HCC Coat of Arms.jpg
City of hobart

 

 

 

 

AGENDA

Economic Development & Communications Committee Meeting

 

Open Portion

 

Thursday, 23 February 2017

 

at 5.00 pm

Lady Osborne Room, Town Hall


 

 

 

 

THE MISSION

Our mission is to ensure good governance of our capital City.

THE VALUES

The Council is:

 

about people

We value people – our community, our customers and colleagues.

professional

We take pride in our work.

enterprising

We look for ways to create value.

responsive

We’re accessible and focused on service.

inclusive

We respect diversity in people and ideas.

making a difference

We recognise that everything we do shapes Hobart’s future.

 

 


 

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 3

 

23/2/2017

 

 

ORDER OF BUSINESS

 

Business listed on the agenda is to be conducted in the order in which it is set out, unless the committee by simple majority determines otherwise.

 

APOLOGIES AND LEAVE OF ABSENCE

1.        Co-Option of a Committee Member in the event of a vacancy  4

2.        Confirmation of Minutes. 4

3.        Consideration of Supplementary Items. 4

4.        Indications of Pecuniary and Conflicts of Interest. 4

5.        Transfer of Agenda Items. 5

6          Reports. 6

6.1     Lighting up Council Facilities - National Road Safety Week 2017. 6

6.2     City of Hobart Facebook Page. 11

6.3     City of Hobart delegation to China January 2017. 50

7          Committee Action Status Report. 80

7.1     Committee Actions - Status Report 80

8.        Questions Without Notice. 85

9.        Closed Portion Of The Meeting.. 86

 


 

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 5

 

23/2/2017

 

 

Economic Development & Communications Committee Meeting (Open Portion) held Thursday, 23 February 2017 at 5.00 pm in the Lady Osborne Room, Town Hall.

 

COMMITTEE MEMBERS

Deputy Lord Mayor  Christie (Chairman)

Zucco

Ruzicka

Thomas

Denison

 

APOLOGIES:

 

 

LEAVE OF ABSENCE:

Alderman Denison

 

ALDERMEN

Lord Mayor Hickey

Briscoe

Sexton

Burnet

Cocker

Reynolds

Harvey

 

1.       Co-Option of a Committee Member in the event of a vacancy

 

2.       Confirmation of Minutes

 

The minutes of the Open Portion of the Economic Development & Communications Committee meeting held on Thursday 1 December 2016 are submitted for confirming as an accurate record.

 

 

3.       Consideration of Supplementary Items

Ref: Part 2, Regulation 8(6) of the Local Government (Meeting Procedures) Regulations 2015.

Recommendation

 

That the Committee resolve to deal with any supplementary items not appearing on the agenda, as reported by the General Manager.

 

 

4.       Indications of Pecuniary and Conflicts of Interest

Ref: Part 2, Regulation 8(7) of the Local Government (Meeting Procedures) Regulations 2015.

 

Aldermen are requested to indicate where they may have any pecuniary or conflict of interest in respect to any matter appearing on the agenda, or any supplementary item to the agenda, which the committee has resolved to deal with.

 

5.       Transfer of Agenda Items

Regulation 15 of the Local Government (Meeting Procedures) Regulations 2015.

 

A committee may close a part of a meeting to the public where a matter to be discussed falls within 15(2) of the above regulations.

 

In the event that the committee transfer an item to the closed portion, the reasons for doing so should be stated.

 

Are there any items which should be transferred from this agenda to the closed portion of the agenda, or from the closed to the open portion of the agenda?

 


Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 6

 

23/2/2017

 

 

6        Reports

 

6.1    Lighting up Council Facilities - National Road Safety Week 2017

          File Ref: F17/9126; 14-1-1

Report of the Manager City Marketing and the Director Community Development of 16 February 2017.

Delegation:     Council


Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 8

 

23/2/2017

 

 

REPORT TITLE:                  Lighting up Council Facilities - National Road Safety Week 2017

REPORT PROVIDED BY:  Manager City Marketing

Director Community Development

 

1.         Report Purpose and Community Benefit

1.1.     This report proposes that the Council supports the National Road Safety Week 2017, which is being organised by the Road Safety Advisory Council and runs from 8 to 14 May 2017.

1.1.1.     Road Safety Week is an initiative to increase awareness about the need for all road users to be safe and courteous on the roads to reduce the chances of crashes that could result in death or serious injury. 

2.         Report Summary

2.1.     The Road Safety Advisory Council will be lighting up various buildings around Tasmania in yellow throughout National Road Safety Week 2017 and has proposed to light the Hobart Town Hall yellow at its own expense.

2.2.     Road Safety Week is an initiative to increase awareness about the need for all road users to be safe and courteous on the roads to reduce the chances of crashes that could result in death or serious injury.  It is also about commemorating those who have been killed or injured on our roads.

2.3.     It is proposed that the City of Hobart support the National Road Safety Week 2017 by approving the illumination of the Hobart Town Hall in addition to illuminating, where available, the Elizabeth Mall, Kennedy Lane and the Railway Roundabout Fountain with yellow lighting.

3.         Recommendation

That:

1.      The City of Hobart approve the illumination of the Hobart Town Hall in the colour yellow to coincide with National Road Safety Week 2017, 8 to 14 May 2017 at the expense of the Road Safety Advisory Council.

2.      The City of Hobart further demonstrate its support of the National Road Safety Week 2017 by illuminating, where available, the Elizabeth Mall, Kennedy Lane and the Railway Roundabout Fountain yellow, with the fee of $100 to be met by the City Marketing function in the 2016-17 Annual Plan.

3.      The value of this support be recorded in the 2016-17 City of Hobart Annual Report in accordance with the Council’s policy in relation to the disclosure of grants and benefits.

 

4.         Background

4.1.     At its meeting dated 7 March 2016, the Council resolved the following:

‘That:    1.    The Council approve the request of the Road Safety Advisory Council to illuminate the Hobart Town Hall yellow, at its expense, to coincide with National Road Safety Week 2016 from 1 to 8 May 2016.

2.    The Council further demonstrate its support of the National Road Safety Week 2016 by illuminating the Elizabeth Mall and the Railway Roundabout Fountain yellow, with the fee of $100 to be funded from the City Marketing Function in the 2015/2016 Annual Plan.

(i)      The value of the support be recorded in the 2015/2016 City of Hobart Annual Report in accordance with the Council’s policy in relation to the disclosure of grants and benefits.’

4.2.     Due to statewide energy supply issues at the time, the lighting did not go ahead in 2016 and a request has again been received from the Road Safety Advisory Council (RSAC) for support for Road Safety Week in 2017.

4.3.     Road Safety Week is a national initiative to increase awareness about the need for all road users to be safe and courteous on the roads to reduce the chances of crashes that could result in death or serious injury.  It is also about commemorating those who have been killed or injured on our roads.

4.3.1.     In Tasmania, the RSAC makes recommendations to the State Government about road safety policy, community, school-based and public education programs, expenditure of the road safety levy and oversees advertising campaigns.

4.4.     The colour bright yellow is central to national Road Safety Week branding and a yellow ribbon pin has been used in previous years to create a broader awareness for the community.

4.5.     The RSAC will be lighting up various buildings around Tasmania throughout National Road Safety Week in 2017 and has identified the Hobart Town Hall as a location for the Hobart region.

4.6.     The RSAC will pay all costs associated with the operation and installation of the lighting on the Hobart Town Hall building.

4.6.1.     The RSAC will coordinate the necessary arrangements with the external lighting company in conjunction with relevant Council officers.

4.7.     A whole-of-Council lighting approach is proposed and therefore, as part of the Council’s engagement with this national awareness campaign, it is proposed that the Elizabeth Mall, Kennedy Lane and the Railway Roundabout Fountain would also be lit yellow, if available.

4.7.1.     The fee for lighting the Railway Roundabout Fountain is $100.

4.7.2.     There is an existing booking to light the other Council assets on 10 May 2017, however, it is proposed that the lighting assets be lit on 8 to 9 May 2017, and then again on 11 to 14 May 2017.

4.8.     Further discussion would be held with the RSAC to encourage other promotional opportunities in the city such as, for example, the Council Civic Banner Program.

5.         Proposal and Implementation

5.1.     It is proposed that the City of Hobart again support Road Safety Week by approving the illumination of the Hobart Town Hall yellow by the RSAC and by activating its festive lighting assets yellow.

5.2.     It is proposed that the costs associated with lighting the Hobart Town Hall would be borne by the RSAC.

5.3.     The City’s additional lighting assets would be lit on 8 to 9 May 2017, and then again on 11 to 14 May 2017, these include the Elizabeth Mall, Kennedy Lane and the Railway Roundabout Fountain.  This lighting is split due to a pre-existing booking which falls on 10 May 2017.

5.4.     It is further proposed that the fee for lighting the Railway Roundabout Fountain of $100 would be met by the City Marketing function.

6.         Strategic Planning and Policy Considerations

6.1.     This proposal aligns with Goal 1 - Economic Development, Vibrancy and Culture within the Capital City Strategic Plan 2015-2025, in particular the following Strategic Objectives:

‘1.3        Vibrant city centre and suburban precincts

1.4         An enriched visitor experience

1.5         Cultural and creative activities build community wellbeing and economic viability.’


 

7.         Financial Implications

7.1.     Funding Source and Impact on Current Year Operating Result

7.1.1.     There is a programming fee associated with lighting the Railway Roundabout Fountain of $100 which would be attributed to the City Marketing function in the 2016-17 Annual Plan.

8.         Legal, Risk and Legislative Considerations

8.1.     Not applicable.

9.         Marketing and Media

9.1.     The City of Hobart would promote its support for the Road Safety Awareness Week through the City’s social media accounts.

10.      Community and Stakeholder Engagement

10.1.   This report has been prepared in consultation has been undertaken with the Road Safety Advisory Council Marketing Officer, Department of State Growth, as well as with the Parks and City Amenity Unit.

11.      Delegation

11.1.   This matter is delegated to the Council.

 

As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.

 

Iris Goetzki

Manager City Marketing

Philip Holliday

Director Community Development

 

Date:                            16 February 2017

File Reference:          F17/9126; 14-1-1

 

 

  


Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 11

 

23/2/2017

 

 

6.2    City of Hobart Facebook Page

          File Ref: F17/13919

Report of the Manager City Marketing and Director Community Development of 16 February 2017 and attachments.

Delegation:     Council


Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 13

 

23/2/2017

 

 

REPORT TITLE:                  City of Hobart Facebook Page

REPORT PROVIDED BY:  Manager City Marketing

Director Community Development

 

            Report Purpose and Community Benefit

1.1.     This report outlines the governance and security of the City of Hobart social media, in particular, the corporate Facebook page.

1.2.     As a form of social media, the corporate Facebook page provides opportunities for interactive two-way communications, which can complement existing communication and further improve information, access and delivery of key services to the community.

            Report Summary

2.1.     An external specialist provider has assisted the City at various times with reviews and recommendations to ensure City of Hobart social media aligns with best practice.

2.2.     Social media enables organisations to connect and engage in real-time dialogue with a variety of audiences. Shared content and conversations contributes to developing community spirit, greater awareness of events, news and information, and enable monitoring of public opinion.

2.3.     The City of Hobart owns 22 social media accounts although not all are equally active, a proportion are currently actively utilised.

2.4.     In just over one year City of Hobart Facebook page likes have grown to 6600 fans and engagement has steadily increased.  There is a very low rate of unlikes, suggesting that once people like the page they elect to remain a fan.

2.5.     A draft social media policy has been developed over the past year based on best social media governance practices adopted by other national and international capital cities.  The draft policy can be found at Attachment A to this report and is submitted for endorsement by the Council.

2.6.     The policy includes a set of terms and conditions to be used on all City of Hobart Facebook pages and an agreed approach across all of the City’s social media platforms.  The City of Hobart terms and conditions have been drafted using examples from other capital city pages and encourage a broad range of respectful commentary and opinion.

2.7.     Specifically, the terms and conditions recognise the potential for public confusion caused by social media accounts that purport to be the City of Hobart or Hobart City Council.  Posts and comments from ambiguous accounts will be deleted.

2.8.     The policy also includes roles and responsibilities, response times, style, legal responsibilities, security, and developing a business case for a new account.

2.9.     The corporate City of Hobart Official Facebook page and other City of Hobart pages have been set up with default settings that include a review function and unmoderated visitor posts.  In keeping with the majority of other capital city councils, the review function has been disabled on the corporate page.

2.10.   All City of Hobart Facebook pages have profanity filters turned on.  This means that Facebook automatically hides comments or posts, which use offensive language without the page administrator having to manually do it.

2.11.   On the corporate Facebook page, direct questions are acknowledged as soon as possible, usually within the same day.

2.12.   During the past year, Hootsuite was introduced for social media managers as a tool to make social media easier and more efficient. Hootsuite is a dashboard that facilitates post scheduling, reporting, monitoring and campaign management and it supports social network integrations across other platforms.

2.13.   The City has also transitioned its record keeping to Digi.Me.  Digi.Me retains a searchable database of all posts and files which are saved in TRIM ensuring the City meets its obligations under the Archives Act 1983.

2.14.   Having more video of events and activities is recognised as the next stage of development for the City of Hobart Official Facebook page and this is currently being scoped as a priority for the page.

2.15.   The next planned social media account to activate is LinkedIn. Progressing this account will require a resourcing commitment and this is being scoped.

2.16.   Twitter and Instagram have not been fully activated due to resourcing constraints.

2.17.   Resourcing of social media remains a challenge if the City wishes to grow engagement with a number of its social media platforms and accounts.  It is proposed that the review of strategic corporate communications currently underway would be useful to inform any future resource investment.

2.18.   Based on current best practice, the integrity of the Facebook page will be maintained while it values different opinions in a transparent manner, and this approach will ultimately contribute to positive reputational outcomes for the City.

Recommendation

That:

1.      The Business Use of Social Media Policy and Procedure showing as Attachment A to this report, including terms of use for all City of Hobart social media accounts, be approved by the Council.

2.      The decision taken to disable the review function on the City of Hobart Official Facebook page, in keeping with other capital cities’ practice, be endorsed.

3.      The decision to retain the visitor post function on the City of Hobart Official Facebook page, in line with other capital cities’ practice, be endorsed.

4.      The General Manager be delegated the power to authorise administrative and operational changes to the Business Use of Social Media Policy and Procedure as required.

5.      The strategic corporate communications review commissioned by the City be used to inform future resource investment in social media communications.

 


 

            Background

4.1.     At its meeting of 6 February 2017, the Council resolved inter alia that the governance and security of the City of Hobart Facebook page be reviewed and in doing so the Council look at best practice adopted at other city councils.

4.2.     In late 2014, it was recognised within the City Marketing Unit that the City would benefit from improved understanding of best practice in regard to its social media.  More specifically, it was recognised that social media could play a greater role in how the City would connect with, engage and communicate with stakeholders.

4.3.     An external provider, the Content Clinic, was engaged to deliver social media services for three accounts across a period of approximately 12 weeks.  The project focused on positive messaging relating to each account’s marketing objectives and delivered an evaluation report to guide future use of social media accounts by the City.

4.4.     This piece of work was pivotal as it laid the foundation for the organisation’s professional management of social media accounts.  Notably, this trial project made a number of recommendations including the following:

4.4.1.     Hire appropriately skilled personnel to support the management of social media operationally and empower social media providers as active members of internal teams.

4.4.2.     Create a social media strategy for each account and tailor content to the channel and platform.

4.4.3.     Develop policies for social media as well as processes, procedures and protocols.

4.4.4.     Invest in appropriate software for social media analytics reporting and streamline analytics delivery.

4.4.5.     Consider social media when setting marketing budgets.

4.4.6.     Provide ongoing social media training/professional development for staff.

4.4.7.     Institute a regular forum to encourage sharing ideas, content, and advice and improve collaboration between City of Hobart social media account managers.

4.5.     A Digital Content Coordinator was recruited to the City Marketing team in mid-2015 (responding to item 4.4.1) and this officer commenced working with internal social media account managers to address the governance and operational requirements of social media, as well as attending to the governance and operational requirements of the corporate website.

Social media generally

4.6.     Social media provides opportunities for dynamic and interactive two-way communications, which can complement existing communication and further improve information, access and delivery of key services.

4.7.     Social media channels are different from other broadcast or information distribution channels like email, radio, TV or print because they enable one-to-many and many-to-one dialogue.  These opportunities for transparent conversations are a powerful new addition to the traditional media mix.

4.8.     Social media enables organisations to connect and engage in real-time dialogue with a variety of audiences.

4.9.     Posting information online is a public activity and is in the public domain and may be picked up by news media organisations or other unintended audiences.

4.10.   Shared content and conversations contribute to developing community spirit, greater awareness of events, news and information, and enables monitoring of public opinion.

4.11.   Employees operating in social media are expected to maintain the same high standards of conduct and behaviour online as would be expected for all matters that relate to their work at the City.

4.12.   As an example, the City of Melbourne aligns its social media policy with its corporate values as follows:

·     Integrity – employees should be open, honest and reliable when using social media, conducting activities professionally and ethically.

·     Courage – employees should have the courage to use social media as a way of engaging with our audiences, where appropriate.

·     Accountability – employees should take personal accountability for what they say and do while using social media.

·     Respect – employees should respect the people they communicate with through social media, valuing different opinions and building relationships.

·     Excellence – employees should aim to improve their performance by using social media, listening to their audience and engaging with them.

City of Hobart social media accounts

4.13.   The following table outlines the number of social media accounts held by the City.  It is noted that not all accounts are equally active and the Hobart.Tasmania account is inactive.

Account

Platform

Account and content owner

Primary officer resource

Fans

City of Hobart official

Facebook

City Marketing

Communications Advisor

6678

Hobart City Guide

Facebook

City Marketing

Digital Content Coordinator 

3672

Hobart.Tasmania

Instagram

City Marketing

Digital Content Coordinator 

252

Hello Hobart

Facebook

City Marketing

Senior Marketing and Promotions Coordinator supported by Cromer Milne consultancy

569

City of Hobart

LinkedIn

Human Resources

HR/City Marketing

455

Salamanca Market

Facebook

Events

Senior Marketing and Promotions Coordinator / Digital Content Coordinator 

17 001

Salamanca Market

Instagram

Events 

Senior Marketing and Promotions Coordinator / Digital Content Coordinator 

3227

Salamanca Market

Twitter

Events

Senior Marketing and Promotions Coordinator / Digital Content Coordinator 

1878

Salamanca Market

YouTube

Events

Senior Marketing and Promotions Coordinator / Digital Content Coordinator 

6

The Taste of Tasmania

Facebook

Events

Digital Content Coordinator 

15 268

Taste of Tasmania

Twitter 

Events 

Digital Content Coordinator 

2265

The Taste of Tasmania

Instagram 

Events

Digital Content Coordinator 

1258

Youth Arts & Recreation Centre

Facebook 

Youth Arts & Recreation  

Youth Arts & Recreation  team

2208

Youthartsandrec

YouTube 

Youth Arts & Recreation  

Youth Arts & Recreation  team

50

Youthartsandrec

Instagram

Youth Arts & Recreation 

Youth Arts & Recreation  team

159

Light up the Lane

Facebook 

Youth Arts & Recreation 

Youth Arts & Recreation  team

536

BushCare

Facebook 

Open Space Group

Bushcare Coordinator

800

Doone Kennedy Hobart Aquatic Centre

Facebook 

DKHAC

Marketing Coordinator

6609

Doone Kennedy Hobart Aquatic Centre

Instagram

DKHAC

Marketing Coordinator

41

Tasmanian Travel and Information Centre

Facebook 

TTIC 

Digital Content Coordinator 

6705

Tastravel

Twitter

TTIC 

Digital Content Coordinator 

1058

Tasmania_Travel

Instagram

TTIC 

Digital Content Coordinator 

1219

 

Corporate Facebook page

4.14.   In late 2015, the City introduced a corporate Facebook page (City of Hobart Official) with the support of the Content Clinic who provided guidance on best practice content strategy and risk management.

4.15.   In addition to this, a Communications Advisor was recruited who, together with a range of other communications responsibilities, is responsible for the corporate Facebook site.

4.16.   As a result, the City of Hobart Official Facebook page has been operating for just over one year and in that time page likes have grown to 6600 fans (as at 8 February 2017) and engagement has steadily increased along with the page like numbers. There is a very low rate of unlikes, suggesting that once people like the page they elect to remain a fan.

4.17.   The Facebook page has been run according to the initial content strategy and in line with available resourcing. Generally there are one to two posts per day and they highlight what is coming up and endeavour to feature the full gamut of City programs, services and events.

Social media governance

4.18.   A draft social media policy has been developed over the past year based on best practice of other national and international capital city social media governance.

4.19.   The draft policy can be found as Attachment A to this report and is submitted for endorsement by the Council. The policy will be applied to all current and future City of Hobart social media accounts.

4.20.   The policy includes a set of terms and conditions to be used on all City of Hobart Facebook pages and an agreed approach across all of the City’s social media platforms. These terms and conditions have been drafted using examples from other city pages and encourage a broad range of respectful commentary and opinion.

4.21.   Specifically, the terms and conditions recognise the potential for public confusion caused by social media accounts that purport to be the City of Hobart or Hobart City Council.  Officers are aware of social media accounts, including Twitter and Facebook that could be mistaken for the official City of Hobart accounts. Posts and comments from ambiguous accounts will be deleted.

4.22.   The policy also includes roles and responsibilities, response times, style, legal responsibilities, security, and developing a business case for a new account.

4.23.   It is accompanied by Social Media Guidelines which cover writing for social media, content planning, post types, promotion, responding and resourcing.

4.24.   As further internal accountability, a quarterly social media report is being presented to the Executive Leadership Team.

4.25.   A fortnightly meeting of the City of Hobart social media account managers allows for collaboration, presentations on emerging social media trends, and advice and assistance in problem solving and decision making.

Social media management and record keeping tools

4.26.   During the past year, Hootsuite was introduced for social media managers as a tool to make social media easier and more efficient.

4.27.   Hootsuite is a dashboard that facilitates post scheduling, reporting, monitoring and campaign management and it supports social network integrations across other platforms. 

4.28.   The City has also transitioned its record keeping to Digi.Me. Digi.Me ensures the City meets its obligations under the Archives Act 1983.  It retains a searchable database of all posts, comments and likes, downloads content to a PC, as opposed to retaining it in the cloud and files are exportable as a PDF, and then saved in TRIM.

Security

4.29.   The corporate Facebook page and other City of Hobart pages have been set up with default settings.

4.30.   All of the City of Hobart Facebook pages have profanity filters turned on.  This means that Facebook automatically hides comments or posts, which use offensive language without the page administrator having to manually do it.

4.31.   The default settings also include a review function and unmoderated visitor posts.

4.32.   While the review function allows people to rate the City highly, it also allows people to give the City a low rating and make negative comments.

4.33.   The advantage of the review function is that Facebook sees reviews as evidence a page is engaging and so will place it higher in search results, or display it in more users newsfeeds.  The disadvantage of the review function is that individual reviews cannot be moderated by the page administrator.

4.34.   Of other capital city Facebook pages the City of Adelaide (3.8 stars) has the function turned on while the City of Melbourne, City of Sydney, City of Darwin, Brisbane City Council and City of Perth have turned it off.

4.35.   The reviews that have been received to date for the City of Hobart page included ten one-star reviews, one three-star, and five five-stars to give the City an overall rating of 2.4 out of 5 stars.

4.36.   In light of the concerns from Aldermen and in keeping with the majority of other capital city councils, the review function has now been disabled on the corporate page.

4.37.   The review function has been retained on all other Facebook accounts except for the Youth Arts and Recreation Centre.  Due to the fact that reviews cannot be deleted or hidden, it was determined that that the review function should not be activated as this could pose a possible threat to persons in a vulnerable position.  The Youth Arts and Recreation Centre works with a younger audience, who may not yet be fully aware of the impact that their words or actions can have on a person or organisation, and they could use ‘slang’ that the profanity filter might not pick up.

4.38.   The setting for visitor posts remains unmoderated because individual posts can be hidden or deleted from the page if they breach the page’s terms and conditions.  All other capital city Facebook pages have visitor posts turned on, except for the City of Perth.

Opinion and online commentary

4.39.   All Australian capital city Facebook pages allow a wide range of opinion and commentary on their pages.  The exception is content which is offensive, hateful, threatening, defamatory or constitutes spam.

4.40.   While private companies and people with personal pages have the discretion to delete negative commentary, publically funded organisations such as local government generally allow negative commentary on their pages.

4.41.   This is because Facebook is seen as a forum (not unlike a meeting) that happens online. In such forums people may express dissatisfaction with a decision or target an individual’s opinion yet they are not ejected from the meeting, they are listened to and dealt with.

4.42.   Following are some examples of negative commentary on other capital city Facebook pages.

Adelaide

Melbourne

 

Sydney

 

Brisbane

4.43.   It is noted that some of the other capital city Facebook pages shy away from posting anything controversial or likely to evoke negative reactions.  The City of Perth and City of Sydney, for example, mostly post about positive events and activities rather than Council decisions or projects.

4.43.1.  Unlike some other capital cities, the City of Hobart has a number of social media accounts that are designed to promote events.

4.44.   The City of Hobart Official page publishes Council agendas and promotes projects and decisions; it is therefore inevitable that there will be some negative commentary on the page.

4.45.   In recent times, local government in Tasmania has been closely scrutinised for its transparency by the media.  The City of Hobart Official page provides an avenue to alert people to a wide range of council decisions and activities.

4.46.   Negative commentary can be constructive and can provide the opportunity to review the approach being taken by the City to better meet public expectations.

4.47.   It is also the case that attempts to moderate negative commentary, which is not offensive, hateful, threatening or defamatory, can be seen in a more negative light than the original comment.

4.48.   One example of where attempts to remove negative commentary became a bigger news story than the original comment is the case of former Tasmanian MP Andrew Nikolic’s deletion of comments and blocking fans, which led to the creation of a satirical “I’ve been blocked by Andrew Nikolic” Facebook page, the production of “I’ve been blocked by Andrew Nikolic” t-shirts, and a number of negative news articles.

4.49.   It is acknowledged, as is the case with customer and public interactions more generally, that social media interactions can be uncomfortable.

4.50.   When considering best practice, a British local government social media manager was quoted in The Guardian giving key reasons for why local government should embrace social media:

You get to know how people really feel. The distance Facebook gives people to make their views known allows a degree of boldness and honesty that many people may be uncomfortable showing face-to-face with a councillor or council staff. Facebook is helping councillors and councils understand how people really feel. It might not be easy to hear but it is useful in the long run to better understand opinions and needs.’

Local government communications people used to only hear from the public when they wrote angry letters to the papers. Now, we see residents for what they are on Facebook – funny, angry, eager and committed to their communities. They're not the enemy, they're people like us. They deserve our very best work. So we've upped our game.’

Facebook is a local government consultation game changer. We still pitch up in town centres and run consultation events in community halls. … not everyone wants to leave their house at a time set by the council to talk about issues that affect them. Facebook gives us an easy way to talk about where we live and allows us to do it in our own time – on our phones, at school or work, or in the comfort of our homes.’

4.51.   Social media also provides for positive acknowledgements and comments. In the following examples, City of Hobart officers are recognised for their good work.

 

 

 

 

Response times

4.52.   On the corporate Facebook page, direct questions are acknowledged as soon as possible along the lines of “Thanks for your question Ben, we’ll chase up an answer with our parks team and get back to you as soon as possible”, usually within the same day.

4.53.   A request is then sent to the director, unit manager or responsible officer for the correct information to answer the question. Most City staff are cognisant of the immediacy of social media and get back to the Facebook administrator as soon as they can.

This approach is generally very well accepted by our Facebook users. For example:

 

4.54.   Other council Facebook pages will often specify that questions will only be answered within business hours. We do not do this for the corporate Facebook page because we recognise there is a public expectation that Facebook pages are administered out of hours.

4.55.   If someone posts a comment that indicates they are misinformed we will provide the correct information. ‘He said, she said’ arguments are avoided so that the City does not look defensive. It is preferable for the discussion to be taken up by the Facebook community so the commenter can see genuine public support. For example:

Strategies for engagement

4.56.   To boost engagement, posts are scheduled for those times when most of our audiences are online. This information comes from the account analytics. For the City of Hobart Official, page posts are typically scheduled for between 3 and 5 pm on weekdays. Weekends are more variable and posts scheduled early in the morning often do as well as posts in the late afternoon.

4.57.   Posting about new services, events and changes to road conditions often receive high engagement. Posts about council agendas, information of interest to a limited number of people, and information for young people and older people, don’t receive high engagement.

Options for corporate social media

4.58.   The Digital Content Coordinator and Communications Advisor track the performance of the City’s accounts on a month-by-month and quarterly basis.

4.59.   In regard to the corporate City of Hobart Official Facebook page, having more video of events and activities is recognised as the next stage of development and would liven up the page and engage the community. However, this approach does require extra staff time to travel to the activity, time at the activity recording and getting permissions and then video editing, overtime arrangements if an activity is out of hours. Nonetheless, this is currently being scoped as a priority for the page.

4.60.   The next planned social media account to activate is LinkedIn.  While only 5 per cent of Tasmanians use the channel, its use in other states is 20–30 per cent.  Most other capital city councils run a LinkedIn page as a recruitment tool and to build up their brand to align with their recruitment objectives.  Progressing this account will require a resourcing commitment and this is currently being scoped.

4.61.   Twitter and Instagram have not been fully activated due to resourcing constraints.

4.62.   It is recognised that Twitter is used by people to find out what is happening in the moment.  If there is traffic congestion, for example, people may head to Twitter to see if someone has posted about an accident or roadworks and may warn others of the problem.  Using this example, the City could use Twitter in events such as snow closing the Pinnacle Road, wind shutting the tip, or emergency roadworks temporarily closing a street.

4.63.   Twitter also tends to be used by journalists and opinion leaders so it is an appropriate place to post links to media releases, tweets from media calls, responses to misinformation.

4.64.   Twitter must be monitored frequently as issues can evolve and escalate in a very short time frame.  People who tag or comment on Twitter also expect immediate responses so to establish and maintain a good reputation in the medium it must be adequately staffed.

4.65.   The Tasmanian Travel and Information Centre account uses Instagram and at this point in time, is making a contribution to the promotional needs of Hobart as a destination, noting that this is a crowded space with numerous ‘destination’ marketing accounts, including Hobart and Beyond, Tailored Tasmania, Discover Tasmania (and regional accounts Cradle Coast Tasmania, East Coast Tasmania, Tasmania’s North West, Instatasmania).

4.66.   Snapchat is the fastest growing social media platform; however, it is still predominantly used by teenagers and people in their early 20s and is very socially orientated with a distinctly light-hearted tone.  The City’s biggest audience on Facebook is women aged 25 to 54 (45 per cent).  People aged under 24 account for about 12 per cent of our audience.

4.67.   The opportunity for Snapchat lies with the Youth Arts and Recreation Centre before it would be considered as a corporate channel.

4.68.   In regard to the future strategy for Salamanca Market, this Facebook account enjoys a healthy following of over 17 000 fans and officers are concentrating on competitions, video and themed feature months drawing upon the market stallholders to tell a richer story.

4.69.   Similarly, The Taste of Tasmania will draw from stallholders to create content as a driver for engagement.  It is envisaged that monthly ‘Taste talk’ segments could take on the format of a question and answer theme in which interesting facts can be gathered from stallholders to keep festival patrons motivated and serve as a way to keep The Taste of Tasmania brand alive and interactive. 

Reputation

4.70.   When compared to other capital city accounts, the first 12 months of the City of Hobart Official corporate Facebook page can be considered successful from an engagement and a reputation perspective.

4.71.   New initiatives such as video and competitions are needed to keep growing engagement with the account and to better tell City stories and these are currently being scoped.

4.72.   Based on current best practice, the integrity of the account will be maintained while it values different opinions in a transparent manner, and this approach will ultimately contribute to positive reputational outcomes for the City.

            Proposal and Implementation

5.1.     Resourcing of social media remains a challenge if the City wishes to grow engagement with a number of its social media platforms and accounts.  A number of initiatives such as video and LinkedIn have been marked as priorities for 2017, however, it is proposed that the strategic corporate communications review currently underway may be useful to inform any future resource investment.

            Strategic Planning and Policy Considerations

6.1.     This initiative aligns with the Capital City Strategic Plan 2015-2025 Goal 1 - Economic Development, Vibrancy and Culture “City growth vibrancy and culture comes when everyone participates in city life”.

            Financial Implications

7.1.     Funding Source and Impact on Current Year Operating Result

7.1.1.     There is no impact on the current years operating result.

            Legal, Risk and Legislative Considerations

8.1.     The City is meeting its risk and legislative obligations through the application of the Business Use of Social Media Policy and Procedures that was developed in consultation with the City’s Legal and Governance Unit and that requires risk mitigation planning and record keeping, amongst other expectations.

            Social and Customer Considerations

9.1.     Effective community engagement provides a means for incorporating the community’s values, interests, needs and desires into decisions that affect their lives.  Social media is a tool for engagement that can improve decision making, as multiple perspectives contribute to a richer understanding of the scope of any problem or opportunity.

            Marketing and Media

10.1.   The City of Hobart Official Facebook page provides an avenue to alert people to a wide range of council decisions and activities.

10.2.   Posting information online is a public activity and is in the public domain and may be picked up by news media organisations or other unintended audiences.

            Delegation

11.1.   This matter is delegated to the Council.

 

As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.

 

Iris_Goetzki

Iris Goetzki

Manager City Marketing

Philip Holliday

Philip Holliday

Director Community Development

 

Date:                            16 February 2017

File Reference:          F17/13919

 

 

Attachment a:             Draft Business Use of Social Media Policy and Procedure   


Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting - 23/2/2017

Page 33

ATTACHMENT a

 

 

CoH_CMYK

 

Business Use of Social Media Policy and Procedure

 

TRIM Reference:

 

Category:

City Marketing Unit

Division:

Community Development

Doc Type:

Procedure

Application:

Whole of City of Hobart

Date Created:

 – insert date once endorsed

Owner:   Manager City Marketing

Approver:

Director Community Development

1       PURPOSE

·           This procedure provides direction for officers using social media on behalf of the City to ensure that City of Hobart accounts are managed well.

·           Social media is one of a number of tools to show that the City cares about our customer experience, and can increase the credibility of our brand.

·           City of Hobart social media accounts should be appropriate in tone and content, should effectively meet the objectives that have been set for them and should not compromise the City’s reputation nor the confidentiality of its proprietary information.

·           City of Hobart social media accounts should provide a benefit for the community.

2       Scope

·           This document applies to all employees and volunteers of the City of Hobart as well as external contractors who are authorised to represent the organisation on any social media platform.

·           This document does not apply to the personal use of social media. For use of social media by officers for personal purposes, please see the City of Hobart Communication Devices Policy.

2.1         Related resources

·        City of Hobart Communication Devices Policy

·        City of Hobart Media Policy

·        City of Hobart Code of Conduct

·        City of Hobart Brand Identity Style Guide

·        City of Hobart Global Information Systems Security Policy

·        City of Hobart Privacy Policy

·        City of Hobart Language Style Guide 

·        City of Hobart Customer Service Charter

·        City of Hobart Social Media Guidelines

2.2         Related legislation

·        Defamation Act 2005 (Tas)

·        Criminal Code Act 1995 (Cwlth) offences related to telecommunications (e.g. section 474.17 deals with using a carriage service to menace harass or cause offence).

·        Criminal Code Act 1924 (Tas)

·        Anti-Discrimination Act 1998 (Tas)

·        Archives Act 1983 (Tas)

·        Personal Information Protection Act 2004

·        Local Government Act 1993 (Tas).

3       Definitions

Term

Definition

Account

The individual social media accounts on different platforms. Example: City of Hobart, The Taste of Tasmania, Tasmania Travel and Information Centre, etc.

Account owner

The line or group manager ultimately accountable for the social media account.

Authorised City of Hobart representative on social media

An officer or other City of Hobart representative who represents the City of Hobart by providing information, links, or answers to comments or inquiries on social media, as an individual. They are able to use a personal account where it is not possible or practical to use an official City of Hobart social media account.

Blogs

Blogs allow users to create content on any subject that interests them, which can then be discussed in-depth by readers. Examples may include food blogs, travel blogs, or fashion blogs.

Content

Any words, images, videos, or other media that is posted or created for social media.

Content calendar

A day-by-day schedule of the content planned for publication on a social media account or accounts.

Content creator

An officer who provides content for social media posts for social media managers to use, or is authorised to post to a particular City of Hobart account.

Content expert

Able to provide expert responses to particular online enquiries. Example: customer service officer, legal officer, events officer etc.

Content strategy

A document which includes a plan for the creation, development, delivery, risk treatment and management of content – written, or other media – for a social media account or accounts.

Defamatory

Statement, comment, image or any material, the effect of which is to lower the reputation of the person who is the subject of that material in the eyes of the public at large.

Forums

A place where users can gather online and share information in a threaded and searchable format. Example: Whirlpool, Reddit.

Microblogging sites

Microblogging sites are a form of social media that enable users to broadcast short messages to followers. Example: Twitter.

Offensive

Comments that are derogatory, disrespectful, abusive, coarse or vulgar, particularly when a reasonable person would anticipate the possibility that the reader or the person who is the object of the comment would feel offended, humiliated or intimidated.

Photo and video-sharing social media sites

Photo and video-sharing social media platforms enable users to upload digital photos or videos and comment on other users’ content. Example: Pinterest, Instagram, Flickr and YouTube.

Platform

The type of social media being used. Example: Twitter, Facebook, YouTube, LinkedIn etc.

Social media platforms enable two-way conversations using the internet as a medium.

Profile

An individual’s personal profile on different social media platforms.

Repost

A piece of writing, image or other items of content that has been posted online for a second or further time.

Social media

A term used to describe the online tools that people use to share content, profiles, opinions, and information, facilitating conversations and interaction online between groups of people.

The different forms of social media are defined and this policy is not restricted to those platforms, but encompasses social media in its broadest sense.

Social media manager

The officer responsible for overall management of a social media account on behalf of the City of Hobart, including creating content strategy, creating and maintaining content calendars, monitoring online conversations, comments and discussions, posting to the account, evaluating the strategy and performance of the account and ensuring social media records are filed in accordance with the requirements of this procedure.

Social networks

Social networks are made up of various social media platforms that are used to allow users to add friends, send messages and share content. Example: Facebook, MySpace and LinkedIn.

Spam

Unsolicited commercial electronic messages.

Users

City of Hobart employees or City of Hobart audience members who visit, access or make comments on its social media pages.

4       Policy

4.1         The City of Hobart uses social media for the promotion, development and delivery of services and is committed to ensuring its reputation is managed and any risks that may arise through social media activities are monitored and managed.

4.2         City of Hobart social media communication aims to:

·        give the City a voice in social media

·        increase awareness of the full range of services offered by the City as well as our activities and events, including marketing initiatives

·        encourage community participation in City programs

·        provide a channel for the community to inform the City of Hobart of issues and concerns

·        enable conversations on topics of interest and relevance

·        broaden the City’s engagement with our audiences

·        reach new audiences and demographics.

4.3         The City of Hobart requires that social media activities are adequately resourced to allow for content development, monitoring, interpreting the volume and content of messages and responding as required.

4.4         Where an employee is required to respond to customer enquiries or complaints on a social media account, this should be included within their position description, together with the scope of their responsibilities. 

4.5         The City of Hobart will provide employees with regular training and professional development to undertake social media marketing and communications.

4.6         The Facebook profanity filter must be turned on for all City of Hobart Facebook accounts. Employees who notice content that contravenes the City of Hobart terms of use for social media (detailed in 6.16) should report it by email or phone to the appropriate social media manager and the Digital Content Coordinator, or in his/her absence, the Communications Advisor.

4.7         New social media accounts may only be created on the basis of a completed business case in line with existing policies and procedures.

4.8         Every social media account requires an individually developed:

·        content strategy

·        risk management plan

·        content calendar

·        reporting process

·        Hootsuite profile

·        For Facebook pages – a separate (instead of personal) Facebook account, using the officer’s City of Hobart email address.

5       Roles and Responsibilities

5.1         General

5.1.1      Social media governance: the City Marketing Unit is responsible for the overall governance of social media for the City of Hobart. This includes maintaining relevant procedures, templates, evaluation and record-keeping tools, and facilitating training and support.

5.1.2      The Digital Content Coordinator, from within the City Marketing Unit, will provide planning, management and strategic advice to City of Hobart social media managers, chair the Social Media Stakeholders Group, operate as the social media manager and/or provide planning, management and content for the City’s of Hobart’s events and tourism accounts. The Digital Content Coordinator is responsible for developing and maintaining templates, evaluation and record-keeping tools, and facilitating training and support. The Digital Content Coordinator also provides back up for the Communications Advisor in the case of annual leave, illness, resignation, or any other unforeseen absence. The Digital Content Coordinator will advise officers of any leave for an extended period and who will be undertaking social media duties during this time.

5.1.3      The Communications Advisor, from within the City Marketing Unit, is the social media manager for the corporate City of Hobart social media accounts. The Communications Advisor provides back up for the Digital Content Coordinator in the case of annual leave, illness, resignation, or any other unforeseen absence. The Communications Advisor will advise officers of leave for an extended period and who will be undertaking social media duties during this time.

5.1.4      Social media managers are responsible for maintaining their assigned social media accounts in accordance with this policy and procedure.

5.1.5      Account owners are the unit managers who are ultimately accountable for their unit’s social media accounts.

5.2         Divisional

5.2.1      Social media managers must take responsibility for the following actions:

·        Regularly monitor their City of Hobart social media accounts, at least daily.

·        Ensure appropriate coverage is maintained outside of normal business hours relative to the volume of communication that is usual for the account.

·        Develop and maintain content strategies and calendars and lead planning activities for the account.

·        Provide reporting on activity on the account and regularly review the account in terms of the objectives that have been set for it and its ongoing sustainability.

·        Complete a risk management strategy and ensure that all of the necessary precautions to address and manage risks are undertaken. 

·        Monitor and remove inappropriate content and inappropriate links, images or videos as soon as possible, in a timeframe not exceeding 24 hours.

·        Remove comments requiring action from a duty-of-care standpoint, such as comments containing personal information about an individual or remarks about self-harm, within 24 hours, where possible.

·        Respond to each comment, post or message that requires a response with a holding message as the minimum, by the close of business next working day.

5.2.2      Content creators are responsible for ensuring any information that they provide for use on any of the City’s accounts is factually correct and suitable for public release.

5.2.3      Content experts must make any request for their expertise a priority to enable social media managers to respond to online enquiries quickly and with accurate information. The ability to respond quickly and with accurate information is considered essential to maintaining the credibility of the corporate brand, particularly in regard to the Customer Service Charter and to encouraging trust in the City’s commitment to customer service.

5.2.4      Account owners must support the business case for operating a social media account in their unit and ensure the necessary resources for the sustainable operation of social media communications.

5.2.5      Authorised City of Hobart representatives on social media must have written approval from the City Marketing Unit to become an authorised City of Hobart representative on social media.

Employees approved to engage on social media platforms on the organisation’s behalf must:

·        if required to use a personal account, wherever possible they should refer users to the relevant official City of Hobart social media account for information or an official response

·        disclose only publicly available information

·        not comment on, disclose or upload photos or information on confidential City of Hobart matters (such as client or financial information, business plans)

·        ensure that any content and photos published are factually accurate and comply with relevant organisational policies, particularly those relating to confidentiality, disclosure and permission to publish (example: permission from subject and/or photographer)

·        only offer comment on topics that fall within their area of expertise and responsibility at the City of Hobart, or seek advice from a content expert


 

·        refer issues outside their sphere of expertise that may need advice, support or comment to the relevant City of Hobart content expert. If the situation requires an immediate response, let the user know that the request has reached the City of Hobart for response.

6       procedure

6.1         This procedure should be used for the following:

·        when planning a new City of Hobart social media account

·        when planning and writing posts and comments for City of Hobart accounts

·        when providing information for posts for any City of Hobart accounts

·        when responding, commenting or posting on social media where representatives make note of their affiliation with the City.

6.2         Opening a new social media account

6.2.1      The decision to create a new social media account will be based on a completed business case, showing the objectives and benefits of opening the account, stating which social media platform is being considered for the account, and detailing the resources available to manage the account.

6.2.2      The use of any social media should also be consistent with the overarching communications plan for the organisation or individual program that may be in effect at that time. See appendices for the process and guidelines relating to setting up a new social media account.

6.3         Tone and inclusiveness

·      Language, tone and content must always be professional, despite the less formal nature of social media sites. This means using the same language as if speaking at a public event. Officers responsible for social media accounts should be sensitive to the diversity of the community in online forums and refer to the City Marketing Unit for advice if at all unsure.

6.4         Response times

·           As a guide, you should respond to a direct inquiry made via social media on the same day. All messages, posts or comments that require a response must be responded to with a holding message at the very minimum by the close of business next day. See the Customer Service Charter for the City of Hobart’s commitment to responding to enquiries on social media.

·           Each account should also have an account-specific risk management plan, which will list the appropriate risk-mitigation message, process and response times for each identified risk.

·           Inappropriate content and inappropriate links, images or videos must be removed as soon as possible, in a timeframe not exceeding 24 hours. Swear words must be removed and the Facebook profanity filter must be turned on for all City of Hobart Facebook accounts.

·           Comments requiring action from a duty-of-care standpoint must be removed within 24 hours. The use of an after-hours roster is encouraged to ensure the account is monitored on a continuous basis.

·           Positive feedback or general statements may not necessarily require an official response, however, this is at the discretion of the officer responding.

·           In order to facilitate optimal response times, social media enabled devices, such as a tablet or smartphone, should be considered. Together with this, the mobile numbers of the Digital Content Coordinator and Communications Advisor should be stored on the device.

6.5         Style

·           Any social media presence should look professional and be consistent with the City of Hobart Brand Identity Style Guide, the City of Hobart Language Style Guide, and any other brand profiles and style guides held by the City of Hobart.

6.6         Records management

·           Social media managers are to use Digi.Me to keep records of all social media content contained on official City of Hobart social media accounts.

·           To comply with the requirements of the Archives Act 1983 and the State Archivists Guidelines on digital record management, social media managers must use Digi.me to export and save all social media content on at least a monthly frequency.

·           Officers should also export and save any posts or comments which they plan to delete from the account before their deletion.

·           Record-keeping requirements will be detailed in the City of Hobart Social Media Records Management Procedure.

6.7         Employee Position Description

·           Where an employee is required to respond to customer enquiries or complaints on a social media account, this should be included within their position description, together with the scope of their responsibilities.  An escalation protocol should exist within the unit, as would be the case for any customer enquiry or complaint.

6.8         Training

·           The City Marketing Unit will facilitate training and professional development opportunities for officers who undertake social media communications.

6.9         Evaluation

·           City of Hobart social media activity must be evaluated at least quarterly through simple metrics that are sustainable and related to the stated outcomes. Officers may make use of Hootsuite, Facebook Insights, and other digital monitoring tools whenever available as part of their evaluation of social media activities.

·           The mechanisms for evaluation will be determined for each social media account by the Digital Content Coordinator.

6.10       Social Media Stakeholders Group

·           All social media managers are expected to participate in the Social Media Stakeholders Group, which will focus on:

·   information and content sharing across divisions

·   problem solving

·   resource sharing

·   ongoing education and professional development

·   discussion of emerging social media trends, new platforms, and innovative use of social media.

6.11       Legal responsibilities

6.11.1    All content published on social media accounts managed by the City of Hobart is public information and, depending on access rights, may be accessible worldwide. In addition, this content may be permanently available and can be reproduced in other media. Such content is subject to federal, state and local laws (and the laws of other nations where relevant), and City of Hobart policies, processes, governance-level principles.

6.11.2    Every City of Hobart social media account with internal or public access must be monitored and unlawful content breaching federal, state and/or local laws (and the laws of other nations where relevant) or City of Hobart policies, processes and governance level principles must be removed within 24 hours.

6.11.3    City Marketing will remove City of Hobart social media accounts that breach City of Hobart’s legal responsibilities.

6.12       Privacy

6.12.1    All content published on City of Hobart social media services must comply with the City of Hobart Privacy Policy and relevant state and federal privacy legislation (example: Personal Information Protection Act 2004 and the Local Government Act 1993).

6.12.2    All information collected from City of Hobart websites, web services, or Information and Communication Technology (ICT) facilities must comply with the City of Hobart Privacy Policy.

6.12.3    Where employees require further information on the implications of privacy legislation, they should contact the Legal and Governance Unit.

6.13       Copyright

6.13.1    Copyright policies apply to social media. The same rules apply for distributing images on social media as any other publication. Only photos and images owned by, or licensed to, the City of Hobart should be published on one of our social media sites.

6.13.2    Where content that is not owned by the City of Hobart is planned for use, permission must be sought from the owner in writing and saved in the relevant folder in Trim.

6.13.3    If content is shared from another social media account, it should be clearly labelled as shared content, and the original poster and/or owner of the content should be credited.

6.13.4    Where employees require assistance in assessing ownership of content, they should contact the Legal and Governance Unit.

 

6.14       Security risks

6.14.1    The City Marketing Unit will maintain a register of City of Hobart social media accounts and the related account owners, social media managers, content creators and content experts.

6.14.2    Employees, volunteers and representatives should be cognisant of security risks to the City by the use of social media and must comply with the City of Hobart Global Information Systems Security Policy in relation to use of equipment.

6.14.3    Officers responsible for use of social media communications should set up a separate Facebook account, using their City of Hobart email address, to link to City of Hobart Facebook pages. Officers should not use their personal Facebook accounts to manage City of Hobart Facebook pages. Social media managers should ensure that all devices that have access to City of Hobart social media accounts, whether personal or work related have appropriate security measures, including but not limited to pass codes, passwords, and appropriate security or antivirus software.

6.14.4   All pass codes and passwords should be difficult to guess (example: not “1234”, “qwerty” or dates of birth), and should comply with ICT minimum password standards, including but not limited to:

·        At least one capital

·        At least one number

·        Minimum of 8 characters long

6.15       Terms of use for social media

6.15.1   The following terms of use must be listed or linked to on all City of Hobart social media accounts, and the City of Hobart website:

To make sure this page is a positive and welcoming place for everyone we ask that our fans respect the following terms of use:

a.      Respect the privacy of yourself and others by not including email addresses, phone numbers or home addresses in public posts or comments.

b.      Harassment, abuse and obscene, offensive or threatening language will not be tolerated.

c.       Do not post comments that are likely to offend others, including but not limited to references to race, age, gender, sexuality, political leaning, religion or capabilities.

d.      Do not post defamatory remarks, or information that is factually inaccurate and may mislead others.

e.      Do not post anything that may constitute spam, such as commercial solicitations or advertisements.

f.        If you find an image or post offensive, or which you believe should be removed for other reasons, please contact us via private message.

g.      City of Hobart does not accept any responsibility for content published on third party sites.

h.      By posting, commenting, liking or sharing content on this account, you accept that this content may be retained as a record by the City of Hobart, as required by the Archives Act 1983.

i.        By posting any images, links or information on this account you are giving permission to (account name) to use them, unless you expressly state otherwise. We will provide appropriate acknowledgement of the authors of any images, links or information posted on this account.

j.        City of Hobart social media accounts are not a forum for counselling or help seeking. If you need support in a crisis, contact Lifeline 24/7 on 13 11 14.

k.       Any posts or comments made by social media accounts or people impersonating the City of Hobart or Hobart City Council, or passing off, will be deleted from official City of Hobart corporate social media accounts in order to avoid public confusion caused by ambiguity.

l.        Any posts or comments that violate these guidelines will be deleted, and any person who repeatedly violates these guidelines will be banned from (account name).

6.15.2    These terms of use may be altered slightly in conjunction with the Digital Content Coordinator to allow for differences in tone of voice, or brand identity of the individual account.

6.16       Annual review

6.16.1    The Manager City Marketing is responsible for ensuring an annual review of this policy and procedure.


APPENDICES

Appendix A:  Business case and purpose

The establishment of a social media account should be the result of the following process.

1.      The officer requesting the account should fill out the new account checklist.

2.      If the account meets the majority of the criteria included in the table, the officer should seek endorsement from the relevant unit manager to consult with the City Marketing Unit.

3.      Following consultation with the City Marketing Unit, the officer should complete a business case, including (but not limited to):

·        the completed table

·        an explanation of why the account is needed, and why any existing social media accounts, or other communications accounts cannot meet these needs

·        what benefit the new account will provide to the project, program, or the public

·        the intended lifetime of the account

·        how it will be resourced, including which officers will be the account owner and social media manager for the account, names of potential content creators and content experts, as well as details of whether there will be a promotional budget

·        a draft content strategy and an example of a content schedule

·        information about how the officer intends to promote the account and build the audience.

4.      The officer’s unit manager should sign off the business case and content strategy.

5.      If approved by the relevant unit manager and endorsed by the City Marketing Unit, the business case and content strategy, as well as the evaluation by the City Marketing Unit, will be sent to the relevant divisional director for approval.

6.      If approved by the divisional director, the officer will be able to set up the account, following the below steps:

·        liaise with the Digital Content Coordinator to finalise the content strategy

·        complete an approved content calendar for the first month

·        undergo social media training with the Digital Content Coordinator

·        establish processes for the management of the account.


 

·                 

New account checklist

Why is it needed

Is the new account necessary for outcomes identified in the City of Hobart strategic plan?

Yes/No

Is the content unlikely to be promoted through other avenues (example: media release, radio advertising, City of Hobart website, Capital City News)?

Yes/No

Is the content you plan to share of public interest?

Yes/No

Is the content you plan to share unsuitable for posting on another City of Hobart social media account (example: the City of Hobart Facebook page, Hobart City Guide Facebook page)?

Yes/No

Is the potential audience likely to be users of social media?

Yes/No

Is there a specific reason why the content should be promoted on social media, instead of or in addition to other avenues, such as media releases, radio advertising, City of Hobart website or Capital City News (example: need for greater reach, affordability of advertising, audience)?

Yes/No

Have you determined how the account will be promoted?

Yes/No

What is needed

 

What is the proposed lifetime of the account?

 

What is the estimated size of your audience?

 

Which platform do you want to use?

 

Resources

Will the account have a promotional budget?

Yes/No

Will the account have a dedicated social media manager?

Yes/No

Is the proposed social media manager confident and familiar with social media?

Yes/No

Do you have sufficient human resources within your area to ensure daily monitoring of the page?

Yes/No

Do you have sufficient human resources within your area to create and curate appropriate content?

Yes/No

Do you have sufficient human resources within your area to review and report on the page?

Yes/No

Do you have sufficient human resources within your area to provide back-up if the primary social media manager is absent, example: in the case of illness, annual leave, resignation, redundancy, or termination?

Yes/No

 


 

 

Governance

Will you be able to complete a content strategy and risk management plan as part of your business case?

Yes/No

Are you able to regularly update the content calendar, and store it in a central location (example: CBC)?

Yes/No

Have you received approval from your unit manager to put forward this request?

Yes/No

·                 


 

Appendix B:  Risk mitigation process

The following general risk mitigation procedure applies to all City of Hobart social media. However, individual risk documents should be prepared for each account.

Risk

Mitigation Process

Offensive or potentially defamatory material is posted on a City of Hobart social media site, including photos or links to offensive or inappropriate material.

Social media manager immediately deletes/hides content.

If the poster is a repeat offender, or if the post is particularly offensive, the poster should be blocked from the account.

A violent threat of harm or perceived serious threat is made towards the Council, any employee, volunteer or Alderman.

The post indicates that immediate and assertive response is required.

The social media manager will inform the account owner or divisional director who will notify the general manager and/or contact police.

Where appropriate the account manager or divisional director will inform the subject of the threat.

A user posts a criticism of or dissatisfaction with City of Hobart.

Social media manager responds to the comment directly within the platform in which it appears, in consultation with the City of Hobart Communications Advisor/Media Advisor, so that other users can also see the response.

Alternatively, if the comment involves a more complex or lengthy response, the social media manager may post a comment asking the user to contact him/her providing a telephone number or private message the person.

Comments or posts should only be deleted if they contravene the City of Hobart terms of use for social media.

Spamming or undue prominence of a particular service, product or event on City of Hobart social media site that is not relevant.

Social media manager deletes/hides content and photos.

User posts too much private information or inappropriate content or photos about themselves.

Social media manager deletes/hides content and photos, and if possible contacts the user via private message to let them know why their comment has been deleted.

User posts comment about intent to suicide or self-harm; or harm a partner or family member.

The post indicates that immediate and assertive response is required.

Business hours:

Do not attempt to counsel people by engaging them in ongoing conversation.

At most, respond with one message only and refer the person to the appropriate help seeking avenues.

Refer any instances to the police if there is any risk of a person self-harming or attempting to take their own life.

Thank you for reaching out. For 24/7 crisis support and suicide prevention services call Lifeline on 13 11 14 or visit www.lifeline.org.au

If you’re thinking about harming yourself or ending your life, call Lifeline on 13 11 14 or chat online every night at http://www.lifeline.org.au/crisischat

Need crisis support now? Lifeline can help – contact 13 11 14 or chat online every night at http://www.lifeline.org.au/crisischat

After hours:

The social media manager should direct the user towards Lifeline (see above).

Where appropriate, the social media manager will inform police if any threat towards the organisation or individual is perceived.

You have made a mistake

Be the first to admit it, and where possible make public corrections.

·                 


Item No. 6.3

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 51

 

23/2/2017

 

 

6.3    City of Hobart delegation to China January 2017

          File Ref: F17/14672

Report of the Group Manager Executive & Economic Development of 17 February 2017 and attachments.

Delegation:     Council


Item No. 6.3

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 53

 

23/2/2017

 

 

REPORT TITLE:                  City of Hobart delegation to China January 2017

REPORT PROVIDED BY:  Group Manager Executive & Economic Development

 

1.         Report Purpose and Community Benefit

1.1.     The purpose of this report is to provide the Council with an overview of the delegation to China in January 2017, the signing of the friendship agreement with Fuzhou and the performances given by the Tasmanian Symphony Orchestra (TSO).

2.         Report Summary

2.1.     This report provides an overview of the City of Hobart delegation to China in January 2017.

2.2.     The delegation was led by the Deputy Lord Mayor and consisted of Alderman Briscoe, Alderman Denison, Mrs Lili Christie and the Group Manager Executive and Economic Development.

2.3.     The activities of the delegation were:

2.3.1.     The signing of the friendship city agreement with Fuzhou

2.3.2.     The accompaniment of the TSO through Fujian Province and Shanghai

2.3.3.     The furtherance of the already strong relationship with Bangde College in Shanghai.

3.         Recommendation

That:

1.      The Council note the friendship city agreement with Fuzhou is now signed.

2.      The Council seek to develop opportunities for the Hobart community arising from the agreement and further seek to engage the State Government in exploring these opportunities given the Tasmania Fujian relationship.

3.      As part of the regular reporting on the International Relations Action Plan, updates on the relationship with Fuzhou be provided.

 


 

4.         Background

4.1.     At its closed meeting of the 10th October 2016 the Council resolved to financially support the TSO tour of China.

4.2.     Aldermen will recall there was some debate as to whether this item should remain in closed Council. The matter was in closed Council at the request of the TSO due to some information provided by the TSO regarding the tour.

4.3.     Subsequently it has become a matter of public record that The Council made a grant of $20,000 to the TSO to support the tour and that the Deputy Lord Mayor, Alderman Briscoe and Alderman Denison would accompany part of the tour given that the TSO were playing three concerts in Tasmania’s sister state, Fujian.  In particular the TSO were to play a concert in Fuzhou city.

4.4.     The Council will also recall that it had previously resolved to finalise a friendship city agreement with Fuzhou and that a suitable time for the signing needed to be agreed upon.

4.5.     It had originally been suggested that this would take place when Fuzhou visited Hobart in November last year but as that delegation was not led by the Mayor or Vice Mayor of Fuzhou it was not appropriate.

4.6.     As a result, the visit to Fuzhou in January this year presented the opportunity to finally sign the friendship city agreement.

4.7.     The delegation also included the Group Manager Executive and Economic Development and the Deputy Lord Mayor’s wife, Ms Lili Christie who also acted as interpreter for the delegation.

4.7.1.     The Minister for the Arts, Vanessa Goodwin MLC also travelled with the TSO during the Fujian and Shanghai concerts.

4.8.     The itinerary for the visit was as follows:

·             Tuesday 3 January – arrive Fuzhou, site visits and friendship city signing

·             Wednesday 4 January  - site visits and TSO concert

·             Thursday 5 January travel to Putian City and TSO concert

·             Friday 6 January – travel to Xiamen City and TSO concert

·             Saturday 7 January – travel to Shanghai and TSO concert

·             Monday 9 January tour Bangde college, Shanghai and meetings

·             Tuesday 10 January – delegation concludes

Friendship City agreement with Fuzhou

4.9.     The most significant activity of the delegation was the signing of the friendship city agreement.

4.10.   The Deputy Lord Mayor signed the agreement with Acting Mayor YOU at a formal ceremony on the evening of the 3rd January.  Attachment A to this report is a copy of the signed agreement.

4.11.   The agreement now paves the way for a more formal relationship with Fuzhou and the development of actual projects of cooperation.  During the formal meeting with Acting Mayor YOU (who has since been confirmed as Mayor of Fuzhou at the Communist Party’s annual conference) he confirmed the desire to seek ‘concrete’ projects of economic cooperation between our cities and the respective business communities.

4.12.   Mayor YOU also singled the likelihood of an official visit from Fuzhou in the first half of this year to further this dialogue and to build on the relationships that were formed during the visit of Fuzhou to Hobart in November and during Hobart’s visit in January.

4.13.   The following day the delegation visited one of Fuzhou’s key hi-tech research and development parks.  There the group was shown the development activity of a well-known Chinese health supplement company and an educational company that specialised in smart hardware for class rooms.

4.14.   The group was hosted for lunch by the Australian Fujian Association, of which a Tasmanian Branch has recently been established.  This lunch meeting was an important opportunity to hear of the growing connections between Fujian and Tasmania and a strong interest in seafood from Tasmania being imported into Fuzhou.

4.15.   A visit was arranged to Number 83 middle school, which as a result of the city to city relationship, has commenced dialogue with St Mary’s College for a formal sister school relationship.  The Deputy Lord Mayor gave a presentation about Hobart and the delegation had a thorough tour of the school that included cooking and woodwork demonstrations, inspection of the sporting facilities and an art class.  Perhaps most impressively was the fact that apart from the school hierarchy the group’s tour guides were three 13 year old girls who spoke and understood near perfect English.

4.16.   On the evening following the friendship signing the TSO performed in Fuzhou.  The City of Hobart co-hosted a VIP pre-reception to the concert where we invited 20 VIP’s from Fuzhou city government for networking.

4.17.   The concert itself was incredibly well received.  The orchestra performed a clever mix of Australian and Chinese music.  The audience (at all concerts) was visibly struck when the orchestra led by double bass soloist Stuart Thomson played well known Chinese composer, Tan Dun’s “Wolf Totem”.

4.18.   The following days involved moving onto first Putian and then Xiamen for concerts.

4.19.   While in Putian the delegation, including Minister Goodwin met with the Acting Mayor of Putian.  Aldermen may recall that Launceston and Putian have previously signed an agreement to become friendship cities.

4.20.   The concert in Xiamen was important as there had been some background discussions as to whether the Xiamen Philharmonic Orchestra would present in Tasmania as part of Ten days on the Island.  It is understood that as a result of the TSO performing in Xiamen, the Xiamen orchestra will now indeed perform in Tasmania in March this year.  This is seen as a significant coup for Ten Days.

Shanghai

4.21.   The final concert was in Shanghai on the 7th January and played at the prestigious Shanghai Conservatorium of Music.  This concert was also significant as it was the first time any Australian orchestra had been recorded in China.  The recording was by the Shanghai Media Group (SMG) and is going to be broadcast in Shanghai by SMG Radio’s 94.7 Classical FM at 6:00pm on Saturday 25 February.

4.21.1.  The performance of Wolf Totem aired on ABC Classic FM on the 28th January 2017.

4.22.   It is understood there will be a second broadcast making a total audience of some 240,000 people in Shanghai listening in.

4.23.   It is estimated that with the 9 concerts in China and the two Shanghai radio broadcasts, plus the ABC Classic FM broadcasts & their on-line access the total audience for the TSO’s China tour is likely to be around the 400,000 mark.

4.23.1.  The City of Hobart’s association with the tour was widely promoted.  Attachment B to this report is a photo of the banner outside the Fuzhou Concert Hall

4.24.   While in Shanghai the delegation was also able to meet again with the owners and management of Bangde College.

4.24.1.  Aldermen may recall that a delegation from Bangde College visited Hobart just before Christmas.

4.25.   The delegation toured the facilities and then had a formal meeting and dinner where the ongoing relationship in with TAFE Tasmania was discussed.  As a result of their visit to Hobart prior to Christmas Bangde College has some significant growth plans beyond Shanghai and it would appear that Hobart and Tasmania are part of these plans.

4.26.   It is understood that Bangde College will visit Tasmania later this year and after further discussions with TAFE Tasmania are likely to make a significant announcement.

4.27.   Aldermen may also recall that Bangde’s parent Company is seeking other opportunities in Tasmania to source fresh produce for its Chinese restaurant and catering businesses.  Again as a result of the pre-Christmas visit and the itinerary that Council managed, the Group intends to pursue these opportunities in more detail.

4.28.   At the Economic Development and Communications Committee meeting Aldermen will be given a copy of a booklet produced by Bangde College that promotes studying in Tasmania (it is too large to be an attachment to the report).  Copies for all Aldermen will also be made available.

Discussion

4.29.   This was the City of Hobart’s sixth visit to China since 2012 and its third visit to the city of Fuzhou.

4.30.   Each visit increases understanding of the Chinese cities visited and Chinese customs and culture.

4.31.   This most recent delegation could be described as highly successful for two main reasons;

4.31.1.  The signing of a friendship city agreement

4.31.2.  The accompaniment of the TSO tour.

4.32.   There is no doubt that the relationship with Fuzhou has grown significantly.  Now that the friendship agreement has been signed the desire to increase cooperation activities is clear.  The Deputy Lord Mayor was approached by people who now wish to send their children to Hobart to study.  The potential relationship with St Mary’s College and number 83 middle school is also a result of the friendship city relationship and its formalisation.  It is also expected that the continued sourcing of Tasmanian fresh products for sale in Fuzhou businesses (Yonghui Supermarkets for example) will also grow.

4.33.   The opportunity to present the TSO in Fuzhou was without a doubt a significant event for Hobart, Fuzhou and the TSO itself.  The ability to extend a network of understanding and information through inviting Fuzhou city government officials to a reception and the concert itself represented an opportunity for a different discussion to take place that was not just focussed on immediate business to business activities but on a longer term cultural relationship that will underpin a more sustained economic cooperation.

4.34.   Supporting the TSO to play in Fuzhou demonstrated a commitment from Hobart towards the relationship with Fuzhou in much the same way that occurred when Fuzhou bought its performance group to Hobart in November 2016.

4.35.   Arts and culture is a particularly important industry within China and enjoys a level of patronage from very senior Chinese officials.

4.36.   It is suggested that as an activity of cultural diplomacy the TSO concert in  Fuzhou was highly successful as was its presence in Fujian overall.

4.37.   This is an important lesson for the City in the ongoing management of its relationships in China.

4.38.   Similarly the continued relationship with Bangde College and the City’s support of TAFE Tasmania’s work in China through Bangde does seem to be bringing a clearer focus of what Hobart and Tasmania has to offer Chinese students and their families.

4.39.   Finally it is also noted that Fuzhou have sent an officer to City of Hobart for a 6 moth placement.  Ms Dongmei (Lydia) Zhu commenced at the Council in mid-January.  Ms Zhu will spend her time observing City of Hobart practices as well as contributing to the understanding of City of Hobart staff as to Chinese culture and practice.   It is already proving to be a valuable two-way exchange.

4.40.   It is suggested that Hobart’s visits to China are now building up a significant pool of goodwill.  It is imperative that the City continue to explore opportunities in this space on behalf of the community and that it continues with a program of regular visits that are reciprocated and the actions enunciated in the International Relations Action Plan are implemented.

5.         Proposal and Implementation

5.1.     This report is for receiving and noting.

6.         Strategic Planning and Policy Considerations

6.1.     Strategic Objective 1.2.4 of the capital City strategic Plan 2015-2025 states: Support the Council existing sister city relationships with Yaizu, L’Aquila and Xi’an and respond to new opportunities.

7.         Financial Implications

7.1.     Funding Source and Impact on Current Year Operating Result

7.1.1.     As noted earlier the delegation consisted of:

·             The Deputy Lord Mayor and Mrs Christie

·             Aldermen Briscoe

·             Alderman Denison

·             Group Manager Executive and Economic Development

7.1.2.     It is noted under Council’s Policy Aldermanic Development and Support, section D that the Council meet the costs of travel for the Lord Mayor’s partner when travelling to a sister City. The policy further notes that in circumstances where an Aldermen represents the Lord Mayor the same policy with regard to their partner’s travel expenses apply.

7.1.3.     Accordingly the Council met the costs of travel for Mrs Christie.  However it should be noted that Mrs Christie also undertook the role of interpreter for the delegation at all times including official functions and pre-translation of speeches and information which represented a significant cost saving to the Council.

7.1.4.     The cost of business class airfares for the delegation was $8,235 per person

7.1.5.     The combined cost of accommodation for the delegation was $8,240 over the 9 days.

7.1.6.     Making a total cost of $49,415.

7.1.7.     It should be noted there are still some incidental costs to come in due to the timing of credit card statements.

7.2.     Impact on Future Years’ Financial Result

7.2.1.     None arise from this report.

7.3.     Asset Related Implications

7.3.1.     None arise from this report.

8.         Legal, Risk and Legislative Considerations

8.1.     None arise from this report.

9.         Environmental Considerations

9.1.     None arise from this report.

10.      Social and Customer Considerations

10.1.   The maintenance of a friendship city agreement is an important activity for a local government to undertake once entered into.  The signing of all Hobart’s sister / firendship city agreements are important to many community groups within the City.

10.2.   Due to Fuzhou being the capital city of Tasmania’s sister state, Fujian, it has particular significance for Hobart and the local Chinese community.

10.3.   Furthermore the growth of this relationship into an economic agreement is important to both sides and also to the Province of Fujian and to the State of Tasmania.  This was reinforced on the last visit.

 

11.      Marketing and Media

11.1.   Copies of local Chinese media are attached to this report – Attachment C.  Ironically the signing of the friendship city agreement gained considerably more coverage in China than it did in Hobart.

11.2.   Also attached (Attachment D) is a copy of an opinion piece written by the Deputy Lord Mayor and Published in the Mercury newspaper on the third of February 2017.

11.2.1.  It is also noted that the day after returning from the delegation the Deputy Lord Mayor was interviewed on ABC local breakfast.

11.3.   Copies of the speeches given by the Deputy Lord Mayor at the friendship agreement signing and at the TSO reception in Fuzhou are attached for the information of Aldermen.

12.      Community and Stakeholder Engagement

12.1.   As noted above, the continued engagement of the local Chinese community is paramount in the success of both the Fuzhou and Xi’an relationships.

12.2.   Beyond that the City must also seek to engage the broader community if such relationships are seen to be positive contributors.

12.3.   It is evident that the relationships with Chinese cities will take time as trust and mutual respect must be built before real business can be discussed.  In Chinese culture this concept is known as Guanxi.

13.      Delegation

13.1.   This report is for the information of Council.

 

As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.

 

Tim Short

Group Manager Executive & Economic Development

 

 

Date:                            17 February 2017

File Reference:          F17/14672

 

 

Attachment a:             Friendship City Agreement Fuzhou City of Hobart

Attachment b:             Photo of Fujian Grand theatre, Fuzhou

Attachment c:            Fuzhou media coverage of Hobart visit

Attachment d:            Deputy Lord Mayor's opinion piece, Mercury Newspaper 3 februaury

Attachment e:             Deputy Lord Mayor's speech at friendship agreement signing

Attachment f:             Deputy Lord Mayor's speech at TSO reception Fuzhou   


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Item No. 7.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 81

 

23/2/2017

 

 

7        Committee Action Status Report

 

7.1      Committee Actions - Status Report

 

A report indicating the status of current decisions is attached for the information of Aldermen.

REcommendation

That the information be received and noted.

Delegation:      Committee

 

 

Attachment a:             Status Report    


Item No. 7.1

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8.       Questions Without Notice

Section 29 of the Local Government (Meeting Procedures) Regulations 2015.

File Ref: 13-1-10

 

An Alderman may ask a question without notice of the Chairman, another Alderman, the General Manager or the General Manager’s representative, in line with the following procedures:

1.         The Chairman will refuse to accept a question without notice if it does not relate to the Terms of Reference of the Council committee at which it is asked.

2.         In putting a question without notice, an Alderman must not:

(i)    offer an argument or opinion; or

(ii)   draw any inferences or make any imputations – except so far as may be necessary to explain the question.

3.         The Chairman must not permit any debate of a question without notice or its answer.

4.         The Chairman, Aldermen, General Manager or General Manager’s representative who is asked a question may decline to answer the question, if in the opinion of the respondent it is considered inappropriate due to its being unclear, insulting or improper.

5.         The Chairman may require a question to be put in writing.

6.         Where a question without notice is asked and answered at a meeting, both the question and the response will be recorded in the minutes of that meeting.

7.         Where a response is not able to be provided at the meeting, the question will be taken on notice and

(i)    the minutes of the meeting at which the question is asked will record the question and the fact that it has been taken on notice.

(ii)   a written response will be provided to all Aldermen, at the appropriate time.

(iii)  upon the answer to the question being circulated to Aldermen, both the question and the answer will be listed on the agenda for the next available ordinary meeting of the committee at which it was asked, where it will be listed for noting purposes only.

 


 

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 88

 

23/2/2017

 

 

9.       Closed Portion Of The Meeting

 

The following items were discussed: -

 

Item No. 1          Minutes of the last meeting of the Closed Portion of the Council Meeting

Item No. 2          Consideration of supplementary items to the agenda

Item No. 3          Indications of pecuniary and conflicts of interest

Item No. 4          Committee Action Status Report

Item No. 4.1       Committee Actions - Status Report

LG(MP)R 15(2)(g)

Item No. 5          Questions without notice – File Ref: 13-1-10