Agenda of Community, Culture and Events Committee Meeting

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 4

9/1/2019

Community, Culture and Events Committee Meeting (Open Portion) held Wednesday, 9 January 2019 at 5:00 pm in the Lady Osborne Room, Town Hall.

COMMITTEE MEMBERS

Harvey (Chairman)

Sexton

Dutta

Ewin

Sherlock

NON-MEMBERS

Lord Mayor Reynolds

Deputy Lord Mayor Burnet

Zucco

Briscoe

Thomas

Denison

Behrakis

Apologies:

Leave of Absence: Nil.

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, 5 September 2018, the Special Open Community, Culture and Events Committee meeting held on Monday, 17 September 2018, and the Open Portion of the Special Community, Culture and Events Committee meeting held on Monday,3 December 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.

Members of the Committee 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. 6.3

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 22

9/1/2019

REPORT TITLE: City of Hobart Grants Program - Delegation for Approval

REPORT PROVIDED BY: General Manager

Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. This report is proposing that the General Manager be delegated authority to approve all grants administered under the City of Hobart Grants Program which offer support between $1,000 and $20,000.

1.2. It is considered that this amendment to the Grant Program would provide improved governance, greater meet the community expectation for a transparent, highly regulated grant program and streamline the existing program to provide outcomes to the community in a timely manner.

2. Report Summary

2.1. The report details the assessment process for all City of Hobart grants administered through the Community and Culture Division and outlines the considerations related to the current process. Currently, assessment panel recommendations are required to be endorsed by Committee and then approved by the Council. These considerations include:

2.1.1. Operational delay due to Committee and Council meeting schedules prolonging notification for grant applicants. This operational delay often means that grant applicants are not able to progress their planning in a reasonable timeframe and/or their promotional material has already been finalised resulting in the City of Hobart contribution not being fully recognised.

2.1.2. The possible perception that the current process may allow for external influences to impact on an otherwise robust assessment process that strongly adheres to a Council approved criteria.

2.1.3. A consistent approach to grant approvals noting the Waste Reduction Grants are currently delegated to the General Manager for approval and the Dr Edward Hall Environmental Grants are currently delegated to the City Planning Committee for approval.

2.2. It is recommended that grant programs funding $1,000 to $20,000 be approved by the General Manager. Grant programs funding over $20,000 would still be approved by the Council, given the significant level of investment.

2.2.1. Subject to approval, the Applications for Grants - City of Hobart Grants Program policy would need to be updated (as shown in Attachment A to this report).

2.2.2. An amendment to the Policy in relation to the recent awarding of the Theatre Council of Tasmania for a City Partnership has also been included in the amendments.

2.3. The Acting Associate Director Community and Culture currently has delegation to approve quick response grants up to a value of $1,000. It is proposed that this delegation remain unchanged.

2.3.1. A report detailing the approved quick response grants is provided to each meeting of the Community, Culture and Events Committee.

2.4. A formal report detailing the results of the assessment process and recommendations would be prepared for the General Manager’s consideration prior to formal approval.

2.4.1. Once recommendations were endorsed, a copy of the report and assessment details would be provided to Aldermen / Councillors for information.

3. Recommendation

That:

1. In the interests of good governance and in order to streamline the current grants process, it is recommended that pursuant to Section 22 of the Local Government Act, the Council delegate authority to the General Manager to approve all grants administered under the City of Hobart Grants Program which offer support between $1,000 and $20,000.

2. The current Council Policy, Applications for Grants - City of Hobart Grants Program, be amended to reflect the change.

3. Following the General Manager’s approval of the recommendations, a report and assessment details be provided to Aldermen / Councillors for their information.

4. Background

4.1. Currently there are 15 grant programs under the City of Hobart Grants Program with a robust and detailed assessment process.

As detailed in the Applications for Grants - City of Hobart Grants Program Policy, the six Quick Response grants are assessed by Council officers with approval delegated to the Acting Associate Director Community and Culture and Associate Director Communications and Marketing. These grants include:

· Creative Hobart Quick Response (Up to $1,000)

· Community Quick Response (Up to $500)

· Event Quick Response (Up to $1,000)

· Community Christmas Activation Quick Response (Up to $750)

· Venue Support Quick Response (Up to $1,000)

· Civic Banners Quick Response (Up to $1,000)

4.2. A report detailing the grants approved under delegation is presented to each meeting of the Community, Culture and Events Committee.

4.3. The other nine grant programs are assessed by assessment panels, comprising of both staff and external representatives. The assessment panel recommendations are referred to either the Community, Culture and Events Committee or the Economic Development and Communications Committee for Marketing Grants via an officer report and then to the Council for consideration.

4.4. These grants include:

· Creative Hobart Small ($1,000 - $5,000)

· Creative Hobart Medium ($7,000 - $15,000)

· Creative Hobart Major Cultural Organisations (Over $10,000)

· Community Small ($1,000 - $5,000)

· Event Medium ($1,000 - $20,000)

· Event Partnership (Over $20,000)

· Community Christmas Carols (Up to $15,000)

· Local Trader Marketing (Up to $8,000)

· Shopfront Improvement (Up to $5,000)

4.5. The City of Hobart Grants Program has also recently commenced delivering and administering the Waste Reduction Grants (currently with delegation to the General Manager) and the Dr Hall Environmental Grants delegated to the City Planning Committee for approval.

4.5.1. It is considered that these grants also be managed and approved utilising the same consistent, robust approach.

4.6. In 2018, the process of approvals in the Small and Medium rounds took up to eight weeks from the assessment meeting to the final Council approvals. This meant an applicant applying in the February round did not know their funding outcome until the end of May for projects that potentially could commence at the start of July.

4.6.1. This was an even longer process for the August grant round in light of Committee meetings in October/November having to be postponed due to Local Government elections.

4.7. It is considered that by providing delegated approval to the General Manager it would increase efficiency, provide a faster response to the community and allow more time to plan, organise and promote their grant supported activity.

4.7.1. It is currently difficult for some organisation/event organisers to adequately promote the City of Hobart’s support as they need to have their advertising collateral finalised prior to the announcements of the successful grants.

4.8. It is anticipated that if approval was delegated to the General Manager, there would be a turn-around of approximately two weeks from when the assessment panel made their recommendations until grant recipients are formally advised of the outcome.

4.9. Currently assessment outcomes are not provided to applicants until the final approval is made by the Council, however this information is displayed publically when the report is sent to committee for consideration. This effectively allows applicants to gain prior warning of the grant assessment outcomes and potentially lobby Aldermen / Councillors for a changed decision. This effectively reduces transparency and can be seen to compromise the rigour of the process.

4.10. Good practice in grant provision recommends the establishment of procedures to avoid potential conflicts of interest (actual and perceived) by anyone (staff or councillors) involved in the assessment, selection and approval of grants.

4.11. It is considered that transparency in how funds are allocated and accountability for how public monies are used is essential to maintain public trust and confidence in the integrity of a council’s decision-making processes.

4.12. This proposal aligns with the Capital City Strategic Plan 2015-2025, Strategic Objective 5.1 - The organisation is relevant to the community and provides good governance and transparent decision-making.

4.13. This is further articulated in the Hobart - A community vision for our island capital document, Pillar 8 that states 8.1 We are strong in our ethics - 8.1.1 We act with authenticity and integrity. We are transparent, accountable and responsible to each other. We are trusting and trustworthy. We reflect on and evaluate our performance. And we expect this of our government.

4.14. The City of Hobart has adopted a robust assessment process which responds to the guideline criteria approved by the Council. The assessment panels include external representatives from the community who are deemed to be experts in their subject area, as well as City of Hobart staff from both within and outside of the Community and Culture Division.

4.15. Each panel recommendation has documented feedback and is written in the context of the guidelines and in strict alignment with the assessment criteria. There is a risk when recommendations are referred to the Council that decisions can be changed that are not based on approved guidelines and assessment criteria and the process becomes compromised. This can be viewed as undermining the robust work of the assessment panel in making considered and informed recommendations.

4.15.1. It is considered that it would demonstrate good governance to remove the opportunity for any lobbying of elected representatives and negate any risks associated with potential conflicts of interest.

4.16. It is noted that over the period of the grant program, external assessors involved in assessing other local and interstate grant programs have expressed concern that there could be external influences affecting the outcomes of this rigorous, transparent process.

4.17. The proposed recommendation does not include grants which fund over $20,000, as it is considered that the high level of investment would still be appropriate for consideration and approval by the Council.

4.18. There are currently two annual grant rounds that close in July in this category and include:

· Event Partnerships (Over $20,000)

· Creative Hobart Major Cultural Organisations (Over $10,000) - many of the grants awarded are over $20,000 through this grant round.

5. Proposal and Implementation

5.1. It is proposed that in the interests of good governance and operational efficiency, pursuant to Section 22 of the Local Government Act, the Council delegate authority to the General Manager to approve all grants administered under the City of Hobart Grants Program which offer support between $1,000 and $20,000.

5.1.1. The Applications for Grants - City of Hobart Grants Program policy be amended (as shown in Attachment A to this report).

5.2. Following the General Manager’s approval of the recommendations, a report and assessment details be provided to Aldermen / Councillors for their information.

6. Strategic Planning and Policy Considerations

6.1. The provision of the City of Hobart Grants Program responds to City of Hobart strategies, most specifically:

6.1.1. The Capital City Strategic Plan 2015-2025:

· Offers opportunities for all ages and a city for life

· Is recognised for its natural beauty and quality of environment

· Is well governed at a regional and community level

· Achieves good quality development and urban management

· Is highly accessible through efficient transport systems

· Builds strong and healthy communities through diversity, participation and empathy

· Is dynamic, vibrant and culturally expressive.

6.1.2. The Governance priority area of activity in the Capital City Strategic Plan 2015-2025 states that - The organisation is relevant to the community and provides good governance and transparent decision-making.

6.1.3. The Economic Development, Vibrancy and Culture priority area of activity in the Capital City Strategic Plan 2015-2025:

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

· Cultural and creative activities build community wellbeing and economic viability.

6.1.4. The City of Hobart Social Inclusion Strategy 2014-2019:

· Recognising that diversity in the community is one of Hobart’s greatest assets

· Ensuring that the needs and aspirations of the most disadvantaged people in the community are addressed

· Identifying and understanding the root causes of disadvantage and giving priority to supporting early intervention and prevention approaches

· Promoting and providing equity and access to all our activities, programs, facilities and services.

6.1.5. Creative Hobart Cultural Strategy - the City as:

· A platform for creativity

· An incubator of diversity and excellence in the arts and culture

· A connector of creative people and the community.

7. Financial Implications

7.1. Impact on Current Year Operating Result

7.1.1. There is no impact on the current financial year resulting from this proposal.

7.2. Impact on Future Years’ Financial Result

7.2.1. There is no impact on future year’s financial result.

7.3. Asset Related Implications

7.3.1. There are no asset related implications.

8. Legal, Risk and Legislative Considerations

8.1. It is considered that this proposal provides operational benefit, improves governance and assists in mitigating risks associated with lack of transparency and the potential perception of interference in the process.

9. Marketing and Media

9.1. The proposed changes to the Community Development Grant Program does not present a marketing or media opportunity.

10. Community and Stakeholder Engagement

10.1. The Community Development Officer - Grants, Community Activation Coordinator and Associate Director Communications and Marketing were consulted in the writing of this report.

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.

N.D Heath

General Manager

Kimbra Parker

Acting Associate Director Community and Culture

Date: 3 January 2019

File Reference: F18/125072; 18/279

Attachment a: Applications for Grants - City of Hobart Grants Progam Policy ⇩

Item No. 6.4

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 38

9/1/2019

REPORT TITLE: Sandy Bay Senior Citizens Club - Lease

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to consider a request for a lease renewal of the community facility at 23 Lambert Avenue, Sandy Bay to the Sandy Bay Senior Citizens Club (SBSCC) for a period of five (5) years, with an option for a further five (5) years.

2. Report Summary

2.1. A request has been received from the Sandy Bay Senior Citizens Club, to renew its lease for the community facility located at 23 Lambert Avenue, Sandy Bay for a period of five (5) years, with an option for a further five (5) years.

2.2. The Club has leased the facility continuously since 10 December 1982.

2.3. The proposed area for lease has been amended to excise the majority of the car park in order to ensure community access and in acknowledgement that the car park is maintained and cleansed by the City of Hobart.

2.4. As Aldermen and Councillors may be aware, the SBSCC has expressed concerns over the removal of the car park from their lease. However it is noted that there is a clause in the lease agreement stipulating that the Club will continue to have full access to the car park with no operational changes proposed.

2.5. The Club has now formally agreed to the conditions included in the draft lease which includes the removal of the majority of the car park from the leased area.

2.6. The Club has met the conditions of the current lease, as such the request for a new lease is supported.

2.7. As the requested lease term exceeds five (5) years, statutory community engagement pursuant to Section 178 of the Local Government Act 1993 will be undertaken.

3. Recommendation

That:

1. A lease to the Sandy Bay Senior Citizens Club over the community facility located at 23 Lambert Avenue for a period of five (5) years, with an option for a further five (5) years, be approved, subject to no objections being received during the statutory community engagement process required under Section 178 of the Local Government Act 1993.

(i) Should any objections be received during the community engagement period, a further report will be provided to the Council.

2. The leased area be provided at a nominal annual rent ($50 per annum).

3. The General Manager be authorised to finalise the terms and conditions of the lease.

4. In accordance with the Council Policy ‘Grants and Benefits Disclosure’ the benefit recognised to the Sandy Bay Senior Citizens Club by way of reduced rental as part of the new lease be disclosed in the City’s Annual Report.

4. Background

4.1. The Sandy Bay Senior Citizens Club has occupied the facility which is on City-owned land since 10 December 1982.

4.2. The current lease was approved by the Council in May 2014 for a term of one year with a three year option that concluded on 1 July 2018. This shorter term lease was developed following the previous Sandy Bay Senior Citizens Club Committee advising that they no longer had the capacity to run the facility and that they wished to hand the facility back to the City to manage.

4.2.1. Subsequently an Expression of Interest (EOI) process was undertaken seeking interested parties to manage this property as a community facility. Three EOI’s were received, however prior to a EOI being formally accepted, a group of club members came forward and formed a new committee who wished to continue to hold the lease and manage the facility as a senior citizens club.

4.3. There is a holding over provision in the lease for the agreement to be carried over on a month by month basis until a new lease is finalised (this is a standard clause for Council’s non-profit leases).

4.4. An inspection of the buildings and surrounds by officers has revealed that the lessee is complying with the conditions of the current lease to a high standard.

4.5. A valuation of the leased area has been undertaken by Opteon with the market rental value being assessed at $42,500 p.a. (exc. GST).

4.6. The Club has again requested that a similar nominal annual rental as the current lease be applied ($50 per annum).

4.7. As is the case with the current lease agreement, the Club will assume full responsibility for both internal and external maintenance of the property.

4.8. The Club will also be responsible for any asset replacement required during the term of the agreement.

4.9. An assessment of the request under Council Policy ‘Leases to Non-Profit Organisations’ is shown as Attachment A to this report.

Car Park Amendment

4.10. The proposed area for lease has changed as the majority of the car park has been excised in order to ensure community access.

4.11. The current lease includes 27 parking spaces and one accessible space in front of the facility. Since the facility was opened in 1983 this car park has serviced the SBSCC facility along with the adjacent sports fields and recreation areas. Although the car park has been included in the lease agreement for the SBSCC, for the past 35 years, the car park (and adjacent park area) has been maintained and cleaned by the Parks and City Amenity Division of the City of Hobart.

4.12. The majority of the lighting costs for this area are covered by the City of Hobart with the SBSCC making a small contribution. It was suggested that the SBSCC not be required to pay any contribution to the lighting noting the broader use of the car park but the club advised that they wished to keep contributing to the lighting.

4.13. In April 2017, the SBSCC raised issues of community members accessing the adjacent recreational facilities utilising the car park causing frustration to the members of the SBSCC who were attending activities and unable to park close to the facility.

4.14. The SBSCC mentioned to Parks officers that they were considering installing a boom gate to prevent access to the car park for anyone apart from their members.

4.15. The then Lord Mayor, Sue Hickey, General Manager and Parks staff subsequently met with the club and a range of measures to address concerns were implemented including:

· Writing to hirers of the ovals to encourage them not to use this car park;

· Installation of signage;

· Renewed line marking to ensure maximum parking capacity;

· Installation of an accessible parking space.

4.16. The above works were arranged, delivered and funded by the City of Hobart.

4.17. It is the strong opinion of Council Officers from the Parks and City Amenity Division and Community and Culture Division that this car park is a valuable community asset that services the recreational area and Queenborough sports grounds and that it is important to protect public access through excising this area from the SBSCC lease. It is designated as public land and has served this purpose for many years without complaint up until recent months.

4.18. It is acknowledged that on occasions there may be cases when parking in the area is at a premium, but this is the situation with any highly utilised recreational facility or area. The same situation arises at all community facilities where the parking capacity does not meet all needs of the broad community. It is not considered appropriate however, for a car park to sit vacant for large periods of time and have community members utilising Council sports grounds and recreational facilities having to park outside people’s homes.

4.19. It is considered that excising the majority of the car park from the facility lease is the most appropriate way of safe guarding the public availability of the car park for future years noting that the maintenance and cleaning will continue to be managed by the City of Hobart. It is further proposed that the two spaces closest to the building be further signed for SBSCC usage only to provide an additional option for members who may be frail and need close parking. There is also plenty of opportunity within the car park for dropping off elderly patrons.

5. Proposal and Implementation

5.1. It is proposed that a new lease for a period of five (5) years, with an option for a further five (5) years, to the Sandy Bay Senior Citizens Club over the property at 23 Lambert Avenue Sandy Bay, be granted approval.

5.2. Should any objections be received during the statutory community engagement period required under Section 178 of the Local Government Act 1993, a further report will be provided to the Council.

5.3. A new lease agreement has been drafted by the City’s legal services officers.

6. Strategic Planning and Policy Considerations

6.1. The Capital City Strategic Plan 2015-2025 supports the proposal with Strategic Objective 4.1.4:

Facilitate and support local community groups to enhance community programs and reduce social isolation.

6.2. Assessment of the request was undertaken in accordance with Council Policy ‘Leases to Non-Profit Organisations’.

6.3. The proposed benefit of the lease, on nominal terms, is to be recorded in the City’s Annual Report, in accordance with Council Policy ‘Grant and Benefits Disclosure’.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. There will be no impact as a result of this proposal.

7.2. Impact on Future Years’ Financial Result

7.2.1. There will be no impact as a result of this proposal.

7.3. Asset Related Implications

7.3.1. There are no foreseen implications.

8. Legal, Risk and Legislative Considerations

8.1. The City’s legal staff have drawn up a draft lease agreement to ensure the City’s risk is minimised.

8.1.1. The lease term requires each lessee to hold public liability insurance for no less than $20 million.

8.1.2. The lease agreement requires that the SBSCC provide regular reports on their financial status and facility usage statistics.

8.2. As the requested new lease term is for a term exceeding 5 years, provisions of the Local Government Act 1993 pertaining to the disposal of public land (including leasing) are triggered.

9. Delegation

9.1. This matter is delegated to the Council.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 2 January 2019

File Reference: F18/151152; 15/153-219

Attachment a: Leases to Non-Profit Organisations ⇩

Item No. 6.5

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 46

9/1/2019

Memorandum: Community, Culture and Events Committee

Update Regarding Late Night Toilet Provision - Salamanca/Waterfront Precinct

This memorandum provides an update to the Council resolution of 19 March 2018 regarding late night toilet provision - Salamanca/waterfront precinct:

“That: 1. The operating hours of the Salamanca Square public toilets be extended to 3 am on Friday and Saturday nights, and during limited special events (such as pre-Christmas extended trading in Sullivans Cove and New Year’s Eve) for a further year from 30 March 2018 to 30 March 2019 inclusive, with a review after 3 months and a report to Council identifying potential cost savings and efficiencies.”

As per the resolution, the provision of late night toilets in Salamanca Square until 3 am Saturday and Sunday mornings has continued.

Provision of this facility enhances safety and public amenity in the Salamanca area whilst providing the opportunity for more permanent toilet options to be explored.

Digital counters at the facility show that usage has remained steadily high between May and December 2018, with a slight increase in numbers from the same period last year.

An update regarding efficiencies has not been provided earlier as we awaited the completion of the tender process for Council’s cleansing requirements for all public toilets across the city. This tender process was anticipated to provide financial efficiencies as well as potential changes to cleansing times to also reduce operational costs. This process is now complete and the new contractors are in place.

A range of avenues for cost saving and efficiencies have been explored by Officers, resulting in a projected reduction in service costs from $72,300 to $56,700 per annum providing a saving of approximately $15,600 per annum.

Officers will continue to consider potential cost-savings and efficiencies over the following months.

REcommendation

That the information contained in the memorandum of the Acting Associate Director Community and Culture dated 2 January 2019 titled “Update Regarding Late Night Toilet Provision – Salamanca/Waterfront Precinct” be received and noted.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 2 January 2019

File Reference: F19/85; RFS14-0100-02

Item No. 7.1

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 48

9/1/2019

7. Motions of which Notice has been Given

7.1 English Language Classes in Hobart

File Ref: F19/175; 13-1-9

Councillor Zelinda Sherlock

Motion

“That a report be provided to detail the current provision of English language classes in Hobart; to provide examples of services provided in other cities; and to explore the possibilities for increased provision of intensive English language services in Hobart in collaboration with the State Government.”

Rationale:

“Language is one of the most important factors in successful settlement in a new country. English language proficiency is vital for participation in education, work, feelings of belonging and for involvment in the broader life of the community. Without adequate language skills, new arrivals can struggle to integrate and contribute to the community. Students quickly fall behind in their studies; adults struggle to find work; and daily tasks such as shopping and accessing services can prove challenging. Intensive English language courses upon arrival ensure that migrants and refugees start off their new life with the best possible chance of success.

Currently, there appears to be insufficient intensive English language class provision in Hobart upon arrival of new migrants, a deficieny and gap that needs to be addressed within the education system, working with representative groups, advocay agencies and broader English language schools. It has been reported that conversation classes may not be adequate to address the current demand, nor meet the basic requirements of English education, per national standards and common practice.

The City of Hobart have had a long commitment to advocating for the needs of migrants and refugees in Hobart, delivering on a multicultural strategy since 2009. The Multicultural Strategy 2014 – 2019 guides current action in three priority areas: Perception, Communication and Participation. The Community Vision for Our Island Capital includes the following statement:

Pilar 8.4.1 - “We embrace those who have moved to Tasmania from elsewhere and work together for better economic outcomes. We welcome new people into our culture, quality of life and opportunities for meaningful employment.”

It is noted that whilst service provision to migrants and refugees is not the mandate of Local Government, advocating for the needs of this community is a key role for Local Government and is in accordance with the City of Hobart’s Multicultural Strategy 2014-2019.”

The General Manager reports:

“In line with the Council’s policy in relation to Notices of Motion, I advise that the matter is considered to be within the jurisdiction of the Hobart City Council as it aligns with the City of Hobart’s Multicultural Strategy 2014-2019.”

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