Agenda of Economic Development & Communications Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 7

22/8/2019

REPORT TITLE: International Relations Measurement System - Update

REPORT PROVIDED BY: Economic Development Project Officer

Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide further information on the potential of a development of a robust system to measure the qualitative and quantitative value of international relationships.

1.2. The measurement system will aid the Council in making more informed decisions about current and future international relationships, based on associated qualitative and quantitative benefits.

1.3. Keeping qualitative and quantitative benefits front of mind when decision making will result in greater outcomes for the community from expenditure associated with international relationships.

2. Report Summary

2.1. Discussions relating to the development of a robust tool to measure the value of the City’s international relationships commenced after the signing of the friendship city agreement with Fuzhou in early 2017.

2.2. Alderman Thomas proposed a professional development visit to Xi’an in China to further develop this project in conjunction with Xi’an and other friendship cities of Xi’an who were taking part in an economic forum in September 2017.

2.3. Alderman Thomas developed a project which was in principle supported by the Council subject to a scope and detailed costings.

2.4. Endorsement from the Council was also given for Alderman Thomas to discuss the project with Sister Cities Australia (SCA). SCA’s involvement would be to circulate a survey to its 60+ members (cities in Australia with international sister / friendship cities). Information gathered would be used in the development of the measurement tool.

2.5. SCA supported Alderman Thomas’ project in principle, subject to the project being delayed until after the City of Hobart elections in October 2018.

2.6. Upon hearing of SCA’s support, the Council on 4 June 2018 resolved:

That the Council support the deferral of this project until after the City of Hobart elections in October 2018 when a report will be provided to Council to further scope the project and to provide detailed costings.

2.7. A report was brought back to the Economic Development and Communications Committee (Attachment A) on 21 February 2019 with a scope and approximate costings of $30,000 (excluding GST) based on proposals from two economic consultancies.

2.8. EDCC noted at this meeting that other organisations such as RMIT University and ACELG (Australian Centre of Excellence for Local Government) had been investigating international relations from a local government perspective. EDCC resolved:

That the item be deferred to enable further investigation into what other key organisations such as RMIT and ACELG have done in terms of considering the measurement of the value of international relationships in the last 5 years and this be reported back to the Committee.

2.9. This report is a response to the above committee resolution and also provides an update on a third proposal received from an Emeritus Professor at the University of Tasmania (Peter Frappell) who worked extensively in the international relations area.

2.10. The proposal received from Professor Frappell most closely fits the project scope and has been costed at $21,000 excluding GST.

2.11. It is proposed that should the Council still desire a measurement system beyond the existing international relations action plan, Professor Peter Frappell should be engaged by the Council for this purpose.

3. Recommendation

That:

1. The Council notes that RMIT University and ACELG (now ALGA) are not contributing academic work to analyse the qualitative and quantitative value of Australian local government international city to city relationships.

2. The Council authorises the engagement of Professor Peter Frappell to develop a robust system to measure the value of the City’s current and future international relationships.

3. The cost of the measurement system be no more than $21,000 excluding GST, to be attributed to the economic development function of the 2019/2020 annual plan.

4. Background

4.1. Upon receiving a report on the signing of the friendship city agreement with Fuzhou in January 2017, Council discussed the development of guidelines for measuring the value of the City’s international relationships (beyond the existing International Relations Action Plan), resolving inter alia on 6 March 2017:

That a report be provided regarding the development of guidelines for the City of Hobart to measure the qualitative and quantitative values of friendship and sister city relationships.

4.2. Alderman Thomas proposed a professional development trip to Xi’an to commence the progression of the Council resolution above. Xi’an was hosting an economic forum in September 2017 at which many friendship cities were attending. This group of international cities provided a significant test bed for the project.

4.3. A report was presented to Council on 4 December 2017 summarising the visit to Xi’an. The Council resolved inter alia:

That:

1. Council endorse, in principle, the project proposed by Alderman Thomas to generate a robust framework measuring the value of international relationships, derived from an extensive survey of international cities.

(i) A further report be provided to Council to further scope the project and to provide detailed costings.

2. Council endorse Alderman Thomas’ attendance of Sister Cities Australia AGM and a forum on 8 December 2017 to promote the project to the network and seek research and resource opportunities.

4.4. Alderman Thomas attended the Sister Cities AGM and forum in December 2017. At the AGM Sister Cities Australia confirmed in principle support for Alderman Thomas’ proposed project, contingent on the project being deferred until after the City of Hobart elections in October 2018. This was reported to Council in a memorandum presented on 4 June 2018.

4.5. At its meeting of 4 June 2018, in response to the memorandum Council resolved:

4.6. A report was brought to the Economic Development and Communications Committee (EDCC) on 21 February 2019 (Attachment A) responding to Council’s resolution requesting a further scoping of the project (complete with costings).

4.7. The scope of the project is to create a framework that would enable the Council to robustly consider the qualitative and quantitative value of the City’s current and future international relationships.

4.7.1. Discussions were had with two consultancies based on the scope above. Responses suggested that the likely costs of completion of the project would be $30,000 (excluding GST).

4.8. During discussions at EDCC on 21 February 2019, the activities of other organisations working in this area were noted and the following was resolved:

A response to the Committee resolution is as follows:

RMIT

4.9. RMIT received funding from the Department of Foreign Affairs and Trade (DFAT) in 2018/19 to showcase how Australian cities and regions can derive economic, cultural and educational benefits from sister city relationships with China through a survey and six in-depth case studies.

The City of Hobart has been active in contributing to this project, having been interviewed in Hobart by the project team and having coordinated meetings for RMIT with other community representatives in the Hobart sister / friendship city space. It is expected that Hobart will be one of the six case study cities.

4.10. It is clear from discussions with RMIT that the project focusses on sharing existing knowledge and experience in terms of deriving benefits from international relationships. It is outside the scope of this project to examine how benefits are most effectively measured.

ACELG

4.11. ACELG (Australian Centre for Excellence for Local Government) in 2015 published a report entitled “Sister Cities in International Alliances – Can and should Australian local governments play an expanded role?”

This report was a comprehensive consideration of the role of local government in the international relations space and provided a number of case studies including Clarence City Council, the City of Darwin and the City of Melbourne. This report was included in the City’s thinking when the International Relations Action Plan was developed in 2016.

Enquiries were made with ALGA (Australian Local Government Association) as this organisation has assumed many of the functions of ACELG. ALGA is not planning further research in the area of international relationships. The more likely research focus will be collaborative relationships within Australia.

4.12. While discussions were being had with RMIT and ALGA, a proposal came forward from an Emeritus Professor Peter Frappell who worked at UTAS in the area of international relationship development and maintenance. Now a consultant, he has submitted a proposal that includes the following:

· A model that will aid in decision making around the establishment of a new sister / friendship city and aid in the consistent and robust measurement of the value of the City’s international relationships.

4.13. The estimate for this project is $21,000 excluding GST. It is felt that this proposal is most closely aligned with the scope of the project (to develop a tool to measure the value of the City’s current and future international relationships).

4.14. Professor Frappell submitted a written proposal which is commercial in confidence as it contains some proprietary thinking. A copy of this report can be made available to elected members on request. Alternatively Professor Frappell can brief the Council in person if desired.

5. Proposal and Implementation

5.1. Should the Council desire the development of a measurement beyond the existing International Relations Action Plan (IRAP), it is proposed that Council engages Professor Peter Frappell to complete this project at a cost of no more than $21,000 (excl. GST).

6. Strategic Planning and Policy Considerations

6.1. Continued efforts to drive outcomes from Hobart’s international relationships are in line with the following aspects of the City of Hobart Capital City Strategic Plan (2014 – 2019):

1.1.6 Develop relationships with other cultural and educational institutions as opportunities arise.

1.2.1 Develop strategic relationships with export focussed industries such as education, arts, tourism and Antarctic Research.

1.2.4 Support the Council’s existing sister city relationships with Yaizu, L’Aquila, Xi’an and respond to new opportunities.

6.2. This is also in line with the elements of the community vision:

8.5.4 Our local government is accountable to our communities, acting as an exemplar council in working with an inspiring people from across the city to contribute.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. It is anticipated that the project will cost between $21,000 and $30,000 (GST exc.). This has been incorporated into the economic development budget for the 2019 – 2020 financial year.

7.2. Impact on Future Years’ Financial Result

7.2.1. Findings from this project may impact the future direction of the City’s international relations program which would have an impact on future years’ financial results.

Until the project is complete, it is not clear what the future financial impact would be.

7.3. Asset Related Implications

7.3.1. None.

8. Legal, Risk and Legislative Considerations

8.1. The proposed project is an examination of the ways in which value is measured in formal international relationships. Although the relationships are formal, agreements of this nature are not legally binding and such do not expose the City of Hobart to risk of this nature.

9. Environmental Considerations

9.1. International travel has an environmental impact. To minimise this impact and maximise the value created for the City from this travel, it is paramount that the City’s international activities are well considered.

10. Social and Customer Considerations

10.1. It is of social importance that the City of Hobart fosters a diverse selection of international relationships based on geography, industry and nature of outcomes (community, culture, economic).

10.2. The City establishing sister or friendship city agreements facilitates a broader local understanding and appreciation for different cultures and communities.

10.3. Fostering these relationships is also a powerful and respectful message to people within the community who have close cultural ties with the cities and countries in question.

10.4. The community may question the value of international relations if the City of Hobart does not continue to continuously consider the way in which it measures and reports this information and involves the community in maximising opportunities arising. This is partly because costs associated with these visits are immediate and easy to identify, whereas benefits can be less explicit and reaped further into the future.

10.5. A robust tool to enable the measurement of value of international relationships would help to demonstrate the creation of value for the community and help to address some of their questions and concerns.

11. Marketing and Media

11.1. A number of innovative and interesting ideas in relation to Hobart’s four sister / friendship cities have come from the community to date. It is therefore paramount that community awareness of these relationships continues to be increased.

11.2. The Communications and Marketing Division assists with the promotion of the City’s international relationships through City News and the City’s social media.

11.3. From extensive desk research and many conversations with cities around the world that have international relationships, it is clear that there is a gap when it comes to the measurement of value. The development of a robust tool would place the City of Hobart in a strong leading position in this activity area which would be positive for the Council’s reputation and brand.

12. Community and Stakeholder Engagement

12.1. The development of a measurement tool would require significant stakeholder consultation. This would be built into the project.

13. Delegation

13.1. This matter is one for the Council.

As signatory to this report, I certify that, pursuant to Section 55(1) of the Local Government Act 1993, I hold no interest, as referred to in Section 49 of the Local Government Act 1993, in matters contained in this report.

Lucy Knott

Economic Development Project Officer

Tim Short

Director Community Life

Date: 26 July 2019

File Reference: F19/95376

Attachment a: Report - Economic Development & Communications Committee - 21 February 2019 - Measurement System - International Relationships ⇩

Item No. 6.2

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 23

22/8/2019

REPORT TITLE: Connected Hobart - Smart City Framework and Action Plan

REPORT PROVIDED BY: Director City Innovation

1. Report Purpose and Community Benefit

1.1. Following a further four (4) months of public consultation on the draft Framework and Action Plan documents, the purpose of this report is to recommend the final Connected Hobart program work products be endorsed by Committee for adoption by Council.

2. Report Summary

2.1. The Connected Hobart Smart City Framework (draft) and Connected Hobart Smart City Action Plan (draft) were adopted by Committee and Council in late March and subsequently released for final public consultation on 3 April 2019.

2.2. Consultation activities undertaken since that date have included:

(i) Direct discussions with Council’s Elected Members;

(ii) Independent peer review of the work products;

(iii) A fourth public forum (over 250 attendees across all forums);

(iv) A second survey on the draft documents with 41 direct responses;

(v) Over 3100 visitations to the Your Say information page; and

(vi) Staff workshops with over 50 participants.

2.3. As a result of these consultative activities a number of important changes have been reflected in the final work products including:

(i) Creativity changes to the Connected Hobart Smart City Framework and Connected Hobart Smart City Action Plan documents to present a mature colour and design palette more befitting the City’s brand.

(ii) A redesign of the Connected Hobart Smart City Framework diagram illustration to allow a more intuitive at-a-glance view of the complex drivers involved in the development of smart city projects and initiatives.

(iii) Addition of a bespoke Acknowledgement of Country within the Connected Hobart framework.

(iv) A restructure of the Connected Hobart Action Plan including the addition of:

(a) A “How to Read this Plan” section;

(b) A “How to Run a Connected Hobart Project” section;

(d) Easy-to-read summaries for all initiatives, including goals, results and community benefits.

2.4. The addition of three (3) world-leading initiatives within the Connected Hobart Smart City Action Plan that have not been observed in other national or international smart city programs:

(i) A Connected Engagement initiative to directly engage with Hobart community members in implementing and reviewing the rolling program to ensure Connected Hobart initiatives learn from people from all walks-of-life and to make Connected Hobart a world-leading example of a collaborative Smart City.

(ii) A Connected Ethics initiative to engage with stakeholders and community members on the important ethical issues in Smart City decision making and increase transparency and build community trust in Smart City initiatives.

(iii) A Social Inclusion Index as part of Pillar 4 – Connected Visitors and Industry initiatives - arising from a Question on Notice during the public consultation period.

3. Recommendation

That:

1. The Connected Hobart Smart City Framework as marked as Attachment A to this report be adopted.

2. The Connected Hobart Smart City Action Plan as marked as Attachment B to this report be adopted.

4. Background

4.1. The Connected Hobart Smart City Framework responds to both exciting and challenging trends associated with the latest social and technological revolution and lays out the architecture for Smart Cities decision-making in Hobart.

4.2. The Connected Hobart Framework (refer Attachment A) has eight (8) core elements that we can use to frame and meet Hobart’s needs, namely:

(i) Hobart identity: Hobart’s approach is framed by Hobart identity, described in the community vision.

(ii) Smart Cities definition: Our Connected Hobart Smart City is one that combines human ingenuity with technological innovations to enhance quality of life for all.

(iii) Challenges: We need to understand the local, regional and national/global challenges communities face before enacting solutions.

(iv) Partners: We cannot and should not do this alone. Working closely with customers and partners is the only way to make sure the benefits of Smart City projects are relevant and shared.

(v) Principles: All technology choices say something about what we believe. We have outlined 10 principles for humans (Hobart communities) and five principles about technology, to help ensure ethical technology decision making.

(vi) Technology choices: The latest and greatest is not necessarily the only or the best option. We need to consider a range of solutions to some of our most pressing concerns, and then decide how we use technology, assets and new civil infrastructure to help us.

(vii) Data: New technologies provide us with more data than ever before, but we need to ask the right questions and analyse it well for it to help make positive change.

(viii) Programs: Connected Hobart projects are aligned with eight programs, which align with the eight pillars of our community vision. They are themes that help us ensure everything we do is relevant to a part or parts of city life.

4.3. The Connected Hobart Smart City Action Plan (refer Attachment B) is operational: the framework in practice, and has over 50 specific projects that start to move Hobart through this period of inevitable change. As an operational plan it supports the intent described in the Connected Hobart Smart City Framework. It is a five-year document that will be reviewed every 12 months.

4.4. As an architectural blueprint Smart Cities is a means to enhancing quality of life for all in Hobart. That’s why the goal of the Connected Hobart program is to help Hobart become:

Australia’s most economically, environmentally and socially connected community by 2030.

4.5. Anyone making Smart Cities decisions in Hobart, either within Council or from across the community, will be able to use the Connected Hobart Smart City Framework to make their work relevant, useful and reflective of our city’s needs.

5. Proposal and Implementation

5.1. The proposed recommendation will be supported by the following timeline:

(i) Report to Economic Development and Community Committee (22/08/2019);

(ii) Report to Council (09/09/2019); and

(iii) Commence launch campaign – refer to Section 11 of this report, Marketing and Media (from 10/09/2019).

6. Strategic Planning and Policy Considerations

6.1. In a relatively short space of time, Smart Cities has become a significant strategic imperative for Council. The Connected Hobart program described by this report has been developed and structured in response to these demands and in support of Council’s collective Smart Cities strategic planning and policy requirements including:

6.1.1. Smart City initiatives have been identified as key strategic drivers within the Hobart City Deal to help address traffic congestion, access to services and jobs, the need for quality infrastructure and enhancing urban amenity. Specific Smart City collaboration projects are to be undertaken with Greater Hobart partners (Clarence, Glenorchy and Kingborough Councils) with the support of the State and Federal Governments through the office of the Tasmanian Coordinator-General.

6.1.2. “Hobart as a Smart City” was presented to prospective 2019 federal candidates as one of eight (8) key election proposals for which the City will continue to seek support in order to be better prepared to manage digital and social divides, build safer and more inclusive communities, and learn through innovation.

6.1.3. The City of Hobart chairs the Council of Capital City Lord Mayors Innovation and Connectivity Working Group. A key focus of this working group is demonstrating and supporting Smart Cities leadership across Australia.

6.2. The Connected Hobart strongly reflects the structure and content of Hobart: A community vision for our island capital.

6.2.1. The program takes a place-based, people first approach, reflecting the community values expressed in the vision.

6.2.2. The action plan programs align with the eight pillars of the vision and draft strategic plan, demonstrating how Connected Hobart will deliver on the major aspects of city life.

6.3. The Connected Hobart program provides a holistic response to several strategies outlined in the draft Capital City Strategic Plan 2019-29. Examples of relevant strategies include:

“2.3.9 Support citizen science and other community contributions to knowledge and innovation.

4.1.6 Support local businesses and enterprises working to find innovative solutions to significant challenges.

4.4.3 Create and support opportunities for businesses to test new ideas.

5.1.1 Improve connectivity throughout Hobart’s inner city and suburbs.

5.1.2 Consider social, environmental and economic elements in transport and technology decision-making.

5.1.3 Investigate transport and technology possibilities that reinforce values of efficiency, sustainability, connection and helping people to meet the needs of daily life.

5.1.4 Ensure equal access is factored into transport and technology decision-making.

5.1.6 Work with stakeholders to prioritise low-emission, energy efficient, renewable transport and technology initiatives, including trialling emerging solutions.

5.1.7 Collaborate with stakeholders and business on the efficient sustainable and innovative movement of people, information and goods.

5.3.1 Respond to the current trends and future opportunities of the smart cities concept and associated technologies.

5.3.2 Use technology, including in assets and new civil infrastructure, to respond to challenges and enhance quality of life, in line with the community vision.

5.3.3 Connect innovation to values, understanding community needs before implementing new technologies.

5.3.4 Encourage technology solutions that support face-to-face connections.

5.3.5 Engage in technology collaborations with all levels of government, industry stakeholders, the education sector and the wider community.

5.3.6 Test the benefits of emerging technologies, providing insights for strategic, operational and legislative change.

5.3.7 Work with community, businesses, and other stakeholders to bridge the digital divide and ensure digital communications and technologies are accessible and available to all.

5.4.1 Progress and continually improve the integration of the City’s business systems.

5.4.2 Gather relevant data that can be used to guide decision-making, monitor trends and measure progress.

5.4.3 Implement best practice data collection, storage, analytics and communication.

5.4.4 Develop critical response capabilities against cybersecurity threats and incidents.

5.4.5 Seek opportunities to exchange and create data with other city stakeholders.

8.1.1 Practise integrity, accountability, strong ethics and transparency in the City’s governance, policymaking and operations.

8.1.3 Make effective use of research, evaluation and data to inform the City’s work and respond to trends and changes.

8.1.5 Implement best practice data management, including provisions for open data and privacy.

8.2.3 Provide leadership on the implementation of the Hobart City Deal.

8.2.4 Position the city regionally, nationally and internationally to achieve positive outcomes.

8.5.1 Build a robust ‘customer first’ culture which provides for approachable and solutions-based customer service experiences.

8.5.10 Implement best-practice management of the City’s assets.”

6.4. The above list includes the strategies most directly relevant to Smart Cities/technology decision-making and projects at the City of Hobart.

6.5. However, it is important to note that the philosophy behind the framework and the projects outlined in the action plan align with a range of other strategies on topics such as community inclusion, community engagement and participation, risk management, environmental performance, transport connectivity and more.

6.6. The project to create the Connected Hobart program has aimed to reflect the City’s strategic priorities throughout, integrating relevant strategies to ensure that Smart Cities decision-making reflects the needs of Hobart communities, and that the Connected Hobart program is directly relevant to the Hobart region.

6.7. The program also factors in important strategic relationships, for example, with RACT and the University of Tasmania, and opportunities including, for example, the Hobart City Deal.

6.8. A key tenet of the program is not to promote ‘technology for technology’s sake’ but rather to further the strategic agenda set out by Hobart communities and stakeholders as reflected in the City’s practical response vis-a-vis to the draft strategic plan.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The current program is being funded from operational and capital budgets with nil impact on the current year operating result.

7.1.2. A further $5 - $7 million in funding is being sought through the Hobart City Deal in support of initiatives within the Connected Hobart Smart City Action Plan.

7.1.3. In addition to ongoing operational and capital funding from Council’s rates, parking and infringement incomes, other innovative funding sources including but not limited to zero-cost capital works infrastructure partnerships, asset commercialisation and economic-based grants will need to be pursued in order to provide scale, and support the economic and social sustainability of the program.

7.2. Impact on Future Years’ Financial Result

7.2.1. The 2019 organisational restructure resulted in the establishment of a Smart and Sustainable City Unit from existing staff resources.

7.2.2. Many of the City’s assets that will underpin the operation of the Connected Hobart program are not new. The realignment of existing Smart Cities service and asset governance structures (including asset plans and budgets) for parking, lighting, CCTV, wayfinding, security, digital signage, and energy are ongoing with the quantity of overall operations and maintenance and asset replacement funding for the City’s existing assets over forward estimates is yet to be identified.

7.2.3. Forward year allocations for the following Connected Hobart capital projects have been approved by Council in the current 10-year Capital Works Plan.

(i) Connected Precincts Infrastructure $200,000 in 2019/20, 2020/21 and 2021/22.

(ii) Automated Vehicle Trials $100,000 in 2019/20.

(iii) North Hobart Parking Extensions $600,000 in 2019/20.

(iv) Electric Vehicle Charging Stations $190,000 in 2019/20.

(v) Crowded Spaces Response $500,000 in 2019/20 and 2020/21.

(vi) Energy Savings Action Plan $100,000 in 2019/20 and 2020/21.

(vii) Indirect initiatives through project inclusions and contributions across City Growth, City Amenity and Community Life Divisions. For example, potential components of the following:

(a) Bridges Connection $250,000 in 2019/20;

(b) Argyle Street Carpark Traffic Lights $60,000 in 2019/20 and $540,000 in 2020/21;

(d) City Laneways – Access and Lighting Upgrades $100,000 in 2019/20, 2020/21 and 2021/22; and

(e) Implementation of the Transport Strategy $250,000 in 2019/20 and 2020/21.

7.3. Asset Related Implications

7.3.1. Connected Hobart will undertake programs of maintenance, renewal, and new investment similar to those that exist across other asset classes like buildings, roads, parks, toilets and storm water. Specific ‘Smart City’ asset classes include lighting, electrical networks, parking and transport, CCTV, digital signage, and crime prevention and public safety assets. Limited or no funding has been allocated for some of these asset portfolios. To address this, asset and service plans will be developed in 2019/20.

8. Legal, Risk and Legislative Considerations

8.1. Inevitably, technology adoption exceeds the ability of governments to keep pace with legislative and regulatory change. For this reason, the Connected Hobart Smart City Framework includes “Principles” as a core component of the model. Within this component, the program has established 15 guiding principles to assist the City in critical decision-making.

8.2. The initiatives within the Connected Hobart Smart City Action Plan also support trial and proofs of concept approaches designed to protect the community through early monitoring and response procedures or by directly tackling the ethics of change through the Pillar 8 CGV07 Connected Ethics initiative. Other identified risks include:

(i) The Greater Hobart Act

Successful collaboration between signatories of the Greater Hobart Act in areas of geographical or service overlaps.

(ii) Davey and Macquarie Streets

The change of ownership of the City’s two (2) primary thoroughfares presents some uncertainty with regard to the operational impacts of Tasmanian Government legislative and strategic control.

(iii) TasNetworks

TasNetworks and its subsidiary 42-24 current own and operate significant elements of the on-street lighting, network fibre infrastructure across the Hobart LGA. Negotiating acceptable access rights for the installation and operation of Connected Hobart infrastructure is a potential operational risk for the City.

(iv) Emerging Policy and Legislation

(a) Initiative CGV03 of Pillar 8 within the Connected Hobart Smart City Action Plan is specifically focused on addressing ongoing Smart City legislation reviews.

(b) Where possible City officers undertook significant and specific research into the areas of legal and legislative risk especially where identified by sections of the community e.g. 5G.

(c) In this example, in addition to desktop research, primary qualitative research included discussions with national and international cities such as Whitefish, Montana, USA.

9. Environmental Considerations

9.1. Connected Hobart will enhance the Council’s standing in relation to climate change and work hand-in-glove with the emerging Sustainable Hobart program by delivering data-driven decision-making capabilities.

9.2. Far from being the sole domain of a climate change officer, delivering open insights to the public in relation to the security and resilience of the city’s natural environment will be the new benchmark in environmental responsibility and measurement.

9.3. The Connected Hobart Smart City Action Plan also contains an entire program (Connected Environment), and a number of initiatives (e.g. environmental monitoring), directly focused on the environment.

10. Social and Customer Considerations

10.1. The goal of the Connected Hobart program is to help make Hobart ‘Australia’s most economically, socially, and environmentally connected community by 2030’.

10.1.1. This goal is a means of articulating the quality of life focus of the program.

10.2. The Connected Hobart Smart City Framework is designed to have social and customer considerations at its core. The framework takes a ‘people first’ approach, framing technology as one potential means of helping Hobart communities achieve their vision. The framework does not consider adopting new technologies as the default solution to urban challenges.

10.3. In response to research findings and community engagement, the eight (8) framework elements strongly focus on the human and on Hobart identity and culture, as articulated in the community vision.

10.4. The framework does not outline a linear process but rather considers that elements of technology decision making need to be considered at multiple points throughout a project. This structure is designed to highlight the importance of considering, for example, Hobart’s people, the challenges we face as a city, who we need to work with, and the ethical principles we should stand by across the lifespan of the Connected Hobart program.

10.5. This approach is designed to reflect the City’s social inclusion priority and to support community participation in Connected Hobart.

10.5.1. The Connected Hobart Smart City Action Plan is designed to reflect the framework and to respond to community and customer needs, as well as the City’s role to demonstrate leadership in local government innovation.

10.5.2. The action plan programs align with the eight pillars of the community vision, which ensures coverage of social and customer considerations across various aspects of city life.

10.5.3. Several projects were designed in direct response to community and customer values as expressed through engagement. Examples include Technology-Free Zones Trial (CPL03), Data for Creativity Trials (CCR03), Extended Public Wi-Fi Rollout (CIN03) and Connected Ethics (CGV07).

10.5.4. Community engagement findings highlighted that Smart Cities is a novel topic for many community members, and that its complexity and terminology can create barriers to understanding. Projects such as Connected Hobart Communications (CGV06) and Connected Hobart Engagement (CGV05) aim to respond to the need to make Smart Cities open, accessible and understandable for everyone. Projects such as Universal or Assistive Technologies Trials (CCS07) aim to help bridge the digital divide and include community members of all abilities in the Connected Hobart program and the Hobart Smart City of the future.

10.5.5. Projects such as Customer Service Centre Voice Assistant Trials (CGV09) specifically aim to improve the City’s customer service offerings.

11. Marketing and Media

11.1. The Connected Hobart program has had considerable media interest during its development phases and it is expected that this interest will only increase as the City begins to roll out the operational plan. To support this demand a range of proposed marketing and media initiatives have been or are being developed for release upon formal adoption of the documents including:

11.1.1. Marketing:

(i) Brand Treatment

(a) A Connected Hobart sub-brand lock-up has been created for use in all program initiatives. This will be used and operate in a similar manner to the Creative Hobart sub-brand and has already been used on a range of physical assets (such as network pit lids), and program material.

(ii) Website

(a) An initial general webpage has been created at https://www.hobartcity.com.au/Community/Connected-Hobart for use in marketing program content. Over time a more detailed page, infused with Smart City data, dashboards and initiative content will be developed.

(iii) Events

(a) Both City of Hobart Officers and Elected Members will continue to be invited to speak at sectoral (e.g. LGAT, CCCLM) and industry events.

(b) The City will also likewise opportunities to present on and promote the Connected Hobart program, and to use those opportunities to learn from others undertaking Smart Cities work.

(iv) Smart Cities Awards Programs

(a) A schedule of Smart Cities public awards programs against which the City can respond, such as https://australia2019.smartcitiesweek.com/smart-cities-awards/, is being consolidated. These submissions will increase awareness around Hobart’s thought leadership, best practice and practical action in advancing the Smart Cities movement across Australia.

(v) Connected Hobart Blog

(a) To support on-going community and industry engagement a program blog will be published to discuss specific initiatives within the 5-year program.

11.1.2. Media

(i) Launch Media Release

(a) A media release to support the adoption of the Connected Hobart program will be drafted.

(ii) Launch Radio Interviews

(a) Offers for radio interviews with Elected Members and City Officers will be extended to all mainstream radio media following the launch.

(b) Elected Members will be invited to support engagement for specific ongoing social interest stories as they are promoted on a project-by-project basis.

(iii) Council Social Media

(a) A range of operational social media programming will be undertaken using #connectedhobart to track sentiment and reach where initiatives are undertaken across all Council divisions or in other programs including the Hobart City Deal.

12. Community and Stakeholder Engagement

12.1. Connected Hobart is the product of over a year of research and engagement with stakeholders and community members. Research included a review of existing City of Hobart strategies and Smart Cities strategies and initiatives from around the world. Resources on related topics, such as climate change, economic trends, global risks, and social trends, in particular to do with technology behaviour, were also consulted.

12.2. The community engagement program and findings are summarised in Attachment C to this report and included:

(i) Four (4) forums about Smart Cities trends (250+ attendees);

(ii) A survey on the Your Say Hobart online engagement platform, with a mail-in postcard survey, asking about community members’ definitions of and ideas for Smart Cities (241 responses);

(iii) A second survey on the draft framework and action plan (41 responses);

(iv) Industry stakeholder conversations (22 major industry stakeholders, including the University of Tasmania and the Tasmanian Government);

(v) Technology vendor conversations (over 30 vendors, including NBN Co., Cisco and Telstra);

(vi) Briefings with stakeholder groups (for example, the Youth Advisory Squad and the Access Advisory Committee);

(vii) Presentations at conferences and forums (for example, Melbourne Design Week and the Tasmanian Combined Principals Association Conference); and

(viii) Workshops with staff from all divisions of the City of Hobart (50+ participants).

12.3. Over 3100 people visited the Connected Hobart information page on Your Say Hobart. Strong messages we heard were:

(i) The framework and action plan need to consider a range of topics important for Hobart today, such as transport, environment and climate, health, community, tourism, education, heritage and art;

(ii) Smart Cities is a complex concept that needs to be communicated in a way that is easy for people to understand;

(iii) Ethics and long-term impacts need to be considered, for example, about people’s privacy and the potential consequences of technology-related decisions;

(iv) The City needs to have clear plans for how Connected Hobart programs will be implemented and resourced; and

(v) Partnerships with government, industry and community will be critical to Connected Hobart’s success and relevance to Hobart communities.

A reference list can be found at www.hobartcity.com.au.

12.4. The Connected Hobart program closely aligns with the 26 Smart City communities of interest against which the federal government is polling and driving awareness:

(i) Active lifestyle and mobility, city and community planning (including 3D), community engagement, disaster management (fire, flood…), education and public health, environmental monitoring (air quality, dust, noise, waterways), innovation and economic development, integrated mobility, people movement, public administration and customer service, public safety (crime), smart amenity management (library, pool, BBQs, toilets...), smart building (intelligent, sustainable, management, performance), smart energy (solar power, energy storage, batteries), smart governance, smart hub/precinct, smart irrigation, smart lighting, smart parking, smart traffic management (public transport, cycling, ‘sharing’ services, pedestrians), smart waste (management, recycling), start-ups and innovation hubs, visitor experience (information, wayfinding…), procurement including collaborative procurement, innovative funding and financing, and local government collaborations and partnerships.

13. Delegation

13.1. This is a matter for the Council to determine.

Peter Carr

Director City Innovation

Date: 16 August 2019

File Reference: F19/96298; 18/217

Attachment a: Smart Cities Framework ⇩

Attachment b: Smart Cities Action Plan ⇩

Attachment c: Community Engagement Summary Report - Connected Hobart ⇩

Item No. 6.3

Agenda (Open Portion)

Economic Development & Communications Committee Meeting

Page 132

22/8/2019

Memorandum: Economic Development & Communications Committee

Social Media Usage and Guidelines

Introduction
The purpose of this memorandum is to request the consideration of the Council to adopt Social Media Guidelines in the light of recent Code of Conduct determinations and a New South Wales Supreme Court decision.

Background
At its 23 February 2017 meeting, the City of Hobart’s Economic Development & Communications Committee considered a report relating to social media which included a draft policy for endorsement by the Council. The Committee resolved to defer consideration of the item until the strategic corporate communications review commissioned by the City had been completed.

The draft policy, which has since been refined into guidelines, is based on best social media practices adopted by other national and international capital cities.

Social media provides opportunities for dynamic and interactive two-way communications and enables us to connect and engage in real-time dialogue. Posting information, however, is a public activity which may result in information being picked up by news media organisations or other unintended audiences.

It is for this reason and the recent Code of Conduct determinations, involving Huon Valley and Derwent Valley Councils and New South Wales Supreme Court decision that the Council may wish to endorse Social Media Guidelines for Elected Members.

New South Wales Supreme Court decision
A New South Wales Supreme Court judge has found media organisations are liable for allegedly defamatory comments made by third parties on their public Facebook pages. Former Northern Territory youth detainee Dylan Voller sued three media organisations for defamation over a series of claims made about him in the comments section of Facebook posts on the pages of The Sydney Morning Herald, The Australian, the Centralian Advocate, Sky News Australia and The Bolt Report.

Mr Voller said the comments, on 10 Facebook posts published in 2016 and 2017, carried a series of false and defamatory imputations. He did not ask for the comments to be taken down by the media outlets but launched defamation proceedings against them in the Supreme Court, arguing that they had ‘published’ the comments of third parties.

In a preliminary decision, Justice Rothman found Mr Voller had proved publication, and ordered the media organisations to pay Mr Voller’s costs of the hearing. The court has yet to decide other issues in the case, including whether the comments are defamatory.

Mr Voller’s lawyers had argued the media defendants had the power to remove or hide comments, and could have chosen to monitor the comments but did not do so. The media organisations argued they did not publish the comments, had no liability for them, and were not contacted by Mr Voller and asked to take them down.

Justice Rothman acknowledged his decision would likely trigger an appeal in a higher court saying that, ‘the issues before the court in this matter relate to an emerging area.’

Code of Conduct determinations
There has been two recent Code of Conduct determinations (attached) where comments made on social media have been a component of the complaint.

In one case the Code of Conduct Panel determined that, the Elected Member in question, be more acutely aware of the need to carefully consider whether, and when, to participate in social media communications, and when participating to consider the content of the social media posts.

Social Media Guidelines
Given the New South Wales Supreme Court decision and the two Code of Conduct determinations and the popularity of social media, it seems appropriate that the Council consider whether it wishes to establish some guidelines to assist Elected Members when engaging on platforms such as Facebook.

To this end, draft guidelines have been prepared and are attached to this memorandum for the consideration of the Council.

Key points to note, include:

· Elected Members may maintain their own social media accounts identifying themselves as Elected Members for the City of Hobart.

· Elected Members should qualify their comments on social media as being their own, and not necessarily the position of the Council as per the Elected Member Code of Conduct.

· All external communications must be respectful of all members of the community and comply with the principles of the Elected Member Code of Conduct.

· Elected Members are reminded that they are responsible for all content published on their social media accounts whether this be posted by themselves or a third party.

In addition to the guidelines, it is recommended that Elected Members publish and implement the following page posting guidelines on the admin/about section of their social media pages:

“Whilst I actively encourage debate on posts, any offensive, abusive, off-topic or rude behaviour will be removed.

Discrimination will not be tolerated. Anyone displaying crude comments based on race, physical appearance, gender, age, religion, mental ability or country of origin will have their comment deleted and may be blocked from the page.

Any potentially defamatory comments or comments breaching the privacy of another individual will be deleted.”

If the Council endorses the Elected Member Social Media Guidelines, an acknowledgement of these guidelines will be placed in the Elected Member Attestation which is signed annually by Aldermen and Councillors.

REcommendation

That:

1. The Council adopt the Elected Member Social Media Guidelines attached to this report.

N D Heath

General Manager

Date: 16 August 2019

File Reference: F19/109710

Attachment a: Code of Conduct Determinations ⇩

Attachment b: Elected Member - Draft Social Media Guidelines ⇩

People	We value people – our community, our customers and colleagues.
Teamwork	We collaborate both within the organisation and with external stakeholders drawing on skills and expertise for the benefit of our community.
Focus and Direction	We have clear goals and plans to achieve sustainable social, environmental and economic outcomes for the Hobart community.
Creativity and Innovation	We embrace new approaches and continuously improve to achieve better outcomes for our community.
Accountability	We work to high ethical and professional standards and are accountable for delivering outcomes for our community.