Agenda of Special Economic Development & Communications Committee Meeting

Item No. 4.1

Agenda (Open Portion)

Special Economic Development & Communications Committee Meeting

Page 6

1/6/2017

REPORT TITLE: Annual Funding Submission for Business Events Tasmania

REPORT PROVIDED BY: Economic Development Project Officer

Group Manager Executive & Economic Development

1. Report Purpose and Community Benefit

1.1. This report has three purposes:

· To present Business Events Tasmania’s performance against targets set out in the Memorandum of Understanding (MOU) 2014-17 (Attachment A).

· Introduce Business Events Tasmania’s Funding Submission for the financial year 2017/18 (Attachment B) as presented by the CEO Stuart Nettlefold.

· To present a new draft MOU between the City of Hobart and Business Events Tasmania for the period 2017-20 (Attachment C).

1.2. The community benefits of undertaking the recommendations in this report relate to the continued support of Business Events Tasmania (BET). BET’s role is to attract national and international business events to Tasmania. The community benefit of this is vibrancy in the city created by visitors, particularly outside of the peak summer season. Also, the business delegate is the highest spending type of visitor, benefits to local businesses therefore are increased sales opportunities.

2. Report Summary

2.1. The City of Hobart has supported BET financially since 2009.

2.2. This support is based on the continued achievements of BET in attracting business events to Hobart.

2.3. This year is no exception with BET having secured in the 2016/2017 financial year to date 72 confirmed pieces of future business, to be attended by 17,720 delegates (excluding partners) and with an estimated future economic worth of approximately $37 million.

2.4. BET is seeking $102,300 in support from the City of Hobart for the financial year 2017/2018. This is a CPI (consumer price index) linked increase only on the $100,000 granted in the year 2016/2017.

2.5. The relationship between BET and the City of Hobart has been governed by two MOUs to date. The current MOU is due to expire in June 2017.

2.6. This report presents a draft MOU for the period 2017-2020 for Council’s consideration.

3. Recommendation

That:

1. Council notes Business Events Tasmania’s Funding Submission for the financial year 2017/2018.

2. Council resolves to provide funding of $102,300 to Business Events Tasmania for the financial year 2017/2018.

3. Council endorses the draft memorandum of understanding for the period 2017-2020.

4. Background

4.1. Business Events Tasmania (formerly known as the Tasmanian Convention Bureau) is the peak organisation for the business events sector in Tasmania.

4.2. BET’s primary role is to market Tasmania’s business events credentials nationally and internationally and work with local industry and event planners to bring business events to Tasmania. Information about how this is achieved is included in Attachment B and is summarised below:

· Exhibitions at national trade shows.

· In market sales calls to key clients in Melbourne, Sydney and Canberra.

· Ongoing site inspections in Hobart.

· Familiarisations with event planners likely to bring future business to Hobart.

· Researching sales leads.

· International sales.

· Creation of marketing collateral (including online).

· Events for BET members.

4.3. The City of Hobart has supported BET for a number of years. The financial support is summarised below:

Summary of financial support
2009/2010	$60,000
2010/2011	$65,000
2011/2012	$80,000
2012/2013	$90,000
2013/2014	$90,000
2014/2015	$92,500
2015/2016	$93,300 plus $6,700 for a feasibility study
2016/2017	$100,000

4.4. The relationship between BET and the City of Hobart is governed by the current MOU (2014-2017) – Attachment A.

4.5. The MOU acknowledges that business events bring significant revenue to Hobart and Tasmania each year, and that Council and BET share common interests and benefits.

4.6. It is the intention that by the Council providing funding and support, Hobart is promoted as a destination for business events. This is particularly important because those attending business events are the highest spending type of visitor and the potential exists for repeat visits from such conference and event delegates. Research conducted for BET by Enterprise Marketing & Research Services (EMRS) in 2012 found the average daily spend per delegate whilst attending a conference in Tasmania to be $572.57.

4.7. The City and BET agreed 13 collaborative initiatives to investigate during the period of the MOU, which include a range of work areas such as joint marketing initiatives, opportunities for specific market targeting, collaboration on bid opportunities etc.

4.8. The main performance indicator in the current MOU is BET delivering against the bid win financial targets as follows. As is evident, BET has significantly exceeded targets set out in the current MOU.

Financial Year	City of Hobart Funding	BET Bid Win Targets ($)	Achieved ($)
2014-2015	$92,500	$23M	$39.5M
2015-2016	$100,000	$23.7M	$31.2M
2016-2017	$100,000	$24.4M	$37M year to date
2017-2018	$102,300 (requested)	$25.1M

4.9. Another valuable indicator of performance is the ‘bids won performance’ below that illustrates the number of business events secured, delegates involved and value to the local economy:

	Number of Business Events	Delegates	Estimated Economic Worth
2011/2012	55	11,187	$18.8M
2012/2013	73	15,603	$26.7M
2013/2014	67	14,637	$24.7M
2014/2015	87	19,426	$39.2M
2015/2016	68	17,262	$31.2M
2016/2017 (YTD)	72	17,720	$37M

4.10. BET’s key achievements during the financial year 2016/2017 are:

· 72 confirmed pieces of future business, with 17,720 delegates (excluding partners) and with an estimated future economic worth of approximately $37 million.

· Secured conferences with long durations resulting in increased economic value to the local economy. For example, the 2019 National Rural Health Alliance Conference hosts 1200 delegates for 5 days and the 2020 XXXVI International Scientific Conference on Antarctic Research hosts 1000 delegates over 12 days.

· The above figure of $37 million does not include referrals / placed business. This is where BET is aware of a confirmed event taking place in Hobart that they didn’t have direct involvement in securing. In this instance, BET will pass on local contact supplier details to the conference organiser for off-site dinners etc. In 2016/17, there have been 18 referrals, worth an estimated $5.9 million to the local economy.

· Launch of the Tasmanian Ambassador Program with ambassadors in key sectors such as medical science, agriculture and Antarctic. Links with key industries through the program will be used as a driver to attract business in these sectors.

· Launch of a new BET website in March 2017.

· A new contemporary ‘Planners Guide’ resource for 2017/2018.

Annual funding submission 2017/18

4.11. BET has provided its Annual Funding Submission for the 2017/2018 financial year (Attachment B). This document outlines BET’s performance to date for the 2016/2017 financial year and targets for the upcoming financial year.

4.12. BET is requesting funding for the financial year 2017/2018 of $102,300 which is a CPI increase only from 2016/2017.

Draft MOU 2017-20

4.13. The full draft MOU can be found with this report (Attachment C).

4.14. The MOU includes a number of collaborative initiatives for both organisations, including:

· Consideration of opportunities for specific international market targeting such as Asia.

· Collaboration on agreed PR and media opportunities.

· Advancing the development of a dedicated convention centre in the city.

4.15. The MOU also sets out a number of priorities for the first year (2017) which include:

· Jointly work to identify targeted business sectors that link to key areas of growth in Hobart and Tasmania e.g. domestic / international education, Antarctic, science and research, arts and culture and food and wine.

· A member of the BET team to work with the appropriate City of Hobart representative to assist in the creation of appropriate marketing collateral for City owned venues.

4.16. The MOU 2017-2020 sets a new target for each financial year based on the number of bids won rather than economic worth as has been previously used. This is largely because targets and achievements in the past have been skewed by the securing of for instance a particularly long conference. The value to the local economy of bids secured each year will be reported but the focus will be on the number of bids won as this more accurately demonstrates the achievements of the BET team. The targets are as follows:

Financial Year	City of Hobart Funding	BET Bid Wins
2017/2018	$100,000 +CPI requested	70
2018/2019	To be negotiated	72
2019/2020	To be negotiated	74

5. Proposal and Implementation

5.1. Should the Council support the recommendations in this report, arrangements will be made to provide the allocated funding for the financial year 2017/2018.

5.2. Arrangements will also be made with BET for a formal event marking the signing of the MOU 2017-2020 in mid-2017.

6. Strategic Planning and Policy Considerations

6.1. Continued financial support for BET meets a number of Strategic Directions, as outlined in the City of Hobart Capital City Strategic Plan 2015-25.

1.1 Partnerships with Government, the education sector and business create city growth.

1.2 Strong national and international relationships.

1.3 An enriched visitor experience.

6.2. Support of BET also meets a number of objectives detailed in the Economic Development Strategy 2013-18:

3.1 Understand the economic drivers for local or regional community (3.1.2 – Visitor Services).

3.4 Establish strategic alliances and relationships with existing or potential businesses or markets both domestic and international.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. In the financial year 2016/2017, the City of Hobart provided $100,000 funding for BET from the Economic Development budget function.

7.2. Impact on Future Years’ Financial Result

7.2.1. BET is seeking funding of $102,300 for the financial year 2017/2018. This has been allocated in the budget of the Economic Development Unit.

8. Legal, Risk and Legislative Considerations

8.1. The nature of the relationship between the City of Hobart and BET is one of mutual understanding and collaboration. This relationship is governed by a MOU that is not legally binding.

9. Environmental Considerations

9.1. Business Events Tasmania was asked by the Council over the previous financial year to encourage conference organisers to ‘adopt sustainable event management principles’.

9.2. BET has advised the City of Hobart that as an organisation, its role is to attract events to Tasmania and that as such, it is not positioned to request organisers to adopt certain principles.

9.3. Should the Council seek to influence the sustainability of conference events in Hobart, the most significant impact would be through targeting the key conference venues in the city.

10. Marketing and Media

10.1. There may be an opportunity for BET and the City of Hobart arrange a media call at the signing of the MOU.

11. Community and Stakeholder Engagement

11.1. Stuart Nettlefold, CEO of Business Events Tasmania.

11.2. Manager City Marketing.

12. Delegation

12.1. 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.

Lucy Knott

Economic Development Project Officer

Tim Short

Group Manager Executive & Economic Development

Date: 26 May 2017

File Reference: F17/46067

Attachment a: City of Hobart and Business Events Tasmania MOU 2014-2017 ⇩

Attachment b: Business Events Tasmania Funding Submission 2017/2018 ⇩

Attachment c: City of Hobart and Business Events Tasmania Draft MOU 2017-2020 ⇩

Item No. 4.2

Agenda (Open Portion)

Special Economic Development & Communications Committee Meeting

Page 39

1/6/2017

REPORT TITLE: Yaizu 40th Anniversary Delegation - Community Involvement

REPORT PROVIDED BY: Economic Development Project Officer

Group Manager Executive & Economic Development

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to seek the Council’s endorsement to provide part subsidy for four community members to join a City of Hobart led delegation to Yaizu, Japan in August 2017.

1.1.1. This visit is part of the 40^th anniversary celebrations of the sister city relationship between Hobart and Yaizu.

1.2. Should the Council support the recommendation in this report, four community members would benefit directly from joining the delegation to Yaizu to take part in the 40^th anniversary celebrations.

1.3. Enabling community members to take part would also create a benefit for the wider community as these individuals will return to Hobart and share details of their experiences in Hobart’s sister city, Yaizu.

2. Report Summary

2.1. February 2017 marked the 40^th anniversary of the sister city relationship between Hobart and Yaizu.

2.2. A significant delegation of 31 people visited Hobart from Yaizu in February to take part in anniversary celebrations.

2.3. The City of Hobart has been invited to return to Yaizu in August to take part in the 40^th anniversary celebrations, led by the Yaizu City Government.

2.4. Given the size of the delegation from Yaizu, it is felt to be respectful and appropriate to send a significant delegation back to Yaizu in August.

2.5. Community members have been asked to express interest in joining the delegation at their own cost.

2.5.1. The response from the community has been very low.

2.6. Given the significant part some community members / groups have played in this 40 year relationship, it is felt appropriate for the City to provide a part subsidy to enable a level of community involvement in the delegation to Yaizu.

2.7. Given the costs associated, it is suggested that the City provides 50% of the travel (flight and train) and hotel costs for four community members.

2.8. It is suggested that the long running Hobart-Yaizu Sister City Committee use criteria outlined in this report to make recommendations to the Council about which community members should be awarded part funded places on the delegation. The Council will then make the final decision.

3. Recommendation

That:

1. The Council endorse subsidising 50% of travel (flight and train) and hotel costs for up to four community members to join a Council led delegation to Yaizu in August 2017, at a total cost of $5,400, to mark the 40^th anniversary of the relationship between Yaizu and Hobart.

2. The cost be attributed to the Economic Development Function of the 2017/2018 Annual Plan.

4. Background

4.1. The Council on 8 May 2017 resolved inter alia:

“That:

1. The Council endorse a delegation to travel to Yaizu in August 2017 as part of the 40^th anniversary celebrations of the relationship, with the estimated cost of up to $6,575 per Alderman, to be attributed to the Economic Development Function of the 2017/2018 Annual Plan.

2. Costs associated with Mrs Fumiko Plaister’s participation in the delegation to Yaizu, as well as an interpreter, be borne by the Council at an approximate cost of up to $6,575 per person, to be attributed to the Economic Development Function of the 2017/2018 Annual Plan.”

4.2. The Council will recall that the sister city relationship between Hobart and Yaizu (Japan) reached 40 years in February this year.

4.2.1. A significant program of events was staged in Hobart to mark this anniversary and a large delegation (31 people) from Yaizu attended including the Mayor of Yaizu, Mr Hiromichi Nakano.

4.2.2. The events included a martial arts demonstration, Origami, Kimono and Yukata displays, Taiko drum demonstrations, an official celebratory dinner and a tree planting ceremony in the Japanese garden of the Royal Tasmanian Botanical Gardens.

4.3. As part of the 40^th anniversary celebrations, the City of Hobart has been invited to Yaizu over the period of 10-15 August to celebrate the anniversary and attend the Ara Matsuri festival, a significant annual festival in Yaizu.

4.4. The delegation received from Yaizu totalled 31 people and although it would not be feasible for the same number of people to visit Yaizu from Hobart, it is clear that a significant delegation from Hobart would be an appropriate sign of respect. With this in mind, it is suggested that the delegation is made up of a combination of Aldermen, officers and community members.

4.5. 37 key community members / groups previously expressed interest in involvement in the 40 year anniversary celebrations in Hobart. These people were initially asked to express their interest in travelling to Yaizu in August on a self-funded basis.

4.5.1. Out of the 37 who were contacted, only one group indicated that they might be interested in sending one or two of their members.

4.5.2. A wider request for community involvement in a self-funded capacity was also published in the June 2017 City News and has been included on the City of Hobart website. City News has been published on the City of Hobart website and postal delivery will commence from 29 May. If any interest is generated by the distribution of City News, this will be reported verbally to committee and Council as this allows extra time for responses.

4.6. It is felt that costs associated with the visit to Yaizu are prohibiting community members taking part and that for this reason, it is suggested that the City of Hobart consider part-subsidising a level of community involvement.

4.7. It must be noted that there are early plans for the City of Hobart to stage a meal in Yaizu over the celebration period, showcasing Tasmanian produce. A member of the delegation to Yaizu is a chef and investigations are underway as to whether collaboration with a chef based in Japan is possible. If this is not feasible, one of the four proposed subsidised community places may be utilised to assist a Tasmanian chef to attend.

5. Proposal and Implementation

5.1. Should the Council endorse the recommendation in this report, it is suggested that those 37 community members that showed interest in the Hobart based 40^th anniversary celebrations are contacted in the first instance with the offer of a part subsidy. These people will be invited to express interest by demonstrating how they fulfil the three criteria listed later in this report.

5.2. If there is not enough interest to fill the subsidised places, the wider community will be made aware of the opportunity through a number of channels including the Council’s website.

5.3. It is felt appropriate for the Hobart-Yaizu Sister City Committee should make recommendations as to who takes part in the delegation, with the Council making the final decision.

5.4. Should any of the Hobart-Yaizu Sister City Committee express interest in joining the delegation, they will be excluded from the decision making process as this would represent a potential conflict of interest.

5.4.1. The criteria for selection against which applications will be considered are as follows with each being weighted evenly:

(i) Level of involvement in Hobart –Yaizu or Australia – Japan relationship building activity. A minimum of involvement in at least two significant relationship building events must be demonstrated over the last ten years.

(ii) Demonstrable personal interest in Yaizu or Japan. This may include previous personal visits, study etc.

(iii) Details of how the experience of taking part in the delegation will be shared with the wider community on returning to Hobart. An example might be a slide show of photos and reflections to a community group, travel blog etc.

6. Strategic Planning and Policy Considerations

6.1. Visits to Hobart’s sister cities to mark significant anniversaries are in line with the following Council strategy:

6.2. 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:

1.1.5 Implement the City of Hobart’s Economic Development Strategy.

1.1.6 Develop relationships with other cultural and educational institutions as opportunities arise.

1.2.2 Partner with stakeholders to promote Hobart as a safe and culturally receptive city with a quality urban and natural environment.

1.2.4 Support the Council’s 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. Funding of 50% of the flight, train and hotel costs associated with four members of the community accompanying the delegation to Yaizu will be taken from a future year’s budget.

7.2. Impact on Future Years’ Financial Result

7.2.1. A cost estimation of $300 per hotel room per night is used for international travel. Therefore for four community members staying five nights, a 50% contribution from the City of Hobart will total $3000.

7.2.2. An economy flight from Hobart to Tokyo in August is approximately $1000. Therefore, for four community members, a 50% contribution from the City of Hobart would be $2000.

7.2.3. A return train fare from Tokyo to Yaizu is approximately $200, therefore contributions from the City of Hobart would be $400.

7.2.4. The total impact on the 2017/2018 sister city budget within the Economic Development unit is $5400.

8. Legal, Risk and Legislative Considerations

8.1. The essence of sister city relationships and community involvement are non-binding and on a voluntary basis.

8.2. Those community members who partake in this delegation must provide evidence that they have booked their own travel insurance.

9. Environmental Considerations

9.1. The environmental impact of aviation cannot be disputed, with air travel contributing significant greenhouse gas emissions linked to climate change. A small proportion of this can be addressed through the purchase of a ‘carbon offset’ at the time of buying tickets.

10. Social and Customer Considerations

10.1. It is of community importance that the City of Hobart fosters its international relationships. Sister / friendship city relationships encourage a broader understanding of different cultures and communities.

10.2. The challenge for the Council is to ensure that many people have a chance to contribute to the relationships and that community value is demonstrated.

10.3. In this instance, it is felt that part subsidy of community involvement in such a significant delegation is an appropriate way of ensuring community participation.

11. Marketing and Media

11.1. It is likely that photos and stories from the delegation will be included in City of Hobart media such as the website and City News.

11.2. A pull up banner with a design marking the 40^th anniversary and the logos of the City and Yaizu will be taken to Yaizu and included in significant events. It will also be used as a backdrop for photographs.

11.3. A media release will be coordinated with the Project and Executive Officer – Lord Mayor.

12. Community and Stakeholder Engagement

12.1. A group of 37 stakeholders were invited to express interest in joining the delegation on a self-funded basis.

12.2. The City have promoted the opportunity through City News which has a distribution of over 30,000 properties.

12.3. Director Community Development.

13. Delegation

13.1. This matter is delegated to the Council.

Lucy Knott

Economic Development Project Officer

Tim Short

Group Manager Executive & Economic Development

Date: 26 May 2017

File Reference: F17/47372

Item No. 4.3

Agenda (Open Portion)

Special Economic Development & Communications Committee Meeting

Page 46

1/6/2017

REPORT TITLE: Christmas Decorations Program

REPORT PROVIDED BY: Manager City Marketing

Director Community Development

1. Report Purpose and Community Benefit

1.1. This report submits a proposal for the City of Hobart Christmas Decorations Program for 2017, as part of the multi-year plan endorsed by the Council in 2015.

1.2. The report also provides the Council with a comparison between the costs and logistics of a new, large LED illuminated artificial Christmas tree, and a live Christmas tree for the Hobart city centre.

2. Report Summary

2.1. The Council has previously endorsed a multi-year program of Christmas decorations that allows for an incremental evolution of decorations as they wear and need replacement, and as new opportunities emerge, for example, Liverpool Street.

2.2. In 2016, an Australian theme of child friendly illustrations of Tasmanian devils, wallabies, wombats and quolls was introduced to the Christmas decorations program. This reflected community feedback obtained via an Enterprise Marketing and Research Services (EMRS) survey in 2016 that indicated support for an Australian theme for the decorations.

2.3. The proposed 2017 Christmas decorations program would again retain the traditional colour palette of red and green, and the ‘Australian Christmas’ graphics used in 2016.

2.4. Where decorations remain in good condition and are safe, the intention is that they would be reused in 2017.

2.5. As a new element for 2017, it is proposed that the Hobart Council Centre windows be used to display a Christmas visual story, a concept that is broadly based upon the popularity of the Myer Melbourne window display. Each of the 11 windows facing Elizabeth and Davey streets would be dressed with a large removable vinyl sticker with a design based on the family-friendly illustrations already in use in the city centre. This proposal would extend the Christmas program to the heart of the waterfront tourist and hospitality precinct (opposite the Tasmanian Travel and Information Centre).

2.6. The existing 6 metre artificial Wellington Court tree requires replacement as it has reached the end of its useful life. Consequently, an opportunity now exists to purchase a new tree for the Hobart city centre.

2.7. In considering a replacement Christmas tree for the city centre, this report undertakes a comparison between the costs and logistics of a new large LED illuminated artificial Christmas tree, a cut live tree, and a potted live Christmas tree. Seven different options for a replacement tree have been examined, including options to source trees from local, national and international suppliers.

2.8. Elizabeth Mall is the preferred location for a new city centre tree as it is highly visible to passing foot and vehicle traffic at all hours, is a central Hobart location that allows for supplementary retail activation, is relatively protected from major winds, and safe for the public. This position would not interfere with the 2017 Christmas pageant event.

2.9. Placing a large tree in the Mall could, however, alter the access for delivery trucks. This could be overcome by a change in the entry direction for supply deliveries to Collins Street and a traffic movement trial has been recommended in order to ensure local businesses would not be adversely impacted.

2.10. Should the traffic trial not support a tree in Elizabeth Mall, it is proposed that an artificial tree again be placed in Wellington Court.

2.11. Having examined seven different options for a new tree, it is proposed that the Council purchase an 8 metre LED illuminated, artificial tree from a local supplier to be placed on display at the Liverpool Street end of the Elizabeth Mall, subject to the findings of a traffic movement trial.

2.12. Assuming a traffic movement trial supports a Christmas tree in Elizabeth Mall, a potted tree would be proposed for Wellington Court. This inexpensive option would ideally be a minimum 2 metres in size and would be decorated and displayed on an annual basis as it continues to grow.

2.13. To ensure the safety of the public, a security presence is recommended for the Elizabeth Mall tree, and this has been costed in the proposal.

2.14. Irrespective of who the supplier is, a decision on which artificial tree to purchase would need to be made by June 2017 to allow for guaranteed delivery to Tasmania prior to Christmas. This is the case as all artificial Christmas trees are imported from outside Australia.

The proposed budget for the 2017 Christmas decorations makes provision for a purchase of a new Christmas tree with a projected lifespan of ten years.

3. Recommendation

That:

1. The multi-year Christmas decorations plan, including replacement decorations and provision for vinyl decals for the Hobart Council Centre in 2017, with a budget of $39,050, be attributed to the City Marketing function within the draft 2017-18 budget estimates.

2. Subject to a traffic movement trial in Elizabeth Mall supporting the placement of a new City Christmas tree in the mall, the Council:

(i) Purchase an 8 metre artificial LED illuminated tree, at a cost of $77,000 as detailed in option 5 of this report, plus $7500 for an anchor and engineering advice.

(ii) Purchase decorations for the new tree in Elizabeth Mall at a cost of $25,500.

(iii) Engage security for after hours in order to prevent damage to the tree and for public safety at a cost of $45,000, for the proposed display period of 6 November 2017 to 8 January 2018.

These items to be attributed to the City Marketing function within the draft 2017-18 budget estimates.

3. Should the traffic movement trial in Elizabeth Mall support a Christmas tree in the mall, a live potted tree, at an estimated cost of $500 be purchased for use in Wellington Court with this being attributed to the City Marketing function within the draft 2017-18 budget estimates.

4. Should the traffic movement trial in Elizabeth Mall not support a Christmas tree in the mall, a replacement 8 metre non-illuminated artificial tree for Wellington Court be purchased at a cost of $64,000 and decorations purchased at a cost of $25,500, with this being attributed to the City Marketing function within the draft 2017-18 budget estimates.

4. Background

4.1. In 2015, the Council endorsed a year-by-year incremental change to the city centre decorations program through the introduction of an annual theme as part of a multi-year plan. This allows replacement items to be updated with new graphics whilst ensuring that the overall visual identity remains traditional and suited to families and children.

4.2. The proposed 2017 Christmas decorations program will again retain the traditional colour palette of red and green. A survey undertaken in March 2016 by EMRS on behalf of the City of Hobart found this colour palette was popular with the community (82 per cent in total).

4.3. In 2016, an Australian animal theme using child friendly illustrations of Tasmanian devils, wallabies, wombats and quolls was introduced. This reflected community feedback obtained via the EMRS survey that supported an Australian theme for the decorations. Examples of the graphics are shown as Attachment A to this report.

4.4. It is proposed that these Australian Christmas graphics be retained in 2017. Anecdotally and through direct observation, they have been well received and they have been popular with children. The condition of these decorations is still very good.

4.5. As previously reported to the Council, where decorations remain in good condition and are safe, the intention is that they are reused so as to ensure a cost-effective annual decorations program for the City.

4.6. The following decorations will need replacement in 2017:

· One pole surround used in Elizabeth Mall.

· Christmas civic banners with updated graphics. In the case of many of the banners, they have been used for two years. An allocation in the multi-year plan has been made for the new banner poles in Sandy Bay.

· A new street banner for Collins Street to replace the damaged one.

· The Wellington Court Christmas tree is damaged and has come to the end of its useful life and this is discussed in detail further in this report.

Proposed 2017 elements: multi-year plan

4.7. Placing a vinyl advertising ‘skin’ on the Hobart Council Centre windows was first undertaken three years ago to promote the Taste of Tasmania. Recently, the windows were used to promote Babel, a City funded Ten Days on the Island event.

4.8. It is proposed that in 2017, the Hobart Council Centre windows be utilised to create a visual Christmas story, a concept that is broadly based upon the popularity of the Myer Melbourne window display.

4.9. The annual Myer Melbourne Christmas window display is famous around Australia and has become a tradition, attracting generations of visitors to Melbourne specifically to experience the display.

4.9.1. Discussions with Myer Hobart management indicate that although there is some interest to introduce a Christmas window display, there is no plan to do so at this stage.

4.10. The Hobart Council Centre windows are well placed to extend the City’s Christmas decorations program on busy Davey Street, and are situated in the waterfront tourist and hospitality precinct (opposite the Tasmanian Travel and Information Centre).

4.11. It is proposed that the visual story would be created based on illustrations already in use in the city centre and each of the 11 windows facing Elizabeth and Davey streets would have a large removable vinyl sticker.

4.12. The Christmas window display would cost a total of $16,350 which includes creating the custom illustrations and story concept at $6900, and the installation and printing of the windows at a cost of $9450.

4.12.1. As with all the illustrations used by the City of Hobart in the Christmas decorations program, the decals are original and unique to Hobart.

4.12.2. This element of the Christmas decorations program would benefit from specific promotion.

4.13. The table below provides a breakdown of the multi-year Christmas decoration plan for 2017. It allows for additional civic banners for the soon to be installed poles on Sandy Bay Road, but does not include the cost of a new Christmas tree. This detail is provided further in the report.

4.14. Unless detailed below, the existing Christmas decorations are being reused.

Budget Items Multi-Year Plan	$
Test and tag all electrical items	200
Collins Court Christmas gobo stencil installation	1,100
New street banner for Collins Street (replacement)	1,350
Installation of street banner	700
Town Hall and Hobart Council Centre professional theming and decorations	1,800
Town Hall conifers in pots	450
Tree surround fabrication and skin Elizabeth Mall (replacement)	4,700
New civic banners, including provision for new poles in Sandy Bay	8,400
Hobart Council Centre visual Christmas story - window decals	16,350
Graphic design for new items	4,000
SUBTOTAL	$39,050

Council’s previous considerations of a new Christmas tree

4.15. The Council considered the matter of a new Christmas tree for Hobart on several occasions in 2016 in the months of June, July, August and in September.

4.16. At a special meeting held on 6 June 2016, the Economic Development and Communications Committee considered a Notice of Motion submitted by Alderman Zucco as follows:

“That a report be prepared that provides options for Council to consider the installation of a traditional Christmas tree in Salamanca for the 2016 season.

The report canvas various options for this to occur and in particular the Council officers liaise with Norske Skog regarding this proposal with an intent to discuss options for a potential sponsorship arrangement that may provide Council with an appropriate tree for this purpose.”

4.16.1. This motion lapsed for the lack of a mover as Alderman Zucco could not attend the meeting. However it was resubmitted at the Economic Development and Communications Committee on 23 June 2016 (see below).

4.17. Given this discussion at the same meeting of the Committee, when considering the report ‘Christmas Decorations Multi-Year Plan’ the Committee resolved, inter alia:

“That the matter in relation to the artificial traditional Christmas tree be carried through to the Council meeting for further discussion.”

4.18. The Council, at its meeting of 6 June 2016, then resolved inter alia, in relation to the ‘Christmas Decorations Multi-Year Plan’ report:

“That a further report be provided in relation to the artificial Christmas tree for display in either the 2016 year or thereafter.”

4.19. At a subsequent meeting held on 23 June 2016, the Economic Development and Communications Committee considered a report ‘Christmas – New Artificial Tree’ and resolved that officers should investigate options for a new large LED illuminated artificial tree from a range of suppliers for the 2017 Christmas decorations program.

4.20. At this same meeting, the Committee considered a Notice of Motion submitted by Alderman Zucco that again requested the installation of a traditional Christmas tree in Salamanca as well as other parts of the city, for the 2016 season. The motion was carried.

4.21. At its meeting on 11 July 2016, the Council resolved, inter alia that:

“Any decision to acquire a large new LED illuminated artificial tree be taken by the Council in the context of considering the City’s 2017 Christmas decorations program early next calendar year.”

4.22. Officers prepared a report in response to Alderman Zucco’s June Notice of Motion ‘Traditional Christmas Tree’ which was considered by the Council at its meeting held on 5 September 2016, and it was resolved inter alia that:

“A comparison between the costs and logistics of a new large LED illuminated artificial Christmas tree and a potted live Christmas tree, as resolved by the Council at its meeting of 11 July 2016, be undertaken and a report be presented to the Council for consideration as part of the 2017 City of Hobart Christmas decorations program.”

4.23. The Council, at that same meeting, also endorsed the request by Salamanca Square Inc. to have the existing fabricated tree installed in Salamanca Square on a permanent basis.

Christmas tree for the Hobart city centre

4.24. The City of Hobart currently displays a 6 metre tree in Wellington Court each Christmas. This tree is now at the end of its intended lifespan and will need to be replaced as it is significantly weathered and is missing branches.

4.25. An opportunity now exists to purchase a new tree for the Hobart city centre. In considering this opportunity, there is also scope to consider a new location for the tree.

Tree Locations

4.26. The following factors have been considered in regard to a location for a city centre Christmas tree:

· a site that has a good exposure for public viewing

· a central Hobart location to allow for retail activation

· a location where the lighting can be seen at night

· a site that is protected from high winds

· a site that is safe for the public.

4.27. Options considered include Wellington Court, outside the Town Hall on Macquarie Street, Collins Court and Elizabeth Mall.

Wellington Court

4.28. Wellington Court currently accommodates a 6 metre tree, however, as noted earlier, the existing tree is no longer fit for purpose.

4.29. The size of the tree would need to be considered carefully. If a tree larger than 8 metres were to be installed, some of the outdoor dining tables would need to be removed which may adversely impact the local traders.

4.30. The Wellington Court site is not visible to the public from beyond the site itself and is locked after 10.00 pm which will mean the tree and any lighting would not be visible later in the evening.

4.31. Locking Wellington Court after 10.00 pm has the advantage that additional security for the Christmas tree would not be required.

4.32. Wellington Court would be a suitable location for a live potted tree, particularly as it is locked at night. This tree would grow over time which could potentially become a feature within itself, and something that would be promoted to the public – further details are provided under Live trees Option 3 of this report.

Outside Town Hall: Macquarie Street

4.33. A tree located outside the Hobart Town Hall on Macquarie Street has been investigated.

4.34. While this location has the benefit of having the Town Hall as a backdrop together with the portico Christmas decorations, it is at the periphery of the Hobart city centre and may not benefit city retailers as people would not be compelled to visit the city centre to see the tree.

4.35. A tree in this location would attract a lot of foot traffic from children and families which could potentially be a high risk as the tree would be located near a major arterial road.

4.36. Engineering advice was sought by officers on this location and it was recommended that alternative locations would be preferable for the following reasons:

· the sloping ground of the proposed tree location

· wind through Macquarie Street

· limited visibility of the tree from all directions

· traffic concerns along a major arterial road.

4.37. Due to the uneven ground at this location, an additional cost of $15,000 would be required to ensure a tree was safely installed. This would include a platform to create an even surface to stabilise the tree.

Collins Court

4.38. It is possible that a live potted tree could be considered for Collins Court, however security would be a cost associated with this option.

4.39. In 2016, Collins Court was decorated with Christmas decals, similar to a ‘barn-door’ concept, as well as Christmas lighting using the gobo-light system.

4.40. Collins Court is used as a performance space and would be used in this capacity again as part of the Christmas program for 2017.

Elizabeth Mall

4.41. The Elizabeth Mall offers the greatest potential foot traffic and retail activation of all of the options investigated and is the preferred location for the city centre Christmas tree.

4.41.1. City centre malls are generally popular locations for Christmas trees.

4.42. The recommended location for the tree in the Mall is on the Liverpool Street side of the windbreaks as shown at Attachment B to this report. Attachment B also shows images of some tree options at this site.

4.43. The location of a Christmas tree in Elizabeth Mall is restricted by the street furniture and canopy. The proposed location would mean that four seats and one planter box would need to be temporarily removed.

4.43.1. The space available at this location for the tree base is only 5 metres x 5 metres which would limit the height of the tree that could be installed.

4.43.2. It is noted that a tree at this location would not present an issue for the staging of the 2017 Christmas pageant.

4.44. Placing a large tree in the Mall could potentially alter the access for delivery trucks. This could be overcome by a change in the entry direction for supply deliveries to Collins Street and a traffic movement trial has been recommended in order to ensure that this does not adversely impact local businesses.

4.45. If the trial was unsuccessful, Wellington Court would be the most appropriate alternative location within the city centre.

Christmas tree options

4.46. Consideration has been given to the following factors when selecting a Christmas tree for the Hobart city centre:

· size of the tree

· lifespan of the tree

· costs of purchase, installation, maintenance, storage and value for money

· security of the tree and public safety

· decoration requirements

· location of the tree and where it can provide added value

· community expectations.

4.47. The Hobart city centre Christmas tree is currently located at Wellington Court, however, as noted earlier, the existing tree is no longer fit for purpose and needs to be replaced for Christmas 2017.

4.48. There are a number of options for both live and artificial trees and these are outlined below. Attachment C to this report provides a more detailed comparison of the various options.

Live trees

4.49. There are a number of practicalities that need to be taken into account when choosing a live Christmas tree including the stature, shape, lifespan, robustness, technical and maintenance support, and traditional appearance.

4.50. In particular, if a live tree is imported from interstate it may not survive the quarantine and fumigation process.

4.51. The following options for a live Christmas tree have been investigated.

Option 1: 6 metre live tree with root ball in a pot

4.52. Currently, there are no suppliers in Tasmania that can supply large scale trees with potted bases of the variety that would be suitable as a Christmas tree.

4.53. Research by officers into potted trees has resulted in a supplier being identified in Victoria that supplies Christmas trees of a traditional shape and appearance. This is the same supplier and tree variety that the City of Melbourne uses.

4.54. A 6 metre tree would cost in the region of $15,000 to purchase outright. There would be additional costs incurred to install, maintain and decorate the tree including designing a metal armature or metal skeleton to support the weight of the tree and the decorations at an estimated cost in the region of $50,000.

4.55. A major risk to importing a live tree into Tasmania is the strict quarantine process that would need to be undertaken. There is a high probability that an imported tree would not survive the fumigation process and the supplier has indicated that they cannot guarantee that the tree would survive transport into Tasmania.

4.55.1. Internal advice through the Parks and City Amenities Division advises that quarantine would almost certainly damage or kill a live tree.

4.56. Due to the unknown costs of fabricating a frame, as well as the risk associated with the fumigation process, it is considered that a live tree from interstate would not be a viable option for the Council to consider.

Option 2: Cut live tree donated by community

4.57. Another option for the Council to consider is a locally grown live tree that is cut at the base and transported into location.

4.58. The City has previously received offers from the community of live trees to be used for Christmas and many years ago, the City advertised for a donation of a live Christmas tree from within the municipal area. The selected tree was then displayed in the city centre.

4.59. Live trees that are cut at the base only have a limited lifespan. They are only likely to survive for four weeks and would need continuous watering to prevent the foliage from deteriorating rapidly.

4.60. As cut live trees are only likely to survive for four weeks, installation would likely occur after the Christmas pageant and after the rollout of the regular Christmas decorations program, in order to guarantee the best possible condition of the tree for the period of its display.

4.61. Live trees also require fire retardant to be applied to reduce the fire hazard risk.

4.62. There can be practical difficulties finding a tree in a good location that is also of a good height. Complications with the tree selection process include that they are often in hard to get to places, that the trees are too big or too small, or that they were not of a suitable or uniform shape.

4.63. Additional costs would vary depending on the size of the tree and would include the hire of a crane, float/truck to transport the tree, a permit to transport an oversized load and the cost of transport escorts.

4.64. A metal frame would also need to be custom built to support the tree and its decorations.

4.65. Although a live tree donated by the community would be a potentially good news story for the City, there are considerable costs surrounding this option which may not be well received by the public.

4.66. Due to the high risk and specialist activity of tree removal near buildings, as well as the development of a custom frame to support the tree, the option of a donated live tree is only recommended if a suitable tree is identified.

4.67. There is also a risk that if a suitable tree is not identified, or if the selected tree is deemed to be too high risk to remove as a whole, then the City would be left without a tree at Christmas.

Option 3: Small permanently planted or potted live tree from a local supplier

4.68. A smaller live tree of the same variety used by the City of Melbourne could be purchased from a local Tasmanian supplier and displayed in a pot.

4.69. It is estimated that such a tree would take approximately eight years to grow to a 6 metre tree.

4.70. Ongoing maintenance, which would be provided by the Mornington nursery, would be required to ensure the tree maintained the traditional conical shape required. The tree would also need to be re-potted every few years to enable it to grow to its full capacity.

4.71. This option would provide the City with a large live tree for the future. However, its small stature in the first few years may make it too small initially to be the main city centre Christmas tree.

4.72. An immediate option for this tree would be to have it brought out annually into Wellington Court. This space is well suited, as it is locked nightly.

Artificial trees

4.73. A number of councils have moved away from using live trees and now use artificial trees as they are more cost effective over the longer term.

4.74. Artificial trees can have a lifespan of up to ten years.

4.75. Artificial trees can look very effective when decorated well and have the added benefit of being able to be packed down each year and reused over multiple years.

Option 4: 11.9 metre artificial tree from an interstate supplier

4.76. This is a cone tree that is tall and narrow but is still a traditional shape. The tree is 9.9 metres high with an additional safety base of 2 metres.

4.77. The 2 metre base has a smooth sloping wall and acts as a natural barricade to deter people from climbing the tree. Additional security measures and monitoring would be recommended.

4.78. This tree would be suitable for the Elizabeth Mall and a cost comparison is included with Attachment C to this report.

Option 5: Artificial tree from a local supplier (8 metres)

4.79. A range of artificial trees can be purchased through a local supplier in Tasmania. This includes an 8 metre and 10 metre illuminated tree, and an 8 metre non-illuminated tree.

4.80. The trees from this supplier are made from flame resistant material and have a more traditional and natural tree like appearance.

4.81. This supplier also supplied the City of Launceston tree (which is 10 metres in height). As a result, the City of Launceston has tentatively offered assistance, if required, for the City of Hobart.

4.82. The local supplier would be available for local troubleshooting if issues arose. The 8 metre tree would be suitable for the Elizabeth Mall location, however, owing to the width of the base on the 10 metre tree it is not suitable for the Elizabeth Mall due to there only being a 5 metre x 5 metre square available for the base.

Option 6: 11 metre artificial tree from an international supplier

4.83. Officers have also identified an international supplier that can offer an 11 metre artificial tree.

4.84. This supplier has not supplied a tree to Australia before and this adds an element of the unknown to the decision making process.

4.85. The cost of the tree itself is variable depending on the US dollar at the time of purchasing due to the location of the manufacturer and there would be additional costs for freight to Hobart, customs charges and GST. The tree would also need to be deemed to meet Australian Standards, which would mean it would need to be assessed by an engineer and electrician before purchase.

4.86. Owing to the width of the base on this 11 metre tree it is not suitable for the Elizabeth Mall due to there only being a 5 metre x 5 metre square available for the base.

Option 7: Decorate an existing live tree of prominence

4.87. An additional option that has been considered is to decorate a prominent existing tree in the Hobart city centre.

4.88. Officers have identified that the tree located next to the old Mercury building on Macquarie Street would be a potential candidate, or alternatively a tree in St David’s Park.

4.89. The cost for decorating a tree in St David’s Park with LED lighting was explored in 2015 with a quote provided for just under $84,500 for lighting and crimps. This did not include the price of installation, engineering or for an arboriculturist to be onsite. This cost was presented to the Council for consideration as part of the Carols by Candlelight event and the decision was taken not to proceed.

4.90. The old Mercury building owner has given in-principle support to decorating the tree if the Council so wishes. This tree is very visible, however it may be perceived as a private tree, rather than a City of Hobart Christmas tree.

4.91. As previously noted a tree in this location on Macquarie Street would potentially attract a lot of foot traffic from children and families which could be a high risk as the tree would be located near a major arterial road.

Decorations

4.92. Although some of the trees discussed in this report include LED lighting, a range of decorations would still need to be purchased to ensure that the tree looks festive and decorated in daylight when any lighting would not be as noticeable.

4.93. A local supplier has been approached to provide concepts for decorations and has suggested that they would cost around $25,500.

Security

4.94. The security of an outdoor tree needs to be considered if the tree is to remain in an open public area after standard work hours, and to ensure the safety of the public.

4.95. In 2016, a member of the public climbed and fell from the City of Launceston tree causing serious injury.

4.96. It is understood that as a result of this incident, the City of Launceston is considering installing a 2.4 metre acrylic fence to be placed around the tree in 2017.

4.97. There are a number of security options to consider.

4.97.1. A security guard could be stationed 24 hours per day, seven days a week between 6 November 2017 and 8 January 2018 at an approximate cost of $65,000.

4.97.2. A security guard could be stationed after standard work hours (between 6 pm to 6 am weekdays), weekends and public holidays for the same period at an approximate cost of $45,000. This is the preferred option if the tree is installed in all locations, with the exception of Wellington Court.

4.97.3. A fence could be constructed to prevent climbing of the tree. A quotation has been sought for a 2.4 metre high fence made of clear acrylic, similar to that which is being considered in Launceston. This option could incorporate some graphic elements to ensure it blended into the appearance of the tree and would cost in the order of $27,000. This could then be used annually.

4.98. It is suggested that a barrier be considered further after the City of Launceston’s trial of its barrier in 2017.

Tree Proposal

4.99. It is proposed that an 8 metre artificial Christmas tree, sourced from a local supplier, be placed in the Elizabeth Mall, Liverpool Street (north) end. This tree would have a lifespan of up to ten years and comes with a limited five year warranty. The tree would be a ‘natural tree’ shape, has 5928 lights, and is the same type of tree as the one in Launceston.

4.100. A decision on which tree to purchase will need to be made by June 2017 to guarantee delivery to Tasmania prior to Christmas. This is the case irrespective of who the supplier is, as all artificial Christmas trees are imported.

4.101. It is further proposed that security be engaged in 2017 on an ‘after-hours’ basis at a cost of $45,000, and the Launceston 2.4 metre acrylic barrier trial undertaken this year be evaluated as an option for the City of Hobart in 2018.

4.102. The following budget outlines the costs of the proposed new tree for the city centre.

Budget Items – new Christmas tree city centre	$
8 m LED illuminated, artificial Christmas tree	77,000
Decorations	25,500
Anchor and engineering	7,500
Security (2017 only)	45,000
Small potted live tree (for Wellington Court)	500
SUBTOTAL	$155,500

4.103. Should the traffic movement trial in Elizabeth Mall not support a tree in the mall, a replacement 8 metre non-illuminated artificial tree for Wellington Court has been proposed at the cost of $64,000, and anchors, engineering and decorations valued at $33,000 (as detailed above) would be required for this tree as well.

Projected animation

4.104. Aldermen have previously expressed interest in projected animation (animation projected onto architecture of a building). This is increasingly a feature of festivals, including Christmas, in other major cities.

4.105. Research has been undertaken for a projected animation onto the Town Hall building. Two suppliers have been identified who have previously projected high quality visual displays onto heritage sandstone buildings, taking into consideration the shape of the building and creating highlights for the façade of the building.

4.106. The costs of a projected animation for between 3 and 7 minutes, for a period of 12 to 14 nights is in the order of $55,000 - $85,000.

4.107. Ideally the animation would be displayed for a minimum of two weeks in the lead up to Christmas.

4.108. The owners of the former Mercury building have given in-principle approval for use of the building for the projector. This would provide easy access to power and also added security.

4.109. It is noted that the installation of LED building lighting is scheduled for the Town Hall façade in 2017 and it is proposed that any decision for animated projections on the Town Hall be deferred until 2018, by which time the impact of the new Town Hall lighting system will be better understood.

5. Proposal and Implementation

5.1. It is proposed to retain the Australian themed illustrations for 2017 with decorations reused where it is safe to do so, as detailed in the multi-year plan budget contained in this report.

5.2. It is proposed to introduce a visual Christmas story on 11 of the Hobart Council Centre windows using vinyl decals. The Hobart Council Centre windows are well placed to extend the City’s Christmas decorations program on Davey Street, and are situated in the waterfront tourist and hospitality precinct. The concept is broadly based on the famous annual Myer window displays in Melbourne.

5.3. The current Wellington Court Christmas tree requires replacement and it is proposed that this tree would be replaced with a live potted tree of a minimum 2 metre size. The tree would grow over time and would become an activation point for the city centre. Where a live potted tree of 2 metres is not able to be sourced, a smaller tree would be purchased and used in 2018.

5.4. In line with the Council’s earlier resolutions, artificial, cut live, and potted live trees have been investigated and it is proposed that an LED lit, 8 metre artificial tree as detailed in option 5 of this report be purchased and installed at the Liverpool Street end of the Elizabeth Mall. This location would be subject to a traffic movement trial.

5.5. Should the traffic movement trial not support a tree in Elizabeth Mall, it is proposed that an 8 metre non-illuminated artificial tree be placed in Wellington Court negating the need for a live potted tree.

5.6. It is proposed that the use of a 2.4 metre acrylic safety screen trialled by City of Launceston in 2017 be evaluated with a view to ascertaining whether such as screen should be fabricated by the City of Hobart in 2018 to ensure public safety for a tree in Elizabeth Mall.

5.7. In addition it is proposed that security be sourced outside of standard working hours to protect the Elizabeth Mall tree and the public this year.

The proposed budget for the 2017 Christmas decorations makes provision for a purchase of a new Christmas tree with a projected lifespan of ten years.5.9. It is proposed that the new LED lighting for the Town Hall façade is trialled in 2017, and a recommendation for animated projections onto the Town Hall be held over for possible consideration as part of the 2018 Christmas decorations program.

6. Strategic Planning and Policy Considerations

6.1. This initiative aligns with the following Future Directions in Hobart 2025 Strategic Framework.

“FD1 - Offers opportunities for all ages and a city for life.

FD2 - Is recognised for its natural beauty and quality of environment.

FD4 - Achieves good quality development and urban management.

FD6 - Builds strong and healthy communities through diversity, participation and empathy.

FD7 - Is dynamic, vibrant and culturally expressive.”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The total cost of the proposed 2017 Christmas decorations program is $253,550. A breakdown of the cost is provided in the following table.

Total proposed Christmas decorations budget
Multi-Year Plan	$
Test and tag all electrical items	200
Collins Court Christmas gobo stencil installation	1,100
New street banner for Collins Street	1,350
Installation of street banner	700
Town Hall and Hobart Council Centre professional theming and decorations	1,800
Town Hall conifers in pots	450
Tree surround fabrication and skin - replace one in Elizabeth Mall	4,700
New civic banners, including provision of new poles in Sandy Bay	8.400
Hobart Council Centre visual Christmas story - window decals	16,350
Graphic design for new items	4,000
	$39,050
New Christmas tree city centre
8 m LED illuminated, artificial Christmas tree	77,000
Decorations	25,500
Anchor and engineering	7,500
Security (2017 only)	45,000
Small potted live tree	500
	$155,500
Civic Works crew installation and removal	50,000
TOTAL	$244,550

7.1.2. An allocation for the asset and operating deliverables of $194,550 has been made in the draft 2017-18 City Marketing function project account (781807), noting provision for a carry-forward from 2016-17.

7.1.3. Provision for the projected Civil Works installation and removal operating cost of $50,000 has been included in the City Marketing Function of the draft 2017-18 budget estimates.

7.2. Impact on Future Years’ Financial Result

7.2.1. Purchase of the new Christmas tree will increase annual depreciation charges by approximately $10,000 per annum.

7.2.2. Purchase of the new banners and tree surround will increase annual depreciation charges by approximately $2000 per annum.

7.3. Asset Related Implications

7.3.1. Disposal of the Wellington Court Christmas tree along with a number of other minor items will incur a write off of less than $5000 in the year that it occurs.

7.3.2. Purchase of the new tree will increase annual depreciation charges by $10,000 per annum.

7.3.3. Purchase of the new banners and tree surround will increase annual depreciation charges by $2000 per annum.

8. Legal, Risk and Legislative Considerations

8.1. An 8 metre high Christmas tree that was temporarily located in Elizabeth Mall for eight weeks would likely be planning exempt, however it is suggested that a licence under the appropriate By-Law may be required. Clause 5.11.1 of the Hobart Interim Planning Scheme 2015 exempts the following from requiring planning approval:

“Use and development including outdoor dining facilities, signboards, roadside vendors and stalls which have been granted a licence under the Council’s relevant By-Law.”

9. Social and Customer Considerations

9.1. A survey on community expectations of the City of Hobart Christmas decorations program was undertaken of City of Hobart residents in early 2016. The survey consisted of a total sample of 400 completed surveys and was reported to the Council in May 2016.

9.1.1. Thirty per cent of respondents nominated up to $150,000 per annum as an appropriate annual investment in the City’s Christmas decorations. Sixteen per cent nominated between $150,000 and $200,000 and 22 per cent between $200,000 and $500,000. The proposed budget for 2017-18 includes provision for a one-off purchase of a Christmas tree, with the multi-year decorations budget at $39,050.

10. Marketing and Media

10.1. Both the Hobart Council Centre window decals and a new tree in Elizabeth Mall provide an opportunity for further promotion.

10.2. There is also scope for promotional events and activation around the new Christmas tree such as:

· staging a ‘turning on the lights’ event

· the ‘Hello Hobart’ marketing campaign

· a late-night shopping promotion.

11. Community and Stakeholder Engagement

11.1. It is proposed that an engagement plan would be implemented to ensure city centre retailers are aware of the change and any concerns are addressed.

11.2. The Tasmanian Fire Service has been consulted in regards to locating a tree in Elizabeth Mall. Preliminary advice indicates that the tree would not affect their services in the event of an emergency.

11.3. Officers in the Park and City Amenities Division have been consulted on the best options for a live tree and they have advised quarantine would almost certainly kill or damage a live tree and a live cut tree would be unlikely to survive for four weeks.

12. Delegation

12.1. This matter is delegated to the Council.

Iris_Goetzki

Iris Goetzki

Manager City Marketing

Philip Holliday

Director Community Development

Date: 25 May 2017

File Reference: F17/2006; 17/132

Attachment a: Christmas 2016 Decorations ⇩

Attachment b: Proposed Tree Location in the Mall ⇩

Attachment c: Comparison on Christmas Tree Options ⇩

Item No. 4.4

Agenda (Open Portion)

Special Economic Development & Communications Committee Meeting

Page 80

1/6/2017

REPORT TITLE: New Business Marketing Grants Program

REPORT PROVIDED BY: Manager City Marketing

Director Community Development

1. Report Purpose and Community Benefit

1.1. This report seeks approval for a business marketing grants program as part of the 2017-18 Community Development Grants Program, to begin in August 2017.

1.2. The proposed grants would benefit small business as well as the wider community by allowing the City to directly fund a range of business-led projects that align with the Council’s objectives, provide transparent and equitable governance for the City’s support of marketing projects, increase the economic opportunities for small business and enhance the vibrancy and appeal of the City’s streetscapes.

2. Report Summary

2.1. In 2016, the Council endorsed that the development of a proposal for a general business grants program to be the subject of a further report.

2.2. In researching the proposed business marketing grants, officers have consulted with numerous business stakeholders including the Hobart Chamber of Commerce, Cat and Fiddle and Centrepoint management, as well as the University of Tasmania and small business owners. Of particular note is the feedback that nothing similar exists in Hobart for small business.

2.3. The Hobart Chamber of Commerce has indicated its intention to run an awards program including offering a category to reward exceptional customer service. With the Chamber wishing to run an awards program, the opportunity exists to reallocate resources from the Hobart Exceptional Customer Service Awards to a business focused grants program. The reallocation of resources into a marketing grants program would shift the City from a provider position to an enabler position and create greater consistency and transparency.

2.4. The Chamber has now delayed its awards due to the appointment of a new board and a desire to focus resources on its membership in 2017. It is anticipated that the Chamber’s awards would be run in 2018.

2.5. Noting a Council resolution from 2015 in regard to development assistance for business activities, it is proposed that a business marketing grants program would give the City a mechanism to address, in part, this resolution, specifically the appearance of the business streetscape, together with city promotion strategies.

2.6. A marketing grants program also meets objectives within the current Economic Development Strategy 2013-2018. Whilst it is recognised that this strategy is under review, it is not anticipated that a marketing grants program would directly conflict with a future strategy, noting that the proposed grants program also addresses objectives within the Capital City Strategic Plan 2015-2025.

2.7. It is suggested that the proposed business marketing grants program would not be the only involvement by the Council in city and retail promotion activities, with the City active across a number of programs, for example, the Hello Hobart city centre marketing strategy, Super Sidewalk Saturday promotion and support for the Salamanca Square retail precinct association.

2.8. Three new marketing grants are being proposed to form part of the broader Community Development Grants Program for 2017-18.

(i) A proposed Shopfront Improvement Grant offering up to $5000 in matched funds from a total pool of $24,000, run over two rounds from August 2017.

(ii) A proposed Local Trader Marketing Grant offering up to $5000 from a total pool of $24,000, run over two rounds from August 2017.

(iii) A proposed Civic Banner Quick Response Grant offering up to $1000 from a total pool of $8000, run from August 2017 to July 2018 (financial year) until the funds are exhausted.

2.9. In order to accommodate the proposed marketing grants program, the City of Hobart policy ‘Applications for Grants – Community Development Division’ has been updated and is submitted with this report.

2.10. The Shopfront Improvement Grant and the Local Trader Marketing Grant have identified strategic goals that include increasing economic opportunities for small business through footfall and patronage.

2.11. The Civic Banner Quick Response Grant has also identified strategic goals that include supporting community groups with their marketing efforts and communicating Hobart as a vibrant city.

2.12. The new grants would be piloted for one year with a review to be undertaken and reported to the Council.

2.13. As a point of reference, Adelaide City Council piloted a highly successful Shopfront Improvement Program in 2015.

2.14. Administration and assessment of the marketing grants would replicate the process used within the Community Development Grants Program.

3. Recommendation

That:

1. The Council provide approval to implement three new marketing grants, a Shopfront Improvement Grant, a Local Trader Marketing Grant and a Civic Banner Quick Response Grant, and the associated Grant guidelines as shown in Attachments A, C and D to this report, on a pilot basis for one year commencing in August 2017, with a subsequent review to be undertaken and a report be presented to the Council.

2. The Shopfront Improvement Grant consist of matched grant funding of up to a maximum of $5000 per application, with a total pool of $24,000 over two grant rounds.

3. The Local Trader Marketing Grant consist of a maximum of $5000 per application, with a total pool of $24,000 over two grant rounds.

4. The Civic Banner Quick Response Grant consist of a maximum of $1000 per application, with a total pool of $8000 for the 2017-18 financial year until such time as the funds are exhausted.

5. The current Council Policy, Applications for Grants – Community Development Division, be amended as shown at Attachment E to this report.

6. The General Manager be delegated to authorise administrative changes to the Community Development Grants Program guidelines for the Shopfront Improvement, Local Trader Marketing and Civic Banner Quick Response Grants guidelines, in line with the Council Policy – Applications for Grants – Community Development Division, as required throughout the implementation of the programs.

4. Background

4.1. At its meeting held on 7 March 2016, the Council resolved inter alia, the following:

“That: 1. The City of Hobart Exceptional Customer Service Awards not be held in 2016, with the Council to continue its dialogue with the Hobart Chamber of Commerce in regard to the Chamber’s 2016 business awards program.

2. The Council endorse the development of a proposal for a general business grants program, to be the subject of a further report to the Council in 2016, and including an overall approach to business assistance.”

4.2. Previously at its meeting held on 10 February 2015 when considering a report on development assistance for business activities in the City, the Council resolved inter alia the following:

“That: 1. Subject to a cost benefit analysis by Council officers or a recognised specialist firm, the Council create a new Economic Development Assistance policy based on consistency, transparency, equity and, fairness, with a timeline of approximately 4 years or the term of a current council before review.

2. The new policy address:

(i) The appearance of the business streetscape;

(ii) Permeability of the pedestrian streetscape;

(iii) City promotion strategies and involvement;

(iv) Innovative offerings in services and goods by both e-commerce and hard retail;

(v) Retail sector jobs and training to significantly increase customer service levels and create jobs that last up to 5 years;

(vi) Furthering the Inner City Action Plan;

(vii) Heritage;

(viii) Climate change impact;

(ix) Socially beneficial schemes such as housing affordability.”

4.3. It is proposed that a marketing grants program would give the City a mechanism to address, in part, the 2015 resolution, in particular the appearance of the business streetscape, together with city promotion strategies.

4.4. A marketing grants program also meets objectives within the current Economic Development Strategy 2013-2018, specifically ‘creating networks within communities to build relevance, engagement and participation’, and ‘establishing strategic alliances and relationships with existing or potential businesses’.

4.4.1 The City is currently reviewing the Economic Development Strategy with a proposal for a new strategy expected in the next few months.

4.5. It is noted that the proposed marketing grants program would not be the only involvement by the Council in city and retail promotion activities, with the City active across a number of programs:

· the Hello Hobart city centre marketing strategy

· the Super Sidewalk Saturday promotion

· Christmas in the City including the Hobart Christmas Pageant

· support for Salamanca Square retail promotion

· a planned proposal for a promotion at the conclusion of each completed retail precinct project (such as Sandy Bay or Lenah Valley), subject to a future report and resolution of the Council.

4.6. Aldermen have previously noted that a marketing grants program could deliver a range of benefits to the business community as listed:

· allow the City to directly fund a range of business / community-led projects that align with the Council’s objectives

· deliver a tangible benefit for the business community

· expand the scope and range of activities that the City of Hobart is engaged with in the business community

· directly contribute to supporting projects that may not proceed otherwise

· provide transparent and equitable governance for the City’s support of projects

· allow a repositioning of resources directing them into the community.

4.7. It is proposed that three new marketing grants with a focus on marketing be introduced, and that these would be added to the Community Development Grants Program that comprises:

· Community Grants

· Creative Hobart Grants

· Event Grants

· Venue Support Grants.

4.8. The new marketing grants would be piloted for one year with a subsequent review to be undertaken and a report be presented to the Council.

4.9. The Shopfront Improvement Grant and the Local Trader Marketing Grant would be offered in two grant rounds per annum, and the grants would be offered as part of the Community Development Grants Program.

4.10. The Civic Banner Quick Response Grant would be offered year round until the funds are exhausted. This is in line with existing Community Development Quick Response Grants.

4.11. In researching the proposed marketing grants, officers consulted with numerous business stakeholders including a number of small business owners, Cat and Fiddle and Centrepoint management, the Hobart Chamber of Commerce, as well as Dr Louise Grimmer, lecturer in marketing and retail researcher in the Tasmanian School of Business and Economics at the University of Tasmania. Feedback from all stakeholders has been positive with many showing keen interest in applying or promoting the grants.

4.11.1 Of particular note is the feedback that nothing similar exists in Hobart for small business.

Shopfront Improvement Grant

4.12. The proposed Shopfront Improvement Grant would provide financial assistance for exterior physical works on premises to encourage an improved streetscape and increased patronage. The proposed Shopfront Improvement Grant guidelines are available as Attachment A to this report.

4.13. As a point of reference, Adelaide City Council piloted a highly successful Shopfront Improvement Program in 2015 awarding 17 grants valued at $70,000. In researching the Adelaide program, it became obvious that the grants were put to good use by small businesses, particularly to deal with problems with shopfront facades, as well as to implement improvements with the effect of having positive impacts on business growth and continued viability.

4.13.1 Adelaide used a matched funding model, with grants offered up to $6000. Most of the grants that were awarded were between $2000 and $4000. Attachment B highlights a selection of examples from Adelaide.

4.13.2 The City of Adelaide still receives enquiries from businesses about the Shopfront Improvement Grants due to their popularity. The City is highly complimentary of this style of grant and has suggested that the City of Hobart would receive a similar level of interest from local businesses in our municipal area.

4.14. The City of Sydney also offers a Business Improvement Grants Program.

4.15. The City of Hobart’s Shopfront Improvement Grant would be awarded for the following activities:

· enhancement of unsightly and unappealing shop frontages, together with improvement projects

· making good the structure and finishes on façade and awnings

· repainting of an external shop frontage and/or façade

· removal of roller shutters and/or external unused signs.

4.16. The strategic goals of this proposed grant would be to:

· drive customers to bricks-and-mortar stores and thereby contribute to the vibrancy of precincts, enhanced social cohesion and community interactions

· improve and make more attractive commercial streetscapes in the City of Hobart

· support the preservation and improvement of façades

· increase economic opportunities for small business through footfall and patronage.

4.17. A matched-funding model is proposed, to a maximum of $5000 per grant.

4.17.1 The types of applicant contributions that would be accepted include in-kind contributions (such as donated supplied materials or services), volunteer time (such as labour), and direct cash input to the project. This would be clearly identified in the application.

4.18. The budget for the proposed Shopfront Improvement Grant Program is proposed to be $12,000 per grant round, two grant rounds per annum, with a total budget of $24,000. The maximum amount per grant would be capped at $5000.

Local Trader Marketing Grant

4.19. The City of Hobart is approached regularly to assist with precinct activations or local trader marketing initiatives. The proposed Local Trader Marketing Grant would provide a means to address these requests in a more structured manner.

4.20. Full details of the proposed grant guidelines are available as Attachment C to this report.

4.21. The Local Trader Marketing Grant is designed to assist groups of traders to attract customers to their area.

4.22. The Local Trader Marketing Grant would be awarded for the following activities:

· consumer advertising including digital, competitions or promotions which specifically drive awareness/visitation of a local area

· events that specifically drive awareness and visitation of the local area with a view to increasing customers.

4.23. The strategic goals of this proposed grant would be to:

· facilitate the strengthening of local business networks including the formation of new collaborations amongst businesses for collective marketing

· encourage local businesses to be self-directing and lead initiatives

· increase economic opportunities for small business through footfall and patronage

· celebrate the distinctive qualities of local trader areas

· stimulate vibrancy and economic prosperity in the City of Hobart.

4.24. To ensure that the goals are met, it is proposed that a ‘local trader area’ is defined as a group of at least five businesses within a geographical area working collaboratively. Evidence would be required to prove that the businesses are collaborating.

4.24.1 For the purposes of the Local Trader Marketing Grant, one business would be required to auspice the grant. Alternatively, an incorporated association such as, for example, Salamanca Square Inc. would be eligible.

4.25. The budget for the proposed Local Trader Marketing Grant program is proposed to be $12,000 per grant round, two grant rounds per annum, with a total budget of $24,000. The maximum amount per grant would be capped at $5000.

Civic Banner Quick Response Grant

4.26. From time-to-time, the City receives requests from organisations to support them to access the City’s civic banner program.

4.27. These requests are presented to the Council in the form of a report prepared by officers. These requests are rarely, if ever, refused.

4.28. The civic banner program is popular as it is an easy and effective way for organisations to publicise an upcoming event, activity or community campaign to reach a wide audience.

4.29. There is reciprocal value in the civic banner program, with the City deriving benefits from being perceived as a vibrant place to live and work, and organisations through using the civic banner poles as part of their marketing.

4.30. As such, the civic banner program has always been managed by applying the principle of community benefit, that is, that the full costs of running the program are subsidised by the City, and only partial costs of the program are recovered through a fee for installation.

4.31. This has been done to activate the poles and city streets and it is proposed that the mutual benefits of the program continue to be valid, and the principle of community benefit continue to be upheld.

4.32. In order to provide the community with a transparent, structured and equitable means of assistance to access the civic banner poles, it is proposed that a quick response grant be introduced to assist not-for-profit community organisations, or commercial entities that are delivering projects with a community benefit.

4.33. The quick response grant is designed to assist these groups with their marketing by offering grants of up to $1000 for the production of banners to be used with the City’s civic banner program.

4.34. As part of the Business Marketing Grant Program, this quick response grant would have the following strategic objectives:

· supports not-for-profits and community projects and their marketing efforts

· encourages the professional design and production of new banners, keeping the look of the civic banner program fresh and interesting

· encourages the activation of assets that the City of Hobart owns

· communicates Hobart as a vibrant city.

4.35. The costs of the production of banners varies according to the number of banners required, and the size needed to fit the poles in each program.

4.35.1 Not all banner poles across the city are the same and the specifications for banners vary.

4.35.2 For the purposes of the quick response grant, the total cost of the production of banners would include any professional graphic design undertaken and printing.

4.35.3 The cost of banner production is estimated to vary from $1800 to $10,500 depending on the number and size of banners.

4.36. Applicants would be required to pay for installation and no waiver or additional subsidy would be provided.

4.37. The City’s banner installation is outsourced to an external contractor and represents a direct cash outflow.

4.38. The cost of installation that is charged by the City varies depending on the banner program that has been booked, from $450 to $5590. The cost that is charged to applicants is subsidised by the City Marketing budget.

4.39. It is noted that the Applications for Grants – Community Development Division policy states that “all assistance available to applicants is provided by way of grants and not rate reductions, waiving of fees and charges or rental subsidies”.

4.40. The budget for the proposed Civic Banner Quick Response Grants program is proposed to be $8000, available for the financial year until such time as the funds are exhausted. The maximum amount per grant would be capped at $1000.

4.41. Full details of the proposed grant guidelines are available as Attachment D to this report.

Assessment

4.42. Assessment of the Shopfront Improvement and Local Trader Marketing Grants would replicate the process used within the Community Development Grants Program. Both proposed grants would be assessed against the criteria set out in the guidelines attached to this report.

4.43. An assessment panel for these grants would be formed comprising City officers and external representation. A Council report would be prepared after the assessment process and would detail recommendations for Council approval.

4.44. The Civic Banner Quick Response Grants would be assessed by two relevant City officers that would make a recommendation to the City’s Director Community Development who has delegated authority to approve funding.

4.45. Where new quick response grants have been awarded, this information would be provided to the Economic Development and Communications Committee at its next meeting. These reports would not be subject to Council determination as they would be provided for information only.

Administration

4.46. An information session would be held for each funding round for those businesses wishing to apply for any grant.

4.47. All applications, assessments and acquittals would be completed using the existing online SmartyGrants program.

4.48. For the Shopfront Improvement Grants and the Civic Banner Quick Response Grants, payment and acquittal would be made after projects are completed and invoices are submitted.

4.49. The Local Trader Marketing Grants would be paid upon a successful grant approval with an acquittal still required after the project is completed to ensure the funding was spent correctly.

4.50. In order to accommodate the proposed marketing grants program, the City of Hobart policy ‘Applications for Grants – Community Development Division’ has been updated and is submitted as Attachment E to this report.

4.51. Subject to the Council’s resolution, it is proposed that that the first round of the marketing grants would be in August 2017.

Hobart Excellence in Customer Service Awards

4.52. A review of the Hobart Excellence in Customer Service Awards in 2015 found that only a relatively small number of businesses from the total number of businesses in the City of Hobart enter the awards each year and this number fluctuates annually.

4.53. This same review found that despite the popularity of the awards program amongst regular participants, it provided benefits to a small pool of successful Hobart businesses, and it was difficult to attract new businesses to enter the awards.

4.54. The Hobart Chamber of Commerce has indicated its intention to run an awards program for businesses, including offering a category to reward exceptional customer service.

4.55. Aldermen have noted that there would be a conflict and unnecessary competition between the two awards programs if run simultaneously, providing the City of Hobart an opportunity to focus on alternative business assistance programs, including that of a business focused grants program.

4.56. The Hobart Chamber of Commerce has now delayed the 2017 awards program due to the appointment of a new board and a desire to focus resources on its membership in 2017. It is anticipated that the awards would be run in 2018.

4.57. The reallocation of resources from the Hobart Exceptional Customer Service Awards into a marketing grants program would shift the City from a provider position to an enabler position.

4.57.1 This is consistent with the rationale endorsed by the Council for all Community Development grants.

4.57.2 In 2010, the Dr Edward Hall Environment Awards were successfully transformed into a grants program and now enjoy a much wider engagement from the community.

5. Proposal and Implementation

5.1. It is proposed that three new marketing grants, a Shopfront Improvement Grant, a Local Trader Marketing Grant and a Civic Banner Quick Response Grant, would be piloted for one year commencing in August 2017, with a review to be undertaken and reported to the Council.

5.2. As with the existing Community Development Grants, it is proposed an information session be held for those businesses wishing to apply.

5.3. Officers would promote the new grants through a variety of mediums including informing those groups and traders that were consulted as part of the development stage.

5.4. Assessment panel members would include relevant officers and appropriate external representatives and applications would be assessed against the published criteria for each grant.

6. Strategic Planning and Policy Considerations

6.1. The proposed grants responds to Goal 1 of the Capital City Strategic Plan 2015-2025, namely:

Economic Development, Vibrancy and Culture - City growth, vibrancy and culture comes when everyone participates in city life.

And in particular, addresses the following strategic objectives:

Strategic Objective 1.1 - Partnerships with Government, the education sector and business to create city growth

“1.1.1 - Establish and implement a framework to engage with the business community.”

Strategic Objective 1.3 - Vibrant city centre and suburban precincts

“1.3.1 - Support and deliver events, festivals and markets

1.3.2 - Develop and implement a program of city improvements supporting the major retail, commercial and hospitality precincts and small business

1.3.3 - Develop and implement local retail precinct plans

1.3.4 - Develop and implement an innovative whole-of-Council activation framework

1.3.5 - Implement activation programs and projects.”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1 An allocation of $58,000 has been attributed to the proposed City Marketing budget in the 2017-18 Annual Plan.

7.2. Impact on Future Years’ Financial Result

7.1.2 As the proposal is a pilot and to be reviewed, a forecast cannot be made at this time.

8. Legal, Risk and Legislative Considerations

8.1. Grants would be recorded in the City of Hobart Annual Report in accordance with Section 77 of the Local Government Act 1993.

9. Environmental Considerations

9.1. In line with the City’s Waste Management Strategy 2015-2030, a requirement would be included in the grant guidelines that any activities or events that are funded through the Local Trader Marketing Grant program that sell take-away food must utilise waste reduction strategies and only provide compostable containers and utensils to customers.

9.2. This requirement is included within the already existing streams of the Community Development Grants Program.

10. Social and Customer Considerations

10.1. The aim of the City of Hobart Social Inclusion Strategy 2014-2019 is that Hobart becomes a more socially inclusive city. It identifies that the City is in a unique position to be able to provide a broad range of support to facilitate innovative community-based initiatives that respond to local need. The City is able to provide opportunities that support community interaction and that brings business and the community together.

11. Marketing and Media

11.1. All grant recipients are required to comply with the City of Hobart Grant and Partnership Acknowledgment Guidelines that are provided to all recipients of City of Hobart grants. This guide ensures that the City of Hobart is appropriately recognised and that marketing and media opportunities are maximised.

11.2. A guide will be available for each of the grants and a lookbook for the proposed Shopfront Improvement Grant would be produced through the City Marketing Unit.

11.3. The proposed grants would be promoted through a variety of City channels including the City of Hobart website, City of Hobart Corporate Facebook page, Hello Hobart e-News, City News and other channels where appropriate.

11.4. The Hobart Chamber of Commerce and the University of Tasmania have also indicated their intention to promote the grants through their networks.

11.5. Direct communication would be made with a broad range of retailers, community and retail groups.

12. Community and Stakeholder Engagement

12.1. An extensive consultation process has been undertaken in the development of this proposal. Council units were consulted in the preparation of this report including Cultural Heritage, Cultural Programs, Design Services, Economic Development, and Infrastructure Planning.

12.2. Consultation was undertaken with the City of Melbourne, the City of Sydney, and the City of Adelaide.

12.3. As stated previously, representatives of Hobart’s business community were also consulted in the preparation of this report.

13. Delegation

13.1. This matter is delegated to the Council.

Iris Goetzki

Manager City Marketing

Philip Holliday

Director Community Development

Date: 26 May 2017

File Reference: F17/34191; 17/213

Attachment a: Draft Shopfront Improvement Grant Guidelines ⇩

Attachment b: City of Adelaide Examples ⇩

Attachment c: Draft Local Trader Marketing Grant Guidelines ⇩

Attachment d: Draft Civic Banner Quick Response Grant Guidelines ⇩

Attachment e: Policy - Application for Grants - Community Development Division ⇩

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.

Function Area	2016-17 Budget	2017-18 BUDGET	Increase / (Decrease)
Marketing Services	$29,000	$26,468	($2,532)	(8.73%)