Working together on shared future

OUR state is in a well-publicised state of flux. The economy is booming, currently in third place behind Victoria and NSW. Population growth is 100 per cent higher than a decade ago, and housing and commercial construction are at nation-leading levels.

At the same time, housing availability and affordability is a growing issue, traffic congestion is increasing rapidly, and some of our most vulnerable people are falling out of the system. As we head towards the 2050 population target of 650,000 people, these problems will continue to grow if we do not have a collaborative approach including all levels of government, industry, education and support services. We are making decisions that will impact generations to come, and important conversations are needed to ensure a positive legacy that balances economic growth, the Tasmanian lifestyle and protecting those at most risk. What is certain is that clear thinking, a common and well communicated purpose, engagement with our community and boldness are needed to make the right decisions. None of these will be resolved in isolation from the others, and figuring it out as we go will not take us to where we want to go.

— JAMES BAKER

IN Hobart today, there are increasing numbers of vulnerable people who are struggling to find a home for themselves and their families to live happy, healthy, safe and affordable lives due to a lack of planning for the future needs by many tiers of government.

People and families with low incomes increasingly struggle to meet increasing rental prices due to the lack of availability of affordable properties in the market.

The growth of population, increasing demand for accommodation from students and tourists are all positive things for our communities and our state. They make us a positive, vibrant and economically sustainable community to live in.

But if we also want to be a caring and kind community we need to include the most vulnerable in our thoughts and planning. This is no more important than in the area of social and affordable housing.

There are more than 3000 households in Tasmania who are waiting for access to social housing. More than 2000 are considered to have priority needs and over 1000 are young people under 25.

Governments of all persuasions and levels need to consider a process of masterplanning of our cities for the future and to have in their field of vision the needs of the vulnerable first.

The voice of the homeless or those increasingly at risk of homelessness should be as loud and compelling in planning for the future as any others expressing their future needs in the community.

For example, an option like the inclusionary zoning of social and affordable housing in new developments is a policy that empowers this voice. It is in this inclusive and considered way we demonstrate that we can be a successful and also caring and kind community in the way we shape our future together.

— DANNY SUTTON THE Sorell local government area is projected to be in the top two fastest growing municipal areas from 2017 to 2042 – 1.15 per cent a year compared to the state average of 0.2 per cent.

From the outside, this should be all positive. It does, however, present challenges for council. Growth in residential rate revenue is not sufficient for council to sustainably meet demand for new and upgraded assets and services. Without the release of more rate-dense land, eg light industrial, council’s longterm financial forecast does not align with community expectations. To avoid the status quo, rate increases above inflation, grant funding or other forms of revenue generation will be needed.

Regional employment and access to transport are key components. Australian Bureau of Statistics data in 2015 indicated 74 per cent of Sorell’s population leaves the municipality to work, principally in the Hobart metropolitan area. Access to local quality education and training opportunities are further imperatives to easing pressure on transport systems and increasing capacity and self-reliance. Labour force projections in 2017 pointed to demand for an additional 1900-2000 jobs into the southeast by 2020. This too is growing. Council’s most effective role is to advocate and facilitate with federal and state government and the notfor-profit and development sectors as the providers of capital, infrastructure and services aligned with demographic and economic projections.

— ROBERT HIGGINS PLANNING in our towns and cities has, particularly in recent times, not been able to keep up with the needs of a growing population. Part of the planning challenge is how to ensure we have adequate infrastructure that enables Tasmanians to retain the quality of life our state is renowned. This is a challenge that