Agenda of Community, Culture and Events Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 18

30/7/2020

REPORT TITLE: 2020 Myer Hobart Christmas Pageant

REPORT PROVIDED BY: Community Activation and Grants Coordinator

Manager Activation Programs and Tourism

Director Community Life

1. Report Purpose and Community Benefit

1.1. This report seeks Council endorsement to cancel the 2020 Myer Hobart Christmas Pageant and to postpone celebration of this year’s 40^th anniversary due to the restrictions imposed upon public events arising as a result of COVID-19.

1.2. The report also seeks endorsement to reallocate partial funding budgeted for the 2020 Myer Hobart Christmas Pageant towards the delivery of alternative community and business focussed activations for the 2020 Christmas period as a means to stimulate community and economic recovery.

2. Report Summary

2.1. The Myer Hobart Christmas Pageant is a complex event being the third largest event that the City of Hobart delivers involving 2,500 participants from 68 separate entries travelling on a 1.2 km route along Liverpool Street from Argyle Street, turning into Harrington Street and then turning into Collins Street, concluding at Argyle Street.

2.2. The delivery of major events in a COVID-19 environment now require the implementation of a number of protocols to monitor and support staff, participant and audience health.

2.3. Due to the scale, complexity and nature of the Myer Hobart Christmas Pageant addressing COVID-19 government restrictions would be expensive and logistically difficult. In addition, they would possibly have a negative impact on the audience’s experience of the event.

2.4. Planning for the pageant requires a long-lead timeframe and while there are currently no cases of community transmission of the virus in Tasmania, there remains a high degree of uncertainty surrounding public safety, and what the conditions are likely to be in November 2020.

2.5. Any alternative delivery model, such as a limited seated audience or holding the event in another venue such as an oval or park, defeats the purpose of bringing people into the city to mark the beginning of the Christmas shopping period.

2.6. Business consultation undertaken by the City has revealed a desire for activation and marketing opportunities to help businesses and the community recover from recent COVID-19 related lock-downs.

2.7. With the above in mind this report proposes cancellation of this year’s pageant and postponement of the 40^th anniversary celebration until 2021.

2.8. Alternative city centre activations and opportunities for the business community during the Christmas period are also proposed within this report.

3. Recommendation

That:

1. In response to restrictions related to COVID-19, the 2020 Myer Hobart Christmas Pageant be cancelled and the 40^th pageant anniversary celebration that was due to be held in 2020, be postponed until November 2021.

2. In order to further support economic and social recovery as part of the City of Hobart Christmas seasonal program, the following funds originally allocated to the 2020 Myer Hobart Christmas Pageant in the 2020-21 financial year be redirected to two new programs:

(i) $70,000 for Block Parties, and

(ii) $30,000 for city centre entertainment.

3. The $69,000 unallocated funds from the 2020 Myer Hobart Christmas Pageant be noted as savings in the 2020-21 financial year budget.

4. Background

4.1. The 40^th anniversary, 2020 Myer Hobart Christmas Pageant is scheduled to be held on Saturday 14 November 2020.

4.2. The Pageant is considered the official start of Hobart’s annual Christmas shopping period and typically attracts an audience of around 25,000 with some previous pageants having had over 30,000 people watching from the footpaths of 10 city blocks.

4.3. The Pageant involves a diverse mix of community and business entrants travelling on a 1.2 km route along Liverpool Street from Argyle Street, turning into Harrington Street and then turning into Collins Street, concluding at Argyle Street.

4.4. The 2019 Pageant involved over 2,500 participants from 68 separate entries that included schools, community bands, performers, dancers, charities, community organisations and local businesses.

4.5. The Pageant is a complex event being the third largest event that the City of Hobart delivers, after the Salamanca Market and the Taste of Tasmania.

4.6. The 2019 event required the employment of over 80 external temporary staff, over 50 City of Hobart employees, 35 private contractors as well as the involvement of dozens of Tasmania Police officers and SES volunteers.

4.7. Early planning for the 2020 Pageant has highlighted significant COVID-19 and budgetary related issues that have prompted this proposal to postpone the event, outlined below.

4.8. At the time of writing, Tasmanian Government COVID-19 restrictions limit undivided public outdoor gatherings to 500 people, including staff and volunteers.

Impact of COVID-19 restrictions on Gatherings

4.9. Elected Members would be aware that the impact of the COVID-19 pandemic has caused a rethink of the Taste of Tasmania, a restructure of Salamanca Market to a smaller, modified market and the cancellation or postponement of a number of major community events since March 2020.

4.9.1. This includes ANZAC Day, Estia Greek Festival, Relay for Life, Australian Antarctic Festival, Dark Mofo, the Festival of Voices, Royal Hobart Show, the Falls Festival and the TMAG Children’s Festival.

4.10. Gatherings as defined by the Tasmanian Government are now determined by the density of the area, up to a maximum of:

250 people for an undivided space in an indoor premises;

500 people in an undivided space outdoors; and

Maximum density limit is one person per 2 square metres.

4.11. The following specific requirements of gatherings would be difficult to deliver and monitor and prohibitively costly to implement for an event such as the Pageant.

4.11.1. Event Boundary and Audience Capacity. In order to manage the current government restriction of a maximum of 500 people per event site, one option may be to fence the perimeter and create discrete, fenced sections within the event boundary.

The Hobart pageant attracts and audience of up 20,000 to 30,000 people who congregate along the full length of the 1.2 km pageant route, covering 10 city blocks as well as viewing locations from a number of streets, laneways and footpaths.

Were the City to implement a fenced boundary along with associated fenced sections within the event footprint, the infrastructure and staffing required to support this would be financially prohibitive and the impost on the community would be considerable.

It is also likely that the public may congregate outside the fenced areas, making these crowds impossible to monitor or control.

4.11.2. Physical Distancing. All events are now required to support patrons to remain at least 1.5 metres apart. Many large events do this by appropriate seat configuration and where there are no seats, by engaging ‘social distancing’ personnel to remind patrons to maintain this distance.

Seating would not be an option for the Pageant and ensuring physical distancing would require a large number of personnel to enforce.

In addition to the impact on the audience, the requirement for social distancing would also have an adverse impact on the Pageant participants, with the 2019 Pageant involving over 2,500 participants and over 150 staff.

The requirements for physical distancing for performers is considered even more than standard situations. Large orchestras and choirs for example are now ensuring a minimum distance of 3 metres between members, due to the exertion of members.

For large performance groups such as community bands that have rationally performed in the Pageant the physical distancing requirements would make their participation impractical and would create an extremely long pageant.

4.12. Given that a key aim of the Hobart pageant is to attract large numbers of people into the city centre to enjoy around 69 parade floats, and noting the uncertainty of the COVID-19 pandemic, running a smaller or more restricted event is not considered viable for 2020.

4.13. Despite no community-transmission of the virus in Tasmania at the time of writing, the pandemic has escalated in other states and it is unclear what restrictions would be in place at the time of the event delivery and how safe Tasmanians would feel attending a major event of this nature.

4.14. Planning for the Pageant takes a minimum of six months necessitating a Council resolution at this time.

Other Australian Capital City Pageants

4.15. Brisbane and Adelaide are cities that also deliver annual Christmas pageants and the following information is current at the time of writing.

4.15.1. The Brisbane Christmas Pageant is delivered by Brisbane Marketing, a separate, wholly owned subsidiary of Brisbane City Council.

The event organiser was unable to confirm if the event would proceed but indicated that were it to do so, it would need to be significantly reduced in size and capacity and remodelled to address the issues previously outlined within this report, with subsequent increase in budget.

4.15.2. The Adelaide Christmas Pageant is delivered by a private organisation, National Pharmacies. This event is a very large, privately funded event, attracting 325,000 people in 2019.

This year the event organiser is considering a very small, ticketed live audience in seated stands to watch the parade live and for the event to be televised.

4.15.2.1. This approach raises the question as to why the event would be held at all if it did not result in bringing large numbers of people into the city.

Budget

4.16. Due to the financial constraints currently upon the City of Hobart, the budget allocation for the 2020 event has been set at $199,000 for the 2020 Pageant, an increase of $11,000 on the 2019 event. This includes $30,000 sponsorship from Myer.

4.16.1. The bulk of this increase is taken up by standard adjustments to staff pay and on costs, with many of the individual line items in this year’s Pageant budget actually reducing.

4.17. Were the event to proceed, the pageant budget would need to be significantly increased to cover the extra staffing and infrastructure costs that would be required to meet COVID-19 requirements.

4.17.1. Reducing the size, capacity and scope of the event would still require significant fencing and staffing resources to address safety and government restrictions and for this reason is not seen as a viable option.

Sponsorship

4.18. The City of Hobart has a three year sponsorship agreement with Myer that provides $30,000 towards the Pageant. 2020 is the third year of the current agreement.

4.19. Blinc International, the company that administers Myer’s sponsorship agreements, has indicated Myer’s preference to postpone this year’s sponsorship and to support sponsorship of a 2021 pageant that can be delivered without any limitations on the event or the public.

New: City Centre Activation and Entertainment Program

4.20. As an alternative to running the 2020 Hobart pageant, a program of activation and entertainment for the city centre is proposed that would create a vibrant atmosphere and encourage the community to choose to visit, stay longer, recreate and shop in Hobart.

4.21. The need for activation and continued support for city centre businesses, particularly for the Christmas retail period, was highlighted by the Business Grant Advisory Panel consultation held on 7 July.

4.21.1. This consultation was undertaken at the request of Council at its meeting of 24 April 2020 in order to provide advice on this year’s business grants.

4.21.2. The consultation revealed deep concerns for retail businesses that would normally expect their Christmas trade to contribute to their sustainability.

4.22. Some of the organisations that would have entered the Hobart pageant may be able to perform as part of this program, depending on the COVID-19 restrictions in place at the time.

4.23. It is proposed that funding of $30,000 be directed from the pageant to support the delivery of this City initiated activation and entertainment program.

New: Block Parties

4.24. In addition to the city centre entertainment initiative outlined above, it is proposed to engage businesses in a program to run ‘Block Parties’.

4.25. Block Parties would be formalised, city initiated events with an economic activation focus designed to encourage and increase visitation within retail areas.

4.26. They would provide opportunities for a group of collaborating businesses to utilise the footpath and if appropriate to do so, parking bays, in order to temporarily create a larger activated space.

4.27. Block Parties might include temporary short term footpath widening, lane narrowing or road closures while some events may be able to take place with minimal intervention utilising available pedestrian space.

4.28. While not officially a grant, the project would be administered in the same way, with expressions of interest being sought from groups of businesses within a retail area or precinct.

4.29. Eligibility criteria would be developed as part of the EoI process. This would include the requirement that a minimum number of businesses agree to participate, economic outcomes be identified and that the participating businesses develop a promotion or communication plan.

4.30. The City would work closely with the successful Block Party organisers by providing event and technical advice as well as funds to support the management and installation of temporary infrastructure and interventions required to hold the event.

4.31. The City has successfully delivered similar ‘Tactical Urbanism’ events as part of the engagement process for the retail precinct upgrades in Battery Point, Lenah Valley, Midtown, New Town and South Hobart.

4.31.1. While it is intended that the Block Parties would not be as large or as complex as these examples, the same approach in regards to temporary street activation would be utilised.

4.32. The Block Party proposal aligns with the Safe, Healthy Streets initiative, developed by the City Place Making Unit within the City Planning Division endorsed by the Hobart Active Travel Committee on 15 May.

4.33. The Safe, Healthy Streets initiative identified six focus areas of potential City activity in response to the public space challenges brought about by COVID-19.

4.33.1. A memorandum including the presentation made to the Hobart Active Travel Committee and an update on the status of these initiatives, was provide to Elected Members via the Hub in early July.

4.33.2. These focus areas are designed to support local businesses and the safe re-energising of the city. In this, the initiative has a strong a focus on tactical, temporal or affordable initiatives, in light of the City’s financial constraints.

4.34. The Block Parties proposal supports four of the six focus areas outlined within the Safe, Healthy Cities initiative, highlighted below.

· Targeted improvements on pedestrian routes

· More outdoor space for business

· Acceleration of identified cycling access projects and bicycle parking

· Pilot initiatives for strategic projects

· Support for community led place making

· Lower speed limits across the Central Business District and in highly pedestrianised locations.

4.35. It is therefore proposed that a dedicated funding stream of $70,000 be made available from the original pageant budget to support the promotion and implementation of Block Parties within the 2020-21 financial year.

4.36. As well as the activities proposed above, the City will also deliver its annual Christmas decorations program. This includes the installation of the Mawson Place Christmas Tree which takes place in late November, as well as the installation of a range of decorations throughout the central business district.

Community Christmas Carols and Christmas Activation Grants

4.37. The City will continue to provide financial support for a broad range of Christmas activities through the annual Community Christmas Carols and the Quick Response Christmas Activation grants.

4.37.1. As with all grant recipients the City will require community Christmas carol organisers to address the COVID-19 related event requirements.

4.38. Both of these grant streams will once again be offered to community organisations wishing to deliver carols events in various suburban locations as well as smaller, ‘pop up’ Christmas activations within inner city Hobart.

4.38.1. Funding of $75,000 has been allocated within the 2020-21 financial year towards the Community Christmas Carols Grant category, with applicants able to apply for up to $15,000.

4.38.2. Funding of $10,000 has been allocated within the 2020-2021 financial year towards the Quick Response Christmas Activation Grant, with applicants able to apply for up to $750.

5. Proposal and Implementation

5.1. In consideration of meeting COVID-19 government and public safety requirements, it is proposed to cancel the 2020 Myer Hobart Christmas Pageant and postpone the 40^th anniversary celebration of this event until November 2021.

5.2. As an alternative to running the 2020 Pageant, a new program of activation and entertainment for the city centre is proposed that would aim to increase footfall in the city centre as a COVID-19 recovery measure for retailers during the peak Christmas trading period.

5.3. In addition to the city centre entertainment initiative, it is proposed to run a new program of ‘Block Parties’ that requires businesses to collaborate on an event to activate their street and encourage customers. This program would be open to any business precinct in the Hobart local government area to apply to participate.

5.4. The $199,000 budgeted for the 2020 pageant includes $30,000 sponsorship from Myer, with the City’s contribution being $169,000. It is proposed that $100,000 of the $169,000 be redirected to city centre activation and the block parties program, both of which would support business recovery and provide a focus for community celebration and social recovery.

5.5. It is also proposed that the remaining $69,000 funds be noted as a saving within the 2020-21 financial year budget.

6. Strategic Planning and Policy Considerations

6.1. This proposal supports the following Strategies from the Capital City Strategic Plan 2019-29.

2.2.1 Support people from all backgrounds and life experiences to participate in Hobart life.

2.2.3 Provide and support activities and programs that celebrate diversity to reduce social isolation and build social cohesion.

3.1.5 Support and deliver events, festivals and markets.

3.4.1 Support the activation of City-owned spaces for creative, cultural and commercial initiatives.

3.4.2 Activate streets, car parks and heritage spaces for public art, performances, events and festivals.

6.2. Due to the economic focus this proposal also supports the following economic focussed strategies within the Strategic Plan.

4.1 Hobart’s economy reflects its unique environment, culture and identity.

4.2 People have a range of opportunities to participate in the economic life of the City of Hobart.

4.3 Diverse connections help Hobart’s economy, businesses and workers thrive.

4.4 Hobart is a place where entrepreneurs and businesses can grow and flourish.

4.5 Hobart’s economy is strong, diverse and resilient.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. This proposal to postpone the 2020 Myer Hobart Christmas Pageant and to redirect $100,000 of the annual budget towards alternative business and community activations has the potential to save the city up to $69,000 within the 2020-21 financial year.

7.2. Impact on Future Years’ Financial Result

7.2.1. Indications from Myer have been that the $30,000 sponsorship of the Hobart pageant would be supported by them were the event to proceed in its previous form in November 2021.

7.2.2. It is being recommended that the 40^th anniversary of the Hobart pageant is celebrated in 2021 and as a result, the budget for the 2021 pageant will need to be increased, subject to Council approval.

7.3. Asset Related Implications

7.3.1. There are no asset related implications arising from this report.

8. Legal, Risk and Legislative Considerations

8.1. The City of Hobart has a responsibility to ensure the health and safety of pageant participants, staff, contractors as well as the wider community attending on the day.

8.2. This responsibility now includes attention to COVID-19 related issues detailed in this report.

8.3. The City may be putting itself at considerable risk were it to deliver the pageant with a ‘business as usual’ approach and the costs associated with addressing the risks posed by COVID-19 in relation to the Pageant are substantial and prohibitive.

9. Social and Customer Considerations

9.1. While there may be disappointment from some members of the community there is a general acknowledgement of the need to cancel or postpone significant events as a result of COVID-19.

9.2. It is also noted that the cost associated with running an event that addresses government restrictions and public safety as they are currently understood, is likely to create an added impost on the Council budget, and is likely to reduce the customer experience.

10. Marketing and Media

10.1. Communications and marketing would be undertaken in collaboration with the City’s communications and media teams and through City related marketing initiatives.

11. Community and Stakeholder Engagement

11.1. Consultation has taken place with the Business Grant Advisory Panel established in response to a Council motion in order to advise officers on the development of grants to assist the local business sector recover from the impacts of COVID-19.

11.2. Individual panel members noted that the activation of local retail spaces assisted with recovery and provided a stimulus for local businesses and indicated a willingness to initiate localised activation.

11.3. Consultation has also taken place with City of Hobart officers including the Director City Innovation, Manager City Mobility, Manager Environmental Health, Manager Activation Programs and Tourism, Executive Manager City Place Making, Principal Advisor Risk and Audit Systems.

11.4. Preparation of the report has also involved consultation with the organisers of the Brisbane and Adelaide Christmas Pageants, representatives from Blinc International as well as Hobart Christmas Pageant entrants from 2019.

12. Delegation

12.1. This report is delegated to the Council for decision.

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.

Mark Joseph

Community Activation and Grants Coordinator

Iris Goetzki

Manager Activation Programs and Tourism

Tim Short

Director Community Life

Date: 22 July 2020

File Reference: F20/63352; 18/256-004

Item No. 6.2

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 21

30/7/2020

REPORT TITLE: Housing with Dignity Reference Group - Review

REPORT PROVIDED BY: Manager Community and Culture

Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide feedback on the Housing with Dignity Reference Group (HWDRG) that was established in February 2019. This is in line with the Council recommendation that the reference group be reviewed after one year of operation.

1.2. The HWDRG has provided an excellent opportunity for members of the community who are experiencing homelessness or have experienced severe housing stress to actively participate in a group that advocates for change and undertakes initiatives.

1.3. The HWDRG has also provided the Council with an avenue for obtaining consistent, relevant feedback and ideas from people with lived experience of homelessness or severe housing stress.

2. Report Summary

2.1. On 18 February 2019, the Council approved the establishment of a Housing with Dignity Reference Group comprising community members with a lived experience of homelessness or extreme housing stress.

2.2. Alderman Thomas was appointed as Chairman of the group and Councillor Ewin was the second Elected Member representative on the HWDRG. The group was co-chaired by a community member with lived experience.

2.3. The group has been meeting on a monthly basis since April 2019 until March 2020 when COVID-19 reduced meeting frequency. The group has also had representatives actively participating in the Greater Hobart Homelessness Alliance.

2.4. The HWDRG has provided an opportunity for deeper consultation with the community experiencing, or having previously experienced homelessness or severe housing stress. This reference group has provided 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 homelessness support.

2.5. The HWDRG has developed key action areas that include: media advocacy; data collection; breaking down the stigma; and consideration of community housing/homelessness shelter models.

2.6. The group has been very active in advocacy work over the past 12 months with radio interviews, print media articles and written submissions to State and Federal Inquiries into affordable housing and homelessness issues. The group has also developed initiatives for Homelessness Week, undertaken a storytelling project and actively participated on the Greater Hobart Homelessness Alliance.

2.7. The core HWDRG members have demonstrated passion and commitment to the group and have indicated a strong desire to continue with the group. They consider that they continue to have a strong role to play in providing a voice for people without a home and people living in housing stress.

2.8. It is considered that there is a strong need for this group to be continued to ensure that the voice of people with lived experience is heard and considered when developing initiatives or strategic documentation. It is also very important that a community member of the HWDRG participates in the Greater Hobart Homelessness Alliance, again to ensure we hear the voice of people who have or currently are experiencing homelessness.

3. Recommendation

That:

1. The Council approve the ongoing support and development of the Housing with Dignity Reference Group comprising of community members with a lived experience of homelessness or severe housing stress.

2. The group meet formally four times a year, and continue to have a representative from this group on the Greater Hobart Homelessness Alliance.

3. The Council call for nominations from Elected Members to participate in the Housing with Dignity Reference Group.

4. Background

4.1. The Council Resolution of 18 February 2019 stated 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. The draft Terms of Reference, as attached to the minutes of the Open Community Culture and Events Committee of 6 February 2019, be endorsed with the following amendments:

a) Two elected members participate in the reference group,

b) An elected member be appointed as Chairman for the first year of the operation of the reference group,

c) The reference group may, at its first or subsequent meetings, determine a joint chair arrangement with the elected member being joined by a person with lived experience.

4.2. The Housing with Dignity Reference Group was established in April 2019 in order to strengthen the City’s 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.

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

4.2.2. 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.

4.3. The Terms of Reference for the Housing with Dignity Reference Group are shown at Attachment A to this report.

4.4. The HWDRG has provided an opportunity for deeper consultation with the community experiencing, or having previously experienced homelessness or severe housing stress. This reference group has provided 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.

4.5. The group was formed and has met monthly for 12 months prior to COVID-19. The group comprises a diverse mix of people with a lived experience of homelessness including: representatives from Bethlehem House; Trinity Hill (young person’s accommodation); UTAS student voice; older people; Common Ground Campbell Street; Goulburn Street facility residents; people who have experienced shelters and people who have lived through chronic housing stress.

4.6. Due to the nature of homelessness resulting in community members potentially being unsettled and transient, it has been difficult to build a large group of membership of this committee. The group is strongly supported by six community members who have attended all or most monthly meetings. There are other community members who are more ad-hoc or irregular attendees.

4.7. Representation on the Greater Hobart Homelessness Alliance has offered an opportunity for a voice to a larger group, and continuity for issues being raised at both groups to be discussed.

4.8. The first meeting of the group was chaired by Alderman Thomas with community member, Kate Kelly being elected as co-chair. All subsequent meetings were co-chaired.

4.9. The HWDRG has developed key action areas and initiatives. These include media advocacy; data collection; breaking down the stigma; and consideration of community housing/homelessness shelter models.

4.9.1. Media - The HWDRG has been very active over the past 12 months with radio interviews, print articles and written submissions to State and Federal Inquiries into affordable housing and homelessness issues. (Submissions are shown at Attachments B and C to this report)

Members of the group have been involved in multiple radio interviews included ABC breakfast about blue sky housing ideas; and on the nightly news about the impact of short stay accommodation; ABC television’s “You Can’t Ask That” episode 6; and recently an interview for the Hobart Story by Peter Meares “Housing the Australian Nation”.

4.9.2. Data Collection - The availability of reliable data with a projection of future social and affordable housing needs over the next five years has been identified as an issue that the group wish to explore further.

4.9.3. Breaking down the stigma - The HWDRG agreed to take an active role in sharing their individual stories through a storytelling project and to change the narrative from a homeless person to “a person without a home”. This project involves communicating the broadness and complex nature of this issue and sharing the different faces, as a worker/mother/older person. The group will work towards gathering a story from each participant and developing the project for sharing during Homelessness Week 2020.

4.9.4. Community Housing/Homelessness Shelter Models - The group has a strong interest in looking at opportunities for alternative community housing or homelessness shelter models to address the immediate crisis. This has included advocacy support for the Safe Space model that has been established and consideration of the Stable One model operating in Victoria. The HWDRG will host an upcoming forum inviting Stable One to present their model to local churches and organisations to see if there are opportunities for this model to be implemented locally.

The group is also interested in looking at longer term solutions such as cooperative housing models and supported living facilities etc. The HWDRG also has a strong interest in advocating for changes to legislation to restrict the numbers of Airbnb, particularly post COVID-19.

4.10. The core HWDRG members have demonstrated passion and commitment to the group and have indicated a strong desire to continue with the group. They consider that they continue to have a strong role to play in providing a voice for people without a home and people living in housing stress.

4.11. It is considered that the views and input from the HWDRG has been of great benefit when developing projects and initiatives to support people without a home. This is evidenced from their active involvement in homelessness week initiatives and the storytelling project. The development of submissions and advocacy work has also provided a Council with a strong platform for sharing the voice of people with lived experience.

5. Proposal and Implementation

5.1. It is proposed that Council approve the ongoing support and development of the Housing with Dignity Reference Group comprising of community members with a lived experience of homelessness or severe housing stress.

5.2. It is further proposed that Council nominate Elected Members to participate in the ongoing HWDRG noting that Alderman Thomas has indicated that he does not wish to continue to be a member of this group.

5.3. The HWDRG to meet formally four times per year, prior to the Greater Hobart Homelessness Alliance meeting, offering the opportunity for the representative from the HWDRG to contribute ideas and information into the larger regional forum.

5.4. Working groups to be formed to develop or implement specific projects or initiatives. These groups will meet outside the regular meetings on an as needed basis. Examples of working groups would be for the development of an advocacy campaign; submissions to parliamentary inquiries; and/or implementation of activities in Homelessness Week.

5.5. Subject to Council’s approval to continue to support this group, nominations were sought for a new community member co-chair, with Grace Morgan being selected to take on this role for the next 12 months.

5.6. The HWDRG has indicated that along with their priority areas identified above, their goals for the next 12 months include: skill development and mentoring; an exhibition for Homelessness Week; advocacy for continuation of Safe Space; investigation of Stable One model; advocacy for changes to short stay accommodation legislation; project to share storytelling and reduce stigma; and input into the affordable housing/homelessness strategy.

6. Strategic Planning and Policy Considerations

6.1. The HWDRG strongly aligns with Pillar 2 in the Capital City Strategic Plan 2019-29, in particular:

2.2.1 Support people from all backgrounds and life experiences to participate in community life

2.2.6 Identify those people in the community who are most disadvantaged, excluded and vulnerable and develop appropriate initiatives to address their issues, in partnership with stakeholders

6.2. The HWDRG is also strongly aligned with the Social Inclusion Strategy 2014-19 and the Housing and Homelessness Strategy 2016-19.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The HWDRG is supported through existing staff resource allocation in the Community and Cultural Programs Unit.

7.1.2. There is a small catering cost associated with hosting the HWDRG meetings.

7.1.3. There is an allocation of $10,000 in the Community Programs budget for a range of HWDRG homelessness initiatives.

7.2. Impact on Future Years’ Financial Result

7.2.1. It is anticipated that the annual allocation would remain unchanged in future years.

7.3. Asset Related Implications

7.3.1. There are no asset implications.

8. Legal, Risk and Legislative Considerations

8.1. There are no legal, risk or legislative considerations.

9. Social and Customer Considerations

9.1. 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

9.2. The City of Hobart has a strong relationship with the Housing and Homelessness community sector.

9.3. 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 important that the City continues to support a Housing with Dignity Reference Group.

9.4. The reference group has been able to provide an opportunity for deeper consultation with the community experiencing, or having experienced homelessness or severe housing stress. The reference group is providing 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.

10. Marketing and Media

10.1. The HWDRG have been successful in contributing their stories and advocacy to print and radio media and will continue to use any opportunity to share their stories and advocate for people without a home.

10.2. A media release will be developed to promote the continuing commitment that the City has to the HWDRG and the acknowledgement of the importance of including the voices of people with lived experience in Council’s work.

11. Community and Stakeholder Engagement

11.1. The members of the Housing with Dignity Reference Group have been consulted in preparation of this report and they have indicated a strong commitment to the continuation of the group.

12. Delegation

12.1. This matter is delegated to the Council for consideration.

Kimbra Parker

Manager Community and Culture

tims short

Tim Short

Director Community Life

Date: 23 July 2020

File Reference: F20/71548; 17/239

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

Attachment b: House of Assembly Select Committee on Housing Affordability ⇩

Attachment c: Housing With Dignity - Submission to Parliamentary Inquiry into Homelessness ⇩

Item No. 6.3

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 62

30/7/2020

REPORT TITLE: COVID-19 Resilient Hobart Grants Summary

REPORT PROVIDED BY: Community Activation and Grants Coordinator

Manager Activation Programs and Tourism

Director Community Life

1. Report Purpose and Community Benefit

1.1. The report provides information on the results of two Resilient Hobart Grants developed and delivered by the City specifically in response to COVID-19.

2. Report Summary

2.1. The City developed the Resilient Hobart Quick Response Grant and Resilient Hobart Grant to support community response and recovery from the impacts of COVID-19.

2.2. Funds for these grants were drawn from existing grant categories as well as partial funds from sponsorship of Dark Mofo.

2.3. The overall value of the grants referred to in this report is $182,000, with $160,000 allocated towards the Resilient Hobart Grant and $22,000 for the Resilient Hobart Quick Response Grant.

2.4. A total of 100 applications were received for both grants with 89 applications deemed eligible for funding. Sixty-one applications were awarded a grant.

3. Recommendation

That:

1. The successful and unsuccessful grant applications from the Resilient Hobart Grant and the Resilient Hobart Quick Response Grant as detailed in Attachments A and B to this report, be noted.

2. All awarded grants be recorded in the ‘Grants, Assistance and Benefits Provided’ section of the City of Hobart Annual Report.

4. Background

4.1. To assist the community to respond to and recover from the impacts of COVID-19 the City developed the Resilient Hobart Quick Response Grant and Resilient Hobart Grants.

4.1.1. The City also developed the eCommerce Support Grant and the Professional Assistance Grant, targeting support to the business community. These business grants are the subject of a report to the Economic Development and Communications Committee.

4.2. The funds for the two Resilient Hobart grants were drawn from the following grant categories and sponsorship arrangements.

4.2.1. The Resilient Hobart Quick Response Grant - $22,000 used unallocated funds from Community, Creative Hobart and Event Support Quick Response Grants.

4.2.2. The Resilient Hobart Grant - $160,000 used unallocated funds from the suspended February grants round a well as a portion of sponsorship funds allocated from Dark Mofo 2020.

4.3. All applications were assessed against the relevant guidelines with Quick Response Grants assessed by City of Hobart staff, and Resilient Hobart Grants assessed by a panel made up of City of Hobart staff and representatives from external organisations.

4.4. The City invested $182,000 into funded activities through these two grant categories, the total value of the 61 projects supported projects is $510,450. This equates to a benefit of $2.82 generated for every dollar contributed by the City.

4.5. The project supported by the City’s grants also involved 245 paid staff and 320 volunteers, with all funded activities aiming to engage over 15,000 community members.

4.6. Each successful applicant was required to formally accept the City of Hobart assistance by signing a Letter of Offer, which requires them to:

· agree to the conditions of the assistance;

· provide any documentation necessary for compliance under the Goods and Services Tax (GST), and

· provide an acquittal after the completion of their project by the deadline stipulated in the grant guidelines and letter of offer.

4.7. All applicants recommended for partial funding were contacted by the Community Development Officer – Grants, and confirmation of acceptance of part-funding was received from all applicants.

4.8. All awarded grants will be noted in the City of Hobart Annual Report in accordance with the City of Hobart policy in respect to grants and benefits disclosure.

4.9. All applicants were able to seek feedback on their application with unsuccessful applicants able to obtain assistance in developing their project in order to resubmit in a future grant round, should they wish to do so.

Resilient Hobart Quick Response Grant

4.10. Applicants could apply for up to $1,000 to support the response to and recovery from the impacts of the COVID-19 virus.

4.11. Council officers from Community Life fielded 92 enquiries, resulting in 30 applications with this grant closing on 27 May 2020 as the budget was fully allocated.

4.12. Twenty six applications were assessed for the Resilient Hobart Quick Response Grant representing a request of $28,880. Twenty-two applications were recommended for funding, totalling $21,037.54.

4.13. Panel recommendations for the Resilient Hobart Quick Response Grant were approved by Director Community Life with the list of applicants and recipients provided in Attachment B to this report.

Resilient Hobart Grant

4.14. The Resilient Hobart Grant was able to support community and creative projects for up to $5,000.

4.15. The total amount requested by the 63 eligible applicants was $298,775, with full or partial funding recommended to a total value of $160,000 across 39 applications.

4.16. Panel recommendations for the Resilient Hobart Grant were approved by Director Community Life on 16 June 2020 with the list of applicants and recipients provided in Attachment A to this report.

5. Proposal and Implementation

5.1. The successful and unsuccessful grant applications from this round are detailed in Attachments A and B to this report.

5.2. All awarded grants will be noted in the City of Hobart Annual Report in accordance with the City of Hobart policy in respect to grants and benefits disclosure.

5.3. Officers focused on providing a simple and fast grant, while ensuring quality and fairness. The Resilient Hobart Grant was delivered efficiently, taking a third of the time to process that it would when operating as business as usual.

5.4. Feedback from applicants has been positive, with many expressing gratitude for the timeliness of the support provided by the City.

5.5. The learnings from these grants have been included in the discussion with the Creative Hobart Advisory Panel to assist the development of future Creative Hobart grants.

6. Strategic Planning and Policy Considerations

6.1. Funding applications within the City of Hobart Grants Program are assessed in reference to the strategy relevant to each stream. In this way the grant program ensures that the community projects being supported by the City help to deliver the Community Vision and relevant strategies.

6.2. The applications within this round respond to Pillar 2 and 3 of the Capital City Strategic Plan 2019-29, specifically:

2.4 Hobart communities are safe and resilient, ensuring people can support one another and flourish in times of hardship.

3.1 Hobart is a creative and cultural capital where creativity is a way of life.

3.4 Facilitate funding and other support for creative and cultural endeavours.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The funds for these grants have been allocated from the following sources within the 2019-20 Community Events (14480) and Economic Development (14470) functions:

Resilient Hobart Grant

February Biannual Grants $150,000

Dark Mofo Sponsorship $10,000

Resilient Hobart Quick Response Grant

Community Quick Response Grant $3,500

Creative Hobart Quick Response Grant $5,000

Event Support Quick Response Grant $13,500

7.1.2. The following unallocated funds from these grants will be classified as underspend for the program.

Resilient Hobart Quick Response Grant $692.46

7.2. Impact on Future Years’ Financial Result

7.2.1. There are no impacts on future year’s results, as all grant funds have been distributed prior to the end of 2019-20 financial year.

7.3. Asset Related Implications

7.3.1. There are no Asset Related Implications stemming from this report.

8. Legal, Risk and Legislative Considerations

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

8.2. All applications were administered under the Applications for Grants – City of Hobart Grants Program Policy.

9. Environmental Considerations

9.1. The projects recommended through the City of Hobart Grants Program are required to, wherever possible, support the objectives of the City of Hobart Waste Management Strategy 2015-30. In particular, applicants must outline their commitment to sustainable events, certified compostable food packaging and reducing waste to landfill.

10. Social and Customer Considerations

10.1. The projects recommended through the City of Hobart Grants Program mostly have broad community appeal and can be attended by the general public. If the event is ticketed, tickets must be available to purchase by the general public.

10.2. The projects recommended through the City of Hobart Grants Program must not discriminate by way of race, religion, gender or sexual orientation in employment, marketing, advertising practices or within the event itself.

10.3. This specific round also required the consideration of social distancing and safe work practices in response to COVID-19.

11. Marketing and Media

11.1. The projects recommended have been selected taking into account the widest community benefit through a range of groups. The Communications team will work with officers and the grant recipients to maximise promotion of the projects, and ensure community recognition of the City’s involvement.

12. Community and Stakeholder Engagement

12.1. Community Development Officer - Grants, Marketing and Business Engagement Officer and Manager Economic Development Engagement and Strategy have been consulted in the preparation of this report.

13. Delegation

13.1. This matter is delegated to the Committee.

Mark Joseph

Community Activation and Grants Coordinator

Iris_Goetzki

Iris Goetzki

Manager Activation Programs and Tourism

tims short

Tim Short

Director Community Life

Date: 22 July 2020

File Reference: F20/71917; 20/33

Attachment a: Resilient Hobart Quick Response Grants ⇩

Attachment b: Resilient Hobart Grants ⇩

People	We care about 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 are transparent, work to high ethical and professional standards and are accountable for delivering outcomes for our community.