Agenda of Community, Culture and Events Committee Meeting

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 5

6/2/2019

Community, Culture and Events Committee Meeting (Open Portion) held Wednesday, 6 February 2019 at 5:30 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, 9 January 2019 and the Special Community, Culture and Events Committee meeting held on Monday, 21 January 2019, 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. 6.1

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 8

6/2/2019

REPORT TITLE: North Melbourne Football Club - Community Partnership Outcome Report

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. This report is presenting the Council with an annual report provided by the North Melbourne Football Club (NMFC) as required as part of the formal Community Engagement Agreement approved by the Council on 23 January 2017.

1.1.1. This report details community engagement outcomes as specified in the key performance indicators.

2. Report Summary

2.1. As detailed in the Community Engagement Partnership Agreement with the NMFC, an annual report is required to be provided that addresses a range of key performance indicators across the three program areas including the Community Camp, Next Generation in Schools program and the GOAL! program (formerly called e-Huddle).

2.2. NMFC has provided a 12 month progress report that details all activities undertaken and the outcomes against the specified targets. This progress report is shown at Attachment A to this report.

2.3. The 12 month progress report demonstrates that many of the key performance indicators for the 2018 season were exceeded, particularly in the Next Generation in Schools program.

2.4. The report also responds to the Council’s request that the General Manager be authorised to negotiate a reduced family membership for each year of the Partnership Agreement. It is noted that 612 free Prep student memberships were provided in 2018. This number has reduced from 2017 as in 2018 NMFC released more than 1,500 free ‘Huddle Bay’ tickets across the three Hobart games via Primary schools limiting the number of family memberships being purchased.

2.5. It is noted that the GOAL! program was only in the early stage of implementation in 2018 with it being anticipated that there will be a significant increase in the schools registered in the Hobart region for this program in 2019.

3. Recommendation

That the North Melbourne Football Club Community Engagement Partnership 12 month report for 2018 be received and noted.

4. Background

4.1. The Council at its meeting held on 23 January 2017 resolved:

“That 1. The Council become a community engagement partner with the North Melbourne Football Club with a value of $50,000 cash and $5,000 per annum in-kind support being provided for a period of three years.

2. The General Manager be delegated the authority to negotiate and agree to the terms of the resulting Partnership Agreement with the North Melbourne Football Club, and to execute the Agreement on the Council’s behalf, noting that the Partnership Agreement is a three year grant, subject to appropriate performance criteria and annual review requirements to the satisfaction of the General Manager.

(i) The General Manager be authorised to negotiate a reduced family membership for each year of the Partnership Agreement.

3. An allocation of $55,000 be made from general reserves in the current financial year with a further allocation of $55,000 per annum being included in the draft budget for the 2017/2018 and 2018/2019 financial years.

4. The funding provided by the City of Hobart be recorded in the relevant Annual Reports in accordance with the Council’s policy in relation to the disclosure of grants and benefits.

5. The Council develop a policy and criteria to enable consistency around the consideration of future requests.”

4.2. All items as detailed in the above resolution have been actioned apart from item 5, noting that a policy and criteria will be developed by the City Economy, Tourism and Events Division.

4.3. A subsequent Goodwill Agreement (2017-2019) that provides the NMFC with additional access to the City of Hobart Banner Program for all games held in Hobart in exchange for the NMFC providing free community ticketing and promotional opportunities has also been negotiated for the 2019 season in line with the agreed contract.

5. Proposal and Implementation

5.1. It is proposed that the North Melbourne Football Club Community Engagement Partnership 12 Month report for 2018 be received and noted acknowledging that many of the key performance indicators for the 2018 season have been exceeded.

5.2. It is noted that the GOAL! program was only in the early implementation phase in 2017 with it being anticipated that there will be several schools registered in the Hobart region for this program in 2019.

6. Strategic Planning and Policy Considerations

6.1. A partnership with the NMFC is aligned with the Capital City Strategic Plan 2015-2025 particularly:

“Goal 1 - Strategic Objective 1.2 Strong national and international relations;

Goal 4 - Strategic Objective 4.1 Support accessible education and lifelong learning opportunities, 4.2. City facilities, infrastructure and open spaces support healthy lifestyles and 4.2.4 Deliver and support recreation, education, social and healthy living programs and activities in city facilities; and

Goal 5 - Strategic Objective 5.4.3 Further enhance engagement activities with the community.”

6.2. The community engagement programs also align strongly with the City of Hobart Social Inclusion, Youth, Multicultural and Children and Families Strategies 2014-2019.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The funding allocation of $50,000 cash and $5,000 in-kind support has been included in the current year’s operating budget.

7.2. Impact on Future Years’ Financial Result

7.2.1. The funding allocation of $50,000 cash and $5,000 in-kind support will be included in the 2019-20 financial year’s budget preparation in accordance with the previous Council resolution.

7.2.2. It is noted that 2019 is the final year of the current agreement.

7.3. Asset Related Implications

7.3.1. Not applicable.

8. Legal, Risk and Legislative Considerations

8.1. There are no legal, risk or legislative considerations as part of this report.

9. Social and Customer Considerations

9.1. The community engagement programs support the implementation of several of the Social Inclusion domain areas in the City of Hobart Social Inclusion Strategy 2014-2019, specifically Community Participation, Economic Participation and Health and Wellbeing.

9.2. The NMFC activity report demonstrates that there has been significant participation of community members through the community camp program and participation by students in the Next Generation in Schools Program.

10. Delegation

10.1. 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.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 31 January 2019

File Reference: F18/154304; 17/18

Attachment a: North Melbourne Football Club Community Engagement Partnership - 12 month progress report ⇩

Item No. 6.2

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 17

6/2/2019

REPORT TITLE: Housing with Dignity Reference Group

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to respond to the following Notice of Motion from the Council meeting on Monday 3 December 2018:

“That a report be provided to detail the development of a community reference group supported by Council that includes people with a lived experience of homelessness including terms of reference.”

1.2. A suggested methodology is detailed in this report in conjunction with draft Terms of Reference for the Housing with Dignity Reference Group.

2. Report Summary

2.1. Internationally, and within Australia, good consumer practice shows that:

· Decisions made in partnership with community members input are more sustainable, transparent and have more weight;

· Consumer needs and issues change - consumer engagement ensures that issues and needs are readily identified and responded to appropriately;

· Engaging with consumers in planning, co-design, delivery and evaluation results in better programs and services;

· Better relationships, based on consumers having more control generate in better health and wellbeing outcomes; and

· Appropriate consumer engagement fulfils a modern, democratic right - that of having a say in decisions affecting community life.

2.2. In order to strengthen our engagement in the areas of Affordable Housing and Homelessness and to provide a voice to members of our community who may be marginalised or who have personally experienced housing stress, it is proposed that a Housing with Dignity Reference Group be established.

2.2.1. The group would comprise of representatives from the three categories of homelessness, and people with a lived experience of severe rental stress or homelessness who are now housed.

2.2.2. The three categories of homelessness are determined as follows:

· Primary homelessness - where a person has an improvised dwelling, tent or no accommodation at all; also known as ‘rough sleeping’.

· Secondary homelessness - where a person is accommodated in a hostel, shelter, refuge or another person’s home on a temporary basis.

· Tertiary homelessness - where a person is accommodated in a boarding house, shelter or hotel on a medium term basis.

2.3. It is proposed that members of the committee self-select, with targeted invitations to ensure that a diverse range of lived experience voices have a voice at the table. The draft Terms of Reference for the Housing with Dignity Reference Group are shown at Attachment A to this report.

2.4. It is proposed that this reference group work with the Council to review the City of Hobart Housing and Homelessness Strategy 2016-2019. The Reference Group would be a crucial reference point for the Council in this work going forward. The reference group would provide expertise and input into the drafting of the new strategy.

2.5. The reference group would also provide an opportunity for deeper consultation with the community experiencing, or having experienced homelessness or severe housing stress. This reference group would provide a mechanism for these often ignored voices to be heard and an opportunity to advocate and lobby State and Federal governments for improved housing opportunities and support.

2.6. Due to the nature of homelessness resulting in community members potentially being unsettled and transient, it is envisaged that membership of this committee by some community members may be ad-hoc or irregular.

2.7. It is acknowledged that Colony 47 and Bethlehem House currently work with consumer groups and it is proposed that representatives from the Colony 47 Consumer Reference Group, and the Bethlehem House Residents Group be invited to attend the City of Hobart’s reference group with a support worker as they may feel they need the consistency of support, and confidence.

2.8. Anglicare is the largest provider of homelessness support services in the state, and it is considered that a consumer representative from this organisation would be important.

2.9. It would be intended that this group would operate in a similar fashion to the Access Advisory Committee and accordingly, it is proposed that an Elected Member be nominated to be a representative on the group, and a proxy be appointed.

2.10. It is proposed that the first meeting of the group be Chaired by the nominated Elected Member. At this first meeting the Chairmanship of the group be discussed with a Chair being selected for the following 12 month period.

2.10.1. It is recommended that a review of the group be undertaken after one year of operation.

2.11. The reference group would meet bi-monthly and have the scope and opportunity to invite experts to subcommittee meetings, or working groups of interest, for the sharing of relevant information and for policy direction.

3. Recommendation

That:

1. Council approve the establishment of a Housing with Dignity Reference Group comprising of community members with lived experience of homelessness or severe housing stress.

2. An Elected Member and proxy be nominated to be a member of the reference group.

3. The operation of the reference group be reviewed after one year of operation.

4. Background

4.1. In 2009, the City of Hobart supported the delivery of a “Homeless Connect” event which was a one day event aimed at fostering social inclusion and access to services providers to people experiencing homelessness in the city. This event was developed as a national program through the Council of Capital City Lord Mayors (CCCLM). This event was delivered for four years.

4.2. Over the past ten years, the city has developed and updated a Housing and Homelessness Strategy 2016-2019, with a framework for the organisation to make informed and strategically beneficial decisions in relation to housing and homelessness. This framework operates as a reference for identifying strategic opportunities and planning organisational activities to ensure the best outcomes for the people of Hobart.

4.3. The strategy clearly outlines the Council’s role and priority areas of activity in housing and homelessness, within a social inclusion framework. These include: planning; park and civic space management; city activation and connection; community development and strategic partnerships.

4.4. The city undertakes a range of actions within the identified priority areas of activity in the Hobart municipal area including responses to homelessness. Officers work in collaboration with others to address housing affordability and homelessness issues and promote socially mixed communities and housing diversity.

4.5. Some of the current work includes a designated budget to implement homelessness initiatives. This $15,000 was originally allocated for the delivery of “Homeless Connect”, but with the decision to not continue to deliver this event, the Council resolved to continue to provide this annual allocation to support the homelessness sector delivery relevant initiatives.

4.6. This allocation was being indexed by CPI increases annually with the allocation of $15,818 included in the 2018-19 budget. It is noted that there is also a significant amount of staff time involved in supporting homelessness initiatives.

4.6.1. Over the past few years, this funding has supported the provision of homelessness packs (including Metro cards) across the city through several charities; the provision of lockers for homeless people in partnership with Colony 47 and the Link Youth Health Services; curtains for people entering social housing; and the establishment of phone charge stations in a number of local non-government organisations.

4.7. Several programs and initiatives that support homelessness services have also been supported through the City of Hobart Grants Program.

4.8. Staff have been actively participating in the Southern Homelessness Services Group which is convened by Shelter Tasmania; the Emergency Relief Working Group, convened by Colony 47; and the Southern Regional Reference Group, also convened by Colony 47. Working in partnership with the homelessness sector providers to develop and deliver initiatives has resulted in several successful events/programs and campaigns for: Anti-Poverty Week, Mental Health Week and Homelessness Week.

4.9. The TasCOSS, HACC Consumer Engagement program generated the following definition of consumer engagement:

“Consumer engagement is about consumers working together with staff and service providers in equal partnership. Consumers and carers actively participate in decision-making, including whole-of-organisation or program aspects, that affects their lives and their community. It is about the lived experience of consumers and carers, and their related needs, wants and their unique knowledge of current and emerging issues.

Consumer engagement is about forming successful and appropriate partnerships with consumers or consumer groups. Good practice consumer engagement is essential for successful service delivery and achieving good outcomes.”

4.10. It is noted that there are two consumer groups established in the homelessness sector in Hobart and it would be important to include representatives from these groups in the Council’s reference group to ensure we are hearing consistent messages. These groups include:

· Colony 47 - Consumer Consultancy Group. This group meets bi-monthly and have a shared focus on improving the housing outcomes for people experiencing housing stress or homelessness in Southern Tasmania. The group identify systems and service gaps and work together to bring attention to the gaps and raise it to the right platforms to be heard and addressed. The group also plays a role in monitoring the progress of the service to achieve its strategic outcomes, and contribute to objectives and encourage improvements where needed. The group can be called for consultation as required.

· Bethlehem House has a residents group that meet as required. The CEO of Bethlehem House suggested that there were a number of residents, or past residents who would be fantastic as advocates for people who are experiencing, or have experienced homelessness. Bethlehem House is really happy to support this initiative as requested.

4.11. The City of Hobart already has a number of community reference groups. These groups have been developed to ensure that the Council has a direct opportunity to engage with community cohort groups. This gives community a voice, the ability to share information, network and have direct input into policy and activity development.

4.12. These groups currently include:

4.12.1. Access Advisory Committee (AAC) - meet bi-monthly and its role is to provide advice and assistance to the city in relation to access, specifically: the implementation of the Social Inclusion Strategy and Equal Access Strategy; setting priorities for parks and streetscapes; identifying and recommending solutions to access issues; identifying and advising other access issues in the City for which Council has an interest and/or responsibility.

4.12.2. Hobart Older Persons’ Reference Group (HOPRG) - meet bi-monthly. The role of the group is to provide a voice for older people to Council and the wider community; participate in monitoring the Positive Ageing Strategy; provide and support opportunities for consultation with older people; initiate and assist in the development of projects and to promote the value of an ageing population to the community.

4.12.3. Hobart Networking for Harmony - Multicultural Advisory Group - meet quarterly to discuss multicultural issues and develop recommendations for consideration by the Council. The group monitors the Multicultural Strategy and provides a consultation mechanism for updates to the strategy. The group forms working groups to deliver projects throughout the year.

4.12.4. Youth Advisory Squad (YAS) - meet fortnightly (presently) and provide a diverse range of youth perspectives on issues that affect the young people of Hobart. The group meet to provide advice, host events and support projects and raise awareness about issues experienced by young people.

5. Proposal and Implementation

5.1. It is proposed that a Housing with Dignity Reference Group be established and that the group would comprise community members from all categories of homelessness, along with people with a lived experience of homelessness or severe housing stress.

5.2. It is proposed that members of the committee self-select, with targeted invitations to ensure that a diverse range of lived experience voices have a voice at the table. The draft Terms of Reference for the Housing with Dignity Reference Group are shown at Attachment A to this report.

5.3. It is proposed that this reference group work with the Council to review the Housing and Homelessness Strategy 2016-2019. The reference group would be a crucial reference point for the Council in this work going forward. The reference group would provide expertise and input into the drafting of the new strategy.

5.4. The reference group would also provide an opportunity for deeper consultation with the community experiencing, or having experienced homelessness or severe housing stress. This reference group would provide a mechanism for these often ignored voices to be heard and an opportunity to advocate and lobby State and Federal governments for improved housing opportunities and support.

5.5. Due to the nature of homelessness resulting in community members potentially being unsettled and transient, it is envisaged that membership of this committee by some community members may be ad-hoc or irregular.

5.6. It is acknowledged that Colony 47 and Bethlehem House currently work with consumer groups and it is proposed that representatives from the Colony 47 Consumer Reference Group, and the Bethlehem House Residents Group be invited to attend the City of Hobart’s reference group with a support worker as they may feel they need the consistency of support, and confidence.

5.7. Anglicare is the largest provider of homelessness support services in state, and it is considered that a consumer representative from this organisation would be important.

5.8. It would be intended that this group would operate in a similar fashion to the Access Advisory Committee and accordingly, it is proposed that an Elected Member be nominated to be a representative on the group, and a proxy be appointed.

5.9. It is proposed that the first meeting of the group be Chaired by the nominated Elected Member. At this first meeting the Chairmanship of the group be discussed with a Chair being selected for the following 12 month period.

5.9.1. It is recommended that a review of the group be undertaken after one year of operation.

5.10. The reference group would meet bi-monthly and have the scope and opportunity to invite experts to subcommittee meetings, or working groups of interest, for the sharing of relevant information and for policy direction.

6. Strategic Planning and Policy Considerations

6.1. The Council’s Community Vision identified the importance of embracing the community who live in and access the city. Pillar 2 is Community Inclusion, Participation and Belonging. This clearly recognises the importance of inclusion, and celebrating our diversity and included each other in city life in action 2.2.

6.2. The Social Inclusion Strategy also clearly identifies the importance of the fundamental right of every individual to have equal opportunity to participate socially, culturally, economically, physically, spiritually and politically in society. The exercise of these rights benefit everyone and is the fundamental building block for maintaining healthy and whole communities.

6.2.1. Social exclusion occurs when disadvantage experienced by individuals, families and communities make it difficult for them to participate in community life - these can include unemployment, low income, intergenerational poverty, addiction, low literacy or numeracy, lack of access to services, homelessness, disability, poor health, mental health issues, discrimination and/or locational disadvantage.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The only budget implication resulting from this proposal is for catering which can be accommodated in an existing budget allocation.

7.2. Impact on Future Years’ Financial Result

7.2.1. Catering budget would be included in budget preparation for the 2019-20 budget.

8. Legal, Risk and Legislative Considerations

8.1. There is no foreseen legal or legislative considerations with the development of this reference group.

8.2. It is noted that there may be members of the reference group with high needs and a risk assessment will be undertaken prior to the first meeting being held.

9. Social and Customer Considerations

9.1. The development of the Housing with Dignity Reference Group invites representation of this cohort group and gives them the opportunity for people with a lived experience of homelessness to have appropriate engagement and fulfils a modern, democratic right - that of having a say in decisions affecting community life.

9.1.1. The City of Hobart’s Community Engagement Framework quotes that “Community engagement is a planned process with specific purpose of working across organisations, stakeholders and communities to shape our decisions or actions in relation to a problem, opportunity or outcome”, International Association of Public Participation.

10. Community and Stakeholder Engagement

10.1. In the preparation of this report, consultation has taken place with: Shelter Tasmania; Colony 47; Bethlehem House; and TasCOSS.

11. Delegation

11.1. This report is delegated to the Council.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 1 February 2019

File Reference: F18/146655; 17/239

Attachment a: Draft Terms of Reference - Housing with Dignity Reference Group ⇩

Item No. 6.3

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 27

6/2/2019

REPORT TITLE: Development of a Reconciliation Action Plan

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. This report is seeking the Council’s endorsement to commence the development of a Reconciliation Action Plan.

1.1.1. A Reconciliation Action Plan will provide a much needed policy setting and action plan to guide the City’s work in relation to Aboriginal communities in Tasmania.

1.1.2. Development of a Reconciliation Action Plan would strengthen the Council’s work in social inclusion and demonstrate to Tasmanian Aboriginal people that the City of Hobart is a committed partner.

1.1.3. Development of a Reconciliation Action Plan would show leadership on reconciliation in Tasmania and demonstrate the importance and value in reconciliation to the broader community, thereby increasing our reputation as an inclusive, proactive and connected City.

1.2. Elected Members will be invited to participate in a workshop to provide input into the draft Reconciliation Action Plan.

2. Report Summary

2.1. It is proposed that the Council endorse the development of a Reconciliation Action Plan (RAP) in 2019.

2.2. Development of a Reconciliation Action Plan is consistent with the Council endorsed Hobart: A community vision for our island capital; the Capital City Strategic Plan 2015-2025, the City of Hobart Social Inclusion Strategy 2014-2019 and the Aboriginal Strategy 2002.

2.3. The development of a RAP aligns with and supports the Aboriginal Strategy 2002 and is proposed to replace the outdated Aboriginal Strategy moving forward.

2.4. A RAP for the City of Hobart would provide a number of opportunities, such as:

2.4.1. Demonstrating to Tasmanian Aboriginal people that the City of Hobart is a committed partner in Reconciliation.

2.4.2. Deepening the Council’s engagement with Aboriginal communities, thereby laying the foundations for strong future collaboration.

2.4.3. Improving social inclusion and participation outcomes for Aboriginal people in Hobart.

2.4.4. Increasing the visibility of the Aboriginal community, language, heritage and culture across Hobart, both for residents of and visitors to our City.

2.4.5. Providing a solid policy framework to guide Council’s work in this area.

2.4.6. Showing leadership on reconciliation in Tasmania and demonstrating the importance and value in reconciliation to the broader community thereby increasing our reputation as an inclusive, proactive and connected City.

2.5. The project timeline runs from February through December 2019 allowing time for thorough consultations with the community and for the accreditation process with Reconciliation Australia (can take up to three months). A detailed work plan is under development for the project to ensure that the target date for the endorsement and release of the plan is met.

2.5.1. The project to develop a RAP will be led by an in-house project team and supported by a RAP working group and external consultants. A workshop will be held with Elected Members as part of the engagement process.

3. Recommendation

That:

1. The Council endorse the development of a Reconciliation Action Plan which will include an extensive engagement process.

2. The draft plan be reported back to the Council for approval at the appropriate time.

4. Background

4.1. The Reconciliation Action Plan (RAP) program provides a framework for organisations to support the national reconciliation movement.

4.2. In Australia, 28 local governments have a current RAP amongst a total of 474 organisations nation-wide. The full list of local government and other agencies can be found at: www.reconciliation.org.au/reconciliation-action-plans/who-has-a-rap

4.2.1. It is noted that a large number of additional local governments, including Melbourne and Sydney, have developed RAPs over previous years that are not currently listed.

4.2.2. If the Council supports the development of a RAP, we would be the first Tasmanian local government to do so.

4.3. Reconciliation Australia was established in 2001 as the national expert body on reconciliation in Australia.

4.3.1. The Reconciliation Action Plan program provides a framework for organisations to support the national reconciliation movement.

4.3.2. A RAP is a strategic document that supports an organisation’s business plan. It includes practical actions that will drive an organisation’s contribution to reconciliation both internally and in the communities in which it operates.

4.3.3. The RAP Program contributes to advancing the five dimensions of reconciliation by supporting organisations to develop respectful relationships and create meaningful opportunities with Aboriginal and Torres Strait Islander peoples.

4.3.4. Each of the four RAP types (Reflect, Innovate, Stretch, Elevate) set out the minimum elements required from your organisation to build strong relationships, respect and opportunities within your organisation and community.

4.4. The City of Hobart has long been committed to social inclusion, with varying degrees of focus on issues pertaining to Aboriginal people. Work over the past decades has been guided by the Aboriginal Strategy 2002. It is intended that a Reconciliation Action Plan would replace this now out-dated strategy.

4.4.1. Current work includes:

· consulting with the Aboriginal community on projects of significance;

· recognising significant events including NAIDOC Week and Reconciliation Week by attending community events, holding City of Hobart events and flying the Aboriginal Flag;

· providing cultural awareness training to staff and Elected Members;

· employment of an identified Community Development Officer - Aboriginal;

· provision of an Acknowledgement of Country or Welcome to Country at all major events;

· projects to increase Aboriginal content in signage and interpretation across the city;

· public art installations reflecting Aboriginal history and culture;

· supporting the participation of Aboriginal individuals, groups and organisations in the life of the city, including in major events such as the Christmas Pageant and Taste of Tasmania; and

· supporting Aboriginal community and cultural activity through the grants program.

5. Proposal and Implementation

5.1. The project to develop a Reconciliation Action Plan (RAP) will be led by an in-house project team supported by a Reconciliation Action Plan working group made up of diverse staff from across the organisation.

5.2. The team will be assisted by the appointment of consultants to undertake engagement with internal stakeholders (Elected Members and Council officers); provide expert advice on stakeholder engagement and analysis of findings; and assistance with the drafting and endorsement process of the RAP.

5.2.1. Reconciliation Tasmania will be directly appointed as one key consultant for this project as they are the only body in Tasmania to have undertaken accredited training on the development of RAPs by Reconciliation Australia.

5.2.2. Further consultants will be engaged to provide specific cultural advice on Aboriginal stakeholder engagement, analysis of findings and development of the document including arts and cultural expression.

5.2.3. Consultants will not be responsible for designing the process or writing the RAP itself but will provide expert guidance along the way, in particular in the development of stakeholder lists, engagement methodologies, cultural content, and the delivery of workshops for staff and Elected Members.

5.3. A summary of the project plan for the development of the RAP is provided below.

5.3.1. The scope of the project includes:

· Design and implementation of a program to develop the RAP.

· Development of project strategies related to engagement - internal and external, communications and risk management.

· Engagement with Aboriginal community groups, organisations and individuals to guide the content, actions and implementation of the Reconciliation Action Plan.

· Engagement with Elected Members and staff to support input into the Reconciliation Action Plan, content, actions and implementation.

· Broader community consultation and stakeholder engagement.

· Submission to Reconciliation Australia for endorsement.

· Implementation and evaluation.

5.3.2. The project timeline runs from February - December 2019 allowing time for thorough consultations with the community and for the accreditation process with Reconciliation Australia. A detailed work plan is under development for the project to ensure that the target date for the endorsement and release of the plan is met.

5.3.3. Effective engagement with staff is vital to ensuring that all staff have the opportunity to have input into the plan which will assist in building acceptance and awareness of the plan and ownership of its actions.

5.3.3.1. Engagement with staff will include the formation of a RAP Working Group with a diverse range of representatives drawn from across a range of Divisions.

6. Strategic Planning and Policy Considerations

6.1. The development of a Reconciliation Action Plan (RAP) strongly aligns with and directly responds to the Council endorsed Hobart: A community vision for our island capital; in particular, to the following pillars:

“2.1 - We celebrate Tasmanian Aboriginal community, heritage and culture.

2.1.1 - We recognise the Tasmanian Aboriginal community and their heritage and culture as the foundation of this place.

2.1.2 - We acknowledge the darkness of our shared history and work toward authentic reconciliation.

2.1.3 - We support the Tasmanian Aboriginal community to practise their traditions, skills and customs so they may be passed on to future generations.

2.1.4 - Our city learns from the original and continuing custodians of this land. We support projects and programs that educate us all.

3.3.4 - We celebrate Tasmanian Aboriginal culture and creative endeavours, supporting and participating in them as core to this place and community.”

6.2. The Council’s development of a RAP aligns with the following strategic objectives of the Capital City Strategic Plan 2015-2025:

Strategic objective 2.4: Unique heritage assets are protected and celebrated

2.4.4 - Develop a protocol with the Tasmanian Aboriginal community that provides a framework for the care of Aboriginal sites, resources and landscapes.

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

Strategic Objective 4.4: Community diversity is encouraged and celebrated

6.3. Development of a RAP strongly aligns with the City of Hobart Social Inclusion Strategy 2014-2019 and Aboriginal Strategy 2002.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. An allocation of $20,000 for the development of a Reconciliation Action Plan (RAP) has been included in the Inclusive and Resilient Communities budget function of the Annual Plan.

7.2. Impact on Future Years’ Financial Result

7.2.1. It is expected that resulting actions from the RAP will require some additional funding. This consideration will be included in the budget preparation for the 2019-20 budget allocation process.

8. Legal, Risk and Legislative Considerations

8.1. It is noted that engagement on issues relating to Aboriginal culture, language, identity and recognition have the potential to bring strong public opinion and debate.

8.2. To mitigate reputational and relational risks, a risk assessment will be prepared for this project and monitored throughout.

9. Environmental Considerations

9.1. There are no environmental implications from this report.

10. Social and Customer Considerations

10.1. Development of a Reconciliation Action Plan has the following expected social outcomes:

10.1.1. Demonstrating to Tasmanian Aboriginal people that the City of Hobart is a committed partner in Reconciliation.

10.1.2. Deepening the Council’s engagement with Aboriginal communities, thereby laying the foundations for strong future collaboration.

10.1.3. Increasing the visibility of the Aboriginal community, language, heritage and culture across Hobart, both for residents of and visitors to our City.

10.1.4. Showing leadership on reconciliation in Tasmania and demonstrating the importance and value in reconciliation to the broader community thereby increasing our reputation as an inclusive, proactive and connected City.

11. Marketing and Media

11.1. It is anticipated that there will be positive media and marketing opportunities aligned with this project as it progresses.

11.1.1. A media and communications plan will be developed for this project in collaboration with the Communications and Marketing Division.

12. Community and Stakeholder Engagement

12.1. Community engagement and consultation on the Reconciliation Action Plan will be undertaken in collaboration with the Engaged Communities team, project consultants and the Reconciliation Action Plan Working Group.

12.1.1. A variety of engagement methods will be utilised in this project including email, web, social media, workshops, surveys, face-to-face meetings and telephone.

12.1.2. Engagement methodologies will be refined in the early stages of the project in collaboration with project partners.

13. Delegation

13.1 This is a matter for the Council’s determination.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 1 February 2019

File Reference: F18/154298; 17/225

Item No. 6.4

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 36

6/2/2019

REPORT TITLE: Welcoming Cities Commitment

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to outline the Welcoming Cities initiative and to propose that the City of Hobart commit to participation in the Welcoming Cities Network.

1.2. Participation in the Network aligns with and supports the work of the Multicultural Strategy 2014-2019 and with the Multicultural Council of Tasmania’s State Government funded Welcoming Cities Project.

1.3. Participation in the Network will strengthen Council’s work in social inclusion, demonstrating to our existing multicultural communities that the City of Hobart is a committed partner.

1.3.1. Aligning with Welcoming Cities is likely to increase our reputation as a safe and welcoming city for international visitors, migrants and investors.

2. Report Summary

2.1. It is proposed that the Council sign the following commitment to participate in the Welcoming Cities Network:

“Commitment to Participate in the Welcoming Cities Network:

2.1.1. We recognise that cities and municipalities that proactively foster an environment of belonging and participation for receiving communities, as well as new and emerging communities, increase their social cohesion and economic capability and resilience.

2.1.2. We therefore resolve to participate as a member of the Welcoming Cities Network and commit to taking the following initial steps toward creating an environment that unlocks the full potential of all members of the community:

· Join, and participate in, a network of cities and communities that are committed to becoming more welcoming.

· Identify at least one key staff contact for the project that will liaise directly with the Welcoming Cities team.

· Communicate regularly with the Welcoming Cities team, through at least three conference calls each year and an annual in-person meeting, to progress planning and share and learn from practices of other welcoming cities and communities.

2.1.3. We understand that the Welcoming Cities Network involves a number of key elements:

· Knowledge Sharing. Supporting local councils and communities to learn from each other and access resources, research, policies, and case studies.

· Partnership Development. Brokering meaningful multi-sector partnerships that foster a sense of belonging and participation for all members of the community.

· Celebrating Success. Showcasing leading practice through case studies and a national award that acknowledges welcoming efforts.

· Standard and Accreditation. Setting the National Standard for cultural diversity and inclusion policy and practice in Local Government.

2.1.4. Local councils participate as members of the Welcoming Cities Network, while community organisations, businesses and other agencies are involved as supporters. Both members and supporters can access the key elements of the network.”

2.2. Initially all that is required is for the Council to make a commitment by publicly announcing its intent to champion the principles of the Welcoming Cities framework. This intent is evidenced by completing the Commitment Form signed by either the Lord Mayor or the General Manager.

2.3. Welcoming Cities members can access a knowledge sharing platform, webinars and the advice and support of their peers. As local governments progress through the stages of Welcoming, further benefits and opportunities are made available, including eligibility for awards and inclusion in leadership groups, advisory committees and events.

2.4. Participation in the Welcoming Cities Network is consistent with the Council endorsed Hobart: A community vision for our island capital; the Capital City Strategic Plan 2015-2025; and the City of Hobart Social Inclusion and Multicultural Strategies 2014-2019 and builds upon the City’s commitment as a Refugee Welcome Zone.

2.5. There are minimal financial implications from participation in the Network.

3. Recommendation

That given the strong strategic alignment of the Welcoming Cities Initiative with the City of Hobart’s Multicultural Strategy 2014-2019, that the Council sign the commitment to participate in the Welcoming Cities Network.

4. Background

4.1. The Welcoming Cities initiative was founded by the Scanlon Foundation and Welcome to Australia in 2016. The model is based on the Welcoming America initiative which has been running the United States since 2009 involving over 90 local government bodies.

4.1.1. Welcoming Cities aims to create a network of cities, shires, towns and municipalities across Australia to develop and support each through knowledge sharing, partnership development and celebrating success when working with migrant and refugee communities.

4.1.2. In Australia, 22 local governments have signed up to Welcoming Cities, including Cities of Sydney and Adelaide. To date, Glenorchy City Council is the only Tasmanian local government council to sign up. The full list of local government and other agencies can be found at: https://welcomingcities.org.au/who

4.1.3. The Australian Standard for Welcoming Cities is a central element of the initiative. The Standard provides a mechanism for local government to benchmark cultural diversity and inclusion policies and practices, identify where and how further efforts could be directed, and assess progress over time.

4.1.3.1. The Standard has six categories: Leadership, Social and Cultural Inclusion, Economic Development, Learning and Skills Development, Civic Participation, and Places and Spaces.

4.1.3.2. Each category contains principles, criteria and indicators that local governments can apply to existing or new policies and practices. Welcoming Cities recognise that local governments will often meet the criteria and indicators through the support of, or in partnership with, local stakeholders. Local governments can make their way through the four levels of the Standard at their own pace.

4.1.3.3. Initially all that is required is for the local government to make a commitment by publicly announcing their intent to champion the principles of the Welcoming Cities framework. This intent is evidence by completing the Commitment Form signed by either the Lord Mayor or the General Manager.

4.1.4. Welcoming Cities members can access a knowledge sharing platform, webinars and the advice and support of their peers. As local governments progress through the stages of Welcoming, further benefits and opportunities are made available, including eligibility for awards and inclusion in leadership groups, advisory committees and events.

4.1.5. Welcoming Cities acknowledges that local governments are also involved in a range of other complementary works such as Reconciliation Action Plans, Age-friendly Cities, Child-friendly Cities and the Rainbow Tick. Welcoming Cities see their work as intersecting, rather than duplicating, these other similar initiatives.

4.2. The Multicultural Council of Tasmania launched a Tasmanian Welcoming Cities project in July 2018. The three year project is funded by the State Government with support from the Local Government Association of Tasmania.

4.2.1. Six councils were chosen to focus on for this project. These are: City of Hobart, City of Launceston, Glenorchy City, Clarence City, Dorset, Kingborough and City of Devonport.

4.2.2. The project aims to support local councils to participate in the Welcoming Cites initiative, with part-time project officers employed in the north and the south of the state to support action.

4.3. The Council at its meeting on 25 August 2014, adopted the City of Hobart Social Inclusion Strategy 2014-2019.

4.3.1. The Social Inclusion Strategy recognises that diversity in the community is one of its greatest strengths.

4.3.2. The Strategy focusses on ensuring that the needs and aspirations of the most vulnerable and disadvantaged people in the community are addressed in partnership with other key stakeholders.

4.3.3. The Council’s support for this campaign would strongly align with the City of Hobart Social Inclusion and Multicultural Strategies 2014-2019.

4.4. In 2004, the Hobart City Council signed the Refugee Welcome Zone Declaration. The Refugee Welcome Zone Declaration is a:

“Commitment in spirit to welcoming refugees into our community; upholding the human rights of refugees; demonstrating compassion for refugees; and enhancing cultural and religious diversity in our community.”

4.4.1. Support for this campaign would strongly align with our role as a Refugee Welcome Zone, broadening the commitment to welcome all migrants to Hobart.

5. Proposal and Implementation

5.1. Given the alignment of the proposal with Hobart: A community vision for our island capital, Capital City Strategic Plan, Social Inclusion Strategy and Multicultural Strategy, and the City’s role as a Refugee Welcome Zone, it is proposed that the Council sign the commitment to participate in the Welcoming Cities Initiative.

5.2. Officers will actively participate in the network, drawing upon resources, learning from peers, attending relevant events and sharing our own progress and learnings.

5.3. Participation in the Network and work in this area will be guided by the existing Networking for Harmony Multicultural Advisory Group.

5.3.1. The Networking for Harmony Multicultural Advisory Group meets a minimum of four times a year with the following aims:

· To provide a forum to discuss multicultural issues and develop recommendations for consideration by the Council.

· To monitor the implementation of the Council’s Multicultural Strategy and to provide a consultation mechanism for subsequent updates of the Strategy.

· To form working groups for multicultural projects such as Harmony Day Welcome, Refugee Week and Human Rights Week.

5.3.2. Membership of Networking for Harmony includes representation from the Multicultural Council of Tasmania, the Migrant Resource Centre, CatholicCare, Red Cross, Multicultural Women’s Council of Tasmania, State and Federal Government, greater Hobart councils, education providers, International Student Ambassadors and community leaders.

5.4. The City of Hobart is already addressing many items on the Welcoming Cities Standard. If the Council endorses this report, officers would map current work against the standard and explore ways to strengthen and expand our work in this area, with the support of the Networking for Harmony Multicultural Advisory Group, Welcoming Cities and the Multicultural Council of Tasmania.

6. Strategic Planning and Policy Considerations

6.1. Participation in the Welcoming Cities Network aligns with Pillar 2.2.1 of the Council endorsed Hobart: A community vision for our island capital:

“We make Hobart the most inclusive city in the world, a city that welcomes all.”

6.2. The Council’s Participation in the Welcoming Cities Network aligns with Strategic Objective 4.4 of the Capital City Strategic Plan 2015-2025:

“Community Diversity is encouraged and celebrated”.

6.3. Participation in the Welcoming Cities Network strongly aligns with the City of Hobart’s Social Inclusion Strategy 2014-2019 and Multicultural Strategy 2014-2019.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The financial implications of this commitment are limited to travel costs for an officer to attend one face-to-face meeting with Welcoming Cities staff per year.

7.1.1.1. This cost is covered in an existing budget allocation.

7.2. Impact on Future Years’ Financial Result

7.2.1. Travel costs for this purpose will be included in the budget preparation for the 2019-20 financial year.

7.2.2. Formal accreditation under The Standard for Welcoming Cities or specific project opportunities may require additional resourcing in future years. This consideration will be included in the budget preparation for the 2019-20 budgetary process.

8. Legal, Risk and Legislative Considerations

8.1. There are no legal, risk or legislative considerations from this proposal.

9. Environmental Considerations

9.1. There are no environmental implications from this report.

10. Social and Customer Considerations

10.1. The City of Hobart’s Networking for Harmony Multicultural Advisory Group aim to:

· provide a forum to discuss multicultural issues and develop recommendations for consideration by the Council;

· monitor the implementation of the Council’s Multicultural Strategy and to provide a consultation mechanism for subsequent updates of the Strategy; and

· form working groups for multicultural projects such as Harmony Day Welcome, Refugee Week and Human Rights Week.

10.2. Members of the Networking for Harmony Multicultural Advisory Group have indicated strong support for joining the Welcoming Cities Network.

10.3. Showing leadership on multicultural inclusion in Tasmania through alignment with the Welcoming Cities initiative is likely to increase our reputation, locally and nationally, as an inclusive, proactive and connected city.

11. Marketing and Media

11.1. It is anticipated that membership of the Welcoming Cities Network will provide a number of positive media and marketing opportunities.

11.2. Opportunities will be sought to brand Hobart as a Welcoming City with the aim of increasing our reputation as a safe and welcoming city for international visitors, migrants and investors.

12. Community and Stakeholder Engagement

12.1. The Networking for Harmony Multicultural Advisory Group, Community Participation Coordinator and Community Development Officer - Multicultural and Safety have been consulted in the preparation of this report.

12.2. Further community and stakeholder engagement may be appropriate down the track as work progresses on initiatives relating to Welcoming Cities.

12.3. The City of Hobart Multicultural Strategy 2014-2019 is due for revision in 2019. It is anticipated that community consultations on the strategy will consider the role of Welcoming Cities and the Welcoming Cities Standard in future multicultural strategy and policy documents.

13. Delegation

13.1. This is a matter for the Council’s determination.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 1 February 2019

File Reference: F19/2883; 17/204

Item No. 6.5

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 45

6/2/2019

REPORT TITLE: Community Safety Commitment

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. This report is seeking the Council’s endorsement of the draft Community Safety Commitment 2019 - 2020 (Attachment A to this report) and endorse the commencement of community engagement on the document.

1.1.1. The Commitment will provide a policy setting and action plan to guide the City’s work in community safety.

1.1.2. The Commitment will demonstrate to the community the positive ongoing work of the City in this area and outline our commitment to collaborative action.

2. Report Summary

2.1. The City of Hobart Safety Strategy 2004 is now out of date and as such there is the need for a new document that lays out the City’s community safety agenda.

2.2. The draft Community Safety Commitment will provide a policy setting and action plan to guide the City’s work in community safety, demonstrating to the community the positive ongoing work of the City in this area and outlining our commitment to collaborative action.

2.3. Council officers have engaged with a wide range of community safety partners on the topic of community safety over an extended period. This engagement has directly informed this draft commitment.

2.4. This Community Safety Commitment reflects the community’s aspirations articulated through the Community Vision and aligns strongly with the Capital City Strategic Plan 2015-2025 and the Social Inclusion Strategy 2014 - 2019.

2.5. There are no financial implications from this report.

3. Recommendation

That:

1. The Council endorse the draft Community Safety Commitment 2019 - 2020

2. The Council endorse community engagement on the draft Community Safety Commitment 2019 - 2020.

4. Background

4.1. The City of Hobart Safety Strategy 2004 was developed in conjunction with the State Government under the Capital City Partnership Agreement and was launched in July 2004. As this strategy is now out of date, there is the need for a new document that lays out the City’s community safety agenda.

4.2. The City of Hobart has continued to provide strategic community safety action over the past decade, building upon the work of the Safety Strategy 2004 and working in collaboration with a wide range of strategic partners.

4.3. Council officers have engaged deeply on the topic of community safety with community partners over an extended period. This engagement has directly informed this draft commitment.

4.4. The purpose of the City of Hobart Community Safety Commitment 2019 - 2020 is to provide information to the community about the actions being undertaken to maintain the city’s reputation as a safe and liveable city, whilst remaining vigilant to emerging issues and trends. The Commitment outlines five broad actions by which to achieve this:

· Partnership and Collaboration

· Recognition of priority populations

· Acting locally on global issues

· Ongoing action

· Flexibility to respond to new and emerging challenges

4.5. This Community Safety Commitment reflects the community’s aspirations articulated through the Community Vision, providing a framework from which to examine community safety. The Commitment outlines key partnerships and focus areas and sets out clear goals and priorities for action in the coming year.

4.6. The City of Hobart has a range of internal and external partners with whom we collaborate and consult through varying forums to respond to community safety issues. Reference and Advisory Groups form the bedrock of our knowledge and keep us abreast of emerging issues. These forums and partners are identified in the Commitment in order to not only recognise their important work, but to also show the breadth of investment the City of Hobart has in the welfare of its citizens.

4.7. Hobart experiences similar community safety challenges as many other Australian and international capital cities. These are global challenges that require nuanced local responses. Three significant global challenges have been identified as having significant impact on our local government area requiring response. These are: safety in public places; alcohol and other drugs; and violence against women and children. The Safety Commitment speaks to what we are already doing in response to these identified issues, as well as listing areas of exploration to enhance the work already being undertaken.

4.8. The format of a concise, annual commitment has been chosen to enable yearly revision of the action items, thereby ensuring responsive outputs.

4.8.1. The Commitment format provides a short, accessible document that outlines our approach, partnerships actions for the community.

5. Proposal and Implementation

5.1. If endorsed by the Council, broad community engagement will commence on the draft Community Safety Commitment in early 2019, in collaboration with the Engaged Communities team.

5.2. Revisions will be made to the document based on feedback, and a final Commitment will be prepared.

5.3. The final Commitment will be made publicly available on the City of Hobart’s website.

5.4. Council officers will use the Commitment to guide their work over the coming year.

5.5. The Community Safety Commitment will be reviewed annually, with input from community partners and a revised Commitment will be developed for each year.

6. Strategic Planning and Policy Considerations

6.1. The Community Safety Commitment strongly aligns with and directly responds to the Council endorsed Hobart: A community vision for our island capital; in particular, to the following:

“Identity Statement 3.4 - Our city feels friendly and safe - but we know not everyone experiences our city this way, and we could do better.

Pillar 1.3.3 - We create and retain spaces where people feel connected with Hobart, each other and the environment, where we are safe, engaged and inspired.”

6.2. The Council’s development of a Community Safety Commitment aligns with Strategic Objective 4.4 of the Capital City Strategic Plan 2015 - 2025:

“Strategic Objective 4.3: Build community resilience, public health and safety.”

6.3. The Community Safety Commitment strongly aligns with the City of Hobart Social Inclusion Strategy 2014 - 2019.

6.4. The Safety Commitment also aligns with relevant State Government strategies including: Breaking the Cycle - A Safer Community, The Tasmanian Drug Strategy 2013 - 2018 and the Towards Zero Tasmanian Road Safety Strategy 2017 - 2026.

7. Financial Implications

7.1. There are no financial implications from this report.

8. Legal, Risk and Legislative Considerations

8.1. Legal, risk and legislative considerations are minimal for this proposal. Risks will be monitored throughout the community engagement and implementation period.

9. Environmental Considerations

9.1. There are no environmental considerations in this report.

10. Social and Customer Considerations

10.1. Council staff have engaged with a wide range of community partners over an extended period. This engagement has directly informed this draft commitment.

10.2. This Community Safety Commitment reflects the community’s aspirations articulated through the Community Vision and aligns strongly with the Social Inclusion Strategy 2014 - 2019.

10.3. The Commitment will demonstrate to the community the positive ongoing work of the City in this area and outline our commitment to collaborative action on community safety issues.

11. Marketing and Media

11.1. It is not anticipated that this project will require further marketing and media engagement

12. Community and Stakeholder Engagement

12.1. If endorsed, community engagement and consultation on the draft Community Safety Commitment 2019 - 2020 will be undertaken in collaboration with the Engaged Communities team.

12.1.1. Engagement will be undertaken via the City’s online engagement tool, Your Say Hobart and directly with key community safety partners.

12.2. The final Commitment will be made publicly available on the City of Hobart’s website.

13. Delegation

13.1. This is a matter for the Council’s determination.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 1 February 2019

File Reference: F19/10410; 17/90

Attachment a: Draft City of Hobart Community Safety Commitment 2019 - 2020 ⇩

Item No. 6.6

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 63

6/2/2019

REPORT TITLE: Social Support Food Programs - Fee Waivers

REPORT PROVIDED BY: Acting Associate Director Community and Culture

1. Report Purpose and Community Benefit

1.1. This report seeks approval to waive hire fees at Mathers House for the following two social food support programs:

1.1.1. The King’s Diner is a local non-profit collective of volunteers who source bakery products which they supply free to the community weekly from Mathers House; and

1.1.2. St Vincent de Paul’s Dining with Friends program who provide volunteers to source fresh food and cook a hot meal, once a month, nine months of the year, which they provide for free to the local community at Mathers House.

1.2. Waiving the venue hire fee for these programs supports the sustainability of these extremely valuable initiatives that deliver food services to the most disadvantaged members of our community.

2. Report Summary

2.1. The King’s Diner program has operated from Mathers House since December 2017 and has developed a following among people marginalised in society through homelessness, a lack of healthy food and social isolation.

2.2. The King’s Diner is run by volunteers who collect excess food products from a city bakery every Wednesday at close of business. This food is used to provide a free sit-down meal at Mathers House every Wednesday evening at 7.15 pm. Hot and cold beverages are provided. Patrons are provided with bakery products to take away with them if they wish. Everything is provided free of charge.

2.3. Dining with Friends is run through the St Vincent de Paul youth volunteer program. It has operated from Mathers House for eight years. It is currently supported through a one-off grant. Waiving of the fee ensures continuity and stability as a venue. The community served recognise Mathers House as the centre of this program and recommend it to others in the community.

2.4. Once a month for ten months of the year they provide a three course sit down meal for vulnerable members of the community. The evening also provides opportunities for immediate and emergency health care with heath service providers, free flu vaccinations and hearing checks.

2.5. Both organisations have developed a loyal clientele of up to 40 people in Hobart many of whom are homeless or at risk of homelessness.

2.6. Mathers House Dining Room is rarely booked on evenings during the week so this is an ideal use of the facility as it cements the reputation of the building as a community facility.

2.7. The ongoing viability of these programs rely on the availability of an affordable and preferably free venue as no income is made by the groups.

2.8. An annual review of this arrangement will be undertaken and the value of the fee waiver will be included as a grant and benefit in the annual report.

3. Recommendation

That:

1. The Council waive the hire fee of $376 per month for the non-profit community group, King’s Diner to use Mathers House. The group provides a free weekly meal with drinks and a take home facility for excess produce.

2. The Council waive the $321 monthly fee for the St Vincent de Paul’s Dining with Friends program. This program provides a free three course meal once a month, nine months of the year.

3. This agreement be ongoing with an annual review.

4. The value of the support be recorded in the ‘Grants, Assistance and Benefits Provided’ section of the City of Hobart’s Annual Report.

4. Background

The King’s Diner

4.1. The King’s Diner is run by volunteers who collect excess food products from a city bakery every Wednesday at close of business. This food is used to provide a free sit-down meal at Mathers House every Wednesday evening at 7.15 pm. Hot and cold beverages are provided. Patrons are provided with bakery products to take away with them if they wish. Everything is provided free of charge. The Kings Diner has been operating from Mathers House on Wednesdays for over 12 months and has grown its reputation as a friendly non-judgemental food provision service. It has the advantage over similar projects in that they provide food to take away so attendees can also have breakfast and lunch wherever they are.

Dining with Friends

4.2. St Vincent de Paul Society has been running Dining with Friends at Mathers House for eight years. The venue is perfect for their needs as it is central and easily accessible to the people they are providing assistance to. Once a month they hold a three course sit-down meal for vulnerable members of the community. Their aim is to provide a nutritious meal for people who are amongst the most socially isolated and financially vulnerable members of the community who have limited housing options. The evening also provides opportunities for immediate and emergency health care with health service providers supplying free flu vaccinations and hearing checks.

4.3. All raw materials used in the programs are donated free of charge.

4.4. Both groups have been operating out of Mathers House. The King’s Diner for slightly over a year and Dining with Friends for over eight years. There is an excellent synchronicity in supporting both groups as they cross promote and provide a variety of foodstuffs and opportunities for social connection which leads to friendships and support from within the community itself.

Venue Hire

4.5. Mathers House has become well recognised as a welcoming community space for all people and especially older people.

4.6. During weekdays between 9 am to 5 pm, the venue is primarily used for Council organised positive ageing programs. Outside of these times, the venue is available for casual and regular hire by both the private and non-profit sectors.

4.7. In most cases, groups would be encouraged to apply for a grant through the City of Hobart Grants Program for one-off programs, but as these are ongoing activities where the cost of venue is an ongoing operational cost, it would not be eligible under the program.

5. Proposal and Implementation

5.1. It is proposed that the Council waive the hire fees of $376 per month for the non-profit community group, King’s Diner and $321 a month for the St Vincent de Paul’s Dining with Friends program. These groups will provide free food to community members weekly on Wednesday evenings and monthly on Thursday evenings.

5.2. This arrangement be ongoing as long as it continues to attract community members and will be subject to an annual review.

5.3. The funding provided by the City of Hobart be recorded in the relevant Annual Reports in accordance with the Council’s policy on the disclosure of grants and benefits.

6. Strategic Planning and Policy Considerations

6.1. This aligns with the Capital City Strategic Plan 2015-2025 Goal 4 - Strong, Safe and Healthy Communities “Our communities are resilient, safe and enjoy healthy lifestyles.”

Strategic Objective 4.1 - Community connectedness and participation realises the cultural and social potential of the community.

“4.1.4 - Facilitate and support local community groups to enhance community programs and reduce social isolation.”

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. Under the current Fees and Charges schedule, the monthly hire waiver would be $376 for King’s Diner and $321 for St Vincent de Paul.

7.2. Impact on Future Years’ Financial Result

7.2.1. It is anticipated that there would be minimal impact on future financial year’s result as this is a fee waiver proposal.

7.3. Asset Related Implications

7.3.1. There are no asset implications from this report.

8. Legal, Risk and Legislative Considerations

8.1. A standard booking agreement will be entered into that covers all risk factors associated with any hire of the space.

9. Environmental Considerations

9.1. The King’s Diner and Dining with Friends operate with strong environmental ethics, utilising food that would otherwise go to landfill and supporting the Council’s Zero Waste to Landfill policy.

10. Social and Customer Considerations

10.1. Both programs have developed a regular following through their welcoming and inclusive approach. The benefits to both users of the service, the volunteers themselves and the wider community are aligned with promoting social potential and encouraging community diversity.

11. Marketing and Media

11.1. If a fee waiver is granted, a media release relating to the support will be prepared and the Council’s support of the project will be promoted.

12. Community and Stakeholder Engagement

12.1. The Mathers House Coordinator and Community Programs Coordinator have been consulted in the preparation of this report.

13. Delegation

13.1. This matter is delegated to the Committee for consideration.

Kimbra Parker

Acting Associate Director Community and Culture

Date: 1 February 2019

File Reference: F19/10473; 18/279

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.