Agenda of Community, Culture and Events Committee Meeting

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 4

11/7/2018

Community, Culture and Events Committee Meeting (Open Portion) held Wednesday, 11 July 2018 at 5:00 pm in the Lady Osborne Room, Town Hall.

COMMITTEE MEMBERS

Harvey (Chairman)

Deputy Lord Mayor Sexton

Zucco

Cocker

Thomas

ALDERMEN

Lord Mayor Christie

Briscoe

Ruzicka

Burnet

Reynolds

Denison

Apologies: Nil

Leave of Absence:

Deputy Lord Mayor Sexton

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

2. Confirmation of Minutes

The minutes of the Open Portion of the Community, Culture and Events Committee meeting held on Wednesday, 6 June 2018, are submitted for confirming as an accurate record.

3. Consideration of Supplementary Items

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

Recommendation

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

4. Indications of Pecuniary and Conflicts of Interest

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

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

5. Transfer of Agenda Items

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

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

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

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

Item No. 6.1

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 7

11/7/2018

Memorandum: Community, Culture and Events Committee

Petition - Dark Mofo Inverted Crosses

A petition was tabled at the Council meeting of 18 June 2018 requesting the immediate removal of the Dark Mofo inverted crosses situated in three locations on the waterfront, one of which was located on Council land adjacent to the Waterside Pavilion.

The petition contained 16,290 signatories.

The hardstand concourse area located between the Waterside Pavilion and the property occupied by the “Marine Board Building” is available for hire and can be utilised as an adjunct to the Pavilion, or as a stand-alone space.

The space has been utilised for a variety of functions in the more recent past, including car-shows, public event launches, an outdoor restaurant and entertainment space and as an additional break-out activity supplementing activities in the Pavilion building.

The following summary indicates the process in relation to the application by Dark Mofo to use the concourse for “The Crosses” project:

1. Email approach from Dark Mofo confirming discussions with Council officers regarding the use of the concourse adjacent to the Waterside Pavilion for the installation of a large cross as part of Dark Mofo 2018.

2. Council officers assessed the request entailing the review of documentation provided by Dark Mofo including the engineering design plans for the structure (which had already been signed-off by Tasports for an identical structure on its own land). Council officers received and addressed traffic and safety and work health and safety management plans around the installation, management and removal of the structure.

3. Subsequent to review and inspection of the documents provided, officers proceeded to notify Dark Mofo of the approval for hire of the concourse. Given the range of elements involved with the hire, Council officers prepared a Licence Agreement including all generic terms and conditions, together with additional conditions considered relevant to cover the intended use of the space. The Licence Agreement was signed by Dark Mofo and the City of Hobart.

4. The inverted crosses were removed on 26 June 2018 at the conclusion of Dark Mofo.

The City, in dealing with Dark Mofo’s application to use the space, ensured that the use was safe and that the structure was installed appropriately with appropriate statutory approvals. It is not the Council’s role to be the arbiter of taste nor to censor artistic expression.

REcommendation

That:

1. That the information contained in this report be received and noted.

2. Pursuant to section 60 of the Local Government Act 1993, the Council note:

(i) The subject matter of the petition received was requesting the immediate removal of the Dark Mofo inverted crosses situated in three locations on the waterfront, one of which was located on Council land adjacent to the Waterside Pavilion; and

(ii) The petition contained 16,290 signatories.

3. The petitioner be advised of the content of this report and the outcome of the Council’s consideration of this matter.

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.

N.D Heath

General Manager

Date: 6 July 2018

File Reference: F18/76385; 16/119-002

Item No. 6.2

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 10

11/7/2018

REPORT TITLE: City of Hobart Australia Day Awards - Marketing

REPORT PROVIDED BY: Acting Associate Director Community Development

1. Report Purpose and Community Benefit

1.1. This report responds to the Council resolution of the closed portion of the 4 December 2017 meeting, inter alia, “That a further report be provided regarding a review of the promotion and marketing of the City of Hobart Australia Day Awards and membership of the assessment panel”.

2. Report Summary

2.1. The Australia Day Awards (the awards) are coordinated through the Department of Premier and Cabinet (DPAC) and form part of a national program.

2.2. The three awards, Citizen of the Year, Young Citizen of the Year and Community Event of the Year, are presented to citizens and community groups within each Tasmanian local government area in recognition of personal and collective achievements and to acknowledge outstanding contributions to the local community.

2.3. Each year the City of Hobart invites nominations from community members and organisations for award recipients in the three categories.

2.4. Promotion of the awards and nomination process is through online and print media platforms.

2.5. This report provides an overview of previous marketing and promotion and recommends an expansion of the marketing of the 2019 awards.

2.6. This report also details the assessment process undertaken and recommends no changes to the current process.

3. Recommendation

That the promotion of the Australia Day awards be increased to include a more targeted online promotional presence that includes paid advertising on social media platforms such as Facebook as well as increased presence on the City of Hobart website and in print media platforms such as the City News and Hobart Observer.

4. Background

4.1. Each year the City of Hobart holds an Australia Day award for Citizen of the Year; Young Citizen of the Year; and Community Event of the Year Award (the awards).

4.2. The awards are coordinated through the Department of Premier and Cabinet (DPAC) as part of a national program that takes place at a local government level.

4.3. The awards are presented to citizens and community groups in recognition of personal and group achievements and to acknowledge outstanding contributions to the local community.

4.4. To be eligible for the award, a nominee must be an Australian citizen who has made a noteworthy contribution to the Hobart community.

4.4.1. The Young Citizen Award is open to those who will be under 27 years of age on 26 January next.

4.4.2. The Community Event of the Year Award recognises those responsible for staging the most outstanding community event of the year.

4.5. It is noted that the numbers of nominations received over the past several years have not been high but have varied year to year. This is consistent with the feedback received from other Councils about their nominations.

4.5.1. It is further noted that the Community Achievements Awards are held in November each year which potentially could be seen as more prestigious and have an extensive media campaign.

4.6. If the number of nominations are low, the assessment panel can also be provided with nominations from the Tasmanian categories of the Australian of the Year Awards, provided by the Department of Premier and Cabinet (DPAC).

4.6.1. Over the past two years the assessment panels have been satisfied that the recommended award recipients received through the Council’s nomination process were of a very high standard and the DPAC nominations did not need to be included in the considerations.

Marketing and Promotion

4.7. Promotion for the awards is undertaken online and through traditional print platforms. In 2017 this included:

4.7.1. A three column advertisement in the Saturday Mercury newspaper on Saturday 28 October;

4.7.2. A mail out of hard copy nomination forms to a list of 400+ Community organisations;

4.7.3. Web promotion - the City of Hobart Australia Day Awards page was updated on 25 October, including a link to the application form and more information;

4.7.4. Posts on the City of Hobart Facebook Page involving past winners’ stories and images, various dates after 25 October;

4.7.5. Listing of the Australia Day awards and Citizenship Ceremony event on the National Australia Day website - 25 October;

4.7.6. Approximately 100 flyers distributed through the City of Hobart Customer Service Centre, Town Hall foyer, Mathers House and the Youth ARC from 24 November; and

4.7.7. Email promotion by all members of the Community and Culture team, including personal, professional, community and sector email networks.

4.8. While the above marketing of the awards is consistent with previous year’s processes it should be noted that in 2017 there was a considerably reduced timeframe for the promotion of the awards due to the considerations and reporting of the ‘Change the Date’ to move Australia Day from 26 January to another date.

4.8.1. Promotion could not commence until the Council had resolved its future approach to Australia Day activities.

4.9. In consultation with Communications and Marketing staff, the following additions to the promotion listed above are proposed for the 2019 awards:

4.9.1. Increased print media coverage in the form of City News articles in the December edition as well as in the Hobart Observer;

4.9.2. Print media editorial prior to the opening of nominations could also feature a previous winner and the positive impact they have had on their community;

4.9.3. Paid social media advertising, which provides targeted promotion that significantly increases the online reach through platforms such as Facebook;

4.9.4. Increased City of Hobart website presence that could include a large feature sliding image on the home page as well increased information on the dedicated awards landing page; and

4.9.5. Increased direct email promotion to all City of Hobart grant recipients and community networks.

Assessment Panel

4.10. Each year an assessment panel is convened to review applications and provide recommendations for the Community, Culture and Events Committee consideration.

4.10.1. In 2017 the assessment panel was increased to include two community sector representatives, the Director Community Development, the Manager Community and Cultural Programs and the Community Programs Coordinator.

4.10.2. The community representatives are selected for their significant experience and knowledge of community and social sector activity.

4.11. There is not an interview process undertaken in relation to these awards as the judging criteria relates directly to the person’s contribution to the community rather than their ability to articulate their achievements.

4.11.1. Many nominations are from third parties as in many cases, individuals are reluctant to highlight their own achievements or contributions.

4.12. Details of nominations and the assessment panel’s recommendations are provided to the Community, Culture and Events Committee for consideration in respect to the recipients for each award, which are then presented by the Lord Mayor at the Sandy Bay Regatta on Australia Day.

4.13. Due to the number of applications received, it is considered that the current makeup of the assessment panel is appropriate and no changes are being recommended to the process of assessing the nominations.

5. Proposal and Implementation

5.1. It is proposed that the promotion of the Australia Day awards be increased to include a more targeted online promotional presence that includes paid advertising on social media platforms such as Facebook as well as increased presence on the Council website and increased presence in print media platforms in the form of the City News and Hobart Observer.

6. Strategic Planning and Policy Considerations

6.1. The actions undertaken are consistent with Hobart 2025 A strategic Framework, and the Capital City Strategic Plan 2015 – 2025, particularly Goal 4 – Strong, Safe and Healthy Communities :

“Strategic Objective 4.1 – Community connectedness and participation realises the cultural and social potential of the community”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The cost of the Australia Day Award program marketing is attributed to existing budget allocations in the Community Planning and Coordination budget function in the annual plan.

7.1.2. It is noted that if the Council was to request an increase to the current media advertising for the awards, an additional budget allocation would be required.

7.2. Impact on Future Years’ Financial Result

7.2.1. None are foreseen.

7.3. Asset Related Implications

7.3.1. None are foreseen.

8. Legal, Risk and Legislative Considerations

8.1. None are foreseen.

9. Social and Customer Considerations

9.1. The awards provide an opportunity each year for the Council to celebrate those individuals and community organisations that have contributed significantly to local social cohesion and culture.

10. Marketing and Media

10.1. The proposed increase in the promotion and marketing of the awards as outlined within this report will increase the community’s understanding of and appreciation for the awards and encourage more nominations.

11. Community and Stakeholder Engagement

11.1. The Associate Director Communications and Marketing, Digital Content Coordinator and Acting Manager Community and Cultural Programs as well as staff from other local Councils were consulted in the preparation on this report.

12. Delegation

12.1. This report is delegated to the Council.

Kimbra Parker

Acting Associate Director Community Development

Date: 5 July 2018

File Reference: F18/29492; 17/141

Item No. 6.3

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 17

11/7/2018

REPORT TITLE: City of Hobart Food Strategy

REPORT PROVIDED BY: Project and Research Officer

Acting Associate Director Community Development

1. Report Purpose and Community Benefit

1.1. This report is provided in response to a petition tabled at the Council meeting held on Monday 18 December 2017 calling for the Council to commission a local food strategy.

1.1.1. The purpose of this report is to provide Aldermen with an update and proposed next steps with regard to a local food strategy for the City of Hobart.

2. Report Summary

2.1. Following the submission of the petition, Council officers reviewed food strategy materials from the City of Darebin (Vic), which the petition had suggested as a potential model for a similar strategy in Hobart.

2.2. Hobart and the surrounding region are known as a centre for local food production and distribution, and there is capacity for the City of Hobart to show leadership in supporting and facilitating this sector. These efforts would have sustainability, tourism and educational implications.

2.3. There are also opportunities for Council to show leadership regarding the related topics of food security and resilience, which are particularly important given Hobart’s position as an island capital city.

2.4. The creation of a food strategy or framework for Hobart could therefore improve outcomes for local food producers and other stakeholders, as well as Hobart community members more broadly.

2.5. A food strategy or framework for Hobart would provide a number of opportunities, such as:

2.5.1. Providing support and facilitation for the region to continue to show leadership in this space.

2.5.2. Improving outcomes in a wide range of areas, including: food security, nutrition, climate change, sustainability, resilience, health and wellbeing, community building, education and celebrating Tasmanian Aboriginal heritage and culture.

2.5.3. Supporting collaboration across divisions, and between Council and other stakeholders.

3. Recommendation

That:

1. The Council endorse the development of a draft food strategy or framework.

2. The draft strategy or framework be reported back to the Council for approval at the appropriate time.

4. Background

4.1. A petition containing 13 signatures (refer Attachment A to this report) was presented to the Council at its meeting held on Monday 18 December 2017. The petition called for ‘the need for a local food strategy for Hobart to promote local food growing, health and businesses’. The petitioners sought for the ‘Hobart City Council to commission a food strategy along the lines of Darebin (Vic) food strategy 2014-18’.

4.2. Following the submission of the petition, Council officers reviewed food strategy materials from the City of Darebin (Vic).

4.2.1. The City of Darebin has two documents of particular relevance: the Urban Food Production Strategy 2014-2018 and the Food Security and Nutrition Action Plan 2016-2020.

4.2.2. In combination, the documents present a compelling approach to local food, comprising sustainability and environmental elements, as well as community and inclusion elements.

4.3. Hobart and the surrounding region are already known nationally and globally as a centre of quality local food production, and many tourists visit the area on that basis.

4.3.1. Major events and markets, such as Salamanca Market, Farm Gate Market and the Taste of Tasmania are well-known celebrations of this status.

4.4. There is also a strong culture of home food production (i.e. vegetable gardening), and strong community support for local and native food production for sustainability, health, community and cultural purposes.

4.4.1. Findings from vision project community engagement reinforced these anecdotal observations.

4.5. At the same time, Council is aware that not all community members have the required access to food, locally produced or otherwise.

4.5.1. Thus, there is an important focus on social inclusion and food security for people experiencing disadvantage.

4.6. There are likewise food security implications from the resilience standpoint, in the event of climate change, natural disaster or supply chain disruption.

4.7. The topic of local food relates to several areas of Council operations, presenting a good opportunity to collaborate across divisions and deliver on the ways of working that community members have called for through the vision project engagement.

4.7.1. A food strategy or framework for Hobart would involve staff working in a range of areas, such as:

· By-laws (e.g. on beekeeping)

· Community programs (e.g. Still Gardening)

· Services provided by the Council (e.g. compost and mulch)

· Environmental health (e.g. for licensing)

· Climate Change (future impacts).

5. Proposal and Implementation

5.1. It is proposed that the Council endorse the development of a draft food strategy or framework.

5.2. The draft strategy or framework would be reported back to the Council for approval at the appropriate time.

5.3. Responsibility for the strategy or framework would sit with the Community and Culture Division.

5.3.1. The research, community engagement and strategy/framework development would be undertaken internally.

6. Strategic Planning and Policy Considerations

6.1. A food strategy or framework would align with several strategic objectives and focus areas for the Council:

6.1.1. Capital City Strategic Plan 2015-2025 strategic objectives

“3.1 Increased resilience to climate change

3.4 Leadership in environmental performance with the efficient use of natural resources

4.1 Community connectedness and participation realises the cultural and social potential of the community

4.3 Build community resilience, public health and safety

5.2 Opportunities are embraced and risks are recognised and managed.”

6.1.2. Social Inclusion Strategy 2014-2019 domains:

· Community engagement and participation

· Vibrant places

· Affordable living

· Economic participation

· Health and wellbeing

6.1.3. Waste Management Strategy 2015-2030 focus areas:

“4.3 Encourage and support existing and new community gardens and at home composting programs.”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. As the project to create the framework would be undertaken internally (and therefore not require consultant support), there would be no impact on the current year’s operating result.

7.2. Impact on Future Years’ Financial Result

7.2.1. None arise from this report.

7.3. Asset Related Implications

7.3.1. None arise from this report.

8. Legal, Risk and Legislative Considerations

8.1. A food strategy or framework for Hobart would support the Council to manage risk, through increasing community resilience and security in relation to food access and improvements to environmental sustainability overall.

9. Environmental Considerations

9.1. A food strategy or framework for Hobart would have positive environmental impacts at its core.

9.1.1. Producing and distributing food locally yields a range of benefits, from reduced transport emissions to improved soil health.

10. Social and Customer Considerations

10.1. Social and customer considerations would feature strongly in such a document.

10.1.1. Collaborating across divisions to develop the document would help improve customer interactions with Council in areas relevant to local food.

10.1.2. The food security, nutrition and health and wellbeing focus would support community inclusion, participation, belonging and engagement.

11. Marketing and Media

11.1. There are significant marketing and media opportunities relevant to the proposal.

11.1.1. Supporting local producers and distributors represents a good news story for Council, in areas such as economic development, tourism and community health and wellbeing.

11.1.2. Disaster and supply chain disruption preparedness and resilience is likewise an important topic present in the mind of community members.

11.1.3. Supporting community members in gardening and other food-related activities and initiatives is another good news opportunity, as it is an important part of life for many Hobartians.

12. Community and Stakeholder Engagement

12.1. The project to create a food strategy or framework would involve internal engagement.

12.1.1. Preliminary discussions have been undertaken regarding potential links with the climate change strategy currently in development.

12.1.2. Further internal engagement could include staff with roles related to food production, distribution, consumption, programming, regulation and disposal, for example.

12.2. External engagement could include wider community engagement, as well as stakeholder engagement with representatives from a variety of sectors related to food in Hobart.

13. Delegation

13.1. This matter is delegated to the Council.

Marisa McArthur

Project and Research Officer

Kimbra Parker

Acting Associate Director Community Development

Date: 6 July 2018

File Reference: F18/59452; 18/85

Attachment a: Local Food Strategy Petition ⇩

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 38

11/7/2018

8. Questions Without Notice

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

File Ref: 13-1-10

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

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

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

(i) offer an argument or opinion; or

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

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

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

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

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

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

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

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

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

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.