Agenda of Economic Development & Communications Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 7

24/5/2018

REPORT TITLE: City Centre Marketing

REPORT PROVIDED BY: Senior Marketing and Promotions Coordinator

Associate Director Communications and Marketing

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide an update on Hello Hobart, a marketing campaign for the Hobart city centre.

2. Report Summary

2.1. Hello Hobart is a marketing campaign for the Hobart city centre that was endorsed by Council in 2016.

2.2. The campaign endeavours to showcase Hobart as a diverse and interesting destination, focusing on a broad range of stores and developing editorial style posts for social media that create dialogue and discussion online.

2.3. The campaign is different from traditional shopping destination campaigns, as it focuses on the experience of visiting the city and encouraging exploration.

2.4. To date, the marketing components of the campaign include Facebook and Instagram pages, a brochure, website, electronic newsletter to retailers, civic banners, television advert, as well as general advertising.

2.5. The Hello Hobart Facebook page is performing well and currently has 5554 followers as at May 2018. The page has shown a steady growth in followers over the last year, which shows that the content resonates with the greater Hobart community.

2.6. Some of the posts created have reached audiences of over 47,000 people, with strong engagement, shares and many positive comments.

2.7. Social media is the ideal platform to promote the city centre, as it allows for people to become advocates for the stores in the city centre as they share and comment on posts.

2.8. Over 80 stores have been interviewed and featured on the Hello Hobart Facebook page since August 2017. It is envisaged that this number will grow over time, as more stores are featured and more retailers become aware of the campaign.

2.9. Through the Hello Hobart campaign, officers have developed a good relationship with a number of key retail stakeholders in the Hobart city centre and regularly engage with them on a one-to-one basis. New relationships have now also been developed with H&M and the Icon complex.

2.10. Through the awareness of the Hello Hobart campaign, businesses have engaged with officers directly to discuss store openings and activations and have benefited from having a single point of contact through the Communications and Marketing Division.

2.11. The campaign work undertaken to date provides a positive connection between the City and Hobart centre business.

2.12. The campaign is performing well and future activities will include a new website, further competitions and activities in the city centre.

3. Recommendation

That based on the success of the Hello Hobart marketing campaign for the city centre the Council endorse the continuation of the campaign with the annual cost of $75,000 being attributed to the Communications and Marketing function in the draft 2018-19 budget estimates.

4. Background

4.1. At its meeting held 9 May 2016 the Council resolved the following:

“That:

1. “Hello Hobart” be endorsed as the new brand for the city centre marketing strategy.

2. On completion of the twelve month marketing strategy evaluation assessment, a further report be provided to the Council.”

4.2. The Hello Hobart campaign was endorsed by Council at a time when city businesses were being negatively impacted by road closures, footpath redevelopments and construction in the city centre. City businesses sought assistance from Council to bring people back into the city to shop.

4.3. The Hello Hobart campaign has the following three strategy objectives:

4.3.1. Objective one: for people to choose the city centre over other shopping destinations, including online.

4.3.2. Objective two: to encourage people to stay longer in the city centre and visit more often.

4.3.3. Objective three: to encourage city workers to spend more time in the city.

4.4. The strategy takes a long-term view to create a solid foundation for future years, thus reinforcing the Council’s ongoing commitment to the economic development and the growth of the city centre moving forward.

4.5. Some delays were experienced with the start of the campaign as officers sought to secure the registered trademark and website domain before proceeding with the campaign.

4.6. The campaign uses social media as its main promotional tool, so it can connect directly with target audiences and promote individual stores and events in a timely and continual manner.

4.7. The campaign endeavours to showcase Hobart as a diverse and interesting destination, focusing on a broad range of stores and developing editorial-style posts for social media that create dialogue and discussion online.

4.8. The campaign stands apart from traditional shopping destination campaigns as it takes a more sophisticated approach, focusing on the experience of visiting the city and encouraging exploration, rather than a traditional campaign showing people shopping in the city.

4.8.1. Research indicated that people did not want to see ‘models with shopping bags’, as can be seen in traditional precinct advertising, and that they found the Hello Hobart campaign to be different and refreshing.

4.8.2. Unique hand drawn illustrations were created to add interest to the promotional collateral. The illustrations were tested through a focus group and people found that this creative approach reflected the original and quirky nature of Hobart.

4.9. The campaign has strong synergies with Tourism Tasmania’s marketing campaign ‘go behind the scenery’, as it seeks to tell the story behind the products and the stores and give followers of the page a meaningful connection with each store that is featured.

4.10. To date, the marketing components of the campaign include a Facebook page, an Instagram page, a brochure, website, electronic newsletter to retailers, civic banners, television advert and general advertising.

Hello Hobart Facebook page

4.11. The objective of the Hello Hobart Facebook page is to raise awareness of the Hobart city centre and encourage people to visit more frequently.

4.12. The Hello Hobart page creates a positive narrative on the city centre, and regular stories continually remind local audiences of interesting things to see and do in Hobart. The page showcases Hobart as a unique and interesting retail, lifestyle and tourist destination.

4.13. The page also allows the City to provide marketing support for city centre businesses, promote events and activities and communicate new developments.

4.14. The Hello Hobart Facebook page is performing well and currently has 5554 followers as at May 2018. The page has shown a steady growth in fans, which shows that the content resonates with the greater Hobart community.

4.15. The growth of the site has been primarily due to a focus on editorial-style posts, as well as competitions to win shopping vouchers in the Hobart city centre.

4.16. The page has promoted predominately independent retailers, and the posts that have done well often have an interesting story and showcase the business owners or staff.

4.17. To develop editorial for the page, officers will visit the store and interview the business owners or staff. This provides face-to-face contact with city centre businesses and helps to develop a good understanding of the services provided so they can be promoted successfully.

4.17.1. From time to time a consultant has been engaged to gather additional content for the page.

4.18. The search for new content has led to a good rapport with city centre businesses and officers have received many unsolicited compliments from businesses that are pleased that the City of Hobart is helping to promote their business.

4.19. Posts on new stores that have opened in the city centre often perform well.

4.19.1. A post on the H&M store was posted on 30 January 2018 and reached 20,157 people, received 500 reactions, 204 comments and 26 shares.

4.19.2. A story on the new kikki.K store in Cat & Fiddle Arcade reached 48,881 people, attracted 1200 reactions, 721 comments and 56 shares.

4.20. Posts that profile smaller retailers who are committed to their artisan wares or handmade products are also well supported by Hello Hobart audiences.

4.20.1. An editorial story on Yambu, a Latin American café restaurant, on 15 January 2018 reached 14,000 people, received 308 reactions, 119 comments and 25 shares.

4.20.2. A feature story on Bury Me Standing performed well with audiences reaching 17,485 people, received 252 likes and reactions, 20 comments and 17 shares.

4.21. Competitions to win vouchers to stores in the Hobart city centre have played an important role in driving awareness of the Hello Hobart Facebook page, as well as helping to share the range and variety of stores in the city centre.

4.21.1. In September 2017 a competition was run to win the ultimate shopping challenge. The winner received $500 to spend on a shopping spree in the Hobart city centre. To enter the competition people had to list four shops in the city centre that they would spend their prize on.

4.21.1.1. The competition performed well and reached 37,171 people, received 510 entries and had 47 shares.

4.21.1.2. The competition anecdotally provided some good research on which were the most popular fashion stores in Hobart.

4.21.1.3. Additionally, many of the entrants also listed independent stores that the page had previously featured, showing that awareness and popularity of these stores was growing.

4.21.1.4. The winner was delighted with her shopping spree experience and remarked on how the experience had introduced her to stores in the Hobart city centre that she had not known about and would visit again.

4.22. There are clear indications from the post comments and the increasing likes that the Facebook page is contributing to people’s awareness of the Hobart city centre.

4.23. People are reacting positively to the page with many people indicating in their comments under each post that they are planning to visit the stores featured. These people then become advocates for the stores through their social media networks and their friends and families.

4.23.1. A post on Coterie and Co. on 6 March 2018, included many comments encouraging people to visit the store for the food, coffee and service. Many people responded by tagging their friends and recommending a visit. This post reached over 16,000 people and was shared 45 times with 60 comments.

4.24. The page is meeting its objective of providing a forum and dialogue for the Hobart city centre. People are rediscovering existing retailers and are excited about new stores, and – importantly – they are sharing this information within their online networks, becoming unofficial champions and promoters for the Hobart city centre and for Hello Hobart.

4.25. Although Facebook continues to refine its business advertising criteria, it still remains an important communication tool in Tasmania, particularly as the growing trend is for people to spend more time on social media and online.

4.26. The page following is growing steadily each month, showing us that there is a strong interest in quality stories about the Hobart city centre. The page is also showing a strong organic reach, although due to algorithm changes to Facebook, paid posts are now required to ensure that posts are seen by followers.

4.27. It is the intention of the City to continue to promote city centre businesses, continue to develop a positive rapport with retailers and continue to provide reasons for people to visit the city.

Other collateral

4.28. Hello Hobart has also used a range of other advertising media to drive awareness and interest in the campaign.

4.29. A brochure was developed for Hello Hobart which shows a map of the city centre in relation to the Cruise Ship Terminal and waterfront. The brochure has been widely distributed and can be found at the Cruise Ship Terminal, Brooke Street Pier and the Tasmanian Travel and Information Centre. It can also be found in cafes and hotels throughout southern Tasmania.

4.30. Civic banners were produced to promote the Hello Hobart marketing campaign. The banners are regularly displayed in the Hobart city centre.

4.31. A television advert was created for Hello Hobart and aired in August 2017 and again in the lead up to Christmas to remind people about visiting the city centre. The advert was also shared through social media.

4.32. Postcards were created for the campaign and are available as promotional giveaways during activations.

4.33. Posters for Hello Hobart were displayed in the lifts in city centre car parks to drive awareness of the campaign.

4.34. The Hello Hobart website provides basic information and allows for city centre businesses to be shown on a map with contact details. The website is not ideal and cannot easily be modified without costs being incurred.

4.34.1. A new website will be developed later in the year which would be more useful for city businesses and consumers. This would be a sub-site of the current City of Hobart website. The new site would be easy for officers to update and would not incur any financial cost to create, other than graphic design.

4.35. Information cards were printed to give to city centre businesses. These show the contact details for the campaign, and encourage stores to sign up to the mailing list and to share content with us so we can promote them on the Facebook page.

Activations

4.36. Several activations and events have occurred throughout the last 12 months under the umbrella of the Hello Hobart campaign.

4.37. Super Sidewalk Saturday was promoted as a Hello Hobart promotion in August 2017. The event was extensively promoted through the website, the Facebook page, a television advert, printed collateral and posters. During Super Sidewalk Saturday, staff wore Hello Hobart t-shirts and distributed Hello Hobart postcards to people at the event.

4.38. A children’s colouring-in storybook was created for Christmas 2017. This was distributed by the Elizabeth Mall Booth and businesses in the city centre. The book included a treasure hunt to find stickers in the city centre. Children had to solve the clues to locate the stickers located in stores within the Hobart city centre. Copies were also distributed to the Doone Kennedy Hobart Aquatic Centre and the Tasmanian Travel and Information Centre to distribute to children and families. The activity was also promoted on local radio.

4.39. On 5 May 2018, a Hello Hobart activation was staged for the opening of the H&M store in Hobart. Staff wearing Hello Hobart t-shirts handed out branded cupcakes to people waiting in line for the store opening. 300 cupcakes were given out and people were encouraged to like Hello Hobart’s social media accounts.

4.40. The activation was very successful with many people learning about Hello Hobart and liking the Facebook page on the day. Additionally, many people in line were also followers of the page already and were very enthusiastic about the stories and content that was being shared.

Engagement with city centre retailers

4.41. A retailer workshop was held at Hadley’s in Hobart on 16 February 2017. This workshop provided an initial briefing of Hello Hobart, its goals and objectives and promotional opportunities available to stores.

4.42. Over 80 stores have been interviewed and featured on the Hello Hobart Facebook page since August 2017.

4.43. The City of Hobart has a good relationship with a number of key retail stakeholders in the Hobart city centre and regularly engages with them on a one-to-one basis. Key stakeholders include the management team at Cat and Fiddle Arcade, Centrepoint, Myer, Les Lees and Red Herring Surf. New relationships have now also recently been developed with H&M and the Icon complex.

4.44. These relationships have been very useful. Businesses have engaged with officers directly to discuss store openings and activations, and have benefited from having a single point of contact through the Communications and Marketing Division.

4.45. Hello Hobart has established a mailing list of over 250 businesses in the city centre. This mailing list was originally collated during Super Sidewalk Saturday, when officers visited each business to gather their contact details. This email list is a very effective communication tool and allows the City to share information in an economical and timely way.

4.46. A regular Hello Hobart newsletter is sent to city centre business to inform them of marketing opportunities and activities that they can participate in, as well as inform them about the City of Hobart marketing grants.

Feedback from retailers and industry

4.47. The City of Hobart has worked collaboratively with the Hobart Chamber of Commerce in the past, and the Communications and Marketing Division regularly met with its Business Development and Relationship Manager, prior to the recent disruption within the organisation over the past year.

4.48. Dr Louise Grimmer is a retail academic and researcher in the Tasmanian School of Business and Economics at the University of Tasmania. She supports the work that the City of Hobart is undertaking through Hello Hobart.

4.48.1. ‘The visible improvement in the retail offering, shopping experience and overall confidence in the Hobart CBD can certainly be attributed, in part, to the work being undertaken through the ‘Hello Hobart’ initiative.’

4.48.2. ‘This work is focused on building the brand of the City of Hobart as a destination featuring an array of boutique, national and international retailers, as well as fine food and more casual and innovative eateries.’

4.49. Katinka Challen is the owner of ‘Lily & Dot’ an independent store located on Elizabeth Street. She supports the Hello Hobart marketing campaign, as it promotes smaller retailers who may not have marketing budgets of their own.

4.49.1. ‘Hello Hobart has really helped to put ‘midtown’ on the map – quite literally, via its website and brochure that visitors use to find our stores! As a locally owned small business in a strip of independent cafés and bars, we don’t have the marketing spend of large chains, so the support we receive through Hello Hobart’s digital marketing channels is greatly appreciated. Facebook stories about our crochet classes and Tasmanian-made gifts have enabled us to extend our reach.

Further, Hello Hobart highlights the diverse retail mix that is our city; supporting precincts like midtown to grow through increased footfall and bringing authenticity to the city’s value proposition. Both locals and visitors like to ‘go behind the scenery’ beyond the high street and support local makers. Hello Hobart encourages shoppers to move beyond the malls and shop like a local.’

Research

4.50. Research has been conducted in the Hobart city centre to gauge awareness of the Hello Hobart campaign and measure key baseline performance indicators, such as average spend of shoppers in the city centre, visitation frequency and sentiment.

4.51. In 2015 the first research study was conducted to obtain benchmark data prior to the commencement of the marketing campaign. In November 2017 a second research study was conducted, enabling a comparison of the results between the two-year period.

4.52. Both research studies interviewed 300 members of the general public and provided a similar demographic split of people from the greater Hobart area, as well as a good proportion of workers and non-workers (visiting the city for shopping, appointments or for personal reasons).

4.53. The research found that the frequency of visitation was very similar to the previous period, with 70% of non-workers visiting the city at least weekly and 19% visiting on at least a monthly basis.

4.54. Average spend was slightly down on 2015 figures, with city shoppers spending an average of $58 per person compared to $67 per person in 2015. The average spend by Hobart city workers was $25, which is unchanged from the previous period.

4.55. When respondents were asked to rate the key aspects of the city, such as the presentation of the city, atmosphere, variety of shops, customer service, general presentation and cleanliness, toilets and parenting facilities, most categories showed a positive percentage increase.

4.55.1. Overall the number of people providing a positive rating (a 4 or 5 score out of 5) increased from 55.7% in 2015 to 65.5% in 2017.

4.56. The only key aspect that received a decrease in positive rating was for parking, which decreased from 53.6% in 2015 to 47.6% in 2017. This is a drop of 8%, with the comments relating to the lack of available parking and perceived expense.

4.57. A comparison with online shopping has found that close to 70% rated the city centre better or about the same as shopping online.

4.58. One of the benchmark indicators was to gain an understanding of the city centre marketing campaign. When surveyed, 14% of workers were aware of the Hello Hobart campaign in the city centre. Additionally 13.2% of all females were aware of the campaign.

4.58.1. Although this percentage may seem low, this is a good awareness for a new campaign, where traditional radio and television has not been widely used.

5. Proposal and Implementation

5.1. The components of the Hello Hobart marketing campaign that have been developed over the past 12 months provide for a solid foundation for future activities.

5.2. The campaign will continue to expand its online presence, using social media to grow awareness of the Hobart city centre.

5.3. Officers will continue to engage with the business community, as they interview both new and existing city centre stores to feature on the Facebook and Instagram pages.

5.4. Hello Hobart activations and competitions will continue to be run throughout the year, driving awareness with the local community and visitors alike.

5.5. Planning is underway to redevelop the website so that it is more functional and provides more promotional opportunities for city centre businesses. The relaunch of the website will also enable officers to promote the new features of the overall campaign to city centre retailers.

5.6. The Hello Hobart television commercial will screen on local stations, where budget permits, during key retail periods.

5.7. Civic banners for the campaign have just been recently reprinted as the existing ones had faded. It is envisaged that these banners will be displayed in the city centre periodically throughout the year.

5.8. The campaign brochure will continue to be distributed through the Tasmanian Travel and Information Centre and Tourism Brochure Exchange, ensuring that it is widely available throughout southern Tasmania, cafes, hotels and airports.

6. Strategic Planning and Policy Considerations

6.1. This item responds to Goals 1 and 4 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”.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. An allocation of $75,000 for the Communications and Marketing function, for the Hello Hobart campaign, has been included in the 2017-18 Annual Plan.

7.2. Impact on Future Years’ Financial Result

7.2.1. An annual budget allocation of $75,000 is required for the Communications and Marketing function, for the Hello Hobart campaign for future years.

8. Legal, Risk and Legislative Considerations

8.1. The social media risks have been explored and a risk matrix has been prepared to identify relevant actions, should any negative commentary or issues appear on the Hello Hobart Facebook page.

9. Marketing and Media

9.1. The Hello Hobart marketing campaign is a City of Hobart initiative. Recognition of the City of Hobart is promoted through the use of a logo lockup on all collateral.

9.1.1. Additionally, when introducing new businesses to the campaign, officers always explain that the campaign is a City of Hobart initiative.

9.1.2. The logo lock up has been extensively used through print advertisements and television advert.

10. Community and Stakeholder Engagement

10.1. As detailed in this report extensive engagement has been undertaken with city centre retailers in the development and promotion of Hello Hobart.

11. Delegation

11.1. This matter is delegated to the Council.

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

Trish Stagg

Senior Marketing and Promotions Coordinator

Umesh Ratnagobal

Associate Director Communications and Marketing

Date: 17 May 2018

File Reference: F18/18371; F17/113743

Attachment a: Hello Hobart Campaign Brochures ⇩

Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 31

24/5/2018

REPORT TITLE: Marketing Grants

REPORT PROVIDED BY: Marketing Coordinator

Associate Director Communications and Marketing

1. Report Purpose and Community Benefit

1.1. This report seeks approval to continue the marketing grants program beyond the initial pilot program.

1.2. The report seeks to make changes to the format for the Local Trader Marketing Grant and the Civic Banner Quick Response Grant.

1.3. The program seeks to support small business owners and community organisations to promote their organisation/events/local business areas.

2. Report Summary

2.1. In 2017, Council endorsed the approval of a pilot program of marketing grants which included the Shopfront Improvement Grant, Local Trader Marketing Grant, and Civic Banner Quick Response Grant.

2.2. All grants have now been reviewed and feedback sought.

2.3. There have been two grant rounds for both the Shopfront Improvement Grant and Local Trader Marketing Grant, one in August 2017 and one in February 2018.

2.4. The Civic Banner Quick Response Grant is an ongoing grant that will continue until the end of the financial year as per the format of the quick response grants.

2.5. Administration and assessment of the marketing grants is currently replicating the process used within the Community Development Grants Program. The Community Development Officer (Grants) currently undertakes the administration of the grants, whilst the Communications and Marketing Division provide applicant specific assistance. It is proposed this will continue.

2.6. The Shopfront Improvement Grant is proposed to continue as an ongoing grant, with funding of $24,000 per annum ($12,000 over two rounds). This grant is for funding of up to $5,000 which is matched by the applicant.

2.6.1. Some operational changes were made to this grant in the pilot program as per the General Manager’s delegation.

2.7. The Local Trader Marketing Grant is proposed to be amended to have a different format and level of funding per application.

2.7.1. It is proposed that applications be awarded up to $8,000. Applications must still come from a group of at least five traders in a close geographical area.

2.7.2. Each grant includes a $4,000 portion to be paid to a marketing consultant to assist the traders. This consultant will research the precinct/local trader group, workshop with traders to establish goals and outcomes, formulate ideas for activation/marketing initiatives and then assist in the implementation of the ideas.

2.7.3. The remaining $4,000 portion of funding will be used to implement the marketing initiative in the trader area.

2.7.4. There would be one grant round per financial year, with applications open from approximately February to March 2019.

2.7.5. This grant is proposed to become an ongoing grant with an annual budget of $24,000, as per the existing grant.

2.8. The Civic Banner Quick Response Grant will continue as an ongoing grant with funding of $8,000 each financial year, with applications of $1,000 each.

2.8.1. It is proposed the format be changed to provide an ‘in-kind’ support of $1,000 towards the installation of the banners rather than providing assistance in the production of the banners.

2.8.2. This change will make the grants process simpler for applicants.

3. Recommendation

That:

1. The Shopfront Improvement Grant continue in its current format with grants offered up to $5,000 in match funding, with a total pool of $24,000 over two grant rounds.

2. The Local Trader Marketing Grant be amended to consist of funding of grants up to $8,000 per application, with a total pool of $24,000 over one grant round.

3. The Civic Banner Quick Response Grant will be run as an ‘in-kind’ grant for civic banner installation at an amount of up to $1,000 per application. As per the pilot program, a total pool of $8,000 will be allocated to this grant for each financial year until the funds are exhausted.

4. All marketing grants will no longer be piloted grants and will continue as permanent grants in the City of Hobart’s grants program.

5. The current Council Policy, Application for Grants – Community and Development Division, be amended as shown in Attachment A to this report.

6. The General Manager be delegated to authorise administrative changes to the city’s 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 5 June 2017, the Council resolved inter alia, the following:

“That: 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 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.”

4.2. The marketing grant pilot program was run by the Communications and Marketing Division. The administration has been run through the Community Development Officer (Grants) located within Community Development.

4.2.1. This has allowed a consistent approach to all forms and processes to ensure alignment with other existing City of Hobart grants.

4.2.2. The Marketing Coordinator is the specialised officer for these grants.

Shopfront Improvement Grant

4.3. As approved by Council in 2017, the Shopfront Improvement Grant offered grants to small business owners of up to $5,000. This pilot grant had two rounds, one in August 2017 and the other in February 2018.

4.4. The funding must be matched by the applicant. This must be done through direct cash into the project. The grant guidelines are available as Attachment B.

4.5. The grant provides financial assistance for exterior physical works to premises within the municipality. The works are to encourage an improved streetscape and increased patronage.

4.6. The strategic goals of this proposed grant are 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.

4.7. The City of Sydney, City of Adelaide and City of Wodonga currently offer or have offered a similar shopfront improvement program.

4.7.1. Officers from these councils were consulted throughout the introduction of these grants.

4.8. In the pilot program 7 grants have been awarded, totalling a value of $25,100.23.

4.9. From this investment, the City of Hobart has leveraged an additional value of $121,970.23 of investment from business owners for their shopfront improvement.

4.10. Due to the long project times, there are no major finished projects at this time.

4.11. Officers will be able to promote the successful projects upon completion. For example, a recently awarded grant will see a small business commission two local artists to decorate their façade, improving the streetscape, as well as engaging young artists.

4.12. The budget for the Shopfront Improvement Grant program is proposed to continue each year, and is 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 $5,000 as matched funding.

Local Trader Marketing Grant

4.13. As approved by Council in 2017, the Local Trader Marketing Grant provides funding to a group of five or more traders in a close geographical area to enable them to come up with initiatives that attract customers to their area. Funding is currently up to $5,000 per application with a total pool of $24,000 offered across the two rounds.

4.14. The strategic goals of the grant are:

· 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.

4.15. After two rounds, it was determined that many business groups wanted to apply for the grant, or were applying for the grant, yet lacked the marketing expertise. These traders were motivated and saw the need to market their areas but weren’t sure what activations would work best and how to implement them.

4.16. As a result, it is proposed that the format of the grants be changed from $5,000 per application to $8,000 per application. Applicants would still need to show evidence that businesses are collaborating.

4.16.1. Of this grant allowance, $4,000 will be paid directly to a marketing consultant. This consultant will research the precinct/local trader group, workshop with traders to establish goals and outcomes, formulate ideas for activation/marketing initiatives and then assist in the implementation of the ideas.

4.16.2. The marketing consultant will be selected by the Communications and Marketing Division.

4.16.3. The remaining $4,000 would be used to implement the marketing activities. For example, to run an event or print collateral for the area.

4.16.4. The total budget for the grant program will remain at $24,000 annually.

4.16.5. It is recognised that the value in traders working together collaboratively has value equal to the marketing initiative. Therefore, there is a strong emphasis on creating and maintaining a cohesive trader group.

4.16.6. The new methodology would build capacity to provide traders with a solid foundation for future marketing knowledge and activities.

4.16.7. The trader group, in their application, will need to highlight why they require marketing assistance in their area. They will need to provide a business case as to the unique proposition their area has and the challenges they currently face. They will no longer need to present detailed marketing plans, as this will be done in conjunction with the marketing consultant.

4.16.8. An assessment criteria is currently under review and will form part of the updated guidelines.

4.17. It is also proposed that the grant have one yearly round, open from approximately February to March 2019. This reduction of a grant round is designed to increase competition for funding to ensure that the City is funding the strongest cases. Traders have a year to implement the programs from the time of being awarded.

4.18. It is proposed that this grant become an ongoing grant funded annually.

Civic Banner Quick Response Grants

4.19. The current format of the Civic Banner Quick Response Grant is to provide funding of up to $1000 towards the production of banners to be displayed on the City’s civic banner program.

4.20. The current total budget for the grant is $8,000, which is awarded year round until such time as the funds are exhausted.

4.21. ABC’s Fire Awareness and Tasmanian Writer’s Week are two grants which have been successfully awarded for this grant in the current pilot program, totalling a value of $2,000.

4.22. This quick response grant has the following strategic objectives:

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

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

· encourages the reuse of banners to support the environment

· communicates Hobart as a vibrant city.

4.23. Currently applicants have no reduction in the installation cost of the banners.

4.24. The installation of civic banners is outsourced to an external contractor, and the cost to the City is only partially covered by the installation fees paid by the hirer. The City makes up the remaining cost through the Communications and Marketing budget.

4.25. It has been identified that this grant can be perceived as complex in terms of funding as an applicant receives money from the City to pay an invoice for printing (from a third party), but then also pays money for installation, It is proposed that this process become more user/applicant-friendly.

4.25.1. From an applicant perspective, it would be rational to receive an ‘in-kind’ amount for their installation to the same value rather than the current format.

4.25.2. This would be reflected internally by a journal transfer. It would also reduce the amount of paperwork for the applicant.

4.25.3. This also means that applicants who are being environmentally sustainable by not reprinting banners each year, will still be eligible for a grant.

4.25.4. The budget for the Civic Banner Quick Response Grant is proposed to continue at $8,000, which is awarded year around until such time as the funds are exhausted.

4.26. Full details of the grant guideline is available as Attachment C.

5. Proposal and Implementation

5.1. It is proposed that all three marketing grants piloted in the 2017/18 financial year become ongoing grants.

5.2. The Shopfront Improvement Grant is proposed to continue in its current format with grants offered two times per annum with a total pool of $24,000. Grants will be offered for a maximum amount of $5,000, with a matched business contribution.

5.3. The proposed Local Trader Marketing Grant be amended for grants of up to $8,000. Of this, $4,000 will be awarded to a marketing consultant employed by the City. The remaining $4,000 will be used by the trader group to implement the marketing initiatives that have been devised by the marketing consultant and trader group.

5.4. It is proposed that the Civic Banner Quick Response Grant change to provide an ‘in-kind’ amount for the installation of civic banners. This funding will remain the same at $8,000 per financial year, with applications made up to $1,000.

5.4.1. This change in format will mean that applicants pay for banner production in full through a third party (unless they opt to reuse banners) and any outstanding amounts for installation after the ‘in-kind’ amount.

5.4.2. This proposed change is simpler and a more consistent approach to supporting the use of the City’s infrastructure.

5.5. All applications, assessments and acquittals will continue to be completed through the existing SmartyGrants program.

5.6. Assessment panel members will again include relevant officers and appropriate external representatives. The Shopfront Improvement and Local Trader Marketing Grants would continue to replicate the process used within the existing Community Development Grants Program.

5.7. A Council report would be prepared after the assessment process and detail recommendations for Council approval.

5.8. The Civic Banner Quick Response Grants would be assessed by two relevant officers that would make a recommendation to the City’s Associate Director Communications and Marketing who has delegated authority to approve funding.

5.9. Where new quick response grants are awarded, information will be provided to the Economic and Communications Committee at its next meeting. These reports will be for information only and not subject to Council determination.

5.10. A budget allocation of $2,000 has been made for the purchase of the SmartyGrants licence (shared amongst those units who use the subscription) and for marketing the grant program.

6. Strategic Planning and Policy Considerations

6.1. The marketing grants respond 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”

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 Communications and Marketing budget in the 2018-19 Annual Plan.

7.2. Impact on Future Years’ Financial Result

7.2.1. An annual budget allocation of $58,000 will need to be attributed to the Communications and Marketing budget.

7.3. Asset Related Implications

7.3.1. Not applicable.

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 is included in the grant guidelines that any activities or events that are funded through the Local Trader Marketing Grant program and that sell take-away food, must utilise waste reduction strategies and only provide compostable containers and utensils to customers.

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 grant guideline is available for each of the grants. Communications and Marketing have also produced a marketing document that summarises the grants for busy business owners.

11.3. The grants rounds will 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. An information session will be held by the grants officers when each new round opens.

11.5. Business Tasmania (run by the Department of State Growth) and the University of Tasmania regularly promote the business grants through their networks.

11.6. Direct communication with a broad range of retailers, community and retail groups is made each round.

12. Community and Stakeholder Engagement

12.1. In preparation for writing this report the following external stakeholders have been consulted: Department of State Growth (Business and Trade Tasmania), Dr Louise Grimmer (University of Tasmania), Anja Boot (Business Consultant), Suzi Watral (Marketing Consultant), City of Sydney, City of Adelaide and City of Wodonga.

12.2. Officers included in the consultation include Community Development Officer (Grants), Community Activation Coordinator, Senior Marketing and Promotions Coordinator and Economic Development Project Officer.

12.3. In the preparation for the grants, representatives of Hobart’s business community were also consulted.

13. Delegation

13.1. This matter is delegated to the Council.

Samantha Skillern

Marketing Coordinator

Umesh Ratnagobal

Associate Director Communications and Marketing

Date: 17 May 2018

File Reference: F18/42396; 17/260

Attachment a: Policy - Application for Grants - Community Development Division and Communications and Marketing Division ⇩

Attachment b: Shopfront Improvement Grant Guidelines ⇩

Attachment c: Civic Banner Quick Response Grant Guidelines ⇩

Item No. 6.3

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 66

24/5/2018

REPORT TITLE: Christmas Decorations 2018

REPORT PROVIDED BY: Marketing Coordinator

Associate Director Communications and Marketing

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to update the Council on the proposed Christmas decorations program for 2018.

2. Report Summary

2.1. The Council has previously endorsed a Christmas decorations program with new elements to be installed when replacement or rejuvenation is required, this is proposed to continue in 2018.

2.2. The existing Australian theme of native animal illustrations which was introduced in 2016 will be retained along with the traditional red/green colour palette. Where decorations are in good condition and are safe, the intention is that they will be reused in 2018.

2.3. The Christmas decorations program will be installed prior to the Christmas Pageant on 17 November 2018, with the exception of the Mawson Place Christmas tree which will be installed from the week beginning 26 November 2018.

2.4. In 2017, the Council approved the purchase and installation of a large signature Christmas tree in Mawson Place. This will be reinstated in 2018.

2.4.1. In order to reduce costs, the City’s Civil Works will do the installation and dismantle.

2.4.2. A security presence will be reinstated at the tree in order to protect the asset and prevent the public from climbing it.

2.5. The Mawson Place tree lighting event was held for the first time in 2017 for the community and this will once again be held in 2018. The proposed date for the event is Friday 30 November 2018.

2.6. The 6 metre artificial tree in Wellington Court has come to the end of its life due to wear and tear. Due to construction works in the vicinity, it is proposed that permanent decorations be discussed in future years once construction in Kemp Street is complete.

2.7. In 2017, the Council also gave approval for a group of five live trees to be installed in Elizabeth Mall as a bespoke display. This installation will be reinstated in 2018, however, it will be moved into Wellington Court to replace the artificial tree whilst a more permanent decoration is decided upon.

2.8. The decorations in Elizabeth Mall are in need of rejuvenation. The proposed solution is to remove the old baubles in the London Plane trees and canopy stars whilst replacing them with Christmas themed bunting/flags.

2.9. An allocation has been made for activation in the Elizabeth Mall to liven up the area under the canopy in the two weeks leading up to Christmas. This activation will be targeted at families.

2.10. As per the Council’s resolution in 2017, a variety of infant live trees have been purchased by the City’s Nursery. These trees are of a traditional Christmas appearance and will be viable over the next few years.

2.11. A children’s decorating workshop will once again be held in Salamanca Square following on from the Christmas Pageant. These decorations will be placed on the Salamanca Square Tree.

2.12. The Town Hall decorations will remain, with replacement wreaths and garlands to be purchased as the existing decorations have deteriorated.

2.13. An allocation has been made for a number of festive vinyl decals for the Customer Service Centre windows. The number of windows decorated will be reduced from 2017.

3. Recommendation

That the Christmas decorations program for 2018, with an operating and assets budget of $141,453, be approved by Council with the costs being attributed to the Communications and Marketing function within the draft 2018-19 budget estimates.

4. Background

4.1. At its meeting held on 19 June 2017, the Council resolved inter alia that:

“That: 1. The Council approve the installation of a signature Christmas tree in Mawson Place.

(i) In addition, a purpose built display of five Thuja Occidentalis 'Smaragd' conifer trees be installed in Elizabeth Mall.

(ii) Officers attempt to source three additional Thuja Occidentalis 'Smaragd' conifer trees for display in Wellington Court. If these three additional trees are unable to be sourced, the current artificial tree will be utilised within Wellington Court for the final time during the 2017 Christmas period.

2. A range of trees be purchased to be grown at the City's nursery to ascertain their suitability for future placement around the city centre, and themed topiary plantings be explored for use in future years. Children from the local community be involved in the shaping of the topiary plantings.

3. The General Manager be authorised to apply appropriate measures to ensure public safety and protect the City's Christmas decoration assets based on a risk assessment. ”

4.2. The previous native animal design introduced in 2016 will continue to be used in the 2018 program. This design features a traditional red/green background.

4.3. All decorations from 2017 can be reused, where they are in good condition and safe to do so. Decorations requiring replacement are detailed below.

4.4. The Christmas decorations program will commence installation from the beginning of November and be completed prior to the Christmas Pageant on 17 November 2018. The Mawson Place tree will be installed at a later date.

Mawson Place Tree

4.5. The Mawson Place Christmas tree was successfully installed for the first time in 2017 for a period of approximately six weeks from mid-November to early January.

4.6. The signature tree in Mawson Place was considered to be a successful installation. There was a variety of positive comments both anecdotally and via social media, with a number of organisations also using the tree as a backdrop for their marketing.

4.7. The tree will be reinstated again in 2018. The installation will be done by the City’s civil works crew with the electrical component being done by the City’s electrical contractor.

4.8. The tree will be installed after the Christmas Pageant in the week beginning 26 November 2018, weather permitting. This is due to the extreme time restraints placed on the internal crew to install the existing Christmas decorations program and the large Christmas tree.

4.8.1. The Christmas Pageant is targeted in the Hobart city centre and therefore, it is considered to be more important to install the city decorations prior to this date. The Mawson Place tree with its unique location does not have the same time restraints placed on it.

4.8.2. This reduction in time that the Mawson Place tree is on display will also help to reduce security costs.

4.9. The tree will be installed once again on the concourse between the Waterside Pavilion and the Marine Board Building. This space has been booked with the relevant unit.

Mawson Place Tree Lighting Event

4.10. In 2017, the City ran the inaugural turning on the lights event for the Mawson Place tree. The event, carols style, was held for the community free of charge, and included children’s entertainment, singers and the first viewing of the lights as they were turned on.

4.11. In 2018, it is once again proposed that a turning on the lights event be undertaken for the community.

4.12. The event will be run on the evening of Friday 30 November 2018 with a proposed time of 7 pm - 9 pm, and lighting at approximately 8.30 pm.

4.13. The budget allocation of this event is yet to be determined.

Elizabeth Mall

4.14. The installation of the five Thuja Occidentalis in the Elizabeth Mall was also considered successful.

4.15. The trees are proposed to once again be installed, however, given the works in Wellington Court they will be relocated to the Wellington Court area.

4.16. The baubles that hang from the London Plane trees have been lost and damaged over the last few years. These are subsequently up for replacement. It has been decided that these will not be replaced by the same decorations.

4.16.1. This is due to the cost to install the baubles and the risk it poses to the staff to install each year, as the London Plane trees have large amounts of pollen that is easily disrupted.

4.17. It is also proposed to retire the two large gold stars on the canopy. To liven up the Elizabeth Mall, it is proposed that Christmas themed lights and bunting/flags be hung from the canopy instead.

4.18. An allocation has also been made for a variety of activations for the area underneath the Elizabeth Mall canopy for families in the lead up to Christmas. An activation that is currently being explored is the installation of a temporary inflatable snow globe. This activation would allow children and families to get their photo taken in the snow globe and share on social media.

4.19. All other decorations will continue to be displayed with some minor works to decorations to repair or rejuvenate items, including reskinning some pole surrounds.

Wellington Court

4.20. Since no suitable trees could be sourced for Wellington Court, the existing artificial tree was installed again in 2017.

4.21. This artificial tree is no longer able to be erected as it has come to the end of its display life, with many branches broken or stolen.

4.22. This area is about to go through a significant transformation as the Kemp Street redevelopment has begun and landscaping is due to be completed around summer 2019.

4.23. As a result of the redevelopment, it is recommended that the cluster of live trees occupy the area for Christmas 2018 rather than purchase new permanent decorations.

4.24. The other existing decorations including the pole surround and banners will be reinstalled in 2018.

4.25. In 2019, a decision will be made as to the decorations required in the rejuvenated space.

Live trees

4.26. As per the Council’s resolution, the City’s Nursery has purchased and is growing a number of Picea Abies (Norway Spruce), Pesudotsuga Menziesii (Douglas Fir) and Sequoiadendrom Giganteum (Giant Sequoia).

4.27. These have been chosen as they represent traditional Christmas trees. These trees are only in their infancy and will take some years before being able to be recommended as a viable tree.

4.28. The Nursery is experimenting with topiary options that will work in our city.

Salamanca Square

4.29. The structure in Salamanca Square will once again be decorated by the community as a children’s decorating workshop. These decoration workshops have been run since its installation in 2016. The traders, and in particular Salamanca Square Inc., are supportive of the activation in the area which invites children to decorate the tree.

4.29.1. The activation will follow on from the Christmas Pageant, the decorations will be decided upon closer to the date.

Town Hall

4.30. The wreaths and garlands on the façade of Town Hall will need to be replaced in 2018 as they have become faded and brittle.

City centre

4.31. The existing decorations with the native animal design purchased throughout 2016 and 2017 will continue to be rolled out as they are in good condition and safe to do so.

4.31.1. This includes planter box panels, Collins Court barn doors, civic banners and street banners.

Retail Precincts

4.32. There are a number of civic banners that are displayed in both Sandy Bay and North Hobart to extend the Christmas program into these retail precincts.

Customer Service Centre

4.33. The Customer Service Centre was decorated with a Christmas story in 2017 which displayed along 11 windows.

4.34. It was determined that there was not enough stopping foot traffic to justify the installation again in 2018.

4.35. It is recognised though that the Customer Service Centre does look festive with vinyl decals. There has been an allocation made in the budget for a small number of windows to be dressed rather than the 11 from 2017. This will link the decorations between Mawson Place and the city.

Security

4.36. Static guards were employed in 2017 at Mawson Place throughout the display period on key nights with drive-by security employed on other evenings to minimise costs yet maintain a presence at the tree.

4.37. Throughout the city there were a number of incidents in the 2017 Christmas program, including a large amount of decorations in Wellington Court stolen or broken.

4.38. A recent installation in the Elizabeth Mall by a retailer saw it have four incidents of vandalism in a two-week period. As a result, the retailer had to employee nightly static security and remove the installation a week early. This incident is greater evidence that static security is required for assets that draw public attention and are of large investment.

4.39. There is CCTV footage of the Mawson Place concourse, however, this form of security is only useful after an incident has occurred.

4.40. As a result, it is proposed that a mixture of static and drive-by security for the Mawson Place tree be engaged again in 2018. With a shorter display period, the cost of security is expected to be reduced.

5. Proposal and Implementation

5.1.1. The existing Christmas decorations will be reused where they are in a good condition and safe to do so.

5.1.2. The installation will take place from the beginning of November and be completed by the Christmas Pageant on 17 November 2018 (with the exception of the Mawson Place tree).

5.1.3. The Mawson Place tree will be installed again this year with the installation being done by the City’s Civil Works and the City’s electrical contractor.

5.1.3.1. The date for installation will be from the week beginning 26 November 2018. The concourse and Waterside Pavilion have been booked out for these dates.

5.1.4. An event to celebrate the turning on the lights event will again take place on Friday 30 November 2018.

5.1.5. Replacement decorations for Elizabeth Mall and in particular the canopy will be designed and sourced.

5.1.6. The artificial Christmas tree in Wellington Court has come to the end of its life and will be replaced by temporary installation of the live trees displayed previously in Elizabeth Mall in 2017. The installation will allow for the upgrade of the Kemp Street area to take place prior to any permanent decorations been decided upon.

5.1.7. A collection of live trees will continue to be grown at the Nursery. These trees are all of a traditional Christmas appearance, however, are currently too small for display.

5.1.8. The Salamanca Square Structure will be decorated again by inviting the community to attend a children’s decorating workshop.

5.1.9. An order will be made for replacement decorations for the Town Hall wreaths and garlands as they have become weathered.

5.1.10. The City’s decorations will again be installed including a variety of planter box panels, Collins Court barn doors, street and civic banners.

5.1.11. The Customer Service Centre will have a small number of windows decorated to create a colourful festive display.

5.1.12. Security will be engaged for the Christmas program using the Council’s security provider. This will be a combination of static and drive-by security for the Mawson Place tree.

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 2018 Christmas decorations program is $141,453.

7.1.2. An allocation for the asset and operating deliverables of $91,453 has been made in the draft 2018-19 Communications and Marketing budget estimates.

7.1.3. Provision for the projected Civil Works installation and removal operating cost of $50,000 has been included in the Communications and Marketing Division in the draft 2018-19 budget estimates.

7.2. Impact on Future Years’ Financial Result

7.2.1. The replacement of approximately $20,000 worth of existing Christmas Decorations will incur a write off in the vicinity of $3,000.

7.2.2. The purchase of approximately $20,000 worth of additional Christmas Decorations will see an increase in Annual Depreciation charges of approximately $2,000.

7.3. Asset Related Implications

7.3.1. The expenditure of approximately $20,000 on new assets and $20,000 on asset replacement will have little impact on the Christmas decorations portfolio, presently with a gross value in the vicinity off $680,000.

8. Legal, Risk and Legislative Considerations

8.1. The installation/display/dismantle of the decorations, and in particular the Mawson Place Christmas tree, is subject to a risk assessment. This assessment will be drawn up by the Communications and Marketing Division, however, feedback will be sort from Civil Works, the Principal Advisor Risk and Audit Systems and the Principal Advisor Work Health and Safety.

9. Environmental Considerations

9.1. The Christmas decorations program will reuse all decorations where it is safe to do so. Any unused Christmas decorations or those decorations that have come to the end of their display life will be gifted to community organisations wherever possible.

10. Marketing and Media

10.1. The Communications and Marketing Division will leverage the Christmas decorations program in a variety of mediums, including the Hobart Observer and social media posts.

10.1.1. A hashtag will be incorporated into the branding for the Elizabeth Mall activation and the Mawson Place Christmas tree to allow officers to track the level of engagement with the program.

10.1.2. There will also be scope to have activations and entertainment around the decorations in the city as part of the ‘Hello Hobart’ campaign.

11. Community and Stakeholder Engagement

11.1. As per previous years, the surrounding businesses will be consulted to ensure they are aware of the program dates.

11.2. Officers included in the consultation include Manager Civil Works, Manager Development Appraisal, Civic Works crew, Senior Marketing and Promotions Coordinator, Program Leader Arboriculture and Nursery, Supervisor Nursery Operations and Hallkeeping Services Coordinator.

12. Delegation

12.1. This matter has been delegated to Council.

Samantha Skillern

Marketing Coordinator

Umesh Ratnagobal

Associate Director Communications and Marketing

Date: 17 May 2018

File Reference: F18/30033

about people	We value people – our community, our customers and colleagues.
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inclusive	We respect diversity in people and ideas.
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