Agenda of Economic Development & Communications Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 7

21/6/2018

REPORT TITLE: Economic Development - Guiding Principles

REPORT PROVIDED BY: Economic Development Project Officer

Associate Director City Economy, Tourism and Events

1. Report Purpose and Community Benefit

1.1. This report introduces the guiding principles for the City’s approach to economic development. These guiding principles communicate the philosophy of the Council when it comes to the local economy.

1.2. The guiding principles will also lead the work of the Economic Development Unit.

1.3. These principles are intended to replace the draft economic development strategy presented to committee on 30 March 2017.

1.4. The community benefit associated with this report is that it provides clarity when it comes to the types of economic development activities being either led or supported by the City.

1.5. Of additional benefit to the community is that knowledge that the guiding principles for economic development have been derived directly from the community’s own vision for Hobart which is currently in the final stages of consultation, having been endorsed by the Council on 21 May 2018 (this draft vision has been circulated previously to Aldermen).

2. Report Summary

2.1. Council on 13 July 2015 supported a mid-term review of the existing Economic Development Strategy 2013-2018 (Attachment A) as key elements were becoming less relevant to the City’s economy.

2.2. As part of the mid-term review, Council agreed to the completion of a ‘gaps and opportunities’ report which was a significant data analysis of the local economy that would be used to inform the development of the Draft Economic Development Strategy 2017-2021 (Attachment B).

2.3. The Draft Economic Development Strategy 2017 - 2021 (to be referred to in the remainder of this report as the ‘Draft Strategy’) was presented to the Economic Development and Communications Committee (EDCC) on 30 March 2017.

The committee discussed the Draft Strategy in detail and a number of suggested amendments were made by Aldermen. At the conclusion of the discussion, the following request was made:

That the item be deferred to a future Economic Development and Communications Committee meeting, so that an additional working document regarding Economic Development’s goals / opportunities and guiding principles can be prepared.

2.4. It was also noted that two key processes in 2018 may affect the City’s approach to economic development and that it would be prudent to develop a guiding document rather than an exhaustive strategy, until these processes were concluded.

2.5. The two key processes referred to above are the re-imagining of a strategic vision for the City and the Council elections in October 2018.

2.6. EDCC thus resolved on 23 November 2017 that:

1. The report of the Economic Development Project Officer and the Group Manager Executive & Economic Development of 17 November 2017 be received and noted.

2. A further report be prepared on a set of broad policy guiding principles after the conclusion of the Vision Project forum.

3. Outcomes from the Vision Project forum be noted and assessed for any further guidance.

2.7. This report delivers against points two and three of the resolution above.

2.8. The proposed broad policy guiding principles to inform the work of the Economic Development Unit are the six key principles set out in the ‘City economies’ pillar of the community vision.

The intention of the community vision is that it should be treated as a whole. This is set out in the City of Hobart’s commitment (pg. 12 of the vision). For this reason, a seventh principle has been developed from other areas of the community vision and added to the six below. Principle seven is derived from pillars two and seven relating to tourism and investment.

1. Our businesses and industries reflect and support our Hobart identities.

2. We believe in meaningful work.

3. We support diverse journeys through working life.

4. We build on our connections.

5. Hobart is our workshop, supporting entrepreneurs and small businesses.

6. Our economies are diversified.

7. We balance local needs with those of visitors and investors.

2.9. It must be noted that the draft vision is in the final stages of consultation and so has not been endorsed as a final version. Council may decide to wait for the final endorsement of the vision before considering economic development principles based on the vision. It is not felt however that the vision will change significantly during this final stage of consultation.

2.10. Should new Aldermen be elected to Council in October 2018, they may seek to alter the guiding principles based on the final endorsed community vision or seek to develop a new economic development strategy altogether.

3. Recommendation

That:

1. Council endorses the following seven economic development guiding principles based on the community’s draft vision for the city:

(i) Our businesses and industries reflect and support our Hobart identities.

(ii) We believe in meaningful work.

(iii) We support diverse journeys through working life.

(iv) We build on our connections.

(v) Hobart is our workshop, supporting entrepreneurs and small businesses.

(vi) Our economies are diversified.

(vii) We balance local needs with those of visitors and investors.

4. Background

4.1. Given the pace of change in aspects of the Hobart economy, elements of the 2013-2018 Economic Development Strategy were becoming less relevant to the city.

4.2. In June 2015 therefore, Council endorsed the commissioning of an economic ‘Gaps and Opportunities Study’ as a means of evaluating the 2013-2018 strategy and providing a sound data set upon which to develop a new one.

4.3. The Gaps and Opportunities Study was completed in March 2016 by the AEC Group that specialises in evidence based analysis.

4.3.1. The study comprised an extensive gathering and analysis of data, as well as consultation with a diverse range of stakeholders to identify economic gaps and opportunities across the city.

4.4. The Gaps and Opportunities Study, as well as the existing economic development strategy were used as the basis of developing a new Draft Strategy.

4.5. Additionally, ten other economic development strategies from around Australia and beyond were examined in terms of design, content and structure.

4.6. From the above sources, the Draft Strategy was created which was based around four themes:

· Focus on partnership

· Increase our knowledge and capability

· Build on our strengths

· Enable our future

4.7. Members of EDCC discussed the Draft Strategy on March 30, 2017 and made a number of observations in terms of content. All observations are noted in the report taken to EDCC in November 2017 (Attachment C).

4.8. Following EDCC on 30 March 2017, informal follow-up meetings were held with a number of the Aldermen from the committee to further discuss their comments. These are also captured fully in attachment C.

4.9. During the November 2017 EDCC, committee discussed two key processes taking place in 2018 that might significantly affect the City’s approach to economic development. These two processes are the City of Hobart Vision Project which sets out to capture the community’s vision for the city and the City of Hobart elections taking place in October 2018.

4.10. EDCC thus resolved on 23 November 2017 that:

1. The report of the Economic Development Project Officer and the Group Manager Executive & Economic Development of 17 November 2017 be received and noted.

2. A further report be prepared on a set of broad policy guiding principles after the conclusion of the Vision Project forum.

3. Outcomes form the Vision Project forum be noted and assessed for any further guidance.

4.11. This report delivers against points two and three of the resolution above.

4.12. The draft community vision was endorsed by Council on 21 May 2018 and has been circulated previously to Aldermen. The vision is currently open for a final public consultation which closes on 19 June 2018.

4.13. The vision process involved six stages:

· Research

· Talking to Hobart

· City forum

· Wider engagement

· Stakeholder engagement

· Community panel

Over 1000 contributions from the community went into the creation of the vision.

4.14. The vision is made up of three parts, the vision statement, identity statements and pillars, all of which are to be considered together.

4.15. The seven identity statement groupings are:

1. Where we live

2. Where we come from

3. Who we are

4. How we relate

5. How we live

6. How we work

7. How we engage in civic life

4.16. The eight pillars are:

1. Sense of place

2. Community inclusion, participation and belonging

3. Creativity and culture

4. City economies

5. Movement and connectivity

6. Natural environment

7. Built environment

8. Governance and civic involvement

4.17. Although decisions around the City’s economic development activities will be made holistically with the entire vision in mind, aspects of the vision resounded very strongly with the discipline of economic development.

4.18. The majority of these principles were found within the ‘City Economies’ pillar, with elements also in pillars two and seven.

4.19. The guiding principles for economic development, taken directly from the community’s vision for Hobart are:

1. Our businesses and industries reflect and support our Hobart identities.

2. We believe in meaningful work.

3. We support diverse journeys through working life.

4. We build on our connections.

5. Hobart is our workshop, supporting entrepreneurs and small businesses.

6. Our economies are diversified.

7. We balance local needs with those of visitors and investors.

4.20. Principles one to six can be found in pillar four (City Economies) and principle seven is derived from pillar two (community inclusion, participation and belonging) and pillar seven (built environment).

4.21. The draft vision contains further explanation of the ethos of each of the above principles. These deeper explanations will be used by the Economic Development Unit when formulating operational plans such as the unit plan intended to guide work effort in more detail.

5. Proposal and Implementation

5.1. It is proposed that the Council endorse the seven economic development guiding principles.

5.2. Aldermen may decide not to consider the guiding principles until the draft vision is endorsed fully.

5.3. Should the Council endorse the guiding principles, the Economic Development Unit will then create a corresponding unit plan. Progress will be reported against the unit plan on a 6 monthly basis to EDCC, as was the case with the Economic Development Strategy 2013-18.

6. Strategic Planning and Policy Considerations

6.1. It is intended that the community’s vision for the city will be the overarching strategic document from which all other City of Hobart strategies flow.

Basing the Economic Development guiding principles on the draft vision therefore ensures strategic fit with what the community want to see for their city.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. Work conducted against the Economic Development Principles rather than the Economic Development Strategy 2013-18 will continue to be funded by the Economic Development budget for the 2017–18 financial year.

7.2. Impact on Future Years’ Financial Result

7.2.1. Should the principles be endorsed, the delivery of actions under each principle will be used to inform budget planning for the 2018–19 financial year.

7.3. Asset Related Implications

7.3.1. Asset implications will be dependent on the finer detail of the unit plan that has not yet been developed.

8. Legal, Risk and Legislative Considerations

8.1. The guiding principles are not legally binding.

8.2. Some of the work conducted within certain principles may require legal guidance. This will become more apparent when the unit plan is developed.

9. Environmental Considerations

9.1. Although the majority of the principles were formulated from pillars two, four and seven, as is the ethos of the vision, decisions must be made with the whole vision in mind. The principles of identity statement one (where we live) and pillar six (natural environment) will influence economic development activity from an environmental perspective.

10. Social and Customer Considerations

10.1. The thread of equal participation very visibly runs through the community vision. Pillar two focusses explicitly on ‘community inclusion, participation and belonging’ and one element of pillar four (City Economies) is:

“We enable everyone to participate in the economic life of the city.”

10.2. Decisions made by the Economic Development Unit with the vision’s themes in mind will assist in ensuring that members of the community are not excluded.

11. Marketing and Media

11.1. The economic development principles will be branded in line with the City of Hobart Brand Identity Style Guide.

12. Community and Stakeholder Engagement

12.1. The vision was developed by the Hobart community and with this in mind, significant efforts were made to ensure that all of the community was involved, not just parts of the community who regularly contribute in this way.

12.2. Community involvement and consultation throughout the vision process is as follows:

· 214 one on one interviews.

· Engaging more broadly through a blog that attracted 5,513 unique site visits.

· Hosting a weekend forum in November that attracted 116 people.

· Conducting a survey that attracted 550 responses supported by 3 pop up booths.

· Engagement with 60 young people through Children’s Week.

· Reaching 49 key stakeholders through workshops and written submissions.

· Delving into the detail via four community panels comprising 50 people in total, in order to develop the vision.

13. Delegation

13.1. This matter is one for 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

Associate Director City Economy, Tourism and Events

Date: 15 June 2018

File Reference: F18/12446

Attachment a: Economic Development Strategy 2013-18 ⇩

Attachment b: Draft Economic Development Strategy 2017-21 ⇩

Attachment c: Report - Economic Development & Communications Committee - 23 November 2017 - Draft Economic Development Strategy Progress ⇩

Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting - 21/6/2018

Page 45

ATTACHMENT b

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Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 110

21/6/2018

REPORT TITLE: Community Engagement Framework Review

REPORT PROVIDED BY: Community Engagement Advisor

Acting Associate Director Community Development

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to present Council with results of the review of the Council’s community engagement processes and seek endorsement to release the draft Community Engagement Framework for public comment.

1.2. The draft framework would serve as the Council’s guide to deliver a consistent and best practice approach to community engagement for the Council in line with the International Association for Public Participation Australasia (IAP2) guidelines for engagement.

1.3. The draft framework also provides an opportunity for the Council to reaffirm or recast shared principles of engagement; provide clear definitions and enable a high-level view of what the Council’s approach to community engagement is, in terms of who, why, when and how we engage.

2. Report Summary

2.1. Supporting community engagement practice currently is the City’s community engagement policy, policy framework and staff manual developed in 2008 that is aimed at assisting staff to deliver quality community engagement projects.

2.2. Over the past 18 months, officers have been reviewing the Community Engagement Framework to provide a contemporary, values driven framework that responds to the expectations of the community in relation to how the Council involves them in decision making.

2.3. In accordance with the methodology approved by the Council at its meeting of 5 December 2016, the review has included the following tasks:

· Researched best practice within community engagement;

· Reviewed the Council’s current engagement practices;

· Identified opportunities for new and alternative mechanisms of engagement;

· Engaged with the local community on how they would like to be involved in Council decision making; and

· Engaged with internal stakeholders and officers about current challenges experienced when delivering community engagement projects.

2.4. The draft Community Engagement Framework was presented and discussed at an Aldermanic workshop on 29 May 2018 and has been the subject of an internal consultation process. The draft framework is shown at Attachment A to this report.

2.4.1. Following the discussion at the Aldermanic workshop, some minor amendments have been made to the document.

2.5. Subject to Council approval, the revised framework would be released for a period of community engagement to seek feedback from the wider community.

2.5.1. The framework would then inform the further development of a revised community engagement manual and toolkit for use by staff in delivering community engagement projects.

2.6. The revised framework comprises the following key areas:

· Community Engagement Principles

· Community Engagement Practice

· Why we engage

· Who we engage

· How we engage

· Who we are

· Engagement activities, tools and methods

2.7. The engagement activities, tools and methods section of the framework details the range of mechanisms available to enable the community to engage with the Council. These methods include:

Your Say Hobart - yoursay.hobartcity.com.au

An online community engagement portal is used to list the City of Hobart’s key projects and provide opportunities for the community to have their say through a number of online options including surveys, discussion forums and mapping tools.

Social Media

The City of Hobart uses a variety of digital platforms and mechanisms to support community engagement practice.

Local Community Conversations

The City of Hobart hosts community conversations throughout its local neighbourhoods providing residents with information about key projects happening in their backyard; and offering an opportunity to interact with City of Hobart staff and Aldermen.

Listening Posts

The City of Hobart hosts regular listening posts in public spaces to give the community an opportunity to speak with City of Hobart staff face-to-face, learn about projects, provide feedback and log issues for action by the Council. Listening posts are also used on specific projects to enable the community to talk to the City of Hobart officers about projects on site.

Advisory and Reference Groups

To gain feedback and input on Council projects, the City of Hobart convenes a range of advisory and reference groups such as the Hobart Older Persons’ Reference Group, Youth Advisory Squad, Access Advisory Committee, Hobart Bicycle Advisory Committee, Good Neighbour Working Group and Children and Families Network. A comprehensive list of all advisory and reference groups is located on the City’s website. Industry Expert Panels such as the Public Art Advisory and Urban Design Advisory panels are also convened to provide specific advice on projects. Key staff and Aldermen also represent the Council on various community groups and associations and attend community association meetings.

Community Forums

The City of Hobart holds an annual community forum in conjunction with the Council’s Annual General Meeting and community forums on key topics of interest. Forums may include a key note speaker as well as facilitated opportunities for community participation.

Stakeholder Meetings, Workshops and Round Tables

To discuss specific projects, the City of Hobart runs facilitated sessions where stakeholders and community members can share their ideas.

Customer Request System

The Customer Request System helps to improve the way the City of Hobart responds and manages requests from the community. Customer requests can also be lodged by Engaged Communities officers which helps to improve the service received by community members.

Relationship Management System

The Relationship Management System is used to notate interactions with community members particularly when they become stakeholders in a project; communicate with them more consistently and understand who is impacted by a project or should be part of the decision-making.

Letters to residents, e-newsletters, door-knocking, signage and notifications

To advise the community on a Council project, the City of Hobart uses such methods as letters, City News, signage or face-to-face communication. For projects that might continue for an extended length of time a distribution list for an e-newsletter might be created, and newsletters sent out as frequently as required to communicate updates about the project.

Placemaking

Placemaking is an approach to the planning, design, management and activation of public places and community assets whereby the community’s aspirations, inspiration and capacity help shape the final plan of a project. For specific projects, the City of Hobart invites community members to join Project Action Teams for extensive engagement that may include workshops and other facilitated engagement. Project Action Teams contribute significantly to the creation of quality public spaces that promote healthier and happier communities and help achieve the City’s strategic objectives and vision.

Community Panels

Community Panels comprise a group of community members, some of whom are randomly selected in order to bring together a diverse range of backgrounds and viewpoints. Community Panels are formed to consider information and develop recommendations on a topic that is of importance to the City, for projects that have a wide scope and effect on the community, or on issues that are somewhat controversial.

Elector Polls

Elector Polls are used when an issue divides the community and the Council wishes to seek guidance from the community with a Yes-No vote on a topic.

Council and Committee Meetings

Meetings are open to the public and community members can attend open committee and Council meetings and can make deputations to committee on specific matters.

2.8. A report on the engagement outcomes would be provided back to the Council at the appropriate time.

3. Recommendation

That:

1. The results of the community engagement review be received and noted.

2. The Council endorse the Draft City of Hobart Community Engagement Framework for public release for the purposes of community engagement.

4. Background

4.1. At its meeting held on 13 July 2015 the Council resolved the following:

“That: 1. The Council endorse a review of its Community Engagement Framework, commencing in the second quarter of 2015/2016.

(i) A comprehensive range of research and community engagement activities be undertaken as part of the review involving the Council and the community.

(ii) Following the review, the Council be provided with a further report on the outcomes and a draft updated Community Engagement Framework.

2. The role of the Council’s Traffic Committees be considered following the conclusion of the engagement process for the draft Local Retail Precinct Plan.

3. The Council endorse a twelve month trial of the online community engagement platform Engagement HQ and Budget Allocator, at a cost of $20,000, to be funded from existing allocations in the Corporate Services Division budget.

(i) ‘Yoursay.hobartcity.com.au’ be secured as the preferred domain name for the online engagement platform.

(ii) Following an evaluation of the trial of the online community engagement platform of Engagement HQ and Budget Allocator, the Council be provided with a report on outcomes.

4. The Council endorse the holding of a series of four Community Engagement Forums as follows:-

(i) Three to be held in alternating neighbourhood areas; and

(ii) One to be held at the Hobart Town Hall as part of the Council’s Annual General Meeting.

(iii) The cost of $6,000 to host the Community Engagement Forums be funded from existing allocations in the Corporate Services Division budget.”

4.2. Further to this report, at its meeting held 6 June 2016 the Council resolved:

“That: 1. The Community Forum scheduled for July 2016 not be held.

2. A further report in relation to appropriate community engagement models be provided to the Governance Committee for consideration.”

4.3. Further to this report, at its meeting held on 5 December 2016 the Council resolved:

“That the Council endorse the detailed methodology outlined in the report attached to item 6.1 of the Open Governance Committee agenda of 29 November 2016, being used as the basis for the review of the Council’s Community Engagement Framework.

4.4. The City of Hobart Community Engagement Framework was originally endorsed by the Council in 2008. The framework sets out the Council’s shared principles, clear definitions and a high-level approach to community engagement that facilitates understanding and decision making between the Council and the Hobart community.

4.5. Following an extensive review process, the intent of the revised framework is to ensure that:

4.5.1. There is a coordinated and consistent approach to community engagement.

4.5.2. Community engagement activities are carried out to a high-standard in accordance to IAP2 principles.

4.5.3. Engagement activities are inclusive and accessible to all members of the community and that feedback from the community will be listened to, respected and taken into account.

4.5.4. That elected members and Council officers have a clear understanding of and a commitment to, engaging with the community about decisions that will affect their lives.

4.6. The draft Community Engagement Framework is supported by the following:

4.6.1. The draft Hobart: A Community Vision for our Island Capital document.

4.6.1.1. It is noted that throughout the recent visioning process the importance of appropriate and transparent engagement practices by the council was very highly valued by the community.

4.6.2. The existing City of Hobart Community Engagement Policy that provides policy directions for community engagement for the Council.

4.6.3. The draft Community Engagement Staff Manual and Toolkit which is an internal document to provide guidance for staff on when to engage and the appropriate level of engagement. The manual also provides practical step-by-step instructions and templates on how to plan, deliver and evaluate engagement activities.

4.6.4. The City of Hobart Customer Service Charter.

4.6.5. The IAP2 Quality Assurance Standards.

4.7. While the original framework still has relevance, community engagement practice has progressed since its development in 2008 so a review of the Council’s processes was necessary.

4.7.1. While it is noted that IAP2 is the basis of the engagement methodology utilised in the framework, IAP2 has recently released a new Quality Assurance Standard for Community and Stakeholder Engagement which has been incorporated into the revised framework.

Review Methodology

4.8. The review encompassed a range of research and community engagement activities aimed at:

4.8.1. Seeking community feedback on community engagement, particularly:

· the level of involvement that the community would like to have in Council decision making;

· their preferred methods of engagement and communication; and

· the areas of interest that the community would most like to be involved in.

4.8.2. Reviewing the Council’s current community engagement practices including the:

· Your Say Hobart online platform;

· Community Forums program;

· Approach to place making; and

· Commitment to its resident Traffic Committees.

4.8.3. Reviewing the Council’s current framework to measure whether it is reflective of best practice and identifies priorities for improvement.

4.8.4. A background paper summarising the components of the review and community feedback is shown at Attachment B.

5. Proposal and Implementation

5.1. It is proposed that the results of the community engagement review be received and noted and that the Council endorse the draft community engagement framework and approve its public release for community engagement.

5.2. An engagement process will be undertaken over July/August with feedback provided in a report to the Council.

6. Strategic Planning and Policy Considerations

6.1. The review of the Community Engagement Framework is strongly aligned with the Capital City Strategic Plan 2015-2025, in particular:

“Goal 5 – Governance

Strategic Objective 5.4 - An engaged civic culture where people feel part of decision-making.

5.4.1 - Implement best practice community engagement (IAP2) across the organisation

5.4.3 - Further enhance engagement activities with the community.”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. There is no financial implication to the current year operating budget as a result of this report.

7.2. Impact on Future Years’ Financial Result

7.2.1. The majority of recommendations included in the framework would be funded through existing operational budgets.

7.2.2. It is noted however, that if the Council was to approve a large scale engagement process that involved mechanisms such as a community panel, financial implications would be included in reports for those specific projects.

7.3. Asset Related Implications

7.3.1. There are no asset related implications.

8. Legal, Risk and Legislative Considerations

8.1. The continual improvement of the community engagement framework will contribute to the mitigation of the Council’s strategic risk of failing to meet and respond to community and stakeholder needs and aspirations.

9. Social and Customer Considerations

9.1. The continuous development of the City’s community engagement practices and capacity building for staff will increase the opportunities for members of the community to participate equally socially, culturally, economically, physically and/or politically in Council decision making.

9.2. Enhancing opportunities for community engagement, will allow the Council to be pro-active rather than reactive on issues that the community feel strongly about, leading to better community outcomes.

10. Marketing and Media

10.1. The review of the Council’s Community Engagement Framework was promoted publicly through a variety of marketing and media channels to inform the community and encourage their participation.

11. Community and Stakeholder Engagement

11.1. As demonstrated in this report, officers undertook a broad community engagement approach to review the current Community Engagement Framework including engagement with both internal officers and the general community.

11.2. The resulting actions and recommendations provided as a result of this review will provide greater opportunities for future community engagement practice organisationally.

11.3. Following Council approval the revised draft framework would be promoted to the community and their feedback sought.

12. Delegation

12.1. This is a matter delegated to the Council.

Louisa Gordon

Community Engagement Advisor

Kimbra Parker

Acting Associate Director Community Development

Date: 15 June 2018

File Reference: F17/50326; 17/59

Attachment a: Draft Community Engagement Framework ⇩

Attachment b: Background Paper ⇩

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.