Greater Hobart is at a crossroads. As our region grows, so do the challenges of planning for housing, infrastructure and transport in a way that builds a vibrant, sustainable and resilient community.
While there have been many and varied solutions over the years, the reality is that our current approach to regional decision-making is not delivering efficient or effective outcomes for the people who live and work here.
The time has come for our community to consider new models that look at the longer term, spanning generations and unlocking the necessary public and private capital for a livable and vibrant Greater Hobart now and in the future.
To help us facilitate further discussion and identify a model that works for our region, the Committee asked SGS Economics and Planning to explore frameworks and best-practice examples of governance for long-term decision-making across the globe.
The resultant report, Rethinking governance of the Hobart region, was the basis for a round-table discussion among the leaders of our Foundation Members as well as key stakeholders about future models that would shift our gaze beyond 3-4 year political cycles to intergenerational decision-making for the long-term benefit of Greater Hobart.
A key takeaway? The current system isn’t working, and that we need better coordination and structures to ensure the right outcomes for our future.
The challenge right now is that regional decision-making is fragmented across multiple levels of government and agencies, often leading to delays, inefficiencies and missed opportunities. Critical urban renewal and transport projects stall and capital remains locked or rediverted to other jurisdictions in search of greater certainty of outcome.
Meanwhile, the community waits for much-needed housing and infrastructure improvements that seem perpetually caught in bureaucratic limbo or political posturing. Further, in the current economic and budgetary climate, adding another layer of governance is not the answer.
One idea gaining traction is the concept of a “delivery authority” – a streamlined entity tasked with coordinating, planning and delivering key regional projects. One that is set up to succeed – given the power and capital to prepare land to be developer ready.
We are the only state in Australia without one.
The Planning Institute of Australia is leading an advocacy program to adopt a planning and delivery authority for the implementation of the Hobart to Glenorchy corridor.
This model has proven successful in other jurisdictions, including Renewal SA and the Hunter and Central Coast Development Corporation, where dedicated authorities have driven urban renewal outcomes with efficiency and accountability. East Perth in Western Australia is another that was established and then disbanded when the development was completed.
There was robust discussion amongst our Foundation Member leaders and stakeholders who attended our round-table about how Greater Hobart could trial this approach in priority areas. READ THE SUMMARY REPORT
The Hobart to Glenorchy corridor is an obvious first choice. The area has for decades been ripe for urban renewal, increased housing density and improved transport links. With the right governance structure that engages across state and local government, community and private sector, this zone could become a showcase for how targeted, coordinated action can deliver tangible benefits for the community.
In Brighton, the completion of the new Bridgewater Bridge can be a catalyst to activate a new precinct that is an exemplar development showing integration of a diversity of housing choices, with great public spaces, access to services, public and active transport and opportunities for further education and employment.
There are currently at least three different parcels of land that are proposed for housing development in this area. While Brighton desperately needs more housing supply, there is a real opportunity to simultaneously tackle some of the liveability challenges such as access to safe, reliable and affordable transport; and access to services such as health and education.
The challenge before us is clear: we need to move beyond fragmented decision-making and towards a model that delivers real results for the people of Greater Hobart. A pilot project, such as that envisaged by the Planning Institute of Australia, focused on the Hobart to Glenorchy corridor could be the perfect opportunity to test the delivery authority model and demonstrate its effectiveness in tackling urban challenges.
This is not about creating unnecessary bureaucracy – it isn’t ‘another layer’ – it’s it’s about ensuring that vital projects actually get done. It’s about housing that meets the needs of our changing population, transport solutions that are sustainable and make sense, and urban spaces that enhance our quality of life.
The Committee for Greater Hobart will continue to explore and facilitiate discussion on this model, engaging with all levels of government, business and the community. But for meaningful change to happen, we need broad support.
It’s time for all of us – residents, decision-makers, and industry leaders – to push for smarter, more effective regional governance. Greater Hobart’s future depends on it.
Keryn Nylander is Chair of the Committee for Greater Hobart
