Issuu

CITY OF HOBART ANNUAL PLAN 2026 -27

City of Hobart Annual Plan 2026–27

Contents Introduction by the Lord Mayor and Chief Executive Officer

City of Hobart – Annual Plan 2026-27

Strategic priorities and implementation

Pillar 1: Sense of place

Pillar 2: Community inclusion, participation and belonging

Pillar 3: Creativity and culture

Pillar 4: City economies

Pillar 5: Movement and connectivity

Pillar 6: Natural environment

Pillar 7: Built environment

Pillar 8: Governance and civic involvement

Public Health Goals and Objectives

Annual Budget 2026-27

Capital Works Budget 2026-27

Summary of Budget Estimates

Delegations

Vision Statement Hobart breathes. Connections between nature, history, culture, businesses and each other are the heart of our city. We are brave and caring. We resist mediocrity and sameness. As we grow, we remember what makes this place special. We walk in the fresh air between all the best things in life.

City of Hobart Annual Plan 2026-27

Our Mission: Working together to make Hobart a better place for the community. We value: People

Creativity and Innovation

We care about people – our community, customers and colleagues.

We embrace new approaches and continuously improve to achieve better outcomes for our community.

Teamwork We collaborate both within the organisation and with external stakeholders drawing on skills and expertise for the benefit of our community.

Accountability We are transparent, work to high ethical and professional standards and are accountable for delivering outcomes for our community.

Focus and Direction We have clear goals and plans to achieve sustainable social, environmental and economic outcomes for the Hobart community. City of Hobart Annual Plan 2026-27

Acknowledgement of Country In recognition of the deep history and culture of our city, we acknowledge the Tasmanian Aboriginal people as the Traditional Custodians of this land. We acknowledge the determination and resilience of the Palawa people of Tasmania who have survived invasion and dispossession and continue to maintain their identity, culture and rights. We recognise that we have much to learn from Aboriginal people today, who represent the world’s oldest continuing culture. We pay our sincere respects to Elders past and present and to all Aboriginal people living in and around Hobart.

City of Hobart Annual Plan 2026–27

Introduction by the Lord Mayor and Chief Executive Officer money is being spent and to see tangible benefits in their daily lives. Over the coming year, alongside our delivery of essential services, we have prioritised 40 major actions and initiatives that are closely aligned with the long-term strategic plan established in 2023.

At the heart of our organisation lies a clear purpose: to make Hobart a vibrant, healthy, and thriving city where people love to live and work. This commitment is not simply an aspiration—it is a reality acknowledged both nationally and globally. The City of Hobart earned a standout Liveability Score of 75 out of 100 in the Australian Liveability Census, led by the independent organisation Place Score. This ranking placed Hobart fourth out of 437 municipal areas nationally. Recognition of Hobart highlights our city’s leadership in fostering genuine wellbeing, inclusion, and an outstanding quality of life. While releasing this document fulfills a legislative requirement, we view it as an essential opportunity to connect with our community—a chance to share our strategic direction, articulate our ambitions for Hobart’s future, and do so with transparency and confidence. This Annual Plan provides an accessible overview of how the Council’s annual budget will be allocated, including how your rates contribute to these efforts. We understand that residents want clarity about where their

Among the many significant projects spanning our eight community pillars are: • Advancing the Halls Saddle mountain gateway by delivering a developmentready plan for the precinct. • Supporting the development of a multi sports hub at Self’s Point and actively seeking funding towards its construction. • Creating the North Hobart Sports Precinct Master Plan to anticipate and meet future demand for open space and sporting facilities. • Working to revitalise City Hall by encouraging new uses and developing an exciting new Creative Precinct Plan for this part of the city. • Working with businesses, organisations and property owners in Hobart’s Innovation Precinct to foster economic diversification and sustainable growth. Promote development of this area for new knowledge economy jobs and housing. • Developing a new Night-Time and Visitor Economy Action Plan with businesses and creative industries that keep our economy thriving after dark. • Continuing to lead the design and construction of three new terminals as part of the Derwent River Ferry Expansion Project. City of Hobart Annual Plan 2026-27

• Introducing new parking technologies and improving our current parking facilities. • Preparing for the future closure and rehabilitation of the landfill and repurposing of the McRobies Waste Management Centre into a circular economy hub in line with the 2025-2030 Waste Management Strategy. • Commissioning a feasibility study for the Condell Place carpark in North Hobart to identify community-focused redevelopment opportunities. • Reviewing both our Intergovernmental Relations and Advocacy Framework and our Community Engagement Framework to ensure relevance and effectiveness. • Developing a Four-Year Delivery Plan to shape annual planning and budgeting, supported by ongoing service reviews aimed at improving efficiency and outcomes.

City of Hobart Annual Plan 2026-27

• Delivering key IT initiatives to bolster disaster recovery capabilities and enhance productivity and customer experience through new systems and software. • Continued maintenance and enhancement of over 250 km of tracks and trails across Hobart’s bushland reserves, supporting recreation, connectivity and biodiversity outcomes across key areas including Wellington Park, Queens Domain, Knocklofty Reserve and Waterworks Reserve. We recognise the financial pressures many in our community are currently facing due to rising living and business costs. With this in mind, we have adopted a disciplined approach to our operating expenses for the 2026–27 financial year, striving for a balance between fiscal responsibility and our duty to care for Hobart’s future. As a result, we have proposed a modest and balanced rate increase of 3.5% reflecting our commitment

to prudent financial management while sustaining crucial investments in our city, in line with our Long-Term Financial Management Plan.

• Partnering with RACT on the Bushfire Resilience Pilot

These rates will not only support the delivery of everyday services but will also help fund several much-needed and strategically important capital works projects during the 2026–27 financial year, including:

We know our community cares deeply about Hobart and shares our vision for its future. This Annual Plan is about moving forward together, ensuring we continue to make meaningful progress and create an even better city for everyone.

• Waterfront interpretation project

• Progressing urban greening, including development of the Urban Tree Strategy.

• Hobart Rivulet track lighting • Montpelier Retreat Streetscape Plan • Domain Athletic Centre track replacement • Street light pole replacement

Cr Anna Reynolds, Lord Mayor

• Stormwater infrastructure upgrades across the City including the installation of Gross Pollutant Traps • Continuing bushfire mitigation, including hazard reduction, access, and targeted treatments

Michael Stretton, Chief Executive Officer City of Hobart Annual Plan 2026-27

City of Hobart Strategic Framework Our Strategic Framework connects the community vision, strategic plan and other strategic documents to help guide the priorities in the annual plan and budget. Every stage in the strategic framework plays an important role in delivering services and achieving community aspirations for Hobart. In collaboration with the community the Council reviews the Strategic Plan every four years, and a new plan is developed every ten years. This allows for the long-term direction to be refreshed and ensure future annual plans and budgets reflect community priorities.

City of Hobart Annual Plan 2026-27

City of Hobart Annual Plan 2026–27

City of Hobart Annual Plan 2026–27 The Annual Plan 2026-27 is a companion document to the annual budget and is aligned with the Capital City Strategic Plan 2023, the Capital Works Program and other informing strategies. The Plan demonstrates the capacity of the City to achieve the outcomes in the Strategic Plan and strategic priorities. The Annual Plan is required pursuant to section 71 of the Local Government Act 1993. The City of Hobart delivers many important, essential services and facilities to support people and businesses, the Annual Plan does not cover all that we do but highlights the major actions and initiatives that will be undertaken during the year. While some actions may be completed within the financial year others are ongoing medium- or longterm actions. Progress against the actions in the Annual Plan is reported quarterly to the Council with the final report included in Annual Report. The Annual Plan, quarterly reports and Annual Report are available on the City of Hobart website.

This year, our operating budget is $185 million and our capital budget is $33 million (including plant and equipment). We will deliver or progress: • 40 annual plan major actions and initiatives, and • 92 capital works projects.

City of Hobart Annual Plan 2026–27

We provide services to almost 56 000 residents, 23 000 households and 6940 businesses.

EVERY YEAR WE:

• Mow over 144 hectares of grass • Clean toilets over 16 500 times • Clean bbqs over 16 500 times • Register 4000+ dogs

• Hold 75 fitness classes a week and 1420+ learn to swim lessons a year at the Doone Kennedy Hobart Aquatic Centre • Empty over 1.5 million residential bins • Remove over 14 000 graffiti tags

• Serve over 7000 meals at Mathers House • Assist 140 000+ visitors at the Tasmanian Tourism Centre • Welcome 75 000+ people at Salamanca Market

WE LOOK AFTER:

• 50 sports fields and facilities

• 412 kms of footpaths

• 130 urban parks and reserves

• 6 kms of unsealed roads

• 4600 hectares of bushland reserves • 250 kms of tracks and trails

• 284 kms of sealed roads • 67 bridges • 54 playgrounds • 170+ hectares of fuel breaks over 200 sites

• 2900+ off-street parking spaces • 3700+ on-street parking places • 22 000 trees • And much more…

We support the health, wellbeing and security of the community through: • Public and environmental services, including immunisation clinics, food inspections, noise and water ways testing

• Open Spaces, parks, sportsgrounds, tracks and trails • Art and cultural events and opportunities

• Award grants to support local businesses and community groups to support and encourage creativity and events

• The Doone Kennedy Hobart Aquatic Centre – Tasmania’s premier indoor aquatic and fitness facility

• Opportunities for volunteering through our community and bushcare programs

• Support people of all ages and celebrate the diversity of the Hobart community

• Supporting and delivering events in the city centre and through local neighbourhoods

• A network of CCTV cameras

• The Heathy Hobart free program of sport and exercise activities

City of Hobart Annual Plan 2026-27

Strategic priorities and implementation The City has a number of key strategies that have been endorsed by the Council, actions included may be implemented as major actions and initiatives in the Annual Plan, through Group work plans or undertaken as part of our usual business. The following pages show some of these strategies and provide a brief overview and status of the document. Year started 2022

2026-27 priority?

Title

Overview

Status

Bushfire Management Strategy

This Strategy outlines the bushfire threat to Hobart and the primary objectives and management practices that have and will be undertaken to reduce, to the extent possible, future bushfire-related risks.

In progress



In progress



In progress



The strategy includes an action plan to ensure statutory requirements are met and importantly that the threat of bushfire to life and property are minimised. 2023

City Economy Strategy

The current City Economy Strategy leverages the strengths and opportunities of Hobart, while also considering the challenges, both now and into the future. Following a review in 2025 the strategy defines our priorities, establishes outcomes and formalises the role of the City of Hobart in the local economic development of Hobart. In 2026-27 an Innovation District will be established.

Local Area Mobility Plans 2023

• Northern Suburbs – Lenah Valley, New Town and Mount Stuart

2025

• Battery Point • West Hobart

2026

• Mount Nelson

City of Hobart Annual Plan 2026-27

Local Area Mobility Plans (LAMPs) aim to identify a network of connected, safe and convenient walking and cycling routes to and from common destinations within a neighbourhood. These destinations include schools, shopping precincts, major parks and recreation areas, and frequent bus stops. The plans identify key streets to be included in major works planning and delivery over the next 10 years in the capital works program.

Year started 2023

2026-27 priority?

Title

Overview

Status

Central Hobart Plan

The Central Hobart Plan is a structure plan to guide the development of Central Hobart for the next 20 years. It sets a vision for the way people want Central Hobart to function, look, develop and improve.

In progress



In progress



In progress



In 2026-27 we will continue the development of the Innovation Precinct Framework Plan and finalise the Elizabeth Street Vision. 2024

2040 Climate Ready Hobart Strategy

The Climate Ready Hobart Strategy guides our own and the community response to the climate and biodiversity emergency. In 2026-27, we will continue to implement identified priority actions that will contribute to achieving at least a 75 per cent reduction in organisational emissions by 2030 and work will continue towards the transition of the light vehicle fleet to electric vehicles and increase the urban tree canopy.

2024

Hobart Transport Strategy 2024

The Hobart Transport Strategy 2024 supports the development and implementation of an integrated climate ready and efficient transport and land use system for Hobart. This strategy is closely aligned to Priority 1 Zero Emission Transport in the 2040 Climate Ready Hobart Strategy to enable people to choose walking, riding and public transport as their preferred way to get around. In 2026-27 we will continue to implement actions from the Local Area Management Plans and continue the development of School Active Travel Plans. A major ongoing action is the development and connectivity to new ferry terminals for the Derwent Ferry Expansion Project.

City of Hobart Annual Plan 2026-27

Year started 2024

Title

Overview

Status

North Hobart Neighbourhood Plan 2024-2044

The North Hobart Neighbourhood Plan is a 20-year plan that will guide the future growth and sustainable development of North Hobart. This includes protecting the essence of North Hobart and enhancing the areas key features.

In progress

2026-27 priority?



In 2026-27 we will commission a Condell Place Feasibility Study to explore opportunities to redevelop this underutilised space to benefit the community. A Sports Precinct Masterplan will also be developed to plan for future demand for open space and sport in the area. 2024

Rating and Valuation Strategy 2024–2028

The Strategy guides the City’s rating practices for the next four-years and the equitable distribution of rates across the City’s ratepayers and the portion of rates different types of properties should pay. It does not influence the amount of money raised or the increase in rates, this is determined through the City’s long-term financial management.

Review of this strategy is due in the 2027-28 financial year.

2024

Stormwater Management Plan

This Plan is required by the Urban Drainage Act 2013. The Plan identifies the current state of the City’s stormwater system and the future direction for improvement.

In progress

A Stormwater Strategy will be developed as part of this annual plan to set the long-term direction for managing stormwater across the City. 2025

Hobart Waste Management Strategy 2025

The Hobart Waste Management Strategy 2025 has been designed to underpin the behavioural and operational change needed to ensure we can achieve waste reduction and emission targets, including closing the McRobies Gully landfill site by 2030. This strategy is closely aligned to Priority 3 Zero Waste Emissions in the 2040 Climate Ready Hobart Strategy to reduce methane emissions through minimising waste, diverting organics and capturing methane.

City of Hobart Annual Plan 2026-27

In progress



City of Hobart Annual Plan 2026–27

Year started 2025

2026-27 priority?

Title

Overview

Status

Information Technology Strategy

This internal strategy aims to improve the City’s digital tools, make it easier for staff and the community to access information and services, and keep information safe. The strategy follows global goals for a better future and will help Hobart be ready for new technology.

In progress



In progress



In 2026-27 the key focus is to update our systems, be ready for digital growth and boost cybersecurity protection. 2025

Country, Culture, People 2025-28

The Plan provides a responsive learning framework to build cultural safety and improve relationships and opportunities with the Palawa people. In consultation with the Palawa across Lutruwita, three priority areas are identified in the plan: Country, Culture and People. In 2026-27 we will progress the actions in the Plan and will work with the Aboriginal community to progress the development of an Aboriginal Cultural Centre.

2025

Open Space Strategy

The Open Space Strategy was approved by the Council in March 2026. The Strategy guides the provision and management of the existing open spaces in Hobart and new and improved open spaces to meet future needs.

Commenced

Implementation of the actions in the Strategy has commenced. 2017

The Street Tree Strategy

The Street Tree Strategy 2017 outlined goals and policies to manage and enhance street trees to improve urban liveability and sustainability. The Strategy adopted an aspirational target of 40 per cent tree canopy cover by 2046 for Hobart’s urban areas. The 2017 Strategy covered a five-year period only and a new City Greening Strategy 2026 is being developed and will be finalised in the 2026-27 financial year.

City of Hobart Annual Plan 2026-27

Under review



Year started

Title

Overview

Status

2026

Creative City Strategy

The Creative City Strategy was approved by the Council in March 2026 and describes the role we take to support creativity through art and events and addresses a range of issues relevant to the cultural and creative life of Hobart.

Commenced

2026

Hobart a City for All – Action Plan 2026-29

The Action Plan details the actions to be delivered to implement the overarching Hobart: City for All – Community Inclusion and Equity Framework (City for All).

In progress – this plan is being implemented through established community programs and initiatives.

The Action Plan replaces the existing 2021-23 community commitments detailing actions relating to the following program areas: Equal Access; Youth; Positive Ageing; Community Safety; LGBTIQA+; Multicultural; and Affordable Housing and Homelessness. 2026

The Housing Action Plan

This action plan was approved by the Council in June 2026 and provides a clear strategy-led plan to respond to the need for more affordable housing stock.

Commenced

2026-27 priority?



In 2026-27 we will progress actions from endorsed structure plans and a planning scheme amendment for the restriction of visitor accommodation in residential zones.

City of Hobart Annual Plan 2026-27

City of Hobart Annual Plan 2026–27

Pillar 1 Sense of place We are a city of unique beauty, environment, heritage and people, built on a shared sense of ownership, pride and wonder. This spirit of place has been shaped by Tasmanian Aboriginal people for tens of thousands of years and continues to be shaped by all who have called Hobart home. It is developed jointly by community, private enterprise and government, valuing and enhancing our Hobart identity. Outcomes 1.1 Hobart keeps a strong sense of place and identity, even as the city changes. 1.2 Hobart’s cityscape reflects the heritage, culture and natural environment that makes it special. Major actions and initiatives

Strategic Reference

Responsible area

Progress Planning Scheme Amendments for the Scenic Protection Area and Local Historic Landscape Precinct Planning for Kunanyi/Mount Wellington.

1.1.1

Strategic Land Use Planning

Participate in the review of the governance arrangements and master planning for Kunanyi/Mount Wellington, developing an agreed future direction and sustainable funding model.

1.1.1

Office of the CEO

Progress the Halls Saddle Multi-Purpose Precinct Project to deliver a development ready plan for the Halls Saddle Precinct.

1.1.1

Office of the CEO

Finalise the vision plan for the revitalisation of the Elizabeth Street precinct that includes infrastructure and placemaking solutions for Wellington Court.

1.2.2

Place Design and Sport and Recreation

Work with the Macquarie Point Development Corporation and Tasmanian Government to ensure that the relevant needs of the city are addressed as the Macquarie Point Stadium development is progressed.

1.2.3

Strategic Land Use Planning

City of Hobart Annual Plan 2026-27

Pillar 2 Community inclusion, participation and belonging We are an island capital city that is socially inclusive and coherently connected, whose people are informed, safe, happy, healthy and resilient. Outcomes 2.1 Hobart is a place that recognises and celebrates Tasmanian Aboriginal people, history and culture, working towards shared goals. 2.2 Hobart is a place where diversity is celebrated and everyone can belong, and where people have opportunities to learn about one another and participate in city life. 2.3 Hobart communities are active, have good health and wellbeing and are engaged in lifelong learning. 2.4 Hobart communities are safe and resilient, ensuring people can support one another and flourish in times of hardship.

Major actions and initiatives

Strategic Reference

Responsible area

Work with the Aboriginal community and other relevant stakeholders to progress an Aboriginal Cultural Centre on Queens Domain.

2.1.1

Community Programs

Continue to progress work to support the development of a multi-sport hub at Self’s Point, including seeking funding towards its construction.

2.3.3

Place Design and Sport and Recreation

Undertake the North Hobart Sports Precinct Master Plan to plan for future demand for open space and sport in the area.

2.3.3

Place Design and Sport and Recreation

Complete and implement the Cornelian Bay and Self’s Point Master Plan.

2.3.3

Place Design and Sport and Recreation

10 Partner with Greater Hobart Councils to develop a sport infrastructure development plan, informed by the Greater Hobart Sport Infrastructure Strategy to improve infrastructure provision and sporting, recreational and community facilities to maximise usage.

2.3.3

Place Design and Sport and Recreation

11 Partner with the RACT and Kingborough Council to deliver a Community Resilience Project that sits alongside the delivery of the Resilient Hobart Program.

2.4.4

Open Space

City of Hobart Annual Plan 2026-27

City of Hobart Annual Plan 2026–27

Pillar 3 Creativity and culture We are a city connected, embracing our diverse communities in cultural expression and creative and artistic participation; a city that enhances our homes, lifestyles and heritage; a city that bravely puts its people first. Outcomes 3.1 Hobart is a creative and cultural capital where creativity is a way of life. 3.2 Creativity serves as a platform for raising awareness and promoting understanding of diverse cultures and issues. 3.3 Everyone in Hobart can participate in a diverse and thriving creative community. 3.4 Civic and heritage spaces support creativity, resulting in a vibrant public realm. Strategic Reference

Responsible area

12 Consolidate and implement UNESCO Hobart City of Literature initiatives in collaboration with key stakeholders.

3.1.1

Creative City

13 Develop and implement an Art Collection Management and Acquisition Framework for the stewardship and activation of City artworks.

3.1.3

Creative City

14 Work collaboratively with stakeholders, key cultural institutions and other levels of government to unlock the long-term potential of City Hall as part of a future Civic and Cultural Precinct.

3.4.1

Strategic Land Use Planning

15 Deliver the Live and Local pilot program in partnership with the Live Music Office to support live music sector development, regulatory reform and night-time economy activation.

3.4.2

Creative City

Major actions and initiatives

Image: Hobart Current, Department of Truth, Jonny Scholes. Image by Andrew Wilson City of Hobart Annual Plan 2026-27

Pillar 4 City economies We are a city whose economies connect people, businesses, education and government to create a high-quality lifestyle in a thriving and diverse community. Our city is our workshop. We collaborate, embracing ideas, inventiveness and initiative. Outcomes 4.1 Hobart’s economy reflects its unique environment, culture and identity. 4.2 Diverse connections give people opportunities to participate in the economic life of the city and help the economy, businesses and workers thrive. 4.3 Hobart is a place where entrepreneurs and businesses can grow and flourish. 4.4 Hobart’s economy is strong, diverse and resilient. Strategic Reference

Responsible area

16 Prepare a business case for the redevelopment of the Hobart Council Centre, Town Hall Annex and Civic Square site for consideration by the Council.

4.1.1

Office of the CEO

17 Implement the strategic vision for the Hobart Innovation District to support growth and diversification of the local economy.

4.1.1

Economic Development

18 Develop a model for the implementation of a business and development concierge service.

4.2.2

Economic Development

19 Activate the night-time and visitor economy with relevant stakeholders through the development of targeted action plans.

4.4.5

Economic Development

Major actions and initiatives

City of Hobart Annual Plan 2026-27

City of Hobart Annual Plan 2026–27

City of Hobart Annual Plan 2026-27

Pillar 5 Movement and connectivity We are a city where everyone has effective, safe, healthy and environmentally friendly ways to move and connect, with people, information and goods, and to and through spaces and the natural environment. We are able to maintain a pace of life that allows us to fulfil our needs, such as work, study, business, socialising, recreation, accessing services, shopping, entertainment and spending time with loved ones. Outcomes 5.1 An accessible and connected city environment helps maintain Hobart’s pace of life. 5.2 Hobart has effective and environmentally sustainable transport systems. 5.3 Technology serves Hobart communities and visitors and enhances quality of life. 5.4 Data informs decision-making. Strategic Reference

Responsible area

20 Develop a Hobart Walking Plan that identifies key pedestrian routes for strategic improvements.

5.1.1

City Transport

21 Lead the project management design and construction for the three new ferry terminals for the Derwent River Ferry Expansion Project.

5.1.3

Office of the CEO

22 Collaborate with the Tasmanian Government and Glenorchy City Council on developing a rapid rail bus corridor and activating the Northern Rail Corridor to the Hobart city centre.

5.1.7

City Transport

23 Develop a School Active Travel Plan for the Hobart City High School.

5.2.2

City Transport

24 Progress the Future State of Parking program to improve parking technology and enhance the operation of the City’s parking service and assets.

5.2.5

Economic Development

25 Work with stakeholders to monitor the Collins Street streetscape design trial and report back to Council at the 12-month stage against the evaluation framework.

5.2.6

City Transport

26 Review the Connected Hobart Smart City Framework and Action Plan.

5.3.1

Economic Development

Major actions and initiatives

City of Hobart Annual Plan 2026-27

Pillar 6 Natural environment We are a city whose people see ourselves as part of a beautiful and unique natural environment, from the mountain to the river, which embrace us and shape our identity. We are proud custodians and advocates, ensuring resources are appreciated rather than wasted, supporting biodiverse ecosystems in honour of past, current and future generations. Outcomes 6.1 The natural environment is part of the city and biodiversity is preserved, secure and flourishing. 6.2 Education, participation, leadership and partnerships all contribute to Hobart’s strong environmental performance and healthy ecosystems. 6.3 Hobart is a city supported by ecologically sustainable waste and water systems. 6.4 Hobart is a leader on climate change moving toward a zero emissions and climate-resilient city. 6.5 Hobart’s bushland, parks and reserves are places for sport, recreation and play.

Strategic Reference

Responsible area

27 Develop and implement a program to accelerate tree planting across the city.

6.1.6

Open Space

28 Develop a Stormwater Strategy to set the long-term direction for managing stormwater across the city. The strategy will define clear outcomes, priorities and principles to guide investment, risk management and integration with land-use planning and climate adaptation.

6.3.2

Stormwater and Waterways

Major actions and initiatives

City of Hobart Annual Plan 2026-27

City of Hobart Annual Plan 2026–27

Pillar 7 Built environment We are a city that maintains our unique built and ecological character, where we all have a safe, secure and healthy place to live. We are a city where people and communities can access world-class services and infrastructure and provide for their social, cultural and economic wellbeing. We embrace change but not at the expense of our Hobart identity and character. Outcomes 7.1 Hobart has a diverse supply of housing and affordable homes. 7.2 Development enhances Hobart’s unique identity, human scale and built heritage. 7.3 Infrastructure and services are planned, managed and maintained to provide for community wellbeing. 7.4 Community involvement and an understanding of future needs help guide changes to Hobart’s built environment.

Strategic Reference

Responsible area

29 Progress the planning scheme amendment for the restriction of visitor accommodation in residential zones (whole home).

7.1.3

Strategic Land Use Planning

30 Commission a feasibility study for Condell Place to explore opportunities to redevelop the space to benefit the community.

7.1.4

Strategic Land Use Planning

31 Partner with other councils and the Salvation Army to support increased resourcing for the Streets to Home homelessness outreach team.

7.1.6

Community Programs

32 Finalise the development of the Mount Nelson and Sandy Bay Neighbourhood Plan.

7.4.4

Strategic Land Use Planning

Major actions and initiatives

City of Hobart Annual Plan 2026-27

Pillar 8 Governance and civic involvement We are a city of ethics and integrity. We govern with transparency and accountability, encouraging and welcoming active civic involvement. We collaborate for the collective good, working together to create a successful Hobart. Outcomes 8.1 Hobart is a city that is well governed that recognises the community as an active partner that informs decisions. 8.2 Hobart is a city that delivers public value and excellence by being a financially responsible, high performing and accountable organisation that it responsive to the needs of the community. Strategic Reference

Responsible area

33 Review and refresh the Intergovernmental Relations and Advocacy Framework 2023-2027 to reflect changes to the political landscape and our approach to intergovernmental relations and advocacy priorities.

8.1.2

Executive Services

34 Undertake a review the Community Engagement Framework 2023 to ensure it remains contemporary, effective and aligned with best practice.

8.1.3

Strategic Communications and Engagement

35 Undertake the biennial community satisfaction survey.

8.1.3

Strategy, Planning and Performance

36 Establish a Four-Year Delivery Plan to inform annual planning and budgeting.

8.2.1

Strategy, Planning and Performance

37 Complete the implementation and commence marketing of the City of Hobart Charitable Trust.

8.2.1

Office of the CEO

38 Deliver key IT initiatives to strengthen disaster recovery capabilities and implement new systems and software to improve productivity and customer experience.

8.2.3

Information and Technology Services

39 Investigate the development of a Trees on Private Land By-law and commence the review of the following City By-laws in accordance with legislative requirements: environmental health, infrastructure, waste management, public spaces and parking.

8.2.7

City Compliance

Major actions and initiatives

40 Negotiate a new Hobart City Council Enterprise Agreement. 8.2.10 34

City of Hobart Annual Plan 2026-27

People and Culture

City of Hobart Annual Plan 2026–27

Public Health Goals and Objectives Section 71(2)(d) of the Local Government Act 1993 requires the City of Hobart’s Annual Plan to include a summary of the major strategies to be used to achieve the City’s public health goals and objectives. The City of Hobart’s commitment to maintaining high levels of public health protection is identified under Pillars 2 and 6 of the Capital City Strategic Plan 2023: Strategic Outcome 2.4 Hobart communities are safe and resilient, ensuring people can support one another and flourish in times of hardship. Strategy – 2.4.1 Protect and improve public and environmental health, wellbeing and safety. Strategy – 2.4.2 Ensure that Hobart is a safe and liveable city by enhancing community wellbeing and public safety and security.

Strategic Outcome 6.1 The natural environment is part of the city and biodiversity is preserved, secure and flourishing. Strategy – 6.1.5 Regulate, measure and manage potentially polluting activities, prioritising air and water quality. Actions for 2026-27 are: • Implement the Health & Wellbeing Strategy. • Implement the Environmental Noise Management suite designed to inform and guide regulatory and other responses towards maintaining a sustainable acoustic environment for the community. • Undertake key actions designed to contribute towards increasing adolescent vaccination rates across school communities. • Review progress of implementation of Standard 3.2.2A Food Safety Management Tools by food businesses. • Complete investigations into water and sediment quality at Cornelian Bay to inform the master planning process. These actions are undertaken by the Environmental Health Unit of the Community and Economic Development Network. 36

City of Hobart Annual Plan 2026-27

Annual Budget 2026-27 The City of Hobart’s budget is carefully structured to balance the delivery of essential services, responsible spending, and achieving a financial surplus, all whilst seeking to ease the pressure on household and businesses budgets. The budget reflects what Hobartians value most: fostering a safe, healthy, and resilient community, providing access to open and green spaces, and supporting a diverse and robust economy. The maintenance and effective management of infrastructure and community facilities remain a central focus for the City. With responsibility for over $2.5 billion in infrastructure and community assets, the budget prioritises funding for maintenance and renewal programs. This ensures that both residents and visitors can benefit from safe, high-quality, and purpose-built facilities not only now, but for many years into the future.

City of Hobart Annual Plan 2026-27

Capital Works Budget 2026–27

Capital Works Program The projects listed in the capital works program help to shape Hobart’s future by improving how we live in and experience Hobart and how we move and connect. The projects range from major infrastructure upgrades to improving public spaces and sustainability initiatives. Each project is designed to meet local needs and deliver long-term benefits for residents, businesses and visitors. City of Hobart Funding $’000

External Funding $’000

Total Amount $’000

Greater Hobart Ferry Service Expansion

150

6,250

6,400

South Hobart Oval Changeroom and Toilet Project

259

St David's Park CCTV Installation

135

Pedestrian Priority Phase – CBD Junction upgrades

Parklet and Street-Side Dining Program

110

Cascade Road Improved Crossings

Waterfront Interpretation Project

180

Black Water Dump Point – Selfs Point Road

Sunnyside Road – Main Extension

292

Hobart Rivulet Track Lighting

McRobie's Site Office

Selfs Point Basketball Stadium

200

John Turnbull Oval – Ground Lighting

Cressy Street No. 3 to 15 – Stormwater Extension

225

Lochner St Stormwater Renewal

240

John Turnbull Dog Area – Shelter

Rosehill Crescent 20-36 – Mains Extension

434

Queens Walk Footpath

217

152

369

McRobies Gully Resource Recovery Hub Design

100

560

2,756

6,962

9,718

Project New Assets

Pollution Reduction Project – Hobart Rivulet Total New Assets

City of Hobart Annual Plan 2026-27

City of Hobart Funding $’000

External Funding $’000

Total Amount $’000

Marine Esplanade Road Upgrade

406

Dorney House Access Road – Fire Trail

Fire Trail Renewal – Annual Program

200

DKHAC Filter Internals Replacement

130

Pipeline Track Resurface (Section 2)

125

Collins 199 – Stormwater Relining

290

Burnside 5-8 Stormwater Renewal

Liverpool 78-120 – Reline

243

New Town 235-243 Relining

Roope 11 to New Town 140A – Stormwater Renewal

111

Oldham 18 – Stormwater Renewal

102

Brisbane 182-194 Stormwater Renewal

Princes 37-39 to Grosvenor 48-60 Stormwater Renewal

290

Domain Athletic Centre – Synthetic Track Replacement

1,200

New Town Oval Detailed Design Changerooms

Parks Playground Equipment Renewal

100

Carlton St – Augusta to Forster – Full Reconstruction – Design

100

Argyle Street Car Park Electrical Sub-board Renewal

400

Street Light Poles Replacement

414

Tara St Bridge Replacement – Preliminary Design

Anglesea Street – Davey to Macquarie – SAMI & Overlay

565

Churchill Ave and Lipscombe Ave Roundabout – High Friction Treatment

140

French St – View St – Roundabout – High Friction Treatment

126

Wellington Centre Lifts Mid-life Upgrade

400

480

North Hobart Oval – Flooring & Membrane Replacement

300

Mawsons Pavilion – Timber Flooring Renewal

120

Lillie St – Aberdeen to Brooker – Ash L&R FP & Partial K&C

299

Murray Street - Macquarie to Davey – Pavers RFP

220

Mawson Place Timber Seating

Slurry Seal Program 1

617

Slurry Seal Program 2

450

Project Renewal Assets

City of Hobart Annual Plan 2026-27

City of Hobart Funding $’000

External Funding $’000

Total Amount $’000

1,152

Davey St – Darcy to Milles – Inlay

705

150

855

Kooyong Glen – Romilly to Deadend – High Friction Treatment

113

Hobart Central Car Park Roller Door Renewal

100

Cressy Street – Oldham to Bishop – L&R Conc Footpath

280

Gregory St – Sandy Bay to Grosvenor – Ash LFP

124

McAulay Rd – Norfolk to McAulay 3 – Pavement & Drainage

Rosehill Crescent – No. 28 to No.38 – Overlay

Sandy Bay Rd – Maning to Mawhera – Ash LFP

Wellwood St – Pickard to Creek – Partial L&R Ash FP

241

Cleary’s Gates Amenities Building Change Rooms & Toilets Renewal

240

Market Pl – Collins to Macquarie – Pavement Repair

Old Farm Road – Pavement Repairs

182

Reseal Prep Program 1

886

Reseal Prep Program 2

517

Cascade Rd – No.138 to Darcy St – Various L&R K&C and Ash FP – Design

Litter Basket Renewal Program

Bushland Infrastructure Asset Renewal – (signs, picnic assets)

Waterworks Rd 121 Retaining Wall

320

Oakley St – Clare to Douglas – Partial L&R Ash FP

140

Oakley St – Sorell to Douglas – Partial Overlay

253

New Town Rd – Pedder to Argyle – Ash RFP

213

Centrepoint Car Park – Main Vehicle Entry Gate

129

Town Hall Annexe Air-Conditioning Renewal

343

2025-26 Estimated Program Carry Forward

2,500

15,533

1,382

16,915

Project Swanston St – Cross to Bishop – L&R Ash FP and Pavement Reconstruction

Total Renewal Assets

City of Hobart Annual Plan 2026-27

City of Hobart Funding $’000

External Funding $’000

Total Amount $’000

Montpelier Retreat Streetscape Plan

DKHAC Spa, Steam Rm, Sauna amenity-plant upgrade

860

348

1,208

Elizabeth Street Vision Plan

150

Elizabeth Street Signal Project (Melville and Brisbane intersections)

900

200

1,100

Cleary’s Gates Depot Rockfall Safety Mitigation Measures

Macquarie Street South Junction

100

Mount Nelson LAMP – Intersection Upgrades

Romilly and Waterworks Road pedestrian improvements and traffic calming

Elizabeth Street Red Decker stop footpath widening

Building Disability Upgrades

Morrison Street Tree surrounds

Davies Avenue Footpath and Lights – DKHAC to Domain Tennis Centre

150

GPT Safety Improvements – Upgrade

100

Davies Avenue Pedestrian Crossing – City to Gardens Way

200

Burnett Active Transport Connection

236

Sandown Park Changeroom and Toilet Design

Total Upgrade Assets

3,036

548

3,584

Total Capital Program

21,324

8,892

30,217

Project Assets Upgrade

City of Hobart Annual Plan 2026-27

Summary of Budget Estimates Pursuant to the Local Government Act 1993, the Council is required to prepare estimates of its revenue and expenditure for each financial year. The estimates must be adopted by an absolute majority of the Council before 31 August.

Operating Result Forecast 2025-26 Budget $’000

2025-26 Forecast $’000

2026-27 Budget $’000

Council

102,999

106,604

State Government

16,335

16,958

Other Rates Charges

700

1,444

Fire Levy Commission

628

649

Fines

8,735

6,235

6,191

Fees and Charges – Car Parks

15,162

15,662

16,163

Fees and Charges – On Street Parking

8,387

7,787

7,201

Other Fees and Charges

19,220

18,732

20,731

Operating Grants

3,756

4,286

3,847

Interest

2,842

4,792

3,210

Rents

3,548

3,576

3,681

Tas Water Distributions

2,606

2,824

2,171

184,918

184,556

188,850

Labour

79,929

75,022

82,369

Materials and Services

44,193

43,195

44,579

Energy Costs

2,457

2,755

Finance Costs

1,256

1,281

Fire Levy

15,719

16,221

Depreciation

33,219

29,162

32,615

Asset Write-offs

1,500

400

Other Expenses

5,246

4,726

4,530

Total Expenses

183,918

173,437

185,850

1,000

11,119

3,000

Capital Grants

15,485

5,000

8,892

Surplus/(Deficit)

16,485

16,119

11,892

Revenue Rates and Charges

Total Revenue Expenses

Bad Debts

Underlying Surplus/(Deficit) Capital Items

City of Hobart Annual Plan 2026-27

Cash Flow Forecast 2025-26 Budget $’000

2025-26 Forecast $’000

2026-27 Budget $’000

Rates and Charges Received

115,704

120,630

124,521

Grants – Operational Received

5,345

4,285

3,832

Grants – Capital Received

15,485

4,820

8,857

Interest Received

2,842

4,792

3,210

User Fees Received

53,000

21,457

20,651

Statutory Fees and Fines Received

11,000

29,676

29,440

Other Receipts

9,477

6,895

6,476

Employee Costs Paid

(79,413)

(74,434)

(81,949)

Materials and Consumables Paid

(41,403)

(42,857)

(44,352)

Utilities Paid

(2,457)

(2,438)

(2,741)

Other Payments

(12,700)

(20,310)

(20,645)

Net Cash Flows from Operating Activities

76,880

52,516

47,300

(21,709)

(28,788)

Proceeds from/(to) Investments

(2,606)

(3,400)

Proceeds/(Payments) from/for Financial Assets

(3,000)

(27,315)

(28,109)

(28,788)

Repayments of Interest Bearing Loans and Borrowings

(5,064)

(3,329)

(3,444)

Finance Costs

(1,184)

(1,068)

Interest paid – lease liability

(241)

(213)

Repayment of lease liabilities

(986)

(1,009)

Net Cash Flows from Financing Activities

(7,475)

(5,740)

(5,735)

Net Change in Cash Held

42,090

18,667

12,778

Cash at the Beginning of the Financial Year

18,946

37,613

Cash at the End of the Financial Year

61,036

37,613

50,391

Cash Flows from Operating Activities

Cash Flow from Investing Activities Payment for Property, Infrastructure, Plant and Equipment Proceeds/(Payments) from/for Intangible Assets

Net Cash Flows from Investing Activities Cash Flow from Financing Activities

City of Hobart Annual Plan 2026-27

Balance Sheet Forecast 2025-26 Budget $’000

2025-26 Forecast $’000

2026-27 Budget $’000

13,100

37,613

50,390

Inventories

654

467

450

Receivables

9,850

8,838

9,593

Investments

65,000

75,000

Prepayments

1,025

1,607

89,629

123,542

137,057

189,149

183,700

3,191,549

3,154,033

3,149,621

Intangibles

5,106

Right-of-Use Assets

8,502

6,783

5,868

Employee Benefits

3,500

2,200

3,397,806

3,351,822

3,346,495

3,487,435

3,475,364

3,483,552

Payables

12,810

11,599

12,366

Trust, Deposits, Retention

2,615

2,106

Employee benefits

13,594

11,316

Contract Liabilities

3,882

5,100

Loans

3,448

3,444

3,564

Provisions

272

Lease Liabilities

895

1,009

1,035

37,310

34,846

35,487

Employee benefits

3,496

2,853

Loans

29,017

29,023

25,458

Provisions

3,925

4,168

4,440

Lease Liabilities

9,000

7,031

5,997

45,438

43,075

38,748

82,748

77,921

74,235

3,404,687

3,397,443

3,409,317

Assets Current Assets Cash and cash equivalents

Assets Held for Resale

Non-Current Assets Investment in TasWater Property, plant and equipment

Total Assets Liabilities Current Liabilities

Non-Current Liabilities

Total Liabilities Net Assets 44

City of Hobart Annual Plan 2026-27

Reserved Funds Balance Sheet Forecast 2025-26 Budget $’000

2025-26 Forecast $’000

2026-27 Budget $’000

Grants and Contributions subject to Conditions

4,100

2,000

9,477

Heritage Funding

2,050

2,052

2,110

Trust Funds, Deposits and Retention

2,615

2,100

100

150

McRobies Gully Landfill Rehabilitation

4,354

4,530

Queens Domain Facility Upgrades

3,250

3,246

3,698

Street Tree Compensation Fund

Closing Cash Balance ear-marked for:

Bushland Acquisition

Some of Council’s cash reserves are restricted. In some cases, this restriction is imposed by legislation (e.g. The Heritage Account). Others have been earmarked for certain purposes by Council decisions and may therefore be used for other purposes at Council’s discretion.

Delegations At its meeting to approve the Annual Estimates, the Council approved the delegation of power to expend monies to all the Council committees and the Chief Executive Officer. The power to expend monies was linked to the delegation categories shown below. The delegation categories are defined as follows: Delegation 1: power to expend monies delegated to the Chief Executive Officer. Pursuant to the Council resolution and further pursuant to section 64 of the Local Government Act 1993, the Chief Executive Officer is authorised by the Council to delegate this power to Council employees. Delegation 3: power to expend monies reserved to the Council. The expenditure of money within all budget functions listed in the Annual Plan are Delegation 1.

City of Hobart Annual Plan 2026-27

Hobart Town Hall, Macquarie Street, Hobart, Tasmania 7000 Australia T 03 6238 2711 F 03 6238 2186

E coh@hobartcity.com.au W hobartcity.com.au