The Committee for Greater Hobart is committed to plan for a future that benefits all of our community.
To help us achieve our aim we wanted to see what future focussed plans and visions were already in existence for the region. Then learn from them. This involved commissioning independent research to identify and review a sample of 17 different vision statements from plans developed across state government, local Government, as well as other stakeholders.
During our research, we identified common themes using a series of variables that included: clarity of focus in vision; connection with supporting plans; community input and engagement; ongoing impact and influence; and measurability of outcomes.
We wanted to understand how these visions and plans are being actioned and tracked, and whether those who initiated them are accountable. The Committee wants to use the learnings we have gathered to bring about broader community engagement and to enable us to work toward common goals.
Overall, the scan identified a range of best practices in the Greater Hobart region in terms of development of a vision and supporting growth and infrastructure plans.
On the plus side, a significant piece of work was undertaken by state and local government entities in the creation of the ‘30-Year Greater Hobart Committee Plan’. It set out a framework for future government planning and action. In this case, the vision statement was broad and quite extensive as it focussed on the many value adding plans and activities between government agencies.
The questions coming from the scan of the plan included:
At a local government level, it was acknowledged that local government entities are required to develop strategic and related plans on a regular basis that underpin investments by individual councils. There was clear evidence of the Councils demonstrating a commitment to best practice in applying the common variables identified above.
The question emanating from the research was whether a regional vision would create a more cohesive and collaborative approach to improving the outcomes for citizens by looking at common issues across local government boundaries.
At an industry level, of the 12 strategic growth sectors identified in the state, 7 are of particular importance for Southern Tasmania. These include:
In the sample plans reviewed it was pleasing to note that International Education and Culture and Tourism had an identified vision and supporting plans that could be readily accessed. Other sectors had some supporting strategic objectives and action plans but not necessarily a clear vision.
The question from the research was how a vision for the region could capture and represent the diversity of priority industry growth needs and also provide an identity and point of difference for industry in their local, national and international markets.
In framing the research scan it was important to recognise that many of the things that are fundamental to the liveability of our people and communities require infrastructure investment and operational expertise and systems that can only be economically delivered at a regional and statewide scale.
These include:
These infrastructure providers are constantly impacted by the demand for services in place and their capacity to meet the needs of the communities across local and regional areas from a social, environmental and economic perspective.
Of the sample of visions in the scan it was noted that Energy, Irrigation, Ports, Water/Wastewater, Rail and Transport had vision statements and plans that could be readily identified.
The key question emanating from the research is whether the development of a regional vision can assist in aligning and optimising the benefits of a more coordinated and integrated approach to investment in the infrastructure that delivers the essential elements of the liveability of our cities and regional towns.
A study of the sample of plans developed by government and industry groups identified there is opportunity for more consistency in their approach to planning for the future.
Many have areas that would benefit from key elements such as:
It was interesting to note that the visions of the state government and industry plans, as well as the local government plans, focussed on time periods ranging from 2024 to 2050.
Of these, a minority were assessed as having any clarity of focus in vision and a small number had no discernible vision statement at all.
Other findings concluded that:
Whilst the common themes of the plans concentrated on economic, environmental, cultural, transport and connectivity, more often than not they would be further improved by targeting of key social outcomes such as health and wellbeing, education, or access to recreational spaces.
There could also be more focus on the alignment of the future developments with the history and heritage of the region.
A majority of the plans sampled incorporated the following common themes:
However, some themes were referenced by only a small number of plans. They were:
As a result of this sample analysis the key question was how could an increased focus on the social outcomes and liveability being sought by the community could inform and guide a future vision for Greater Hobart.
There are 3 key learnings to be taken from the study of the different vision statements from across state government, local government and other stakeholders. These were:
Currently, the Greater Hobart region has a number of future-focussed plans and visions, but they could all benefit from more consistency and alignment.
Plans have too often been developed in silos with limited community engagement.
Many have been developed and communicated by various government, industry and community organisations that support significant long-term social, environmental, and economic investments.
However, they are currently lacking a common purpose, and would all benefit greatly from a more cohesive, coordinated, and accountable approach to engagement.
If the region is to continue to develop and prosper for the benefit of all its residents, it must find a way to create an identity and build on its connection to a common vision and aligned and supported outcomes that benefit us all.
