City of Hobart Annual Report 2024-25

Vision for the City of Hobart

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.

Our mission:

Working together to make Hobart a better place for the community.

We value:

People

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

Teamwork

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

Focus and Direction

We have clear goals and plans to achieve sustainable social, environmental and economic outcomes for the Hobart community.

Creativity and Innovation

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

Accountability

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

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.

Lord Mayor’s message

On behalf of the Council, I am pleased to present the annual report for 2024-25.

The City of Hobart has implemented a number of forward-looking projects over the past year, including important strategic planning work to guide the growth of our city into the future. Infrastructure has also been installed which is transforming how we protect our environment and provide new facilities for residents.

The City has realigned its internal structure to deliver programs, services and infrastructure more efficiently. In addition, Council has also implemented a new committee structure which allows us to more effectively conduct our business.

While there can be a reluctance to embrace change, innovation needs to be at the forefront of how we operate today to ensure Hobart continues to thrive in a changing world.

City Finances

The financial profile of the city remains healthy with a turn-over of $186.9 million

in 2024-25 and an underlying surplus of $14.4 million. We invested $2.0 million in new assets and $25.7 million in replacement of worn-out assets. There were no new borrowings taken out and $4.1 million in existing debt was repaid.

Development and Planning

There is a significant pipeline of approved developments in the City of Hobart with 582 permits approved in 2024-25 with an estimated value of work of over $485 million. The value of developments approved is a significant increase on the 2023-24 figure of $330 million. The dwelling application approval rate for this year was 98.46 per cent, showing a Council which overwhelmingly approves development.

Major developments approved in this financial year include a $40 million 12-storey commercial development on the corner of Harrington and Liverpool streets, and a $74 million 9-storey mixed-use building with retail and office spaces, on the corner of Watchorn and Bathurst streets.

Council voted to adopt the North Hobart Neighbourhood Plan—a 20-year plan that will guide the future growth and sustainable development of the area to protect the character of North Hobart and encourage new development.

We also developed and released for public comment the Hobart Design Guidelines, Tasmania’s first ever city design guidelines. Council made an in-depth submission to the Tasmanian Planning Commission as part of the Macquarie Point Stadium Project of State Significance Process (POSS) and

provided briefings to members of the Tasmanian Parliament about the project. Following detailed consideration and analysis, the City concluded that it does not support this project being built at this location because the negative impacts outweigh the positives.

Transport

Council adopted the Hobart Transport Strategy to support the implementation of an integrated, sustainable and efficient transport system for Hobart. During this financial year, several projects from the strategy were implemented including the completion of a Parking and Kerbside Management Plan to help manage our transport network and street spaces. School Access Travel Plans were developed in partnership with Goulburn Street Primary School, New Town Primary School, and South Hobart Primary School to make the streets around these schools safer.

The City introduced an eBike Library to give people real-world experience to see if an e-bike suits their needs before committing to purchasing one.

The City continues to work with the Tasmanian Government on the expansion of the Derwent River Ferry Service. A terminal at Sandy Bay will improve transport options for commuters and students and help relieve peak hour usage of Sandy Bay Road. The Derwent Ferry expansion is a collaborative project with both the Federal and State Governments and made possible by the successful advocacy of the Greater Hobart mayors, securing $20 million in federal funding to construct the three terminals. Council also endorsed the West Hobart Local Area Mobility Plan, to improve safety for people walking, riding and driving through the suburb.

The City of Hobart will continue with pedestrian-only phase crossings (“scramble crossings”) at four CBD intersections following a successful 12-month trial, which demonstrated that they provide a safer and quicker way for pedestrians by separating them from car movements.

The two-year Transforming Collins Street trial began across a 700-metre section of the street between Molle and Murray Streets. The trial includes separated cycle lanes, a zebra crossing, street greenery, outdoor dining space, and a lower speed limit.

The trial aims to support local businesses and encourage people to spend more time on Collins Street—resulting in a more welcoming CBD and boosting economic activity. A large public meeting held in March 2025 passed a motion in support of the trial.

The Marlyn Road Fire Trail, fondly known as the “Bumpy Track”, was upgraded to make a safer and more accessible route.

Council approved a two-year trial to extend the Centrepoint Car Park’s weekday closing time from 6.15pm to 7.15pm and the Argyle Street car park’s daily opening time from 7am to 6.30am.

Community Infrastructure

The new Parliament Reserve Slide—the biggest slide in Hobart—was opened and meets contemporary safety standards. The area has been landscaped with new gardens to make it more accessible.

Vacant land in South Hobart was transformed into a new playground with play towers, slides, swings, a picnic shelter, and native tree plantings, following requests from the local community.

Council adopted the Hobart Waste Management Strategy 2025 which maps out 64 actions that will be taken over the next five years to embrace a circular economy and close the McRobies Gully landfill site in 2030.

Our Environment

Hobart has a unique natural and built environment with over 60 per cent of the municipal area that we manage being native vegetation.

Council approved the Biodiversity Action Plan 2025–2030 which maps biodiversity values across all land types and guides our land management to protect the City’s flora and fauna. It commits to restoring and reconnecting key habitat corridors across Hobart, helping native wildlife adapt and thrive amid increasing urbanisation and climate pressures.

In addition to its own grants, the City of Hobart also delivers the Youth Climate Action Fund (YCAF) — a global initiative fully funded by Bloomberg Philanthropies.

The YCAF empowers young people aged 15 to 24 to lead climate action projects in their communities. The City has awarded more than $200,000 of Bloomberg funding to youth led projects, ranging from sustainability workshops and creative arts initiatives to urban greening and clean energy installations.

Council approved the installation of a new gross pollutant trap below the existing leachate pond at the McRobies Gully Waste Management Centre to significantly reduce rubbish and pollutants from entering the Hobart Rivulet, protecting the platypus population by improving water quality in their natural habitat.

The $2 million restoration of the New Town Rivulet estuary has been a major project to transform 300 metres of the Rivulet from a degraded concrete drain into a beautiful, natural estuarine environment.

A guide to the flammability of common garden plants in Greater Hobart was developed with researchers at the University of Tasmania’s FireLab.

The City made a submission to the Kunanyi/ Mount Wellington and Wellington Park Strategic Review A shared vision for Our Mountain’s Future highlighting that Council owns and maintains assets worth over $84 million within Wellington Park, including: fire trails, tracks, bridges, public conveniences, sheds and huts, roads and stormwater infrastructure.

During the financial year, 900 trees and 4,100 plants have been given away to residents to grow Hobart’s urban tree canopy cover to 40 per cent by 2046.

To mark the International Day of Peace, the City planted in Hobart Peace Park a sapling descended from a ginkgo tree that survived the atomic bombing of Hiroshima and a Blue Gum was planted in Sandy Bay as a gift to Mary Donaldson on her accession as Queen of Denmark. These were two of the approximately 180 new trees planted in Hobart’s parks and streets this financial year.

Council adopted the 2040 Climate Ready Hobart Strategy which includes a goal of zero emissions across Hobart by 2040, the first Tasmanian council to set this ambitious target. The strategy is the result of more than a year of research, collaboration and design with climate experts, leaders, and the wider community including Tasmania’s first citizens assembly on climate change.

Community and Creativity

The Country, Culture, People 2025–2027 was drafted to improve opportunities to work with the Palawa community and promote Aboriginal culture to the Hobart community.

Council also endorsed establishing a secretariat and Steering Committee to endorse our status as a UNESCO City of Literature. The City supported the production of Voices of the Southern Ocean an anthology of writing inspired by the Southern Ocean by more than 50 writers and illustrators from Hobart.

The City continued its support of community run Christmas carol events with eight community groups supported to run events across five days, maximising the opportunity for Hobart residents to celebrate with their community.

The City’s support for the community also continued through its Grant program which allocated:

• $86,450 for Community Grants.

• $21,767 for Community Quick Response Grants.

• $144,783 for Creative Hobart Medium Grants.

• $38,717 for Creative Hobart Small Grants.

• $324,250 for Event Partnerships.

• $11,157 in Event Quick Response Grants.

• $55,000 in Urban Sustainability Grants.

The City Partnerships Program provided $122,739 in support to significant events including ANZAC Day, the Sandy Bay and Royal Hobart Regattas, the Estia Greek Festival, and Festa Italia, and the Sponsorship Program also provided $313,500 in financial and $467,998 in in-kind support to major events including

the Taste of Summer, Australian Wooden Boat Festival, and the Dark MoFo Winterfeast.

The City’s Event grants round supported a wide variety of high-quality performances and community events, including through grants to the Hobart Jazz Club Inc for the Hot August Jazz Festival, to the South Hobart Sustainable Community for a South Hobart Resilience Fair and Film Night, and for the Tasmanian Fashion Festival.

The Hobart City Council endorsed the recommendations from a review of grants and sponsorships conducted with KPMG. As a result, the Council agreed to establish a centralised grants coordination team, update relevant policies, and an evaluation framework.

Supporting Business

The City of Hobart’s 2024 Business Grant Program saw 27 local small businesses in the Hobart local government area receive financial support to improve their visual merchandising and overall retail marketing.

To support local businesses and assist shoppers in the lead-up to Christmas, council funded additional Derwent ferry services in December 2024.

Council formed the Safer Hobart Alliance, a strategic advisory committee to enhance community safety and also held a retail crime and safety forum, with over 100 retailers and community members, to discuss how strategies can be applied to make stores and Hobart safer. It also completed the CCTV network along Elizabeth Street, from North Hobart to the CBD, providing enhanced public safety and security for residents, visitors, and businesses as well as vital city planning data.

Engaging with State and Federal Government

The City of Hobart agreed on its Advocacy Priorities 2024-25 focussing on key areas including Kunanyi/Mount Wellington, transport choices for Hobart, housing and urban development, the New Town Sports Precinct, a dedicated basketball facility at Rugby Park, and a new world-class STEM hub at the University of Tasmania’s Sandy Bay campus. These priorities aim to secure investment and support from other levels of government to better meet community needs.

The City’s ongoing advocacy on the redevelopment of Macquarie Wharf 6 was successful with funding allocated by the Federal Government to ensure Hobart continues to serve as Australia’s Antarctic gateway.

It is through the hard work of all City of Hobart employees that Hobart continues to be an exciting and vibrant place to live, and I thank our CEO, Michael Stretton, his Executive Leadership Team, and all staff for their efforts.

My elected member colleagues represent the diversity of views within our community and I thank them for their work on behalf of the people of Hobart.

I look forward to the year ahead where Hobart continues to be a welcoming, innovative, and globally connected city.

Cr Anna Reynolds Lord Mayor

Chief Executive Officer’s message

It is with pleasure that I reflect on the achievements of this organisation for the 2024-25 financial year.

Throughout 2024-25, the City of Hobart continued to deliver a wide array of services to its community. This report summarises organisational performance and outlines major developments during the year.

When I commenced at the City of Hobart in February 2024, I spent time working out how the organisation ‘ticked’ by talking with senior leaders, staff and Elected Members. These observations resulted in the release of a Review and Organisational Alignment Project 2024 Report in July which articulated my vision for the organisation to be innovative and contemporary, to have a constructive culture that staff are proud to be a part of and to be widely respected as local government leaders. Following excellent engagement from staff, a number of changes to the organisation’s structure came into effect on 25 November 2024.

It is pleasing to have a full compliment of Executive Leadership Team (ELT) members with the appointment of three new Directors to the team. The ELT is committed to

promoting a positive working environment with each team member leading by example and setting the tone. The ELT’s purpose statement articulates how Directors will build trust, create a positive culture, demonstrate integrity and strive to be leaders that others want to follow.

Leadership, staff and team development has also been at the forefront with the One Hobart Leadership Program being offered throughout the organisation. The Program is designed to consolidate and uplift the collective capability of our staff by equipping leaders to respond to complexity and continuous change, taking initiative, being accountable, thinking strategically, identifying opportunities for improvements, and feeling empowered to contribute to work together to achieve outcomes. A series of monthly “Leadership in Practice” sessions is held for graduates of the Program whilst “Where to from Here” workshops allow teams to set priorities, outcomes and accountabilities in terms of team behaviours and outcomes.

We placed a strong emphasis on the Work Health and Safety (WHS) of our employees by reviewing resourcing and our WHS committee structure.

These committees are an important part of our organisation as they facilitate effective consultation, cooperation and communication between staff and management with regards to safety matters across the organisation. Our One Safe Framework connects the efforts of WHS in eliminating psychosocial hazards and

consists of the following four key areas: Safe to be, Safe to learn, Safe to contribute, and Safe to constructively challenge. Support has been provided to all teams to enable them to develop skills to create a psychologically safe and constructive environment.

For new employees of the City of Hobart we launched a new Onboarding Program at an inaugural One Hobart Showcase. These Showcases consists of groups and teams within our work areas who provide information about programs and services and provides a great opportunity for new and not so new employees to learn about what we do. This event is an integral part of the new onboarding program which takes place three times a year. In addition, new staff are also able to participate in walking tours to all City of Hobart council office locations, and a fortnightly tour to all other locations.

We successfully negotiated a new Enterprise Agreement this year with a majority of staff supporting the Hobart City Council Enterprise Agreement 2024 (EA 2024). We have always been committed to consulting with our staff and their representatives about matters affecting them in the workplace. The EA 2024 provides for the ongoing establishment of a Consultative Committee whose role is to work cooperatively and practically to engage on workplace issues, policies and proposed changes in the workplace.

Our digital transformation continued with the roll-out of the City’s 2025-2030 Information Technology Strategy. The Strategy aims to improve our 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. Our commitment to improving digital workflows and compliance with legislative requirements for information management has seen our teams enjoying benefits such as real-time document collaboration, improved information sharing, better version control, enhanced mobile access and stronger information governance. To help drive brand uniformity, accessibility and mobile phone readiness our IT and Digital Communications teams worked together to create an enterprise-wide email signature that provides organisational consistency for our staff.

Led by our fantastic finance team, the Council’s financial performance continues to be strong, recording an operational surplus of $20.4 million for the financial year.

Our focus will remain on the implementation of service reviews across the organisation to continue reducing our cost of service to the community over time.

In April, more than 100 people gathered in the Town Hall Ballroom for a retail crime and safety forum, to discuss how strategies can be applied to make shops and Hobart safer. The event was in collaboration with Tasmania Police and brought together community leaders and retailers to discuss ways to help make the community a safer place for all by ensuring reporting of a crime in a timely manner, things retailers can do to prevent crime such as installing CCTV and ensuring staff are properly trained in crime prevention.

The City has a team of volunteers operate at Salamanca Market, Hobart Airport, Tasmanian Travel and Information Centre and the MAC 02 Cruise Ship Terminal during cruise season. These amazing volunteers primarily greet visitors at the

above mentioned entry points to Tasmania and provide them with a warm welcome. They also help visitors in many other ways, such as wayfinding, what they can do whilst visiting Tasmania, and transport options for travelling around the state.

We commenced a refresh of our City of Hobart website. The main focus areas of the project are around the site page structure and navigation (information architecture), page content and visual design.

The City’s Warm Hearts campaign was rolled out for the second year to highlight Hobart in its darkest months. The campaign aims to increase awareness of what the City delivers and contributes to the Hobart community as well as increase the sense of pride and connection for those who live, work, visit and study in Hobart.

We continue to engage regularly with our Elected Members through strategic planning days which focus on Annual Plan, Budget,

Long Term Financial Management Plan, the development of a four-year delivery plan, professional development, and future priorities. In April, the Elected Members and ELT participated in a capital projects site tour which included the redevelopment of the Queenborough Oval change rooms, Doone Kennedy Hobart Aquatic Centre, Queens Walk and the Glebe.

In closing, I wish to extend my thanks to the Lord Mayor and Elected Members, my Executive Leadership Team colleagues and all employees for their excellent efforts, commitment and dedication in making a valuable contribution to the City of Hobart.

Michael Stretton Chief Executive Officer

Hobart today

We are an island capital on the fringe of the Southern Hemisphere, a city defined by wild weather and its place as a gateway to Antarctica.

Hobart: A community vision for our island capital, identity statement 1

Source: ABS Census 2021

Id.profile Hobart Transport Strategy 2024

Housing tenure

Part I About the Council

Council in focus

History of the Council

The 1850s saw the establishment of municipal administration in Tasmania in the form of general purpose locally elected institutions.

Municipal government was established by the Hobart Town and Launceston Municipal Council Act 1852 and in 1852, the first elections for a seven-member Council were held. The new Council took office from the beginning of 1853, with William Carter as Mayor. In 1857 the Municipal Council was incorporated (Hobart Town Corporation Act 1857), and its constitution and powers redefined.

Between 1853 and 1934 the Council was led by various mayors, elected annually. The title was raised to ‘Lord Mayor’ by Letters Patent issued by King George V in January 1934.

The Town Hall was opened in 1866 and in 2016 celebrated its 150th anniversary.

Further details of the history of Hobart City Council, including its past elected members, can be sourced from the City of Hobart’s historical reference: Growing with Strength—a History of the Hobart City Council 1846–2000.

Council structure

The Council is the ultimate policy making body of the organisation. It sets the strategic direction, monitors the performance of its functions, and is responsible for allocating finances and resources.

The Council meets once a month on Mondays, commencing at 4pm in the Council Chamber at the Hobart Town Hall. Council meetings are open to the public who may sit in the public gallery.

The meetings are also streamed live and can be watched live through the City of Hobart’s You Tube channel.

Council representatives

There are 12 Elected Members who represent the residents and businesses of Hobart.

They have specific powers, responsibilities and duties as set out in the Local Government Act 1993.

Local government elections are held every four years with all seats contested. The positions of Lord Mayor and Deputy Lord Mayor are popularly elected.

Committees, advisory groups and representation on external bodies

During the 2024-25 year, a review of the Council’s governance model was undertaken resulting in a change to the meeting program format occurring in September 2024. The City moved away from a portfoliobased model and introduced a new Council Committee and five Special Committees of an advisory nature.

The Council continues to meet once a month and the Planning Authority Committee meets each fortnight.

A new Council Committee called the Hobart Workshop Committee was introduced that meets twice a month and deals with lowerorder policy and strategic matters such as (but not limited to):

• Leases

• Special Committee reports

• Executive reports

• Review of Council policies.

The agenda of the Hobart Workshop Committee also provides an opportunity for a workshop component (non-decision making) that enables Elected Members to consider and provide input on matters before they are presented to a Council meeting for full determination. As these meetings are open for public attendance, this new format for workshops introduced more transparency in the Council’s decision-making process.

Meetings of the Hobart Workshop Committee vary between the Town Hall and at off-site locations in the community.

The Council also has Special Committees to support the implementation of the Hobart Community Vision and the Capital City Strategic Plan 2023. The Special Committees are advisory bodies consisting of Elected Members and independent community members that have been appointed by the Council. The Committees are:

• City Economy Committee

• City Heritage Committee

• City Transport Committee

• Place and Wellbeing Committee

• Climate, Sustainability and Biodiversity Committee

Each Special Committee is chaired by an Elected Member or a member appointed by the Council. Minutes of the Special

Committees are provided to the Hobart Workshop Committee for receiving and noting.

Elected Members also participate and represent the City on external bodies to provide input on various issues that have an impact on the local government sector, our community and economy. Membership is listed against each Elected Member on pages 22 to 26.

Risk and Audit Panel

The Risk and Audit Panel (the Panel) was established by the Council in 2015 in accordance with the Local Government Act 1993 and Local Government (Audit Panels) Order 2014. The Panel consists of an independent chairperson, two elected representatives and two independent members, who collectively have a broad range of skills and experience relevant to the operations of the Council.

The membership of the panel for 2024-25 included Mr Frank Barta as the independent Chairperson, and Mr Wayne Davy and Mr Paul McTaggart as the independent panel members, and Councillor Louise Elliot and Alderman Louise Bloomfield as the Council’s nominees.

The Panel’s objective is to provide assurance and advice to the Council about the assessment, management and review of risk across all City activities and services.

Council and Elected Members

Lord Mayor

Councillor Anna Reynolds

BA, MM

Committee Membership

• Council (Chairperson)

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

• Heritage Account Special Committee

• City Heritage Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• Climate Futures Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• City Heritage Special Committee from 16 September 2024

• Climate, Sustainability and Biodiversity Special Committee (Co-Chairperson) from 16 September 2024

Representation on other committees, advisory groups and external bodies

• Council of Capital City Lord Mayors

• Global Covenant of Mayors for Climate and Energy

• Greater Hobart Homelessness Alliance

• Greater Hobart Strategic Alliance

• Hobart Emergency Management Committee (Chairperson) (ex-officio Lord Mayor)

• ICLEI – Local Governments for Sustainability

• Local Government Association of Tasmania General Management Committee

• Mayors for Peace (ex-officio Lord Mayor)

• Premiers Local Government Council

• Sister Cities Australia (ex-officio Lord Mayor)

• Wellington Park Management Trust (Deputy Member)

Deputy Lord Mayor Councillor

Dr Zelinda Sherlock

BA-LLB, MA-TESOL, PhD

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• Welcoming and Inclusive City Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

Representation on other committees, advisory groups and external bodies

• Local Government Association of Tasmania General Management Committee Proxy Voting delegate

Alderman

Marti Zucco

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Nominee member) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

Councillor

Bill Harvey

BA, GDipEd, GDipEnvMgt, GAICD

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

• Sustainability in Infrastructure Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024.

• Climate, Sustainability and Biodiversity Special Committee (Co-Chairperson) from 16 September 2024

Representation on other committees, advisory groups and external bodies

• Southern Tasmanian Regional Waste Authority Local Government Forum

• Cycling South

Councillor

Mike Dutta

Committee Membership

• Council

• Planning Committee (Chairperson) from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Chairperson) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

• Housing and Homelessness Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

Representation on other committees, advisory groups and external bodies

• Housing with Dignity Reference Group

Councillor

John Kelly

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Nominee member) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

• Creative City Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

Representation on other committees, advisory groups and external bodies

• Wellington Park Management Trust

• Maritime Museum of Tasmania Management Committee

• Tasmanian Water and Sewerage Corporation –Owners Representative (proxy)

Councillor

Louise Elliot

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Nominee member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• Risk and Audit Panel

Alderman

Louise Bloomfield

B.Com FNTAA FIPA

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Nominee member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• Risk and Audit Panel

• Heritage Account Special Committee

• City Economy Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• City Economy Special Committee (Chairperson) from 16 September 2024

Representation on other committees, advisory groups and external bodies

• Hobart City Council Access Advisory Committee (Chairperson)

• Southern Tasmanian Councils Authority (Chairperson) from 15 July 2024

• Safer Hobart Alliance (Chairperson) from 31 March 2025

Councillor

Ryan Posselt

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• City Mobility Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• City Transport Special Committee (Chairperson) from 16 September 2024

Representation on other committees, advisory groups and external bodies

• Wellington Park Management Trust (Deputy Member)

• Hobart City Council Access Advisory Committee (Deputy Chairperson)

• Cycling South

Councillor

Ben Lohberger

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• City Water Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• Climate, Sustainability and Biodiversity Special Committee (Co-Chairperson) from 16 September 2024

Representation on other committees, advisory groups and external bodies

• Tasmanian Water and Sewerage Corporation Owners’ Representative

• Wellington Park Management Trust

• Housing with Dignity Reference Group Deputy (Co-Chairperson)

Councillor

Will Coats

BGS (Info Systems),

Dip Financial Services

Committee Membership

• Council

• Planning Authority Committee (Nominee member) from 16 September 2024

• Hobart Workshop Committee (Nominee member) from 14 October 2024

• Healthy Hobart Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2025

• Place and Wellbeing Special Committee (Co-Chairperson) from 16 September 2024

Councillor

Gemma Kitsos

BMus BOccTHY (Hons)

Committee Membership

• Council

• Planning Committee from 1 July 2024 until 15 September 2024

• Planning Authority Committee (Appointed member) from 16 September 2024

• Hobart Workshop Committee (Appointed member) from 14 October 2024

• Future Hobart Portfolio Committee (Chairperson) from 1 July 2024 until 15 September 2024

• Place and Wellbeing Special Committee (Co-Chairperson) from 16 September 2024

Organisational structure

The City’s organisational structure facilitates the delivery of projects, programs and services to the community.

Executive Leadership Team

As at 30 June 2025

Chief Executive Officer

Director Strategic and Regulatory Services Network

Karen Abey

Responsible for:

• City Compliance

• City Transport

• Development Appraisal

• Place Design, Sport and Recreation

• Strategic Land Use Planning

Head of Executive Services Network

Laura Eaton

Responsible for:

• Communications, Engagement and Marketing

• Climate Change

• International Relations

• Office of the CEO

• Office of the Lord Mayor

• Strategic Projects

Director Infrastructure and Assets Network

David Reeve

Responsible for:

• City Assets

• City Infrastructure

• City Projects

• City Resilience

• Open Space

• Stormwater and Waterways

Director Corporate Services Network

Michael Reynolds

Responsible for:

• Workplace Relations

• Information and Technology Services

• Legal and Governance

• People and Culture

• Rates, Procurement and Risk

Director Community and Economic Development Network

Ben Artup

Responsible for:

• City Welcome

• Community Programs

• Creative City

• Doone Kennedy Hobart Aquatic Centre

• Economic Development

• Environmental Health

Chief Financial Officer

Michelle Wickham

Responsible for:

• Budget and Finance

• Long Term Financial Management Plan

• Corporate Strategy, Finance and Performance

Michael Stretton

Workforce

The City of Hobart aims to provide a workplace and work-life balance that suits individual needs, and offer a range of benefits to all employees. The City is committed to gender equality and is an equal opportunity employer.

Workforce profile at June 2025

726

Total employees (headcount, includes casuals)

Number of employees by age and gender (headcount)

528

Permanent full-time equivalent (FTE) employees

460

Number of full-time employees

100

Number of part-time employees

166

Number of casual employees

Our volunteers

Making a difference

The definition of volunteering is time willingly given for the common good and without financial gain. Being a volunteer can make a difference to the lives of others and be deeply satisfying for the people who volunteer with many health and wellbeing benefits and opportunities to learn and connect.

At the City of Hobart our volunteers are crucial to help deliver critical services for our community. We have over 1,000 active registered volunteers across six volunteer programs, offering their time and skills to make Hobart a better place for everyone. Our volunteers support our ageing population in their gardens, serve them lunch at Mathers House, create safe spaces for youth to be creative, care for our bushland, welcome cruise ship arrivals, meet-and-greet visitors at the airport, and ensure the flow of Salamanca Market every Saturday morning.

The following programs regularly engage volunteers for various activities and events.

Youth Arts and Recreation Centre and Youth Advisory Squad

The dedicated volunteers at the Youth Arts and Recreation Centre (YARC) continue to be the backbone of its creative programs, workshops, events, and daily operations. YARC provides young people with a creative space to explore their talents, build essential skills, find social support, and engage meaningfully with the community.

The volunteers have been instrumental in bringing to life events like the Youth Week celebration ‘YARC Fest,’ Tas Pride events, and the monthly YARC Live performances.

YARC is home to the Youth Advisory Squad (YAS), a vital platform for young people aged 12 to 25 to connect and contribute to making our city more youth friendly. YAS members develop leadership, communication, and teamwork skills while gaining hands-on experience in creating and managing youth-centered community projects and events. Meeting eight to ten times a year, YAS members collaborate on upcoming initiatives and discuss ways to address the issues affecting Hobart’s young people.

Mathers House

The vibrant community of over 35 volunteers, ranging in age from 20 to 90, play a vital role in bringing the City of Hobart’s Positive Ageing program to life at Mathers House and Criterion House. These dedicated volunteers support our residents aged 50 and over by preparing and serving around 150 meals weekly and leading

activities that create strong social bonds and reduce isolation helping them live more enriched lives. From T’ai Chi and the Hobart Ukulele Group to quilting bees and digital literacy classes our volunteers are the heart of our programs, keeping our ageing community connected, active, and engaged.

International Student Ambassador Program

The City of Hobart launched the International Student Ambassador Program in 2015, in collaboration with University of Tasmania, welcoming ambassadors from around the world. This program connects international students with the local community, fostering inclusion while helping them develop leadership, communication and presentation skills.

The program runs on a yearly basis and the students participate in various City of Hobart events, including Citizenship Ceremonies, and gain valuable insights from key community stakeholders. They also contribute to the Networking for

Harmony Advisory Group and spearhead projects supporting the Hobart Respects

All campaign, making a meaningful impact on the community.

Bushcare

The City of Hobart supports 14 active Bushcare and Landcare groups dedicated to enhancing wildlife habitat, protecting threatened vegetation communities and maintaining the health and resilience of Hobart’s bushland reserves.

With a legacy spanning over 30 years, the Bushcare Volunteer Program has built a strong community of thousands of volunteers. Each year, more than 700 active volunteers contribute over 3,000 hours to environmental restoration efforts.

These contributions are further strengthened by the leadership of dedicated volunteer coordinators, who play a vital role in guiding their groups, conducting site inspections, and collaborating with Bushcare staff on annual planning.

The core working bee program runs on Sundays from February to November. The program also engages the broader community through special events such as Clean Up Australia Day, National Tree Day, the South Hobart Resilience Fair, the Kunanyi Mountain Run, and various school and community group activities.

To honour the incredible efforts of our volunteers, we host an annual end-ofyear celebration featuring a community BBQ and the presentation of the Golden Secateurs Award. The program also shares

inspiring stories and updates through the City’s Hobart News and Bandicoot Times digital newsletters, as well as via Bushcare’s Facebook page.

Trackcare

The Trackcare Volunteering Program brings together mountain bikers, bushwalkers, trail runners, and rock climbers, connecting their passion for adventure with the care and maintenance of Hobart’s tracks and trails. Through regular “dig days,” volunteers learn essential trackwork techniques, engage with fellow outdoor enthusiasts, and contribute to shaping the city’s beloved bushland trails. This program not only ensures the upkeep of these natural assets but also fosters a vibrant community dedicated to preserving the trails that make Hobart special.

Still Gardening

The Still Gardening Program, funded annually as part of the Commonwealth Home Support Program, has been empowering seniors to stay active and connected through the joy of gardening since 2008. This initiative brings together a team of dedicated volunteers (Garden Mates) who work one-on-one with older community members in their gardens, helping them continue doing what they love—getting their hands dirty and enjoying the outdoors.

Still Gardening enhances the well-being of older Tasmanians by fostering social connections and providing valuable training and education for Garden Mate volunteers. This upskilling ensures that the program consistently improves the quality of aged care service standards and delivery, making a lasting impact on the lives of those it serves.

City Welcome Volunteer Program

For over 25 years, the City Welcome Volunteers have been providing a warm and friendly welcome to travellers, visitors and locals at the Travel Centre, Salamanca Market, Hobart Airport, MAC02 Cruise Ship Terminal and at City of Hobart Community Events. Our City Welcome volunteers love to help other people and contribute over 3,500 hours support each year.

The City Welcome Program enhances the visitor experience in Hobart and beyond, with volunteers providing essential wayfinding assistance and travel recommendations.

Networks, committees and reference groups

Through various networks, advisory committees and reference groups, our volunteers play a pivotal role in shaping and implementing action plans that align with our commitments and goals. Through advocating for accessibility and inclusion, promoting multiculturism and action on homelessness, their contributions have been instrumental in driving forward our mission and creating a positive impact across all sectors.

Networking for Harmony

Providing a platform for community organisations and stakeholders to discuss multicultural issues and contribute to the City’s projects and initiatives in the Multicultural Action, the Networking for Harmony members volunteer their time to monitor the implementation of the City’s “Hobart: A City for All Action Plan,” with a focus on Multicultural Programs. Working subgroups facilitate multicultural events such as Harmony Week, the Together Festival, and World Refugee Week.

Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual, + Reference Group

Established in 2024, the Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual, + (LGBTQIA+) Reference Group was created to offer guidance on implementing the City’s Community Commitment and identify potential future actions relevant to the LGBTQIA+ community. The group facilitates community engagement while providing insights and identifying opportunities related to issues such as discrimination and stigma, resilience and pride, and empowerment and voice.

Housing with Dignity Reference Group

Since 2019, the Housing with Dignity Reference Group (HWDRG) has helped provide a voice to individuals with lived experience of homelessness. The HWDRG assists the City in reviewing the Housing and Homelessness Commitment and serves as a critical reference point for consultation on decisions related to homelessness, including identifying priorities for advocating and lobbying the State and Federal Governments on behalf of homeless individuals.

The HWDRG have achieved several key outcomes such as the annual Street to Stage event, the I am Somebody campaign, promoting the Health with Dignity campaign, and the creation and distribution of the Hobart Help cards.

Access Advisory Committee

The Access Advisory Committee (AAC) are a group of people volunteering their time to improve accessibility in public spaces and events around Hobart. They advocate for the rights of people with disabilities, provide advice from lived experiences, and raise awareness through initiatives such as International Day of People with Disability.

By promoting best practices and engaging with the community, the AAC supports the development of inclusive policies and increased participation opportunities, ensuring better access to events, information and recreational programs.

Hobart Older Persons Reference Group

Since 2008, the Hobart Older Persons Reference Group (HOPRG) has championed the interests of older people facilitating the delivery of the Hobart Positive Ageing Commitment, creating opportunities for community consultation, and leading initiatives that promote the positive contributions of an ageing population. HOPRG members volunteer their time to ensure that the voice of older people is heard, and that older people can be included and engaged in their communities.

Part II Reporting Performance

Strategic Framework

The City of Hobart Integrated Planning and Reporting Framework aligns planning and reporting with performance evaluation and continuous improvement.

The Integrated Planning and Reporting Framework ensures that the Capital City Strategic Plan and Long-Term Financial Management Plan are put into action through the City’s Annual Plan and Annual Budget Program.

The City’s Community Vision outlines what people value about Hobart and what they aspire to for its future. The vision guides the City of Hobart’s work and calls on us to demonstrate long-term commitment to help create the Hobart our communities want.

The vision and its identity statements and pillars detail the values and special qualities that the community want to see reinforced, developed or improved and highlights the aspirations for the future of Hobart.

The vision is used to guide and direct the City’s strategies, plans and priorities. All strategic actions and programs are designed to deliver on the vision.

The City’s Integrated Planning and Reporting Framework incorporates the requirements of the Local Government Act 1993 and the principles in the Australian Business Excellence Framework as illustrated in the diagram below.

2024 –25 Year in review

This section highlights strategic priorities, programs and projects delivered, community engagement, capital works projects, and progress on key actions and initiatives in the Annual Plan.

Strategic priorities

The strategies and outcomes in the Capital City Strategic Plan are implemented through a series of supporting strategic documents and action plans. The information in this section notes some of what has been delivered during the year.

Climate

2040 Climate Ready Hobart Strategy is a plan for what the City of Hobart and the community can do together to respond to the climate and biodiversity emergency as we move towards 2040.

It sets a clear direction for the City to lead by example across its core business and services and work with the community towards a zero emissions target and climate resilience.

Since endorsement of Climate Ready Hobart, the following has been achieved:

• Finalisation of the Hobart Climate Risk Assessment.

• The Hobart Climate Assembly was awarded the 2024 Tasmanian PIA Award for Planning Excellence.

• In partnership with Bloomberg Philanthropies over $200 000 was awarded through the Youth Climate Action Fund to help deliver youth led climate projects.

• Progressing the South Hobart Community Battery, funded by the Australian Government and TasNetworks.

• Funding secured through the Tasmanian Government Community Climate Change Action Grant led to the launch of the e-bike library.

• Progress has been made in reducing organisational emissions largely due to improved methane gas capture at McRobies Waste Facility. Overall emissions were calculated as 35,482 tonnes of carbon dioxide equivalent which is 19.8 per cent lower than last year.

Movement

The Hobart Transport Strategy supports an integrated, climate ready, efficient transport and land use strategy for Hobart, and aims to provide transport options that support and encourage behaviour change leading to a reduction in transport emissions.

To deliver these actions we will ensure our streets are accessible, healthy and safe for all people, and respond to emerging trends, technology and change.

Since endorsement of the Hobart Transport Strategy a number of actions have been progressed, these include:

• An audit of streets and pedestrian crossings in Central Hobart.

• A Parking and Kerbside Management Plan has been developed.

• Continued delivery of Local Area Mobility Plans to manage local trips safely and efficiently.

• Support for children’s active travel to school through development of School Access Travel Plans.

• Development of an EV Charging Infrastructure Policy.

• Working with the Tasmanian Government on active transport connectivity to new ferry terminals.

Economy

The City Economy Strategy 2023-28 aims to grow the capacity and capability of Hobart’s competitive advantages while leveraging emerging and planned growth and development opportunities, positioning Hobart as a place that attracts responsible investment – a place people want to visit, live and do business.

Actions to support the Hobart economy include:

• The Business Grants Program that provided financial support for 27 local businesses.

• Development of the Retail Safety and Crime Forum with Tasmania Police.

• Attendance at the 2025 Darwin Infusion to celebrate and promote the value of Sister Cities and international partnerships in strengthening economic, cultural and people-to-people links between Hobart, Darwin and international partners.

• Support for major events in Hobart through formal sponsorship and in-kind support eg, Dark Mofo, the Taste of Summer.

• Free parking at the Regatta Grounds and Cenotaph car park during the festive shopping period and for major events.

Waste Management

The Hobart Waste Management Strategy was endorsed by Council in June 2025 and replaced the 2015 strategies of which most actions were completed.

As a vital service and a significant contributor to CO2 emissions, the Hobart Waste Management Strategy 2025 underpins the behavioural change needed to meet our waste reduction objective of zero waste to landfill by 2030.

In 2024-25 we have:

• Reduced methane emissions from landfill due to increased efficiency in the landfill gas capture system.

• Supported the rollout of the Recycle Rewards program with reverse vending machines located at the South Hobart Tip Shop and Queens Walk Oval in New Town.

• $50 rebates (or 50 per cent of purchase price) for cloth nappies and reusable sanitary products.

• Provided drop off points for soft plastics at the McRobies Gully Waste Management Centre and the South Hobart Tip Shop.

Neighbourhood Planning

Neighourhood Plans provide a guide for how a local area could develop over the next 20 years, and consider future population changes and community needs.

The Central Hobart Plan was endorsed by Council in 2023 and has seen the completion of a built form analysis for the area and the progression of Planning Scheme Amendments to enable implementation.

The North Hobart Neighbourhood Plan was endorsed by Council in May 2025. Work has started on identified Planning Scheme Amendments.

2024-25 Highlights:

• Mowed 144 hectares of grass

• Planted 1,180 trees

• Gave away 900 trees and 4,100 plants to residents

• Maintained 170 hectares of fuel breaks over 200 sites

• Did hazard reduction burn off across 16 hectares

• Installed new equipment across 54 playgrounds

• Approved 347 residential planning permits

• Approved 181 commercial planning permits

• Value of approved planning permits $485 million

• Issued 437 building approvals at a value of $108 million

• Issued 318 plumbing permits at a value of $131 million

• Social media reach 8.5 million

• 150,000 social media followers

• 977,000 visits to our website

• 2.6 million website page views

• Cleaned 16,500 toilets and 8,760 change rooms

• Removed 14,400 graffiti tags

• Cleaned 16,500 BBQs

• Responded to 847 after hour phone calls

• 271 after hour call outs to assist residents

• Registered 4,724 dogs

• Invested $22.1 million on capital works

• Repaired 296 road defects and 269 footpaths

• Renewed 15,500 metres of road and 1,300 metres of footpaths

• Maintained 5,900 metres of gravel roads

• Replaced 108 street signs

• Installed 23 new stormwater connections

• Emptied over 1.5 million residential bins

• Collected 21,547 tonnes of waste

• Recycled 10,402 tonnes of waste

• Composted 9,139 tonnes of waste

• Supported or delivered 124 events

• Welcomed 352 new Australian Citizens

• Supported over 1,000 volunteers

• Served over 7,800 meals at Mathers House

• Provided services to 1,069,000 visitors

• 447,600 people went to Salamanca Market

• 141,066 people visited the Tasmanian Tourism Information Centre

• Over 600,000 people attended Doone Kennedy Hobart Aquatic Centre

• 3,888 members at Doone Kennedy Hobart Aquatic Centre

Below is a selection of programs and projects that have been delivered during 2024-25

• A two-year trial to reimagine Collins Street as a vibrant, welcoming, and people-friendly place was launched. The project includes a new streetside dining deck, a zebra crossing, and separated bike lanes to connect the CBD to the Hobart Rivulet path.

• 4,000 plants were distributed to residents to support nature strip gardening across Hobart.

• In April, the City held an open day to highlight potential concepts for the future of the Halls Saddle site. Over 60 people came along to talk to City staff about the future of Halls Saddle and Kunanyi/Mount Wellington.

• Tasmania Police and the City of Hobart held the Retail Safety and Retail Crime Forum which brought together community leaders, police, retailers, and politicians to discuss safety in shopping precincts and stores.

• A Housing Forum was held to discuss how housing affordability and supply challenges can be addressed. The Forum brought together 80 experts from the housing sector, including government representatives, community organisations and developers.

• Hello Hobart held a Christmas window display competition with 40 entries. Local businesses showed off their creativity and spread the Christmas spirit in our shopping precincts.

• The New Town Rivulet estuary restoration project is underway, a $2 million joint venture between the City of Hobart and Glenorchy City Council to transform the degraded mouth of the New Town Rivulet into a natural estuarine environment.

The project involves major earthworks, landscaping, and planting of nearly 45,000 native trees, shrubs, water plants, and grasses.

• A project to eradicate crack willows, a highly invasive environmental weed, from Hobart’s rivulets is underway. The project is funded by the Australian Government Disaster Ready Fund and the City of Hobart, and will be delivered over three years.

Capital Works Summary

During 2024-25, the successful completion of several high-profile capital projects, including:

• Collins Street Streetscape Improvement and Cycleway

• Pipeline Track Extension – City to Mountain

• Saunders Crescent Playground

• Good Water Project

• Soldiers Memorial Oval Drainage

• Parliament Street Slide Replacement

• Hobart Rivulet Gore Street Debris Irons Renewal

• Domain Slipway Stormwater Extension

• Marlyn Road Fire Trail

• 747–753 Sandy Bay Road Stormwater Connection

• Matilda Pontoon Floats Replacement

• South Hobart Oval Courts Upgrade

• Knocklofty to McRobies Gully Connector tracks – City to Mountain

Significant construction was progressed on the following key projects:

• New Town Netball Court Upgrade

• Queenborough Oval Changeroom Upgrade

• New Town Rivulet Outfall Remediation

• McRobies Gully Gross Pollutant Trap Installation

Knocklofty to McRobies Gully Connector

Four kilometres of new shared use and mountain bike track to link the eastern edge of Wellington Park to Knocklofty Reserve and West Hobart was completed. The new tracks improve recreational access for the community and means the public no longer need to use fire trails located on private land to walk or ride between the two places. These new tracks connect the city to the mountain and were identified as gaps in the network.

Hobart Rivulet Gore Street Debris Irons Renewal

Work to replace the debris irons in the Hobart Rivulet was successfully completed.

The original irons were installed decades ago to prevent large debris such as rocks and logs travelling under the CBD from the rivulet after periods of high rainfall which can cause damage and blockages in drainage and lead to flooding.

The structure was badly rusted in several areas and needed remedial attention. The work was undertaken in such a way as to not impact the health of the waterway and was finished with minimal impact on the surrounding environment.

How we engaged and major community engagement projects

The City of Hobart believes the best, most sustainable decisions are made when the community is involved in the decisionmaking process. Best-practice community engagement helps achieve that.

Hobart has a diverse community. This includes people who live, study, work, and visit the city. We strive for access and inclusion to be at the forefront of how we approach engagement.

There are a range of ways we engage with our community. Some of these methods are determined by legislation, such as planning schemes and the Local Government Act 1993. But generally, engagement methods are selected based on what will best allow the community to have their say. These may include surveys, workshops, pop-up stalls or other public events.

Hobart Urban Tree Strategy

With an ambitious goal to increase the City’s urban tree canopy to 40 per cent by 2046 we engaged with diverse community members of all ages. People came together to celebrate and reflect on their love of trees and provide their thoughts on how we can prioritise tree planting and care over the next decade.

The direction and actions in the draft Hobart Urban Tree Strategy have been guided by what we heard during the engagement period.

In 2024-25, the City engaged with the community on key projects, including:

• Draft Urban Tree Strategy

• North Hobart Neighbourhood Plan

• Dog Management Policy

• West Hobart Local Area Mobility Plan

• Southern Tasmania Regional Land Use Strategy

• Doone Kennedy Hobart Aquatic Centre Upgrades

• Hobart Transport Strategy 2024 –Transforming Collins Street

• Sandy Bay Ferry Terminal

• Hobart Housing Strategy

• Waste Management Strategy 2025-30

• Hobart Design Guidelines

• Community Budget 2024-25

People who participated received a tree to plant in their own garden so they could contribute to meeting the goal.

509 people responded to the Your Say survey, eleven pop-ups were held at various locations, and consultation with internal and external committees and organisations occurred.

Transforming Collins Street

This is an ongoing project that is designed to reimagine and develop a long-term vision for Collins Street that looks to enhance the connection between the CBD and Hobart Rivulet Track. The vision will be informed by temporary changes to the stretch of road on Collins Street between Molle and Murray Streets.

The changes include streetside dining, separated cycling lanes, additional accessible parking spaces, street plantings, lower speed limits and a new zebra crossing.

Community engagement in this two-year tactical trial is being implemented in five stages, with ongoing monitoring and reporting including community sentiment, usage data, and other key metrics being tracked throughout this period. To date there have been over 400 Your Say surveys completed, 66 face-to-face interviews, 4 drop-in sessions and over 100 conversations with businesses and residents about the project.

The next stage of engagement is scheduled for late 2025.

Sandy Bay Ferry terminal

The Sandy Bay Ferry Terminal community engagement project aimed to gather feedback on the location and design of a proposed terminal. The engagement was delivered over a three-week period, during March 2025, to hear from community members and stakeholders to help inform planning for the project.

We heard from 467 people via online and in-person surveys, written submissions, one-on-one conversations, pop-up events and focus groups.

In parallel, engagement was held with the Tasmania Aboriginal Community through Palawa consultants.

2024 –25 Your Say Statistics

26,900+

2,235

Visits to the Your Say Hobart website Contributions were made via online tools

9,100+

1,100 New registrations to Your Say Hobart Informed participants

(people who visited project pages on Your Say Hobart and/ or downloaded information)

The projects that attracted the most engagement were:

• North Hobart Neighbourhood Plan

• Sandy Bay Ferry Terminal

• Transforming Collins Street

• Hobart Design Guidelines

• Crowther Reinterpretation

2024 –25 Annual Plan Outcomes

and Summary

The Annual Plan is based on the eight pillars in the Vision and the Capital City Strategic Plan 2023.

The Annual Plan sets out the major actions and initiatives for the year ahead and covers a wide range of operational responsibilities, programs and projects that are aligned with the community vision, the Capital City Strategic Plan, the Capital Works Program and other strategies.

Progress on the major actions and initiatives in the Annual Plan are reported quarterly to the Council.

A summary of progress at the end of 2024-25 is provided in the following pages:

28

86%

Total number of actions and initiatives in the Annual Plan in progress but delayed of all actions and initiatives completed or on track on hold or carried forward to 2025-26 7% 7%

Pillar 1 Sense of place

Community panel’s vision statement

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.

Capital City Strategic Plan 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 make it special.

Actions and initiatives

Finalise the draft Elizabeth Street Vision Plan and action plan to guide the evolution of Elizabeth Street from the Waterfront to Burnett Street over the coming 15 years.

Finalise Urban Design Guidelines that will provide an innovative placed-based guide outlining urban design principles and strategies which will apply equally to the public realm and private development in the municipality.

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 2 Community inclusion, participation and belonging

Community panel’s vision statement

We are an island capital city that is socially inclusive and coherently connected, whose people are informed, safe, happy, healthy and resilient.

Capital City Strategic Plan outcomes

2.1 Hobart is a place that recognises and celebrates Tasmanian Aboriginal people, history and culture, working together 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.

Actions and initiatives

Develop and implement the updated Aboriginal Commitment and Action Plan.

Implement the findings of the outgoing grants and sponsorship review.

Develop a Masterplan for the Tasmanian Hockey Centre which balances the future sporting needs of the site together with potential affordable housing options.

Initiate, in collaboration with other regional Councils, the development of a Regional Sports Facility Plan that reflects the needs of the Greater Hobart community over the next 20 years.

Update the Public Health Emergency Management Plan.

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 3 Creativity and culture

Community panel’s vision statement

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.

Capital City Strategic Plan 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 understanding of diverse cultures and issues.

3.3 Everyone in Hobart can participate in a diverse and thriving creative community, as professionals and hobbyists.

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

Actions and initiatives

Develop a Creative City Strategy that provides an integrated approach to creative activities including arts and culture, events, and usage of facilities and spaces

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 4 City economies

Community panel’s vision statement

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.

Capital City Strategic Plan 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.

Actions and initiatives

Undertake promotional campaigns and activations to drive visitation and spend with local businesses.

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 5 Movement and connectivity

Community panel’s vision statement

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.

Capital City Strategic Plan 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.

Actions and initiatives

Endorsement and delivery of actions from the Transport Strategy and the Parking and Kerbside Management Plan.

Engage with the community to develop Local Area Mobility Plans for West Hobart and Mount Nelson.

Work with neighbouring Councils and the Tasmanian Government to develop the infrastructure that is needed to support the expansion of the ferry service.

Completed/on-track

Performance

Pillar 6 Natural environment

Community panel’s vision statement

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.

Capital City Strategic Plan 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 with renewable and ecologically sustainable energy, waste and water systems.

6.4 Hobart is responsive and resilient to climate change and natural disasters.

6.5 Hobart’s bushland, parks and reserves are places for sport, recreation and play.

Actions and initiatives

Finalise the Open Space Strategy.

Work with all relevant stakeholders including the Wellington Park Management Trust and State Government to review the governance and masterplanning for Kunanyi/Mount Wellington and develop an agreed future direction and sustainable funding model.

Develop a plan for the closure, rehabilitation and repurposing of the McRobies Waste Management Centre and the ongoing implementation of the zero waste to landfill goal.

Endorsement and delivery of actions from the Climate Action Plan.

Finalise review of Dog Management Strategy.

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 7 Built environment

Community panel’s vision statement

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.

Capital City Strategic Plan 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.

Actions and initiatives

Implement homelessness actions under the Hobart: City for All Action Plan and progress housing initiatives outlined within the Central Hobart Plan including working with key stakeholders to prepare a development ready Masterplan for the Innovation Precinct.

Finalise the North Hobart Neighbourhood Plan.

Continue to develop the Mount Nelson and Sandy Bay Neighbourhood Plan.

Continue development of the Inner Northeast Neighbourhood Plan and contribute to the applicable planning processes concerning the development of the proposed stadium and surrounds at Macquarie Point Precinct.

Performance

 Completed/on-track  In progress – delayed  On hold/carry forward

Performance

Pillar 8 Governance and civic involvement

Community panel’s vision statement

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.

Capital City Strategic Plan 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.

Actions and initiatives

Further to the local Government reform process, explore opportunities to enhance cooperation and collaboration with the Glenorchy City Council.

Lead regional collaboration through the Greater Hobart Strategic Partnership activities including the Hobart City Deal and Greater Hobart Committee and other bodies.

Identify priority projects and prepare a comprehensive advocacy strategy for the City for the next Federal Election.

Review the long-term Strategic Asset Management Plan and develop and implement Asset Management Policies, Strategies and Plans that fully integrate and are aligned with the City's strategic objectives, finances, and direction.

Consider options for the future of the Hobart Council Centre, Town Hall Annex and Civic Square Site.

Commence a review of our customer service approach to ensure customers are offered a contemporary and satisfactory customer experience.

Enhance Sustainable, Responsible and Social Procurement through the development of the procurement policy framework.

Performance

Performance

Climate report

Achieving a zero emissions City of Hobart by 2035

The 2040 Climate Ready Hobart Strategy provides a roadmap for a zero emissions and climate resilient future across our city. This report details the City of Hobart’s organisational greenhouse gas emissions inventory for 2024-25. Overall emissions were calculated to be 35,482 tonnes of carbon dioxide equivalent. This is 19.8 per cent lower than the previous year, and 13.2 per cent lower than 2019-20.

The greatest reductions in emissions were a result of the McRobies landfill gas capture system, with an increase in its efficiency and a reduction in the proportion of Australian Carbon Credit Units (ACCUs) generated. Reductions were achieved in waste, transport and plant, and electricity, while gas emissions increased. Use of diesel reduced significantly, resulting in a saving of $471,872 compared to 2023-24. The total spend on fossil fuels (petrol, diesel and gas) was $975,469.

Figure 1 2024-25 Emissions by source

Zero emissions targets

Zero emissions City of Hobart: Reduce organisational emissions by 75% by 2030 (from 2020); and zero emissions by 2035.

Status Why



Overall emissions were calculated to be 35,482 tonnes of carbon dioxide equivalent. Emissions were 13.2% lower than 2019-20 and trending downward. Good progress has been made however emissions are above the linear trajectory required to achieve the target.

2 Emissions by source (stacked) against linear trajectory to achieve the target

Zero emissions waste: By 2030, divert 85% of waste from landfill and 95% of residential organics from general waste. By 2035, aim to capture 100% of landfill gas, or as close as possible from landfill.



89.6% of the City’s emissions are generated from waste, namely methane from organic matter decomposing landfill sites at McRobies, Copping and Interlaken. While the amount of landfill at McRobies slightly increased this year, emissions dropped significantly. This was due mainly to the rebounding of the efficiency of the landfill gas capture system. A secondary contributor was that a lower proportion of ACCUs were created from the landfill gas capture system.

Status:  On-track

Progress made

Figure

Figure 3 Greenhouse emissions from waste, emitted and avoided (stacked)

Zero emissions targets

Status Why

Phase out fossil fuels by 2035.  Spend on petrol, diesel and gas (fossil fuels) has decreased by $280,740 compared with 2023-24. The total spend is $1.2 million and largely due to decreases in costs of fuels in 2024-25.

Zero emissions vehicles: Transition fleet to 100% electric by 2030 for all passenger fleet vehicles. Transition medium and large vehicles to 100% zero emissions by 2035.

 In 2025, a fleet transition plan was endorsed to achieve 100% electric by 2030 for the passenger fleet, and implementation of this plan is on track. The fleet will transition from hybrid/hybrid electric to fully electric.

Status:  On-track  Progress made

Figure 4 Spending on fossil fuels by fuel type (stacked)

Figure 5 Greenhouse emissions from petrol, diesel and gas

Zero emissions targets

All electric City operations: City operations and buildings are electrified and powered by 100% renewable electricity by 2030.

Status Why

 Electricity use has decreased, largely due to a failure of Aquatic Centre heat pumps, and resulted in increased gas usage. While total solar generation remained stable, there were significant increases and reductions on a site-by-site basis.

6 Greenhouse emissions from electricity, emitted and avoided (stacked)

Status:  On-track  Progress made

Creating a Climate Ready Hobart go to: hobartcity.com.au/Community/Climate-Ready-Hobart.

For information on the Hobart Community Emissions: snapshotclimate.com.au/locality/municipality/australia/tasmania/hobart/.

Figure

Part III Legislative Requirements

Statement of activities

Local Government Act 1993 Section 21

The City has not resolved to exercise any powers or undertake any activities in accordance with section 21 of the Local Government Act 1993.

Statement of code of conduct complaints

Local Government Act 1993 Section 72(1)(BA) and (BB).

Eight Code of Conduct complaints were received against Elected Members of the Hobart City Council during 2024-25. Two of the complaints were upheld in part and one was wholly upheld.

The total cost* met by the City during the 2024-25 financial year in respect to code of conduct complaints was $12,208.

*Note: that some of the costs disclosed relate to complaints made in previous financial years. The costs for some of the complaints disclosed this year will be incurred and reported in future years.

Statement of land donated

Local Government Act 1993 Section 177

The City has not resolved to donate any lands in accordance with section 177 of the Local Government Act 1993

Public Interest Disclosure Act 2002

The City of Hobart’s procedures for dealing with matters under the Public Interest Disclosure Act 2002 can be viewed on the website hobartcity.com.au or by requesting a copy from the Chief Executive Officer, Michael Stretton on (03) 6238 2711 or ceo@hobartcity.com.au

Public Interest Disclosures 2024-25

The number and types of disclosures made to the City of Hobart during the year.

The number of those disclosures determined to be public interest disclosures.

The number of disclosures determined by the City of Hobart to be public interest disclosures that it investigated during the year.

The number and types of disclosed matters referred to the City of Hobart during the year by the Ombudsman.

The number and types of disclosures referred by the City of Hobart to the Ombudsman to investigate. 0

The number and types of investigations taken over by the Ombudsman from the City of Hobart during the year. 0

The number and types of disclosed matters that the City of Hobart has decided not to investigate during the year.

The number and types of disclosed matters that were substantiated upon investigation and the action taken on completion of the investigation.

Any recommendations made by the Ombudsman that relate to the City of Hobart.

Public Health Statement

Local Government Act 1993 Section 72(1)(AB).

Section 72(1)(ab) of the Local Government Act 1993 requires the City of Hobart to include a statement of its goals and objectives for public health for the preceding financial year in its annual report.

The statement details the extent to which the City has carried out its functions under the Public Health Act 1997 and Food Act 2003. This includes the resources allocated to public health, the extent to which its goals and objectives, policies and programs for public health met the needs of people within its municipal area, and the completion of any strategies.

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.

Responsibility for carrying out the City’s legislative functions designed to protect

and improve public health is within the Environmental Health Group in the Community and Economic Development Network. Allocated resources included the Manager Environmental Health, Senior Environmental Health Officer, 5.4 full-time equivalent Environmental Health Officers, Smoking Education Officer, Health Promotion Officer, Cadet Environmental Health Officer and eight contract nurse immunisers.

The budget expenditure for the year was $1.2 million and revenue was $396,193.

In 2024-25, an update to the City of Hobart Public Health Emergency Management Plan was intended. The update is on hold due to the review of the Tasmanian Public Health Emergency Management Plan, which will include consultation with local government to inform the future of local Public Health Plans.

Functions carried out under the Public Health Act 1997

Approved Immunisation Program

Public Health Risk Activities

Tattoo, ear and body piercing premises and artists are licensed and inspected annually and must operate in accordance with the Guidelines for Ear and Body Piercing 1998.

Smoke-free Hobart

Smoke-free areas include the central business district, Salamanca Square, Franklin Square and the Elizabeth Street Bus Mall.

Regulated Systems

Cooling towers and warm water systems used for heating and cooling buildings are registered annually and must be operated and maintained in accordance with the Guidelines for the Control of Legionella 2012

Recreational Water Quality

Monitoring is required under the Recreational Water Quality Guidelines 2007.

Beach water sampling of waters at Nutgrove Beach, Lower Sandy Bay Beach and Marieville Esplanade occurs weekly during the summer months.

Public swimming pool and spa facilities are available across 14 locations in the City. In addition to operator required monthly water quality samples, the City monitors facilities at regular intervals.

17 premises registered

29 inspections conducted

53 artists licensed

Regular patrols generate on average 35-50 interactions with smokers per day.

10 locations registered and regulated

75 routine samples

2 re-samples

183 operator samples

66 city collected samples

Place of Assembly

Public events meeting the mass gathering criteria of 1,000 people or more gathering for two hours or more require regulation.

Total licences issued – 28

Breakdown:

4 Music events

7 Food and beverage events

9 Cultural events

2 Sporting events

6 Other

Notifiable Disease Investigations

Individual and institutional cases of Salmonellosis are investigated with a questionnaire designed to identify any environmental and/or food safety risk factors.

Exhumations and Private Burials

Observed on behalf of the Director of Public Health.

Unhealthy Premises

Properties inspected to determine suitability for human habitation.

15 interviews completed

2 Exhumations

0 Private burials

Total investigations – 16

Breakdown:

1 Hoarding

10 Mould

1 Uninhabitable

4 Unsightly

Meeting the needs of our people

Environmental health officers are appointed as authorised officers under the Environmental Management Pollution Control Act 1994, the Local Government Act 1993 and council by-laws for the purposes of investigating concerns including but not limited to noise pollution, air quality, the provision of single-use plastics, unhealthy housing, land contamination, failing septic systems, light pollution, the keeping of animals and water pollution.

Health Promotion

In response to community concerns related to vaping, information stalls were held with the Department of Health, in the Elizabeth Street Mall and at Salamanca Market providing health and educational resources.

The physical and mental impacts of vaping were highlighted as well as a reminder that smoke-free legislation and smoke-free areas incorporates both smoking and vaping.

Statement of allowances and expenses paid to elected members

Local Government Act 1993 Section 72(1)(CB).

Total allowances paid to the Lord Mayor, Deputy Lord Mayor and Elected Members: $659,439.

Total expenses paid to all Elected Members (including telecommunications, fuel and travel expenses): $52,368.

Meeting attendance

Where an Elected Member may have been noted as not having been in attendance at a particular meeting, leave of absence for a specific purpose would generally have been requested by the Elected Member and granted by the Council, pursuant to section 39 of the Local Government (Meeting Procedures) Regulations 2015.

Elected Member learning and development activities

Local Government (General) Regulations 2025 Section 37(D).

Elected members have access to various learning activities. Councils, the Local Government Association of Tasmania and the Office of Local Government provide education and activities that are supported through the Elected Members’ Development and Support Policy.

The Office of Local Government (OLG) and the Local Government Association of Tasmania (LGAT) are working together to develop a Local Government Learning and Development Framework that aims to increase the knowledge and skills of councillors.

In this model, learning happens through:

• Learning activities in the workplace;

• Relationship-based activities such as coaching, feedback and networking; and

• Formal or structured learning activities such as online modules or training sessions.

Elected members, and prospective candidates, have access to a series of learning modules that cover a range of subjects:

• What it means to be a councillor and encouraging nomination;

• Getting elected – information about the electoral process;

• Role and responsibilities of councillors;

• Essential knowledge and skills for councillors;

• Foundations of good governance; and

• Good governance.

The following tables show completion of the online learning packages by Hobart City Council Elected Members.

Learning Package 1 includes:

• Module 1 – What it means to be a councillor and encouraging nomination.

• Module 2 – Getting elected – information about the electoral process.

Learning Package 2 includes:

• Module 1 – Role and responsibilities of councillors.

• Module 2 – Essential knowledge and skills for councillors.

• Module 3 – Foundations of good governance.

• Know your council (council-run sessions).

Learning Package 3 includes several modules that provide detailed information about good governance principles and elements in the Good Governance Guide and other important topics:

• Module 1 – Good governance – understanding your role

• Module 2 – Good governance – building positive relationships

• Module 3 – Cyber Safety Essentials

• Module 4 – Good governance – good decision-making

• Module 5 – Good governance – land-use planning

• Module 6 – Strategic planning, reporting and performance monitoring

• Module 7 – Good governance – ethical standards

• Module 8 – Local government finances for councillors

• Module 9 – Good governance – risk management

• Module 10 – Good governance – continuous improvement

Alderman Zucco 0

Councillor Harvey 0

Councillor Dutta

Remuneration of Senior Employees

Local Government Act 1993 Section 72(1)(CD).

It is a requirement that a statement be provided relating to the total annual remuneration paid to senior members of staff. The annual remuneration is:

• the total of the salary payable

• employer superannuation contributions

• the value of use of a fully-maintained motor vehicle

• any other benefits.

The table below includes total annual remuneration paid to employees who hold positions designated by the Council as being senior positions (key management roles) in accordance with Section 72 of the Local Government Act 1993, and AASB 124 Disclosure of Related Party Transactions

The table includes employees who left or commenced with the City in the period and those who acted in a key management role for a period greater than four weeks.

Remuneration bands Number of employees

$ From $ To

$80,000 $99,999 2

$120,000 $139,999 1

$220,000 $239,999 1

$280,000 $299,999 1

$300,000 $319,999 1

$340,000 $359,999 2

$380,000 $399,999 1

Grants, assistance and benefits provided

Local Government Act 1993 Section 77(1).

The City of Hobart supports community members, businesses and events through a number of methods including, grants and sponsorships, in-kind support and rebates and remissions.

The Local Government Act requires that any grant made or benefit provided must be listed in the Annual Report.

Business grants

The City of Hobart Business Grants create and support opportunities for businesses to test new ideas.

The 2024-25 business grants provided a Storefront Excellence Program that was aimed to provide eligible small businesses with resources and support to revitalise their shopfronts, stimulate economic activity, and enhance the unique character of our city’s retail landscape.

Christmas Grants provide financial assistance for community or not-for-profit based organisations and groups to present Christmas carol events and Christmas activities.

Community grants

The City of Hobart provides grants for community groups and non-profit organisations to develop projects or events, or specific elements of ongoing programs that foster opportunities for access and participation, and for responding to community issues and concerns.

This section also includes annual grants and maintenance grants for community organisations.

Creative Hobart grants

Creative Hobart supports cultural and creative programs that encourage community participation, attract cultural tourism and make Hobart a truly wonderful place to live, work and visit. Creative Hobart Grants are offered in two categories that provide funding for eligible organisations and groups to deliver one-off activities involving artists and communities in the creation, direction and management of cultural projects.

Major Cultural Organisations grants

These

The City of Hobart Event Grants program provides grants for events delivered in Hobart that have creative, community and economic outcomes.

GST exclusive as not registered for GST.

City Partnership agreements

The City of Hobart supports a number of community organisations and events that provide significant community and cultural activation to life in Hobart. The events supported through City Partnership agreements are ones that have been delivered for over ten years with the use of significant City of Hobart facilities and staff to deliver the events.

Urban Sustainability grants

Urban Sustainability Grants support community-led activities that develop solutions to climate change and sustainability issues. It is available to schools, community groups and businesses to support activities for waste reduction and sustainability projects.

Youth Climate Action grants

The Youth Climate Action Fund supports young people aged 15 to 24 in bringing their climate solutions to life across Hobart.

Delivered by the City of Hobart in partnership with Bloomberg Philanthropies, the fund provides grants for youth led projects that drive real-world climate action in schools, homes, streets and communities.

Heritage and Conservation grants

The City of Hobart’s Heritage Grant was established under the provisions of the National Trust Preservation Fund (Winding-up) Act 1999 and comes from a long term investment fund from the 1960s set up to preserve and restore historic buildings. The grant is offered every two years.

* GST exclusive as not registered for GST.

Charitable Donations and Gifts

Strategic sponsorships

The City of Hobart sponsorship program offers support to eligible events, festivals and activities in return for significant promotional benefits. This support can be cash, in-kind or a combination of both, in exchange for mutually beneficial outcomes for the city. Sponsorships are for large scale commercial events, festivals or activities (including sporting) that is high profile and has the potential for significant promotional leverage (i.e. interstate media/ branding opportunities) and significant economic benefit, improved visitation and provide enrichment to the community.

The City of Hobart provides annual contributions to organisations through funding agreements. These can be operating contributions that provide a service to the City or provide a direct benefit to the Hobart economy.

Reduced Fees or Charges/In-Kind Assistance

Reduced rentals

The City of Hobart owns numerous properties within its municipal area, some of which are leased to third parties. Many of these properties are leased on terms that include a discount in the rent payable by the lessee, in accordance with the City of Hobart’s policy for leases to non-profit organisations. In many instances the lessee provides all or some of the following: capital improvements, maintenance, day-to-day management, access to the public and contribution back to the community. For the purposes of being open and transparent, the City discloses these as grants.

Lessee Property

Art Society of Tasmania

Lady Franklin Gallery, 268 Lenah Valley Road, Lenah Valley

Athletics Association of Tasmania Domain Athletic Centre, Queens Domain

Beaker Street Ltd

Board of Management of the Hutchins School

Buckingham Bowls Club Inc

Caretaker

The Christ College Trust at St Michael’s Collegiate School

Conservation Volunteers Australia

Culturally Diverse Alliance of Tasmania

Department of Defence

Department of Education

Derwent Estuary Program

Domain Tennis Centre Inc

Dr Christina Henri

Dress for Success Hobart Inc

Enterprize Tasmania

Hobart Canine Obedience Club

Hobart Cat Centre Inc

Part of Upper Level, City Hall, 57-63 Macquarie Street, Hobart

3 Marieville Esplanade, Sandy Bay

Part of 4-10 St Johns Avenue, New Town

Part of 20 McVilly Drive, Queens Domain

Ham Common, Part of 10 Old Proctors Road, Tolmans Hill

1 Lower Domain Road, Queens Domain

Part of Level 4, 16 Elizabeth Street, Hobart

Part of 2 Davies Avenue, Queens Domain

West Hobart Recreation Ground, West Hobart

Part of Level 4, 16 Elizabeth Street, Hobart

Davies Avenue, Queens Domain

Part of Level 4, 16 Elizabeth Street, Hobart

Part of Level 4, 16 Elizabeth Street, Hobart

Level 5 and part of Level 4, 16 Elizabeth Street, Hobart

Part of Soldiers Memorial Oval, Queens Domain

Part of 10 Selfs Point Road, New Town

Lessee Property

Hobart Community Shed Ltd

Hobart City Band Inc

Hobart Football Club Inc.

Hobart Town (1804) First Settlers Association Inc

Hockey Tasmania Inc

Part of 1 Bell Street, New Town

Part of TCA Grounds, 2 Davies Avenue, Queens Domain

Part of TCA Grounds, 2 Davies Avenue, Queens Domain

Part of Level 4, 16 Elizabeth Street, Hobart

Tasmanian Hockey Centre, 19 Bell Street, New Town

Homes Tasmania Cascade Road, South Hobart

Lenah Valley Community Association

Lenah Valley RSL

Maritime Museum of Tasmania

Maritime Museum of Tasmania

Mawson’s Hut Foundation Ltd

Mawson’s Hut Foundation Ltd

Mount Stuart Hall Inc

New Town Bay Rowing Centre Inc

New Town District Cricket Club

New Town Croquet Club

New Town Senior Citizens Club Inc

North Hobart Bowls and Community Centre Inc

North Hobart Cricket Club

North Hobart Football Club

North Hobart Junior Football Club

Polish Association in Hobart

Resource Work Cooperative Ltd

18 Creek Road, Lenah Valley

Part of 188 Lenah Valley Road (Haldane Reserve), Lenah Valley

Carnegie Building, 16 Argyle Street, Hobart

Semaphore Cottage, Princes Park, Battery Point

Ground Floor, 3 Morrison Street, Hobart

Part of 1-3 Elizabeth Street, Hobart

14 Byard Street, Mount Stuart

Marine Esplanade, New Town

Part of 4-10 St Johns Avenue, New Town

Part of 4-10 St Johns Avenue, New Town

22 Creek Road, Lenah Valley

1-5 Ryde Street, North Hobart

Part of TCA Grounds, 2 Davies Avenue, Queens Domain

Part of Horrie Gorringe Stand, North Hobart Oval, North Hobart

Kiosk, John Turnbull Park, Lenah Valley

Tobruk Memorial, part of corner of Augusta Road and New Town Road, New Town

South Hobart Tip Shop, McRobies Gully Waste Management Centre, South Hobart

Lessee Property

Royal Hobart Bowls Club

Royal Hobart Regatta Association

Sandy Bay Croquet Club

Sandy Bay Regatta Association

Sandy Bay Rowing Club

Sandy Bay Sailing Club

Sandy Bay Senior Citizens Club

Scout Association of Australia

Scout Association of Australia

South Hobart Badminton Association

South Hobart Living Arts Centre Ltd

South Hobart Progress Association Inc

South Hobart Football Club Inc

Southern Tasmania Netball Association Inc

Surf Life Saving Association

Tasmanian Bridge Association

Tasmanian Fire Service

Tasmanian Hockey Centre

Tasmanian Sail Training Association Ltd

Tasmanian Riding for the Disabled Assoc.

Tasmanian Rugby Union Inc

Tasmanian Writer’s Centre Incorporated

The Catholic Women’s League

The Flower Room Co-Operative

The Friends School Incorporated

Tasmanian Small Craft Marine Radio Group Ltd

Wooden Boat Guild of Tasmania Inc

1 Ellerslie Road, Battery Point

Part of John Colvin Stand, McVilly Drive, Queens Domain

4 Long Point Road, Sandy Bay

Part of 19 Long Point Road, Sandy Bay

7 Marieville Esplanade, Sandy Bay

15 Long Point Road, Sandy Bay

23 Lambert Avenue, Sandy Bay

5 Marieville Esplanade, Sandy Bay

617 Sandy Bay Road, Sandy Bay

101 Cascade Road, South Hobart

6 Washington Street, South Hobart

42 Darcy Street, South Hobart

Part of Wellesley Park, South Hobart

Part of 4-10 St Johns Avenue, New Town

Part of 646A Sandy Bay Road, Sandy Bay

5 Marine Esplanade, New Town

58 Kalang Avenue, Lenah Valley

19 Bell Street, New Town

Part of Level 4, 16 Elizabeth Street, Hobart

500 Kalang Avenue, Glenorchy

“Rugby Park”, New Town

Part of Level 4, 16 Elizabeth Street, Hobart

Part of 108–110 Bathurst Street, Hobart

Part of 108–110 Bathurst Street, Hobart

Part of Queens Walk, New Town

100 Upper Domain Road, Queens Domain

“Mariners Cottage”, 18-44 Napoleon Street, Battery Point

Contracts for the supply of goods and services

Local Government (General) Regulations Regulation 29(1).

In accordance with regulation 29(1) of the Local Government (General) Regulations 2015, the following contracts to the value of $250,000 or above, excluding GST, were entered into during 2024–25.

P21/29-0005-0102024/25 Micro Seal Program

P21/29-0005-012 - 2024-25 Overlay and Inlay Program

P23/5 - Heating, Ventilation and Air Conditioning (HVAC) Maintenance Services

P23/67Maintenance and Responsive Services – Electrical and Fire

P24/1Comprehensive Maintenance of Lift Services

P24/20 – Mercury Newspaper Advertising

P24/26Queenborough Oval Facilities Upgrade

P24/28 - Electricity Supply for Contestable Sites

P24/29 - Soldiers Memorial Oval Drainage Replacement

P24/32 – Electricity Supply for Contestable Public Street Lighting

10/10/2024 to 13/03/2025

11/03/2025 to 23/05/2025

01/07/2024 to 30/06/2026

1 term of 2 years

$646,081 (estimate)

Downer EDI Works Pty Ltd

3 Whitestone Drive, Austins Ferry, TAS 7011

Roadways Proprietary Limited 28 Jackson Street, Glenorchy, TAS 7010

Airmaster Corporation Pty Ltd

1/20 Stanton Place, Cambridge, TAS 7170

27/07/2024 to 26/07/2026 2 terms of 2 years

01/02/2024 to 31/01/2026 2 terms of 2 years each $558,000 (estimate)

01/06/2024 to 30/06/2025

14/10/2024 to 09/09/2025 Nil

19/12/2024 to 30/06/2028

24/09/2024 to 31/01/2025

01/07/2025 to 30/06/2023

$540,000 (estimate)

$3,580,931

Kone Elevators Pty Ltd

Hobart, TAS 7000

185 O'Riordon Street, Mascot, NSW 2020

News Corp Australia Limited 2 Holt Street, Surry Hills, NSW 2010

Macquarie Builders Pty Ltd

$5,121,690 Aurora Energy Pty Ltd

Carteman Pty Ltd trading as Total Turf Care

Aurora Energy Pty Ltd

278 Macquarie Street, Hobart, TAS 7000

GPO Box 191, Hobart, TAS 7001

32 Harvest Lane, Old Beach, TAS 7017

GPO Box 191, Hobart, TAS 7001

P24/36 - Pipeline Track Extension

P24/40 - Castray Esplanade Light Pole Replacement

P24/41 - DKHAC Moveable Bulkhead

P24/45 - Senior Networks Engineer

08/11/2024 to 31/05/2025

15/10/2024 to 28/03/2025

13/12/2024 to 30/08/2025

17/09/2024 to 16/09/2025 1 term of 1 year

P24/53 - LB334 Recruitment: Temporary and Labour Hire Services

P24/54 - New Town Netball Courts Upgrade

P24/55 - Tyres Wheels and Associated Services LB317

P24/56 - New Town Rivulet Remediation Works

P24/59 - Marlyn Road Bridge

Mtn. Trails Pty Ltd

69 Geilston Creek Road, Geilston Bay, TAS 7015

MSD Civil Services Pty Ltd 42 Black Hills Road, Magra, TAS 7140

Fluidra Group Australia Pty Ltd 12 Enterprise Street, Richlands, QLD 4077

ETCONSEQ Pty Ltd as Trustee for Preece Family Trust t/a AANDCP IT Solutions

8 Kelp St Kingston, TAS 7050

01/05/2024 to 30/04/2027 2 terms of 36 months each $2,000,000 (estimate) Multiple Suppliers Various

20/12/2024 to 10/07/2025

01/01/2025 to 31/08/2027 1 term of 1 year

31/01/2025 to 06/08/2025

02/05/2025 to 29/06/2026

P24/60 - Collins Street Streetscape Improvement (Civil and Linemarking) 19/02/2025 to 29/05/2025

P24/67-000005-001 - Asphalt Footpath and Road Repairs

P25/2 - Domain Athletic Centre Lighting and Public Address System

24/03/2025 to 30/6/2026

to 14/06/2025

P25/3 - Tasmanian Government Vehicle Contract (TGVC) 28/01/2025 to 30/06/2029

(estimate)

Spectran Civil Pty Ltd

6 Birdwood Avenue, Moonah, TAS 7009

Construction Group Pty Ltd 115 Browns Road, Kingston, TAS 7050

DCS Civil TAS Pty Ltd

181 Tinderbox Road, Blackmans Bay, TAS 7052

Linemarking (Tas) Pty Ltd 28 Jackson Street, Glenorchy, TAS 7010

Spectran Civil Pty Ltd 6 Birdwood Avenue, Moonah, TAS 7009

Services Pty Ltd

Drive, Quoiba, TAS 7310

(estimate)

Suppliers

In accordance with regulation 29(3) of the Local Government (General) Regulations 2015, the following contracts valued at or exceeding $100 000 (excluding GST) and less than $250 000 (excluding GST), were entered into during the 2024–25 financial year.

Contract

P19/106-0001052 - Murray Street Stormwater Pipeline Upgrade Work

P19/106-0001055 - Asphalt Road Repairs - New Town

P21/29-0005-0112024-25 Spray Seal Program

P23/30 - Central Hobart Plan - Built Form Analysis

P23/56 - Inspection ServicesPrescribed Features and Measures for Council Buildings

P24/19 - Supply of Compostable Waste Bags (NPN1.11-4 Mobile Garbage Bins)

P24/30 – City of Hobart Leadership and Development Team Development

P24/31 - Salamanca Market First Aid Services

P24/31 - Salamanca Market First Aid Services

P24/37 - Pipeline Track Resurfacing

15/11/2024 to 28/02/2025

04/12/2024 to 31/03/2025

12/12/2024 to 31/03/2025

29/10/2024 until complete

Spectran Civil Pty Ltd 6 Birdwood Avenue, Moonah, TAS 7009

Spectran Civil Pty Ltd 6 Birdwood Avenue, Moonah, TAS 7009

Downer EDI Works Pty Ltd

Hodyl & Co Pty Ltd

17/12/2024 to 16/12/2026 1 term of 2 years $119,980 (estimate) Johnstone, McGee & Gandy Pty Ltd

17/08/2024 to 16/08/2026 Nil $104,000 (estimate)

01/07/2024 to 30/06/2025

24/09/2024 to 23/09/2027 1 term of 2 years $113,400

24/09/2024 to 23/09/2027 1 term of 2 years

08/11/2024 to 30/06/2025

Biobag World Australia Pty Ltd

3 Whitestone Drive Austins Ferry, TAS 7011

Suite 1.2 2 Collins Street Melbourne, VIC 3000

117 Harrington Street, Hobart, TAS 7000

352-356 Richmond Road, Netley, SA 5037

Sara Redman as trustee for the SER Family Trust trading as Sara Redmans and Associates

St John Ambulance AustraliaTasmania (Inc)

St John Ambulance AustraliaTasmania (Inc)

Mtn. Trails Pty Ltd

75 Mulgrove Street, South Launceston, TAS 7249

177 Main Road, Moonah, TAS 7009

177 Main Road, Moonah, TAS 7009

69 Geilston Creek Road, Geilston Bay, TAS 7015

P24/39 – Civic Banner Installation and Removal

P24/58 - Town Hall Annexe Car Park Surface and Drainage Renewal (Stage 2)

P24/62 - GIS Spatial Services

P24/67-002Linemarking Works

P25/1 - Hobart Rivulet iron debris barriers renewal – Rock coring and drilling

P25/5 - Paint and Paint Accessories - PA2701/1033Category 1

P25/6 - Supply of grass seed

P25/7 - Greater Hobart Sport and Recreation Infrastructure Strategy

P25/14 - Tower Road Bridge Guardrail Project

P25/28 - Argyle Street Carpark Steel Barrier Works

P25/29 - Purchase of Office Furniture for Council Centre

29/08/2024 to 29/08/2025 1 term of 6 months

04/03/2025 to 23/05/2025

01/01/2025 to 31/12/2025

15/04/2025 to 30/06/2025

28/02/2025 to completion of works

$109,979

David James Dyer trading as Hire Up

40 Lansdowne Crescent, Hobart, TAS 7000

Duratec Limited 108 Motivation Drive, Wangara, WA 6065

Spatial Enterprises Pty Ltd t/a Esk Spatia

32 Bayfield St, Rosny Park, TAS 7018

Roadways Proprietary Limited 28 Jackson Street, Glenorchy, TAS 7010

Tas Concrete Cutting Pty Ltd 14/11 McRorie Court, Cambridge, TAS 7170

01/02/2025 to 31/01/2027 2 terms of 1 year each $160,000 (estimate) Multiple Suppliers Various

09/05/2025 to 08/05/2028 Nil $234,000 (estimate)

29/04/2025 to 30/11/2025 Nil $106,800

Greenshed Pty Ltd T/As Living Turf

ROSS Planning Pty Ltd

08/05/2025 to 20/06/2025

02/06/2025 to 08/08/2025

30/06/2025 to completion of works

Roadways Proprietary Limited T/A

Roadways Civil Services

U2 17 Barclay St, Marrickville, NSW 2204

PO Box 5660, Manly, QLD 4179

28 Jackson Street, Glenorchy, TAS 7010

$176,950 G Sandhu Builders Pty Ltd 11 Second Ave, West Moonah, TAS 7009

Goninon Pty Ltd T/A Second Office

24 Gepp Parade, Hobart, TAS 7250

In accordance with regulation 23(5)(b) of the Local Government (General) Regulations 2015 there were two instances of extending a contract (entered into by tender, where the contract does not specify extensions) by an absolute majority.

Contract

P21/35 Standing Contract for the Supply and Delivery of Aggregate

P22/79 Provision of GIS Products and Services

15/09/2024 to 15/03/2025

05/12/2025 to 04/12/2028

(for term of contract incl. extension options) GST excluded

(estimate) Multiple

613 King Street, West Melbourne, VIC 3170

Local Government (General) Regulations Regulation 29(2)

In accordance with regulation 29(2) of the Local Government (General) Regulations 2015, there were two instances of ‘non-application of public tender processes’.

Contract

P25/51 – Australia Post PostBillPay Services

P24/20 Mercury Newspaper Advertising Agreement

Council’s geographical service requirements preclude the likelihood of a satisfactory result due to the absence of competitive tenderers.

Council’s legal requirement to advertise in a daily newspaper circulating in the municipal area preclude the likelihood of a satisfactory result due to the absence of competitive tenderers.

Payment agent for the City of Hobart, facilitating in person rates and parking payments in all Australia Post offices and outlet agencies throughout Australia.

Statutory and general advertising services

$144,000 for 3 years (estimate) Australian Postal Corporation

Level 14, 259 Queen Street, Brisbane City, QLD 4000

$540,000 for 3 years (estimate)

News Corp Australia Limited

2 Holt Street, Surry Hills, NSW 2010

Part IV Financial Reports

Hobart City Council Annual Financial Report

Guide to the Financial Report

The 2024-25 Financial Report shows how the Council performed during 2024-25 and the overall position at 30 June 2025.

The Financial Report is prepared in accordance with Australian Accounting Standards as they apply to local government and in accordance with the Local Government Act 1993.

The Financial Report is certified by the Chief Executive Officer and audited by the Auditor-General.

The Financial Report incorporates the following documents:

Certification by the Chief Executive Officer

Certification by the Chief Executive Officer is a written declaration that the statements present fairly the financial position of the Hobart City Council in accordance with applicable accounting standards and legislation.

Statement of Financial Position

A snapshot of the Council’s position at 30 June 2025. This shows the assets the City owns and its liabilities (money that the City owes).

Statement of Comprehensive Income

A summary of the Council’s financial performance for the year listing the various types of income and expenses in delivering services. This provides a breakdown of the operating income and expenses for the year, excluding the capital costs of buildings or assets.

Statement of Changes in Equity

Shows the difference in value of the Council’s equity for the year. A change in equity from the previous year results from:

• A surplus or deficit from the year’s operations.

• Use of money from, or transfer to, the City’s reserves.

• A change in value of non-current assets following a revaluation of these assets.

Statement of Cash Flows

A summary of cash payments and receipts for the year and the level of cash at the end of the financial year. Cash flow arises from operating, investing or financing activities.

Notes to and forming parts of the Financial Report

The notes outline the basis on which the Financial Report is prepared and include more detail on figures presented in the report.

Certification by the Chief Executive Officer

Hobart City Council

Statement of Comprehensive Income for the year ended 30 June 2025

Other comprehensive income:

that will not be reclassified subsequently to net result

The above statement should be read in conjunction with the accompanying notes. (*) The 2024 Actuals have been restated for Rates and Charges to remove Rates Equivalency revenue. See Note 9.13 for further details.

Hobart City

Council Statement of

Financial Position

as at 30 June 2025

The above statement should be read in conjunction with the accompanying notes.

(*) The 2024 closing balance has been restated for Works in Progress. See Note 9.13 for further details.

(*) The 2024 closing balance has been restated for Rates Equivalency revenue received in advance. See Note 9.13 for further details.

Hobart City Council

Statement

of

Changes in Equity

for the year ended 30 June 2025

The above statement should be read in conjunction with the accompanying notes. (*) The 2024 Actuals have been restated to remove Rates Equivalency revenue. See Note 9.13 for further details.

Hobart City Council

Statement of Cash Flows for the year ended 30 June 2025

The above statement should be read in conjunction with the

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 1. Overview

1.1 Reporting entity

(a) The Hobart City Council was established on 15 October 1852 and is a body corporate with perpetual succession and a common seal.

Council's main office is located at Town Hall, Macquarie Street, Hobart.

(b) The purpose of the Council is to:

• provide for health, safety and welfare of the community;

• to represent and promote the interests of the community;

• provide for the peace, order and good government in the municipality.

1.2 Basis of accounting

These financial statements are a general purpose financial report that consists of a Statement of Comprehensive Income, Statement of Financial Position, Statement of Changes in Equity, Statement of Cash Flows, and notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, and the Local Government Act 1993 Council has determined that it does not have profit generation as a prime objective. Consequently, where appropriate, Council has elected to apply options and exemptions within accounting standards that are applicable to not-for-profit entities.

This financial report has been prepared on the accrual and going concern basis.

All amounts are presented in Australian dollars and unless stated, have been rounded to the nearest thousand dollars.

This financial report has been prepared under the historical cost convention, except where specifically stated in notes 4.5, 5.1, 6.1, 6.3, 6.4, 7.3 and 7.4.

Unless otherwise stated, all material accounting policy information is consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.

1.3 Use of estimates and judgements

Judgements and Assumptions

In the application of Australian Accounting Standards, Council is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods.

Council has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. Judgements made by Council that have significant effects on the financial report are disclosed in the relevant notes as follows:

Employee entitlements

Assumptions are utilised in the determination of Council’s employee entitlement provisions. These assumptions are discussed in note 7.3.

Defined benefit superannuation fund obligations

Actuarial assumptions are utilised in the determination of Council’s defined benefit superannuation fund obligations. These assumptions are discussed in note 9.6.

Fair value of property, infrastructure, plant & equipment

Assumptions and judgements are utilised in determining the fair value of Council’s property, infrastructure, plant and equipment including useful lives and depreciation rates. These assumptions are discussed in note 6.1.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 1. Overview (continued)

1.4 Functions/Activities of the Council

1.4a Revenue, expenditure and assets attributable to each function

- not attributable *

Note - Capital expenses and capital income are not included

(*) Rates and charges for Stormwater, Solid Waste Management and Fire have been attributed to functions, but general rates have not.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 1. Overview (continued)

1.4b Reconciliation of assets

1.4c Analysis of Council results by program

The activities relating to Council’s functions are classified as follows:

Community Facilities and Infrastructure: public halls, building maintenance, public conveniences, city cleansing, and stormwater.

Waste management solid waste management and recycling.

Customer Experience and Events city welcome, tourism promotion, Salamanca Market, city marketing, and events.

Parking car parks and on-street parking.

Community Programs, Health and Safety emergency management, animal management, public health, and community programs.

Sports and Recreation parks, reserves, waterways, bushland, arboricultural services, the nursery, Aquatic Centre, open space planning, and fire and biodiversity.

Roads and Transport roads, footpaths, bridges, traffic strategy, and city infrastructure management.

Other people and culture, risk and audit, legal, finance, procurement, rates, information technology, fleet and fabrication, depot support, asset management, civic support, property management, and other not attributed elsewhere.

Hobart City Council

Notes

to the Financial Report for the year ended 30 June 2025

Note 2. Revenue

2.1 Rates and charges *

The Council has moved from using Assessed Annual Value (AAV) as the basis of valuation of all properties within the municipality to using Capital Value (CV) from 1 July 2024. The CV of a property is its total value, including the land value and visible improvements, excluding plant and machinery.

The valuation base used to calculate general rates for 2024-25 was $31.9 billion (2023-24 $1.5 billion using AAV).

The date of the latest general revaluation of land for rating purposes within the municipality was 1 July 2021, and the valuation was first applied in the rating year commencing 1 July 2022.

Accounting policy

Council recognises revenue from rates and annual charges for the amount it is expected to be entitled to at the beginning of the rating period to which they relate, or when the charge has been applied. Rates and charges in advance are recognised as a financial liability until the beginning of the rating period to which they relate.

(*) The 2024 Actuals have been restated for Rates and Charges to remove Rates Equivalency revenue. See Note

2.2 Statutory fees and fines

for further details.

Accounting policy

Statutory fees and fines are recognised as income when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

Hobart City Council Notes

to the Financial Report for the year ended 30 June 2025

Note 2. Revenue (continued)

2.3 User fees

Accounting policy

Council recognises revenue from user fees and charges at a point in time, or over time, as the performance obligation is completed and the customer receives the benefit of the goods / services being provided.

Where an upfront fee is charged, such as membership fees for the Doone Kennedy Hobart Aquatic Centre, the fee is recognised on a straight-line basis over the expected life of the membership.

Licences granted by Council are all either short-term or low value and all revenue is recognised at the time that the licence is granted rather than the term of the licence.

2.4 Grants

(a) Operating Grants

The Australian Government provides Financial Assistance Grants to Council for general purpose use and the provision of local roads. In accordance with AASB 1058 Income for Not-for-Profit Entities, Council recognises these grants as revenue when it obtains control over the assets comprising the receipt.

Since 2009-10 the Australian Government has been making early payments of Financial Assistance Grants in some years. 85 per cent of the estimated 2024-25 grants were received as an early payment in June 2024. Council did not reflect the early payments in its 2024-25 budget due to the budget being completed prior to the payments being made. In this current period 50 per cent of the 2025-26 grants were received by Council in June 2025.

continued on next page ...

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 2. Revenue (continued)

Financial Assistance Grants are general grants and do not have sufficiently specific performance obligations. As a result, they are recognised as income when received. Future payments of Financial Assistance Grants remain at the Australian Government's discretion.

(b) Capital grants

(c) Unspent grants and contributions

Grants and contributions which were obtained on the condition that they be spent for specified purposes or in a future period, but which are not yet spent in accordance with those conditions, are as follows:

Accounting policy

Council recognises untied grant revenue and those without performance obligations when received. In cases where there is an enforceable agreement which contains sufficiently specific performance obligations, revenue is recognised as or when control of each performance obligations is satisfied (i.e. when it transfers control of a product or provides a service). A contract liability is recognised for unspent funds received in advance and then recognised as income as obligations are fulfilled.

Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control. Within grant agreements there may be some performance obligations where control transfers at a point in time and others which have a continuous transfer of control over the life of the contract. Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

Hobart City Council

Notes

to the

Financial

Report for the year ended 30 June 2025

Note 2. Revenue (continued)

If the transaction is a transfer of a financial asset to enable Council to acquire or construct a recognisable non-financial asset to be controlled by Council (i.e. an in-substance acquisition of a non-financial asset), a contract liability is recognised for the excess of the fair value of the transfer over any related amounts recognised, and then revenue as the unspent funds are expended at the point in time at which required performance obligations are completed.

For construction projects, this is generally as the construction progresses in accordance with costs incurred, since this is deemed to be the most appropriate measure of the completeness of the construction project as there is no profit margin. For the acquisitions of assets, revenue is recognised when the asset is acquired and controlled by the Council.

2.5 Contributions

Council recognises contributions without performance obligations when received. In cases where the contributions is for a specific purpose to acquire or construct a recognisable non-financial asset, a liability is recognised for funds received in advance and income recognised as obligations are fulfilled.

2.6 Interest

Accounting policy

Interest income is recognised progressively as it is earned.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 2. Revenue (continued)

2.7 Other income

Accounting policy

Lease Income

Operating lease revenue from the use of Council's assets is recorded on an accruals basis in accordance with leasing arrangements.

Rental income

Rents are recognised as revenue when the payment is due. Rental payments received in advance are recognised as a payable until they are due.

Volunteer services Council recognises the inflow of resources in the form of volunteer services where the fair value of those services can be reliably measured and Council would have purchased those services if they had not been donated.

2.8 Net gain/(loss) on disposal of property, infrastructure, plant and equipment

Accounting

The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

2.9 Investment revenue from TasWater

Accounting policy

Dividend revenue is recognised when Council's right to receive payment is established and it can be reliably measured.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 3. Expenses

3.1 Employee benefits

Employee benefits expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably.

Employee benefits include, where applicable, entitlements to wages and salaries, annual leave, sick leave, long service leave, superannuation and any other post-employment benefits.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 3. Expenses (continued)

3.2 Materials and services

Accounting policy

Materials and services expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably.

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

3.3 Impairment of receivables

Accounting policy

Impairments are recognised when Council has determined there to be an increase in the credit risk of a financial asset since initial recognition. Council's policy and events giving rise to impairment losses are disclosed in note 4.2.

Hobart City Council Notes to the Financial Report

for the year ended 30 June 2025

Note 3. Expenses (continued)

3.4 Depreciation and amortisation

Accounting policy

Depreciation and amortisation is recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably.

Land improvements, buildings, infrastructure, intangibles and plant and equipment having limited useful lives are systematically depreciated over their useful lives to Council in a manner which reflects consumption of the service potential embodied in those assets. Right-of-use assets are depreciated over their lease term.

Residual values are assumed to be zero except for some plant and equipment assets. Estimates of remaining useful

and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation and

rates and methods are reviewed annually.

Where assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and remaining values and a separate depreciation rate is determined for each component.

Land, land under roads and valuables are not depreciated on the basis that they are assessed as not having a limited useful life.

Straight line depreciation is charged based on the residual useful life as determined each year. Ranges

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 3. Expenses (continued)

Accounting policy

Finance costs are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably.

Finance costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of a qualifying asset constructed by Council. Where specific borrowings are obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to borrowings at balance date, excluding borrowings associated with superannuation, is used to determine the borrowing costs to be capitalised.

Borrowing costs include interest on bank overdrafts, borrowings, leases and unwinding of discounts.

for the year ended 30 June 2025

Note 3. Expenses (continued)

3.6 Other expenses

Other expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset, or an increase of a liability has arisen that can be measured reliably.

Hobart City Council Notes

to the Financial Report for the year ended 30 June 2025

Note 4. Current assets

4.1 Cash and cash equivalents

Council's cash and cash equivalents are subject to a number of external restrictions and internal commitments that limit amounts available for discretionary or future use. These include:

Accounting policy

For the purposes of the Statement of Cash Flows, cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.

Restricted and internally committed funds include:

i) Refundable building, contract and other refundable amounts held in trust by Council for completion of specific purposes.

ii) Grant funding received in advance until specific performance obligations required under funding arrangements are completed.

iii) Landfill rehabilitation obligations.

iv) Monies set aside to meet employee provision obligations.

v) Monies set aside for Queens Domain facilities, bushland acquisition, street tree planting and public open space.

vi) Monies set aside for heritage funding (see below).

On 16 July 1999, the National Trust Preservation Fund (Winding-up) Act 1999 (the Act) commenced. The purpose of the Act was to provide for the winding-up of the National Trust Preservation Fund (Preservation Fund) and the distribution of the monies held in that fund. The Act required the Hobart City Council to establish a Heritage Account, into which the Minister transferred one-half of the monies contained in the Preservation Fund.

On 15 December 1999, Council established the required Heritage Account with Perpetual Trustees Tasmania Limited (now TPT Wealth Limited), and the Minister transferred an amount of $1,216,205 to that account.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 4. Current assets (continued)

The Act requires that funds transferred into the Heritage Account be applied for the provision of financial or other assistance in relation to an entry in either the National Trust register kept by the National Trust of Australia (Tasmania), or the Tasmanian Heritage Register. In order to satisfy its responsibilities under the Act, Council has established a Heritage Account Special Committee as a Special Committee of Council pursuant to section 24 of the Local Government Act 1993

(*) The 2024 balance has been restated for Rates Equivalency revenue received in advance. See Note 9.13 for further details.

4.2 Trades and other receivables

Provisions for doubtful debts

Provision for expected credit loss - other debtors (15) (18) Provision

For ageing analysis of the financial assets, refer to note 9.10(b)

Accounting policy

Trade receivables that do not contain a significant financing component are measured at amortised cost, which represents their transaction value. Impairment is recognised on an expected credit loss (ECL) basis. When determining whether the credit risk has increased significantly since initial recognition, and when estimating the ECL, Council considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on Council’s historical experience, an informed credit assessment and forwardlooking information. Council has established a provision matrix to facilitate the impairment assessment.

For rate debtors, Council takes the view that unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. For non-rate debtors, Council uses the provision matrix to assist in calculating receivables that will likely be in default. Council writes off receivables when there is information indicating that the debtor is in severe financial difficulty and there is no realistic prospect of recovery.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 4. Current assets (continued)

4.3 Investments

Investments held by Council consist of term deposits, with a maximum maturity of 12 months. Council holds investments for principle and interest and measures these at amortised cost.

4.4 Inventories

Inventories held for distribution are measured at cost, adjusted when applicable for any loss of service potential. All other inventories, including land held for sale, are measured at the lower of cost and net realisable value. Where inventories are acquired for no cost or nominal consideration, they are measured at current replacement cost at the date of acquisition.

4.5 Assets held for sale

The Council has made the decision to sell one parcel of vacant land. It is expected to be sold within one year. The land is valued at the lower of carrying value and fair value less cost to sell.

Accounting policy

A non-current asset held for sale (including disposal groups) is measured at the lower of its carrying amount and fair value less costs to sell, and is not subject to depreciation. Non-current assets, disposal groups and related liabilities are treated as current and classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset's sale (or disposal group sale) is expected to be completed within 12 months from the date of classification.

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 5. Other investments

5.1 Investment in TasWater

Council has derived returns from TasWater as disclosed at note 2.9.

Council holds an investment in TasWater which is held for long-term strategic purposes, and therefore Council has elected under AASB 9 Financial Instruments to irrevocably classify this equity investment as designated at fair value through other comprehensive income. Subsequent changes in fair value are recognised in other comprehensive income (for fair value reserve, refer note 9.1) and not reclassified through the profit or loss when derecognised. Dividends associated with the TasWater investment are recognised in profit and loss when the right of payment has been established and it can be reliably measured. Accounting policy

Fair value was determined by using Council's ownership interest against TasWater's net asset value at balance date. Council holds 9.35 per cent ownership interest in TasWater which is based on Schedule 2 of the TasWater's Constitution.

Hobart City Council

Notes to the Financial Report for the year ended 30

Note 6. Non-current assets

6.1 Property, infrastructure, plant and equipment *

(a) Property

(b) Plant and equipment

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 6. Non-current assets (continued)

(c) Infrastructure

City Council Notes to the Financial Report for the year ended 30 June 2025 Note 6. Non-current assets (continued)

$1.280 million of Capital Work in Progress was transferred to Intangibles in 2024-25 (see note 6.2).

The 2024 closing balance has been restated for Works in progress. See Note 9.13 for further details. continued on next page ...

City Council Notes to the Financial Report for the year ended 30 June 2025 Note 6. Non-current assets (continued)

The 2024 closing balance has been restated for Works in progress. See Note 9.13 for further details. continued on next page ...

Hobart City Council Notes to the Financial Report for

the year ended 30 June 2025

Note 6. Non-current assets (continued)

Accounting policy

Recognition and measurement of assets

Acquisitions of assets are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition.

Property, plant and equipment and infrastructure received in the form of contributions, are recognised as assets and revenues at fair value by Council valuation where that value exceeds the recognition thresholds for the respective asset class. Fair value is the price that would be received to sell the asset in an orderly transaction between market participants at the measurement date.

Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.

The asset classes below have been recognised. In accordance with Council's policy, a $500 threshold limit has been applied when recognising assets within each applicable asset class and unless otherwise stated are consistent with the prior year.

Revaluation

Council has adopted the following valuation bases for its non-current assets:

Land

Land Under Roads

Buildings

Land Improvements

Plant and Equipment

Pathways and Cycleways

Stormwater

Roads and Bridges

Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment are measured at their fair value in accordance with AASB 116 Property, Plant & Equipment and AASB 13 Fair Value Measurement At balance date, Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset class materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset was revalued.

Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular basis to ensure valuations represent fair value. Valuations are performed either by experienced Council officers or independent experts. Between such valuations, Council considers, and when necessery, applies indexation to assets to ensure the carrying values continue to represent fair values.

Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use on an asset result in changes to the permissible or practical highest and best use of the asset.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense, in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation surplus for that class of asset, in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Impairment of assets

Impairment losses are recognised in the Statement of Comprehensive Income under other expenses. Reversals of impairment losses are recognised in the Statement of Comprehensive Income under other revenue.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 6. Non-current assets (continued)

6.2 Intangible assets

Carrying Amount

Accounting policy

Intangible assets with finite lives that are acquired separately are carried at cost less accumulated amortisation and accumulated impairment losses. Amortisation is recognised on a straight-line basis over their estimated useful lives. The estimated useful life and amortisation method are reviewed at the end of each reporting period, with the effect of any changes in estimate being accounted for on a prospective basis. Intangible assets with indefinite useful lives that are acquired separately are carried at cost less accumulated impairment losses.

In accordance with Council's policy, the threshold limits applied when recognising intangible assets is $500 and consistent with the prior year.

The estimated useful lives of software is 7 years.

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 6. Non-current assets (continued)

6.3 Right-of-use assets

a) Right-of-use assets

Leases - Council as Lessee

In contracts where Council is a lessee, Council recognises a right-of-use asset and a lease liability at the commencement date of the lease, unless the short-term or low-value exemption is applied. Refer to note 7.4 for details on accounting policy of lease liability.

A right-of-use asset is initially measured at cost comprising the initial measurement of the lease liability adjusted for any lease payments made before the commencement date (reduced by lease incentives received), plus initial direct costs incurred in obtaining the lease and an estimate of costs to be incurred in dismantling and removing the underlying asset, restoring the site on which it is located or restoring the underlying asset to the condition required by the terms and conditions of the lease.

All right-of-use assets are measured as described in the accounting policy for property, infrastructure, plant and equipment in note 6.1. Also, Council applies AASB 136 to determine whether a right-of-use asset is impaired and accounts for any identified impairment loss as described in the aforesaid note.

Right-of-use assets are depreciated over the shorter period of lease term and useful life of the underlying asset. If a lease transfers ownership of the underlying asset or the cost of the right-of-use asset reflects that the Council expects to exercise a purchase option, the related right-of-use asset is depreciated over the useful life of the underlying asset. The depreciation starts at the commencement date of the lease.

b) Concessionary leases

Accounting policy

Council has elected to measure a class (or classes) of right-of-use assets as 'concessionary leases' at initial recognition at cost, in accordance with AASB 16.23–25.

These leases have significantly below-market terms and conditions principally to enable Council to further its objectives.

These leases are for minimal value, have terms of between 10 and 99 years and are mainly used for public amenities, recreation spaces, car parking and walkways. The leased areas must be used for their purposes and Council must ensure there are no actions that will negatively impact the areas.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 6. Non-current assets (continued)

6.4

Other assets

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 7. Current liabilities

7.1 Trade and other payables

Accounting policy

Liabilities are recognised for amounts to be paid in the future for goods and services provided to Council as at balance date whether or not invoices have been received. General creditors are unsecured, not subject to interest charges and are normally settled between within 30 days of invoice date.

Rates revenue received in advance represents amounts received by Council prior to the commencement of the rating or charging period. Revenue is recognised by Council at the beginning of the rating or charge period to which the advance payment relates.

For ageing analysis of trade and other payables, refer to note 9.11.

7.2 Trust funds and deposits

trust funds and deposits

Accounting policy

Amounts received as deposits and retention amounts controlled by Council are recognised as Trust funds until they are returned or forfeited.

Hobart City Council

Notes

to the

Financial Report

for the year ended 30 June 2025

Note 7. Current liabilities (continued)

7.3 Provisions

Accounting policy

(a) Employee benefits

i) Short term obligations

Liabilities for wages and salaries, including non-monetary benefits, annual leave, long service leave, payroll tax on leave, superannuation on leave and accumulating sick leave expected to be wholly settled within 12 months after the end of the period in which the employees render the related service are recognised in respect of employees' services up to the end of the reporting period, and are measured at the amounts expected to be paid when the liabilities are settled.

ii) Other long term employee benefit obligations

The liability for long service leave, annual leave, payroll tax on leave, superannuation on leave and accumulating sick leave which is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period. Consideration is

Hobart City Council

Notes

to the Financial Report for the year ended 30 June 2025

Note 7. Current liabilities (continued)

given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

The obligations are presented as current liabilities in the Statement of Financial Position if the entity does not have an unconditional right to defer settlement for at least twelve months after the reporting date, regardless of when the actual settlement is expected to occur.

iii) Sick leave

The liability for employee entitlements to sick leave is equivalent to 17.5 per cent of total accumulated sick leave entitlements at the reporting date because this amount is payable to employees on retirement or resignation.

iv) Defined benefit plans

A liability or asset in respect of defined benefit superannuation plans would ordinarily be recognised in the Statement of Financial Position and measured as the present value of the defined benefit obligation at the reporting date plus unrecognised actuarial gains (less unrecognised actuarial losses) less the fair value of the superannuation fund’s assets at that date and any unrecognised past service cost. The present value of the defined benefit obligation is based on expected future payments which arise from membership of the fund to the reporting date, calculated annually by independent actuaries using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service.

v) Defined contribution plans

Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available.

(b) Landfill restoration

Land fill restoration Accounting policy

In accordance with the Environmental Management and Pollution Control Act 1994 and the Waste and Resource Recovery Act 2022, the Council is required to rehabilitate the McRobies Gully landfill site. The forecast life of the site is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill restoration has been calculated based on the present value of the expected cost of works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work required and related costs.

Council reviews the landfill restoration provision on an annual basis, including the key assumptions listed below.

Key assumptions:

Hobart City Council

Notes

to the

Financial Report

for the year ended 30 June 2025

Note 7. Current liabilities (continued)

7.4 Lease Liabilities

Lease liabilities are secured by the related underlying assets. Future minimum lease payments were as follows:

Minimum lease payments due

As at 30 June 2024

The Council’s lease liabilities mainly relate to the lease of car parks.

Concessionary Leases

The Council has additional leases which are not recognised above. Please see Note 6.3(b) for further details.

Accounting policy

Leases - Council as Lessee

"The lease liability is measured at the present value of outstanding payments that are not paid at balance date, discounted by using the rate implicit in the lease. Where this cannot be readily determined then Council's incremental borrowing rate for a similart term with similar security is used.

The lease liability is subsequently measured by increasing the carrying amount to reflect interest on the lease liability (using the effective interest method) and by reducing the carrying amount to reflect the lease payments made.

Short-term leases and leases of low-value assets

Council has elected not to recognise right-of-use assets and lease liabilities for short-term leases i.e. leases with a lease term of 12 months or less and leases of low-value assets i.e., when the value of the leased asset when new is $10,000 or less. Council recognises the lease payments associated with these leases as expense on a straight-line basis over the lease term.

Hobart City Council Notes to the Financial Report

the year ended 30 June 2025

Note 7. Current liabilities (continued)

7.5 Contract liabilities

User fees received in advance:

Accounting policy

Council recognised the following contactual liabilites:

i) Grant funds received in advance includes funds received on a number of capital and operating projects. The funds received are covered by grant agreements where the performance obligations have not yet been satisfied. The revenue is recognised as Council constructs any assets or completes the obligations, and the contract liability reflects the funding received which cannot yet be recognised as revenue. Revenue is expected to be recognised in the next 12 months.

ii) Upfront membership fees at the Doone Kennedy Hobart Aquatic Centre, rentals at Salamanca Market, metered space permits and other revenue with customers are recognised as a contract liability until the performance obligations are satisfied. Revenue is recognised as performance obligations are progressively fulfilled.

iii) Rates equivalency revenue received in advance from University of Tasmania (UTAS). These funds come with a commitment to undertake future capital work in consultation with UTAS and are recognised as a contract liability until the performance obligations are satisfied. Revenue is recognised as performance obligations are progressively fulfilled.

Revenue recognised that was included in the contract liability balance at the beginning of the period

(*) The 2024 closing balance has been restated for Rates Equivalency revenue received in advance. See Note 9.13 for further details.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 8. Non-current liabilities

8.1 Interest-bearing loans and borrowings

All loans are secured by Council revenues. Repayments are made biannually in arrears, and interest expense is accrued at the contracted rate and included in payables.

a) The maturity profile for Council's borrowings is:

Accounting policy

The borrowing capacity of Council is limited by the Local Government Act 1993 Interest bearing liabilities are initially recognised at fair value, net of transaction costs incurred. Subsequent to initial recognition these liabilities are measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Statement of Comprehensive Income over the period of the liability using the effective interest method.

Interest is expensed as it accrues and no interest has been capitalised during the current or comparative reporting period. There have been no defaults or breaches of the loan agreement during the period. Borrowings are secured by way of mortgages over the general rates and other revenue of the Council.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information

9.1 Reserves

(a) Asset revaluation reserves

The asset revaluation reserve was established to capture the movements in asset valuations upon the periodic revaluation of Council's assets.

Hobart City Council Notes to the Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

(b) Fair value reserve

Council has to designate its investment in Taswater as an equity investment at fair value through other comprehensive income. Subsequent changes in fair value are reflected in the reserve and will not be reclassified through the profit or loss when derecognised.

(c) Other

The Council maintains a reserve for the replacement of its assets. Revenue and loans raised for this purpose are transferred to the reserve, whilst expenditure incurred on replacing existing assets is transferred from the reserve. The balance of the reserve represents expenditure which Council expects to incur in future reporting periods on replacing its assets.

Bushland Fund

The Council has established a Bushland Fund and allocated funds from revenue to the reserve. The reserve was established for the purpose of purchasing strategic areas of bushland and open space.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

Contributions in Lieu of Parking

The Council previously maintained a reserve to separately account for funds provided to Council for the express purpose of providing parking facilities throughout the city. This reserve is now closed.

Contributions in Lieu of Public Open Space

The Council maintains a reserve to separately account for funds provided to Council for the express purpose of providing areas of public open space throughout the city.

Heritage Account

The Council has established a Heritage Account as required by the National Trust Preservation Fund (Winding-up) Act 1999 Amounts transferred to the account include the initial distribution from the National Trust Preservation Fund, together with interest accruing on the balance of the account.

The Act requires that funds transferred into the Heritage Account be applied for the provision of financial or other assistance in relation to an entry in either the National Trust Register kept by the National Trust of Australia (Tasmania), or the Tasmanian Heritage Register.

Fair Value Reserve

The Council maintains a fair value reserve in order to account for gains and losses on its TasWater equity investment as required by AASB 9 Financial Instruments.

Asset Revaluation Reserve

The Council maintains an asset revaluation reserve in order to account for asset revaluation increments and decrements in accordance with AASB 116 Property, Plant and Equipment.

9.2 Reconciliation of cash

surplus/(deficit)

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information

9.3 Reconciliation of liabilities arising from financing activities

Liabilities arising from financing activities are liabilities for which cash flows were, or future cash flows will be, classified in the Statement of Cash Flows as cash flows from financing activities.

9.4 Reconciliations of cash and cash equivalents

Hobart City Council Notes to the Financial Report

the year ended 30 June 2025

Note 9. Other financial information (continued)

9.6 Superannuation

The Council makes the following defined-contributions to superannuation:

• 11.5 per cent and 13 per cent of wages and salaries for casual employees, depending on the enterprise agreement;

• 13 per cent of wages and salaries for full-time and part-time employees who commenced after 11 March 2003; and

• 4.5 per cent of wages and salaries for full-time and part-time employees who commenced prior to 11 March 2003.

In respect of those full-time and part-time employees who commenced employment with Council prior to 11 March 2003, Council also contributes to a defined-benefit superannuation plan. From 1 July 2014, the level of contribution was set at 9.5 per cent. Employee contributions are 6 per cent of wages and salaries. Employees are entitled to benefits on resignation, retirement, disability or death. The fund provides a defined-benefit based on years of service and final average salary.

An actuarial assessment of the fund was carried out by GM Actuaries Pty Ltd for the purpose of providing figures in accordance with AASB 119 Employee Benefits An assessment report was received on 21 July 2025 and this revealed the following:

The amount included in expenses is as follows:

Actuarial gains and losses recognised in respect of the defined-benefit plan were as follows:

The amount included in the Statement of Financial Position arising from Council’s obligation in respect of its defined-benefit plan is as follows:

Hobart City Council Notes to the Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

Movements in the net liability/(asset) were as follows:

Movements in the present value of the defined-benefit obligation were as follows:

Movements in the fair value of the plan assets were as follows:

Changes in the key actuarial assumptions at the reporting date would have the following effect on the

In the table above, a +/- 2.50% change in the Asset value of the Fund does not impact on the net defined benefit asset recognised by the Council because of the impact of the asset ceiling.

Defined-benefit-plan assets are invested in a balanced strategy with growth asset classes (e.g. shares and property) and defensive asset classes (e.g. fixed interest and cash). The table below shows the actual asset allocations of fund assets (as advised by the Scheme administrators):

Hobart City Council

for the year ended 30 June 2025

Note 9. Other financial information (continued)

Hobart City Council

Notes

to the

Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

9.7 Commitments

The Council has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and presented exclusive of the GST payable.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

9.8 Operating leases as lessor

Council is a lessor and enters into agreements with a number of lessees. These include commercial and non-commercial agreements.

Where leases are non-commercial agreements, these are generally with not for profit sport, recreational and community organisations. In these cases subsidised or peppercorn rents are charged because Council recognises part of its role is community service and community support. In these situations, Council records lease revenue on an accruals basis and records the associated properties as part of land and buildings within property, plant and equipment. Buildings are recognised at depreciated replacement cost.

Where leases are commercial agreements, but properties leased are part of properties predominantly used by Council for its own purposes, Council records lease revenue on an accruals basis and records the associated properties as part of land and buildings within property, plant and equipment. Buildings are recognised at current replacement cost.

The future (undiscounted) lease payments to be received on an annual basis for all operating leases is at follows:

The following table presents the amounts reported in profit or loss:

Council's operating lease receivables mainly result from property leases

9.9 Contingent liabilities and contingent assets

(a) Contingent liabilities

Council is currently acting as guarantor for the following loans:

Hobart City Council Notes to the Financial Report for

the year ended 30 June 2025

Note 9. Other financial information (continued)

9.10 Financial instruments

Managing financial risk

Council has exposure to the following risks from its use of financial instruments:

(a) Interest rate risk

(b) Credit risk

(c) Liquidity risk; and (d) Market risk.

The Chief Executive Officer has overall responsibility for the establishment and oversight of Council’s risk management framework. Risk management policies are established to identify and analyse risks faced by Council, to set appropriate risk limits and controls, and to monitor risks and adherence to limits.

(a) Interest Rate Risk

Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Interest rate risk arises from interest bearing financial assets and liabilities used. Non-derivative interest bearing assets are predominantly short term liquid assets. Council's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes it to fair value interest rate risk.

Council's loan borrowings are sourced from major Australian financial instiutions via a quotation process. Interest rate risk is managed on the net debt portfolio by:

- ensuring access to diverse sources of funding, - reducing risks of refinancing by managing in accordance with target maturity profiles, and - setting prudential limits on interest repayments as a percentage of revenue.

The Council manages the interest rate exposure on its debt portfolio by appropriate budgeting strategies and obtaining approval for borrowings from the Department of Treasury and Finance each year.

Investment of surplus funds is made with approved financial institutions under the Local Government Act 1993 and Council's policies. Council manage interest rate risk by adopting an investment policy that ensures:

- conformity with the Local Government Act 1993, - capital protection, - appropriate liquidity,

- limiting exposure and investment value by credit rating, financial institution and product, - monitoring of return on investment, - benchmarking of returns and comparison with budget.

Maturity is staggered to provide for interest rate variations and to minimise interest rate risk.

The exposure to interest rate risk and the effective interest rates of financial assets and non-lease financial liabilities, both recognised and unrecognised, at balance date are as follows. For lease liabilities refer to note 7.4.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

(b) Credit risk

Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause Council to make a financial loss. Council has exposure to credit risk on some financial assets included in its Statement of Financial Position.

To help manage this risk:

• Council establishes credit limits for some customers it deals with, particuarly custromers of the McRobies Gully Waste Management Centre, and

• Council only invests surplus funds with financial institutions which have a recognised credit rating specified in its investment policy.

Credit risk arises from Council's financial assets, which comprise cash and cash equivalents, and trade and other receivables. Council's exposure to credit risk arises from potential default of the counterparty, with a maximum exposure equal to the carrying amount of these instruments. Exposure at balance date is addressed in each applicable policy note. Council generally trades with recognised, creditworthy third parties, and as such collateral is generally not requested, nor is it Council's policy to securitise its trade and other receivables.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

It is Council's policy that some customers who wish to trade on credit terms are subject to credit verification procedures including an assessment of their credit rating, financial position, past experience and industry reputation. In addition, receivable balances are monitored on an ongoing basis with the result that Council's exposure to bad debts is not significant.

The maximum exposure to credit risk at balance date in relation to each class of recognised financial asset is represented by the carrying amount of those assets as indicated in the Statement of Financial Position.

Council may also be subject to credit risk for transactions which are not included in the Statement of Financial Position, such as when Council provides a guarantee for another party. Details of Council's contingent liabilities are disclosed in note 9.9.

Ageing of other debtors within trade and other receivables

At balance date Other Debtors, representing financial assets, were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's Other Debtors was:

Ageing of impaired other debtors within trade and other receivables

At balance date, Other Debtors, representing financial assets, with a nominal value of $14,746 (2023-24: $17,454) were impaired. The amount of the provision raised against these debtors was $14,746 (2023-24 $17,454). The individually impaired debtors relate to general and sundry debtors and have been impaired as a result of their doubtful collection. Many of the long outstanding past due amounts have been lodged with Council's debt collectors or are on payment arrangements.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

The ageing of other debtors within trade and other receivables that have been determined as impaired at reporting date was:

Current (not yet due)

Past due by up to 30 days

Past due between 31 and 60 days

Past due between 61 and 90 days

Past due by more than 91 days

(c) Liquidity risk

Liquidity risk includes the risk that, as a result of Council's operational liquidity requirements:

• Council will not have sufficient funds to settle a transaction on the date,

• Council will be forced to sell financial assets at a value which is less than what they are worth, or

• Council may be unable to settle or recover a financial assets at all.

Liquity risk is monitored through the development of rolling cash flow forecasts. Council's objective is to maintain a balance between continuity of funding and flexibility through the use of short-term investments and loans.

Council monitors rolling forecasts of liquity reserves on the basis of expected cash flow. The table below shows the contractual maturities for non-lease financial liabilities. For lease liabilities refer to Note 7.4.

Financial liabilities

Hobart City Council

Notes

to the

Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

(d) Market risk

Market risk is the risk that the fair value or future cash flows of Council's financial instruments will fluctuate because of changes in market prices. Council's exposures to market risk are primarily through interest rate risk with only insignificant exposure to other price risks and very limited exposure to foreign currency risk. Refer to the previous Interest Rate risk discussion for details on market risk exposures.

Sensitivity disclosure analysis

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months:

• A parallel shift of + 1% and -1% in variable market interest rates (AUD) from year-end rates.

The table below discloses the impact on net operating result and equity for each category of financial instruments held by Council at year-end, if the above movements were to occur.

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

Fair value

The aggregate net fair values of financial assets and financial liabilities, both recognised and unrecognised, at balance date are as follows:

carrying amount as per the Statement of Financial Position

carrying amount as per the Statement of Financial Position

9.11 Fair value measurements

Council measures and recognises the following assets at fair value on a recurring basis:

Investment in TasWater Property, infrastructure plant and equipment

• Land

• Land Under Roads

• Buildings

• Land Improvements

• Pathways and Cycleways

• Stormwater

• Roads and Bridges

• Other Property

Council does not measure any liabilities at fair value on a recurring basis.

Council also has assets measured at fair value on a non-recurring basis as a result of being reclassified as assets held for sale. These comprise land as disclosed in note 4.5. A description of the valuation techniques and the inputs used to determine the fair value of this land is included below under the heading 'Land held for sale'.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

a) Fair Value Hierarchy

AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a level in the fair value hierarchy as follows:

Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date.

Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly.

Level 3: Unobservable inputs for the asset or liability.

The table below shows the assigned level for each asset and liability held at fair value by the Council. The table presents the Council's assets and liabilities measured and recognised at fair value at 30 June 2025.

The fair values of the assets are determined using valuation techniques which maximise the use of observable data, where it is available, and minimise the use of entity specific estimates. If one or more of the significant inputs is not based on observable market data, the asset is included in level 3. This is the case for Council infrastructure assets, which are of a specialist nature for which there is no active market for similar or identical assets. These assets are valued using a combination of observable and unobservable inputs.

As at 30 June 2025

As at 30 June 2024

Hobart City Council

Notes

to the

Financial

Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

Transfers between levels of the hierarchy

Council's policy is to recognise transfers in and out of the fair value hierarchy levels as at the date of the event or change in circumstances that caused the transfer.

During the period there were no transfers between levels 1 and 2, nor between levels 2 and 3.

(b) Highest and best use

All assets valued at fair value in this note are being used for their highest and best use.

(c) Valuation techniques and significant inputs used to derive fair values

Land

Fair values for land were determined by the Valuer-General effective 1 July 2021, and are subsequently indexed annually by the land value adjustment factors published by the Valuer-General.

The land value adjustment factors are provided by land class and whether the land is vacant or not, and these are then applied to each parcel of land based on its classification.

During the period, these factors resulted in no increase to some parcels of land and a 5% decrease to others.

The next full land valuation is planned for 30 June 2028.

Assets Held for Sale

Assets classified as held for sale during the reporting period is land. Land was measured at the lower of its carrying amount and fair value less costs to sell at the time of reclassification. The fair value of the land was determined using the approach described in the preceding paragraph.

Land Under Roads

The value of the Land Under Road network at 30 June 2024 is based on valuation data determined by the Valuer-General effective as at 1 July 2024. The valuation approach uses adjusted land values and areas for all properties within the municipality depending upon its classification and then applying a discount appropriate to the respective classification. This adjustment is an unobservable input in the valuation. The market value of land varies significantly depending on the location of the land and the current market conditions. Currently Land Under Road values range between $8.95 and $934.66 per square metre.

Buildings

Council derives fair value for buildings by relying on advice from qualified independent valuers, Knowledge Asset Management Pty Ltd, to provide information on:

• Market values - a comprehensive analysis of prevailing real estate market conditions, comparable property sales, and other relevant factors to determine the current market values.

• Replacement costs - an evaluation to assess the costs involved in constructing comparable properties.

• Condition assessment - a thorough examination of the physical condition and maintenance status of Council’s specialised buildings.

• Square metre rates - rates for a range of typical building types to determine the fair value based on replacement cost.

• Car park rates per space - the replacement rates per car park space to determine the fair value of Council’s car parks.

Council utilises this information together with additional data to ensure accuracy in determining the fair value of its buildings.

Council reviews the service potential of the building assets when deriving their fair values, taking into account the importance of each asset's functionality and contribution to Council and the community.

The physical deterioration of each building is determined by considering the age of each building compared to its total useful life.

Buildings were last revalued at 30 June 2023, and this period have been indexed using the Producer Price Indexes, Australia (Index Number 30 Building Construction Tasmania).

The next full Buildings valuation is planned for 30 June 2028.

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

Land Improvements

Land Improvements are a diverse range of asset types that do not fall under any other asset class. Unit rates are based on a considered average of internal estimates, external estimates and projected actual rates based on information provided by Council’s engineering officers. The current replacement cost (CRC) for these assets is then calculated as the unit rate multiplied by the asset quantity.

Land Improvements were last revalued at 30 June 2022, and this period have been indexed using the Producer Price Indexes, Australia (Index Number 30 Building Construction Tasmania).

The next full Land Improvements valuation is planned for 30 June 2027.

Infrastructure Plant

All infrastructure assets have been valued using written down CRC. This valuation comprises the asset's gross replacement cost less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Council first determined the gross cost of replacing the full service potential of the asset and then adjusted this amount to take account of the expired service potential of the asset.

Council distinguishes significant asset types within its asset register for detailed review and consideration by its Financial Asset Information Review Panel. Significant asset types account for more than 80 per cent of the total value of the asset register, and these are aligned with approximately 60 of the 2,000 asset types identified. The remaining non-significant asset types are either indexed or adjusted separately where evidence is available to support alternative levels of adjustment.

The unit rates (labour and materials) and quantities applied to determine the CRC of a significant asset type were based on a "Brownfield" assumption meaning that the CRC was determined as the full cost of replacement with a modern equivalent asset type considering typical site conditions, restrictions and extent of works. Residual values are not applied to infrastructure assets.

The level of accumulated depreciation for infrastructure assets is determined based (as the default) on the age of the asset and the standard life aligned with the corresponding asset type. A program to adjust the default expiry date when the assets are listed for renewal on the current works program is gradually being implemented.

The calculation of CRC involves a number of inputs that require judgement and are therefore classed as unobservable. While these judgements are made by qualified and experienced staff, different judgements could result in a different valuation.

Pathways and Cycleways

Council has pathways and one cycleway representing approximately 465 kilometres, together with approximately 150 kilometres of walking tracks.

Pathways comprise six different material types, the most common being concrete, and are valued based on a unit rate for the material multiplied by the area of the pathway asset. The cycleway is sufficiently similar to a concrete footpath to be able to determine a CRC on that basis. Due to insufficient work being carried out recently on walking tracks, previous unit rates have been indexed and multiplied by track lengths to calculate CRC, based on information provided by Council’s engineering officers.

Pathways and Cycleways were last revalued at 30 June 2022, and this period have been indexed using the Producer Price Indexes, Australia (Index Number 3101 Road and Bridge Construction Australia).

The next full Pathways and Cycleways valuation is planned for 30 June 2027.

Stormwater

Stormwater assets are grouped by stormwater catchment areas and contain all of those pipes, pits, manholes, inlets, outlets and constructed rivulets managing Hobart’s stormwater, along with the few remaining water and sewer assets relating solely to Council operations.

For stormwater pipes and built rivulets the CRC is based on the asset dimension multiplied by a unit price; the unit price being an estimate of labour and material inputs, services costs, and overhead allocations. For each pipe size and for standard rivulet lining a modern equivalent definition exists for which prices are obtained from both internal and external sources to determine the lowest cost at which the gross future economic benefits of the asset could currently be obtained in the normal course of business. For the sewer and water mains the CRC is based on the asset dimension multiplied by a unit price; the unit price being an estimate of labour and material inputs, services costs, and overhead allocations determined by the Asset Manager and information provided by Council’s engineering officers.

Hobart City Council

Notes to the Financial Report

for the year ended 30 June 2025

Note 9. Other financial information (continued)

Stormwater was last revalued at 30 June 2020, and this period have been indexed using the Producer Price Indexes, Australia (Index Number 3109 Other Heavy and Civil Engineering Constriuction Australia).

The Council commenced the revaluation process for Stormwater during the year and further analysis is required prior to finalising the revaluation as at 30 June 2026.

Roads and Bridges

Sealed Roads, Kerb and Gutter

Council categorises its road infrastructure by an urban hierarchy classification. Roads are managed in segments which generally extend from intersection to intersection. All road segments are then componentised into formation, pavement, subpavement and seal, and kerb and channel. Council assumes that environmental factors such as soil type, climate and topography are consistent across each segment.

CRC is based on the component dimension multiplied by a unit price; the unit price being an estimate of labour and material inputs, services costs, and overhead allocations. Against each road component a standard design exists for the modern equivalent asset which details pavement depths, typical widths and other relevant component information to enable pricing, such as location and extent of works.

Unit prices are developed through an analysis of quantity surveyors’ advices, actual project costs, internal estimators’ workings and comparison with other local councils based on information provided by Council’s engineering officers. Assets are further broken down by location category in order to reflect the increased cost of undertaking works in higher traffic areas. For this purpose, the revaluation calculations devised unit rate for each material type and location type more accurately capture the replacement costs of these works.

Bridges Council does not have a large number of bridges and does not undertake replacement works frequently enough to provide reliable data for estimating actual costs.

Each bridge structure is aligned with a modern equivalent asset type which defines the replacement structure and associated bridge components.

Unit prices have been obtained from independent consultants, Pitt & Sherry, for construction works in rural areas against the modern equivalent asset specification. This “rural unit replacement rate” has then been multiplied by the deck area of each existing bridge located in rural areas to calculate the CRC of those bridges.

For bridges not located in rural areas, location factors provided by Pitt & Sherry have been applied to reflect the increased cost of undertaking works in higher traffic areas. For this purpose, two additional locations were identified – suburban and urban. For assets in suburban locations, a replacement rate equal to 1.2 times the rural unit replacement rate has been adopted. For assets in urban locations, a replacement rate equal to 1.5 times the rural unit replacement rate has been adopted.

In line with Pitt & Sherry’s advice, unit replacement rates have been increased by a further 20 per cent, regardless of location, for bridges with abutments higher than three metres to reflect the additional complexity of construction.

Road and Bridges were last revalued at 30 June 2021, and this period have been indexed using the Producer Price Indexes, Australia (Index Number 3101 Road and Bridge Construction Australia).

The next full Roads and Bridges valuation is planned for 30 June 2026.

Other Property

Other Property includes fine art, sculptures, antique furniture and other valuables.

Two external valuers were engaged to value the majority of the assets. The variance between the two valuers was minimal and therefore an average of the valuations has been used to value these assets.

A specialist valuer was engaged where the attributes of the assets were outside of the expertise for the standard valuers and these assets were valued at the recommended rate.

Other Property was last revalued at 30 June 2021. This class is not indexed due to its specialist nature and indexing would not accurately represent its true fair market value.

Hobart City Council Notes to the Financial Report for

the year ended 30 June 2025

Note 9. Other financial information (continued)

The next full Other Property valuation is planned for 30 June 2026

(d) Unobservable inputs and sensitivities

There were no significant inter-relationships between unobservable inputs that materially affect fair values

(e) Changes in recurring level 3 fair value measurements

The changes in level 3 assets with recurring fair value measurements are detailed in Note 6.1 (Property, infrastructure, plant and equipment). Investment in water corporation, which is classified as level 3 has been separately disclosed in note 5.2.

During the year, there were no transfers between level 1, 2 or 3 measurements.

(f) Valuation processes

Council's current policy for the valuation of property, infrastructure, plant and equipment and its investment in TasWater (recurring fair value measurements) is set out in notes 6.1 and 5.1 respectively.

Non-recurring fair value measurements are made at the point of reclassification by a registered valuer.

(g) Assets and liabilities not measured at fair value but for which fair value is disclosed

Council has assets and liabilities which are not measured at fair value, but for which fair values are disclosed in other notes.

Council borrowings are measured at amortised cost with interest recognised in profit or loss when incurred. The fair value of loans disclosed in Note 9.10(d) is provided by each lender (level 2).

The carrying amounts of trade receivables and trade payables are assumed to approximate their fair values due to their shortterm nature (Level 2).

Hobart City Council Notes

to the Financial Report for the year ended 30 June 2025

Note 9. Other financial information (continued)

9.12 Events occurring after balance date

No other matters or circumstances have arisen since the end of the financial year which require disclosure in the financial report.

9.13 Prior period errors

Capital Work in Progress

In the current period, Council identified a number of projects in Capital Work in Progress that should have been written off in 2022-23.

Prior year comparatives have been restated as follows:

• Capital Work in Progress has reduced by $3.4 million

• Retained Earnings has reduced by $3.4 million

Rates & Charges

In the current period, Council identified Rates Equivalents revenue previously recorded as part of Rates and Charges revenue that should not have been recorded as revenue as the performance obligations had not been met. The Rates Equivalents comes with a commitment to undertake future capital work in consultation with the University of Tasmania.

Prior year comparatives have been restated as follows:

• Rates and Charges Revenue (Rates Equivalents)

o 2021-22 effect - reduction of $152,000

o 2022-23 effect - reduction of $335,000

o 2023-24 effect - reduction of $383,000

• Contract Liabilities (Other Revenue Paid in Advance)

o 2021-22 effect - increase of $152,000

o 2022-23 effect - increase of $335,000

o 2023-24 effect - reduction of $383,000

2023-24

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 10. Other matters

The Lord Mayor, Deputy Lord Mayor and Elected Members of the City of Hobart are entitled to receive allowances as provided under section 340A of the Local Government Act 1993 The quantum of the allowances was previously set in accordance with regulation 42 of the Local Government (General) Regulations 2015 , however these regulations were repealed and replaced by regulation 49 of the Local Government (General) Regulations 2025 on 24 June 2025. The allowances continue to be adjusted for inflation as at 1 November each year, however as part of the remake of the regulations there was a one off additional three per cent applied from 24 June 2025 to compensate for the lack of superannuation paid to elected members. Employment terms and conditions for senior executives are contained in individual employment contracts and prescribe total remuneration, superannuation, annual and long service leave, vehicle and salary sacrifice provisions. Council also provides non-cash benefits and contributes to post employment superannuation plans on their behalf.

(i) Elected member remuneration

(1) Includes total cost of providing and maintaining vehicles provided for private use, including registration, insurance, fuel and other consumables, maintenance cost and parking (including notional value of parking provided at premises that are owned or leased and fringe benefits tax).

(2) Section 72(1)cb of the Local Government Act 1993 requires the disclosure of expenses paid to elected members, with the main expense types being telecommunications, fuel and travel expenses.

continued on next page ... 10.1 Related party transactions Key management personnel comprises elected members and senior executives.

(ii) Key management personnel remuneration

(1) Gross Salary includes all forms of consideration paid and payable for services rendered, compensated absences during the period and salary sacrifice amounts.

(2) Includes total cost of providing and maintaining vehicles provided for private use, including registration, insurance, fuel and other consumables, maintenance cost and parking (including notional value of parking provided at premises that are owned or leased and fringe benefits tax).

(3) Other allowances and benefits includes all other forms of employment allowances (excludes reimbursements such as travel, accommodation or meals), payments in lieu of leave, and any other compensation paid and payable.

(6) Non-monetary benefits include annual and long service leave movements and non-monetary benefits (such as housing, subsidised goods or services etc). Hobart City Council Notes to the Financial Report for the year ended 30 June 2025 Note 10. Other matters (continued)

(4) Superannuation means the contribution to the superannuation fund of the individual.

(5) Termination benefits include all forms of benefit paid or accrued as a consequence of termination.

Notes to the Financial Report for the year ended 30 June 2025

Note 10. Other matters (continued)

Transactions with related parties

2025 2024 $ '000 $ '000

Consulting Services

Related payables balances at year-end

Commitments to related parties at year-end

Related receivables balances at year-end

Related impairment provisions at year-end

Related bad and doubtful debts expense for the period

In accordance with section 84(2)(b) of the Local Government Act 1993 , no interests have been notified to the Chief Executive Officer by any elected member in respect of any body or organisation with which the Council has major financial dealings.

Loans and guarantees to/from related parties

Council has not entered into any loans or guarantees with related parties.

Commitments to/from related parties

Commitments to/from related parties are disclosed in table above

Transactions with related parties that have not been disclosed

Most of the entities and people that are related parties of Council live and operate within the City. Therefore, on a regular basis, ordinary citizen transactions occur between Council and its related parties.

Some examples are:

• Payment of rates and charges

• Dog registrations

• Attending Council events

• Use of Council facilities

• Parking fees and fines

Council has not included these types of transactions in its disclosure where they occur on the same terms and conditions as those available to the general public.

continued on next page ...

Hobart City Council Notes to the Financial Report for

the year ended 30 June 2025

Note 10. Other matters (continued)

10.2 Other significant accounting policies and pending accounting standards

(a) Taxation

Council is exempt from all forms of taxation except Fringe Benefits Tax, Payroll Tax and the Goods and Services Tax.

Goods and services tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST.

Cash flows are presented in the Statement of Cash Flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(b) Impairment of non-financial assets

At each reporting date, Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the assets carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the Statement of Other Comprehensive Income, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation reserve in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset. For non-cash generating assets of Council such as roads, drains, public buildings and the like, value in use is represented by the deprival value of the asset approximated by its written down replacement cost.

(c) Allocation between current and non-current

In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next twelve months, being Council's operational cycle, or if Council does not have an unconditional right to defer settlement of a liability for at least 12 months after the reporting date.

(d) Financial guarantees

Financial guarantee contracts are recognised as a liability at the time the guarantee is issued. The liability is initially measured at fair value, and if there is material increase in the likelihood that the guarantee may have to be exercised, at the higher of the amount determined in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets and the amount initially recognised less cumulative amortisation, where appropriate. In the determination of fair value, consideration is given to factors including the probability of default by the guaranteed party and the likely loss to Council in the event of default.

(e) Contingent assets, contingent liabilities and commitments

Contingent assets and contingent liabilities are not recognised in the Statement of Financial Position, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively.

Commitments are not recognised in the Statement of Financial Position. Commitments are disclosed at their nominal value exclusive of the GST payable.

(f) Budget

The estimated revenue and expense amounts in the Statement of Other Comprehensive Income represent original budget amounts and are not audited.

Hobart City Council

Notes

to

the Financial Report

for the year ended 30 June 2025

Note 10. Other matters (continued)

(g) Adoption of new and amended accounting standards

In the current year, Council has adopted all of the new and revised Standards and Interpretations issued by the Australian Accounting Standards Board that are relevant to its operations and effective for the current annual reporting period. These include:

AASB 2020-1 Amendments to Australian Accounting Standards – Classification of Liabilities as Current or Noncurrent

This Standard amends AASB 101 Presentation of Financial Statements to clarify requirements for the presentation of liabilities in the statement of financial position as current or non-current. For example, the amendments clarify that a liability is classified as non-current if an entity has the right at the end of the reporting period to defer settlement of the liability for at least 12 months after the reporting period. The meaning of settlement of a liability is also clarified.

AASB 2022-6 Amendments to Australian Accounting Standards – Non-current Liabilities with Covenants

This Standard amends AASB 101 Presentation of Financial Statements to improve the information an entity provides in its financial statements about long term liabilities with covenants where the entity’s right to defer settlement of those liabilities for at least twelve months after the reporting period is subject to the entity complying with conditions specified in the loan arrangement.

AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not-for-Profit Public Sector Entities

This Standard modifies AASB 13 Fair Value Measurement for application by not-for-profit public sector entities. It includes authoritative implementation guidance when fair valuing non-financial assets, not held primarily for their ability to generate cash inflows. This includes guidance and clarification regarding the determination of an assets highest and best use, the development and use of internal assumptions for unobservable inputs and allows for greater use of internal judgements when applying the cost approach in the measurement and determination of fair values.

(h) Pending Accounting Standards

Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2025 reporting period. Council assesses the impact of these new standards. As at 30 June 2025 there were no new accounting standards or interpretations issued by the AASB which are applicable for the year ending 30 June 2025 that are expected to impact Council.

In September 2024 the Australian Accounting Standards Board (AASB) issued two Australian Sustainability Reporting Standards (ASRS). This followed Commonwealth legislation establishing Australia's sustainability reporting framework. Relevant entities will be required to undertake mandatory reporting of climate-related disclosures in future financial years. Public sector application issues remain under consideration and Council will continue to monitor developments and potential implications for future financial years.

City Council Notes to the Financial Report for the year ended 30 June 2025 Note 10. Other matters (continued)

City Council Notes to the Financial Report for the year ended 30 June 2025 Note 10. Other matters (continued)

and

(TTIC),

The Council has identified Off-Street

Market as commercial-like undertakings. Details of each of these are set out above. Competitive neutrality costs are costs which would have applied to the activity had it not been conducted under the umbrella of government. Therefore, from the local government perspective, such “costs” are notional only and are disclosed for information.

Hobart City Council

Notes

to the Financial Report for the year ended 30 June 2025

Note 10. Other matters (continued)

10.4 Management indicators

(a) Underlying surplus or deficit

Disaster Relief and Recovery Arrangements funding received as a result of

from one-off disposal of surplus land & buildings

- prior year

Grants received in advance - current

The intent of the underlying result is to show the outcome of a Council’s normal or usual day to day operations.

Underlying revenue excludes all capital income (grants received specifically for assets and physical resources received free of charge) and non-recurring income, and includes adjustments for revenue received in advance.

This indicator measures the extent to which expenses are covered by revenues. The benchmark was achieved in the current period, mainly due to lower depreciation and employee costs.

* Recurrent income excludes all capital income (grants received specifically for assets and physical resources received free of charge) and non-recurring income, and includes adjustments for revenue received in advance.

This indicator also measures the extent to which expenses are covered by revenues, by comparing the underlying surplus (or deficit) to total revenue. Again, the benchmark was achieved in the current period.

Hobart City Council

Notes to the Financial Report for the year ended 30 June 2025

Note 10. Other matters (continued)

(c) Net financial liabilities

This indicator measures Council’s net indebtedness (the extent to which Council’s liabilities could be met if all liabilities fell due at once). The above result is within the benchmark range (being 50 per cent of underlying revenue).

(d) Net financial liabilities ratio

This indicator also measures Council’s net indebtedness by comparing net financial liabilities to total revenue. Again, the result is within the benchmark range .

Hobart City Council

Notes

to the

Financial Report

for the year ended 30 June 2025

Note 10. Other matters (continued)

(e) Asset consumption ratio

An asset consumption ratio has been calculated in relation to each asset class required to be included in the long-term strategic asset management plan of Council.

and Cycleways

Roads and Bridges

This indicator measures the service potential remaining in Council’s existing assets. Results are within the benchmark range, except for plant and equipment and pathways and cycleways, which are slightly below benchmark. Going forward results are expected to remain around current levels.

Hobart City Council Notes to

the

Financial Report

for the year ended 30 June 2025

Note 10. Other matters (continued)

(f) Asset renewal funding ratio

An asset renewal funding ratio has been calculated in relation to each asset class required to be included in the long-term strategic asset management plan of Council.

** Current value of projected capital funding outlays for an asset identified in Council's long-term financial plan. ***Value of projected capital expenditure funding for an asset identified in Council's long-term strategic asset management plan.

This indicator measures Council’s capacity to fund asset renewal requirements by comparing planned funding for asset renewal (as per Council’s Long Term Financial Management Plan) with required funding for asset renewal (as per Council’s Asset Management Plans).

The above result indicates that Council is above the level required to fund all required asset renewals over the next 10 year period.

(g) Asset sustainability ratio

This indicator measures the extent to which assets are being renewed as they wear out. For a relatively young asset portfolio the benchmark may be quite low, whereas for an older asset portfolio the benchmark may be greater than 100 per cent. The above result indicates that Council is below its benchmark in terms of sufficiently reinvesting in its assets for this period.

Hobart City Council

Notes

to

the Financial Report

for the year ended 30 June 2025

Note 11. Major Development Assistance

Policy Commitments

The Council has entered into a Development Assistance Deed for the The Myer Development Project.

Conditional agreements to provide the following benefits to the developer (E. Kalis Properties Pty Ltd) to assist with the redevelopment of the Myer site, located at 98 110 Liverpool Street and 55 Murray Street, Hobart, namely:

1. Consistent with Council's Major Development Assistance Policy: a. A cap on rates for a defined period based on the value of the property as at 18 January 2012, limited to CPI increases, and

2. The air rights over the relevant portion of the Hobart Rivulet for a nominal consideration.

The value of the benefit provided in the current period is $908,114 (prior year: $778,083). It is not possible to reliably estimate the value of future assistance.

Audit Report

Independent Auditor’s Report

To the Councillors of Hobart City Council

Report on the Audit of the Financial Report

Opinion

I have audited the financial report of Hobart City Council (Council), which comprises the statement of financial position as at 30 June 2025 and statements of comprehensive income, changes in equity and cash flows for the year then ended, notes to the financial statements, including a summary of significant accounting policies, other explanatory notes and the statement of certification signed by the Chief Executive Officer.

In my opinion, the accompanying financial report:

(a) presents fairly, in all material respects, Council’s financial position as at 30 June 2025 and its financial performance and its cash flows for the year then ended

(b) is in accordance with the Local Government Act 1993 and Australian Accounting Standards

Basis for Opinion

I conducted the audit in accordance with Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. I am independent of Council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code.

The Audit Act 2008 further promotes the independence of the Auditor-General. The AuditorGeneral is the auditor of all Tasmanian public sector entities and can only be removed by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the AuditorGeneral’s opinion are significant.

My audit responsibility does not extend to the budget figures included in the financial report, the asset renewal funding ratio disclosed in note 10.4(f), nor the Significant Business Activities disclosed in note 10.3 to the financial report and accordingly, I express no opinion on them.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Key Audit Matters

Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the financial report of the current period. These matters were addressed in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters.

Why this matter is considered to be one of the most significant matters in the audit

Audit procedures to address the matter included

Classification and recognition of capital work in progress

Refer to note 6.1, 9.13

Works in progress totalled $71.69 million as at 30 June 2025. Works in the 2024-25 financial year were spread across a number of significant programs to upgrade and maintain infrastructure and property assets.

Capital projects can contain a combination of enhancement and maintenance activity which are not distinct and therefore the allocation of costs between capital and operating expenditure is inherently judgemental.

Due to historic audit observations related to asset management, this had elevated the risk related to classification and recognition of capital work in progress

• Tested on a sample basis, additions to work in progress including the allocation of costs between capital and operating expenditure.

• Tested, on a sample basis, the approval of completed assets transferred out of work in progress.

• Reviewed management’s appraisal of work in progress and in particular assets remaining in work in progress at year end, including management assessment of impairment indicators

• Confirmed with management and verified the controls in place to ensure assets are commissioned on a timely basis.

Responsibilities of the Chief Executive Officer for the Financial Report

The Chief Executive Officer is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the Local Government Act 1993 and for such internal control as determined necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the Chief Executive Officer is responsible for assessing Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Council is to be dissolved by an Act of Parliament or the Councillors intend to cease operations, or have no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Report

My objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Council’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Chief Executive Officer.

• Conclude on the appropriateness of the Chief Executive Officer’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on Council’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusion is based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause Council to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the Chief Executive Officer regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

From the matters communicated with the Chief Executive Officer, I determine those matters that were of most significance in the audit of the financial report of the current period and are therefore the key audit matters. I describe these matters in my auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare

2024/2025 Financial Report

circumstances, I determine that a matter should not be communicated in my report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Derek Burns Assistant Auditor-General

Delegate of the Auditor-General

16 October 2025 Hobart

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