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City of hobart

 

 

 

 

AGENDA

Special Community, Culture and Events Committee Meeting

 

Open Portion

 

Monday, 17 June 2019

 

at 4.30 pm

Lady Osborne Room, Town Hall


 

 

 

 

THE MISSION

Our mission is to ensure good governance of our capital City.

THE VALUES

The Council is:

 

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.

 

 


 

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

Page 3

 

17/6/2019

 

 

ORDER OF BUSINESS

 

Business listed on the agenda is to be conducted in the order in which it is set out, unless the committee by simple majority determines otherwise.

 

APOLOGIES AND LEAVE OF ABSENCE

1.        Co-Option of a Committee Member in the event of a vacancy  4

2.        Indications of Pecuniary and Conflicts of Interest. 4

3.        Transfer of Agenda Items. 4

4.        Reports. 5

4.1     Review of the Capital City Strategic Plan 2015-25. 5

 


 

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

Page 4

 

17/6/2019

 

 

Special Community, Culture and Events Committee Meeting (Open Portion) held Monday, 17 June 2019 at 4.30 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:

Alderman Dr P T Sexton

 

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

 

 

 

 

2.       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.

 

 

 

 

3.       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. 4.1

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

Page 5

 

17/6/2019

 

 

4.       Reports

 

4.1    Review of the Capital City Strategic Plan 2015-25

          File Ref: F19/42389

Report of the Manager Future, Engaged and Active Communities and the Director Community Life of 14 June 2019 and attachment.

Delegation:     Council


Item No. 4.1

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

Page 6

 

17/6/2019

 

 

REPORT TITLE:                  Review of the Capital City Strategic Plan 2015-25

REPORT PROVIDED BY:  Manager Future, Engaged and Active Communities

Director Community Life

 

1.         Report Purpose and Community Benefit

1.1.     The purpose of this report is to seek endorsement from the Council to release the draft Capital City Strategic Plan 2019-29 for community and stakeholder engagement.

2.         Report Summary

2.1.     The Capital City Strategic Plan 2015-2025 was endorsed by Council on 9 November 2015 and was scheduled for review in 2019. The key elements of the strategic plan were drawn from the Hobart 2025 Strategic Framework which was the long-term vision for the city created in 2006.

2.1.1.     Following the Council’s endorsement of the strategic plan in 2015 work commenced to develop a new long-range vision for the City.

2.1.2.     Extensive community engagement was undertaken during the development of the vision and Hobart: A community vision for our island capital was adopted in July 2018.

2.2.     The community vision, which is not time limited, represents the community’s aspirations for the city and the revised strategic plan provides the City’s response on how they will be met over the next ten years.

2.3.     A four-year statutory review of the current strategic plan provided a good opportunity to review the strategic plan to ensure that the aspirations from the community vision are represented.

2.4.     The City made a number of commitments in the community vision including ‘using the vision to develop strategic planning, and following it through’. Therefore the community vision was one of the key sources used in the development of the revised strategic plan.

2.5.     Internal engagement to inform the development of the revised strategic plan has been undertaken with the elected members, the Executive Leadership Team, the Managers’ Forum and key staff. All staff had the opportunity to contribute their ideas at a drop-in session.

2.6.     The draft Capital City Strategic Plan 2019-29 has been developed and subject to Council approval will be released for community and stakeholder engagement in June for a period of 21 days. The draft plan is provided at Attachment A.

3.         Recommendation

That:

1.      The Council endorse the draft Capital City Strategic Plan 2019-29, marked as Attachment A to this report, and it be released for community and stakeholder engagement for a period of 21 days.

2.      A further report be provided detailing the outcome of the community and stakeholder engagement, and the final document for approval.

 

 

 

4.         Background

4.1.     Section 66 of the Local Government Act 1993 requires that all councils prepare a 10-year strategic plan for their municipal area. The Act also requires that the plan be reviewed at least every four years (section 70E).

4.1.1.     In preparing the strategic plan, the Act requires that Council is to consult with the community and any other bodies or authorities it considers appropriate. 

4.2.     The Capital City Strategic Plan 2015-2025 was endorsed by Council on 9 November 2015 and was scheduled for a four-year statutory review in 2019. The key elements of the strategic plan were drawn from the Hobart 2025 Strategic Framework which was the long-term vision for the City created in 2006.

4.2.1.     Following the Council’s endorsement of the strategic plan in 2015 research into creating a new long range vision for the City of Hobart started.

4.2.2.     Discussion papers, which evaluated trends influencing the revision of Hobart 2025 Strategic Framework and opportunities for the City of Hobart’s long range strategy, were prepared and the process to create a new vision commenced in September 2017.

4.3.     Between September 2017 and July 2018 the City engaged community members in framing an aspirational vision on the future of Hobart. Over 1100 contributions fed into the project, which involved a range of engagement methods and approaches.

4.3.1.     Hobart: A community vision for our island capital was endorsed by the Council in July 2018. The new community vision replaces the Hobart 2025 Strategic Framework with which the current strategic plan is aligned. It provides high level strategic direction for the City and is a framework for future strategic and annual planning.

4.4.     The four-year statutory review of the current strategic plan provided a timely opportunity for the community vision to be represented in the strategic plan.

4.5.     The community vision represents the community’s values about and aspirations for the city, and the revised strategic plan provides the City’s response on how they will be met.

4.6.     The City made a number of commitments in the community vision including ‘using the vision to develop strategic planning, and following it through’. Therefore this review had a strong focus on ensuring that the community vision was translated into the strategic plan.

4.7.     The review of the strategic plan started in October 2018 with a desktop review being undertaken of council strategic plans, associated literature and contemporary strategic planning practice. Strategic plans for all state capital cities were viewed, as well as other cities with similarities to Hobart. Contact was made with councils, such as the City of Newcastle and the City of Ryde, that had recently undertaken reviews of their plans, and they shared information on the process and methods used.

4.7.1.     It was possible to draw some similarities with Hobart in the examples reviewed,  – for example because they were capital cities, port cities or cities with smaller populations – however no direct comparisons could be made because each plan took a unique approach.

4.7.2.     Councils in the states of Victoria, New South Wales and Western Australia have to comply with statutory integrated planning and reporting frameworks. Common to both of the frameworks for these states is the requirement to have a long-term community strategic plan of at least 10 years’ duration. Medium term four-year council or corporate Plans are then developed, which outline the outcomes the councils will achieve based on the community strategic plan. The four-year council plans are based on council terms.

4.7.3.     The four-year council or corporate plans allow for medium term planning at a strategic level and to identify and commit to actions for the four-year term. These actions are then operationalised through annual plans.

4.7.4.     In Tasmania, there is no requirement to have a medium term planning document. The notable difference in timeframe (four years versus 10) restricts comparisons to structure, tone, and general content, rather than length and specific details.

4.8.     An assessment of the Capital City Strategic Plan 2015-25 evaluated whether the strategies were still relevant, taking into account the community vision, changes in the strategic or operating environment and the 10-year focus of the plan.

4.8.1.     It was found that a number of the strategies were relevant, and, with minor rewording, they could reflect some of the aspirations in the community vision. A number of the strategies in the 2015 plan had been extensively progressed while others were too action-orientated. Wording was adjusted to ensure the phrasing is now more strategic.

4.8.2.     Detailed mapping of this assessment was undertaken and a copy can be provided for elected members if requested.

4.8.3.     Some areas of the community vision were not represented in the 2015 plan, these gaps represent the key changes to the content and tone of the draft plan.

4.9.     One key difference between the Capital City Strategic Plan 2015-25 and the revised plan is the terminology used. The five goals in the 2015 plan have been replaced by eight pillars which correspond to those in the community vision. Use of the pillars in the strategic plan reinforces and represents the City’s commitment to using the community vision for strategic planning. The following table provides an explanation of the terms used in the revised plan.

Pillars

The categories of city life, as framed in the community vision.

Community panel’s pillar vision statement

These statements, appearing at the start of each pillar, were written by the vision project community panellists themselves. They are published in the vision document and are repeated at the beginning of each pillar in the strategic plan as a reminder of the community’s goals and intent.

Outcomes

The outcomes are the goals we aim to achieve. They are linked to the focus areas of the vision. They are numbered 1.1, 1.2 and so on for ease of referencing in corporate documents.

Strategies

The strategies are how we will achieve the outcomes. They are a reflection of the 2015-25 strategic plan, community panel strategies, vision engagement findings and staff and elected member engagement findings. They are numbered 1.1.1, 1.1.2 and so on for ease of referencing in corporate documents.

4.10.   Internal consultation for the review of the strategic plan started in January 2018 by way of workshops held with elected members, the Executive Leadership Team and the Managers’ Forum. These initial workshops identified the key priorities and future challenges for the City and the region over the next ten years.

4.11.   Following these workshops wider staff engagement took place in February 2018 which provided key staff with the opportunity to contribute to the development of strategies for the revised plan. These contributions were based on the current strategic plan, the community vision and anticipated future challenges.  A half-day drop-in session was also held as an awareness raising exercise for other staff.

4.11.1.  Following the workshops, the facilitator provided an outcomes report outlining several suggested strategies and other recommendations. The project team then collated the strategies from the outcome report, the current strategic plan, the community vision and input on strategies from the community panel. An analysis was undertaken to identify if any areas of the vision were not covered by the sources. Some gaps were identified, and strategies to address them were included in the draft plan.

4.11.2.  One of the objectives of the strategic plan review was to ensure that the language used is clear and unambiguous with no technical terminology used. A further round of consultation was then taken with some key staff members to make sure that the intent or meaning was not changed when the technical terms were replaced or removed. Engagement with staff was completed in April 2019.

4.11.3.  Workshops were then held with the Executive Leadership Team to review the strategies in detail. The purpose of these workshops was to ensure that the strategies were factually correct and achievable. This process led to the merging of some strategies and changes to wording to make the draft plan more strategic, future focused and ambitious.

4.11.4.  Two workshops were held with elected members. The first workshop provided an overview of the process and, the second workshop, held in May 2019, was held jointly with the Executive Leadership Team, whereby the strategies were reviewed in detail and valuable feedback received which resulted in the strategies being updated.

4.11.5.  The draft strategies were circulated to all elected members by the Lord Mayor after the Council workshop to provide another opportunity for review and comment prior to the draft plan being included on this agenda.

4.11.6.  Limited feedback on the draft plan was received from elected members following the workshop. The comments provided included:

·     in comparison to other council strategic plans, there are a lot of draft strategies

·     some of the draft outcomes and strategies are repetitive

·     some of the draft strategies could be amalgamated into broader statements

·     the community and stakeholders may find the draft outcomes and strategies difficult to understand, i.e. the draft should be in plain English.

4.11.7.  The project team reviewed the draft document alongside the commentary from elected members.  Extensive research on comparable local government strategic plans was undertaken during initial project stages, and the team returned to some of these examples and others to see how the draft plan compares. It was found that direct comparisons on the length of strategic plans are difficult to make due to variances in strategic frameworks, including the timeframes, scope and content of community visions and supporting strategies. For example, several capital city strategic or council plans are for a period of 4 years, whereas Tasmanian local government strategic plans are required to be set at 10 years. Given the longer timeframe, the draft plan is broadly consistent with capital city strategic plans from elsewhere in Australia.

4.11.8.  Based on elected member feedback, the draft strategic plan was proofread and edited by an independent editor to ensure accessibility.

4.11.9.  The editorial process took account of the need to represent the community vision in the draft plan. The editor made some suggestions for minor changes to the document to improve readability and considered that jargon had been kept to a minimum in the plan. With regard to the length of the plan and the number of strategies, the editor identified that there may be too many strategies but was unable to identify any that should be excluded. Suggestions to reducing overall length were limited to the context sections that preface the outcomes and strategies.

4.12.   The full draft of the Capital City Strategic Plan 2019-29 is provided at Attachment A to this report.

4.12.1.  The layout of the draft plan has been designed to provide clarity around the content with the use of icons and images to make it accessible and easy to read. In addition, a summary version of the plan (plan-on-a-page) and the community vision will be available for quick reference by the community, city officers and elected members.

4.12.2.  The strategic plan will be used to develop the City’s long-term strategies, set priorities and guide practical decision-making into the future. It identifies the challenges, opportunities and corporate priorities that will have major impacts on the future of the city and its governance.

4.12.3.  The pillars, outcomes and strategies in the plan represent the community vision and provide clear direction for the City over the next ten years. They also provide sufficient scope for City programs and initiatives over the life of the plan.

4.12.4.  A great deal of deliberation went into developing the strategies to ensure they are balanced and strategic in nature, and, that they are not so specific as to be restrictive or so broad as to lack meaning.

4.12.5.  There are a number of key initiatives identified in the plan which will mean greater opportunities for the City to collaborate with neighbouring councils and government into the future. These include the Hobart City Deal, the Greater Hobart Act and the transition of University of Tasmania to a city-centric campus model.

4.13.   The most important part of the strategic plan is its implementation and how progress is measured. During the review and drafting of the plan, assessment and measurement of the outcomes has been at the forefront of all considerations. To ensure that the City delivers on this plan, a new, contemporary strategic measurement system will be developed.

4.13.1.  To deliver on the outcomes in the draft strategic plan the strategic measurement and reporting system must provide useful, robust and meaningful reporting on community outcomes and the City’s performance. To compliment the strategic measurement system consideration will be given to aligning it with sustainability frameworks that promote wellbeing and sustainability for example the ACT Government’s wellbeing measures or the United Nations Sustainable Development Goals.

4.13.2.  During development of the draft plan, it has been clear that some elected members are interested in gaining a better understanding of the relationship between the City’s work and the United Nations Sustainability Development Goals, including this plan.

4.13.3.  Council has made no formal resolution to adopt the United Nations Sustainability Goals and it is proposed that a further report on options for the strategic measurement system and consideration of models to align it with will be provided to Committee in late 2019.

4.13.4.  While some initial research on council measurement systems has been undertaken, development of the system itself will commence early in the 2019-20 financial year. It will involve collaboration between the Community Life and the City Innovation Divisions, as well as input from the elected members, staff, and the community.

5.         Proposal and Implementation

5.1.     It is proposed that the Council endorse the draft Capital City Strategic Plan 2019-29 and approve its public release for community and stakeholder engagement.

5.1.1.     Following the engagement a further report will be submitted to the Committee and Council detailing the outcome of the community and stakeholder engagement together with the final document for approval.

6.         Strategic Planning and Policy Considerations

6.1.     The review of the Capital City Strategic Plan 2015-2025 aligns with the following identity statements and pillars of Hobart: A community vision for our island capital:

“Identity Statement 7 – how we engage in civic life.

7.3 – Government is a big force in city life and we want it to reflect and reinforce what we value about Hobart.

Pillar 8 – Governance and Civic Involvement

8.5 – We communicate and engage.

8.6 – We are involved in civic life”

6.2.     The review of the Capital City Strategic Plan 2015-2025 is strongly aligned with the following goals and strategic objectives from the 2015 plan:

“Goal 5 - Governance

Strategic Objective 5.1 – The organisation is relevant to the community and provides good governance and transparent decision making.

5.1.4 - Measure performance and outcomes of Council activities.

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

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

5.4.3   -    Further enhance engagement activities with the community.”


 

7.         Financial Implications

7.1.     Funding Source and Impact on Current Year Operating Result

7.1.1.     The review of the Capital City Strategic Plan 2015-2025 is attributed to the Future Communities budget function of the Annual Plan.

7.1.2.     Community engagement and consultation will be undertaken by the in-house project team in collaboration with the Engaged Communities unit in the Community Life Division.  

7.2.     Impact on Future Years’ Financial Result

7.2.1.     Allowance has been made for printed copies of the strategic plan in the 2019-20 financial year.

7.2.2.     $40,000 for the development and implementation has been included in the draft Future Communities budget for the
2019-20 financial year.

7.3.     Asset Related Implications

7.3.1.     Not applicable.

8.         Legal, Risk and Legislative Considerations

8.1.     Section 66 of the Local Government Act 1993 requires Council to prepare a strategic plan for the municipal area for at least a 10-year period. In preparing the strategic plan councils are to consult with the community and any authorities and bodies it considers appropriate. The strategic plan must be reviewed every four years (s.70E LGA 1993).

8.2.     Failure to understand and respond to the community’s vision for the future is listed as a risk in the Strategic Risk and Resilience Register. The risk rating is classified as high and the treatment plan includes the following actions:

·     Revision of the Strategic Plan in response to the vision.

·     Develop a performance measurement system consistent with the vision and strategic plan.

9.         Social and Customer Considerations

9.1.     This statutory review of the strategic plan has provided a unique opportunity to respond to the community vision and demonstrate to the community the City’s commitment to the vision.

10.      Marketing and Media

10.1.   The review of the strategic plan presents a range of media and marketing opportunities.

10.1.1.  A communications plan will be developed in collaboration with the Communications Division, including provisions for web and social media marketing.

11.      Community and Stakeholder Engagement

11.1.   The draft Capital City Strategic Plan 2019-29 has been developed following internal engagement and consultation with elected members, the Executive Leadership Team, the Managers’ Forum and other key staff.

11.2.   The next stage in the process is for consultation and engagement to be undertaken with the community and stakeholders. The stakeholders include community vision panellists, other participants in the community vision, business groups, community groups, for example the Council of Hobart Community Associations.  The community vision provided a clear message that engagement is a vital part of city governance and civic involvement.

11.3.   Community engagement must be undertaken on the strategic plan in accordance with the Local Government Act 1993.

11.4.   A community engagement plan has been developed and it is anticipated that the draft plan with be released for consultation in late June for a period of 21 days.

11.4.1.  Methods of engagement and promotion that will be used include:

·     on-line engagement through a Your Say survey

·     display and hard copies of the survey in the Customer Service Centre or on request

·     attendance at specific interest group meetings or forums

·     promotion on the City website and Facebook.

11.5.   On completion of community and stakeholder engagement a peer review of the data from all stages of engagement will be undertaken, to ensure that the key themes and findings are represented in the plan.


 

12.      Delegation

12.1.   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.

 

Luke Doyle

Manager Future, Engaged and Active Communities

Tim Short

Director Community Life

 

Date:                            14 June 2019

File Reference:          F19/42389

 

 

Attachment a:             Draft Capital City Strategic Plan 2019-29     


Item No. 4.1

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting - 17/6/2019

Page 17

ATTACHMENT a

 

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Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

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17/6/2019

 

 


 

Agenda (Open Portion)

Special Community, Culture and Events Committee Meeting

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17/6/2019