Agenda of Community, Culture and Events Committee Meeting

Item No. 6.1

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 7

9/10/2019

REPORT TITLE: Public Art - From the Shadows Submission

REPORT PROVIDED BY: Cultural Programs Coordinator

Manager Community and Culture

Acting Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to provide information so that the Council can consider the From the Shadows proposal to develop and install four bronze statues depicting convict women and children across two sites in Hobart.

1.1.1. From the Shadows Inc. is requesting financial support of $30,000 and further to this, the project can seek General Manager consent for landlord approval through the relevant statutory process for the South Hobart site.

2. Report Summary

2.1. The Council has received a submission relating to the From the Shadows project requesting landlord approval and a $30,000 contribution to create one of four proposed statues commemorating convict women and children. The site is in Degraves Street, South Hobart opposite the Cascades Female Factory. The submission is shown at Attachment A to this report.

2.2. This project will continue the story which started with the Footsteps to Freedom public art commission (engaging artist Rowan Gillespie) which was installed in the forecourt of Macquarie Wharf 1 in October 2017.

2.2.1. $60,000 from the City’s General Reserves was contributed towards these statues in 2015, which was recorded as a grant.

2.3. From the Shadows Inc. is a separate organisation to that which received the funding for the Footsteps to Freedom project in 2015 and its fundraising began in August 2018. $154,000 has been raised through grants, sponsorship and donations.

2.4. From the Shadows Inc. is still seeking $61,000 funding to complete the project and is requesting a $30,000 contribution from the City of Hobart.

2.5. In the 2019-20 financial year the City of Hobart public art budget of $100,000 is fully allocated.

2.6. In addition, the Council recently endorsed the Public Art Framework that outlines a strategic vision for contemporary public art for the future, including a focus on engaging the Tasmanian Aboriginal community.

2.6.1. Given that the Aboriginal Commitment and Action Plan is included on this agenda for endorsement, moving forward there is the impetus for a renewed and significant focus on Aboriginal culture through the public art program.

2.7. The Public Art Framework prioritises the annual allocation of funds for projects that are initiated and delivered by the City of Hobart.

2.8. Noting that this project is not able to be funded from the current year’s public art allocation and does not fit within the Public Art Framework, there may be the possibility of some funding being available through the City of Hobart Grants Program.

2.9. The Council endorsed Grants Program is designed to meet community need by offering funding opportunities to community and cultural groups to support the delivery of community-initiated projects.

2.10. Consequently, it is suggested that the Grants Program 2020 may be the appropriate vehicle through which this project could apply for grant funding. Funding available through the Creative Hobart Grants is to a maximum of $15,000.

2.11. Further to this, the project can seek General Manager consent for landlord approval through the relevant statutory process for the South Hobart site.

3. Recommendation

That the Council decline the request by From the Shadows Inc. for a contribution of $30,000 towards one sculpture noting that there is not a budget allocation for this project in the 2019-20 financial year and the public art annual allocation is fully committed to the delivery of City of Hobart initiated and implemented public art projects.

4. Background

4.1. At the Council meeting in May 2015 the Council resolved to endorse $60,000 funding for the Footsteps to Freedom project.

4.1.1. This was installed in the forecourt of Macquarie Wharf 1 and launched by the President of Ireland, Michael D. Higgins, and the Governor of Tasmania Kate Warner in October 2017.

4.1.2. Funding was not related the annual public art budget allocation and the project was treated separately to the City of Hobart public art program as a grant.

4.1.3. The Council provides an annual public art allocation for projects initiated and delivered by the Creative Hobart team and provides grants funding for community and cultural groups to support the delivery of community-initiated projects.

4.2. A new project that continues the story from Footsteps to Freedom has been developed by From the Shadows Inc. a not-for-profit organisation established for the sole purpose of raising funds for the creation, installation and maintenance of bronze statues at the World Heritage listed Cascades Female Factory in South Hobart and the State heritage listed Orphan Schools site in New Town. The statues are being created by Irish sculptor Rowan Gillespie.

4.2.1. Rowan Gillespie’s previous projects include the Famine statues in Dublin, migration statues in Toronto and Footsteps to Freedom in Hobart.

4.3. The aim of the project is to create a heritage tourism route linking sites integral to convict history – the Hobart waterfront, the Cascades Female Factory and Orphan Schools.

4.4. The project committee has undertaken a program of community engagement and fund raising which has included an open garden, film night, book fair and raffles.

4.5. Fundraising for the project began in August 2018 and $154,000 has been raised through grants, sponsorship and donations.

4.5.1. The Federal Department of Infrastructure is the major sponsor providing a Regional Development and Cities grant of $100,000.

4.5.2. The Port Arthur Historic Site Management Authority has made a contribution of $20,000.

4.6. Letters of support for this project from the Port Arthur Historic Site Management Authority, University of Tasmania, Tourism Industry Council Tasmania and Lifenow are included in Attachment A.

City of Hobart Public Art Framework

4.7. On 23 September 2019 the Council endorsed a new Public Art Framework which is a 5-10 year plan guiding Hobart’s public art program.

4.8. The Framework outlines a strategic vision for contemporary public art which is increasingly inclusive and interactive, including a focus on engaging the Tasmanian Aboriginal community, young people and new and emerging art practices.

4.8.1. The Framework sets out five Key Directions for public art in Hobart:

(i) Inclusive – for and by everyone

(ii) Expressive – city as a platform for creative expression

(iii) Interactive – active engagement and interface

(iv) Quintessential – sense of place and identity

(v) Experimental – on the edge

4.9. In the 2019-20 financial year the public art budget of $100,000 is fully allocated towards the following City of Hobart projects: Playful City projects; Aboriginal artwork on the Elizabeth Mall Booth; an Urban Art wall project in Midtown; The Loop Programing; Soapbox Quarterly Program; commencement of a Sensory Urban Art Wall; and a Sound Art Commission.

4.10. It is noted that in line with the recently endorsed Public Art Framework, additional funds will be included for Council’s consideration in the 2020-21 financial year budget preparation for public art. However, these funds would be fully utilised for the development and implementation of City of Hobart initiated projects, including those projects that are currently multi-year initiatives.

4.10.1. The Framework and the public art budget have not been designed to fund projects that are initiated and already in delivery by external organisations.

4.10.2. The Framework and the public art program encourage the utilisation of Tasmanian arts practitioners and fabricators in the development and delivery of public art projects providing a significant contribution to the local arts economy.

4.11. It is understood that the proposed artworks by Rowan Gillespie would be designed and fabricated in Ireland, offering limited opportunities for local designers or manufacturers to benefit from this public art commission.

City of Hobart Grants Program

4.12. Noting that this project is not able to be funded from the current year’s public art allocation and does not fit within the Public Art Framework, there may be the possibility of funding through the City of Hobart Grants Program.

4.13. The Council endorsed Grants Program is designed to meet community need by offering funding opportunities to community and cultural groups to support the delivery of community-initiated projects.

4.14. The next grant round that will be open for applications will be in February 2020 for projects to be delivered after July 2020.

4.15. From the Shadows Inc. may wish to consider an application for a Creative Hobart medium grant of up to $15,000 to support their project.

4.15.1.1. It is noted that grant rounds are competitive and well subscribed with applications assessed against established Creative Hobart criteria by an expert panel.

Renewed focus on Aboriginal culture

4.16. In February 2019, the Council endorsed the recommendation to develop a new framework and action plan to guide the City of Hobart’s work in Aboriginal Programs.

4.17. The Aboriginal Commitment and Action Plan is included on this agenda for endorsement.

4.18. The plan aims to demonstrate to Tasmanian Aboriginal people that the City of Hobart is a committed partner, to deepen the City’s engagement with Aboriginal people and increase the visibility of Aboriginal people, language, heritage and culture across Hobart. It will provide impetus for a renewed focus on Aboriginal culture in the public space.

4.19. Hobart currently has very little recognition or representation of Tasmanian Aboriginal culture in the public space. Arguably, there is already significant commemoration of 216 years of post-colonial history in Hobart and for this reason, it is proposed to commence addressing this imbalance in the 2020-21 financial year through the public art program and build on the recently launched Aboriginal artwork for the Elizabeth Mall information hub.

5. Proposal and Implementation

5.1. It is proposed that the Council decline the request by From the Shadows Inc. for a contribution of $30,000 towards one sculpture noting that there is not a budget allocation for this project in the 2019-20 financial year and the public art annual allocation is fully committed to the delivery of City of Hobart initiated and implemented public art projects.

5.2. It is proposed that From the Shadows Inc. is informed of the opportunity available through the City of Hobart Grants program opening in February 2020.

5.3. Further to this, the project can seek General Manager consent for landlord approval through the relevant statutory process for the South Hobart site.

6. Strategic Planning and Policy Considerations

6.1. The provision of public art is aligned with the Hobart: a community vision for our island capital:

Pillar 1: Sense of Place

Pillar 2: Community inclusion, participation and belonging

Pillar 3: Creativity and Culture

6.2. This project aligns with the Capital City Strategic Plan 2019-29, specifically:

3.1.1 Support Hobart’s continued evolution as a creative and culturally engaging capital city, with a focus on community, accessibility and creative potential.

3.2.2 Support arts and events as a means of story sharing and sparking conversation about ideas, histories and diverse cultures.

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

3.3.6 Provide affordable and accessible opportunities for community members to engage in arts and culture.

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

6.3. There is alignment with the Creative Hobart Strategy:

Strategy 1.1.1: Expressing Diversity

To acknowledge the need for Hobart’s public spaces to express the intergenerational and intercultural needs of Hobart’s people and develop cultural programs in response to this evolving diversity.

Strategy 1.1.2: Expressing Aboriginal Cultural Identity

To acknowledge, celebrate and express the rich cultural heritage and living cultural life of Hobart’s Indigenous people in public spaces across the city.

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. The Council’s public art budget allocation is already fully committed for 2019-20 and it is not intended that external projects are funded through this allocation.

8. Community and Stakeholder Engagement

8.1. The From the Shadows project committee has undertaken a program of community engagement and fundraising which has included an open garden, film night, book fair and raffles. A Colonial Dance and Silent Auction are planned for later in the year.

8.2. From the Shadows Inc. members have contacted community organisations, political representatives and industry leaders to provide information about the project and secure donations and sponsorship. The project also has a website and Facebook page to update information and advertise events.

9. Delegation

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

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.

Jane Castle

Cultural Programs Coordinator

Kimbra Parker

Manager Community and Culture

Iris_Goetzki

Iris Goetzki

Acting Director Community Life

Date: 3 October 2019

File Reference: F19/124850

Attachment a: From the Shadows Submission to the Hobart City Council ⇩

Item No. 6.2

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 29

9/10/2019

REPORT TITLE: Aboriginal Commitment and Action Plan

REPORT PROVIDED BY: Community Participation Coordinator

Manager Community and Culture

Acting Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to seek endorsement from the Council to release the draft Aboriginal Commitment and Action Plan for broad community engagement.

1.2. The Aboriginal Commitment and Action Plan will provide a much needed policy setting and action plan to guide the City’s work in relation to Aboriginal people and heritage in Tasmania.

1.3. The Aboriginal Commitment and Action Plan demonstrates leadership on reconciliation in Tasmania and shows the importance and value in reconciliation to the broader community, thereby increasing our reputation as an inclusive, proactive and connected city.

2. Report Summary

2.1. A project to develop a new guiding framework was initiated based on increasing momentum behind the City’s work with Aboriginal communities. It became clear that the 2002 strategy should be updated to reflect deepening relationships and greater shared ambitions between Aboriginal community members and the City of Hobart.

2.2. In February 2019, the Council endorsed the recommendation to develop a Reconciliation Action Plan (RAP) to guide the City of Hobart’s work in Aboriginal Programs.

2.3. The particular context of Hobart and Tasmania made the project approach especially important. For many years, Tasmania has been relatively silent about its Aboriginal history, and in particular, the devastating impacts of colonialism on Aboriginal people. The plan needed to be unique to Hobart and Tasmania and the outcomes reflect these experiences and deeply consider ways of moving forward together.

2.4. The project team took a flexible, responsive and collaborative approach toward the project and community engagement with Tasmanian Aboriginal people. The team responded to community, through open conversations, seeking feedback and clarification always approaching conversations with respect and an open mind.

2.5. The engagement findings were profound and provided in-depth guidance to create the plan. A major finding from the engagement process was that replacing the 2002 strategy with a RAP was not universally accepted, and in particular, the word ‘reconciliation’ was problematic for some.

2.6. With that in mind, the project team drafted an Aboriginal Commitment and Action Plan with language and actions taken directly from participant input, whist still maintaining strong alignment with the RAP framework.

2.7. The project team liaised with Reconciliation Australia to determine whether the RAP could be endorsed within their framework under a different name.

2.7.1. Initial advice was that this would not be possible, however over time, Reconciliation Australia changed their position and advised that they are now willing to endorse this Aboriginal Commitment and Action Plan as a RAP.

2.8. Reconciliation Australia has recently provided a first round of feedback on the document. This feedback was very positive with minor changes being incorporated into the document.

2.8.1. The draft ACAP has been conditionally endorsed as a RAP by Reconciliation Australia.

2.9. Development of the Aboriginal Commitment and Action Plan is consistent with the Council endorsed Hobart: A community vision for our island capital; the Capital City Strategic Plan 2019-2029; the City of Hobart Social Inclusion Strategy 2014-2019 and the Aboriginal Strategy 2002.

2.10. It is proposed that the Council endorse the draft Aboriginal Commitment and Action Plan and approve its public release for broad community engagement.

2.11. The document (including any changes resulting from the engagement) will then be resubmitted to Reconciliation Australia for further endorsement.

2.12. A further report will then be submitted to the Council detailing the outcome of the broad community engagement, endorsement from Reconciliation Australia together with the final document for approval.

3. Recommendation

That:

1. The Council endorse the draft Aboriginal Commitment and Action Plan, marked as Attachment A to this report, to be released for broad community engagement.

2. A further report to be provided detailing the outcome of the community engagement, endorsement from Reconciliation Australia and the final document for Council approval.

4. Background

4.1. The City of Hobart has long been committed to social inclusion, with varying degrees of focus on issues pertaining to Aboriginal people. Work over the past decades has been guided by the Aboriginal Strategy 2002.

4.2. A project to develop a new guiding framework was initiated based on increasing momentum behind the City’s work with Aboriginal communities in and around Hobart. It became clear that the 2002 strategy should be updated or re-worked to reflect deepening relationships and greater shared ambitions between Aboriginal community members and the City of Hobart.

4.2.1. In 2018, Reconciliation Tasmania approached the City of Hobart, suggesting that the City create a Reconciliation Plan (RAP). RAPs are a nationally-recognised framework, created by Reconciliation Australia, which have been adopted by cities and organisations around Australia.

4.2.2. In February 2019, the Council endorsed the recommendation to develop a RAP to replace the Aboriginal Strategy 2002 and guide the City of Hobart’s work in Aboriginal Programs.

4.3. The particular context of Hobart and Tasmania made the project approach especially important. For many years, Tasmania has been relatively silent about its Aboriginal history, and, in particular, the devastating impacts of colonialism on Aboriginal people.

4.3.1. This history made the project and process to create a new action plan especially important - it needed to be unique to Hobart and Tasmania and the outcomes needed to face these experiences and deeply consider ways of moving forward together.

4.4. The aims of the project to develop a RAP were to:

· develop a plan that will provide a solid policy framework and action commitments to guide Council’s work in this area;

· demonstrate to Tasmanian Aboriginal people that the City of Hobart is a committed partner;

· deepen the City’s engagement with Aboriginal people, thereby laying the foundations for strong future collaboration;

· improve social inclusion and participation outcomes for Aboriginal people in Hobart;

· increase the visibility of Aboriginal people, language, heritage and culture across Hobart, for residents and visitors; and

· show leadership on reconciliation in Tasmania and demonstrate the importance and value of reconciliation to the broader community, thereby increasing our reputation as an inclusive, proactive and connected place.

4.5. The project team took a flexible, responsive and collaborative approach toward the project and community engagement. The team aimed to respond to community, have open conversations, continually seek feedback and clarification, approach conversations with respect and an open mind and maintain rigour throughout.

4.5.1. This approach was designed to create a document that both the City of Hobart and Aboriginal communities could stand by, as it would be built on relationships and mutual trust and understanding.

4.6. The engagement plan combined broad community engagement methodologies alongside activities targeted at key stakeholders. A detailed report on the engagement process and findings can be found in Attachment B to this report.

4.6.1. Broad engagement activities such as a public forum and a staff survey were used to attract and inform a diverse cross-section of participants and encourage awareness and support of the project.

4.6.2. Targeted activities with elected members, employees and key stakeholders, such as facilitated workshops and interviews, were used to develop relationships and deepen insights.

4.7. In-depth engagement with Tasmanian Aboriginal people was critical to creating a meaningful plan. The project team took the time to meet face-to-face with a wide range of Aboriginal people and have continued to check in with them throughout the drafting process.

4.7.1. Invitations were sent to all registered Aboriginal organisations in Southern Tasmania, as well as to identify community leaders.

4.7.2. The invitations resulted in 17 face-to-face conversations (interviews) with input from 25 influential Aboriginal people. This participant group included representatives from a wide range of organisations and groups.

4.8. An Elected Member workshop was held on 27 August where an early draft of the document was presented. The workshop was also attended by Reconciliation Tasmania who provided context and background on RAPs.

4.9. The workshop provided an opportunity for robust discussion and valuable feedback. A number of actions have been amended based on feedback from the workshop and the language has been further nuanced.

4.9.1. Elected Members were also invited to meet with the project team to discuss the plan and provide input. Six Elected Members provided valuable feedback that has been considered in the development of the draft plan.

4.10. Engagement was undertaken with employees raising awareness about the project and providing the project team with their insights and perspectives on ‘reconciliation’ and their work with Aboriginal people. Specifically, the team sought ideas about the kind of work that could be done, how it might link to employees’ roles, and whether it would be achievable.

4.10.1. A survey was sent to all staff with 99 employees responding, a strong response rate compared to previous surveys on other topics and much higher than anticipated. The response rate revealed a high level of interest in the topic, further reinforcing the decision to move forward with making a new plan.

4.10.2. Seventy-two employees joined two workshops to design actions that could be incorporated into the plan.

4.10.3. A working group of 16 members, including Aboriginal and non-Aboriginal staff from all divisions of Council, was formed to help refine ideas and guide development of the plan.

4.11. During the development of the draft, the focus was on Aboriginal stakeholders and employees however there were aspects on broader engagement. This approach was deliberate, given the plan is about the relationship between the City of Hobart, as an organisation, and Aboriginal people. It does not pertain to the wider community, except through some of the actions.

4.12. An overview of the project and draft plan were presented to the Networking for Harmony Multicultural Advisory Group and the Community Sector Reference Group for feedback. A public forum was also held during Reconciliation Week, with 78 in attendance in the Town Hall.

4.13. The ACAP demonstrates commitment and actions pertaining to the City of Hobart as a local government institution, guiding its relationships with and support of Aboriginal people. Except through some of the actions, the ACAP is not a plan for wider community application.

Document Format

4.14. The engagement findings were evident and clear providing in-depth guidance into creation of the plan. A major finding from the engagement process was that replacing the 2002 strategy with a RAP was not universally accepted.

4.15. Although RAPs are nationally recognised, many Aboriginal project participants wanted a document that would reflect Hobart’s and Tasmania’s particular history and context, that was more nuanced and tailored than the ‘reconciliation’ term.

4.16. Advice was sought from Reconciliation Australia to determine whether we could have a RAP endorsed under another name, language that was more accepted locally. The response at the time was clear advising that for the document to be endorsed, it had to be called a RAP and to follow the standard RAP format.

4.17. This led to the decision to move away from the RAP framework and reframe the document as an Aboriginal Commitment and Action Plan (ACAP), in line with other City of Hobart plans such as the Community Safety Commitment.

4.18. This collaborative and responsive approach was intended to reflect the type of relationship the City hopes to have with Aboriginal stakeholders moving forward - one of respect, consideration, acknowledgement and walking together.

4.19. During the Elected Member workshop it was advised by Reconciliation Tasmania that Reconciliation Australia may now be willing to re-consider the name of the document, and endorse it as a RAP whilst still being called an ACAP.

4.20. Upon receiving advice, Council officers then continued negotiations with Reconciliation Australia who formally advised that they would now consider endorsement of the ACAP as a RAP.

4.21. Reconciliation Australia has since provided a first round of feedback on the document which has been very positive resulting in only minor amendments. This feedback has been incorporated into this new version. Reconciliation Australia has now conditionally endorsed the document.

4.22. It is anticipated that Reconciliation Australia will provide further feedback to be incorporated into the final version after the broad community engagement. The document will then be formally endorsed as a RAP and the Reconciliation Logo will be included on the document.

4.23. Whilst the local community has directly guided the language and the actions within the ACAP, it has remained closely aligned with the RAP framework.

4.24. It has been appreciated that Reconciliation Australia recognised the unique context in Hobart, and agreed to endorse the document as an Aboriginal Commitment and Action Plan under the RAP framework.

5. Proposal and Implementation

5.1. Subject to Council endorsement, it is proposed to undertake broad community engagement on the draft Aboriginal Commitment and Action Plan.

5.2. Community engagement on the draft ACAP will be led by an internal project team support by a working group comprising diverse staff from across the organisation.

5.3. The team will be assisted by consultants to provide specific cultural advice on Aboriginal stakeholder engagement, analysis of findings and development of the document, including arts and cultural expression.

5.4. Community engagement methods utilised for broad engagement will include the Your Say Hobart, social media and City News.

5.5. It is anticipated that Reconciliation Australia will provide further feedback to be incorporated into the final version after the broad community engagement.

5.6. The document will then be presented back to Council for approval.

6. Strategic Planning and Policy Considerations

6.1. The development of an Aboriginal Commitment and Action Plan strongly aligns with and directly responds to the Council endorsed Hobart: A community vision for our island capital, in particular, to the following pillars:

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

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

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

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

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

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

6.2. The Council’s development of an ACAP aligns with the following strategic objectives of the Capital City Strategic Plan 2019-2029:

“Create opportunities for people to connect to place, supporting spiritual and cultural customs and practices.

Strategy 1.1.2

Demonstrate leadership in Aboriginal social justice in partnership with Aboriginal people.

Strategy 2.1.1

Highlight Tasmanian Aboriginal history and culture, including acknowledgement of the darkness of our shared experience, through interpretation, naming, arts and events.

Strategy 2.1.2

Engage with Aboriginal people on how they want the city to work with them.

Strategy 2.1.3

Review and implement cross-cultural diversity, equal access and other awareness learning opportunities for staff.

Strategy 2.2.4

Support Tasmanian Aboriginal people to develop initiatives that enable creative and cultural practice.

Strategy 3.2.3

Support creative and cultural initiatives that invite people to engage with Tasmanian Aboriginal history and culture.

Strategy 3.2.4

Care for Tasmanian Aboriginal sites, resources and landscapes in collaboration with Tasmanian Aboriginal People.

Strategy 6.2.4

Engage with Tasmanian Aboriginal people to develop opportunities for undertaking cultural practices in Hobart’s bushland.

Strategy 6.2.5

Promote diversity in the City’s staff and volunteers.

Strategy 8.3.2”

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

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. All actions to be undertaken in the current financial year will be delivered through the existing budget allocations.

7.2. Impact on Future Years’ Financial Result

7.2.1. There are numerous actions included in the plan that may require additional funding. These actions would be considered as part of the 2020-21 budget preparation.

8. Legal, Risk and Legislative Considerations

8.1. We acknowledge that relationships with the Tasmanian Aboriginal community have historically been challenging for Council, particularly given the complex nature of the Aboriginal Community in Tasmania.

8.1.1. To mitigate the risks a thorough community engagement and communications plan has been developed in collaboration with the communications team and the community engagement team to ensure that the methodologies utilised have been appropriate.

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

9. Environmental Considerations

9.1. There are a number of actions included in the plan relating to the usage of the natural environment to strengthen cultural connection for Aboriginal people and the broader community.

9.1.1. One of the commitments within the plan is: recognising and valuing the strong spiritual connection that Aboriginal people have to this place.

10. Social and Customer Considerations

10.1. Development of an Aboriginal Commitment and Action Plan has the following expected social outcomes:

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

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

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

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

11. Marketing and Media

11.1. It is anticipated that there will be positive media and marketing opportunities aligned with this project and its launch.

11.1.1. A media and communications plan has been developed for this project in collaboration with the Communications and Marketing Team.

12. Community and Stakeholder Engagement

12.1. The Aboriginal Commitment and Action Plan Engagement Report is shown at Attachment B.

12.2. Community engagement and consultation on the Aboriginal Commitment and Action Plan was undertaken in collaboration with the Engaged Communities team, project consultants and the internal Working Group.

12.3. Comprehensive engagement was undertaken to inform the draft and included:

· In-depth conversations with 22 Aboriginal stakeholders, including individuals and representatives of 11 organisations

· An employee survey, with 99 respondents

· Employee workshops, with 72 participants

· A working group with 16 members from across divisions

· Workshops and conversations with elected members

· A public

· A forum during Reconciliation Week

13. Delegation

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

Sophie Calic

Community Participation Coordinator

Kimbra Parker

Manager Community and Culture

Iris Goetzki

Acting Director Community Life

Date: 3 October 2019

File Reference: F19/123735

Attachment a: Draft Aboriginal Commitment and Action Plan ⇩

Attachment b: Aboriginal Commitment and Action Plan final engagement report ⇩

Item No. 6.3

Agenda (Open Portion)

Community, Culture and Events Committee Meeting

Page 98

9/10/2019

REPORT TITLE: Town Hall Lunch Time Concert Program 2019-20

REPORT PROVIDED BY: Production Coordinator - Community Events

Principal Advisor - Customer Relations and Hallkeeping

Acting Director Community Life

1. Report Purpose and Community Benefit

1.1. The purpose of this report is to seek endorsement of a program of lunch time music concerts to be presented and curated by the Van Dieman’s Band to activate the Hobart Town Hall and organ.

1.1.1. In early 2019, the City of Hobart was approached to garner support for a series of lunch time concerts to support the 150^th anniversary of the Hobart Town Hall organ (22 March 2020).

1.1.2. Similar lunch time concerts have become popular in recent years in other Australian capital cities (i.e. Melbourne, Sydney, Brisbane, Adelaide) and are seen as a great way of inviting the community, both local and visiting, to enjoy each city’s civic town hall asset.

1.1.3. The proposed program of ten concerts coincides with the peak visitor season, summer and Christmas and would run from November through to March 2020.

2. Report Summary

2.1. The proposed program of lunch time concerts for the Hobart Town Hall aims to activate a key civic building and historic pipe organ and provide an opportunity for the public to experience world class performances in an accessible way.

2.2. The original concept for a program of lunch time concerts arose as a suggestion for the impending 150^th anniversary of the Town Hall organ in March 2020.

2.3. The Van Dieman’s Band is considered to be best placed to curate, market and manage bookings for the program. It has a history of delivering quality events, including events held in the Hobart Town Hall.

2.4. The Van Dieman’s Band is comprised of Tasmanian Symphony Orchestra (TSO) musicians and would use the resources of the TSO to market the program.

2.5. The proposed program of ten x 45 minute concerts is a mixture of world class musicians who are based locally, nationally and internationally.

2.6. Three of the proposed ten concerts would use the City of Hobart organ.

2.7. The Van Dieman’s Band has secured Arts Tasmania funding to contribute toward the proposed program and the income from ticket sales would also offset costs.

2.8. It is proposed that the City of Hobart contribute the remaining of the budget required to deliver the full ten concert program that will run from November through to March 2020.

2.9. The proposed program directly addresses the strategic outcome 3.4.1 ‘to support the activation of City-owned spaces for creative, cultural and commercial initiatives’.

3. Recommendation

That:

1. The Council approve the 2019-20 program of ten (10) lunch time Hobart Town Hall concerts featuring local, interstate and international performers to be presented and curated by the Van Dieman’s Band to activate the Hobart Town Hall and organ.

2. The Council approve the cost to the City of Hobart of which $10,000 is attributed to the Halls (330) function and $5,000 is attributed to the Events and Activation (344) function, in addition to the waiver of the Town Hall booking fee valued at $3,815 in the 2019-20 financial year budget.

3. The total cost of $18,815 be recorded in the ‘Grants, Assistance and Benefits provided’ section of the City of Hobart’s Annual Report.

4. Background

4.1. The original concept for a program of lunch time concerts arose as a result of the impending 150^th anniversary of the Town Hall organ (March 2020).

4.2. Similar lunch time concerts have become popular in recent years in other Australian capital cities i.e. Melbourne, Sydney, Brisbane, Adelaide.

4.3. In the ensuing period, there have been discussions with a number of parties as to how the program could be structured.

4.4. The Van Dieman’s Band is considered to be best placed to curate, market and manage bookings for the program.

4.4.1. The City of Hobart does not have the specialised resources to curate a classical music program nor to manage public bookings.

4.5. The Van Dieman’s Band is comprised of Tasmanian Symphony Orchestra (TSO) musicians and would use the resources of the TSO to market the program.

4.6. The proposed program of ten 45 minute concerts is a mixture of world class musicians who are based locally, nationally and internationally.

4.7. Three of the proposed ten concerts would use the City of Hobart organ.

4.7.1. It is important that the organ c.1866 is regularly used to maintain its condition.

4.8. The Van Dieman’s Band would charge $15 per person, $10 concession for each performance, with students under the age of 18 free of charge.

4.9. The budget for the concert program includes provision for artist fees, front of house, instrument hire and transport, travel and accommodation costs, marketing and a curation fee.

4.10. The Van Dieman’s Band has secured Arts Tasmania funding to contribute toward the proposed program.

4.11. The income from ticket sales would offset the costs of the concert program and it is proposed that the City of Hobart contribute to the remaining program costs by waiving the Hobart Town Hall hire fee of $3,815 and with a cash contribution in the order of $15,000.

4.12. The Van Dieman’s Band has a reputation for quality events and has a history of presenting successful concerts in the Town Hall e.g. A La Danza 6 Oct 2018 and Christmas Event 20 December 2018.

4.13. It is proposed that the City of Hobart support activation of the Town Hall over the summer season in a way that would be popular with locals and visitors.

4.13.1. The newly redeveloped Elizabeth Mall information hub would promote the program, together with other City of Hobart communications assets.

4.14. The City of Hobart is committed to encouraging and promoting accessibility both in terms of physical access, as well as access to culturally diverse experiences, and as such, the delivery of this lunch time concert program is an effective way of bringing diverse groups of community members into the Town Hall via the ticketed concession rate.

5. Proposal and Implementation

5.1. The proposed program of lunch time concerts for the Hobart Town Hall aims to activate a key civic building and historic pipe organ and provide an opportunity for the public to experience world class performances in an accessible way.

5.2. It is therefore proposed that the City of Hobart support the activation of the Town Hall over the summer season and the program of ten lunch time concerts, to be curated, marketed and ticketed by the Van Dieman’s Band at a cost to the City of $15,000 plus the waiver of the Town Hall booking fee.

6. Strategic Planning and Policy Considerations

6.1. The proposed program of Town Hall lunch time events meets the following pillars contained in Hobart: A community vision for our island capital:

· Pillar 1: Sense of Place

· Pillar 2: Community inclusion, participation and belonging

· Pillar 3: Creativity and Culture

6.2. The proposed program meets the following City of Hobart Strategic Plan 2019-29 outcomes:

· 1.2.4 Celebrate and highlight the uniqueness of Hobart’s character and heritage.

· 2.2.7 Ensure all community members have the opportunity and capacity to access City of Hobart information, services and programs.

· 2.3.1 Provide and progressively enhance a range of quality places and facilities where people can enjoy education, recreation, socialising, healthy living and other activities and events.

· 3.1.1 Support Hobart’s continued evolution as a creative and culturally engaging capital city, with a focus on community, accessibility and creative potential.

· 3.1.5 Support and deliver events, festivals and markets.

· 3.3.4 Facilitate funding and other support for creative and cultural endeavours.

· 3.3.6 Provide affordable and accessible opportunities for community members to engage in arts and culture.

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

7. Financial Implications

7.1. Funding Source and Impact on Current Year Operating Result

7.1.1. Funds of $10,000 to support this project would be drawn from the Halls (330) budget function in 2019-20 financial year. Further, the waiver of the Town Hall booking fee will be met by the Hall budget function.

7.1.2. Additional funds of $5,000 to support this project would be drawn from the Events and Activation (344) budget function in 2019-20 financial year.

7.2. Impact on Future Years’ Financial Result

7.2.1. Nil impact.

7.3. Asset Related Implications

7.3.1. Nil impact.

8. Legal, Risk and Legislative Considerations

8.1. In the event of a cancellation due to unforeseen circumstances beyond the City’s or Van Dieman’s Band control, the City would remain liable for $12,000 as well as the waiver of Town Hall booking fee (subject to the Town Hall not being rebooked), due to the work already undertaken by Van Dieman’s Band to design, source and manage the concert program, noting that the program includes international and interstate artists.

9. Social and Customer Considerations

9.1. A three tier ticket price is proposed that makes provision for students to attend concerts free of charge, in addition to tickets being offered at a concession price.

10. Marketing and Media

10.1. It is proposed that the Van Dieman’s Band undertake marketing of the concert program, supported by the City of Hobart through our own communications assets.

11. Delegation

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

Skye Targett

Production Coordinator - Community Events

Anna Holland

Principal Advisor - Customer Relations and Hallkeeping

Iris Goetzki

Acting Director Community Life

Date: 3 October 2019

File Reference: F19/128560

Attachment a: Town Hall Lunch Time Concert Program; selection of principal performers ⇩

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