is currently supported by the Towards in Tasmania within a decade and widely used Zero – Tasmanian Road Safety Strategy 2017- within 30 years. These advances notably have 2026 (Towards Zero Strategy) which is based the capacity to deliver safety, efficiency and on the best-practice Safe System approach to time-saving benefits, but could also reduce road safety. It aims for fewer than 200 serious fatalities and hospitalisations and help reduce injuries and deaths on our roads by 2026. congestion.
Over time, the Government has installed best While this will take time to evolve, there will practice infrastructure at various locations, be a need for governments everywhere to introduced alcohol interlocks, installed enact legislative change and introduce electronic speed signs at schools, provided regulatory regimes to enable these information on how to maintain a safe vehicle increasingly autonomous (and driverless) and implemented numerous road safety vehicles on our roads. campaigns to benefit cyclists, tourists and motorcyclists. There will be a need to continue investing in these types of initiatives,
50 ATTACHMENT 1
Opportunities
Empowered patients, healthy lifestyles, improved wellbeing OBJECTIVES Health care delivered closer to the home Connected and accessible places and spaces
DIRECTIONS ACTION AREA Stronger 2.1 A long-term Tasmanian health infrastructure strategy with an outlook physical and of at least 20 years, which is informed by the masterplans for each of digital the major hospitals and also incorporates support for regional infrastructure hospitals, community health centres, ambulance services and mental planning health infrastructure. This should include consideration of out of hospital care, as well as the increasing importance of technology, including telehealth.
Prevention as 2.2 Continue to focus on preventive health as a primary means of working a driver for a towards a healthier population and keeping Tasmanians out of hospital more active, thereby reducing the demand for infrastructure. healthier and safe 2.3 A long-term strategy for investment in preventive justice as a means of population protecting our communities and delaying or avoiding the need to increase the capacity of the state’s correctional facilities.
2.4 A state-wide sporting and recreational infrastructure strategy to identify gaps and opportunities. The strategy would inform a sport and recreational infrastructure plan which outlines timing, need and delivery of future infrastructure projects.
2.5 A sport and recreation infrastructure strategy should include principles of facility provision across all levels (local, regional and state- wide). A state-wide sport and recreation strategy should also consider facilities required to support national/elite level teams and games, and address ownership, financing and management models for major stadia in particular.
Access to safe, 2.6 Review the outcomes of the current Affordable Housing Strategy and secure and develop new responses and initiatives that build on the learnings and affordable outcomes of the 2015-25 period. homes Integrated 2.7 An agenda to achieve greater levels of urban infill, higher density land use and development and affordable housing should be pursued actively by the infrastructure Tasmanian Government in partnership with the local government planning sector. This will help to minimise the impacts of future growth on arterial roads, provide more dwelling options close to services, and optimise the use of existing utilities.
2.8 In the future review of regional land use strategies, the approach to the development of settlement strategies should take account of current infrastructure capability and limitations in addition to future requirements.
51 ATTACHMENT 1
DIRECTIONS ACTION AREA 2.9 Land use planning policies should explicitly link future development to infrastructure planning.
Protecting 2.10 Community safety is underpinned by our approach to policing and the communities justice and correctional system. The Department of Justice should continue to assess all current infrastructure across all prisons and courts across the state and to ensure they are equipped with up-to- date technology and meet the needs of the changing community. 2.11 With respect to community safety in emergency situations, consistent with the findings from the review into the management of the 2018-19 summer bushfires, consideration should be given to the construction of purpose-built state control centre facilities for emergency management in Tasmania.
52 ATTACHMENT 1
average temperatures, changes in seasonal and Future state – regional rainfall patterns, increased rainfall intensity and associated flooding, and longer sustainability and fire seasons. These changes have implications for resilience infrastructure, both existing and new. They will impact the way it is designed and operated, as well as the skills and tools A sustainable, resilient and needed to plan for and respond to fire and prosperous Tasmania in the other emergencies. long term will be More people are visiting Tasmania than ever underpinned by the way we before and this is at least partly driven by the manage access to and attraction of our natural environment. utilisation of our natural Managing the impact of visitation in some of resources. the most sensitive parts of the state, including A strong brand can be through the provision of sufficient driven through sustainably infrastructure, is critically important. maximising the state’s renewable energy potential, the availability of water for Managing the use and domestic and commercial operation of our purposes and carefully managing visitation to the environment wild and pristine wilderness. Our natural resources are significant It also requires decreasing contributors both to Tasmania’s economy and emissions, limiting the to our way of life. Our water is used to impact on the environment, generate renewable electricity, irrigate arable and preparing for and land to support agricultural production, and responding to climate support households and businesses through change. the supply of drinking water. Our generation of energy also supports Tasmanian households and businesses of all sizes. It is exported to Tasmania is Australia’s clean and green state mainland Australia and contributes to our low and was the first state to achieve zero net emissions status. Our wilderness is world emissions. Our renewable energy resource is renowned and benefits not only locals but is a a big part of this, as are our national parks and significant driver of visitation to the state. reserved land. We need to maintain and enhance this status. The future prosperity of Tasmania will be impacted by the use and management of these Climate change is a challenge that requires assets. Success will come in the form of action from all levels of government, business, balancing the energy trilemma (accessible, industry and the community. It presents both reliable, affordable), sustainable growth in risks and opportunities and, looking to the visitation to the state, and use of our water long term, building climate-neutral and resources to boost activity and productivity, climate-resilient communities is essential. all while ensuring our natural assets are Projections indicate that Tasmania’s terrestrial available for future generations of Tasmanians. environments will experience a rise in annual
53 ATTACHMENT 1
Powering our state and the nation and developing a pathway for future renewable development opportunities – wind, Tasmania’s energy sector, relative to the rest hydropower system expansion including of the Australian National Electricity Market pumped hydro and more transmission (NEM), could be described as being in a stable interconnection. Hydro Tasmania, with state. A recent report from the Australian funding support from the Australian Energy Market Operator (AEMO) forecasts Renewable Energy Agency (ARENA), is that Tasmania will have no supply issues over investigating Tasmania’s role in the future 6 the next 10 years . energy market, including the potential for pumped hydro sites across the state and the Tasmania’s current energy supply is already redevelopment of the Tarraleah Power almost 100 per cent renewable and available Station and Scheme. resources are abundant, with AEMO identifying four renewable energy zones in the The BotN vision involves Tasmania playing a state. The North West zone is regarded in significantly expanded role in the NEM, the top four zones in Australia and our wind helping to deliver new reliable, cost- resource complements the rest of Australia. competitive energy supply, making a material That is, when it is windy in Tasmania, it is less contribution to decarbonisation, and likely to be windy on the mainland. improving energy security, both in Tasmania and the NEM. Central to delivering the full Tasmania has been part of the NEM for over a extent of the BotN suite of initiatives and decade, with connection to Victoria by the realising Tasmania’s full energy potential is high voltage direct current (HVDC) undersea further interconnection between Tasmania cable Basslink. By leveraging on its quality and mainland Australia, known as Project wind and hydro resources, and existing and Marinus. TasNetworks is leading investigations further interconnection, Tasmania can for Marinus Link on the state’s behalf, again contribute to meeting Australia’s energy with funding support from ARENA. In challenges in a cost-competitive way while not February 2019, the Australian Government compromising security, reliability and committed a further $56 million to fast-track affordability for Tasmanian energy customers. the development of the Marinus project, The state is currently implementing a following the release of an initial feasibility ‘Tasmania First’ energy policy. The two main report demonstrating a strong business case elements of this policy involve the state being for a second Bass Strait interconnector. 100 per cent self-sufficient with an additional The final business case assessment is expected 1 000 gigawatt hours of on-island renewable by the end of 2019, with Marinus Link being generation by the end of 2022, and ensuring the precursor to the realisation of BotN Tasmania has the lowest regulated electricity opportunities. prices in the country during the current term The Tasmanian Government has also of government. Tasmania’s current energy committed, through Hydro Tasmania, up to supply is at 96 per cent and is on target to $30 million to take the first phase of BotN to reach full self-sufficiency in renewables ahead investment stage by 2021, while the Australian of the target date with Cattle and Granville Government committed to develop an Harbour due to come on line in the coming underwriting mechanism for the project year. through its Underwriting New Generation Also being progressed is the Battery of the Investments program. The Tasmanian Nation (BotN) project which is investigating Government's investment will support the
6 Statement of Electricity Opportunities Report, August 2019
54 ATTACHMENT 1
feasibility assessment of three shortlisted continue to be more active in managing how pumped hydro energy storage sites in north- their energy needs are met. Domestic solar western Tasmania, and advance the first of installations have increased substantially and these sites to final investment decision. The continue to grow. Although solar represents three sites have a combined storage capacity just one to two per cent of generation in the of up to 40 GWh and BotN could supply up state the impact of solar installations on the to 2 500 MW of new, dispatchable power. transmission and distribution infrastructure is the subject of forward planning currently The BotN and Marinus Link projects are underway. As the cost of batteries and expected to create up to 3 800 direct and electric vehicles reduces over time there may indirect jobs during construction and deliver be further impacts on network infrastructure an economic stimulus of up to $7 billion, that may need to be addressed in the context predominantly to north-western Tasmania of maintaining reliability, affordability and and regional Victoria. Subsequent phases of security. BotN are expected to unlock further investment and jobs, providing a Hydro Tasmania has implemented in Tasmania transformational opportunity for the state. world leading integrated energy system that integrates wind, solar and battery with legacy Gas is an important part of the fuel mix in diesel systems to transition the Flinders and Tasmania and has been adopted as a fuel of King Islands to renewable self-sufficiency. choice by many households and businesses, Since implemented in 2014, King Island’s large and small. While it is acknowledged that system has offset over $6 million in diesel natural gas is a fossil fuel, it is important to costs and reduced energy emissions by the recognise that the introduction of natural gas equivalent of 16,000 cars per year. With the into Tasmania enabled a number of large addition of the privately invested Wave businesses to switch away from the use of Energy Trial on King Island – this is the first significantly more greenhouse gas emission- integrated wind, solar, wave and battery intensive coal combustion to provide integrated energy grid in the world. industrial process heat. Gas is likely to remain Further investigation and implementation of a fuel of choice in the future for many these types of solutions to meet the needs of businesses and households, however, the different communities is part of Tasmania’s upward gas commodity prices may limit energy future. significant growth of the customer base and overall supply. Water as an economic driver and Alternate energy sources such as biomass and essential service hydrogen, while unlikely to replace hydropower as the baseload source of energy Tasmania enjoys relatively abundant water generation in Tasmania, may have a future supplies. Despite having only 1 per cent of role and be an important part of a diversified Australia’s land mass, the state has around portfolio of generation on island, or for 12 per cent of the nation’s fresh water export into the national market, depending on resource. This may contribute to a the extent of further interconnection with comparative advantage in some industries, mainland Australia, or internationally if that particularly agriculture, if it can continue to be were proved to be viable. harnessed in areas where there is most need and where it is most highly valued. With respect to consumer investment in generation, as is the case in many sectors and The urban water sector is well equipped to for many services across the country, handle the lifecycle management of its existing Tasmanian consumers have become and assets. TasWater will continue its focus on compliance for the next 10 years, particularly
55 ATTACHMENT 1
relating to wastewater treatment. Over the TasWater’s 20-year strategic plan 2017-37 following 10 years, it will address the backlog addresses a range of infrastructure challenges of pipeline renewals with some possible across the state. The plan strives to balance rationalisation and consolidation of treatment customers’ needs for affordable bills and plant infrastructure. The third decade will responsive service with building capacity in its focus on steady state, asset management water and sewerage networks, supporting activity. The Tasmanian Government’s equity projected commercial and residential growth, position in TasWater provides an opportunity while simultaneously working to reduce for consideration of important issues such as environmental impacts. trade waste and service introduction, both of which will have implications for long-term Urban drainage is a service provided by local environmental and economic sustainability. government, and represents a significant Service introduction policy is a critical community investment in infrastructure component of the long-term infrastructure assets, as well as being a key factor associated planning for significant tourist destinations with liveability. It is of critical importance in around the state that are not currently terms of community asset protection and serviced by TasWater. Similarly, the collection human safety and a factor to be considered in of trade waste in a system that was designed relation to climate change and the predicted for domestic sewage is challenging with increase in severe weather events. It is also a respect to impact on the physical potential source of water in the future. infrastructure and the financial impact on industry and business.
56 ATTACHMENT 1
In the agriculture sector, a tenfold increase in Funding of $170 million in State and Federal the farm gate value of Tasmanian agricultural funding has been committed towards a third produce to $10 billion is proposed by 2050. tranche of irrigation scheme projects, The achievement of this vision will require a collectively referred to as Pipeline to Prosperity. continuing focus on using Tasmania’s natural When complete, the tranche 3 schemes could advantage in water, through the development see up to another 10 schemes constructed of expanded irrigation offerings in the state and see a significant area of the state’s that allow farmers to produce both greater agricultural land having access to high yields from existing enterprises and reliability Tasmanian Irrigation water, in diversification into new, higher-margin, addition to extensive landholder water access activities. rights used for irrigation under the Water Management Act 1999 . This is expected to Tasmanian Irrigation will soon have 20 lead to not only a change in the scale of schemes in operation, servicing over 1 000 existing cropping and livestock enterprises, businesses. This includes managing inherited but also a diversification into higher yield irrigation districts plus 15 new schemes built activities. under the Tasmanian Irrigation Tranche 1 and Tranche 2 development programs. The growth in schemes over the past decade has been rapid. Over $350 million of public funds has been matched by over $100 million of private money from farmers in the form of water rights purchases, which was combined to fund construction of the schemes. Farmers have also made significant additional investments in on-farm infrastructure.
57 ATTACHMENT 1
Managing our impact on the environment A CE aims to maximise the value and the use of materials and resources at every stage of Around the world, there is a need to reduce the life of a product or material, as opposed the amount of waste generated and accelerate to using a traditional linear model of ‘take’ the recovery rate of our resources. (resources), ‘make’ (products), and ‘dispose’ Waste management, recycling and material (waste). The draft Action Plan recognises that recovery activities are a significant part of planning for, and investment in, waste and Australia’s economy. There is an economic resource recovery infrastructure will be opportunity in these activities. required to achieve proposed resource Community attitudes are also changing, with a recovery targets. In this regard, one of the growing desire to see our resources actions in the draft Action Plan involves the recaptured and recirculated within our development of a Tasmanian Waste and economy. Resource Recovery Infrastructure Plan by 2021. In recent times, there have been significant developments in waste policy and the Improving collection and processing systems, resource recovery sector in Australia, particularly for organic waste, will reduce particularly as a result of the problems faced greenhouse gas emissions by cutting emissions across Australia around end-of-life tyres and from landfills. China’s import restrictions. There has been ongoing work by governments and industry to increase packaging recycling. Container refund Sharing our state schemes have been introduced in most states Tasmania is a must-visit destination and the and territories and bans have been placed on values of our environment must be balanced lightweight plastic shopping bags. National carefully with the opportunities presented by stewardship schemes for TVs, computers, the rapidly evolving and booming visitor paint, batteries and other products have also economy. Tourism delivers around been rolled out. $2.5 billion in economic benefits to Tasmania 7 A draft Waste Action Plan was released by annually . the Tasmanian Government for consultation The vision is not about mass tourism instead, in June 2019. It sets out a broad framework as articulated in the Tourism Tasmania for waste management and resource recovery Corporate Plan (2019-22), the brand vision is in Tasmania that is underpinned by a set of about: tangible actions. These include actions relating to the introduction of a waste levy and a Inviting our visitors to experience an island of Container Refund Scheme, and targets for difference where they can feel enriched. It is reusable, recyclable and compostable built on the values of being unusual, packaging, reduction in waste generated per connected, quality over quantity, quietly person, recovery rates, and the incidence of confident and passionate – none of which littering relative to other states and align with mass tourism. territories. In 2015, the Tasmanian Government, in The Plan is guided by the National Waste partnership with the Tourism Industry Policy, which is based on Circular Economy Council Tasmania, released T21 – The (CE) principles and was endorsed by Tasmanian Visitor Economy Strategy. One of the Australian Environment Ministers in late 2018. four key priorities that form the core of T21
7 Tourism satellite Account 2017-18, Tourism Research Australia
58 ATTACHMENT 1
relates to investment in quality visitor and community, with no adverse effects to the infrastructure, recognising that infrastructure amenity of Tasmanian residents. (particularly public infrastructure) has a role to play in drawing visitors to the state, Tasmania’s Parks and Wildlife Service (PWS) enhancing the visitor experience and, once manages approximately 46 per cent of the they are here, encouraging travel to and land area of the state, including a number of within regional areas. World Heritage sites: the Tasmanian Wilderness World Heritage Area (TWWHA), Tourism infrastructure does not have a Macquarie Island and the Darlington recognised definition as such. However, it is Probation Station, and therefore has a critical clear that ports and airports provide entry role to play in the sustainable management of points for interstate and overseas visitors and this precious asset (and the infrastructure that roads allow visitors access to attractions once is contained within). they are here. Visitors use electricity, gas, water and sewage services and increasingly Increasing visitation, and demands for greater expect telecommunications services that allow access and amenity in the park environment, them to stay connected with friends and will require even greater attention and family in real time while they travel. sensitive balance to protect the natural values Other infrastructure, including walking tracks, of the parks. visitor and conference centres, In managing this land across the state, PWS accommodation, signage, amenities blocks, car looks after a variety of tourism infrastructure parks and boat ramps, are also often including roads, walking tracks, visitor centres described as tourism infrastructure. and other buildings (some of which have The next iteration of Tasmania’s tourism significant heritage and cultural value), camp strategy will be completed by 2020, with a grounds, toilets, and sewage treatment focus on sustainable growth, improved facilities, among other things. This property, spending and regional visitation. It will plant, equipment and infrastructure is valued contemplate the opportunities we have to at around $1.4 billion8. achieve these areas of focus. For example, we PWS has a number of statutory and non- could provide a unique and low-carbon statutory management plans, site plans and footprint offering for visitors through the strategies in place for national parks and facilitation of electric vehicle (EV) charging reserved land under its management across infrastructure around the state, thereby the state, some of which were developed a creating a market for carbon neutral touring number of years ago. In its 2018-2021 with EVs. Strategic Plan, PWS identified the need to Ultimately, our long-term tourism goals and adopt a strategic approach to asset renewal further growth will be centred on maintaining and replacement, and noted that a “disciplined the visitor experience. This will be approach to ‘Levels of Service’ and innovative underpinned by expanding sea and air access, design and materials technology will ensure providing high-quality infrastructure and that we do not over-invest and that our assets experiences, and building capability, capacity are long lasting, energy efficient and most importantly, safe.”
8 Report of the Auditor-General No. 3 of 2018-19, Auditor-General’s Report on the Financial Statements of State entities, Volume 1, page 34.
59 ATTACHMENT 1
The current capital program, which is the The development of a tourism master plan for largest in the history of the PWS, focuses on the TWWHA has also commenced, “asset renewal and future-proofing our iconic consistent with a recommendation from landscapes to sustainably welcome guests to UNESCO. Again, this work will identify our parks and reserves. In consultation with infrastructure investment requirements in the the tourism industry, master planning in the TWWHA over the next 10 years. first year will guide a multi-year program of investment, enabled by a disciplined team of Sharing our culture skilled project managers and assets officers.” Tasmania is recognised nationally and PWS has developed a new master plan for the internationally for its cultural and creative Freycinet Peninsula. The planning process industries, which attract people to visit our aims to protect and manage the values that state, enhance our lifestyle and culture, and make these places special for both visitors and create employment. Tasmania has established locals, while ensuring they can continue to its reputation as a strong, yet unique, cultural play an important part in the Tasmanian capital location and it is this uniqueness that is tourism industry and remain world-class part of its identity or ‘brand’. It is home to visitor destinations. In this regard, it identifies many of Australia’s most talented creatives infrastructure investment required over the and has built a reputation for nurturing talent next 5-10 years. as well as supporting and encouraging creatives to travel further afield to develop.
60 ATTACHMENT 1
This strong creative and cultural sector is a assets are warranted and provide the key contributor to Tasmania’s visitor maximum benefit to the community in terms economy and enhances our liveability, of the services delivered. innovation and economic development. The nationally renowned Salamanca Arts A number of agencies have indicated the Centre is one of the oldest multi-arts studio necessity to review their processes and and presentation facilities in the country. systems to better manage their asset The state’s cultural assets have been bolstered portfolios. In some cases this means greater by the privately owned Museum of Old and centralisation of activities. In others, it means New Art (MONA) and the soon-to-be- devolution of responsibilities to active completed Hedberg Centre, the only co- business units. located teaching facility and professional arts The pressures of growth and increasing (and venue in the country. changing) expectations of the community have Opening in 2011 and attracting around a direct impact on the capacity, performance 350,000 visitors per annum, MONA’s and cost of infrastructure. These outcomes collection of ancient, modern and inform the consideration of options regarding contemporary art, coupled with its the maintenance, repair and replacement of architectural uniqueness, has spawned a new existing assets and the need to invest in new sense of cultural identity in Tasmania. infrastructure. Its summer and winter festivals also provide a Short-term savings achieved through platform for vibrant cultural experiences. The inadequate expenditure on new or existing Tasmanian Museum and Art Gallery is a long- infrastructure can result in greater cost over standing significant cultural asset which the life of the asset if it needs unplanned mid- supports the state’s scientific, natural and term repairs or requires earlier than expected research industries. The vision for the replacement. Often, the investment in Macquarie Point site in Hobart encourages upgrading existing assets can have greater cultural and public spaces to sit alongside land costs benefits than simply purchasing or uses which could include a conference centre, building new ones. Minor expenditure can hotels, retail and an Antarctic and Science often provide significant improvements such Precinct. as using an existing lane as a clearway during The Royal Tasmanian Botanical Gardens peak hour traffic. provides an historic, relaxing, educational and Key tools for assessing and achieving cultural experience where visitors and acceptable returns continue to include cost- Tasmanians alike can congregate and enjoy the benefit analysis and strategic asset nature and cultural experiences on offer. management. The extent and way these are used in decision-making can affect the timing Robust planning and and efficient allocation of funding. capability development Tasmania’s infrastructure portfolio is relatively mature and in need of continuing scrutiny and attention. Recently completed and committed Asset management new builds will age and also face the same challenge over the next 30 years. The state’s asset and infrastructure portfolio The custodians of public infrastructure have represents a significant investment by the an obligation to manage and look after assets Tasmanian community. It is important, properly – repairing, maintaining and renewing therefore, that those assets deliver what they where necessary, and maximising the use and are supposed to and that investments in new longevity of each asset for the purpose of
61 ATTACHMENT 1
delivering appropriate levels of service to the are based on reliable and realistic cost community. estimates
Funding for maintenance is not just an issue are able to be delivered by agencies in for public infrastructure managers; it is a accordance with the specified challenge across a range of sectors. timeframes and within the project Maintenance is fundamental to ensuring that Budget allocations. assets are kept in order and continue to Building capability in this area – through the deliver the intended services. While agencies enhancement of systems and the development are required to prepare and implement asset of people who manage these facilities and management plans, having adequate funding to assets – is extremely important. maintain assets in good repair and fit for purpose is often challenging. This results in a Building resilience plan which effectively targets getting the most from the available funds rather than getting The management and operation of assets will the funds to achieve the most. be impacted by a range of factors, including changing climate. Climate change has the Asset management plans are integral to the potential to adversely affect, or at least alter, development of the Capital Investment Plan of the operation of critical infrastructure. government which aims to ensure the state’s Warmer temperatures can increase assets appropriately support its service evaporation from water catchments and raise delivery responsibilities within available water demand on hot days. Increased rainfall resources. The Structured Infrastructure variability and intensity that leads to increased Investment Review Process (SIIRP) is a review frequency of flood and drought can and assessment process for General compromise infrastructure if it is not designed Government Sector infrastructure investment accordingly. proposals. The objective of the SIIRP is to ensure that infrastructure projects funded Embedding resilience into the planning from the State Budget: process for critical infrastructure could prevent unnecessary disruption and generate appropriately meet the needs of the significant reductions in disaster costs. community While land use planning, building codes and provide clear and strong links to engineering standards provide minimum specific government policy priorities requirements for resilience, assessing and the Government's strategic resilience at the initial project appraisal and direction approval stage as part of the cost-benefit demonstrate strong evidence of analysis, may demonstrate that it is cost- prioritisation, within the context of an efficient to build a higher level of resilience agency's competing priorities, an than is mandated. agency's requirements and its capacity The impacts of changing climate have the to deliver capacity to cause disruptions to the state’s demonstrate direct links with specific transportation systems. Rail, air, ports and agency asset management strategies, road networks were originally designed with a including objectives outlined in Strategic 30-50-year lifespan to withstand local weather Asset Management Plans and climate based on historical projections. Climate change projections for Tasmania have been appropriately scoped and indicate an increase in the frequency and planned severity of extreme weather events. Decisions taken today, particularly those
62 ATTACHMENT 1
related to the redesign and retrofitting of The area of climate change is complex and existing infrastructure, or the location and vast but working within a structured design of new infrastructure, will affect how framework in terms of impacts on existing well our networks are able to adapt to and future infrastructure now – rather than climate change into the future. Focusing on putting off the problems until later – is very the problem now will help avoid future important. The basic analytical framework investments and disruptions to operations. outlined below can assist with the assessment of the vulnerability of assets to climate risk, In the urban water sector, TasWater is and actions that might be taken to avoid that seeking to understand and factor in climate risk or offset it. change-related elements in the design of new infrastructure. Sewage pump station upgrades, water security planning, sensors in pipes, Asset more network storage to guard against turbidity/algal events and removal of • Evaluate key climate risks, their relative impacts on physical asset conditions and operational capacity, infrastructure from high-risk areas (for and their regulatory implications example, adjacent to oyster leases) are already being implemented or being Mitigation considered in infrastructure design and • Assess mitigation options (redundancy, insurance) delivery. Our energy businesses are also adapting to the impacts of climate change on Action the natural and built assets they manage. • Develop action plans based on highest value risk Work with leading research organisations, mitigation options against vulnerability reductions including the CSIRO and the University of Tasmania to reduce our vulnerability to Understanding the implications for capital potential changes in rainfall, temperature and outlay, for ongoing operational expenditure, wind caused by a changing climate is underway and of fines or penalties associated with non- and will continue into the future. compliance, is key to developing a business Generally, the planning for and response to case for a new build or revisions to a major factors such as climate change will be asset. Understanding what offset addressed through strategic asset opportunities there may be to address risk – management planning. In this regard, all or building the cost into the project to government agencies, GBEs and state-owned address risk – is critical. The actions arising corporations will continue to be required to from that analysis ideally provide greater maintain comprehensive asset management surety in the risk equation and gets in front of plans for the asset base they hold. problems more than likely to arise later. Our fire and emergency services providers Capability and responders have an important role to play in protecting our communities and It is important that practitioners have the environment from the effects of fire and other technical capacity to identify, analyse and emergencies. In doing this, they must be evaluate the costs and benefits of resilience equipped to respond to the way in which our options. Technical capacity must be climate is changing, including more regular and significantly enhanced in the infrastructure more intense weather events. Investing in decision-making process. This is not simply a capability and infrastructure is a priority as is workplace issue but requires significant prevention and proactive interventions rather commitment to resilience training at the than the traditional more reactive approach to tertiary level and revisions to existing tools events. and guidelines for practitioners.
63 ATTACHMENT 1
Opportunities
Use, management and operation of our environment OBJECTIVES Fostering innovation and creativity Robust planning and capability development
DIRECTIONS ACTION AREA Powering our 3.1 Progress the investigative and feasibility assessments for the Battery of state and the the Nation project, including further interconnection through Project nation Marinus.
3.2 Identify the most effective vehicles and mechanisms by which to deliver collectively, or individually, the Battery of the Nation project and Project Marinus.
3.4 Continue to work closely with customers and communities to identify, trial, integrate and implement solutions and technologies (including those associated with distributed energy and batteries) that provide electricity customers with a greater ability to control their energy consumption.
3.5 Support for exploration of – and investment in – biomass and bioenergy through promotion to the market and potential investors, including biomass-to-heat projects, pellet production projects, biochar production and liquid biofuels, should be continued.
Water as an 3.6 Complete tranche 3 Tasmanian Irrigation projects and, in doing so, economic consider the impact of current and future irrigation projects, and the driver and resultant changes in agricultural production, on last-mile roading and essential ports. service 3.7 Progress the program of upgrades and reduction in the number of existing sewage treatment plants in Hobart, Launceston and Devonport to provide adequate treatment capacity for future growth, minimising environmental regulation breaches, increasing levels of service and improving operational efficiency.
3.8 Develop frameworks to guide the potential rollout of water and sewage services to existing unserviced towns and new development in greenfields areas, and the ownership and management of water and sewerage assets and schemes that are not owned by TasWater (particularly where they are located at strategically important destinations around the state).
Preserving 3.9 Complete the development of the next iteration of T21, and identify accessible key infrastructure priorities. wilderness 3.10 Prioritise and complete master plans for the TWWHA and PWS reserved land sites across the state, taking a risk assessment approach to ascertain where need is greatest.
64 ATTACHMENT 1
DIRECTIONS ACTION AREA 3.11 Periodically review already completed PWS masterplans, ensuring an approach not limited to infrastructure investment opportunities, but considers non-infrastructure demand management options and solutions such as transport in and out of parks.
Managing our 3.12 Finalise and implement the draft Waste Action Plan with particular environment emphasis on the development of a waste and resource recovery infrastructure plan by 2021.
3.13 Facilitate the establishment of a fast charging EV station network across the state to support mass uptake of electric vehicles.
3.14 Fleet targets should be developed for a transition of the government fleet to electric vehicles, taking into account the operational merits and any broader implications of doing so.
Capability 3.15 Strategic Asset Management Plan (SAMP) guidelines for Tasmanian Government agencies should be brought into line with contemporary asset investment principles and government policy, and include a framework for compliance and review.
3.16 Procurement guidelines and design standards for infrastructure assets should be reviewed to ensure that factors impacting asset resilience, including climate change, are considered when renewing or replacing assets.
65 ATTACHMENT 1
Copyright notice and disclaimer
Copyright in this publication is owned by the Crown in Right of Tasmania, represented by the Department of State Growth.
Information in this publication is intended for general information only and does not constitute professional advice and should not be relied upon as such. No representation or warranty is made as to the accuracy, reliability or completeness of any information in this publication. Readers should make their own enquiries and seek independent professional advice before acting on or relying upon any of the information provided.
The Crown, its officers, employees and agents do not accept liability however arising, including liability for negligence, for any loss resulting from the use of or reliance upon information in this publication.
Images used within this publication remain the property of the copyright holder.
Images courtesy of the Tasmanian Government, Josh Lamont, John White, TasPorts, Alastair Bett Rob Burnett and Simon de Salis.
©State of Tasmania October 2019
66 ATTACHMENT 1
Department of State Growth GPO Box 536 Hobart TAS 7001 Australia
Phone: 1800 030 668
Email: [email protected]
Web: www.stategrowth.tas.gov.au
67 ATTACHMENT 2 August 2019 Infrastructure Tasmania Project Pipeline
i Infrastructure Tasmania
ATTACHMENT 2
Contents
Minister’s message ...... ii CEO’s message ...... iii 1. What is included in the Tasmanian Infrastructure Project Pipeline? ...... 1 2. Expected Pipeline benefits ...... 2 3. Infrastructure Pipeline projects ...... 3 4. Analysis of Pipeline trends ...... 4 Timing of spend by asset class ...... 4 4.1 Project driver analysis...... 5 4.2 Infrastructure class analysis ...... 6 4.2.1 Roads ...... 6 4.2.2 Energy ...... 7 4.2.3 Water, Sewerage and Stormwater ...... 8 4.2.4 Airports ...... 8 4.2.5 Ports ...... 9 4.2.6 Irrigation ...... 9 4.2.7 Rail...... 9 4.2.8 Communications ...... 9 4.2.9 Housing, Health, Education, Justice and Public Safety, Recreation and Visitor ...... 10 4.3 Regional spend analysis...... 10 5. Private sector interface with the Pipeline ...... 11 6. Government sector horizon projects ...... 13 7. Pipeline projects ...... 14 Appendix A: Economic infrastructure asset owners in Tasmania ...... 32 Appendix B: Glossary...... 33 Appendix C: Caveats ...... 34
i
ATTACHMENT 2 Minister’s message
The Hodgman majority Liberal Government’s ambitious jobs and growth targets for Tasmania require a commitment to provide the infrastructure that supports economic opportunity and enhanced productivity.
As Minister for State Growth and Minister for Infrastructure and Transport, I am pleased that Tasmania’s program of works captured in this document reflects a growing economy and a positive future for all parts of our State.
Strategic investment in our public infrastructure – including our roads, bridges, ports, airports, rail lines and ferries – enables our businesses to invest and grow jobs. We must also invest in our essential service and community infrastructure, such as our schools, hospitals, public housing, prisons, courts and sporting and cultural facilities.
Our economy remains one of the fastest growing in Australia. Tourism is booming, our construction industry continues to lead the country and business confidence remains at nation- leading levels. Our 2019-20 Budget included a record $3.6 billion investment into intergenerational infrastructure supporting future growth, investment attraction and job creation. I particularly acknowledge the investment in our program by the Morrison Federal Government. This exceptional partnership is creating jobs in Tasmania and leading to significant economic and community outcomes.
This second annual Tasmanian Infrastructure Project Pipeline demonstrates continued very strong levels of investment, with a spend of almost $1.6 billion expected in 2019-20, up on the prior period.
An additional $300 million investment is planned for roads and bridges in the coming year. This follows the almost $290 million expended last year. Among the significant projects is the $30 million Tasman Highway Airport Interchange, which is due to commence construction in early 2020, and the suite of projects comprising the Greater Hobart Traffic Solution. The $120 million redevelopment of Devonport East port is expected to begin this year, along with the second tranche of investment under TasRail’s Freight Rail Revitalisation Program.
More than $1 billion in social infrastructure spending was announced in the 2019-20 State Budget, including an additional $63 million for Royal Hobart Hospital upgrades, the commencement of the new Penguin School, procurement of the Southern Remand Centre and Risdon Prison Shared Facilities Upgrade and a new $10 million indoor multi-sports facility in southern Tasmania.
The response from the civil construction sector to Tasmania’s growing infrastructure demand was very positive following the release of the initial Pipeline. The Industry Roundtables that followed the release of the Pipeline resulted in a compact between industry and the State Government to work together on the development of a workforce development plan to deliver our record forward program of infrastructure projects. This work has driven a culture of engagement in training and workforce planning in the sector to not only meet existing challenges but to be prepared for the new skills and technological advancements required for the future.
The Hodgman majority Liberal Government’s second Infrastructure Project Pipeline tells a positive story of growth that will ensure future generations benefit from infrastructure investments made today.
Michael Ferguson MP Minister for State Growth Minister for Infrastructure and Transport
ii
ATTACHMENT 2 CEO’s message
Infrastructure Tasmania is pleased to be able to present the second Tasmanian Infrastructure Project Pipeline. It covers the range of Government-provided infrastructure, along with some helpful additions. We anticipate the aggregated project information contained in the Pipeline will again assist industry participants with their decision making and resourcing.
Infrastructure investment is a key facilitator of economic activity. Not only does it create jobs directly, it is the fabric that allows our economy to function, ensuring people are able to travel where they need to for work and recreation and that the essential services we rely on in our everyday life are available and in working order.
Our Pipeline covers both economic and social infrastructure. Economic infrastructure includes roads, rail, energy, water and sewerage, irrigation, stormwater, ports, airports and communications and is a key focus of the Pipeline.
Social infrastructure includes public housing, schools, hospital, prisons, courts and police and emergency management infrastructure, which provides both safety nets for vulnerable community members and important building blocks to the early years of the population. Also included in this category is expenditure associated with recreation and visitor economy infrastructure.
Delivery of the first ever Pipeline last year has seen economic infrastructure owners generally deliver to schedule with minor variations to bring forward some projects while planning for others has required extension to allow for further consultation or additional planning. Some challenges have arisen in the social infrastructure sector with weaker than expected tender results requiring some projects to be revisited, particularly in the education sector.
This year’s Pipeline maintains strong levels of expenditure for the coming financial year with little change from last year. A large increase in expenditure of around 11 per cent is expected in the following financial year as water, sewerage and stormwater ramps up with TasWater’s newly created Capital Delivery Office expected to accelerate delivery. The roads program also significantly increases with the rollout of the suite of projects comprising the Greater Hobart Traffic Solution and the landside and airside expenditure at the Hobart Airport.
This strength grows in the next financial year as the Bridgewater Bridge is forecast to commence in 2021-22 and carry through to 2024.
We hope the Pipeline continues to provide visibility for industry in terms of what is soon to come on line and provides a valuable tool for resource planning and decision making through its yearly updates.
Allan Garcia CEO Infrastructure Tasmania
iii
ATTACHMENT 2 1. What is included in the Tasmanian Infrastructure Project Pipeline?
The latest Tasmanian Infrastructure Project Pipeline provides a consolidated list of the key projects that are underway or planned across all economic and social infrastructure sectors over the next 10 years.
Project proposals were sought from each of the organisations in Appendix A, aside from local government.
In seeking projects for inclusion in the Pipeline, Infrastructure Tasmania gave the following guidance to asset owners as to which projects should be submitted.
The projects are to:
be of strategic importance to Tasmania (i.e. play an important role in meeting one of Tasmanian Government’s key strategies) be planned to occur within the next 10 years be highly likely in that they are funded or partially funded be significant in cost (indicatively greater than $5 million), or part of a program of projects that collectively meet this threshold. The planning horizon was purposefully chosen. Infrastructure Tasmania acknowledges that while many asset owners have long-term asset management plans, their detailed capital planning usually does not extend longer than ten years.
While few council projects individually meet the project threshold, the aggregate spend across the Local Government sector is significant and has again been included. The Pipeline estimates $200 million is spent by Councils on economic infrastructure including roads, bridges, stormwater, drainage and local airports. This includes projects funded through the recent Federal Budget of $10 million for the Albert Hall, $5 million for the Burnie Arts Centre and $15 million for a Launceston Community Hub.
Given that many private sector construction projects also draw on the same local consultants and contractors as the infrastructure projects captured in the Pipeline, a list of those key projects has been included (Section 5). This list cannot be comprehensive as private developer intentions are often commercial in confidence, but shows the recent strength in the construction sector is being maintained. Following the content provided in last year’s Pipeline, a list of public sector horizon projects, that are not yet certain, but which would represent significant
infrastructure undertakings have also been included (Section 6).
1
ATTACHMENT 2 2. Expected Pipeline benefits
A number of projects that are in the Pipeline are already in the public domain as those project owners are required to go through regulatory processes to approve expenditure, while some have long consultation and approvals phases that provide visibility to the market some time before construction. However, for many of the projects, the first public knowledge of them may otherwise be when design or procurement processes commence.
Initially the Pipeline was conceived to provide greater visibility to the market at an earlier stage, but there are multiple benefits.
An earlier understanding of upcoming design and build requirements will allow better planning of workforce needs to match future work and provides the ability for training organisations to appropriate programs to meet demand (the Civil Construction Federation in partnership with Skills Tasmania has prepared a workforce development plan on the back of the 2018 Pipeline). The Pipeline will help identify if there are any likely constraints to delivery of priority projects in the short to medium-term. For instance if there are overlapping timeframes for key projects which may be to the detriment of timely or cost efficient delivery. The Pipeline will provide private sector developers and investors with better information to inform decision making around where they may locate or further develop. The Pipeline will provide the opportunity for infrastructure providers to better understand each other’s intended works and, if appropriate, coordinate effort in terms of scheduling overlapping geographic roll outs or jointly planning contingent projects, which may ultimately lead to cost savings.
2
ATTACHMENT 2 3. Infrastructure Pipeline projects
In proposing projects for the Pipeline, organisations were asked to provide:
the project name project location the project’s indicative value the primary driver (for example; growth, renewal, regulatory compliance, improving level of service, maintenance) current stage of the project (for example; concept, business case, procurement, construction) the financial year construction of the project is expected to be started and finished. This format has allowed Infrastructure Tasmania to analyse the projects provided to establish themes, which follows in Section 4.
Organisations were also asked to provide a total per annum capital expenditure, firstly to ensure that all the projects smaller than $5 million were still captured and secondly to provide an aggregated yearly spend on all economic and social infrastructure. This is also included in Section 4.
The table in Section 7 provides a listing of the 261 projects collected. The list is sorted in chronological order of expected construction commencement and then by infrastructure class and value in descending order.
The Pipeline information will continue to be updated annually and will remain viewable on the State Growth website at www.stategrowth.tas.gov.au/infrastructuretasmania
3
ATTACHMENT 2 4. Analysis of Pipeline trends
Timing of spend by asset class
The forecast ten year expenditure for the 2019-20 to 2028-29 Pipeline period is $15.2 billion. As was evident in last year’s Pipeline, there remains very strong planned levels of capital investment across most economic and social infrastructure providers, with around a 1 per cent increase in expenditure forecast for 2019-20. However, the data collected for the following year suggest in excess of a 10 per cent increase, as roads and rail, the water sectors and expenditure at Hobart International Airport increase. This will push infrastructure expenditure over $1.7 billion for 2020-21, which is an increase of around $400 million from the 2016-17 historical data presented in last year’s Pipeline.
Infrastructure Expenditure - Historical v Forecast 2,000,000
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
$ (000s) 800,000
600,000
400,000
200,000
- 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 28-29
Water, Sewerage, Irrigation, Stormwater Roads and Rail Ports and Airports Energy Telcomms Councils Social
As can be seen, the strength in the series continues until the expected end of construction of the new Bridgewater Bridge in 2023-24, but the reduction in the aggregate capex forecast after this point should not be interpreted to directly correlate with expected activity. For many organisations that contribute data to the Pipeline, their planning horizons do not extend further than corporate planning processes (commonly four yearly), State Budget forward estimates periods, the length of Federal funding agreements or regulated revenue determination processes.
4
ATTACHMENT 2
4.1 Project driver analysis
This analysis on project drivers relates to the project level information rather than the aggregated capital expenditure numbers (i.e. the projects outlined in Section 7 which are individually worth $5 million or more).
Around $9.3 billion in individual infrastructure projects were put forward for the ten years covered by the Pipeline.
By far the biggest primary driver of these projects are level of service upgrades ($3.7 billion), followed by growth ($2.4 billion), renewals ($1.5 billion) and regulatory compliance ($1.1 billion). It should be noted that asset owners were asked to provide a primary driver, which can mask that there are often dual reasons for a project. For example, projects generally have an element of renewals no matter what else they may be driven by.
The driver growth is playing in the Pipeline is of particular note. It is reflective, at least partially, of current population growth that is very strong by historical levels and is evident in road projects to combat commuter congestion, port and airport projects in support of visitor economy aims, educational projects to increase school capacity, industrial growth and growth in justice and public safety services.
Project Value by Driver (%)
Maintenance , 5
Growth, 27
Level of Service, 36
Renewal, 17
Regulatory Compliance, 12
5
ATTACHMENT 2
4.2 Infrastructure class analysis
Of the economic infrastructure sectors, the largest annual expenditure is in the roads and rail sector (which would be even higher if council expenditure on roads and bridges was included), followed by the energy sector and then the water sectors. An overview of key projects and issues in each infrastructure class is detailed below.
Forecast percentage of aggregate expenditure 2019-20
12.0
22.6
23.0
13.2
6.5 4.2
18.5
Water, Sewerage, Irrigation, Stormwater Roads and Rail Ports and Airports Energy Telcomms Councils Social
4.2.1 Roads
The annual spend on roads is significant by any measure, with over $300 million planned to be spent in 2019-20 and once in a generation projects like the Bridgewater Bridge ($576 million) and significant programs, like the Roads of Strategic Importance ($606 million), to be delivered over the ten year period of the Pipeline,
For 2018-19, the State Government will have expended nearly $280 million on roads and bridges.
In terms of projects identified last year for commencement in 2018-19, upgrades to the Midlands Highway continued with the $92 million Perth Links section commencing ahead of its initial schedule, while the $5 million Powranna Straight section was also brought forward. The past year also saw substantial completion of the Bass Highway, Wynyard Bypass Intersection Safety Upgrades and sealing of the Highland Lakes Road. Stage 1of the $13 million sealing of the Hastings Cave Road, a key visitor economy driven upgrade, was completed and the first upgrades under the $30 million Great Eastern Drive funding were also completed.
In the North, key projects initially planned for commencement in 2018-19, including expansion of the Charles Street Bridge capacity and design work for a new Tamar bridge, have been pushed out to accommodate finalisation of a detailed Launceston and Tamar Valley Traffic Vision and detailed business case development.
The $30 million Tasman Highway Airport Interchange in the south is a key project to commence construction in 2019-20, with a further $27 million of projects in the South East Traffic Solution also to commence. Projects to realign the Channel Highway at Huonville ($8 million) and upgrades from Wynyard to Marrawah will commence in 2019-20 following further planning work.
6
ATTACHMENT 2
Greater Hobart Traffic Solution projects totalling over $90 million are included in the Pipeline and are funded partly by State and Federal Government commitments, including commitments under the Hobart City Deal. These will commence with smaller expenditures in 2019-20, with a fifth lane on the Southern Outlet ($35 million) planned for commencement of construction in 2020-21 a centrepiece to the Solution.
As noted in last year’s Pipeline, the spending by local councils on roads is significant. Of the approximately $200 million per annum spent by the local government sector on infrastructure, around 90 per cent is on local roads and bridges. This investment is major contributor to regional economic activity.
4.2.2 Energy
An average of around $300 million per annum will be spent on electricity generation, transmission and distribution in the State over the next ten years. While largely renewal and refurbishment projects, the future of the sector is bright with these figures not including any prospective expenditure associated with Project Marinus (a second electricity interconnector from Tasmania to Victoria), or the associated Battery of the Nation projects, which combined have a value of around $6.5 billion. Feasibility work on these projects continues, with $10 million funding from the Australian Renewal Energy Agency allowing TasNetworks to progress a business case for Marinus and $56 million recently committed by the Federal Government to help progress the approvals phase of the Marinus project.
Major projects in the sector completed over the past twelve months include the Repulse Power Station ($37m), Devil’s Gate Power Station ($22m) refurbishments and network upgrades to support windfarm connections on the West Coast and in the Central Highlands ($30m). In the coming twelve months, an upgrade to Murchison Dam ($9m) and a refurbishment Wilmot Power Station ($23m) should be completed, while a significant refurbishment of Machine No. 1 at Catagunya Power Station ($21m) will commence.
The energy supply industry is one of the most established infrastructure sectors in Tasmania in terms of its asset value and capital program delivery. The energy supply sector’s 10-year capital program is expected to undergo transformation as projects such as the Battery of the Nation, major wind farm developments, Project Marinus and associated transmission line development progress from concept plans to approval stages.
7
ATTACHMENT 2
4.2.3 Water, Sewerage and Stormwater
At the time of writing last year, a Memorandum of Understanding had just been signed between the State Government and TasWater that would see the Government take an equity position in the business and contribute $20 million per annum to help accelerate TasWater’s capital program. This has seen TasWater’s ten year capital program increase from around $150 million per annum last year to around $170 million per annum this year. The Government has also committed additional funds to aid the relocation of the Macquarie Point wastewater treatment plant and to fund investigations into a new sewerage system at Coles Bay.
To assist in delivery of the increased capital program, 2019-20 will see the first year of TasWater’s new Capital Delivery Office model, where TasWater has partnered with two tier-one water contractors, which will allow it access to greater technical and project management expertise. The CDO model is to be in place initially for a four year period and also aims to build capacity that becomes embedded within TasWater.
Works at the Kingborough wastewater treatment plant have now seen the expanded plant commissioned, with network upgrades to bring flows from Margate and Electrona still ongoing (total cost of $53 million). The King Island water supply upgrade ($20m) is now also nearing the commissioning and handover phase and on track for completion in 2019-20. A major upgrade to the Forth River water treatment plant ($37m) was scheduled for commencement in 2018-19 but has been pushed back in this year’s Pipeline to 2019-20 after requiring further stakeholder consultation. Other key projects scheduled to get under way in 2019-20 include the $206 million upgrade to the Bryn Estyn water treatment plant and the Longford sewerage treatment plant upgrade ($25m).
The 2020-21 financial year will see the commencement of project works on the combined sewerage and stormwater system in Launceston (total cost $85 million). These works have been funded by State and Federal Governments under the Launceston City Deal, with detailed design and approvals expected to be the focus of progress in 2019-20.
4.2.4 Airports
The recent announcement by Hobart International Airport of $200 million of landside upgrades by 2030 to double the passenger carrying capacity of the airport is the major change from last year’s Pipeline. In addition, HIA is forecasting another $91 million in airside upgrades over the coming five years.
8
ATTACHMENT 2
4.2.5 Ports
Over the past year TasPorts has revised its approach to a project to support Hobart Port as an Antarctic Gateway. Now a two-phased, $60 million program, it includes berth infrastructure for Australia’s new ice breaker the RSV Nuyina and a second phase of landside facilities for Antarctic logistics operations. The first phase is planned for 2019-20.
The redevelopment of Devonport East port has also been re-scoped. The project is now expected to be $120 million and will be inclusive of terminals (which require additional dredging for a new port configuration) and landside redevelopment within the operating terminals of TT-Line and SeaRoad. The three year project will also commence in 2019-20 and will see Devonport East be able to accommodate the new larger TT Line vessels from their commencement on Bass Strait.
4.2.6 Irrigation
In 2019-20 Tasmanian Irrigation (TI) will complete construction of the final project initiated under the tranche-2 scheme development program. That project, the Scottsdale Irrigation Scheme, will see a final $23 million expended ahead of commissioning next summer. The tranche 2 schemes included a mix of Tasmanian Government ($50 million total contribution), Australian Government ($85.2 million total contribution) and additional private investment through the sale of water entitlements. Tasmanian Irrigation also confirmed the impact of the first tranche through a consultancy that surveyed irrigators in the Midlands, Whitemore and Sassafras/Wesley Vale schemes. It found an increase in volumes and values of production, which led to greater on-farm expenditure flowing through to employment in the local economy.
The success of the these schemes has been acknowledged with commitment of another $70 million from the State Government and $100 million from the Federal Government for a third tranche of projects, titled Pipeline to Prosperity. The first phase of these projects are already in feasibility and planning phase, with a business case submitted to Infrastructure Australia with the aim of confirming the Federal funding.
4.2.7 Rail
In 2019-20 TasRail will commence the second tranche of its Tasmanian Freight Rail Revitalisation Program ($120 million), which will be expended on track upgrades to improve reliability and safety on the network. This follows a very successful $120 million tranche 1, which was delivered on time and to budget. A third tranche totalling $68 million was committed by the Australian Government in its 2019-20 Federal Budget for the 2021-22 and 2022-23 years. This commitment was subsequently matched in the recent Tasmanian Budget, bringing the total Tranche 3 commitment to $136 million.
TasRail’s network also includes a mineral concentrates shiploading facility at Burnie Port. Funding of $40 million for renewal of this important infrastructure was announced during the recent federal election. TasRail and TasPorts are working together to assess the optimum siting, procurement and functionality requirements of the replacement shiploader.
4.2.8 Communications
With the National Broadband Network rollout now practically complete in Tasmania, the telecommunications spend is back to a more business as usual environment. TasNetworks has a program of around $4.7 million per annum maintaining and improving its backbone network that supports electricity sector communications and some private sector customers. The Project Marinus business case will also explore the merits of including further across Bass Strait optic fibre capacity. A number of private telecommunications providers have upgraded their infrastructure networks across the state improving overall coverage and access to services
9
ATTACHMENT 2
4.2.9 Housing, Health, Education, Justice and Public Safety, Recreation and Visitor
Almost $1 billion in social infrastructure spending was announced in the 2019-20 State Budget. In the health sector, upgrades to the St Helens District Hospital and new Kingston Health Centre were completed in the past year, while an additional $63 million has been allocated to Royal Hobart Hospital ward upgrades.
The first stage of spending associated with the Affordable Housing Strategy was completed in 2018-19, with the $125 million second stage (which leverages an addition $20 million from social housing providers) already brought forward into 2018-19.
School spending continues largely as scheduled with the only variation a delay to Taroona High School’s upgrade, which was impacted by construction industry capacity issues and this project will be completed in 2019-20. Riverside High’s redevelopment also commenced in January 2019, with works at the new Penguin school also scheduled to commence in 2019-20.
In the justice and public safety sector, key projects include planning for the new $270 million Northern prison, while procurement for the new Southern Remand Prison and the Risdon Prison Shared Facilities Upgrade is progressing as one suite of projects ($79 million in total) and should see commencement in 2019-20.
The new $22 million Cradle Mountain Visitor Experience, which includes a new visitor centre and retail precinct commenced construction early in 2019. Construction should also commence in the coming financial year on a new $10 million indoor multi-sports facility in southern Tasmania.
4.3 Regional spend analysis
The value of projects directly attributable to a single region are closely aligned with regional population shares (South 50 per cent, North 28 per cent and North West 22 per cent). This would suggest that the split of expenditure is well spread on a per capita basis, but as noted in the 2018 Pipeline, drawing trends based on location should be done with caution. For example, in the case of energy generation, the physical location of the assets is not necessarily reflective of where all economic activity arising from their use occurs.
10
ATTACHMENT 2 5. Private sector interface with the Pipeline
Compilation of a comprehensive private sector-funded project pipeline is complicated by commercial confidentialities, resulting in many projects becoming public only once development approval is sought.
However, the list below captures the publicly announced projects that are either in construction or which have progressed to a stage where they are more likely than not to be delivered. These projects total around $5.1 billion and are spread broadly across sectors like visitor economy, education, mining, manufacturing and property development.
The Pipeline captures this current and planned activity as it will, in many cases, compete directly with Pipeline projects for delivery resources. This is a particular issue for many of the State’s social infrastructure providers as their projects draw heavily on the general construction sector.
Project Location Value Status
Bayport Group Spring Bay redevelopment* Spring Bay $45 million Business Case (formerly Solis)
BioMar Aqua Food Facility Wesley Vale $56 million Construction
Chambroad Kangaroo Bay Hotel and Hospitality Bellerive $85 million Design Training Centre*
Calvary private northern hospital Launceston $120 million Business Case
Cambria Green* Dolphin Sands $100 million Business Case
Fragrance Group Collins St Hotel Hobart $60 million Business Case
Federal Group Port Arthur luxury hotel* Port Arthur $25 million Concept
Forward Mining Rogetta iron ore mine* Hampshire $100 million Business Case
Gorge Hotel Launceston $50 million Business Case
Hedberg Creative and Performing Arts Centre Hobart $96 million Construction
Hermal Group timber processing facility Hampshire $190 million Construction?
Hyatt Centric Hotel, Elizabeth Street Hobart $40 million Construction
Intercontinental Hotels Group Crown Plaza, Icon Hobart $45 million Construction Complex
11
ATTACHMENT 2
Project Location Value Status
Kingston Park Project Kingston $300 million Business Case
Marriot Tasman Hotel, Parliament Square Hobart $50 million Construction
Low Head Wind Farm* Low Head $60 million Concept
MONA Dark Lab Hobart (Odeon/Tattersals Hobart $200 million Construction redevelopment) (Stage 1)
MONA Hotel and Casino Berriedale $400 million Concept
Mount Wellington Cable Car Hobart $54 million Business Case
Patriarch and Sons Rotary Veneer Mill Bell Bay $54 million Business Case
Remarkable Lodge, Crescent Bay* Port Arthur $20 million Design
Fragrance Group Macquarie St hotel Hobart $30 million Design
Robbins Island Wind Farm Robbins Island $1.6 billion Business Case
Sixty Six Burnett Street Hobart $78 million Construction
Springhaven Retirement Village Lindisfarne $35 million Construction
Stellar Resources Heemskirk tin project* Zeehan $110 million Concept
University of Tasmania Northern Expansion Inveresk $300 million Design
University of Tasmania City Centric Campus Hobart $600 million Business Case
University of Tasmania Student Accommodation Hobart $50 million Design Melville Street
Vibe Hotel and Suites Hobart $46 million Construction
Verge Hotel Launceston $20 million Construction
Waterfront Hotel (Living City Stage 2) Devonport $40 million Construction
Total $5.1 billion
12
ATTACHMENT 2 6. Government sector horizon projects
There are a number of projects that are yet to progress from feasibility stage but which the Government is committed to seeing delivered. These projects are important not only due to their size and the resources they would consume in delivery, but each would have significant local economic benefits.
Project Location Value Status
Battery of the Nation and Project Marinus State-wide $6.5 billion Concept
Cradle Mountain Cableway Cradle Mountain $60 million Concept
Hobart City Deal (including Bus Transit Centre, Hobart Unknown Concept Derwent ferries and Northern Suburbs Transit Corridor)
Macquarie Point Development Hobart $1.5 billion Business Case
Treasury Building repurposing Hobart Unknown Concept
Total $8.1 billion
13
ATTACHMENT 2
7. Pipeline projects
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
1 Year 7-12 Implementation Plan Department of 17 Construction Statewide Statewide Education Renewal 2014 2022 Education
2 Police Housing Upgrades Department of 11 Construction Statewide Statewide Justice and Public Level of Service 2016 2023 Police, Fire and Safety Emergency Management
3 Three Capes Track Stage 3 DPIPWE 8 Design Tasman South Recreation and Level of Service 2016 2020 Peninsula Visitor
4 Kingborough Sewerage Strategy - Treatment & Network TasWater 53 Construction Kingborough South Sewerage Regulatory 2017 2020 Compliance
5 Kindergarten upgrades and works to facilitate later leaving age Department of 18 Construction Statewide Statewide Education Growth 2018 2021 Education
6 School infrastructure upgrades Department of 7 Construction Statewide Statewide Education Level of Service 2018 2021 Education
7 Windfarm connections TasNetworks 270 Construction West Coast, Statewide Energy Growth 2018 2025 Central Highlands
8 Launceston General Hospital Redevelopment Department of 87 Construction Launceston North Health Level of Service 2018 2024 Health
9 Mersey Community Hospital Upgrades Department of 35 Construction Latrobe North-West Health Level of Service 2018 2021 Health
10 Rural Hospital and Ambulance Upgrade Fund Department of 11 Construction Statewide Statewide Health Level of Service 2018 2021 Health
11 Statewide Hospital Critical Facility Upgrades Department of 11 Construction Statewide Statewide Health Level of Service 2018 2021 Health
14
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
12 Launceston General Hospital - Additional Car Parking Department of 5 Procurement Launceston North Health Level of Service 2018 2021 Health
13 Air conditioning upgrades Department of 5 Construction Statewide Statewide Health Renewal 2018 2021 Health
14 Rural Health Facility Infrastructure Upgrades Department of 5 Construction Statewide Statewide Health Level of Service 2018 2021 Health
15 Ashley Youth Detention Centre Redevelopment Department of 7 Construction Deloraine North Justice Level of Service 2018 2021 Communities Tasmania
16 Tasman Highway Bridge Replacements Department of 10 Construction Bicheno South Road Renewal 2018 2020 State Growth
17 Ti Tree Bend Sewerage Treatment Plant Biosolids Handling TasWater 9 Construction Launceston North Sewerage Regulatory 2018 2020 and Digester Upgrade Compliance
18 King Island Water Supply Upgrade TasWater 20 Construction King Island North-West Water Regulatory 2018 2020 Compliance
19 Telecommunications - multiplexer project TasNetworks 7 Concept Statewide Statewide Communications Level of Service 2019 2029
20 Six New Child and Family Learning Centres Department of 21 Design Statewide Statewide Education Level of Service 2019 2024 Education
21 Riverside High School Department of 12 Construction Riverside North Education Renewal 2019 2020 Education
22 Bushfire mitigation TasNetworks 64 Construction Statewide Statewide Energy Level of Service 2019 2029
23 Murchison Dam Upgrade Hydro Tasmania 9 Construction Tullah North-West Energy Maintenance 2019 2020
24 Replace 220KV live tank breakers TasNetworks 6 Concept Statewide Statewide Energy Renewal 2019 2022
25 Replace 110 kV live tank breakers TasNetworks 6 Concept Statewide Statewide Energy Renewal 2019 2022
26 Replacement Substandard Overhead Copper Conductor TasNetworks 5 Construction Statewide Statewide Energy Renewal 2019 2029
15
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
27 Replacement Substandard Overhead Galvanised Iron TasNetworks 5 Concept Statewide Statewide Energy Renewal 2019 2027 conductor
28 Stage 2 of the King Island Hospital Redevelopment Department of 11 Procurement Currie North-West Health Level of Service 2019 2022 Health
29 Glenorchy Ambulance Station Department of 6 Business Glenorchy South Health Level of Service 2019 2021 Health Case
30 Burnie Ambulance Station Department of 6 Business Burnie North-West Health Level of Service 2019 2021 Health Case
31 Tasmania's Affordable Housing Action Plan 2 Department of 125 Procurement Statewide Statewide Housing Level of Service 2019 2023 Communities Tasmania
32 New Northern Prison Department of 270 Concept North North Justice and Public Growth 2019 2029 Justice Safety
33 Sorell Emergency Services hub Department of 12 Concept Sorell South Justice and Public Level of Service 2019 2022 Police, Fire and Safety Emergency Management
34 Longford police station Department of 5 Design Longford North Justice and Public Level of Service 2019 2021 Police, Fire and Safety Emergency Management
35 New Norfolk police station Department of 5 Design New Norfolk South Justice and Public Level of Service 2019 2021 Police, Fire and Safety Emergency Management
36 Bell Bay Concrete Remediation - Berth 6 TasPorts 12 Construction Bell Bay North Port Renewal 2019 2021
37 Cradle Mountain Visitor Experience DPIPWE 22 Procurement Cradle North-West Recreation and Level of Service 2019 2021 Mountain Visitor
16
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
38 Improved Statewide Visitor Infrastructure DPIPWE 16 Design Statewide Statewide Recreation and Level of Service 2019 2022 Visitor
39 National Parks Maintenance Boost DPIPWE 8 Design Statewide Statewide Recreation and Maintenance 2019 2022 Visitor
40 Midland Highway, Perth Links Department of 92 Construction Northern North Road Level of Service 2019 2020 State Growth region
41 Midland Highway program remainder Department of 140 Design Statewide Statewide Road Level of Service 2020 2024 State Growth
42 Midland Highway - Powranna Straight Department of 5 Design Northern North Road Level of Service 2020 2021 State Growth region
43 Freight Access Upgrades - roads and bridges Department of 70 Construction Statewide Statewide Road Level of Service 2019 2027 State Growth
44 Great Eastern Drive Department of 30 Procurement Statewide Statewide Road Level of Service 2019 2023 State Growth
45 Feasibility, development and design of new Tamar Bridge Department of 28 Business Launceston North Road Level of Service 2023 2025 State Growth Case CBD
46 Richmond Road upgrade Department of 24 Procurement Richmond South Road Level of Service 2019 2022 State Growth
47 Seal Hastings Cave Road Department of 13 Concept Southport South Road Level of Service 2018 2019 State Growth
48 Southern region sundry road upgrades Department of 12 Construction Southern South Road Level of Service 2019 2023 State Growth region
49 North West and West Coast sundry road upgrades Department of 10 Concept North-west North-West Road Level of Service 2019 2023 State Growth region
50 Northern region sundry roads upgrade program Department of 20 Concept Northern North Road Level of Service 2019 2023 State Growth region
17
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
51 Visitor economy sundry roads upgrade program Department of 8 Concept Statewide Statewide Road Level of Service 2019 2022 State Growth
52 Realignment of Channel Highway in Huonville Department of 8 Business Huonville South Road Level of Service 2023 2025 State Growth Case
53 East Tamar Highway, Mowbray Connector - intersection Department of 7 Procurement Launceston North Road Level of Service 2019 2020 safety upgrade State Growth
54 Overtaking lanes on Arthur Highway at Ironstone Creek Department of 5 Procurement Sorell/Tasman South Road Level of Service 2019 2020 Rivulet State Growth
55 Hobart Airport Landside capital Hobart Airport 231 Construction Cambridge South Airport Growth 2020 2024
56 Hobart Airport Airside capital Hobart Airport 91 Construction Cambridge South Airport Growth 2020 2024
57 Telecommunications - support and expansion of service TasNetworks 40 Construction Statewide Statewide Communications Level of Service 2020 2029
58 New K-12 Penguin School Department of 20 Design Penguin North-West Education Level of Service 2020 2022 Education
59 Trades and Water Centre of Excellence TasTafe 7 Design Clarence South Education Level of Service 2020 2020
60 Taroona High redevelopment Department of 5 Procurement Taroona South Education Level of Service 2020 2020 Education
61 Agricultural Centre of Excellence TasTafe 5 Design Burnie North-West Education Level of Service 2020 2020
62 Landsdowne Crescent Primary School Department of 5 Concept West Hobart South Education Renewal 2020 2021 Education
63 Customer initiated subdivisions, substations, major and non- TasNetworks 230 Construction Statewide Statewide Energy Growth 2020 2029 major works (commercial, residential and irrigation)
64 Pole replacements TasNetworks 162 Construction Statewide Statewide Energy Renewal 2020 2029
65 Replacement of ground mounted substations TasNetworks 43 Construction Statewide Statewide Energy Renewal 2020 2029
66 Replace pole mounted transformers TasNetworks 35 Construction Statewide Statewide Energy Renewal 2020 2029
18
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
67 Transmission Line Protection Renewal Program TasNetworks 30 Construction Statewide Statewide Energy Renewal 2020 2029
68 Replacement of low voltage cable program TasNetworks 24 Construction Statewide Statewide Energy Renewal 2020 2029
69 Lake Echo Power Station - Refurbishment Hydro Tasmania 24 Procurement Lake Echo South Energy Maintenance 2020 2021
70 Replacement of high voltage switchgear in ground mounted TasNetworks 24 Construction Statewide Statewide Energy Renewal 2020 2029 substations
71 Catagunya Power Station Machine No. 1 - Refurbishment Hydro Tasmania 21 Procurement Ouse South Energy Renewal 2020 2021
72 Distribution network power quality improvement (LV circuit TasNetworks 20 Construction Statewide Statewide Energy Level of Service 2020 2029 augmentation, transformer augmentation, and MV conductor augmentation)
73 Wilmot Power Station - Refurbishment Hydro Tasmania 20 Procurement Moina North-West Energy Maintenance 2020 2021
74 Replace Overhead Low Voltage Services TasNetworks 18 Construction Statewide Statewide Energy Renewal 2020 2029
75 Transmission Line Insulator Assembly Replacement Program TasNetworks 17 Construction Statewide Statewide Energy Renewal 2020 2029
76 Low Conductor Span Rectification – Low Clearance Low TasNetworks 17 Construction Statewide Statewide Energy Level of Service 2020 2029 voltage
77 Pole Staking TasNetworks 17 Construction Statewide Statewide Energy Level of Service 2020 2029
78 Trevallyn Power Station Machine No. 2 - Refurbishment Hydro Tasmania 15 Procurement Trevallyn North Energy Maintenance 2020 2021
79 Replace Overhead Low Voltage Services (Customer Initiated TasNetworks 13 Construction Statewide Statewide Energy Renewal 2020 2029 Work)
80 Poatina Penstock External Painting Hydro Tasmania 12 Procurement Poatina North Energy Maintenance 2020 2022
81 Transmission Line Conductor Assembly Refurbishment TasNetworks 12 Construction Statewide Statewide Energy Renewal 2020 2029 Program
82 Transformer Protection Renewal Program TasNetworks 11 Construction Statewide Statewide Energy Renewal 2020 2029
19
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
83 Composite Material Alternative Distribution Support TasNetworks 11 Concept Statewide Statewide Energy Level of Service 2020 2029 Structure Trial
84 Transmission Line Access Track Refurbishment Program TasNetworks 10 Construction Statewide Statewide Energy Renewal 2020 2029
85 Transmission Line Tower Foundation Refurbishment Program TasNetworks 10 Construction Statewide Statewide Energy Renewal 2020 2029
86 Threatened Bird mitigation TasNetworks 10 Construction Statewide Statewide Energy Level of Service 2020 2029
87 Replace public lights – minor (bulk replacement) TasNetworks 9 Construction Statewide Statewide Energy Renewal 2020 2029
88 Replace Service Fuses TasNetworks 9 Construction Statewide Statewide Energy Renewal 2020 2029
89 Supervisory Control and Data Acquisition (SCADA) system TasNetworks 9 Construction Statewide Statewide Energy Renewal 2020 2029 renewal Program
90 High voltage Substation Protection Renewal Program TasNetworks 8 Construction Statewide Statewide Energy Renewal 2020 2029
91 Transmission Line Anode Renewal Program TasNetworks 8 Construction Statewide Statewide Energy Renewal 2020 2029
92 Low Conductor Span Rectification – Low Clearance High TasNetworks 7 Construction Statewide Statewide Energy Renewal 2020 2029 voltage
93 Distribution network reliability improvement (install, augment, TasNetworks 7 Construction Statewide Statewide Energy Level of Service 2020 2029 and local reinforcement)
94 Replace Low Voltage switchboards in ground mounted TasNetworks 7 Construction Statewide Statewide Energy Renewal 2020 2029 substations
95 Replace Service Wires TasNetworks 6 Construction Statewide Statewide Energy Renewal 2020 2029
96 Replace Transformer Earths TasNetworks 6 Construction Statewide Statewide Energy Renewal 2020 2029
97 Generic asset refurbishment – primary assets TasNetworks 6 Construction Statewide Statewide Energy Renewal 2020 2029
98 Replace High Voltage Feeders TasNetworks 6 Construction Statewide Statewide Energy Renewal 2020 2029
99 Irrigation renewable energy projects Tas Irrigation 5 Concept Various Statewide Energy Level of Service 2020 2021
20
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
100 Replace ground mounted transformers TasNetworks 5 Construction Statewide Statewide Energy Renewal 2020 2029
101 Replace aged/deteriorated aluminium conductor TasNetworks 5 Construction Statewide Statewide Energy Renewal 2020 2029
102 Royal Hobart Hospital Stage 2 Redevelopment Department of 91 Business Hobart South Health Level of Service 2020 2022 Health Case
103 Royal Hobart Hospital Redevelopment Project - remainder Department of 82 Construction Hobart South Health Level of Service 2020 2020 Health
104 27 New Mental Health Beds in Southern Tasmania Department of 21 Concept Hobart South Health Level of Service 2020 2021 Health
105 Housing Program Department of 98 Procurement Statewide Statewide Housing Level of Service 2020 2023 Communities Tasmania
106 Tranche 3 irrigation projects - phase 1 Tas Irrigation 163 Concept Various Statewide Irrigation Level of Service 2020 2025
107 Scottsdale Irrigation scheme - remainder Tas Irrigation 24 Construction Scottsdale North Irrigation Level of Service 2020 2020 and Waterhouse Districts
108 New Southern Remand Prison Department of 70 Business Risdon Vale South Justice and Public Growth 2020 2022 Justice Case Safety
109 Devonport East Upgrade TasPorts 130 Business Devonport North-West Port Growth 2020 2023 Case
110 Antarctic Precinct TasPorts 60 Business Hobart South Port Growth 2020 2023 Case
111 Hobart Public Ferry Terminals TasPorts 10 Business Bellerive South Port Level of Service 2020 2021 Case
112 Selfs Point Fuel Fire Control System TasPorts 6 Design Hobart South Port Regulatory 2020 2022 Compliance
21
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
113 Infrastructure Investment Program - tranche 2 TasRail 120 Construction Statewide Statewide Rail Level of Service 2020 2023
114 Below Rail Capital Program TasRail 12 Construction Statewide Statewide Rail Level of Service 2020 2029
115 Indoor multi-sports facility Department of 10 Business Greater South Recreation and Level of Service 2020 2021 Communities Case Hobart Visitor Tasmania
116 Community Recovery Fund - Parks Infrastructure DPIPWE 8 Concept Statewide Statewide Recreation and Level of Service 2020 2020 Visitor
117 Roads of Strategic Importance (ROSI) (to be allocated) Department of 160 Planning North-West North-West Road Level of Service 2020 2029 State Growth
118 Biralee Main Road – Westbury to Frankford (ROSI) Department of 30 Planning Westbury North Road Level of Service 2020 2029 State Growth
119 Old Surrey Road and Massey-Greene Drive (ROSI) Department of 20 Planning Burnie North West Road Level of Service 2020 2029 State Growth
120 Murchison Highway (ROSI) Department of 41 Planning North West North West Road Level of Service 2020 2029 State Growth
121 Lyell Highway – Queenstown to Strahan (ROSI) Department of 19 Planning Queenstown/ North West Road Level of Service 2020 2029 State Growth Strahan
122 South-East Traffic Solution (ROSI) Department of 162 Planning Sorell South Road Level of Service 2020 2029 State Growth
123 Bass Highway – Cooee to Wynyard (ROSI) Department of 50 Planning Cooee/ North West Road Level of Service 2020 2029 State Growth Wynyard
124 Bass Highway Marrawah to Wynyard (ROSI) Department of 40 Planning Marrawah/ North west Road Level of Service 2020 2029 State Growth Wynyard
125 Sidling Upgrade (ROSI) Department of 50 Planning Scottsdale North Road Level of Service 2020 2029 State Growth
22
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
126 Illawarra Main Road (ROSI) Department of 80 Planning Longford North Road Level of Service 2020 2029 State Growth
127 Road maintenance program Department of 217 Procurement Statewide Statewide Road Maintenance 2019 2029 State Growth
128 Pavement surfacing and linemarking Department of 168 Construction Statewide Statewide Road Renewal 2019 2028 State Growth
129 Bridge renewal program (projects less than $5m) Department of 41 Procurement Statewide Statewide Road Renewal 2019 2029 State Growth
130 Expansion of Charles St Bridge capacity and Invermay Department of 40 Concept Launceston North Road Level of Service 2019 2023 network upgrade State Growth CBD
131 Pavement renewal program Department of 36 Procurement Statewide Statewide Road Renewal 2019 2029 State Growth
132 Bridge maintenance program Department of 32 Procurement Statewide Statewide Road Maintenance 2019 2029 State Growth
133 Tasman Highway, Hobart Airport Interchange Department of 30 Procurement Cambridge South Road Growth 2020 2022 State Growth
134 Road and shoulder width upgrades Department of 21 Procurement Statewide Statewide Road Level of Service 2019 2029 State Growth
135 Northern region sundry roads upgrade program Department of 20 Concept Northern North Road Level of Service 2020 2023 State Growth region
136 West Tamar Highway Traffic Solution Department of 12 Design West Tamar North Road Level of Service 2020 2022 State Growth
137 Overtaking Lanes on Tasman Highway between St Helens and Department of 8 Concept St Helens North Road Level of Service 2020 2022 Diana's Basin State Growth
138 Sealing Bruny Island Main Road and waste collection points Department of 8 Design Bruny Island South Road Level of Service 2020 2022 State Growth
23
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
139 Greater Hobart upgrades Department of 7 Concept Greater South Road Level of Service 2020 2023 State Growth Hobart
140 Launceston Airport, Duplication of Evandale Road from Department of 6 Concept Evandale North Road Growth 2020 2022 Airport to Breadalbane State Growth
141 Sewage treatment plant renewal program TasWater 46 Construction Statewide Statewide Sewerage Renewal 2020 2029
142 Sewer main renewal program TasWater 36 Construction Statewide Statewide Sewerage Renewal 2020 2029
143 Sewage pump station renewal program TasWater 34 Construction Statewide Statewide Sewerage Renewal 2020 2029
144 Northern Midlands Sewerage Improvement Plan - Longford TasWater 25 Procurement Longford North Sewerage Regulatory 2020 2022 STP Upgrade Compliance
145 Inflow and infiltration rectification program TasWater 6 Construction Statewide Statewide Sewerage Level of Service 2020 2029
146 Combined system program TasWater 6 Construction Statewide Statewide Sewerage Level of Service 2020 2029
147 Ambient Monitoring TasWater 5 Construction Statewide Statewide Sewerage Regulatory 2020 2029 Compliance
148 River Health Action Plan Projects Tamar Estuary 95 Design Tamar River North Stormwater Level of Service 2020 2025 Management Taskforce
149 Bryn Estyn Water Treatment Plant upgrade TasWater 206 Procurement Greater South Water Regulatory 2020 2022 Hobart Compliance
150 Water main renewal program TasWater 55 Construction Statewide Statewide Water Renewal 2020 2029
151 Forth River Water Treatment Plant Upgrade / Replacement TasWater 37 Business Forth North-West Water Regulatory 2020 2022 Case Compliance
152 Metering program TasWater 31 Construction Statewide Statewide Water Renewal 2020 2029
153 Reservoir renewal / upgrade program TasWater 23 Construction Statewide Statewide Water Renewal 2020 2029
154 Water treatment plant renewal program TasWater 21 Construction Statewide Statewide Water Renewal 2020 2029
24
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
155 Dam safety - minor capital expenditure TasWater 21 Construction Statewide Statewide Water Regulatory 2020 2029 Compliance
156 Lake Mikany dam upgrade TasWater 15 Procurement Smithon North-West Water Regulatory 2020 2021 Compliance
157 Leven River Water Treatment Plant Major TasWater 14 Business Penguin North-West Water Regulatory 2020 2022 Upgrade/Replacement Case Compliance
158 Dam safety - compliance TasWater 12 Construction Statewide Statewide Water Regulatory 2020 2029 Compliance
159 Pet Dam upgrade TasWater 9 Design Ridgley North-West Water Regulatory 2020 2022 Compliance
160 Hendersons Dam Upgrade TasWater 7 Procurement Whitemark North Water Level of Service 2020 2021
161 Minor projects program TasWater 30 Construction Statewide Statewide Water/Sewerage Level of Service 2020 2029
162 SCADA program TasWater 27 Construction Statewide Statewide Water/Sewerage Level of Service 2020 2029
163 Electrical program TasWater 23 Construction Statewide Statewide Water/Sewerage Renewal 2020 2029
164 CCTV Inspection Program TasWater 7 Construction Statewide Statewide Water/Sewerage Level of Service 2020 2029
165 Brighton High School build Department of 30 Concept Brighton South Education Growth 2021 2024 Education
166 New K-12 Sorell School Department of 22 Design Sorell South Education Level of Service 2021 2023 Education
167 Devonport High Department of 11 Design Devonport North-West Education Renewal 2021 2023 Education
168 Tarraleah Penstocks Coating Programme Hydro Tasmania 28 Concept Tarraleah South Energy Maintenance 2021 2026
169 Poatina Power Station Machine No. 3 - Upgrade Hydro Tasmania 18 Concept Poatina North Energy Renewal 2021 2022
25
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
170 Catagunya Power Station Machine No. 2 - Refurbishment Hydro Tasmania 17 Business Ouse South Energy Renewal 2021 2022 Case
171 Dynamic Reactive Power Device TasNetworks 15 Concept George Town North Energy Level of Service 2021 2022
172 Dynamic Reactive Power Device TasNetworks 15 Business George Town North Energy Regulatory 2021 2022 Case Compliance
173 Edgar Dam Repairs Hydro Tasmania 15 Concept Strathgordon South Energy Maintenance 2021 2022
174 Trevallyn Power Station Machine No. 1 - Refurbishment Hydro Tasmania 12 Concept Trevallyn North Energy Maintenance 2021 2022
175 Lemonthyme Power Tunnel Stabilisation Hydro Tasmania 7 Concept Mt Roland North-West Energy Maintenance 2021 2023
176 Meadowbank Dam Crest Gates Controls Replacement Hydro Tasmania 6 Concept Ouse South Energy Renewal 2021 2022
177 An Upgraded Burnie Court Complex Department of 15 Concept Burnie North-West Justice and Public Level of Service 2021 2024 Justice Safety
178 Bell Bay Wood Chip Loading Facility TasPorts 20 Concept Bell Bay North Port Growth 2021 2022
179 Contingency Berthing - North Tasmania TasPorts 6 Concept Bell Bay North Port Level of Service 2021 2022
180 Burnie Bulk Shed Expansion TasRail 6 Business Burnie North-West Port Renewal 2021 2021 Case
181 Next Iconic Walk DPIPWE 20 Concept Unknown Statewide Recreation and Level of Service 2021 2023 Visitor
182 Huon Highway, Hobart Southern Outlet fifth lane Department of 35 Business Kingston South Road Growth 2021 2024 State Growth Case
183 Mona Vale Road to Campbell Town - remainder Department of 32 Concept Campbell North Road Level of Service 2021 2024 State Growth Town
184 East Derwent Highway Duplication at Geilston Bay Department of 21 Design Clarence South Road Level of Service 2021 2024 State Growth
26
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
185 Macquarie St, Clearway Department of 16 Business Hobart South Road Growth 2021 2023 State Growth Case
186 Tasman Bridge active travel improvements Department of 14 Concept Hobart, South Road Level of Service 2021 2023 State Growth Eastern shore
187 Southern Outlet, Tasman, Brooker, Hobart - City Link Department of 20 Business Greater South Road Growth 2021 2026 Intelligent Transport System State Growth Case Hobart
188 Edge-widening resurfacing and safety works, Batman Highway Department of 6 Design Northern North Road Level of Service 2021 2022 State Growth region
189 Launceston Sewer Improvement Program (LSIP) TasWater 276 Business Launceston North Sewerage Regulatory 2021 2026 Case Compliance
190 Ulverstone Sewage Treatment Plant Upgrade TasWater 18 Concept Ulverstone North-West Sewerage Level of Service 2021 2026
191 Sorell Midway Point Strategy TasWater 10 Concept Sorell South Sewerage Level of Service 2021 2025
192 Prospect Vale Sewerage Treatment Plant Upgrade TasWater 8 Concept Prospect Vale North Sewerage Regulatory 2021 2022 Compliance
193 Bicheno Sewerage Treatment Plan Recycled Water Scheme TasWater 6 Concept Bicheno South Sewerage Regulatory 2021 2021 Expansion Compliance
194 Regional Towns Water Supply Program Stage 4 TasWater 29 Concept Statewide Statewide Water Regulatory 2021 2023 Compliance
195 Revitalising Cosgrove High School Department of 20 Concept Moonah South Education Renewal 2022 2024 Education
196 Legana Primary Department of 20 Concept Legana North Education Growth 2022 2024 Education
197 Scotts Peak Dam Repairs Hydro Tasmania 50 Concept Strathgordon South Energy Maintenance 2022 2025
198 Lemonthyme Power Station - Refurbishment Hydro Tasmania 22 Concept Mt Roland North-West Energy Maintenance 2022 2023
199 Rowallan Power Station - Refurbishment Hydro Tasmania 18 Concept Lake Rowallan North-West Energy Maintenance 2022 2022
27
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
200 Brady and Bronte Dam Upgrades - Campaign 1 Hydro Tasmania 10 Concept Brady's Lake South Energy Maintenance 2022 2023
201 Arthurs Lake Pump - Refurbishment Hydro Tasmania 7 Concept Arthurs Lake South Energy Renewal 2022 2022
202 T13 & T14 supply transformers – replacement TasNetworks 5 Concept Boyer South Energy Renewal 2022 2025
203 Tungatinah Power Station Machine No.2 Stator Replacement Hydro Tasmania 5 Concept Tarraleah South Energy Renewal 2022 2022
204 Risdon Prison Shared Facilities Upgrade Department of 9 Concept Risdon Vale South Justice and Public Level of Service 2022 2022 Justice Safety
205 Minerals Concentrate Shiploading Facility TasRail 35 Business Burnie North-West Port Renewal 2022 2022 Case
206 Infrastructure Investment Program - tranche 3 TasRail 68 Business Statewide Statewide Rail Level of Service 2022 2023 Case
207 Bridgewater Bridge replacement Department of 576 Business Bridgewater South Road Growth 2022 2024 State Growth Case
208 Relocation of Macquarie Point Treatment Plant TasWater 150 Concept Hobart South Sewerage Level of Service 2022 2023
209 Ridgeway dam upgrade TasWater 15 Concept Greater South Water Regulatory 2022 2023 Hobart Compliance
210 UV Program Stage 2 - Campbell Town/Ross, Fingal, TasWater 9 Concept Statewide Statewide Water Regulatory 2022 2024 Queenstown, South Esk, Swansea, Triabunna, Tullah, West Compliance Tamar, Zeehan
211 Bastyan Power Station - Refurbishment Hydro Tasmania 21 Concept Tullah North-West Energy Maintenance 2023 2024
212 Poatina Power Station Machine No. 2 - Upgrade Hydro Tasmania 17 Concept Poatina North Energy Renewal 2023 2023
213 Tarraleah Power Station Machine No. 5 - Upgrade Hydro Tasmania 14 Concept Tarraleah South Energy Maintenance 2023 2023
214 Tungatinah Power Station Machine No. 3 - Refurbishment Hydro Tasmania 13 Concept Tarraleah South Energy Maintenance 2023 2023
215 Tarraleah Power Station Machine No. 6 - Upgrade Hydro Tasmania 12 Concept Tarraleah South Energy Maintenance 2023 2023
28
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
216 Replace 220KV live tank circuit breakers TasNetworks 6 Concept Statewide Statewide Energy Renewal 2023 2026
217 Cruise Terminal Precinct - Macquarie Wharf 2/3 TasPorts 30 Concept Hobart South Port Growth 2023 2025
218 Wynyard Sewage Treatment Plant Upgrade TasWater 17 Concept Wynyard North-West Sewerage Regulatory 2023 2025 Compliance
219 Fenton Major Upgrade/Replacement TasWater 138 Concept Greater South Water Regulatory 2023 2033 Hobart Compliance
220 Fern Tree Water Treatment Upgrade TasWater 70 Concept Greater South Water Regulatory 2023 2026 Hobart Compliance
221 Sheffield–Burnie 220 kV transmission line development TasNetworks 79 Concept Sheffield to North-West Energy Growth 2024 2025 Burnie
222 Mackintosh Power Station - Refurbishment Hydro Tasmania 21 Concept Tullah North-West Energy Maintenance 2024 2025
223 Reece Power Station Machine No. 1 - Refurbishment Hydro Tasmania 17 Concept Lake Pieman North-West Energy Renewal 2024 2024
224 Tarraleah Power Station Machine No. 3 - Upgrade Hydro Tasmania 16 Concept Tarraleah South Energy Maintenance 2024 2024
225 Tarraleah Power Station Machine No. 4 - Upgrade Hydro Tasmania 14 Concept Tarraleah South Energy Maintenance 2024 2024
226 Trevallyn Power Station Machine No.3 Refurbishment Hydro Tasmania 10 Concept Trevallyn North Energy Maintenance 2024 2025
227 Replace 220 kV switches TasNetworks 8 Concept Statewide Statewide Energy Renewal 2024 2027
228 Poatina Power Station Machine No. 4 - Spear Refurbishments Hydro Tasmania 6 Concept Poatina North Energy Maintenance 2024 2024
229 Cluny Power Station Winding Replacement Hydro Tasmania 5 Concept Ouse South Energy Renewal 2024 2025
230 West Tamar Highway, Legana to Muddy Creek Duplication Department of 13 Business Legana North Road Growth 2024 2027 State Growth Case
231 Huon Valley Water Treatment Plant Upgrade / Replacement TasWater 27 Concept Huon Valley South Water Regulatory 2024 2028 Compliance
29
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
232 Palmerston–Sheffield 220 kV transmission line augmentation TasNetworks 117 Concept Palmerston to North-West Energy Growth 2025 2026 Sheffield
233 Tarraleah Hill Top Valves Coating Programme Hydro Tasmania 33 Concept Tarraleah South Energy Maintenance 2025 2029
234 John Butters Power Station - Refurbishment Hydro Tasmania 19 Concept Lake Burbury North-West Energy Renewal 2025 2026
235 Trevallyn Power Station No.4 Refurbishment Hydro Tasmania 18 Concept Trevallyn North Energy Maintenance 2025 2026
236 Tarraleah Power Station Machine No. 1 - Upgrade Hydro Tasmania 16 Concept Tarraleah South Energy Maintenance 2025 2025
237 Tarraleah Power Station Machine No. 2 - Upgrade Hydro Tasmania 16 Concept Tarraleah South Energy Maintenance 2025 2025
238 Fisher Penstock Coating Programme Hydro Tasmania 13 Concept Tullah North-West Energy Maintenance 2025 2027
239 Replace – 110 kV switches TasNetworks 11 Concept Statewide Statewide Energy Renewal 2025 2029
240 Tranche 3 irrigation projects - phase 2 Tas Irrigation 280 Concept Various Statewide Irrigation Level of Service 2025 2029
241 Poatina Power Station Machine No. 6 - Refurbishment Hydro Tasmania 16 Concept Poatina North Energy Renewal 2026 2027
242 Butlers Gorge Power Station - Refurbishment Hydro Tasmania 16 Concept Tarraleah South Energy Maintenance 2026 2026
243 Gordon Power Station Machine No. 3 - Turbine Hydro Tasmania 13 Concept Strathgordon South Energy Renewal 2026 2027 Refurbishment
244 110kV circuit breakers TasNetworks 10 Concept Statewide Statewide Energy Renewal 2026 2029
245 Poatina Power Station Cavern Stability Upgrade Hydro Tasmania 9 Concept Poatina North Energy Renewal 2026 2026
246 Poatina Power Station Machine No.1 - Winding Replacement Hydro Tasmania 7 Concept Poatina North Energy Maintenance 2026 2026
247 Newton Pump Refurbishment and Rewind Hydro Tasmania 6 Concept Lake Newton North-West Energy Maintenance 2026 2028
248 Tungatinah Penstock Coating Programme Hydro Tasmania 40 Concept Tarraleah South Energy Maintenance 2027 2031
249 Reece Power Station Machine No. 2 - Refurbishment Hydro Tasmania 28 Concept Lake Pieman North-West Energy Renewal 2027 2028
250 Tribute Power Station - Refurbishment Hydro Tasmania 15 Concept Tullah North-West Energy Renewal 2027 2027
30
ATTACHMENT 2
Project Project/ Program Name Proposing Indicative Value Stage of Location Region Infrastructure Primary Driver Substantive Target No. Organisation ($m) Project Class construction construction commences completion (FY) (FY)
251 Gordon Power Station Machine No.2 - Runner Replacement Hydro Tasmania 13 Concept Strathgordon South Energy Renewal 2027 2029
252 Lemonthyme Penstock Painting Hydro Tasmania 6 Concept Mt Roland North-West Energy Maintenance 2027 2027
253 Queenstown Sewage Treatment Plant Upgrade TasWater 5 Concept Queenstown North-West Sewerage Regulatory 2027 2031 Compliance
254 Distribution network system development (overhead assets) TasNetworks 27 Construction Statewide Statewide Energy Growth 2028 2029
255 Tungatinah Power Station Stator Replacement Programme Hydro Tasmania 23 Concept Tarraleah South Energy Renewal 2028 2031
256 Gordon Power Station Machine No.1 - Runner Replacement Hydro Tasmania 14 Concept Strathgordon South Energy Renewal 2028 2029
257 Clarence Pipeline Woodstave Replacement Hydro Tasmania 9 Concept Tarraleah South Energy Renewal 2028 2029
258 Distribution network system development (ground mounted TasNetworks 8 Construction Statewide Statewide Energy Growth 2028 2029 assets)
259 Hobart CBD 11kV supply development TasNetworks 7 Concept Statewide Statewide Energy Level of Service 2028 2029
260 Hobart CBD 11 kV supply development) TasNetworks 7 Concept Hobart South Energy Level of Service 2028 2029
261 Lake Echo Diversion Coating Programme Hydro Tasmania 7 Concept Lake Echo South Energy Maintenance 2028 2028
262 Gordon Access Tunnel Stabilisation Hydro Tasmania 5 Concept Strathgordon South Energy Maintenance 2028 2028
263 Brady and Bronte Dam Upgrades - Campaign 2 Hydro Tasmania 11 Concept Brady's Lake South Energy Maintenance 2029 2029
264 Parangana Embankment Dam Upgrade Hydro Tasmania 6 Concept Lake Rowallan North-West Energy Renewal 2029 2029
265 Brighton Sewage Treatment Plant Upgrade TasWater 13 Concept Brighton South Sewerage Regulatory 2029 2033 Compliance
31
ATTACHMENT 2
Appendix A: Economic infrastructure asset owners in Tasmania
Economic Infrastructure Owners in Tasmania
Communications Rail Water Roads Energy Ports
TasNetworks TasRail Local Hydro Transmission/ Sea Air Irrigation Water Sewerage Stormwater Tasmanian Forestry Generation Government governments Tasmania Tasmania Distribution
Telstra State TasIrrigation TasWater TasWater Local TasPorts Hobart Growth governments Hydro State International Tasmania TasNetworks Growth Airport Pty Ltd NBN Co.
Shenhua DPIPWE Clean Pallisade Investment Energy Australia Pacific Keppel Infrastructure Trust1 Partners2 Airports Corporation and LCC3 TasGas
Keppel Infrastructure Trust Burnie Airport Corporation and BCC
1. Basslink 2. Tasmanian Gas Pipeline TasPorts4 3. Launceston Airport 4. Devonport Airport King Island Council
Flinders Island Council
32
ATTACHMENT 2
Appendix B: Glossary
The Pipeline describes projects on an individual basis, but also use some common descriptors. The following glossary relates to the drivers of projects and their stage of development.
Drivers
Growth Caters for increased demand and provides increased capacity.
Renewal Maintains existing infrastructure at same level of service.
Regulatory Compliance Addresses deficiencies where regulatory level of service not being met.
Level of Service Installation or upgrade that delivers increased level of service.
Maintenance Upkeep of infrastructure that does not extend the life of the asset.
Stage of Project
Problem or opportunity identified, project scoped, high level costings done. Concept
Business Case Detailed options analysis, recommended approach and proposed budget.
Design The articulation of construction specifications.
Procurement Contracting providers to undertake project.
Construction Building of the project.
Start/End Year
Substantive Refers to the labour and capital intensive phase of each project. Project scoping, construction planning, consultation and design and any associated preliminary works may occur before this phase, depending on the project.
33 ATTACHMENT 2
Appendix C: Caveats
The Pipeline represents the best understanding of asset owners as to likely future infrastructure investments in the State at this point in time. While many of the projects sit within current asset management plans, have capital allocated and are almost certain to be delivered, many others have uncertainty over scope, timing or require regulatory approvals. In a number of cases project level information has been wrapped up to a program level. This occurs where individual projects are not of sufficient scale to meet the capital threshold of $5 million, but there is a number of the same project types (e.g. renewals or maintenance programs) that collectively do. The data contained in the Pipeline is that of the proposing organisation. Any party planning to use this information should contact that organisation to ensure they have the most up to date information. In some cases, asset owners have provided a capital plan which does not cover ten years. Similarly, some State agencies only have program visibility for the Budget and forward estimates period, or rely on Federal funding agreements to be confirmed in the latter years. Where data has not been provided for yearly aggregate capital spend by an organisation, a conservative estimate has been made usually based on an average of recent years’ actuals. This has not necessitated any change to project level information.
34 ATTACHMENT 2
Infrastructure Tasmania 4 Salamanca Place Hobart TAS 7001 Australia
Phone: 1300 135 513
Web: www.stategrowth.tas.gov.au/infrastructure_tasmania
35 ATTACHMENT 3 ATTACHMENT 3 CLARENCE CITY COUNCIL – FINANCIAL MANAGEMENT- 11 NOV 2019 157
11.6 FINANCIAL MANAGEMENT
11.6.1 ANNUAL PLAN 2019/2020 (File No 10-02-04)
EXECUTIVE SUMMARY PURPOSE To consider the Annual Plan for the 2019/2020 financial year.
RELATION TO EXISTING POLICY/PLANS Consistent with Council’s adopted Strategic Plan and adopted Estimates.
LEGISLATIVE REQUIREMENTS Council is required to adopt an Annual Plan for each financial year.
CONSULTATION No issues to be addressed.
FINANCIAL IMPLICATIONS No direct financial implications, however the draft Annual Plan reflects the Estimates adopted by Council for 2019/2020.
RECOMMENDATION:
That the Annual Plan for 2019/2020 attached as Attachment 1 be adopted.
______ASSOCIATED REPORT
1. BACKGROUND 1.1. Council’s Estimates, Capital Expenditure Programme, and list of fees and charges for 2019/2020 were adopted by Council at its Meeting of 3 June 2019.
1.2. In addition to its Annual Estimates, Council is required to adopt an Annual Plan for each financial year.
CLARENCE CITY COUNCIL – FINANCIAL MANAGEMENT- 11 NOV 2019 158
2. REPORT IN DETAIL 2.1. The draft Annual Plan (Attachment 1) establishes the business framework for Council’s operations for the financial year. It presents both financial information and detailed commentary on Council’s business functions and strategies for the year. It also provides detailed schedules of key initiatives and capital expenditure, and various tables and graphs detailing key financial and business information.
2.2. The Annual Plan was first adopted in the current format for 2007/2008. The statutory format was originally prepared by the Institute of Chartered Accountants for Victorian Local Government and has subsequently been modified for Tasmanian Councils. In the past, it has been recommended by the Auditor General as a model available to Tasmanian Councils. It is not a mandatory format, but issued only on an advisory basis as an example of best practice.
2.3. The format of many schedules of the draft plan is (with some modification) presented broadly in accordance with Australian Accounting Standards, on the same basis as Council’s financial statements. This means that a number of items are treated very differently compared with the traditional Estimates or “funding” budget (which establishes, amongst other things, the level of rates required for the year). For example, full accounting depreciation is recognised in the Annual Plan and funding such as Roads to Recovery and Grants Commission is recognised as revenue without a corresponding offset in expenditure (since this expenditure is capital in nature and is only reflected in the Balance Sheet). Due to timing, estimated year end outcomes are likely to vary from final audited accounts.
2.4. The draft Annual Plan is not structured according to Council’s adopted Strategic Plan, but rather according to functional service delivery areas which are consistent with the adopted Estimates. The Infrastructure programme has been detailed at sub-programme level to provide a more detailed level of financial information.
CLARENCE CITY COUNCIL – FINANCIAL MANAGEMENT- 11 NOV 2019 159
2.5. The Annual Plan is consistent with the key initiatives and policies determined by Council through its development of the Annual Estimates.
2.6. Where appropriate, the Annual Plan reflects past financial statements and Council’s adopted 10 Year Financial Management Plan and Asset Management Plans.
3. CONSULTATION 3.1. Community Consultation No issues to be addressed.
3.2. State/Local Government Protocol No issues to be addressed.
3.3. Other No issues to be addressed.
4. STRATEGIC PLAN/POLICY IMPLICATIONS The Local Government Act requires the Annual Plan to be consistent with the Strategic Plan. This is reflected in the content of the Annual Plan.
5. EXTERNAL IMPACTS No issues to be addressed.
6. RISK AND LEGAL IMPLICATIONS No issues to be addressed beyond meeting the statutory obligation to adopt an Annual Plan.
7. FINANCIAL IMPLICATIONS No direct financial implications, however the draft Annual Plan reflects the Estimates adopted by Council for 2019/2020.
8. ANY OTHER UNIQUE ISSUES No issues to be addressed. CLARENCE CITY COUNCIL – FINANCIAL MANAGEMENT- 11 NOV 2019 160
9. CONCLUSION Council is required to adopt an Annual Plan each year which is consistent with its Strategic Plan. The attached Annual Plan reflects a range of initiatives and policy decisions established in Council’s adopted Estimates for 2019/2020.
Attachments: 1. Annual Plan 2019-2020 (72)
Ian Nelson GENERAL MANAGER
Clarence City Council Annual Plan – 2019/2020 Clarence City Council – Annual Plan 2019/2020
Table of Contents
1 Executive summary ...... 3
2 Estimates key data ...... 5
3 Estimates overview ...... 9
4 Analysis of operating estimates ...... 15
5 Analysis of estimated cash position ...... 25
6 Analysis of capital works programme ...... 27
7 Analysis of estimated balance sheet ...... 32
8 Rating strategy ...... 34
9 Borrowing strategy ...... 36
10 Infrastructure strategy ...... 37
Overview to Appendices ...... 39
Estimates statements Appendix A ...... 41
Statutory disclosures Appendix B ...... 47
Capital works programme Appendix C ...... 49
Activities & initiatives Appendix D ...... 57
2 Clarence City Council – Annual Plan 2019/2020
Executive summary
Under the Local Government Act 1993 (the Act), Council is required to prepare and adopt an Annual Plan together with estimates of its revenue and expenditure for each financial year. The Estimates are to contain details of estimated revenue, expenditure, borrowings, capital works and any other detail required by the Minister. They must be adopted by 31 August each year, but cannot be adopted more than one month before the start of the financial year to which they relate.
The 2019/20 Estimates are based on a balanced budget position in respect of recurrent and capital expenditure and provide for an accounting surplus which funds the enhancement of, and addition to, Council’s infrastructure assets.
The City’s financial position is strong in terms of its cash holdings, liquidity, and recent performances against budget.
Some of the major issues addressed in the Estimates include: • A reduction of $1.1 million in the amount of dividend payments received from TasWater; • A significant appropriation of infrastructure renewal funds for capital refurbishment; • Continued strategic funding for infrastructure renewal; • Increased employee costs primarily due to enterprise agreement obligations and additional positions to meet increased demand for services; and • Increased maintenance costs associated with new facilities.
In order to deal with these issues while maintaining service levels and extending the capital expenditure programme, the overall increase in rates raised is 2.9% net of growth and State Government charges.
The total capital expenditure programme for additional projects (excluding salaries capitalised) is $17.011 million and is fully funded from identified sources.
Sources of capital funds include: • $10.807 million from Council’s infrastructure renewal reserve; • $2.820 million from grants allocated through the State Grants Commission; • $0.861 million from other grants and contributions; • $2.103 million from Council’s rating effort; • $0.420 million from reserves/other sources.
The total capital expenditure programme for both 2019/20 approved funding and for unfinished works continuing from prior years (excluding salaries capitalised) is expected to be $43.028 million, with $26.017 million related to continuing unfinished works.
Of that $43.028 million total, $14.595 million relates to a number of projects that were on hold at the end of June 2019. $7.8 million allocated to a new recreational facility at Seven Mile Beach is unlikely to be utilised in the 2019/20 year proposed. Continuing unfinished works are fully funded from the prior year’s estimates.
3 Clarence City Council – Annual Plan 2019/2020
The 2019/20 Estimates forecast an accrual based operating surplus of $4.582 million (excluding contributions of subdivision assets), after raising rates and charges of $52.224 million (including supplementary rates). This surplus is broadly consistent with the strategy set out in Council’s adopted 10 Year Financial Management Plan, although somewhat higher than the surplus in that document due to the effect of growth on rate income. Council plans to generate a surplus each year to provide funding for capital expenditure needs, including enhancement of existing infrastructure and provision of new infrastructure and facilities.
The operating result for 2018/19 was a surplus of $14.651 million. This result is more than both the adopted 10 year plan and the adopted Estimates (including Council approved amendments), however this includes $8.016 million in respect of contributed assets which are not considered in the 10 Year Plan or Estimates.
Council’s 2019/20 Estimates include an amount of $2.212 million for dividends expected to be received from TasWater. This amount is expected to remain unchanged in the medium term.
The forward estimates in this Plan are based on Council’s 10 Year Financial Management Plan adopted in May 2017. Some key drivers and assumptions supporting that Plan (for example, depreciation expense) have experienced variations since that time and therefore may not reflect Council’s most recent financial statements. The 10 Year Financial Management Plan is to be reviewed during 2019/20 to take account of known changes.
4 Clarence City Council – Annual Plan 2019/2020
Estimates key data
Council has prepared Estimates for the 2019/20 financial year which seek to balance the demand for services and infrastructure with the community’s capacity to pay. Key Estimates information is provided below about the rate increase, operating result, service levels, cash and investments, capital works, financial position, financial sustainability and where rates are spent.
2.1 Rates
% Rating increase 3.00
2.50
2.00
1.50
1.00
0.50
- Estimates Estimates Estimates Forward Plan Forward Plan Forward Plan 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
The increase in net rating requirement is 2.9% for the 2019/20 financial year, raising total rates of $51.943 million. The 2.9% increase will assist in funding capital works, maintaining service levels and meeting a number of external influences affecting the Estimates. Major external influences include the amount of dividends from TasWater, the level of growth in the rates base, and the level of inflation.
5 Clarence City Council – Annual Plan 2019/2020
2.2 Operating result
The underlying operating result is the preferred measure due to it excluding non-structural items such as specific purpose capital grants. This measure is consistent with that used by the Auditor General, with the exception of movements in the equity of associates which has been excluded in the actual and forecast results (providing a more conservative result). For 2019/20 the underlying operating result is estimated to be a surplus of $4.582 million, which is an increase of $0.173 million compared with the forecast result for 2018/19. The increase in comparative operating result is consistent with a conservative view of ad hoc revenue streams, along with growth in expected operating costs in accordance with CPI.
The current 10 Year Financial Management Plan has been adopted by Council to assist it to approve Estimates within a longer term financial framework. This 10 year plan shows the underlying surplus at approximately $3.187 million in 2020/21 and rising steadily to approximately $4.076 million in 2025/26.
6 Clarence City Council – Annual Plan 2019/2020
2.3 Cash & investments
Cash and investments $'000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Actual Forecast Estimates Forward Forward Forward 2017/18 2018/19 2019/20 Plan Plan Plan 2020/21 2021/22 2022/23
During the 2019/20 financial year cash and investments are not expected to materially differ from the prior year. Cash holdings are higher than assumed under the adopted 10 Year Financial Management Plan primarily due to the timing of capital expenditure.
2.4 Capital works
Capital works $'000 30,000 25,000 20,000 15,000 10,000 5,000 0 Estimates Estimates Estimates Estimates Forward Plan Forward Plan 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
The 2019/20 capital works programme is estimated to be $17.011 million, a decrease of $7.192 million compared with the estimate for the 2018/19 financial year. The decrease in level of expected capital works from 2018/19 relates to a potential recreational precinct at Seven Mile Beach that was included in the 2018/19 capital works estimate. This work ($7.8 million) will be funded by borrowing but is subject to funding being matched from other external sources. Excluding the Seven Mile Beach funding in 2018/19 from the $24.203 million, there is an increase of capital works of $0.608 million from 2018/19 to 2019/20. In general, more than 50% of Council’s capital works expenditure is on asset renewal and/or enhancement rather than on new assets. 7 Clarence City Council – Annual Plan 2019/2020
2.5 Where rates are spent
Economic development & marketing Corporate support 1% 10% Communities and people 18%
City future Governance 2% 19%
Natural environment 17%
Facilities management 8%
Stormwater Roads 5% 20%
The above chart provides an indication of the allocation of rates raised in respect of Council’s various programmes.
8 Clarence City Council – Annual Plan 2019/2020
Estimates overview
3.1 Strategic planning framework
The Estimates have been developed within an overall planning framework that guides the Council in identifying and meeting community needs and aspirations over the long term (Clarence 2050). This is supported by medium term (10 year) objectives in the Strategic Plan, Long Term Financial Management Plan and the Strategic Asset Management Plan; and short term objectives in the Annual Plan. The annual Estimates quantify the resources needed to achieve the objectives of the Annual Plan. Council then holds itself accountable for the use of these resources by way of its audited Financial Statements.
The Strategic Plan summarises the key objectives, strategies and actions that Council plans to pursue over the coming 10 year planning period. The Strategic Plan 2016-2026 has been adopted and the Annual Plan is framed within the Strategic Plan. It outlines the operating environment, key initiatives/actions and resource requirements for each of Council’s programme areas. The Annual Plan then forms the basis of the annual Estimates.
The diagram below depicts the strategic planning framework of Council:
Clarence 2050 Long term planning
-Strategic Plan Objectives Medium term -Long Term Financial Mgmt Plan Strategies -Long Term Strategic Asset Mgmt Plan Actions planning
Objectives Annual Plan & Estimates Operating environment Short term planning Key initiatives/actions Resources
Performance Reporting Annual Report/Financial Statements Balance Sheet Income Statement Accountability Changes in Equity Cash Flow Statement
The timing of each component of the planning framework is important to the successful achievement of the planned outcomes. Reviews of the Strategic Plan are undertaken at appropriate intervals, normally following each Council election to allow the new Council to consider the organisation’s longer term objectives. These objectives inform the development of subsequent Estimates and Annual Plans.
9 Clarence City Council – Annual Plan 2019/2020
3.2 Strategic plan outcomes
The Annual Plan includes the initiatives and actions to be funded that will contribute to achieving the strategic objectives specified in the Strategic Plan. It identifies both the physical and financial resources required to undertake these initiatives and actions. The Estimates convert these resource requirements into financial terms to allow Council to make fully informed decisions when allocating scarce resources. The Annual Plan is built around programme objectives aimed at giving an operational framework to the Strategic Plan and these are set out below. Appendix D ‘Activities and Initiatives’ includes more detail relating to the Strategic Plan.
Programme Programme objectives
Communities & People Goal: To participate, celebrate, engage and contribute to the life and growth of the City This programme provides the following services: Customer services to Council's external and internal customers. Health services, including inspection of food premises, water sampling etc. Ranger services including control and monitoring of fire hazards, litter, water restrictions, parking, trees. Animal control. Youth services. Accessibility to cultural and social activities. Services to seniors, community safety initiatives and maintenance of a community directory. Child care including Family Day Care, Vacation Care and Outside School Hours Care. Coordination of a volunteer programme to assist people in accessing services. Access to active recreational opportunities (sports grounds etc) and passive recreational facilities (parks and gardens etc).
10 Clarence City Council – Annual Plan 2019/2020
Programme Programme objectives
City Future Goal: To plan, lead and provide for the growth of the City This programme provides the following services: Administration of Council's Planning Schemes. Services associated with building and plumbing approvals and inspections. Maximisation of the economic benefits of tourism. Enhancement of the vibrancy and profile of the City. Encouragement of broadly based economic growth within the City.
Natural Environment Goal: Care for the Natural Environment. This programme provides the following services: Enhancement and protection of the City's natural assets. Preparation for the effective management of natural events and other emergencies. Encouraging and facilitating water reuse activities. Managing waste within the City, including ensuring the availability of waste disposal services to residents and businesses. Monitoring air quality. Ensuring that natural areas within the City meet and satisfy long term needs of the community. Monitoring and controlling weeds within the municipality.
Infrastructure Goal: To provide infrastructure that underpins and enhances the life and growth of the City. This programme provides the following services: Adequate infrastructure for the effective and safe transport of goods and people through the City. Adequate footpaths for the safety of pedestrians within the City. Appropriate stormwater infrastructure to ensure the safety of the built and natural environments, and the public. Ensuring that waterways within the City meet appropriate environmental obligations and standards. Equitable access for the community to active and passive recreational opportunities, and to civic buildings.
11 Clarence City Council – Annual Plan 2019/2020
Programme Programme objectives
Governance Goal: To represent the community through leadership in a consistent, accountable and financially responsible manner.
This programme provides the following services: A clear strategic direction for the future of the City together with leadership in representing the interest of the City; and to ensuring the operations of the Council are conducted in a responsible and accountable manner. Minimising Council's exposure to financial risk; maintaining Council's sound financial position; optimising use of resources; developing / protecting Council's financial sustainability. Engaging the community in Council activities and issues. Ensuring that the operations of the Council include the effective management of risk.
Economic Development & Goal: To promote awareness of Council services and to Marketing encourage participation in community affairs, activities and events. To encourage broadly based economic growth in the City. This programme provides the following services:
Development and promotion of civic activities and events. Increase awareness of Council services and encourage participation in community affairs, activities and events. Strategic direction for the City in the area of marketing and associated activities. Corporate Support Goal: to provide support services to other business areas of the Council. This programme provides the following services: Providing leadership and management to all aspects of the organisation. Providing human resource management, industrial relations, payroll and related services. Providing hardware and software services and support; and record management services to Council.
12 Clarence City Council – Annual Plan 2019/2020
3.3 Estimates preparation & Annual Plan overview
Under the Act, Council is required to prepare and adopt both an Annual Plan and Estimates for each financial year. The Estimates are required to include estimated revenue, expenditure, borrowings, capital works and any other detail required by the Minister. Estimates must be adopted before 31 August but not more than one month before the start of any financial year. The related Annual Plan must be provided to the Director of Local Government and the Director of Public Health.
The first step in the Estimates process is for Council’s Officers to prepare a draft, together with explanatory material, for discussion by Council in a workshop environment. Several workshops are held to discuss key issues. Aldermen may tour the City to examine the sites where capital expenditure is proposed. Council makes amendments to the draft Estimates as it thinks fit and adopts the Estimates at a formal Council meeting.
The 2019/20 Estimates were adopted by Council at its meeting of 3 June 2019.
The 2019/20 Estimates, which are included in this Plan, are for the year 1 July 2019 to 30 June 2020 and have been prepared in accordance with the Act. The Annual Plan also includes an estimated Balance Sheet, Income Statement, Cash Flow Statement and schedule of estimated capital works. To the extent practicable, these statements have been prepared for the year ending 30 June 2020 to reflect applicable accounting standards, other mandatory professional reporting requirements and the Act.
The Annual Plan also includes a description of the activities and initiatives to be funded and how they will contribute to achieving the strategic objectives specified in the Strategic Plan. It also includes detailed information about the rates and charges to be levied, the capital works programme to be undertaken and other relevant financial information.
The Estimates process includes reference to a number of long term strategies to assist Council in considering the Estimates in a proper financial management context. These include a Long Term Financial Management Plan, a Strategic Asset Management Plan, a Rating Strategy (Section 8), Borrowing Strategy (Section 9) and Infrastructure Strategy (Section 10).
The Estimates, prepared on a programme basis, are included in Appendix B. These Estimates provide the detail required by statute in a form which allows Council officers to implement Council’s Estimates.
13 Clarence City Council – Annual Plan 2019/2020
3.4 Estimates processes
The typical timing of key activities in the Estimates process is summarised below:
Estimates process Month 1. Commence drafting estimates January 2. Council workshops to consider budget detail February - May 3. Annual Plan and Estimates adopted by Council June 4. Adopt rates and charges required by the Estimates/Annual June Plan 5. Advertise new rates and charges within 21 days June/July 6. Issue rates notices for financial year July 7. Provide Director of Local Government with copy of rating June/July resolution
3.5 Estimates influences
External influences
In preparing the 2019/20 Estimates a number of external influences likely to impact significantly on the services delivered by Council have been taken into consideration.
These include: • Consumer Price Index (CPI) increases on goods and services of 2.1% per annum (March 2019); • LGAT Local Government Cost Index of 3.38% (31 December 2018); • The level and trend of interest rates; and • Growth in the rate base of 1.0%.
Internal influences
There are several internal influences arising from the 2018/19 financial year and Council policy that have had a significant impact on the Estimates for 2019/20.
These include: • Continued implementation of Council’s infrastructure renewal funding strategy; • Development of Master Plans for multiple active and passive recreation initiatives including Bayview College, Beltana Park and upgrades of sporting ground facilities; • Ongoing renewal of Council’s infrastructure assets; • Additional maintenance arising from the establishment/enhancement of new infrastructure and facilities, such as a 3.3km track at Clarence Mountain Bike Park in Mornington; • Increasing cost of waste management, the increasing demand in the annual hardwaste collection service; • Additional demand in Council services and maintenance and delivery of service level expectations.
14 Clarence City Council – Annual Plan 2019/2020
Analysis of operating estimates
This section analyses the expected revenues and expenses of the Council for the 2019/20 year. It also includes analysis of service unit financial performance in a format which aligns with Council’s organisational structure.
4.1 Operating revenue
Estimates Estimates Increase Revenue types Reference 2018/19 2019/20 (Decrease) $'000 $'000 $'000 Rates & charges 4.1.1 50,050 52,224 2,174 Operating grants & contributions 4.1.2 4,272 5,733 1,461 Interest 4.1.4 1,700 1,700 0 User charges 4.1.5 5,174 5,290 116 Proceeds from sale of assets 4.1.6 0 0 0 Other revenue 4.1.7 3,304 3,009 (295) Operating revenue before capital 64,500 67,957 3,457
Capital grants & contributions 4.1.3 1,904 1,148 (756) Total operating revenue 66,404 69,104 2,700
Sources of revenue 60,000
50,000
40,000
30,000 2018/19
20,000 2019/20
10,000
0 Rates & Operating Interest User charges Other Capital grants charges grants & revenue and contributions contributions
Source: Appendix A
15 Clarence City Council – Annual Plan 2019/2020
Sources of revenue
Other revenue Capital grants and 4% contributions User charges 2% 8% Interest 2% Operating grants & contributions 8%
Rates & charges 76%
4.1.1 Rates & charges ($2.174 million increase)
It is estimated that rates income will increase by 2.9% net of the effects of growth in the rate base, State Government charges and the effect of Council rebates. Total rates income is estimated to increase by $2.174 million budget to budget. Section 8 Rating Strategy includes a more detailed analysis of the rates and charges to be levied for 2019/20.
4.1.2 Operating grants & contributions ($1.461 million increase)
Operating grants and contributions includes monies received from State and Commonwealth governments for the purposes of funding delivery of services to ratepayers. The increase reflects movements in child care funding and the level of State Grants Commission funding received from the Australian Government.
4.1.3 Capital grants & contributions ($0.756 million decrease)
Capital grants and contributions include all monies received from State, Commonwealth and private developers for the specific purpose of funding capital works. It is expected that such funding will fluctuate from year to year.
4.1.4 Interest revenue (no change)
Interest revenue includes interest on investments and rate arrears. It is forecast to remain steady due to an increase in funds invested, offset by a reducing interest rate environment.
4.1.5 User charges ($0.116 million increase)
User charges relate mainly to the recovery of service delivery costs through charging fees to users of Council’s services. These services include assessing development, building and related permits, hire of halls and sports grounds and providing human services such as childcare. 16 Clarence City Council – Annual Plan 2019/2020
The increase is due to an expected slight increase in demand for some of Council’s services, together with an increase in the level of user charges.
User charges are budgeted on a conservative basis because they are significantly demand driven. A detailed listing of fees and charges is available on Council’s web site and can also be inspected at the Council offices.
4.1.6 Proceeds from sale of assets
No material proceeds have been identified in the adopted Estimates for either 2018/19 or 2019/20.
4.1.7 Other revenue ($0.295 million decrease)
Other revenue relates to a broad range of unclassified items including dividends from TasWater, cost recoupments and other miscellaneous income items. It is expected that revenue from these sources will fluctuate from year to year.
17 Clarence City Council – Annual Plan 2019/2020
4.2 Operating expenditure
Estimates Estimates Increase Expenditure types Reference 2018/19 2019/20 (Decrease) $’000 $’000 $’000 Employee costs 4.2.1 18,264 19,660 1,396 Materials & contracts 4.2.2 11,036 11,678 642 State Government charges 4.2.3 5,743 6,162 419 Borrowing costs 4.2.4 2 2 0 Depreciation 4.2.5 13,183 13,605 422 Operating leases 4.2.6 2,050 2,109 59 Electricity 4.2.7 1,392 1,565 173 Other expenses 4.2.8 8,618 8,592 (26) Total operating expenditure 60,288 63,374 3,086
* A lower amount for Depreciation has been included in the adopted Estimates.
Estimated expenditure
25,000
20,000
15,000
10,000 2018/19
Estimates Estimates $'000 2019/20 5,000
0
Expenditure types
18 Clarence City Council – Annual Plan 2019/2020
Operating expenditure
Other expenses 14% Electricity 3%
Operating leases Employee costs 3% 31%
Depreciation 21%
Materials and contracts Borrowing costs 18% 0% State Government charges 10%
Source: Appendix A
4.2.1 Employee costs ($1.396 million increase)
Employee costs include all labour related expenditure such as wages and salaries and on-costs including payroll tax, allowances, leave entitlements, employer superannuation etc. Employee costs capitalised are not included in this total.
Employee costs are forecast to increase compared to the 2018/19 Estimates due to a number of factors. The Council’s Enterprise Bargaining Agreement (EBA) commitments provides for a general increase in pay rates for Council staff. Additionally, the Council foresees an increase to the required workforce in order to continue providing the high standard of services to the municipality.
The Council has also undertaken some changes to organisational staffing structures in order to continue meeting the expectations and demands of the organisation.
Average staff numbers during the Estimates period are as follows:
Number of employees Type of employment 2018/19 2019/20 Permanent 236 237 Casual 67 102 Total 303 339
19 Clarence City Council – Annual Plan 2019/2020
Additional resources approved as part of the Estimates process are:
Programme Position Purpose Human Resources HR Officer Employee support and systems development Operations Group Parks and Community Tree crew Facilities Worker City Planning Administration Trainee Additional support to group and customers Economic Development Communication and Additional support to & Marketing Marketing Officer programme activities Customer Contact Customer Service Customer support Officer Community Services Arts Support Officer Administration and event support Community Services Health and Wellbeing / Project support and Community Safety delivery Officer
4.2.2 Materials & contracts ($0.642 million increase)
The change in the budget for materials and contracts is reflective of factors including: • Annual price increases of goods and services received; • An increase in annual operational works on renewal assets; • Increasing requirements regarding the licencing of information technology products.
4.2.3 State Government charges ($0.419 million increase)
These charges consist of the State Fire Services Contribution, valuation fees and Land Tax. The net outcome of this item is a direct result of government policy.
4.2.4 Borrowing costs (no change)
Borrowing costs relate to interest charged by financial institutions on overdraft balances. Due to the level of available cash, it is envisaged Council may only require infrequent use of its overdraft facility.
4.2.5 Depreciation ($0.422 million increase)
Depreciation relates to the usage of Council’s property, plant and equipment including infrastructure assets such as roads and underground services. Assets may be revalued and added to during the year.
The estimate is driven by assumptions adopted as part of Council’s 10 Year Financial Management Plan. The increase is a result of continuing capitalisation of works undertaken within the municipality, along with revaluation of Council owned properties as a result of the fresh valuation undertaken by the Valuer General within the 2018/19 financial year.
20 Clarence City Council – Annual Plan 2019/2020
4.2.6 Operating leases ($0.059 million increase)
Council leases its light vehicle fleet and plant. Costs are primarily affected by interest rates, vehicle prices, and fluctuations in the used vehicle market. There is no significant change.
4.2.7 Electricity ($0.173 million increase)
Council’s major electricity consumption is for street lighting and operation of sporting and community facilities. The increase is a result of facility usage and increasing electricity prices.
4.2.8 Other expenses ($0.026 million decrease)
Other expenses relate to a range of unclassified items including contributions to community groups, advertising, insurances, motor vehicle registrations and other miscellaneous expenditure items. Due to the nature of the items it is subject to changes in classification of individual expenditure items.
21 Clarence City Council – Annual Plan 2019/2020
4.3 Organisational analysis
The following is a summary of the Net Expenses of each programme. Net Expenses represents the rating effort required to fund ongoing operations taking into account operational expenditure and income. It includes expenses which are expected to be capitalised, and includes grants and other revenue which are used for capital purposes. Net expenses does not include full accounting depreciation, only the amount specifically funded through rates.
Estimates Estimates Increase Programme Reference 2018/19 2019/20 (Decrease) $’000 $’000 $’000 Communities & People 4.3.1 7,900 7,847 (53) City Future 4.3.2 142 578 436 Natural Environment 4.3.3 8,023 8,711 688 Infrastructure: 4.3.4 Roads 4.3.4.1 10,990 11,417 427 Stormwater 4.3.4.2 1,099 1,963 864 Facilities Management 4.3.4.3 4,038 3,799 (239) Governance 4.3.5 4,749 5,089 340 Economic Development & Marketing 4.3.6 604 658 54 Corporate Support 4.3.7 5,320 5,555 235 Net Expenses 42,865 45,617 2,698
Net expenses
12,000
10,000
8,000
6,000
4,000 2018/19 Estimates Estimates $'000 2019/20 2,000
0 Roads City Future Stormwater Governance CorporateSupport andMarketing NaturalEnvironment Facilities Management
Programme EconomicDevelopment Communities and People
22 Clarence City Council – Annual Plan 2019/2020
Net expenses by programme
Corporate Support Communities and 12% Economic People Development and 17% Marketing 2%
City Future Governance 1% 11% Natural Environment Facilities 19% Management 9% Roads 25% Stormwater 4%
4.3.1 Communities & People ($0.053 million decrease)
The net expense for Communities and People is not materially different from the previous budget year.
4.3.2 City Future ($0.436 million increase)
The net expense for City Future has increased due to an anticipated increase in development applications and continued work on the Clarence planning scheme.
4.3.3 Natural Environment ($0.688 million increase)
Net operating costs in Natural Environment have increased due to costs associated with an increase in demand for provision of waste management services, along with normal annual increases in line with inflation.
4.3.4 Infrastructure ($1.052 million increase)
This programme includes a number of Council’s major expenditure areas:
4.3.4.1 Roads ($0.427 million increase) Net expenses have increased primarily due to rising expenses in line with inflation, along with a reduction in expected Government grant funding.
4.3.4.2 Stormwater ($0.864 million increase) Net expenditure on stormwater has increased primarily due to a reduction in allocated Grants Commission funding of some $0.706 million.
23 Clarence City Council – Annual Plan 2019/2020
4.3.4.3 Facilities Management ($0.239 million decrease) Net expenditure in this area has decreased primarily due to an allocation of Grants Commission funding of some $0.444 million.
4.3.5 Governance ($0.340 million increase)
Net operating costs in Governance have generally increased in line with inflation.
4.3.6 Economic Development & Marketing ($0.054 million increase)
Net operating costs in Economic Development and Marketing have generally increased in line with inflation.
4.3.7 Corporate Support ($0.235 million increase)
Estimates in this programme have generally increased in line with inflation.
24 Clarence City Council – Annual Plan 2019/2020
Analysis of estimated cash position
This section analyses the expected cash flows for the 2019/20 year. The analysis is based on three main categories of cash flow.
In summary these are: • Operating activities - these activities refer to the cash generated or used in the normal service delivery functions of Council; • Investing activities - these activities refer to cash used or generated in the acquisition, creation, enhancement or disposal of Council’s infrastructure, property and other assets; • Financing activities - these activities refer to cash generated or used in the financing of Council functions and essentially comprise of borrowings from financial institutions and the repayment of those borrowings.
Actual outcomes are likely to vary from these Estimates according to the rate at which planned capital projects are achieved and the introduction of new programmes or projects, for example those associated with specific purpose Government grants.
5.1 Estimated cash flow statement
Variance Estimates Estimates Inflow Reference 2018/19 2019/20 (Outflow) $’000 $’000 $’000 Operating Activities 5.1.1 Receipts 79,722 80,895 1,173 Payments (52,302) (53,729) (1,427) Net cash inflow (outflow) 27,420 27,166 (254)
Investing Activities 5.1.2 Receipts 0 0 0 Payments (29,873) (27,690) 2,183 Net cash inflow (outflow) (29,873) (27,690) 2,183
Financing Activities 5.1.3 Receipts (Specific Purpose Grants) 8,806 875 (7,931) Payments 0 Net cash inflow (outflow) 8,806 875 (7,931)
Net increase (decrease) in cash held 6,353 352 (6,001) Cash at beginning of year 57,897 64,250 6,353 Cash at end of year 5.1.4 64,250 64,602 352
Source: Appendix A
25 Clarence City Council – Annual Plan 2019/2020
5.1.1 Operating activities ($0.254 million decrease inflow)
The change in net cash inflow from operating activities is the result of normal operations including funds raised for capital purposes.
5.1.2 Investing activities ($2.183 million decrease outflow)
Planned capital works expenditure is disclosed in Appendix C. The movement in payments relating to investment activities primarily represents the timing of major projects. In 2018/19 particular projects were taken up in the estimates that were to be funded by borrowings of $7.800 million and which would not proceed unless funding was matched from other external sources. Such projects were not undertaken within the year of estimate, and therefore result in a timing difference of cash flows within comparative numbers.
5.1.3 Financing activities ($7.931 million decrease inflow)
The 2018/19 Estimates included a cash inflow of $7.800 million borrowings which was to be matched by funding from other external sources.
5.1.4 Cash at end of the year ($0.352 million increase)
The movement in total cash and investments forecast by 30 June 2020 reflects the net effects of capital funding and expenditure (and related timing) during the year (refer above).
5.2 Reserve cash and investments and working capital
The cash flow statement above indicates that at 30 June 2020 it is estimated Council will have cash and investments of some $64.602 million, with some of this cash earmarked as follows: • Statutory purposes ($5.510 million) - These funds must be applied for specified statutory purposes in accordance with various legislative and contractual requirements. Specific amounts are identified in respect of specific purpose Government funding, public open space contributions and car parking contributions. • Specific purpose reserves ($34.510 million) – While these funds are technically available for whatever purpose Council determines, they are significantly comprised of the Infrastructure Renewal Reserve (which is the subject of a specific strategic objective) and other reserves which have specific purposes. • Working capital ($24.582 million) - These funds generally relate to capital works in progress, but also represent funds available to meet daily cash flow requirements and unexpected short term needs. In the context of normal treasury operations, this item is essentially a “balancing item” since normal cash flow requirements are clearly available through the full quantum of cash held.
In considering its cash management, Council recognises items for which funds have been raised but may not be utilised in the short term. These include provisions for employee entitlements and approved capital projects which have yet to be undertaken.
26 Clarence City Council – Annual Plan 2019/2020
Analysis of capital works programme
This section analyses planned capital expenditure for the 2019/20 year and the sources of funding for that expenditure.
6.1 Funding sources
Estimates Estimates Increase Reference 2018/19 2019/20 (Decrease) $’000 $’000 $’000 External Grants and contributions 6.1.1 3,673 3,615 (58) Loans 6.1.2 7,800 0 (7,800) Sub total 11,473 3,615 (7,858) Internal Reserve cash and investments 6.1.3 11,167 11,777 610 Operations 6.1.4 1,564 1,619 55 Sub total 12,731 13,396 665 Total Funding 24,204 17,011 (7,193)
Funding sources Operations 10% Grants and contributions Working capital 21% 0%
Loans 0%
Reserve cash and investments 69%
Source: Appendix C
27 Clarence City Council – Annual Plan 2019/2020
6.1.1 Grants and contributions ($3.615 million)
Grants and contributions used to fund the capital works programme include payments received through the State Grants Commission ($2.820 million), Roads to Recovery Grants ($0.650 million), and other specific purpose grants ($0.145 million).
6.1.2 Loans ($0.00 million)
No new borrowings are included in the Estimates for the 2019/20 financial year.
6.1.3 Reserves, cash and investments ($11.777 million)
Reserves are used in a structured manner to support the capital programme. The Infrastructure Renewal Reserve is the primary funding source contributing $10.807 million of the $11.777 million. Reserve funds also include contributions from external parties and proceeds held from property sales.
6.1.4 Operations ($1.619 million)
Direct rating support for the capital works programme is based on a long term policy position taken over successive Estimates. This support is planned to continue (indexed) into the future.
28 Clarence City Council – Annual Plan 2019/2020
6.2 Approved capital works by area
Estimates Estimates Increase Reference 2018/19 2019/20 (Decrease) $’000 $’000 $’000 Prior year programmed capital works not completed at 30 June 2019 6.2.1 16,838 26,017 9,179 New works Communities and People 6.2.2 5,809 2,198 (3,611) City Future 6.2.3 0 0 0 Natural Environment 6.2.4 261 100 (161) Infrastructure: 6.2.5 Roads 6.2.5.1 14,477 10,220 (4,257) Waste 6.2.5.2 0 0 0 Stormwater 6.2.5.3 2,005 2,816 811 Facilities Management 6.2.5.4 1,327 1,657 330 Governance 6.2.6 0 0 0 Corporate Support 6.2.7 325 0 (325) Economic Development & Marketing 6.2.8 0 20 20 Sub total 24,204 17,011 (7,193) Total capital works 41,040 43,028 1,986
New works represented by: New assets 9,570 6,094 (3,476) Existing asset improvements 14,634 10,917 (3,717) 24,204 17,011 (7,193)
Note: Amounts exclude salaries capitalised
Source: Appendix C
29 Clarence City Council – Annual Plan 2019/2020
2019/20 Approved capital works by area
Facilities Management Communities and People 10% 13%
Natural Environment Stormwater 1% 16%
Waste 0%
Roads 60%
Source: Appendix C
6.2.1 Prior year programmed capital works not completed at 30 June 2019 ($26.017 million)
At the end of each financial year various works are either incomplete or not commenced due to planning issues, weather delays, extended consultation etc. At the end of June 2019 funds unspent due to incomplete works was $26.017 million. These works will continue into the 2019/20 year. Refer also Appendix C Section 2.
6.2.2 Communities and People 2019/20 ($2.198 million)
This programme is responsible for recreation, youth services, childcare, health, arts, rangers and a number of other functions. Major projects budgeted for 2019/20 include Lindisfarne Oval 1 irrigation upgrade ($0.200 million), Risdon Vale Oval drainage and other works ($0.350 million), Bayview College Sportsground Masterplan ($0.150 million) and Bellerive Beach Pontoon ($0.120 million).
6.2.3 City Future 2019/20 ($nil)
City future is primarily concerned with providing for the growth of the City through strategic land use planning and development control. This expenditure is generally operational in nature.
6.2.4 Natural Environment 2019/20 ($0.100 million)
This programme is responsible for environmental management, waste collection and disposal, emergency management, and natural areas. Projects budgeted for 2019/20 include continuation of the street tree and park tree strategy implementation plan ($0.060 million). The majority of Natural Environment costs are operational in nature. 30 Clarence City Council – Annual Plan 2019/2020
6.2.5 Infrastructure 2019/20 ($14.693 million)
The Infrastructure capital budget reflects both new infrastructure and renewal / enhancement projects. Major new projects are typically subject to a process of master planning and community consultation. The significant increase in planned renewal expenditure is consistent with Council’s strategies in this area.
The Infrastructure Programme includes: 6.2.5.1 Roads ($10.220 million) Major projects in this area include major digouts and reconstruction ($2.560 million), road resealing ($2.650 million), footpath/kerb and gutter renewal and replacement ($2.010 million), Wellington St intersection works ($0.300 million), Clarence St Bellerive to Howrah safety assessment and implementation ($0.200 million) and Hadlow Rd footpath, kerb and gutter works ($0.190 million)
6.2.5.2 Waste ($nil) The majority of waste management expenditure is operational in nature.
6.2.5.3 Stormwater ($2.816 million) Major stormwater projects include Blessington St stormwater network construction and upgrades ($0.700 million), Percy St stormwater upgrades ($0.400 million), Ringwood Rd stormwater upgrades ($0.366 million) and Bangalee St gravity network ($0.320 million).
6.2.5.4 Facilities Management ($1.657 million) Facilities Management projects include Alma St Citizens’ Centre Upgrade including DDA compliance ($0.400 million), Jetty Rd public toilet upgrade including DDA compliance ($0.300 million) Rosny Childcare Centre upgrades ($0.295 million).
6.2.6 Governance 2019/20 ($nil)
No capital expenditure will be made under the Governance programme during 2019/20. Governance costs are generally operational in nature.
6.2.7 Corporate Support 2019/20 ($nil)
No capital expenditure will be made under the Corporate Support programme during 2019/20. Corporate Support costs are generally operational in nature.
6.2.8 Economic Development and Marketing 2019/20 ($0.020 million)
These funds have been budgeted for musical instrument upgrade for the Clarence City Band. Costs related to this programme are generally operational in nature.
Note: Please refer to Appendix C for a full list of capital works programmed as part of the 2019/20 Estimates
31 Clarence City Council – Annual Plan 2019/2020
Analysis of estimated balance sheet
This section analyses the movements in Estimates for assets, liabilities and equity between 2018/19 and 2019/20.
7.1 Estimated balance sheet
Estimates Estimates Increase 2019 2020 (Decrease) $'000 $'000 $'000 Current assets Cash assets 64,250 64,602 352 Other current assets 4,650 4,752 102 Total current assets 68,900 69,354 454 Non-current assets Infrastructure assets 563,567 576,370 12,803 Other non-current assets 178,418 184,144 5,726 Total non-current assets 741,985 760,514 18,529 Total assets 810,885 829,867 18,982
Current liabilities Current borrowings 414 414 0 Other current liabilities 10,948 10,918 (30) Total current liabilities 11,362 11,332 (30) Non-current liabilities Non-current borrowings 7,386 7,386 0 Other non-current liabilities 670 802 132 Total non-current liabilities 8,056 8,188 132 Total liabilities 19,418 19,520 102 Equity Infrastructure renewal reserve 32,255 32,864 609 Other cash backed reserves 6,933 7,164 231 Other reserves and equity 752,279 770,319 18,040 Total equity 791,467 810,347 18,880 Total liabilities and equity 810,885 829,867 18,982
7.1.1 Current assets ($0.454 million increase)
Council’s current asset position is expected to increase compared to the 2018/19 Estimates due to the timing of capital expenditure on projects and the receipt of borrowings, therefore resulting in an increase of cash held.
7.1.2 Current liabilities ($0.030 million increase)
Current liabilities are expected to show a slight decrease against the prior year Estimates in line with normal operations.
7.1.3 Non-Current assets ($18.529 million increase)
Council’s non-current asset position as at June 2020 is expected to increase compared to the 2018/19 Estimates due to a significant increase in the capital works programme as detailed
32 Clarence City Council – Annual Plan 2019/2020
above, and in Appendix C, including the carried forward proposed recreational facility at Seven Mile Beach, the timing of which is uncertain.
7.1.4 Non-Current liabilities ($0.132 million increase)
Non-current liabilities are expected to show a slight increase against the prior year estimates primarily in employee provisions.
7.1.5 Equity ($18.880 million increase)
The net increase in equity is primarily a function of changes in non-current assets as described above.
7.2 Key assumptions
In preparing the Estimated Balance Sheet as at 30 June 2020 it was necessary to make a number of assumptions about key assets, liabilities and equity balances. To the extent possible, these reflect items included in the adopted Estimates. The major variable factors are the effect of inflation on future asset revaluations, the extent to which the anticipated capital works are completed, and the effects of accounting policy changes including asset revaluations.
33 Clarence City Council – Annual Plan 2019/2020
Rating strategy
8.1 Strategy development
Rates and charges are Council’s principal source of revenue, accounting for some 76% of Council’s annual revenue. Planning for future rate requirements is therefore an important process.
It has been necessary to balance the importance of rate revenue as a funding source with community sensitivity to rate increases including rates affordability to the general community, and the level of service demanded by the community.
The following table shows a comparison for the last five years.
2015 1.00% 2016 1.90% 2017 2.30% 2018 2.60% 2019 2.90% Average increase over 5 yrs 2.14%
Note: Increases shown are net of increase in growth, State Government charges and special rebates.
8.2 Current year rate increase
Council’s own increase in its net rating requirement is 2.9% against 2018/19. This increase is set in the context of the LGAT Council Cost Index of 3.38% (December 2018) and CPI of 2.1% (March 2019). In addition, there is a range of cost pressures on Council including increased demand for greenwaste and hardwaste kerbside collection, maintenance costs associated with new/upgraded facilities and infrastructure, together with various initiatives and resource additions contained within the Estimates. Growth in the rates base provides support to total rate revenue.
8.3 Rating structure and policy
Council has a rating structure consisting of numerous components. This structure complies with the Act.
The key components are: • a general rate calculated as a rate in the dollar applied to the Capital Value (CV) of the rateable property, with a fixed amount. This component supports a broad range of Council’s services including roads, parks, recreational facilities, regulatory services and community services; • a service charge in respect of solid waste collection. This component is charged where the service is available to a property and varies according to the level of service provided;
34 Clarence City Council – Annual Plan 2019/2020
• a fire service rate in respect of the Fire Service Contribution payable directly to the State Government, calculated as a rate in the dollar applied to the CV of the rateable property, with a minimum amount payable. The amount to be collected in each fire district and the minimum amount to be paid in respect of each property is set by the State Fire Commission; • a stormwater service rate calculated as a rate in the dollar applied to the CV of rateable properties to which a service is available, with a minimum amount payable. This component relates to the provision of stormwater services across much of the City by way of stormwater mains, kerb and gutter infrastructure, maintenance of creeks and drainage easements, and gross pollutant trap infrastructure.
In respect of service rates, the rate amounts are set so that the full cost of providing the service is recovered. Amounts of each rate type may vary based on the level of service provided or on the location or use of the property. For instance, the fire service rate differs between urban areas and rural areas.
The CV is determined by the Valuer-General, as required by the Act. Properties within the municipality are revalued on a periodic basis, currently each six years. Council’s most recent general revaluation took effect from 1 July 2019.
Where appropriate, Council provides rebates to certain classes of ratepayers. These typically include pensioners and holders of certain rural land, and, where extreme movements occur, rebates to cap the level of rate increases which otherwise may have been experienced by certain property owners.
The structure of Council’s rates and the underlying policy rationale is set out in Council’s adopted rates and charges policy as required by the Act.
35 Clarence City Council – Annual Plan 2019/2020
Borrowing strategy
9.1 Strategy fundamentals
Borrowings can be an important funding source for the capital expenditure programme. Borrowings are typically used in support of the construction of a major asset rather than providing general support to the capital expenditure programme.
There is a general industry trend towards debt reduction and, while Council currently carries no debt, it views a controlled use of debt as an important tool for the management of infrastructure improvement and expansion. It provides access to an alternative source of capital, minimises pressure on cash flows and income streams at the point of construction, and ensures that the cost of long-life assets is spread over time and therefore better met by those deriving the benefit from those assets.
Cost of Total Liquidity Debt mgt debt borrowings Year CA/CL debt/rates interest / 30 June ratio % operating $'000 revenue 2014 703 607.9% 1.6% 0.1% 2015 542 634.2% 1.2% 0.1% 2016 371 662.6% 0.8% 0.0% 2017 191 633.2% 0.4% 0.0% 2018 0 647.7% 0.0% 0.0% 2019 0 853.4% 0.0% 0.0% The table shows that as at 30 June 2019 Council did not have any debt.
Council’s liquidity position has been consistently strong, with cash and investments well in excess of current liabilities in all years.
9.2 Current year borrowings
Council has provided for borrowings in its 2018/19 Estimates to fund a major infrastructure projects, subject (in part) to this funding being matched from external sources. The timing of any drawdown of debt will be dependent upon this additional funding, project construction timeframes, and corporate treasury management requirements. No repayments have been included in the 2019/20 Estimates as the funding has not yet been drawn down.
Loan New Loan principal Balance interest Year borrowings paid/transferred 30 Jun paid $'000 $'000 $'000 $'000 2015 0 161 37 542 2016 0 171 28 371 2017 0 180 18 191 2018 0 191 8 0 2019 7,800 0 0 7,800 2020 0 0 0 7,800 36 Clarence City Council – Annual Plan 2019/2020
Infrastructure strategy
10.1 Strategy development
Council’s infrastructure strategy centres around the two key imperatives of maintaining the capital adequacy of the existing infrastructure base, and providing additional infrastructure to improve the level of service provided to the community and to meet the needs of expanding areas.
Capital adequacy has received close attention since the early 1990’s at which time Council embarked on a long term strategy to fully fund its future infrastructure renewal. To meet long term financial sustainability imperatives, Council applies a range of funding to its Infrastructure Renewal Reserve, including a capital contribution from rates ($7.69 million 2019/20), dividends received from TasWater, and interest earned on accumulated infrastructure renewal funds.
Based on its adopted Asset Management Strategy, Asset Management Plans, and 10 Year Financial Management Plan, Council believes its funding effort in respect of infrastructure renewal is sustainable into the future providing current levels are maintained in real terms.
Consistent with the high-level strategy established by its 10 Year Financial Management Plan, Council has progressively increased the amount appropriated from renewal funding to physical works, subject to condition assessments made under Council’s Asset Management Plans.
Renewal funding Year appropriated $'000 2013/14 8,827 2014/15 9,340 2015/16 9,383 2016/17 9,622 2017/18 9,570 2018/19 9,574 2019/20 10,807
Formal asset management plans are in place for all major asset classes. These are supported by a 10 year Financial Management Plan aimed at providing an indication of likely outcomes of Council’s policy positions. The 10 Year Financial Management Plan was last reviewed in May 2017 and is scheduled for review during 2019/20.
Council is also committed to providing new infrastructure where it is consistent with Council’s strategic direction, including enhancing the community’s lifestyle, providing for new and expanded business opportunities, and meeting legislative, social, and environmental responsibilities.
New and upgraded infrastructure and initiatives contained within the Capital Expenditure Programme are detailed in Appendix C. 37 Clarence City Council – Annual Plan 2019/2020
10.2 Key influences for 2019/20
The following influences had a significant impact on the Infrastructure Strategy for the 2019/20 year: • Requirements of Asset Management Plans for all major asset classes; • Continued demand throughout the community for improved standards in footpath condition; • Continued demand throughout the community for improved standards in road condition and addressing road safety issues; • Council’s continued commitment to providing for future infrastructure renewal; • Council’s ongoing commitment to resolve property flooding issues; • Ongoing development and upgrade of sporting and recreational facilities throughout the City; • Implementation of major development plans including upgrades to key community facilities such as the Alma St Citizen’s centre and Rosny Child Care Centre, DDA upgrades and urban catchment management.
10.3 Future capital works
The following table summarises Council's programme of capital expenditure including funding sources for the next three years, as per the adopted 10 Year Financial Management Plan.
Renewal Grants & funding, Working Council Capital Borrowings Year contributions investments capital operations programme $'000 $'000 & reserves $'000 $'000 $'000 $'000 2018 4,533 - 11,065 - 1,511 17,109 2019 5,895 - 13,865 - 2,156 21,916 2020 5,462 - 13,990 - 3,818 23,270 2021 5,060 - 14,010 - 1,703 20,773 2022 4,100 - 13,200 - 2,602 19,902
All amounts are indicative, and may vary according to a range of factors including the assessment of physical asset conditions, funding availability, project priorities, project scheduling, and community demand.
The major funding sources identified include government grants, use of infrastructure renewal funds, and additional rating effort. Borrowings are applied on a specific project basis where appropriate. Accelerated use of infrastructure renewal funding may be applied. Specific additional funding is likely to become available in the form of specific purpose government grants; rates arising from major new developments may also be applied by Council in support of its capital base. Council also holds specific purpose reserves arising from cash collected for public open space and car parking.
38 Clarence City Council – Annual Plan 2019/2020
Overview to Appendices
The following appendices include disclosures of information which provide support for the analysis contained in sections 1 to 10 of this report.
This information has not been included in the main body of the Estimates report in the interests of clarity and conciseness. Council has decided that, while the Annual Plan needs to focus on the important elements of the Estimates and provide appropriate analysis, the detail upon which the annual Estimates are based should also be provided in the interests of open and transparent local government.
The contents of the appendices are summarised below:
Appendix Nature of information
A Estimates statements
B Statutory disclosures
C Capital works programme
D Activities and initiatives
39 Clarence City Council – Annual Plan 2019/2020
(This page has been left blank deliberately).
40 Clarence City Council – Annual Plan 2019/2020 Appendix A
Estimates statements Appendix A
Income statement Balance sheet Cash flow statement Capital works programme Investment reserves
This section sets out the Estimates statements for 2019/20 in detail. This information, together with the 10 Year Financial Management Plan, is the basis of the disclosures and analysis of the annual Estimates in this report.
41 Clarence City Council – Annual Plan 2019/2020 Appendix A
CLARENCE CITY COUNCIL Estimated Income Statement For the year ending 30 June 2020
Estimates Estimates Increase 2018/19 2019/20 (Decrease) $'000 $'000 $’000 Revenue Rates 50,050 52,224 2,174 User charges 5,174 5,290 116 Interest 1,700 1,700 Government subsidies & grants 6,175 6,528 353 Dividends 2,212 2,212 Contributions of capital 890 353 (537) Other revenue 202 797 595 TOTAL REVENUE 66,403 69,104 2,701
Expenses Employee costs 18,264 19,660 1,396 Materials and contracts 11,036 11,678 642 State Government charges and levies 5,743 6,162 419 Borrowing costs 2 2 Depreciation and amortization 13,183 13,605 422 Operating leases 2,050 2,109 59 Electricity 1,392 1,565 173 Other expenses 8,618 8,592 (26) TOTAL EXPENSES 60,288 63,374 3,086 Net surplus (deficit) 6,115 5,731 (384)
42 Clarence City Council – Annual Plan 2019/2020 Appendix A
CLARENCE CITY COUNCIL Estimated Balance Sheet As at 30 June 2020
Estimates Estimates Increase 2019 2020 (Decrease) $'000 $'000 $'000 Current assets Cash assets 64,250 64,602 352 Other current assets 4,650 4,752 102 Total current assets 68,900 69,354 454 Non-current assets Infrastructure assets 563,567 576,370 12,803 Other non-current assets 178,418 184,144 5,726 Total non-current assets 741,985 760,514 18,529 Total assets 810,885 829,867 18,982
Current liabilities Current borrowings 414 414 0 Other current liabilities 10,948 10,918 (30) Total current liabilities 11,362 11,332 (30) Non-current liabilities Non-current borrowings 7,386 7,386 0 Other non-current liabilities 670 802 132 Total non-current liabilities 8,056 8,188 132 Total liabilities 19,418 19,520 102 Equity Infrastructure renewal reserve 32,255 32,864 609 Other cash backed reserves 6,933 7,164 231 Other reserves and equity 752,279 770,319 18,040 Total equity 791,467 810,347 18,880 Total liabilities and equity 810,885 829,867 18,982
43 Clarence City Council – Annual Plan 2019/2020 Appendix A
CLARENCE CITY COUNCIL Estimated Cash Flow Statement For the year ending 30 June 2020
Estimates Estimates Increase 2018/19 2019/20 (Decrease) $'000 $'000 $'000 Inflows Inflows (Outflows) (Outflows) Cash flows from operating activities Rates 50,650 53,724 3,074 User Charges 7,341 5,819 (1,522) Interest received 1,690 1,700 10 Receipts from government 6,175 6,306 131 Net GST refund (payment) 4,650 3,541 (1,109) Other income 9,216 9,805 589
Wages & salaries (17,850) (19,660) (1,810) Interest paid (2) (2) Payments to suppliers (34,450) (34,066) 384 Net cash inflow from operating activities 27,420 27,166 (254)
Cash flows from investing activities Payments for property plant & equipment (29,873) (27,690) 2,183 Net cash flow from investing activities (29,873) (27,690) 2,183
Cash flows from financing activities Proceeds from borrowings * 7,800 0 (7,800) Government grants - capital 1,006 875 (131) Net cash flow from financing activities 8,806 875 (7,931)
Net change in cash held 6,353 352 (6,001) Cash at the beginning of the year 57,897 64,250 6,353 Cash at the end of the year 64,250 64,602 352
* 2018/19 Subject to external funding contribution towards associated capital works projects
44 Clarence City Council – Annual Plan 2019/2020 Appendix A
CLARENCE CITY COUNCIL Estimated Capital Works Programme For the year ending 30 June 2020
Estimates Estimates Increase 2018/19 2019/20 (Decrease) $'000 $'000 $'000 Capital works by programme Communities and People 6,316 2,770 (3,546) Natural Environment 332 176 (156) Infrastructure: 0 0 Roads 15,362 11,121 (4,241) Waste 0 0 Stormwater 2,471 3,282 811 Facilities Management 1,487 1,790 303 Governance 0 0 Economic Development & Marketing 0 20 20 Corporate Support 0 0 Total capital works 25,968 19,159 (6,809)
Represented by New Assets 15,401 6,863 (8,538) Existing Asset Improvements 10,567 12,296 1,729 Total capital works 25,968 19,159 (6,809)
Note: Works on order are not included in this schedule. Salaries attributed to capital projects are included in this schedule.
45 Clarence City Council – Annual Plan 2019/2020 Appendix A
CLARENCE CITY COUNCIL Reserves For the year ending 30 June 2020
Estimates Estimates 2018/19 2019/20 $'000 $'000 Statutory or restricted use Public open space 1,929 2,079 Car parking 1,105 1,275 Headworks 203 203 Public art 41 61 Rosny Park Child Care 393 402 Commonwealth funded programmes 1,462 1,494 5,133 5,514 Discretionary General 1,800 1,650 Infrastructure renewal 32,255 32,864 34,055 34,514
Total Reserves 39,188 40,028
46 Clarence City Council – Annual Plan 2019/2020 Appendix B
Statutory disclosures Appendix B
The information in this Appendix corresponds with that which is required under the Act to be disclosed in the Council’s annual Estimates.
1 Estimated revenue
Refer also to Appendix A – Estimated Income Statement.
2 Estimated expenditure
Refer also to Appendix A – Estimated Income Statement.
3 Estimated borrowings
Refer also to Appendix A – Estimated Income Statement and Estimated Cash Flow Statement which discloses the total amount proposed to be borrowed for the year, the total amount of debt redemption for the year and the projected debt servicing cost for the year.
4 Estimated capital works
Refer also to Appendix A – Estimated Statement of Capital Works and Appendix C – Capital Works Programme. Note that the amounts in Appendix B include the amount of salary costs expected to be capitalised as part of project costs.
47 Clarence City Council – Annual Plan 2019/2020 Appendix B
CLARENCE CITY COUNCIL ANNUAL ESTIMATES 2019/2020 ($000)
EXPENSES REVENUES NET ASSET EXPENSES BORROWINGS TFRS TO TFRS FROM NET RATING EXPENSES PURCHASES CAPITALISED RESERVES RESERVES REQU'T
GOVERNANCE and COMMUNITY
Communities and People 15,240 7,393 7,847 2,769 594 - 608 9,414 City Future 2,628 2,050 578 340 93 825 Natural Environment 8,869 158 8,711 180 81 20 8,790 Governance 10,194 5,105 5,089 4,679 70 9,698 Economic Development & Marketing 678 20 658 20 20 658 Corporate Support 5,566 11 5,555 250 5,305
INFRASTRUCTURE
Roads & Transport 12,374 957 11,417 11,122 2,509 - 9,383 10,647 Stormwater 2,502 539 1,963 3,281 592 2,289 2,363 Facilities Management 4,792 993 3,799 1,790 133 1,213 4,243 Plant 2,784 2,784 - -
TOTAL RATING REQUIREMENT 65,627 20,010 45,617 19,162 3,909 - 5,019 13,946 51,943
Net Rating Requirement 51,943 Rates Raised 2018/19 Plus Growth 50,271 Net Increase Including Government Charges 3.3% Increase Due to Govt Charges 0.4% NET INCREASE 2.9%
48 Clarence City Council – Annual Plan 2019/2020 Appendix C
Capital works programme Appendix C Works programmed for 2019/20 and works continuing from prior years
This section provides a more detailed analysis of the 2019/20 capital works programme and those projects approved in the 2018/19 year that were incomplete at 30 June 2019.
49 Clarence City Council – Annual Plan 2019/2020 Appendix C
CLARENCE CITY COUNCIL Capital works programme For the year ending 30 June 2020
1. Capital works approved as part of the 2019/20 Estimates Clarence City Council - Capital Programme 2019/2020 Total estimate Roads Acton Dr/Acton Road - Embankment benching to improve sight distance 50,000 Beach Street to High Street - MUP - upgrade existing asphalt pathway to 3m wide concrete pathway 150,000 Beebo Place - Steel beam safety barrier between the main thoroughfare and the service access road of Beebo Place 15,000 Bellemont Court - Replace sub standard safety fence with a standard guard rail safety barrier. 30,000 Bligh Street - Stage 2 Design from Winkleigh Place to Gordons Hill Road 110,000 Clarence Street - Bellerive to Howrah. Safety Assessment and Implementation Stage 2 - Wentworth Street to Shoreline Drive 200,000 Cremorne Ave Stage 1 - Survey and Fencing works for future construction of a gravel footpath 50,000 DDA Works - Installation of kerb ramp 52,000 Derwent Ave - Stage 2 Design Only 50,000 Dorans Road - Construct a retaining wall at 159 Dorans Road 175,000 Geilston Creek Road - Construction of sealed car park (10 parking spaces) 100,000 Gordons Hill Road Stage 2 - Construction of a sealed footpath at 153 Gordons Hill Road 90,000 Hadlow Road - footpath and kerb and gutter 190,000 Howrah Road - Design and investigate to remove any squeeze points along Howrah Road between Clarence Street and the Clarence Foreshore Trail to allow width for cyclists and improve safety 40,000 Howrah Road - Replace kerb and channel. Construct 2.5M wide shared path from service station to beach access opposite Bingley Street. 106,000 Lauderdale Oval - Prepare and seal Oval car park. 135,000 Lindisfarne Simmons - Anzac Park - Stage 4 - Design and construction 150,000 Lower River Street - Footpaths including road crossing points & connections. 40,000 Oceana Dr - Construct a new retaining wall with safety fencing, a concrete path and kerb ramps for the crossing point at Tranmere Road. 120,000 Ongoing programme - Footpath and Kerb & Gutter Renewal 1,310,000 Ongoing programme - Major Digouts 2,560,000 Ongoing programme - replace aged kerb and gutter. 500,000 Ongoing programme - re-sheet gravel roads. 77,000 Ongoing programme - Road Reseal Programme 2,650,000 Pipers Road - Design only to upgrade the Pipers Road lead-in area to East Derwent Highway 30,000 Ringwood Road - Construction of a concrete footpath along Ringwood Road 120,000 Ringwood Road - Installation of pedestrian refuge and ramps at intersection of Ringwood Road/South Arm Road to improve safety for pedestrians crossing the road. 30,000 Risdon Vale Recreation Master Plan - Stage 3 - Trailheads for existing trail network 10,000 Rosny Hill Road - Design only to improve connection between Rosny Hill pedestrian overpass and Kangaroo Bay Foreshore trail 25,000 Rosny Hill Road - Upgrade Rosny Hill and Cambridge Road roundabout 100,000 Rosny Hill Road Stage 2 - Construct a bike path on Rosny Hill Road from Tasman Highway to Rosny Barn including necessary retaining wall 150,000 Salacia Ave - Stage 1 Design parking layout of carpark 30,000 Sugarloaf Road - Blackspot Programme 145,000 Sugarloaf Road - Improvement of parking and pedestrian access for the new Risdon Vale changeroom being constructed 100,000 Surf Road - larger turning head at the end of Surf Road 30,000 Victoria Esp - Construct a flush kerb 200,000 Wellington St - Intersection works, continue kerb and gutter, footpath, landscape and parking on the eastern approach of Richmond Bridge 300,000 Total Roads 10,220,000
50 Clarence City Council – Annual Plan 2019/2020 Appendix C
Clarence City Council - Capital Programme 2019/2020 Total estimate Storm Water Acton Road - Upgrade pit entry behind the Lauderdale Primary School 30,000 Bangalee Street - Construction of gravity network from intersection of Bangalee Street and Grafton Road 320,000 Bayview Road, Lauderdale - Installation of a large grated pit between the car park and toilet facilities in Bayview Park, and connection of new pit to a new soakage trench within the car park. 25,000 Beach/South Street - Design only of upgrade to stormwater network along Beach Street, South Street, Douglas Street and York Street in Bellerive 80,000 Beach/South Street - Implement incremental improvements to drainage at Beach / South Street Bellerive. 125,000 Blair Street - Install roadside drainage through segment 2 of Blair Street 70,000 Blessington St - Construct stormwater network to collect runoff from Chesterfield Street 400,000 Blessington St - Upgrade stormwater drainage along section of Blessington Street between Fort Direction Road and Rosemount Lane 300,000 Boldrewood Crt - Stormwater improvements to extend public drainage network 25,000 Elinga/Carella St - Replace existing 150mm diameter concrete stormwater pipe with 300mm diameter uPVC pipe connecting into existing manhole on Somerset Street. 175,000 Gellibrand Lane - Installation of additional grated pit at south side of intersection of Gellibrand Lane and Blake Street 30,000 Loinah Road - Improve inlet capacity of pits and upgrade local pipework. 45,000 Ongoing Programme - Drainage Minor Construction 100,000 Percy Street - Bellerive Quay Commercial Area flooding issues. Final cost dependant on design. 400,000 Ringwood Road, Lauderdale - Upgrade of the existing culvert under Ringwood Road to a large box culvert and installation of headwalls 366,000 Rosny Child Care Centre - Upgrade Stormwater system to address flooding of the building, these works are associated with the rear play area upgrade and landscaping upgrade 55,000 Runway Place - Stormwater system extension is required 150,000 South Street - Drainage through kerb bulb to improve kerb drainage at South Street 20,000 Urban Drainage Act - Catchment Management Plan - Tranmere 2019 100,000 Total Stormwater 2,816,000
Active Recreation Anzac Park - Additional funds to complete masterplan 10,000 Bayview College - Design and approvals for stage 1 development of Bayview College sporting complex including ovals and buildings 150,000 Bellerive Beach - Investigate, design and construction of a Pontoon 120,000 Clarence High School - Investigate Install mesh curtains to deter access to the long jump sand pit used by Little Athletics Club 15,000 Clarendon Vale Oval - Install new subsurface drainage 50,000 Lindisfarne Oval - Irrigation upgrade on Lindisfarne Oval Ground 1 (Back Ground) 200,000 Richmond Oval - Raise centre pitch 20,000 Risdon Vale Oval - Install new subsurface drainage 250,000 Risdon Vale Oval - Purchase and install goal posts at both ends of Risdon Vale Oval. 20,000 Risdon Vale Oval - Stage 3 Install sub surface irrigation for the Oval. 80,000 Sandford Oval - Upgrade Sandford Oval - 2019/2020 Fertigation unit (mixing pump station) and new tank 20,000 Warrane Oval - Raise centre pitch 20,000 Total Active Recreation 955,000
51 Clarence City Council – Annual Plan 2019/2020 Appendix C
Clarence City Council - Capital Programme 2019/2020 Total estimate Passive Recreation Barilla Rivulet Track - Construct Class 3 walking track along Barilla Rivulet from Cambridge Oval to Maxwells Road 95,000 Beltana Park - Continuation of works required to complete Stage 1 of the endorsed Beltana Park Master Plan. 100,000 Blossom Court Park - Stage 2 (Cambridge Master Plan) - Additional funding required to complete the park 160,000 Bridge Street - Upgrade the Courtyard Heritage flagstone paving 5,000 Clarence Mountain Bike Park - Construct a 3.3km green circle standard (easy) climbing mountain bike track/walking track from the Clarence Mountain Bike Park carpark to the Clifftop Track. 130,000 Dog Park Stage 1 - Survey and community consultation 30,000 Flagstaff Hill Track - Stage 2 - Complete last section of Flagstaff Hill Track to avoid steep fire trail. 12,000 Glebe Hill Playground - Replace or repair the failed block work retaining wall 25,000 Kayak Trail - Prepare detailed design for improvements to Little Howrah Beach kayak launch area. 10,000 Public Art 60,000 Richmond Park - Replace chain wire fence due to poor condition with picket fence 20,000 Richmond Park Track - Installation of benches at strategic points on the track 16,500 Richmond Recreation Ground area - Install Boom Gates and Rock Barriers to reserve adjacent to Coal River. 16,000 Saleyard Park - Improvements to garden beds and realign path and seats 50,000 Simmons Park - Construct new irrigation system. Stage 2 - Irrigation of park to connect to Stage 1 ring main. 80,000 Simmons Park Stage 4 10,000 Single Hill Track Roches Beach - Install water bottle refill station 6,500 South Arm Highway - Stage 1 - Design only a gravel footpath from Oakdowns Parade to Acton Road. 50,000 South East Regional Play Park Stage 1 - Survey and community consultation 40,000 South Terrace Skate Park - Water Fill Station 12,000 Undertake planning work for tracks identified in the Clarence Tracks and Trails Action Plan - Otago Coastal Track, Gregson Track, Rosny Hill Link Track, Rokeby Historic Trail. 25,000 Various Locations - Implement tracks & Trails signage 35,000 Various Locations - Provide park signage holders for temporary signage 25,000 Various locations - replacement of seating, BBQ tables etc ongoing programme 30,000 Victoria Esplanade Reserve - Rejuvenate grassed areas in Reserve, subject to Irrigation 80,000 Victoria Esplanade Reserve Irrigation System Stage 2 80,000
Waverley Flora Park - Additional funds for installation of sandstone seating and additional planting. 40,000 Total Passive Recreation 1,243,000
Natural Environment Upgrading of fire trails 20,000 Street tree & Park tree Plan - Stage 2 implementation. 60,000 Total Natural Environment 80,000
Natural Environment - Waste Management Recycling Bins - New 20,000 Total Waste Management 20,000
52 Clarence City Council – Annual Plan 2019/2020 Appendix C
Clarence City Council - Capital Programme 2019/2020 Total estimate Facilities Management Alma Street Senior Citizen's Centre Upgrade including DDA compliance - further funds required 400,000 Lauderdale Oval - Additional funds required for Tas Water costs 80,000 Lindisfarne Activity Centre - Stage 1 - Design and engineering assessment on roof structure to install a photovoltaic system at Lindisfarne Activity Centre 5,000 Clarence Aquatic Centre female shower refurbishment. 20,000 Clarence Council Depot - DDA compliant unisex toilet and refurbish. 160,000 Richmond Chambers - Refurbish exterior window frames. 15,000 Richmond Hall - Refurbish timber floor. 8,000 Kangaroo Bay Sports Pavilion - replace current hot water system with more efficient system 35,000 Rosny Farm Historic Centre - Additional security camera to storage area to improve security of equipment. 2,000 Council Chambers Stage 1 - Detailed design of new council chambers, including investigating possible locations 200,000 Wellington Road - public toilet refurbishment. 20,000 Spitfarm Road - Stage 1 Design only of DDA compliant toilet. 30,000 Jetty Road Upgrade public toilet facility including DDA compliant toilet. 300,000 Various Location - master key security system upgrade. 35,000 Various Locations - Upgrade various Council buildings to meet with Trade Waste Compliance. 40,000 Roches Beach - CoastSnap Project 12,000 Rosny Child Care Centre - includes the upgrading of landscaping, play equipment and delivery vehicular access to the site. 295,000 Total Facilities Management 1,657,000
Economic Development and Marketing Musical instrument upgrade 20,000 Total Economic Development and Marketing 20,000
Grand Total 17,011,000
53 Clarence City Council – Annual Plan 2019/2020 Appendix C
2. Prior year programmed capital works not completed at 30 June 2019 These projects will be added to the approved capital programme for 2019/20
Note: Actuals include tenders accepted/orders placed as at 30 June 2019. A range of projects are included which are effectively deferred due to issues such as public consultation, funding over multiple years, and awaiting approval of government grants. Estimates include amounts from prior financial years. Several major projects are being funded over multiple years and therefore have large funding approvals in anticipation of works in a future financial year. Projects completed during the year are excluded.
Actuals including Prior year capital works not completed Estimate commitments 2018/19 Funds at 30 June 2019 2018/2019 as at 30/6/19 not yet spent $ $ $ Deferred projects Kangaroo Bay Works 1,302,000 0 1,302,000 Kangaroo Bay Promenade 1,594,000 0 1,594,000 Kangaroo Bay Public Pier 1,926,000 96,860 1,829,140 Rosny Farm/Golf Course Access Road 16,000 0 16,000 Surf Rd - Road/Car Park 3,749,700 0 3,749,700 School Rd Construction 246,400 0 246,400 Multi-User Path Tasman Hwy Stage 2 90,000 0 90,000 138 East Derwent Highway Carpark 130,000 0 130,000 Rosny Park multistorey carpark 96,000 0 96,000 Bridge St Drainage Imp - GP & SW Main 60,000 0 60,000 Seven Mile Beach Ovals 4,762,872 5,427 4,757,445 Pindos Park 220,000 0 220,000 Beach Erosion Protection - Bambra Reef 345,000 25,000 320,000 Construction of Alderman's Room 78,100 1,300 76,800 Public Toilets Clarence Mountain Bike Path 110,000 2,500 107,500 14,726,072 131,087 14,594,985 Roads Major Digouts 3,550,582 1,699,969 1,850,613 Renewal - Road Resealing 3,148,737 3,003,657 145,080 Footpath & Kerb & Gutter Works 2,255,320 1,915,716 339,604 DDA Works 81,000 45,994 35,006 Clarendon Vale - Pathway & Lighting 899,510 651,240 248,270 Bellerive Beach - Promenade Western End 548,320 44,063 504,257 School Rd Construction 297,056 0 297,056 Multi-User Pathways 1,032,867 454,663 578,204 Traffic and Transport 988,570 674,037 314,533 12,801,962 8,489,338 4,312,624 Stormwater Minor Stormwater Projects 155,189 95,066 60,123 SW Upgrade 2,660,566 1,803,994 856,572 SW System Management Plans 913,550 608,037 305,513 3,729,305 2,507,097 1,222,208
54 Clarence City Council – Annual Plan 2019/2020 Appendix C
Actuals including Prior year capital works not completed Estimate commitments 2018/19 Funds at 30 June 2019 2018/2019 as at 30/6/19 not yet spent $ $ $ Communities & People Kangaroo Bay Fencing 15,000 558 14,442 Clarendon Vale Oval 28,000 0 28,000 Active Recreation Master Plan 52,900 25,800 27,100 Eastern Shore Croquet Club 20,000 3,858 16,142 Opossum Bay Boat Ramp Upgrade 25,000 7,372 17,628 Risdon Vale Oval 375,000 17,717 357,283 Bayview College 60,000 38,000 22,000 Warrane Community Garden 35,500 28,682 6,818 Tracks and Trails 730,350 217,815 512,535 Richmond Village Green 87,000 0 87,000 Bellerive Park 200,000 19,882 180,118 Richmond Riverbank Park 69,700 13,880 55,820 Simmons Park 80,000 36,983 43,017 Duke Park 14,000 0 14,000 Rosny Park Green Belt Plan 25,000 0 25,000 South Arm Oval 393,000 315,299 77,701 Nielson Park 122,500 53,397 69,103 Natone Park 56,200 0 56,200 Tanundal Park Irrigation 20,000 1,560 18,440 Victoria Esp Reserve Irrigation 10,000 0 10,000 Sale Yard Corner Richmond Park 20,000 0 20,000 Blossom Park 350,000 0 350,000 Howrah Beach 8,000 0 8,000 Reimagining Clarence Plains 63,000 21,702 41,298 2,860,150 802,504 2,057,646 Facilities Management Public Toilets and Change rooms 2,448,000 417,765 2,030,235 Bellerive Boardwalk 347,428 61,935 285,493 Clarence Council Depot 36,530 31,302 5,228 Clarendon Vale Oval Pavilion - Stage 1 Design 24,400 0 24,400 Equestrian Centre 7,000 1,250 5,750 Alma St Senior Citizens 593,920 84,500 509,420 Geilston Bay Playgroup Centre - DDA Compliance Works 19,000 1,045 17,955 Master key security system upgrade 44,000 26,521 17,479 Howrah Community Centre 457,500 30,788 426,712 Building Trade Waste Compliance 71,200 61,169 10,031 Bellerive Beach Park 30,000 0 30,000 Clarence Aquatic Centre 57,000 16,201 40,799 Rokeby Youth Centre 65,000 0 65,000 Council Office Alterations 154,200 107,675 46,525 4,355,178 840,150 3,515,028
55 Clarence City Council – Annual Plan 2019/2020 Appendix C
Actuals including Prior year capital works not completed Estimate commitments 2018/19 Funds at 30 June 2019 2018/2019 as at 30/6/19 not yet spent $ $ $ Natural Environment Coastal Management 257,730 52,062 205,668 Tree Replacement Program 24,000 20,215 3,785 Fire Management 44,000 31,821 12,179 Henry St Dulcot - Vehicle access for water tank 25,000 0 25,000 Rose Bay Stabilise rock wall 15,000 0 15,000 St & Park Trees Strategy 55,000 1,900 53,100 420,730 105,998 314,732
TOTAL 38,893,397 12,876,174 26,017,223
56 Clarence City Council – Annual Plan 2019/2020 Appendix D
Activities and initiatives Appendix D
This section sets out the activities and initiatives to be funded in the Estimates for the 2019/20 year, and how these will contribute to achieving the strategic objectives specified in the Strategic Plan.
57 Clarence City Council – Annual Plan 2019/2020 Appendix D
CLARENCE CITY COUNCIL Activities and Initiatives For the year ending 30 June 2019
Programme Activities and Initiatives
Civic Activities & Objective: Events To enhance and increase the opportunities for all people in the community to participate in cultural and social activities. Initiatives: • Implement the Events Plan including promoting the Arts/Events website, growing Jazz Festival, attracting new events and improving promotion/marketing. • Conduct Council’s annual events programme including: Australia Day; Jazz Festival; Seafarers Festival and Christmas Community Concerts. • Support and conduct other events including: World Games Day, Heritage Month, Dogs Day Out, Youth Events, Dance Hall Days and Community Festivals. • Continue relationships with other major events including Festival of Voices, Dark MOFO and Ten Days on the Island. Community Objective: Awareness & To promote awareness of Council services and to encourage Marketing participation in community affairs, activities and events. Initiatives:
• Implementation of a revised Community Engagement Policy and further development of an online tool to conduct community consultations. • Continuous improvement of Council’s new website. • Review and update existing publications where necessary. • Provide timely and relevant information via Council’s website; the quarterly Rates News; print and digital media; and various special interest publications. • Promote sister city relations. • Provide support to the Clarence City Band. • Publish city events on Council’s website.
58 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Recreation Objective: To ensure community access to passive and active recreational opportunities throughout the City. Initiatives: • Ongoing partnership arrangements with government and community organisations to target funds to develop and expand recreational facilities. • Develop partnership arrangements with government and community organisations to better utilise available recreational facilities. • Finalise a Recreation and Facilities Management Plan for Risdon Vale. • Ongoing discussion with key stakeholders to progress design and approvals for the development of Bayview college recreational facility. • Manage major recreational facility leases such as Bellerive Oval and the Clarence Aquatic Centre. • Undertake the following actions: • Lindisfarne Oval – Irrigation Upgrade; • Risdon Vale Oval install new subsurface drainage; • Clarendon Vale Oval install new subsurface drainage; • Bellerive Beach – Investigation, design and construction of a pontoon; • Blossom Court Park – commence Stage 2 of the Cambridge Master Plan. • Continuing development of the tracks and trails network including: o Coastal trail between Mays Point and Cremorne; o Potters Hill Reserve track; o Wiena Reserve track; o Rokeby Hills trail – Rokeby Skyline trail from Oceana Drive; and o Clarence Plains rivulet track. • BBQ upgrades as required; • Bridge St – upgrade of courtyard; • Clarence Mountain Bike Park – Construction of a 3.3km green circle climbing mountain bike track.
59 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Childcare Services Objective: To deliver a variety of childcare services, all of which aim to develop, coordinate and deliver a range of accessible and cost-effective quality child care services for the City. Initiatives: • Improve service coordination, childcare options and viability. • Maintain accreditation, licensing and registration requirements. • Complete upgrading of facilities at Rosny Child Care Centre. Community Objective: Services & To enhance health, wellbeing, safety and accessibility to services for Programmes all people in the community. To identify and respond to specific needs of different age groups within the community. Initiatives: • Implement the Health and Wellbeing Plan including a communications plan and website, health promotion projects, liveability and environment projects and continuing fitness in the park programme. • Implement the Community Safety Plan including the development and implementation of a Graffiti Management Strategy. • Implement the organisational community planning and development framework. • Implement the strategies and actions of the Access Plan; particularly the implementation of the Access and Inclusion Assessment toolkit. • Implement the Age Friendly Plan including supporting Men’s Shed, health projects, Food Connections programme and produce age-friendly publications which promote the City’s age friendly status. • Implement the recommendations from the review of the Volunteer programme and continue the Planting Ahead and Live Well Live Long projects. • Implement the strategies and actions of the Cultural History Plan, particularly Aboriginal history. • Complete the Armistice public art project. • Continue to support the interpretative signage projects. • Implement the Bellerive, Kangaroo Bay, Rosny Park Cultural/Creative Precinct Policy Framework.
60 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Review the Cultural Arts Plan including commissioning public art works, conducting exhibitions, Open Art, Clarence Prize, Artist in Residence programmes and improving facilities at Rosny Farm. • Implement the Youth Plan and continue to support YNAG and anti-graffiti project, outreach, bike and workshop programmes and further develop Youth Assist. • Undertake the development of a concept plan for the Clarence Plains Youth Centre. Ranger Services Initiatives: • Review work processes and improve performance reporting in the Ranger Services group, particularly parking and arrangements for impounding of large animals. Environmental Initiatives: Health • Implement revised food risk management regime. • Develop and implement an Environmental Health plan including reviewing work processes and improve performance reporting. Civic Space and Objective: Amenity To create a community focal point for the City. Initiatives:
• Continue the development of the Kangaroo Bay Development Precinct. Economic Objective: Development To encourage broadly based economic growth within the City. Initiatives:
• Undertake the implementation of the 2016-2021 Economic Development Plan for the City. • Undertake economic development activities including: • Provide support services to new and existing business operators within the City to develop or expand their business interests within the City. • Identify suitable sites within the City to establish new business activities in association with prospective developers. Tourism Objective: To maximise the economic benefits of tourism to the City. Initiatives:
61 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Participate in and contribute to the ongoing operation of Destination Southern Tasmania and associated strategies. • Publish, distribute and update recreational brochures as required. • Partner in the promotion of the Richmond and Coal River Valley region as opportunities allow. City Profile Objective: To enhance the vibrancy and profile of the City. Initiatives: • Review and update Council’s Marketing Plan to identify promotional opportunities for the City. • Further development of a database of stock images and short videos to promote visitation to the Richmond and Coal River Valley area, and to showcase the lifestyle of living in the city. • Identify and secure sponsorship opportunities of major events, including promotion of venues and facilities within the City. • Distribute brochures to promote existing cultural and recreational facilities within the City. • Through prospectus publications and networking, promote opportunities for the establishment of restaurant and hospitality services within commercial precincts of the City. • Identify and develop opportunities for the acquisition and installation of public art within the City; and incorporate public art into major streetscape plans for the City. City Planning Objective: To provide for and encourage land use planning based on community values and needs. Initiatives: • Ensure the Clarence Local Planning Provisions, as required for the Tasmanian Planning Scheme, are processed through the Tasmanian Planning Commission. This will allow introduction of the new planning scheme in accordance with Government expectations. • Maintain a contemporary Planning Scheme for the City. • Implement the provisions of the relevant legislation and ensure timely issue of approvals.
62 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Ensure continuous improvement of electronic lodgement, approval and recording process for planning applications and subdivisions and strata sealing processes. • Ensure Council decisions are appropriately supported in planning appeals. • Provide a free preliminary assessment service for prospective developers to assist them in efficiently preparing suitable planning applications. • Provide a free Heritage Advisory Service for the City, including a Heritage Architect and information sheets to assist property owners. • Provide ongoing enforcement of Council’s planning scheme and planning permits and investigation of complaints about land use and development in the City. • Implement the Southern Tasmanian Regional Land Use Strategy. • Provide timely and considered submissions on proposed changes to planning and subdivision legislation and State planning system proposals. • Implement the retail development strategy for the City, including undertaking any necessary reviews. • Overviewing implementation of the Richmond Townscape Study and introduce necessary improvements. • Undertake an urban design framework plan for Rosny Park. Building & Objectives: Plumbing • Act as a permit Authority through issuing permits, certificates, notices and orders; and by maintaining building / plumbing registers. • Provide information, assistance and support regarding building / plumbing matters. • Ensure compliance so that buildings are safe, energy efficient and meet permit conditions and relevant standards. • Review work processes and improve performance reporting.
Emergency Objective: Management To prepare for the effective management of natural events or emergencies within the city.
63 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Initiatives: • Further develop the emergency planning framework for the City including completion/review of a Recovery Plan, Business Continuity Recovery Plan, and Pandemic Plan. • Develop and implement an emergency management exercise programme for the City, including liaison with relevant agencies to ensure proper operation of coordinated response mechanisms. • Implement the Fire Management Strategy for the City. • Investigate and monitor climate change impacts, including storm surge and sea level rise, identifying opportunities to protect property and ensure personal safety. • Undertake necessary environmental monitoring. Environmental Objective: Management To enhance and protect the City’s natural assets. Initiatives:
• Implement priority recommendations from “Climate Change Impacts on Clarence Coastal Areas” report including dune nourishment for Roches Beach, Lauderdale and Ocean Beach Cremorne and Roches Beach - Bambra Reef Extension. • Ongoing partnership arrangements with government and community organisations to target funds to better manage and sustain the environment. • Provide support and leadership to key community groups, including Land Care and Coast Care programmes, in order to manage and enhance our natural environment and respond to emerging issues. • Provide support to NHT programmes. • Develop and implement Natural Areas Rehabilitation Plans. • Implement Council’s Tracks and Trails Strategy and associated action plan. • Commence community information and awareness programme on energy management and climate change. • Rehabilitate potential contaminated sites on Council land. • Continue the development of a risk management framework for recreational waters and waterways particularly in sensitive areas.
64 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Upgrading of fire trails. • Implement Tangara Trail Management Plan. Waste Objective: To establish environmentally sustainable practices in relation to waste management within the City. Initiatives: • Manage contract for wheelie bin based Green Waste, Residential Waste and Recyclables collection service. • Manage contracts for the disposal and treatment of kerbside collected green waste, residential waste and recyclables. • Ongoing liaison with the State Government and community organisations regarding the implementation of Council’s Waste Management Strategy. • Continued collection of public place recycling bins in the City. • Contribute to the governance of the Copping Refuse Disposal Site Joint Authority. • Participate as a member of the Southern Tasmanian Councils Authority to improve waste management within Southern Tasmania. Weeds Objective: To effectively manage declared weeds within the City. Initiatives: • Adopt a Weed Management Strategy for the City. • Implement a rolling 3 year priority weed management plan for Council land. • Implement work practices to minimise the impacts of Council’s operations on the environment. • Respond to public complaints and provide information to assist with weed eradication within the City. Natural Areas Objective: To ensure that natural areas within the City meet and satisfy the long-term needs of the community.
Initiatives: • Schools Landcare Support Programme
65 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Develop Natural Area Rehabilitation Plans Roads Objective: To provide adequate infrastructure for the effective and safe transport of people and goods through the City. Initiatives: • Develop partnership arrangements with government and community organisations to target funds to develop and expand Council’s road networks. • Conduct hazard and condition assessment programmes and deliver annual replacement works programmes for reseal, pavement and footpath assets in accordance with Council’s Roads and Transport Asset Management Plan. • Pursue federal funding opportunities as part of the Roads to Recovery Initiative and ‘black spot’ funding programmes. • Investigate and assess the impact of major development proposals on Council’s Roads and Transport Infrastructure. • Undertake traffic management and road safety investigations as required. • Undertake development projects including: • Improve Disability Access to City infrastructure; • Construct new footpaths, kerb and gutter; • Extend cycle way network on programmed basis; • Blackspot reduction Sugarloaf Rd; • Clarendon Vale Greenbelt Pathway and Lighting; • Continue Foreshore Trail network Simmons Park to Anzac Park, Tasman Bridge to Montague Bay Park; • Clarence Foreshore Trail between Tasman Bridge and Montagu Bay Park; • Hadlow Rd – footpath, kerb and gutter; • Lindisfarne – Simmons Park to ANZAC Park multi user path Stage 4; • Lauderdale Oval – prepare and seal car park; • Derwent Ave Road Upgrade; • DDA Ramps; • Road Reseal Programme – ongoing. • Major digouts/road reconstruction works. Stormwater Objective:
66 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
To protect life, property and community amenity by the effective collection and disposal of stormwater. Initiatives: • Develop Stormwater Catchment Management Plans for the City, in accordance with the Urban Drainage Act. • Develop an asset renewal and extension programme for stormwater assets that meets the needs of the City in accordance with the Stormwater Asset Management Plan. • Develop stormwater software models and associated database to support the asset renewal and extension programme. • Develop a Headworks Policy for stormwater based on the Stormwater Asset Management Plan for the City. • Pursue major specific stormwater initiatives consistent with the adopted Capital Expenditure Programme. • Undertake drainage improvement works in accordance with the adopted Capital Expenditure Programme, including: • Blessington St – stormwater network. • Percy St – Bellerive Quay – design works • Urban Catchment Management Plans • Runway Place stormwater upgrade • Elinga Street stormwater upgrades • Ringwood Rd upgrades • Bangalee St construction of a gravity network Facilities Objective: Management To provide the community with equitable access to active and passive recreation opportunities, and to civic buildings. Initiatives: • Develop an asset renewal and extension programme for community facilities and buildings that meets the needs of the City in accordance with the Council’s Buildings Asset Management Plan and promotes the efficient and effective management of those facilities. • Alma St Citizens’ Centre upgrade including DDA compliance works. • Clarence Council Depot – DDA compliance works. • Rokeby Youth Centre – Concept plan for centre upgrade. • Rosny Child Care Centre upgrades.
67 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Governance Objective: To provide clear strategic direction for the future of the City; to provide leadership in representing the interests of the City; and to ensure the operations of the Council are conducted in a responsible and accountable manner. Initiatives: • Develop/review policies (including local laws and procedures) to guide the responsible management of the City. • Develop relationships and partnership arrangements with Federal and State Governments, and other representative bodies, in order to promote and represent the City’s interests. • Promote accountable and transparent governance through conduct of Council Meetings and the Annual General Meeting. • Conduct an Internal Audit Programme to review and improve key operational areas within Council. • Maintain the Code of Conduct for Aldermen including the administrative arrangements. • Maintain a Pecuniary Interest Register and other interests registers in respect of Aldermen and staff. • Participate in, and review, Council’s performance through various review mechanisms including Local Government Board Reviews, KPI Projects, etc. Finance Objective: To minimise Council’s exposure to financial risk; to maintain Council’s sound financial position; and to optimise the use of available resources for community benefit. Initiatives: • Undertake the current cycle of revaluation of Council assets. • Implement, monitor and review 10 Year Financial Management Plan. • Implement control and efficiency enhancements arising from reviews undertaken by the Auditor General and Council’s Audit Panel.
68 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Strategic Objective: Marketing To provide strategic direction for the City in the area of marketing and associated activities. Initiatives: • Review and update Council’s Marketing Strategy. • Review of social media including the social media strategy, guidelines, procedure and usage. • Review of Council branding to ensure consistency. Customer Contact Objective: To deliver seamless, efficient and integrated customer service experience and increase the resolution rate for customers at the first point of contact across Council. Initiatives: • Biannual Community Satisfaction Survey • Review management of customer contacts, associated structures, systems and procedures. Council Objective: Consultation & To actively engage the community in Council activities, projects and Communication issues. Initiatives: • Implementation of revised Community Participation Policy, tools and templates to deliver a more consistent and coordinated approach to community consultations on major policy issues and projects. • Produce the Annual Report for presentation at the Annual General Meeting. • Produce the Quarterly Report. Risk Management Objective: To ensure Council’s operations are conducted in a reasonable and accountable manner through effective risk management techniques. Initiatives: • Implement the Council’s Risk Management Policy and the Risk Management Policy Implementation Plan. • Continue to develop Council’s Corporate Risk Register to ensure the effective management and review of risks.
69 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
• Provide risk management and health and safety training and equipment to ensure Council’s workforce and the general public are not adversely affected by Council’s work undertakings. • Facilitate the conduct of Biennial Risk Audits by Council’s Insurers. • Undertake business systems reviews to ensure best practice standards are identified and incorporated into normal work processes and practices. • Maintain Council’s insurance portfolio to ensure appropriate insurance coverage for identified risks and exposures. Information Group Objectives: Services • To support the delivery of Council services by delivering quality information and timely access to systems and tools to our customers, both internal and external. • To work collaboratively with our customers to efficiently and effectively identify needs and deliver solutions which will help our customers, and which deliver Council’s strategic objectives. Strategic Objectives: • Council information systems, processes and data support council functions and delivery of services, including opportunities to improve services to customers in line with their expectations; • Council information systems, policies and processes protect council information with a primary focus on data security and privacy; • Council treats information as a valued asset and raises the profile of information management by improving culture and capability with a focus on information management being everyone’s responsibility; • Council makes available and shares information across government and the community as appropriate; • Council complies with legislative and regulatory requirements for information management and governance.
70 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Human Resources Objective: To ensure the necessary programmes, processes and policies are in place to: • Support the achievement of the organisation’s operating plan within a framework of effective risk management and legislative compliance.
• Provide for a supportive culture that promotes the well-being of workers and their families.
• Provide market competitive remuneration and benefits.
• Ensure safe and healthy workplaces.
• Facilitate the development of a capable and engaged workforce. Initiatives: • Workforce and organisational development planning to align the needs and priorities of the organisation with the workforce to ensure we have the right people, right place, right skills, right time, in the right quantity.
• Performance management activities to continuously improve workers's performance and provide assessment measures for training and development needs.
• Investigation, review and implementation of work practices and policies to ensure work health and safety compliance and management of risks and maintenance of accreditation status.
• Undertake regular market review to ensure that remuneration and benefits are competitive for the markets in which we compete for our people.
• Negotiation and implementation of employment related agreements.
• Continuing review and development of Human Resource policies which provide a framework for workers to make decisions and reflect Council’s commitment to the highest standards of honesty and integrity.
71 Clarence City Council – Annual Plan 2019/2020 Appendix D
Programme Activities and Initiatives
Corporate Objective: Management • To provide leadership and management to all aspects of the organisation through pro-active and timely senior management involvement and direction. Initiatives: • Prepare the Annual Plan and Estimates for consideration and approval of Council. • Provide quarterly reports to Council regarding achievement of the Annual Plan and Estimates. • Monitor and report progress toward achieving Council’s Strategic Plan objectives. • Provide legal advice to Council; represent Council’s interests in court or tribunal proceedings where required. • Update Asset Management Plans for Council’s Asset and Renewal Strategic Asset Plan.
72 CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 233
11.7 GOVERNANCE
11.7.1 WELCOMING CITIES (File No. )
EXECUTIVE SUMMARY PURPOSE To consider becoming a signatory to the Welcoming Cities Standard and member of the Welcoming Cities network.
RELATION TO EXISTING POLICY/PLANS • Strategic Plan 2016-2026 • Youth Plan 2018-2022 • Age Friendly Clarence Plan 2018-2022 • Community Health and Wellbeing Plan 2013-2018 • Cultural History Plan 2018-2023 • Cultural Arts Plan 2012-2016 • Clarence Events Plan 2014-2018 • Community Safety Plan 2016-2021 • Community Participation Policy 2010
LEGISLATIVE REQUIREMENTS Nil
CONSULTATION A Workshop regarding Welcoming Cities has been presented to Council by the Multicultural Council of Tasmania.
Council is part of the Networking for Harmony group which is promoting opportunities for Local Government to improve racial harmony in Greater Hobart. Hobart and Glenorchy Councils are also members of this network and they have shared their experiences of becoming a signatory to the Welcoming Cities Standard at Networking for Harmony meetings.
FINANCIAL IMPLICATIONS Nil
RECOMMENDATION:
That Council becomes a signatory of the Welcoming Cities Standard and member of the Welcoming Cities network.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 234
WELCOMING CITIES /contd…
______ASSOCIATED REPORT
1. BACKGROUND 1.1. Welcoming Cities is a national network of cities and municipalities who are committed to an Australia where everyone can belong and participate in social, cultural, economic and civic life.
1.2. Becoming a signatory is an opportunity for Council to demonstrate leadership in supporting diversity and ensuring all members of our community feel included, welcomed and have a sense of belonging.
1.3. The Welcoming Cities Standard provides a shared language and standardised targets and benchmarks that will facilitate future collaborations and knowledge sharing with our neighbouring councils.
2. REPORT IN DETAIL 2.1. Welcoming Cities is a national network of cities, shires, towns and municipalities who are committed to an Australia where everyone can belong and participate in social, cultural, economic and civic life. Local councils participate as members by becoming a signatory of the Welcoming Cities Standard and progressing at their own pace through the levels of involvement (https://welcomingcities.org.au/).
2.2. The first level of involvement is “Commitment” to the Standard. A “Committed” local council has publicly stated their intent to champion the principles of inclusion and being welcoming. This is demonstrated by the Council’s Mayor or General Manager signing the Welcoming Cities Commitment Form.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 235
2.3. There is no joining fee and no additional resources or work are required to participate at the “Commitment” level as Council is already engaging in great work towards fostering inclusion and promoting diversity. Clarence is a Refugee Welcome Zone and has involvement in the “Racism it Stops with Me” campaign, annual Harmony Day/Week activities and coordinates the biennial World Games Day. These actions demonstrate that Council is already committed to meeting principles of inclusion and welcome. Becoming a signatory of Welcoming Cities will provide a platform to further demonstrate this commitment.
2.4. “Committed” local councils benefit from becoming part of a network of like- minded peers. Welcoming Cities members can access a knowledge sharing platform, webinars and the advice and support of their peers. This includes member Councils who have progressed further through the Standard.
2.5. As Councils progress through the stages of “welcoming”, further benefits and opportunities are made available, including eligibility for awards and inclusion in leadership groups, advisory committees and events. Welcoming Cities provides promotional and communications support to help its members tell their story of success and demonstrate their commitment to their communities.
2.6. The levels of the Standard are summarised in the Benefits Summary which can be found at: (https://welcomingcities.org.au/wp- content/uploads/2018/08/Benefits_Standard_WC_2018-06-20.pdf)
2.7. Hobart and Glenorchy Councils are already members of the Welcoming Cities network. Council has been collaborating with Hobart and Glenorchy on multicultural activities and events for a number of years, such as the Peace Festival, Harmony Day activities such as Harmony by the Bay and more recently the Harmonious Hobart campaign as part of Harmony Week 2019. Becoming a member of the network will strengthen our capacity to collaborate with our neighbouring councils using shared language and standardised targets.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 236
2.8. Membership of the Welcoming Cities network is a measurable step towards meeting our multicultural agenda. Access to the knowledge sharing platform will be a useful resource in facilitating the creation of a Multicultural Plan for Clarence as identified in Strategy 4 of the Community Safety Plan 2016-2021.
2.9. Council has identified inclusion and celebration of diversity as key areas of focus throughout our social plans. Membership of the Welcoming Cities network will facilitate the implementation of the following strategies and goals in Council’s existing plans: • Council’s Youth Plan 2018-2022 identifies the Working Together Strategy, “Explore opportunities with services who work with minority groups such as young people who have a disability or come from a culturally diverse background.”
• Council’s Age Friendly Clarence Plan 2018-2022 identifies the strategy, “Create opportunities across the City for celebrating the diversity of people of all ages” and the action, “Establish an Older Migrant reference group in the city (in partnership with others) to help inform on the specific needs of people with culturally diverse backgrounds (CALD).”
• Council’s Community Health and Wellbeing Plan 2013-2018 outlines the Objective that, “People feel connected to their neighbours and their community.” This is defined in Strategy 2 as “Recognise and celebrate cultural diversity and Aboriginal cultural heritage” and the action, “Develop a culturally and linguistically diverse community plan.” (p 27)
• Council’s Cultural History Plan 2018-2023 outlines a strategy to encourage participation to, “Ensure the celebration of cultural history in Clarence is both inclusive and representative.”
• Council’s Cultural Arts Plan 2012-2016 outlines within their actions, programs and events that they, “Work with culturally diverse communities to facilitate access to community grants, resources and funding opportunities for arts and cultural activities.” CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 237
• The Clarence Events Plan 2014-2018 seeks to, “Build community participation” and, “Provide elements at events that foster cultural awareness.”
• Council’s Community Safety Plan 2016-2021 identifies “Diversity and Safety” as a strategy within the focus area of “Personal Safety”, and prescribes the action to, “Develop a Multicultural Community Plan.”
3. CONSULTATION 3.1. Community Consultation Nil
3.2. State/Local Government Protocol Nil
3.3. Other A Workshop about Welcoming Cities has been presented to Council by the Multicultural Council of Tasmania.
Council is a member of the Networking for Harmony group which is promoting opportunities for Local Government to improve racial harmony in Greater Hobart. Hobart and Glenorchy Councils are also members of this group and they have shared their experiences of becoming a signatory to the Welcoming Cities Standard at Networking for Harmony meetings.
4. STRATEGIC PLAN/POLICY IMPLICATIONS 4.1. Becoming a member will help Council meet its strategic goal of being a people city in its Strategic Plan 2016-2026, in particular Strategy 1.13, “Recognise, celebrate and support cultural diversity through a range of cultural programs, activities and events.”
4.2. Council’s Community Development team can facilitate Clarence’s membership to the Welcoming Cities network. CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 238
5. EXTERNAL IMPACTS 5.1. Council has been collaborating with Hobart and Glenorchy Councils on multicultural activities and events for a number of years, it is expected that these collaborations will be strengthened by our participation in the Welcoming Cities network alongside our neighbouring councils.
5.2. Council will continue to participate in the Networking for Harmony group. It is expected that Council’s participation will be enriched by the knowledge gained through participation in the Welcoming Cities network.
5.3. Council has a working relationship with the Multicultural Council of Tasmania, the Migrant Resource Centre, the Refugee Council of Australia, and the Australian Human Rights Commission. Our participation in the Welcoming Cities network will enhance our capacity to collaborate with these partners as we learn from, and share ideas with, other local councils in the network.
6. RISK AND LEGAL IMPLICATIONS Nil
7. FINANCIAL IMPLICATIONS Nil
8. ANY OTHER UNIQUE ISSUES Nil
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 239
9. CONCLUSION Council has an opportunity to leverage from the knowledge and support within the Welcoming Cities network to strengthen and promote our multicultural actions and support the development of a Multicultural Plan. Therefore, it is recommended that Council join the Welcoming Cities network by becoming a signatory of the Welcoming Cities Standard.
Attachments: 1. Welcoming Cities Flyer (2) 2. Welcoming Cities Benefits Summary (2)
Ian Nelson GENERAL MANAGER
ATTACHMENT 1
What is Welcoming Cities
Welcoming Cities is an initiative that supports local councils, and their communities, to become more welcoming and inclusive. We are creating a national network of cities, shires, towns and municipalities who are committed to an Australia where everyone can belong and participate in social, economic and civic life.
Why Join
Welcoming Cities supports local councils, and But how do we know if we’re being successful? their communities, to work towards greater social How do we benchmark and advance this work? cohesion and economic success.
Welcoming Cities recognises that, of all tiers of There are numerous campaigns and initiatives that government, local councils are best placed to support the development of communities where all understand the complexity and diversity of their residents can have a sense of value and belonging communities. However, they often engage in this through social, economic and civic opportunity and work with limited resources and support. engagement.
ATTACHMENT 1
How We Help
Welcoming Cities supports local councils, and their communities in four key areas.
Knowledge Sharing Partnership Development
Supporting local governments and communities Brokering meaningful multi-sector partnerships to learn from each other and access resources, that foster a sense of belonging and participation research, policies, and case studies. for all members of the community.
Standard + Accreditation Celebrating Success
Setting the National Standard for cultural Showcasing leading practice through case diversity and inclusion policy and practice in studies and a national award that acknowledges Local Government. welcoming efforts.
Welcoming Works Economic Benefits
The continued success of multicultural Over the next 35 years, migration will drive Australia will depend on our ability to foster economic and skills growth in Australia. Migrants social cohesion as our population and cultural will contribute 1.6 trillion dollars to Australia’s diversity grows. GDP, and 10 per cent more to the economy than existing residents. Welcoming is about inclusion at all levels. It is a
process by which all people can develop a sense Social Benefits of belonging. When people feel welcome they will participate in community life. Welcoming is Currently, 100 Australian towns and regional the means by which local councils, businesses centres are facing significant population, and and communities can embrace and integrate economic decline. Migration and settlement are migrant communities for greater social cohesion helping to: and economic success. • Increase local populations and add to the cultural vibrancy • Revitalise local businesses and services • Attract increased funding and investment.
Website: www.welcomingcities.org.au
Email: [email protected]
Phone: 07 3160 3793 ATTACHMENT 2
Members of Welcoming Cities have unprecedented The best way for local access to a community of like-minded Local Councils through knowledge sharing, the development of governments to create inclusive, partnerships, celebrating success, and standards and cohesive communities, together. accreditation. We support local governments to advance communities where everyone can belong and participate in social, cultural, economic and civic life.
What is Welcoming Cities? Details on joining the Welcoming Cities network are overleaf. Welcoming Cities is part of a growing network of more than 135 municipalities around the world – including For more information and assistance, visit New York, London, Glasgow, Frankfurt, Adelaide, San welcomingcities.org.au or contact Francisco, Christchurch and many others. [email protected]
Case study Hume City Council
Hume City Council is an outer-metropolitan Melbourne municipality, and one of the first local government authorities in Australia to officially join the Welcoming Cities network. aim is to support the transition of unemployed residents The Council plays a central role in promoting social into work within their local community. cohesion and welcoming new arrivals to a municipality with one of the highest rates of refugee settlement in The holistic approach to local labour market facilitation Victoria. is just one example of how Local Councils can foster cohesive, resilient and economically healthy In 2017, Welcoming Cities Australia supported Hume communities. By working with local residents, City Council’s Local Jobs for Local People initiative. businesses and service providers, the Council has The program provides a free service to connect local strengthened these relationships and changed thousands employers with willing local job candidates. Its primary of lives for the better. ATTACHMENT 2 Becoming a Welcoming City
Membership of the Welcoming Cities network Councils join at the “Committed” membership level is a measurable step towards becoming a thriving and can immediately access a range of benefits. community. All that’s required to join is a signature As Councils progress through the stages of Welcoming, and commitment from the Council’s Mayor or CEO further benefits and opportunities are made – there is no fee for joining. available.
Requirement to reach Level Benefits this level (cumulative)
Committed • Access to the Welcoming Cities network At this level, Councils simply sign • Access to the Apolitical knowledge sharing platform a statement of commitment. • Access to Webinars • Advice and support • Assistance in communicating the Council’s commitment to Welcoming Cities • Opportunity to be profiled online, at the Welcoming Cities Symposium, and other events
Established • All of the above To reach this level, Councils • Support to develop and promote case studies that present a plan outlining the showcase the Council’s work program of work they will • Access to, and partnering with, a Mentoring Council undertake to succeed and progress • Consultancy support to assist in projecting a welcoming through the Standard. message • Access to Welcoming Cities’ network of contacts • Media support in sharing success stories • Status as an Established Welcoming City displayed
Advanced • All of the above Advanced Councils are • Eligibility for Welcoming Cities’ awards implementing policies, programs • Increased consultancy support and initiatives to commence action. • Status as an Advanced Welcoming City displayed Plans now extend to sustaining these existing activities, as well as meeting future goals.
Excelling • All of the above To Excel, Councils must have their • Recommendations from Welcoming Cities to speak policies, programs and initiatives at national and international conferences externally assessed, and implement • Status as an Excelling City displayed a Welcoming Plan.
Mentoring • All of the above At this, the highest level, Councils • Status as a Mentoring Welcoming City displayed demonstrate tangible evidence • Access to a seat on the Welcoming Cities Advisory of the innovative, positive impact Committee their efforts are having on the community.
*For further information on requirements for reaching each stage of Welcoming, refer to The Australian Standard for Welcoming Cities. CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 244
11.7.2 AUSTRALIAN COASTAL COUNCIL COMMITTEE OF MANAGEMENT VACANCY (File No)
EXECUTIVE SUMMARY PURPOSE The purpose of this report is to enable Council to consider nominating an elected member as one of the Tasmanian representatives on the Committee of Management of the Australian Coastal Council.
The Australian Coastal Council (formerly the National Seachange Taskforce) is an established national body to represent the interests of coastal Councils and communities experiencing the effects of rapid growth in development, particularly along coastlines.
Clarence has been a member Council for a number of years.
The Coastal Council has proven to be an organisation that has the capacity to provide a voice for member Councils on coastal issues and to be a strong advocate to the Australian Government on behalf of its members.
RELATION TO EXISTING POLICY/PLANS Council’s Strategic Plan 2016-2026 in part provides that Council will: “…acknowledge and respond to the impact of climate change by continuing to work with all levels of government to meet national climate change objectives…”
LEGISLATIVE REQUIREMENTS Nil.
CONSULTATION Nil.
FINANCIAL IMPLICATIONS If a Council nominee is successful in being elected to the Australian Coastal Council then there would be some costs associated with representative attendance at the meetings. These costs can be met from existing budget allocations.
RECOMMENDATION:
That Council nominates an Alderman as a Tasmanian representative to the Australian Coastal Council Committee of Management.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 245
AUSTRALIAN COASTAL COUNCIL COMMITTEE OF MANAGEMENT VACANCY /contd…
______ASSOCIATED REPORT
1. BACKGROUND 1.1. Council is a member of the Australian Coastal Council.
1.2. The Committee of Management consists of two member Council representatives from each State. Ald von Bertouch is currently one of the Tasmanian representatives. Appointment terms are for two years with election of each representative being held at alternate Annual General Meetings of the Committee. Ald von Bertouch’s term on the Committee of Management is due to expire in November 2019 and nominations are sought for the next two year term.
2. REPORT IN DETAIL 2.1. The Australian Coastal Council is an established national body to represent the interests of coastal Councils and communities. The body was formerly known as the National Seachange Taskforce but underwent a name change in July 2015.
2.2. Clarence Council has been a member for a number of years.
2.3. The Australian Coastal Council has proven to be an effective advocate for coastal Councils, in particular being an effective vehicle for input into Australian Government Policy formulation.
2.4. It would be in the interests of Clarence Council to continue to be represented on the Australian Coastal Council Committee of Management as it gives Council the capacity to have input directly into the policy position of an organisation that has the capacity to influence Australian Government policy in regard to coastal issues. CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 246
3. CONSULTATION Nil.
4. STRATEGIC PLAN/POLICY IMPLICATIONS Council’s Strategic Plan 2016-2026 in part provides that Council will: “…acknowledge and respond to the impact of climate change by continuing to work with all levels of government to meet national climate change objectives…”.
5. EXTERNAL IMPACTS Nil.
6. RISK AND LEGAL IMPLICATIONS Nil.
7. FINANCIAL IMPLICATIONS If a Council nominee is successful in being elected to the Australian Coastal Council then there would be some costs associated with representative attendance at the meetings. These costs can be met from existing budget allocations.
8. ANY OTHER UNIQUE ISSUES Nil.
9. CONCLUSION 9.1. Ald von Bertouch’s term on the Committee of Management is due to expire in November 2019 and nominations are sought for the next two year term.
9.2. It would be in the interests of Council to make a nomination and continue Council’s representation on the Committee.
Attachments: Nil
Ian Nelson GENERAL MANAGER
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 247
11.7.3 PARTNERSHIP GRANTS (File No 09-17-06A)
EXECUTIVE SUMMARY PURPOSE To consider the Partnership Grants Assessment Panel’s recommendations for the allocation of financial assistance in respect of the 2019/2020 Partnership Grants.
RELATION TO EXISTING POLICY/PLANS • Community Grants Policy and social plans including: • Youth Plan; • Cultural Arts Plan; • Age Friendly Clarence Plan; • Health and Wellbeing Plan; • Cultural History Plan; • Community Participation Policy; • Clarence Events Plan; • Access Plan; • Community Safety Plan; • Graffiti Management Strategy; and • Activity and Reserve Plans.
LEGISLATIVE REQUIREMENTS Nil.
CONSULTATION Nil.
FINANCIAL IMPLICATIONS There is an annual budget of $30,000 for the Community Partnership Grants.
RECOMMENDATION:
That Council approves a financial grant amounting to $15,000 to Council on the Ageing (Tasmania) Inc. (COTA Tasmania) for the ‘Piecing It Together’ project. The funding is conditional on COTA (Tasmania) and the artist liaising with Council on the proposed mural design and themes, film production concepts, and evaluation processes throughout the project and prior to implementation of the artwork.
______ASSOCIATED REPORT
1. BACKGROUND 1.1 The annual Partnership Grants round closed on 1 October 2019 and one application was received (refer to Attachment 1). CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 248
1.2 The Community Grants Assessment Panel reviewed the application and has recommended the project to be funded.
2. REPORT IN DETAIL 2.1 The Partnership Grants program was advertised in the Council Rates News, Eastern Shore Sun and on Council’s website.
2.2 Applications for this round of the Partnership Grants closed on 1 October 2019 and one application was received for funding totalling $15,000.
2.3 A budget of $30,000 is available for the 2019/20 financial year for this round of Partnership Grants.
2.4 The application has been recommended for Council approval for funding on the condition that COTA (Tasmania) and the artist liaise with Council on the proposed mural design and themes, film production concepts, and evaluation processes throughout the project and prior to implementation of the artwork. The details are: • In respect to the application from COTA (Tasmania) for $15,000 for the ‘Piecing it Together’ project, the Grants panel agreed that this project was worth supporting as the project is an intergenerational art project with the aim of bringing younger and older community members together to learn about how to design and create a piece of street art for the whole community to enjoy. • The art project aims to break down generational barriers and to develop community cohesion and participant art skills. • The project will recruit up to six people aged over 60 and up to six people aged between 13 and 18 years who together will learn about street art, design a theme and create a piece of street art for a public community space in Clarence in the vicinity of Eastlands. • A component of the funds will go towards video production as a medium to promote the project, its background, rationale and implementation.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 249
• The outcome of the project is to deliver a piece of art that can be appreciated by residents and businesses in the community; and to examine and portray, using storytelling and film, the process of different generations working together to create a community art piece. Partnerships and collaboration with other organisations for this project include Vicinity Centres (Eastlands), Jamin Klauss (Artist), Youth Network Advisory Group (YNAG), and the Clarence Positive Ageing Advisory Committee (CPAAC).
2.5 Key points in respect to the assessment criteria were: • Young and senior members in the Clarence community will directly benefit from this project through the opportunity for social interaction and development of intergenerational relationships and understanding. • This project will help break down barriers and intergenerational issues by fostering collaboration between young and old and helping participants and the community to appreciate and respect people from different generations. • The community will benefit from the installation of the art reflecting community identity and creating ownership and connection to community space. It will also benefit from the opportunity to observe the relationships and process, as depicted in the film, to learn about intergenerational biases. • Aligns with Council’s Strategic Plan, Youth Plan, Age Friendly Plan, Cultural Arts Plan, Community Safety Plan and Graffiti Management Strategy. • Good co-contribution both financially and in-kind.
2.6 This project is supported for funding of $15,000
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 250
3. CONSULTATION • Community Consultation Nil.
• State/Local Government Protocol Nil.
• Other Nil.
4. STRATEGIC PLAN/POLICY IMPLICATIONS 4.1 The Partnership Grants aim to support groups for amounts of up to $15,000 for one-off activities or projects that benefit the Clarence community.
4.2 The Grants program is a strategic investment tool, assisting the community to meet and respond to Council’s priorities and vision as outlined in the Strategic Plan 2016-2026. It enables Council to contribute to the community by: • Being a city which values diversity and encourages equity and inclusiveness, where people of all ages and abilities have the opportunity to improve their health and quality of life. • Being a city that values it natural environment and seeks to protect, manage, and enhance its natural assets for the long term environmental, social and economic benefit of the community. • Becoming a well-planned liveable city with services and supporting infrastructure to meet current and future needs. • Being a city that fosters creativity, innovation and enterprise.
4.3 It operates in the context of other related Council policies, plans and activities for example: Youth Plan, Cultural Arts Plan, Age Friendly Plan, Cultural History Plan, Community Health and Wellbeing Plan, Community Participation Policy, Clarence Events Plan, Access Plan, the Community Safety Plan and Reserve Activity Plans.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 251
5. EXTERNAL IMPACTS Nil.
6. RISK AND LEGAL IMPLICATIONS Nil.
7. FINANCIAL IMPLICATIONS A budget of $30,000 is available for the 2019/20 financial year to fund projects in this round.
8. ANY OTHER UNIQUE ISSUES Nil.
9. CONCLUSION The Partnership Grants Assessment Panel has assessed one application and recommended to Council to approve funding for $15,000 for the ‘Piecing it Together’ project on the condition that COTA (Tasmania) and the artist liaise with Council on the proposed mural design and themes, film production concepts, and evaluation processes throughout the project and prior to implementation of the artwork.
Attachments: 1. Partnership Grant Assessment – Council of the Ageing Tasmania (2)
Ian Nelson GENERAL MANAGER ATTACHMENT 1
PARTNERSHIP GRANTS
Application Assessment
NAME OF APPLICANT: Council on The Ageing (Tasmania) COTA (Tas)
ID NUMBER: PG0033
TITLE OF PROJECT: Piecing it Together
DATE OF ASSESSMENT: 29 October 2019
PROJECT OUTCOMES
Does the project: Does not Meets Strongly meet meets Address a genuine community need? Achieve significant outcomes over extended periods of time? Benefit the people or environment of the Clarence region? Align closely with Council’s goals and strategies? Involve working in partnership with other organisations? TOTAL 2 3
DETAILS o The art project aims to break down generational barriers and to develop community cohesion and participant art skills. o The project will recruit up to six people aged over 60 and up to six people aged between 13 and 18 years who together will learn about street art, design a theme and create a piece of street art for a public community space in Clarence in the Eastlands vicinity. o The outcome is to create a piece of art that can be appreciated by residents and businesses in the community; and to examine and portray, using storytelling and film, the process of different generations working together to create a community art piece. o Collaborative partnerships with other organisations for this project include Vicinity Centres (Eastlands), Jamin Klauss (Artist), Youth Network Advisory Group (YNAG) Clarence Positive Ageing Advisory Committee (CPAAC). o A promotional video will be produced which will tell the story of the project – the background, rationale and implementation processes. o Young and senior members in the Clarence Community will directly benefit from this project by the opportunity for social interaction and develop Intergenerational relationships and understanding. o This project will help to break downs barriers through greater collaboration between young and old, considering intergenerational issues and finding appreciation and respect in people from different generations. o The community will benefit from the installation of the art which links to community identity and creates ownership and connection to community space. ATTACHMENT 1 o The community will learn from the experiences of the project participants, as depicted in the filmed stories. o The project aligns with Council’s Strategic Plan, Youth Plan, Age Friendly Plan, Cultural Arts Plan, Community Safety Plan and Graffiti Management Strategy o Good co-contribution both financially and in-kind. o COTA (Tas) was established in Tasmania in 1964.
APPLICANT
Does the applicant: Does not Meets Strongly meet meets Have the relevant people to manage the project? Provide a detailed and achievable timeline / plan? Provide a complete and realistic budget for the whole project? Make a significant contribution to the project (financial or in-kind), or source other funding for the project? Identify appropriate ways to acknowledge Council? TOTAL 2 3
AMOUNT REQUESTED: $15,000.00
TYPE OF FUNDING: One Off
COMMENTS
The Partnership Grants Assessment Panel considered the application and fully support this project on the condition that COTA (Tasmania) and Jamin Klauss (artist) liaise with Council on the proposed mural design and themes, film production concepts, and evaluation processes throughout the project and prior to implementation of the artwork.
RECOMMENDATION TO COUNCIL: Support
Janet Reinkowsky COMMUNITY GRANTS OFFICER
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 254
11.7.4 DECLARATION OF BELLERIVE BEACH PARK AND SURROUNDING AREAS AS SMOKE-FREE UNDER THE PUBLIC HEALTH ACT 1997 (File No. )
EXECUTIVE SUMMARY PURPOSE The purpose of this report is to summarise the outcome of consultation undertaken following Council’s 8 April 2019 decision regarding possible establishment of a smoke- free area around Bellerive Beach Park and surrounding areas; and to provide a recommended option for approval by Council.
RELATION TO EXISTING POLICY/PLANS This proposal is consistent with the principles of the Strategic Plan and the Health and Well-being Plan.
LEGISLATIVE REQUIREMENTS Under Section 67B of the Public Health Act 1997, an occupier of an area is permitted to designate an area as smoke free. Parts of the park have already been declared as smoke free since 2016 under the Public Health Act 1997, as shown in Attachment 1 to the Associated Report.
CONSULTATION Public consultation was conducted via Your Say Clarence, communicated on Council’s Facebook page, website, in the Eastern Shore Sun and in writing to the property owners of the streets surrounding Bellerive Oval.
FINANCIAL IMPLICATIONS If an area is declared smoke-free, there will be minimal financial implications in relation to advertising the declaration and provision of signage in the area.
RECOMMENDATION:
That Council:
A. Authorises the General Manager to do all things necessary to have the area encompassed by Option 3 declared a ‘smoke-free’ area in accordance with the Public Health Act 1997 and any other legislative requirements.
B. Authorises the General Manager to identify, in consultation with Cricket Tasmania, one or two areas for smokers to gather in Church Street and/or Derwent Street and modify Option 3 accordingly.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 255
DECLARATION OF BELLERIVE BEACH PARK AND SURROUNDING AREAS AS SMOKE-FREE UNDER THE PUBLIC HEALTH ACT 1997
______ASSOCIATED REPORT
1. BACKGROUND 1.1. The Site The site is a 6.44ha parcel located at the intersection of Derwent, Church and Beach Streets, and bounded by Bellerive Beach. The site includes Bellerive Beach Park (including children and adult play/exercise facilities), Bellerive Oval (Blundstone Arena), the adjacent roads and footpaths and part of the beach.
1.2. Some areas are already declared as smoke-free under the provisions of the Public Health Act 1997 as shown in Attachment 1.
1.3. At the Council Meeting on 8 April 2019, Council resolved to consult with stakeholders in relation to declaring Bellerive Beach Park, surrounding streets and the dog free area of Bellerive Beach as smoke-free under provisions of Section 67B of the Public Health Act 1997. A smoke-free area was identified and a map showing the proposed area was distributed for consultation. The original map is shown in Attachment 2.
2. REPORT IN DETAIL 2.1. Bellerive Beach Park is Council owned land used for recreational purposes by the public. Council’s recent development in the park includes the installation of an all-abilities playground and exercise stations suitable for adult use. There are existing picnic facilities, public toilets, bike path, carpark, grassed open space with existing landscaping (treed areas) and beach access. Bellerive Oval complex (Blundstone Arena) and the dog free area of Bellerive Beach also fall within the proposed area.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 256
2.2. There are benefits in declaring Bellerive Beach Park as smoke free in line with the Public Health Act 1997, by helping to: • protect the health of non-smokers using the park and nearby facilities from exposure to environmental tobacco smoke; and • reduce uptake in young people by de-normalising smoking and making it less appealing.
2.3. Bellerive Beach Park has areas that are declared smoke-free under the Public Health Act 1997, which are shown in Attachment 1. Smoking is not permitted within 10m of play equipment and air intakes (air intakes are for Blundstone Arena) and 3m from any entrance to Blundstone Arena.
2.4. The dog free area of Bellerive Beach is popular for families and is used for exercise programs. Therefore, it would be sensible to include this in the declaration. Declaring a complete area as smoke free would assist in making it clear to the public, whilst simplifying signage and enforcement.
2.5. The Tasmanian Government has already declared several public places as smoke-free, including bus and pedestrian malls, workplaces, children’s playgrounds, sporting venues and swimming pools. In the same way, Council can designate the land that it occupies as being smoke-free.
2.6. Hobart City Council has already designated several areas as smoke free, including Elizabeth Mall, Wellington Court, Hobart bus mall, Mathers Lane, Collins Court and Salamanca Square.
2.7. Given the extent of the prescribed smoke free areas, it would be sensible to rationalise the restricted areas into one consolidated area. This would assist with public awareness and enforcement whilst improving health conditions.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 257
3. CONSULTATION 3.1. Community Consultation
Community consultation occurred from 2 July to 9 August 2019. Submissions were received from 34 representors via Your Say Clarence, 1 person responded in writing and 2 businesses responded by email.
Of the submissions received: • 32 (86%) supported the proposal and 5 (14%) did not. • 13 people offered suggested adjustments to the proposed smoke-free zone, 20 people offered their view on where smokers may relocate to. • 29 (85%) of the people who completed the survey were non-smokers with 5 (15%) being smokers. • 88% of people who completed the survey live in Clarence.
3.2. Comments not in support of the proposal The following comments were received from people who did not support the proposal: • It is a bit excessive and time/money could be spent on something else. Not many people smoke these days and living within the zone I’ve never seen anyone smoking. • The proposed smoke-free zone does not allow any smoking zones at all for visitors of the arena or beach area. • I feel there needs to be an area out of street view that allows smokers to smoke and discard their butts in a clean and appropriate manner. • How is Council going to impose this? Is Council going to employ full time smoking police? • What happens to residents who live on these streets if they would like to smoke? They can’t on the footpath? But what about in the car? • Whatever is currently in place seems to be working. • Keep it as is. • Smokers will congregate near surrounding residents’ houses which is unfair on residents and not acceptable during events.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 258
3.3. Suggested adjustments to the proposed smoke-free area The following comments were received from people who suggested amendments to the proposal:
• The proposed smoke-free zone should go even further and continue all the way along Bellerive Beach. That would provide less confusion. • It should go back a block beyond each margin so smokers don’t just congregate at the edge of the boundaries. • I would like to see the extension further for other high density areas of CCC. • Extend it further and ban it outside hotels in Clarence and other sporting venues.
3.4. Comments provided on where smokers may relocate to The following comments were provided suggesting areas where smokers may relocate to:
• I would like to see two allocated areas in the vicinity of Blundstone arena (external) that provides for a blocked off smoking area to non public areas or not within 10 metres of another person. • Smoking room needs to be provided for use during events. • To the beach and not to other local streets. They could smoke in their cars. • Away from anywhere families gather. • Anywhere but not so we have to breathe their smoke and not in front of children. • Surrounding streets. • Not too distant or the rules will just be disobeyed. • Designated area near the car park at rear of venue.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 259
3.5. Feedback from Cricket Tasmania The following comments were provided by Cricket Tasmania:
• Bring the zone back to the footpath on the stadium/park side of the road • Consider three smoking areas (see attached map). Those being: - at the rear of the David Boon Stand adjacent to car-park; - on nature strip in Church Street (under pine tree area – southern end of North East Stand); - in Derwent Street on the gravel area adjacent to car-park
3.6. The comments and suggestions received from the consultation process identified strong support for the original proposed smoke-free area. There were valid comments offered for both increasing the smoke-free area and reducing the area to allow for smoking in areas that would be considered to have minimal public health impact. Based on the feedback received 4 options have been identified and are shown in Attachment 3.
3.7. Option 3, with modifications to account for the two suggested smoking areas proposed by Cricket Tasmania (not shown), is recommended.
3.8. State/Local Government Protocol
Referral to the Department of Health for the location of smoke-free signage will need to occur subject to Council’s decision.
3.9. Other Nil.
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 260
4. STRATEGIC PLAN/POLICY IMPLICATIONS This proposal is consistent with the following Council plans: • Strategic Plan 2016-2026 under the Strategy – A People City – Promoting Health has the following: “Promote active and healthy lifestyles through provision and support for active and passive recreation programs and activities”. • Community Health and Wellbeing Plan includes the following “Council will work toward this by providing opportunities to participate in healthy activities, and by promoting healthy living to the Clarence community”.
5. EXTERNAL IMPACTS Nil
6. RISK AND LEGAL IMPLICATIONS Nil
7. FINANCIAL IMPLICATIONS There will be minor costs associated with advertising of declaration and provision of signage to the area.
8. ANY OTHER UNIQUE ISSUES Nil
CLARENCE CITY COUNCIL - GOVERNANCE- 11 NOV 2019 261
9. CONCLUSION There are provisions under the Public Health Act 1997 that allow Council to declare areas as smoke-free. Based on the feedback from the community consultation process, a preferred smoke-free area option has been identified for the area surrounding Bellerive Oval (Blundstone Arena). The preferred option is Option 3 with two modifications (inclusion of small smoking areas on Derwent and Church Streets as suggested by Cricket Tasmania).
Attachments: 1. Areas already declared as smoke-free under the provisions of the Public Health Act 1997 (1) 2. Original proposed area distributed for public consultation (1) 3. Smoke-free options developed post consultation (4)
Ian Nelson GENERAL MANAGER
ATTACHMENT 1
ATTACHMENT 2
ATTACHMENT 3 Proposed Blundstone Arena surrounding area smoke free zone - Op on 1 • Includes surrounding streets and coverage to high de line.
B
e
a
c h
S
t r e
e
t Church Street DerwentStreet
ve Blundstone Arena l A el r Lu
Park Street
h eac e B riv elle Bellerive Beach Park B
Qu een Str eet ATTACHMENT 3 Proposed Blundstone Arena surrounding area smoke free zone - Op on 2 • Includes surrounding streets and coverage to high de line; and • Includes extension of Church Street when traffi c management plan is ac vated during events at Blundstone >3000 people.
B
e
a
c h
S
t r e
e
t Church Street DerwentStreet
ve Blundstone Arena l A el r Lu
Park Street
h eac e B riv elle Bellerive Beach Park B
Qu een Str eet ATTACHMENT 3 Proposed Blundstone Arena surrounding area smoke free zone - Op on 3 • Includes surrounding streets and coverage to high de line; • Includes extension of Church Street when traffi c management plan is ac vated during events at Blundstone >3000 people; and • Remove area to the south, behind the Boon stand, for smokers outside the ground.
B
e
a
c h
S
t r e
e
t Church Street DerwentStreet
ve Blundstone Arena l A el r Lu
Park Street
h eac e B riv elle Bellerive Beach Park B
Qu een Str eet ATTACHMENT 3 Proposed Blundstone Arena surrounding area smoke free zone - Op on 4 • Includes surrounding streets and coverage to high de line; and • Remove area to the south, behind the Boon stand, for smokers outside the ground.
B
e
a
c h
S
t r e
e
t Church Street DerwentStreet
ve Blundstone Arena l A el r Lu
Park Street
h eac e B riv elle Bellerive Beach Park B
Qu een Str eet CLARENCE CITY COUNCIL – 11 NOV 2019 268
12. ALDERMEN’S QUESTION TIME
An Alderman may ask a question with or without notice at Council Meetings. No debate is permitted on any questions or answers.
12.1 QUESTIONS ON NOTICE
(Seven days before an ordinary Meeting, an Alderman may give written notice to the General Manager of a question in respect of which the Alderman seeks an answer at the meeting).
Nil
12.2 ANSWERS TO QUESTIONS ON NOTICE
Nil
12.3 ANSWERS TO PREVIOUS QUESTIONS TAKEN ON NOTICE
Nil
CLARENCE CITY COUNCIL – 11 NOV 2019 269
12.4 ANSWERS TO QUESTIONS WITHOUT NOTICE – PREVIOUS COUNCIL MEETING
The following answers are provided to questions asked by Aldermen at the Council Meeting of 21 October 2019.
ALD EDMUNDS
QUESTION Could the General Manager pass on thanks to crews for the way they interacted with the public while conducting work and maintenance at Bellerive Beach Park?
ANSWER This message of thanks has been passed on.
ALD JAMES
QUESTION Following Council’s decision to approve the D/A at 1 Railway Court , Cambridge will that decision have implications for Council’s Planning officers to approve similar developments in the same zone in Cambridge industrial estate?
ANSWER Planning officers must assess each planning application on its merits in relation to the relevant Acceptable Solutions and Performance Criteria. The approach is a technical assessment of a proposed design against the operative tests contained in these standards. The above decision has implications for the assessment of certain performance criteria once the building is constructed on the lot. Specifically, it would be relevant to the following consideration of the following provisions:
• F15.7.2.1 P1 relating to Building Height. Under this provision, variation to building height may be approved if under (b) it is “compatible with the scale of nearby buildings” ; • F15.7.2.2 P2 relating to front setback. Under this provision, variation to building height may be approved if under (b) it is “compatible with buildings on adjacent lots in the streetscape” ; and • F15.7.2.2 P2 relating to side setback. Under this provision, variation to setback may be approved if under (b) it is “compatible with buildings on adjacent lots in the streetscape” ;
QUESTION What is UTAS partnership with Chambroad Petrochemical company in proceeding with the Training Hospitality facility at Kangaroo Bay?
ANSWER UTAS has entered into a Memorandum of Understanding with Chambroad to develop the site as a combined Hotel and Hospitality Training School. UTAS will be the principal education provider for the Hospitality School.
CLARENCE CITY COUNCIL – 11 NOV 2019 270
ANSWERS TO QUESTIONS WITHOUT NOTICE – PREVIOUS COUNCIL MEETING /contd…
ALD MULDER
QUESTION Were the data collectors on east Derwent Highway part of the traffic movement study Council is doing in respect of the Begonia Street issues?
ANSWER The cameras recently installed on the East Derwent Highway were installed by Department of State Growth’s consultants working on plans and design for duplication of the Highway from Gold Links Road to Sugarloaf Road. This is part of their initial data gathering work and they are also undertaking noise monitoring and test pitting of the Highway pavement.
QUESTION In any event, is there a progress report on that study?
ANSWER GHD have completed their data collection for ‘rat running’ on Begonia Street. Council staff have provided comment on their draft report and the report is being finalised for presentation to a Council workshop.
ALD PEERS
QUESTION Is there an opt out option for Greenwaste Collection?
ANSWER There is no “Opt in/Opt out” option
QUESTION How often are the Kangaroo Bay toilets cleaned during school holidays?
ANSWER The Kangaroo Bay toilets are cleaned daily 7 days per week.
CLARENCE CITY COUNCIL – 11 NOV 2019 271
ANSWERS TO QUESTIONS WITHOUT NOTICE – PREVIOUS COUNCIL MEETING /contd…
ALD VON BERTOUCH
QUESTION Could Council be provided with an update on the Armend Pipeline?
ANSWER The proponents of the Armend golf course development have advised that work is progressing with the project and that they are currently undertaking the following activities: • Finalising engineering details and drawings for the pipeline; • Addressing compliance issues associated with both the pipeline and course development; • Establishing an on-site presence in form of site shed; and • Securing finance for the pipeline component of the development.
ALD WALKER
QUESTION What is the anticipated cost of providing sound attenuation at the South Arm Skate park to mitigate the impact of noise on surrounding residents and what are the approximate dimensions of this wall?
ANSWER Council has engaged a specialist noise consultant in accordance with the relevant condition of the Planning Permit for the Skate Park. The noise consultant has completed noise monitoring on site, following five (5) separate monitoring sessions on different days and different times of day. The noise monitoring was completed within the timeframe set out in the Planning Permit condition. The consultant is preparing the report for Council’s review. The findings and recommendations of the report are not yet known and hence the details and costs of any required noise mitigation measures, should they be required, are not known at this stage.
CLARENCE CITY COUNCIL – 11 NOV 2019 272
ANSWERS TO QUESTIONS WITHOUT NOTICE – PREVIOUS COUNCIL MEETING /contd…
ALD WARREN
QUESTION Regarding the non-confirming petition, what were the circumstances where this could be considered and Aldermen made aware that such a petition had been received? For example, a non-conforming petition received on climate change was not presented, even though absolutely relevant to last week’s debate, but the one this week was deemed relevant to the debate on the Lindisfarne crossing and was noted. Could I have some clarity on the difference between the two?
ANSWER The Local Government Act requires the General Manager to table a petition at the next Council Meeting [s58(2)] unless it is a non-complying petition [s58(3)]. At the last meeting I noted that a non-complying petition had been received. The petition was not “tabled”. Notwithstanding, the non-complying petition was relevant to Ald Blomeley’s Notice of Motion and was a consideration captured by that Motion.
QUESTION Where are we up to in relation to the survey to residents that we were going to undertake later this year? Have our residents expressed an interest in FOGO, particularly since the announcement of its introduction in Hobart.
ANSWER Council’s Group Manager Engineering Services is liaising with an external consultant on preparation of the proposed community engagement waste forum/survey, as directed by Council at a previous workshop. This is likely to be ready in 4-5 weeks, at which time we will look at scheduling a presentation to a Council workshop and can discuss timing for the community involvement. Given the late stage of the current year, any community engagement is now likely to occur early in 2020.
The feedback from the community forums/survey will provide Council with information to assist with the review of our Waste Management Strategy and Council’s position on FOGO.
CLARENCE CITY COUNCIL – 11 NOV 2019 273
12.5 QUESTIONS WITHOUT NOTICE
An Alderman may ask a Question without Notice of the Chairman or another Alderman or the General Manager. Note: the Chairman may refuse to accept a Question without Notice if it does not relate to the activities of the Council. A person who is asked a Question without Notice may decline to answer the question.
Questions without notice and their answers will not be recorded in the minutes.
The Chairman may refuse to accept a question if it does not relate to Council’s activities.
The Chairman may require a question without notice to be put in writing. The Chairman, an Alderman or the General Manager may decline to answer a question without notice.
CLARENCE CITY COUNCIL – 11 NOV 2019 274
13. CLOSED MEETING
Regulation 15 of the Local Government (Meetings Procedures) Regulations 2015 provides that Council may consider certain sensitive matters in Closed Meeting.
The following matters have been listed in the Closed Meeting section of the Council Agenda in accordance with Regulation 15 of the Local Government (Meeting Procedures) Regulations 2015.
13.1 APPLICATIONS FOR LEAVE OF ABSENCE 13.2 TENDER T1314/19 – ANNUAL; RESEAL PROGRAM 2019/2020 13.3 PROPERTY MATTER – BELLERIVE 13.4 SPORTING FACILITY 13.5 CONTRACTUAL MATTER 13.6 APPOINTMENT OF ACTING GENERAL MANAGER
These reports have been listed in the Closed Meeting section of the Council agenda in accordance with Regulation 15 of the Local Government (Meeting Procedures) Regulation 2015 as the detail covered in the reports relates to:
• a personnel matter; • contracts and tenders for the supply of goods and services; • proposals to acquire land or an interest in land or for the disposal of land; • information provided to the council on the condition it is kept confidential; • applications by Aldermen for a Leave of Absence;
Note: The decision to move into Closed Meeting requires an absolute majority of Council.
The content of reports and details of the Council decisions in respect to items listed in “Closed Meeting” are to be kept “confidential” and are not to be communicated, reproduced or published unless authorised by the Council.
PROCEDURAL MOTION
“That the Meeting be closed to the public to consider Regulation 15 matters, and that members of the public be required to leave the meeting room”.