community development committee agenda

Transcription

Committee Members
Ald Marti Zucco (Chairman)
Ald Jeff Briscoe
Ald Peter Sexton
Ald Helen Burnet
Ald Bill Harvey
Aldermen
Lord Mayor Ald Rob Valentine
Deputy Lord Mayor Eva Ruzicka
Ald Darlene Haigh
Ald John Freeman
Ald Ron Christie
Ald Philip Cocker
Ald Elise Archer
N. Heath – General Manager
Strategy & Governance
G. Randall – D.S.G.
Corporate Services
J. Warner – D.C.S.
J. Stafford – C.S.O.
C. White – P.A.L.M.
Community Development
H. Salisbury – D.G.M./D.C.D.
P. Holliday – M.E.M.
P. Saile – M.C.P.
A. Richardson – E.O.C.D.
Financial Services
D. Spinks – D.F.S.
Parks & Customer Services
R. Viney – D.P.C.S.
Customer Services
Civic Solutions
M. Street – D. Civic Solutions
Media
Mercury
ABC Radio
Sub Total: 25
Minutes
Aldermen’s Offices
Reception 2
Public 2
Trolley/Spare
Total Distribution:
AGENDA
COMMUNITY DEVELOPMENT COMMITTEE MEETING
(OPEN PORTION OF THE MEETING)
WEDNESDAY 10 JUNE 2009
AT 5.00P.M.
THE MISSION
Our mission is to ensure good governance of our capital City.
THE VALUES
The Council will:
Leadership
Provide effective capital City leadership, integrity and openness in its
approach and will advocate the needs and aspirations of the
community.
Equity
Ensure equity, consistency and co-operation in its dealings with the
community and government.
Community Involvement
Encourage effective democratic involvement by the community in the
life of the City through communication, consultation and participation.
Responsiveness
Be responsive to the needs and aspirations of the community.
Excellence
Ensure continuous improvement in the delivery of all its services.
HOBART 2025 VISION
In 2025 Hobart will be a city that:
• Offers opportunities for all ages and a city for life
• Is recognised for its natural beauty and quality of environment
• Is well governed at a regional and community level
• Achieves good quality development and urban management
• Is highly accessible through efficient transport options
• Builds strong and healthy communities through diversity, participation and
empathy
• Is dynamic, vibrant and culturally expressive
C.D.C. (OPEN PORTION OF THE MEETING)
10/06/2009
TABLE OF CONTENTS
1.
MINUTES OF THE OPEN PORTION OF THE MEETING OF THE
COMMUNITY DEVELOPMENT COMMITTEE HELD ON WEDNESDAY 13
MAY 2009
2.
CONSIDERATION OF SUPPLEMENTARY ITEMS TO THE AGENDA
3.
DECLARATIONS OF PECUNIARY AND CONFLICTS OF INTEREST
4.
TRANSFER OF AGENDA ITEMS
5.
LET’S READ PROGRAM – COUNCIL INVOLVEMENT – FILE REF: 15-6-10
6.
DRAFT CULTURAL AND LINGUISTIC DIVERSITY (CALD) STRATEGY
2009-2012 – FILE REF: 15-1-2
7.
COMMUNITY SAFETY PARTNERSHIP/HOBART LIQUOR ACCORD –
FILE REFS: 10-90-1; 16-50-20
8.
CULTURAL GRANTS PROGRAM 2009/2010 - REQUEST FOR FINANCIAL
ASSISTANCE – ERROL FLYNN CENTENARY CELEBRATIONS AND 60TH
INTERVARSITY CHORAL FESTIVAL – 25-4-1
9.
44 COLLINS STREET – YOUTH ACTION RESOURCE CENTRE –
ALTERATIONS – FILE REF: 61-1-17
10. BUSINESS ARISING
10.1
BUSKING – SALAMANCA MARKET - FILE REF: 33-60-3
10.2
WHITE RIBBON DAY – HOBART CITY COUNCIL RESPONSE –
FILE REF: 15-1-1
10.3
ESTABLISHMENT OF COMMUNITY ART PROJECTS ON
STRUCTURES WITHIN THE CITY – FILE REF: 30-1-13
10.4
LENAH VALLEY – COUNCIL SPONSORED GRAFITTI MURAL –
FILE REFS: 70-35-1
10.5
GRANT – THE EVOLUTION OF SULLIVANS COVE – TELEVISION
PROGRAM AND DVD – FILE REFS: 25-1-1
11. CLOSED PORTION OF THE COMMUNITY DEVELOPMENT COMMITTEE
MEETING
I, Nicholas David Heath, General Manager of the
Hobart City Council, hereby certify that in
accordance with Section 65 of the Local Government
Act 1993, the reports in this agenda have been
prepared by persons who have the qualifications or
the experience necessary to give such advice,
information or recommendations included therein.
N.D. Heath
GENERAL MANAGER
COMMUNITY DEVELOPMENT COMMITTEE
AGENDA (OPEN)
Committee Members
Zucco (Chairman)
Briscoe
Sexton
Burnet
Harvey
Aldermen
Lord Mayor
Deputy Lord Mayor
Haigh
Freeman
Christie
Cocker
Archer
Community Development Committee (Open Portion of the
Meeting) - Wednesday 10 June 2009 at 5.00p.m. in the Lady
Osborne Room.
PRESENT:
APOLOGIES:
LEAVE OF ABSENCE:
Aldermen M. Zucco and H.C.
Burnet
CO-OPTION OF COMMITTEE MEMBERS IN THE EVENT
OF A VACANCY
Where a vacancy may exist from time to time on the Committee,
the Local Government Act 1993 provides that the Council
Committees may fill such a vacancy.
1.
MINUTES OF THE OPEN PORTION OF THE MEETING OF THE
COMMUNITY DEVELOPMENT COMMITTEE HELD ON WEDNESDAY 13
MAY 2009
10/06/2009
2.
CONSIDERATION OF SUPPLEMENTARY ITEMS TO THE AGENDA
In accordance with the requirements of Part 2 Regulation 8 (6) of the Local
Government (Meeting Procedures) Regulations 2005, the Committee, by simple
majority may approve the consideration of a matter not appearing on the agenda, where
the General Manager has reported:
(a)
(b)
(c)
the reason it was not possible to include the matter on the agenda, and
that the matter is urgent, and
that advice has been provided under Section 65 of the Local Government Act
1993.
RECOMMENDATION
That the Committee resolve to deal with any supplementary items not appearing on the
agenda, as reported by the General Manager in accordance with the provisions of the
Local Government (Meeting Procedures) Regulations 2005.
3.
DECLARATIONS OF PECUNIARY AND CONFLICTS OF INTEREST
In accordance with Part 2 Regulation 8 (7) of the Local Government (Meeting
Procedures) Regulations 2005, the chairman of a meeting is to request Aldermen to
indicate whether they have, or are likely to have, a pecuniary interest in any item on
the agenda.
In addition, in accordance with the Council’s resolution of 14 April 2008, Aldermen
are requested to indicate any conflicts of interest in accordance with the Aldermanic
Code of Conduct adopted by the Council on 27 August 2007.
Accordingly, Aldermen are requested to advise of pecuniary or conflicts of interest
they may have in respect to any matter appearing on the agenda, or any supplementary
item to the agenda, which the committee has resolved to deal with, in accordance with
Part 2 Regulation 8 (6) of the Local Government (Meeting Procedures) Regulations
2005.
4.
TRANSFER OF AGENDA ITEMS
Are there any items which the meeting believes should be transferred from this agenda
to the closed agenda or from the closed agenda to the open agenda, in accordance with
the procedures allowed under Regulation 15 of the Local Government (Meeting
Procedures) Regulations 2005?
10/06/2009
5.
LET’S READ PROGRAM – COUNCIL INVOLVEMENT – FILE REF: 15-6-10
4x’s
Report of the Acting Director Community Development/Manager Community
Inclusion of 19 May 2009.
DELEGATION:
Committee
Item 5 / Page 1
TO
:
General Manager
FROM
:
Acting Director Community Development / Manager Community
Inclusion
DATE
:
19 May 2009
SUBJECT
:
LET’S READ PROGRAM – COUNCIL INVOLVEMENT
FILE
:
15-6-10 :RILEYD (o:\comdev\reports\com dev\2009\june\let's read program-jun09.doc)
1.
INTRODUCTION
1.1.
This report responds to a Notice of Motion dated 27 April 2009 stating:
“A report be prepared to consider Council’s role in the Let’s Read
program for 0 – 5 year olds.
The report consider the establishment of an appropriate inter – Agency
group in order to ensure coordination of interested groups to ensure the
program’s success.”
2.
BACKGROUND
2.1.
In September 2007, the Tasmanian Government’s Read for Life initiative
was launched. This initiative is a multi-faceted approach to address
literacy. The early childhood component of this strategy is “Let’s
Read”, which targets all children under five years of age, over a three
year timeframe.
2.2.
“Let’s Read” is a national evidence-based program developed by the
Centre for Community Child Health, a key research centre of Murdoch
Children’s Research Institute, to promote reading with young children 0 5 years.
2.3.
In Tasmania, “Let’s Read” is being delivered at the local level across
municipal areas.
2.4.
Built upon an emergent literacy framework, the program enhances the
development of children’s emerging literacy skills.
2.4.1.
The program utilises trained community-based professionals to
demonstrate and explain strategies that can be used by parents to
support and empower them to read with their child.
2.4.2.
Resources are also provided to parents to enhance the strategies.
Item 5 / Page 2
2.5.
In October 2007, Council adopted a community development strategic
direction for supporting children and families in Hobart, which will soon
be formalised into the Children and Families Strategy as approved by
Council on 25 May 2009.
2.5.1.
The strategic direction includes:
•
Networking and building partnerships within the sector
with a view to jointly identifying strengths, needs and gaps
in services and working to identify solutions;
•
Exploring the potential for the Council to take a leading
facilitatory role within the sector;
•
Participating in specific community development
initiatives.
2.6.
In June 2008, as a major action to achieve a number of key strategic
outcomes, Council convened the Hobart Children and Families Network.
The Network includes representation from the State Library of Tasmania,
Centacare, Good Beginnings Australia, Relationships Australia, Child
Health and Parenting Service, Lady Gowrie Tasmania, Tasmanian Early
Years Foundation, Child Health Association Tasmania and Lipscombe
Childcare Services.
2.7.
The Network identified “Let’s Read” as an opportunity to deliver a
collaborative project in the Hobart municipal area.
2.7.1.
A “Let’s Read” steering committee, comprising of Hobart City
Council, Department of Education, Department of Health and
Human Services - Child Health and Parenting, Centacare, Child
Health Association Tasmania, Lipscombe Childcare Services,
Lady Gowrie Tasmania, State Library of Tasmania, Good
Beginnings Australia and a community representative, was
formed to progress “Let’s Read”.
2.7.2.
Grant funding, to be auspiced by Centacare, was sought by the
Network from the Tasmanian Early Years Foundation and the
Tasmanian Community Fund to engage a coordinator to work
with the Network to implement the initiative. Both funding
applications were unsuccessful however.
2.7.3.
As funding has not been forthcoming and the securing of another
lead agency to facilitate and coordinate “Let’s Read” in Hobart
has not been successful, the Council through the Community
Inclusion Unit, indicated to the Network that it would undertake
the role of program facilitator / coordinator, with support
provided by the “Let’s Read” Steering Committee.
2.7.3.1. The Network strongly supported this proposal.
Item 5 / Page 3
2.7.4.
3.
PROPOSAL
3.1.
4.
It is proposed that this report be received and noted.
STRATEGIC PLANNING IMPLICATIONS
4.1.
4.2.
5.
“Let’s Read” aligns with Council’s Future Directions Statements,
outcomes and strategies as outlined below.
•
Future Direction Statement 1: Offers opportunities for all ages
and a city for life
•
Future Direction Statement 6: Builds strong and healthy
communities through diversity, participation and empathy
Council’s role in the delivery of “Let’s Read” in Hobart entirely reflects
Council’s strategic direction for Children and Families, adopted in
October 2007.
FINANCIAL IMPLICATIONS
5.1.
None are foreseen. There is an existing allocation in the Children and
Families activity in the Community Development Policy Management
function of the Council’s draft 2009/2010 Annual Plan for a staffing
resource and for community development initiatives and projects.
5.1.1.
6.
A minor readjustment of priorities for 2009/2010 will allow for
the facilitation / coordination role to be undertaken by the
Community Development Officer - Children and Families.
LEGAL AND RISK IMPLICATIONS
6.1.
7.
Work has already commenced to implement “Let’s Read” in
Hobart, in line with the program guidelines:
•
The Steering Committee has been confirmed;
•
Terms of Reference have been drafted;
•
Community asset mapping has commenced;
•
A Community Plan is being developed.
None are foreseen.
SOCIAL IMPLICATIONS
7.1.
Promoting literacy has many benefits, both immediate and long term, for
children, families, communities and society as a whole. Literacy
promotion has been linked to:
•
Increased academic and occupational success;
•
Increased self-esteem and motivation to learn, participate in and
commit to education;
Item 5 / Page 4
•
•
•
•
•
8.
CONSULTATION
8.1.
9.
Consultation with Council officers and members of the Hobart Children
and Families Network has already been undertaken, and will continue, as
“Let’s Read” is implemented in the Hobart municipal area.
CONCLUSION
9.1.
9.2.
10.
Socially accepted behaviours in school and later in life;
Positive regard for one’s abilities and prospects, leading to
empowerment;
Reduced need for special education;
Potential reduction in the effects of low socio-economic
background;
Decreased social and financial costs associated with illiteracy.
Council’s community development strategic direction for supporting
children and families, adopted in October 2007, includes:
•
Networking and building partnerships within the children and
families network, with the Council taking a lead facilitatory role;
•
Developing relationships with schools and childcare services;
•
Specific community development initiatives.
Council’s role as facilitator / coordinator of “Let’s Read”, supported by
the Hobart Children and Families Network, aligns with this strategic
direction.
RECOMMENDATION
That
10.1 Report : (o:\comdev\reports\com dev\2009\june\let's read programjun09.doc) be received and noted.
(Penny Saile)
ACTING DIRECTOR COMMUNITY DEVELOPMENT/
MANAGER COMMUNITY INCLUSION
10/06/2009
6.
DRAFT CULTURAL AND LINGUISTIC DIVERSITY (CALD) STRATEGY
2009-2012 – FILE REF: 15-1-2
20x’s
Inclusion of 29 May 2009 and attachment.
DELEGATION:
Council
Item 6 / Page 1
TO
:
General Manager
FROM
:
Acting Director Community Development/Manager Community
Inclusion
DATE
:
29 May 2009
SUBJECT
:
DRAFT CULTURAL AND LINGUISTIC DIVERSITY (CALD)
STRATEGY 2009 - 2012
FILE
:
15-1-2 :MPINFERI (o:\comdev\reports\com dev\2009\june\draft cald strat-jun09.doc)
1.
INTRODUCTION
1.1.
This report seeks Council endorsement of the draft Hobart City Council
Cultural and Linguistic Diversity (CALD) Strategy 2009 - 2012,
provided at Attachment A.
1.1.1.
2.
The draft CALD Strategy was considered by the Executive
Leadership Team on 28 May where it was resolved that it be
submitted for Council consideration.
1.2.
Broad consultation with Council staff, the CALD sector and the CALD
community has informed the strategy.
1.3.
It focuses on three areas - perception, communication and participation
and essentially formalises the cultural diversity activities with which
Council is currently involved, as well as including some new actions
which have been identified from the consultation process.
1.4.
This strategy will add to the suite of sector specific community
development strategies that already exist, including Youth, Aboriginal,
Equal Access and Positive Ageing, which will sit under the proposed
overarching Social Inclusion Plan.
BACKGROUND
2.1.
Council has demonstrated its commitment to CALD for a number of
years, however it did not have a clearly defined strategy to support coordination of CALD activities across the range of Council operations.
2.2.
Council became more strategically involved in cultural diversity projects
and activities when it joined with the other four greater Hobart councils
and participated in 1999 in the Networking for Harmony Project, funded
through the Australian Government’s Living in Harmony initiative.
Item 6 / Page 2
2.3.
2.4.
2.5.
3.
Cultural diversity activities undertaken by the Council have evolved
from activities that Council has initiated, as well as activities undertaken
by other organisations with which Council is involved. These include
the following:
2.3.1.
The Hobart Networking for Harmony Committee, Yaizu and
L’Aquila Sister City Committees, Equity and Discrimination in
the Workplace (EDW). Council is also represented in steering
committees for projects within the sector as required.
2.3.2.
The Council was also invited by the Refugee Council of
Australia to declare Hobart as the first Refugee Welcome Zone
in Tasmania. This was publicly declared in October 2004.
2.3.3.
A full list of Council activities in this area is provided on page 5
of the draft strategy.
In July 2006, the then Corporate Management Team approved an
extensive consultation process, which was both internally and externally
focused, as part of the development of a CALD strategy for the Council.
2.4.1.
The consultation was framed around the three categories of
perception, communication and participation, which provided for
a thorough exploration both internally and externally of the ways
in which Council engages with the community around this issue.
2.4.2.
The involvement of as many relevant areas of Council as
possible in the development of the strategy helped to ensure its
practicality and relevance across the organisation.
2.4.3.
The consultation included meetings with Council staff, group
meetings with CALD communities and the CALD sector, and
one-on-one interviews with visits to CALD individuals.
2.4.4.
The CMT resolution was that the strategy would seek to draw
together the activities around cultural diversity from across the
organisation.
The draft CALD Strategy provides Council with a clear picture of the
needs of Hobart’s CALD community, with which the Council has been
working for many years, and Council’s role in meeting those needs.
PROPOSAL
3.1.
It is proposed that Council endorse the draft CALD Strategy 2009 –
2012.
Item 6 / Page 3
4.
3.2.
Should Council endorse the strategy, it is further proposed that feedback
be sought from those who were consulted in the development of the
strategy.
3.3.
Following this feedback period, the strategy would be re-submitted to
Council for approval.
4.1.
The draft CALD Strategy 2009 - 2012 has a direct correlation with
Future Direction 6 and 7 of the Strategic Plan:
‘Builds strong and healthy communities through diversity, participation
and empathy’,
‘Is dynamic, vibrant and culturally expressive’.
5.
6.
5.1.
It is anticipated that the implementation of the CALD Strategy would
meet the identified needs of the CALD community within available
resources.
5.2.
The majority of actions in the CALD Strategy form an integral part of
the Community Development Officer’s role and therefore would not
incur additional costs.
5.3.
If necessary, external funding would be sought for specific projects.
6.1.
7.
8.
None are foreseen.
SOCIAL IMPLICATIONS
7.1.
The draft CALD Strategy provides clearly defined actions to the delivery
of CALD related projects within the city of Hobart.
7.2.
It enhances the community and sector perception of Council’s
commitment to CALD.
CONSULTATION
8.1.
The author has consulted with relevant Council staff, organisation
representatives and individuals in the CALD community in the
development of the Strategy, as detailed in Attachment B.
Item 6 / Page 4
9.
COMMUNICATION WITH THE STATE GOVERNMENT
9.1.
10.
Multicultural Tasmania, Department of Premier and Cabinet was also
consulted in the development of the strategy.
CONCLUSION
10.1. The strategy formalises the cultural diversity activities with which the
Council is currently involved as well as including new actions which
have been identified as part of the consultation process.
10.2. The draft CALD Strategy has been developed through an extensive
consultation process with Council staff, the CALD sector and the CALD
community.
10.3. The draft CALD Strategy provides Council with a clear picture of the
needs of Hobart’s CALD community, with which the Council has been
working for many years, and Council’s role in meeting those needs.
11.
RECOMMENDATION
That
11.1. Report (o:\comdev\reports\com dev\2009\june\draft cald stratjun09.doc) be received and noted.
11.2. Council endorse the draft CALD Strategy 2009 - 2012.
11.3. Should Council endorse the Strategy, feedback be sought from those
who were consulted in the development of the strategy.
11.4. Following this feedback period, the strategy be re-submitted to Council
for approval.
(Penny Saile)
ACTING DIRECTOR COMMUNITY DEVELOPMENT /
Attachment A: Draft CALD Strategy (13)
Attachment B: List of the parties consulted (3)
Item 6 / Page 5
ATTACHMENT A
Cultural and Linguistic Diversity
(CALD) Strategy
2009 – 2012
Item 6 / Page 6
HOBART CITY COUNCIL’S CALD STRATEGY 2009 - 2012
Introduction
Hobart City Council has been actively involved in the promotion and celebration of
Cultural and Linguistic Diversity (CALD) in the Hobart community for many years and is
continually striving to improve the wider community’s awareness and understanding of
the economic, educational, social and cultural benefits of CALD and to mitigate the
effects of racism and cultural isolation for CALD communities in Hobart.
Definition of Cultural and Linguistic Diversity (CALD)
Cultural and linguistic diversity is a very broad concept and encompasses the
differences that exist between people, such as language, dress, traditions, food, societal
structures, art and religion.
In addition to the Anglo-Celtic majority of the Australian population, the major source of
Australian cultural diversity is from three streams - the Indigenous community,
immigration and humanitarian entrants. This Strategy deals with the last two streams;
the strategies relevant to the Indigenous community are outlined in the Council’s
Aboriginal Strategy.
Background
As already noted, Council has demonstrated its commitment to CALD for a number of
years, however it does not currently have a clearly defined strategy to support
coordination of CALD activities across the range of Council operations.
The process of developing this CALD Strategy has provided an opportunity to review
Council’s response to identified issues and service provider and community
expectations.
This strategy provides Council and the community with a clearly defined framework by
which Council can continue to meet the needs and build the capacity of CALD
communities in Hobart.
It is an accessible document that outlines priority actions for the Council for the life of
the strategy - 2009/10 - 2012/13, with specific actions detailed in the relevant Council
annual and unit plans.
Demographic Profile
While Hobart has a relatively small migrant population compared to the other capital
cities, the number of migrants and humanitarian entrants is increasing each year.
In 1996 a little over 9% of people in Hobart were from CALD backgrounds. People with
CALD backgrounds do not include people from primarily English-speaking countries.
Page 1 of 12
o:\comdev\reports\com dev\2009\june\draft cald strat-jun09-attacha.doc
Item 6 / Page 7
The CALD profile in Hobart has significantly changed in recent times. Tasmania is the
only state in Australia where humanitarian entrants are already the largest proportion of
overseas arrivals. These changes in the diversity of the resident population require
appropriate levels of support, resource allocation, empathy and encouragement from all
sectors of the community.
In the Hobart LGA, according to the 2006 Census, 15.6% of the total population was
born overseas. This compares with 11% of the total population born overseas in the
Greater Hobart area (ABS statistical division) and 10.6% of the Tasmanian population.
Since the 2006 Census, a further 1,236 people born overseas have joined the greater
Hobart area (with 511 of these in the Hobart LGA). The non-English speaking countries
of origin include Afghanistan, Chile, China, Democratic Republic of Congo, Ethiopia,
India, Sudan and Thailand. The migrants have come through both the skilled migration
and humanitarian streams.
According to the 2006 Census, a much greater percentage than the state average
speaks a language other than English at home in Hobart. In Hobart, 10.1% of the
population spoke a language other than English at home compared to 3.1% of the
Tasmanian population. Since the 2006 Census, the majority of the migrants have been
from non-English speaking backgrounds.
This Strategy generally applies to those who live, study, work in or visit the City of
Hobart. As a capital city, many government and non-government services / agencies
are located in the Hobart municipal area. These include the Royal Hobart Hospital,
Multicultural Tasmania, Multicultural Council of Tasmania, Department of Immigration
and Citizenship (DIAC), Centacare, Anglicare, Colony 47, Mission Australia, the
Salvation Army, Adult Migrant English Program (AMEP) and Migrant Resource Centre South.
Linkages between the CALD Strategy and other Council Strategies
and Plans
The CALD Strategy sits under the Hobart City Council Strategic Plan 2008 - 2013,
which sets a five-year program for achieving the vision and direction of Hobart 2025 and
provides the whole of Council context to inform Council’s actions in relation to the needs
and interests of CALD communities. It is one of a suite of cohort strategies sitting under
the overarching Social Inclusion Plan.
On an annual basis, Council develops an Annual Plan of major initiatives and specific
Unit Plans, which detail specific strategies and actions in each Unit of Council. This
Strategy, which has significantly drawn on an extensive consultation undertaken during
2007/2008, is designed to strategically inform the process of forming these plans for
cultural diversity.
Page 2 of 12
Item 6 / Page 8
Aims of the CALD Strategy
The CALD Strategy is principally aligned to Future Direction Statements 6 and 7 within
the Hobart 2025 strategic framework:
In 2025 Hobart will be a City that:
FD 6 - builds strong and healthy communities through diversity, participation
and empathy
FD 7 - is dynamic, vibrant and culturally expressive.
The strategy’s overall goal, with particular reference to Strategic Outcome - Diversity is
valued and there is participation by all in the community, is for the Council in its work
with CALD communities is to foster social inclusion, reduce cultural isolation and
address racism.
The aims of the CALD Strategy are to:
•
Demonstrate Council’s commitment to the development and support of CALD
in the Hobart municipal area
•
Provide direction for Council’s activities in relation to CALD communities
•
Provide a framework to assist in prioritising responses to the needs and
interests of CALD communities.
Council’s Role
A key role for Hobart City Council is to integrate the consideration for CALD in all
aspects of Council business. Its other role is in raising awareness of CALD issues both
within the Council and within the Hobart municipal area. In many cases Council will
provide information and advocate with and on behalf of CALD communities, as well as
support other organisations to access resources to develop and implement programs
and activities as part of a capacity building role.
Development of the CALD Strategy
The consultation process was focused both internally with relevant officers within the
Council and externally. The community consultation provided many opportunities for
Council to engage with representatives from the CALD and wider communities.
The CALD sector includes direct service providers to the CALD communities such as
Migrant Resource Centre - South, Centacare and TAFE, as well as the general
administration bodies such as Department of Immigration and Citizenship and
Multicultural Tasmania.
In determining how to go about the consultation process, a fundamental question “How
does Council focus on Cultural Diversity?” was asked. In examining Council’s CALDrelated activities, it became clear that these fell into three categories - perception,
communication and participation. Each category is however interdependent.
These three categories provide a structure for Council to deliver projects and activities
more effectively, within its current level of staff resources. It also helps Council to
develop new programs and activities.
Page 3 of 12
Item 6 / Page 9
Consultation questions were created around the various relationships between
stakeholders within each of the categories:
PERCEPTION
•
•
•
Council’s perception of CALD communities
CALD community’s perception of Council
CALD sector’s perception of Council
COMMUNICATION
•
•
•
Council’s communication with CALD communities
CALD community’s communication with Council
CALD sector’s communication with Council
PARTICIPATION
•
•
•
Council involving CALD communities in its activities
CALD community participation in Council activities
CALD sector participation in Council activities
These relationships are identified in the following diagram:
PERCEPTION:COMMUNICATION:PARTICIPATION
Hobart City
Council
PERCEPTION:COMMUNICATION:PARTICIPATION
Page 4 of 12
Item 6 / Page 10
What Hobart City Council has been doing
Since 2000/2001 when the Greater Hobart Networking for Harmony project was
undertaken, the community’s awareness of CALD issues has grown. This is in part due
to the work of the Hobart Networking for Harmony Committee, a noticeable increase in
humanitarian entrants living within Hobart as well as a number of significant world
events involving specific religious or cultural communities.
The effect of this raised awareness of CALD issues is an increased expectation from
the community that Council will develop both short and long-term programs and
activities that address related issues.
The work in which Council has been involved within the three categories, since 2000
includes:
PERCEPTION
•
•
•
•
•
•
•
•
Media workshops, campaigns, awards
Culture cards for restaurants
Cultural Diversity Festival Kit for schools
Bridging the Gap project
Staff Cultural Diversity training
Refugee Welcome Zone
Council website information on Cultural Diversity
Council website information on Sister Cities
COMMUNICATION
•
•
•
•
•
•
•
Free telephone translation service
Facilitation of Hobart Networking for Harmony Committee
Regular meetings with Multicultural Tasmania
Regular meetings with Department of Immigration & Multicultural Affairs
Involvement in 62 Providers Forum
Former participation on the International Wall of Friendship Committee
Representation on Migrant Resource Centre - South Board of Management
PARTICIPATION
•
•
•
•
•
•
•
•
•
•
Developing the Greater Hobart Networking for Harmony Committee with the
other greater Hobart councils and other key stakeholders
Harmony Day - Welcome for International, Migrant & Refugee Students
Harmony Day - Cultural Banner workshops
Refugee Week activity support for other organisations
Media workshops for cultural organisations
Sister City activities - student exchanges, arts and cultural activities
Citizenship Ceremonies
Christmas Pageant involvement of cultural groups
African Cultural Festival
Community and Cultural Grants Program focus on cultural activities
Page 5 of 12
ISSUE
Enhance the wider community’s
understanding of the diversity of
experiences of migrants and refugees, so
that both the commonalities and
differences of these experiences are
better understood.
Continue to undertake a leadership role in
promoting Hobart’s cultural diversity.
PERCEPTION
•
•
The annual welcome to international, migrant and humanitarian entrant students in
the Elizabeth Mall
Page 6 of 12
Citizenship ceremonies
Work with the Hobart Networking for Harmony (NFH) Committee and the wider CALD
community to investigate appropriate initiatives that develop community understanding
Provide support for community activities that build community understanding, such as
the Tasmanians Talking initiative
−
−
Continue to deliver ongoing activities and events including:
•
•
•
•
•
•
•
Affirm the value and celebration of CALD at every opportunity
Facilitate welcome and celebration of CALD community by wider community through
activities such as the annual welcome to international, migrant and humanitarian entrant
students in the Elizabeth Mall
Continue organising multicultural events and assist communities in organising activities
such as the African Cultural Festival
Encourage strategies that address racism within the Hobart mainstream community
Speak out against negative perceptions of CALD community
Advocate with/for CALD communities in appropriate networks and forums
Promote successful CALD events/stories
•
MAJOR ACTION
HOBART CITY COUNCIL’S CALD STRATEGY 2009 – 2012
Item 6 / Page 11
ISSUE
the different levels of government in
Australia
the function of local government
the boundaries of the Hobart municipal
area
citizens’ rights and responsibilities
the diversity of services and programs
provided by the Council
requirements and standards relating to
environmental health, including food
outlets, immunisations
Ensure Council is as accessible,
responsive and flexible as possible in its
responses to CALD communities
Improve Council staff’s awareness and
understanding of language, cultural needs
and diversity of CALD communities
•
•
•
•
•
•
Enhance CALD communities’
understanding of:
PERCEPTION
•
Page 7 of 12
Provide Cross Cultural Awareness Training for Council staff
Undertake further consultation with CALD communities to determine specific examples
related to this issue and work with communities to develop appropriate solutions
•
•
Provide Cross Cultural Awareness Training (CCAT) for all relevant Council staff on a
regular basis
Work with CALD communities to clarify specific cultural needs as they relate to Council
processes and operations
Develop accessible information for presentation to CALD communities that responds to
the listed items utilising a diversity of mediums, including the development of a
PowerPoint presentation and brochure / information sheets.
Work with migrant and humanitarian entrant stakeholders to maintain and enhance twoway information
Investigate the opportunity to link into the Adult Migrant English Program civic education
program
•
•
•
•
MAJOR ACTION
Item 6 / Page 12
Increase staff awareness of resources that
are available to assist in their
communication with CALD communities.
Enhance the diversity and effectiveness of
consultation mechanisms, two way
communication and provision of
information between the Council and
CALD communities.
ISSUE
COMMUNICATION
Page 8 of 12
Promote and provide training in the use of the Translating Information Service (TIS)
•
•
•
•
•
•
•
•
In addition to the Hobart NFH Committee, consult pro-actively, broadly and effectively
with a diverse range of CALD communities
Expand the membership of the Hobart NFH Committee to include a broader
representation of CALD communities
Conduct a biennial forum involving CALD communities, service providers and the
broader community to indentify the needs and interests of CALD communities and
develop effective and appropriate responses
Distribute and promote the CALD Strategy to CALD sector and communities
Link into existing structures to promote Council initiative/activities, such as TAFE and
62 Providers Forum
Use ethnic radio to advertise events/give information
Consider the provision of fact sheets about Council in CALD languages
Investigate opportunities to provide statutory information in a variety of ways
•
MAJOR ACTION
Item 6 / Page 13
Research emerging issues, trends and demographics through consultation with CALD
communities, Department of Immigration and Citizenship and Australian Bureau of
Statistics
Promote Council’s CALD Community Development Officer to sector and CALD
communities and within the Council
•
•
Ensure Council’s understanding and
knowledge of new and emerging CALD
communities is current.
Ensure Council’s point of contact for
CALD-related issues is widely known.
Page 9 of 12
Further investigate the best means for supporting inter-community participation through
Hobart NFH Committee; Multicultural Council of Tasmania and Migrant Resource
Centre – South
•
•
•
•
•
•
•
Provide support to CALD communities to
facilitate their connections /
communications with each other.
Enhance the provision of general Council
information for activities, programs and
events, and critical Council information,
including immunisations, food safety
emergencies, rubbish removal and water
restrictions etc, to all CALD communities,
both new arrivals and established
communities.
Work with the Hobart NFH Committee and other CALD communities to develop an
information program relating to the identified critical areas of Council operation
Identify possible environmental programs and activities for CALD communities
Maintain relationships with key community members to ensure information flows
through to the wider CALD communities
Maintain and further develop links with 62 Providers, Centacare IHSS, AMES, MRC,
UTAS and other relevant community organisations
Maintain and further develop existing partnerships with both State and Commonwealth
Government departments
Ensure CALD service providers are on Council events mailing lists
Investigate appropriate methods of providing information to established CALD
communities about Council awards and funding programs, perhaps through the Migrant
Resource Centre and/or Multicultural Council of Tasmania
MAJOR ACTION
•
ISSUE
COMMUNICATION
Item 6 / Page 14
ISSUE
Continue to undertake a leadership role in
building community harmony.
PARTICIPATION
•
•
•
•
•
•
•
•
•
Page 10 of 12
Support the ongoing and further development of the Hobart NFH Committee and
expand its membership.
Continue to deliver the annual welcome to international students event
Continue to assist CALD communities to provide cultural festivals, such as the African
Cultural Festival
Encourage communities to apply for support multicultural festivals through Council’s
grants programs
Consider the development of initiatives that address racist incidences in the Hobart
CBD, bus mall and UTAS
Promote Hobart as a Refugee Welcome Zone
Continue to facilitate citizenship ceremonies
Encourage and assist the community to provide programs and activities through
existing facilities and resources that meet the needs and interests of CALD
communities
Build networks, partnerships and strategic alliances to advocate for and provide
innovative responses to the identified needs and interests of CALD communities
MAJOR ACTION
Item 6 / Page 15
ISSUE
Improve Council staff’s awareness of the
barriers to participation faced by CALD
communities, and improve understanding
of local government by CALD
communities.
Ensure CALD communities are
encouraged to participate in all Council
activities including those with a CALD
focus.
PARTICIPATION
•
•
Page 11 of 12
Deliver cross cultural awareness training for Council staff
Provide information about Council services, programs etc - cross reference to
perception action
Apply cultural awareness within everyday work as appropriate
•
•
•
•
•
•
Provide opportunities and undertake activities that promote positive interaction between
CALD communities and other users of public open spaces, including promoting events
and activities for CALD communities that occur in public open spaces
Facilitate contact, both formally and informally, with Council Aldermen and senior
Council staff with CALD communities as appropriate
Involve CALD communities in planning for and participating in activities
Ensure a diverse range of CALD communities are engaged with Council activities
Partner with CALD communities to deliver appropriate arts, cultural, entertainment and
recreational programs, activities and events
Facilitate access to a range of entertainment, recreation, arts and cultural facilities and
resources that are accessible, affordable and appropriate to meet the needs and
interests of CALD communities
•
MAJOR ACTION
Item 6 / Page 16
ISSUE
Respond to housing issues, including
affordability, identified by CALD
communities.
Support employment assistance and
opportunities for CALD communities.
PARTICIPATION
•
Page 12 of 12
Provide input into policies of governments and other key stakeholders regarding the
needs and interests of CALD communities
Consult with relevant CALD service providers in preparing the Council’s Affordable
Housing Strategy
•
•
•
•
•
Continue to assist CALD communities to identify and access employment opportunities
within the Council, including traineeships, apprenticeships, vocational skills placements
volunteering, workplace mentoring and work experience opportunities which meet the
needs of a diverse range of CALD communities
Empower and support CALD communities to participate in relevant forums, networks
and other participation processes that may lead to increased employability
Identify opportunities for CALD communities to gain skills within Council processes,
such as encouraging stallholder applications to The Taste Festival
Investigate the potential use of the Council Skill Centre at Mornington to facilitate and
provide education, training and employment programs and activities
Support and facilitate the development of CALD community members as active citizens
in relation to the roles, responsibilities and processes of local government
•
MAJOR ACTION
Item 6 / Page 17
Leyon Parker
Rob Mather
Prue de Vries
Peter Fleming
Kevin Patmore
Gary Randall
Ross Willis
Mark Dwyer
Brian Lumb
Mark Painter
Barry Holmes
Scott Morgan/Mark Bass
Glenn Doyle
Ian Stanley
Margaret Johns
Peter Rodwell
Roads & Traffic Engineering
Bushland and Reserves
Survey and Asset Services
Environmental Services
Strategic Executive Support
Compliance & Permits
Environmental Health
Civic Parks
Waste Engineering
Development Planning
Professional Services
Parks and Recreation
Development Appraisal
Corporate Services
Human Resources
o:\comdev\reports\com dev\2009\june\draft cald strat-jun09-attachb.doc
PERSON CONSULTED
UNIT / POSITION
Hobart City Council
LIST OF COUNCIL STAFF, CALD SECTOR AND CALD COMMUNITY CONSULTED
Page 1 of 3
ATTACHMENT B
Item 6 / Page 18
Integrated Humanitarian Settlement
Strategy (IHSS)
Newly Arrived Youth Support
Services (NAYSS)
UNIT / POSITION
Anti-Discrimination
Commission
Dept Health and
Human Services
Dept Premier and
Cabinet
Tasmania Police
Dept of Immigration
and Citizenship
Dept of Education
UTAS
UTAS
1300 655 307
Tasmanian Polytechnic
6226 2706
[email protected]
6226 2697
[email protected]
6220 5335
[email protected]
Gayle Viney (acting)
(for Helen Ebsworth)
Catherine Behrens
Danielle Bresnehan
Matt Durose
Lyn Andersch
Craig Waterhouse
Santi Mariso
Multicultural Tasmania
Multicultural Liaison Officer
Community Education/Liaison
Officer
Page 2 of 3
6230 2341
[email protected]
6224 490
[email protected]
6233 3439
Janet Ong (Manager)
1800 816 057
[email protected]
62227656
[email protected]
6211 4066
[email protected]
Yabbo Thompson
Matt Hingston
6221 0999
6278 1660
Centacare
6214 1487
[email protected]
[email protected]
CURRENT CONTACT
DETAILS
Anne Hamilton/Cedric Manen/
Kiros Zsegay
Kevin Wilson (Chair)
Alison Hines
Helen Widdowfield
PERSON/S
CONSULTED
Multicultural Health Policy Officer, Deborah Van Veltzen
Population Health
ESL Education
Student Services
CALD Liaison Officer
Integrated Humanitarian Settlement
Strategy (IHSS)
(AMEP)
International Student Services
Hobart Networking for
Harmony Committee
Migrant Resource
Centre
Relationships
Australia
Adult Migrant English Program
TAFE
Colony 47
Centacare
AGENCY
CALD Sector
Item 6 / Page 19
Alliance Francaise de Hobart Inc
Australian American Association
Australian Italian Club
Bulgarian Community of Tasmania
Burundian community
Canadian Association in Tasmania
Chinese Community Association of Tasmania
Congolese community
Dante Alighieri Society Inc
Dutch Australian Society ‘Abel Tasman’ Inc
El Salvadore Community
Estonian Association in Tasmania
Ethiopian community
Hellenic Community Welfare of St George
Hmong-Australia Cultural Society of Tasmania
Hobart Hebrew Congregation Inc
Indian Cultural Society of Tasmania Inc
Japan Club Tasmania
Liberian Family
Manx Community in Tasmania
Polish Senior Citizens Club
Rwandan community
Scandinavian Association of Tasmania
Sudanese community
Tasmanian Muslim Association Inc
Thai Australian Community
Vietnamese Community of Tasmania
Welsh Society of Southern Tasmania
CALD Community
COMMUNITY
Page 3 of 3
Item 6 / Page 20
10/06/2009
7.
COMMUNITY SAFETY PARTNERSHIP/HOBART LIQUOR ACCORD –
FILE REFS: 10-90-1; 16-50-20
11x’s
Inclusion of 22 May 2009 and attachment.
DELEGATION:
Council
Item 7 / Page 1
TO
:
General Manager
FROM
:
Deputy General Manager / Director Community Development
DATE
:
22 May 2009
SUBJECT
:
COMMUNITY SAFETY PARTNERSHIP / HOBART LIQUOR
ACCORD
FILE
:
10-90-1 / 16-50-20 :HJS (o:\comdev\reports\com dev\2009\june\com safety partnershipjun09.doc)
1.
INTRODUCTION
1.1.
This report seeks Council endorsement of a strategic approach involving
key stakeholders, to address community safety issues in Hobart.
1.1.1.
2.
It also presents a request from the Commissioner for Licensing
for Council to support the establishment of a liquor accord in
Hobart.
BACKGROUND
Hobart Community Safety Strategy Review 2004
2.1.
2.2.
In December 2004, the Hobart City Council and the State Government
jointly launched a Community Safety Strategy for the Hobart municipal
area.
2.1.1.
The Strategy was based on research and community
consultation, and identified fifteen key safety issues of concern
to the Hobart community at the time.
2.1.2.
The Strategy then documented the existing programs and
activities, as well as a range of new initiatives to address those
issues.
It is now five years since the Strategy was developed and it is due for
review.
While the majority of actions identified in the Strategy have been
addressed, other issues have emerged and responses have been delivered
that were not identified in the Strategy document. The prescription of
inner city parks as alcohol free is a good example.
Establishment of a Hobart Strategic Community Safety Partnership
2.3.
Tasmania Police representatives have raised with Council officers the
possible development of a strategic community safety partnership to
replace the Strategy.
Item 7 / Page 2
2.4.
Community safety partnerships operate in a variety of forms in other
municipal areas in the State including Launceston, Huon Valley and
Glenorchy.
2.4.1.
2.5.
While the models vary, the essence of the partnerships is that they bring
together key stakeholders responsible for delivery of community safety
and associated issues at senior officer level, to achieve effective, efficient
and coordinated outcomes. In other words, a coordinated action group.
2.5.1.
2.6.
Following its City Safety Summit in October 2008, Melbourne
City Council established a high level cross-sector group to
coordinate and monitor city safety initiatives.
The partnership provides the structure for action in response to
emerging issues, as opposed to the previous Strategy which
outlined agreements about the actions that would be taken.
More work is required to establish the most appropriate and effective
model for Hobart. In particular, consultation is required with the key
government and non-government agencies, as well as other stakeholders,
to establish the appropriate membership.
2.6.1.
It would be expected, however, that agencies including Hobart
City Council, Tasmania Police, Department of Treasury and
Finance - Liquor and Gaming Branch, Department of Health and
Human Services, Department of Education, Metro and the
Australian Hotels’ Association would need to be involved.
2.7.
In addition, there must be a mechanism for the strategic partnership
group to be informed by, and to provide information to, the community
and business interests.
2.8.
At the recent “Save our City Summit”, business representatives raised
the issue of the need for a mechanism for traders to work with Council
and the Police.
2.8.1.
2.9.
Regular forums may be the most appropriate method for
consulting with business, but this would need to be discussed
with the traders themselves.
With regard to input from the general community, two mechanisms
already exist and could be refocused to support the partnership.
2.9.1.
Tasmania Police are keen to maintain their existing Hobart
Community Police Liaison Group but membership and terms of
reference would need to be redefined.
The Council could also take a more active role here in assisting
with the structuring of the agenda, as well as other administrative
support, to ensure the group is effective going forward.
Item 7 / Page 3
2.9.2.
The other opportunity exists with the Council’s own local area
traffic groups. Community safety issues are often raised in these
meetings anyway, and it would only require a slight refocus to
create an effective mechanism for gaining community input on
general safety issues.
2.10. It would be expected that the strategic partnership group would, in
certain circumstances, establish working groups to pursue a particular
issue or concern.
2.11. The intention would be to also create a cross-Divisional working group
within the Council, to ensure that community safety activities across the
range of Council function areas are coordinated.
Establishment of a Hobart Liquor Accord
2.12. The Council has also been approached by the Commissioner for
Licensing to support the establishment of a liquor accord in Hobart.
(Copy at Attachment A).
2.13. An accord is a voluntary agreement between liquor licensees, relevant
authorities, including liquor licensing authorities, police, local
government and other stakeholders to work together on issues of mutual
concern.
2.14. The first accord in Tasmania was established in Burnie in June last year
and a Launceston accord is expected to be implemented shortly.
2.15. Both of these accords are supported by the Council involved. In
Burnie’s case this support involves provision of a meeting room,
catering, secretarial support and officer representation.
2.15.1. It is important to draw the distinction between this level of
support and a model where the Council is seen to be the
facilitator / driver of the process.
It is considered that such a role is more appropriately undertaken
by the agency with primary responsibility for licensing issues.
2.16. The accord group could constitute an issue-based sub-group (working
group) under the strategic community safety partnership.
Other Issues
2.17. A number of issues related to community safety have been receiving
some discussion in the community recently. The following provides
Aldermen with information on action being taken in relation to these
issues.
Item 7 / Page 4
2.17.1. Police presence in Elizabeth Mall.
Tasmania Police advise that a Public Order Response Team has
now been tasked to the Mall on Wednesdays, Thursdays and
Fridays. This is in addition to a generally increased police
presence in the area.
2.17.2. Smoking.
There has been a call for smoking to be banned in Elizabeth
Mall.
In response to an earlier resolution, Council’s Environmental
Health Unit will be conducting a business and community survey
in the new financial year to determine the level of support for a
ban on smoking in al fresco dining locations and other public
places such as the Mall.
The Biennial Community and Business Surveys are also
scheduled for June / July and the opportunity will be taken to
include questions in the surveys around this issue to determine a
general community opinion.
2.17.3. Piped Music.
There have been some suggestions made that piped music in
Elizabeth Mall may assist in reducing the incidence of criminal
and anti-social behaviour.
A similar initiative was implemented with some success in
Salamanca Square a number of years ago.
Council officers are currently investigating the feasibility of
applying this suggestion in the Elizabeth Mall.
2.17.4. The role of the police and information booth in the Mall.
While the booth has a dual purpose - as a site for information
provided by the Council for tourists and the general community,
as well as a site for a police presence in the Mall, Tasmania
Police has made it clear that it does not see placement of a
dedicated officer in this location as the best use of its resources.
This would be taken into consideration in any future reports to
the Council outlining options for the future use of this booth.
3.
PROPOSAL
3.1.
It is proposed that Council endorse the development of a strategic
community safety partnership for Hobart, with a further report to be
provided once a suitable model has been established and stakeholders
consulted.
Item 7 / Page 5
3.2.
It is also proposed that the Council support the establishment of a liquor
accord for Hobart, by way of officer representation at accord meetings,
provision of a meeting venue and catering, and some limited
administrative support if required, as outlined in correspondence from
the Commissioner for Licensing dated 1 May 2009 (Attachment A).
3.2.1.
4.
4.1.
5.
6.
8.
The proposal is consistent with the Council’s Strategic Plan 2008-2013,
specifically Outcome 6.4 “A safe and healthy city”.
5.1.
No significant costs are foreseen at this time.
5.2.
Should the liquor accord be established, some small costs could be
incurred in terms of officer time, administrative support and catering but
it is envisaged that these could be met from the existing allocation for the
community safety activity in the Council’s Annual Plan.
SOCIAL/MARKETING/MEDIA/PUBLIC RELATIONS
IMPLICATIONS
6.1.
7.
It is further proposed however, that the Commissioner for
Licensing be advised that the Council does not see its role as
facilitating or driving the establishment or operation of the
accord.
The proposal provides for a strategic response to community safety
issues in the city. As well as creating a mechanism for safety issues to
be dealt with in a coordinated way across agencies, it also provides
avenues for business and community input to that process.
CONSULTATION / COMMUNICATION WITH THE STATE
GOVERNMENT
7.1.
To this point, consultation has only occurred with Tasmania Police and
the Liquor and Gaming Branch, Department of Treasury and Finance.
7.2.
Should the Council approve the proposal, consultation would take place
with all other relevant stakeholders.
CONCLUSION
8.1.
The existing Hobart Community Safety Strategy is due for review.
8.2.
Tasmania Police has suggested that the Strategy be replaced by the
development of a strategic community safety partnership, which brings
together key stakeholders responsible for community safety, to achieve
effective, efficient and coordinated outcomes.
Item 7 / Page 6
8.3.
More work is required to establish the right model for Hobart. In
particular, consultation is required with the key government and nongovernment agencies, as well as other stakeholders, to establish the
appropriate membership.
8.3.1.
8.4.
9.
In addition, there must be a mechanism for the strategic
partnership group to be informed by, and to provide information
to, the community and business interests.
The Council has also been approached by the Commissioner for
Licensing to support the establishment of a liquor accord in Hobart.
RECOMMENDATION
That
9.1.
Report (o:\comdev\reports\com dev\2009\june\com safety partnershipjun09.doc) be received and noted.
9.2.
The Council endorse the development of a strategic community safety
partnership for Hobart, with a further report to be provided once a
suitable model has been established and stakeholders consulted.
9.3.
The Council support the establishment of a liquor accord for Hobart,
by way of officer representation at accord meetings, provision of a
meeting venue and catering and some limited administrative support if
required, as outlined in correspondence to the Council from the
Commissioner for Licensing dated 1 May 2009 (Attachment A).
9.3.1.
The Commissioner for Licensing be advised that the Council
does not see its role as facilitating or driving the establishment
or operation of the accord.
(Heather Salisbury)
DEPUTY GENERAL MANAGER /
DIRECTOR COMMUNITY DEVELOPMENT
Attachment A:
Letter from the Commissioner for Licensing with attachment dated
1 May 2009 (5)
Item 7 / Page 7
Item 7 / Page 8
Item 7 / Page 9
Item 7 / Page 10
Item 7 / Page 11
10/06/2009
8.
CULTURAL GRANTS PROGRAM 2009/2010 - REQUEST FOR FINANCIAL
ASSISTANCE – ERROL FLYNN CENTENARY CELEBRATIONS AND 60TH
INTERVARSITY CHORAL FESTIVAL – 25-4-1
38x’s
Inclusion of 29 May 2009 and attachments.
DELEGATION:
Committee
Item 8 / Page 1
TO
:
General Manager
FROM
:
Inclusion
DATE
:
29 May 2009
SUBJECT
:
REQUEST FOR FINANCIAL ASSISTANCE - ERROL
FLYNN CENTENARY CELEBRATIONS AND 60TH
INTERVARSITY CHORAL FESTIVAL
FILE
:
25-1-1 :LORRAINEJ (o:\comdev\reports\com dev\2009\june\errol flynn_intervarsity choral festjun09.doc)
1.
INTRODUCTION
1.1.
The purpose of this report is to seek Council approval for two grants - for
the Errol Flynn Centenary Celebrations and the 60th Intervarsity Choral
Festival.
1.2.
While both requests have been submitted for consideration under the
2009/2010 Cultural Grants program, both are being presented for
consideration outside this process because of the early timing of the
events.
1.2.1.
2.
Both applications are provided at Attachments A and B. A letter
from the Sponsorships representative 60th Intervarsity Choral
Festival is provided at Attachment C.
BACKGROUND
Errol Flynn Centenary Celebrations
2.1.
Hobart City Council has received a request from the Errol Flynn
Centenary Committee for financial assistance of $5,000 in support of the
Errol Flynn Centenary Celebrations to be held from 12 - 21 June 2009.
2.2.
Council has previously committed to a financial contribution of $4,000
to this initiative by allocating $2,000 towards the placement of an ‘Errol
Flynn star’ outside the State Cinema in North Hobart, and a further
$2,000 allocation towards promotion of the event by printing of a
brochure entitled “Errol Flynn Tour of Hobart.”
2.2.1.
However, given the uniqueness of the event and its significance
to Hobart, this additional request for financial assistance is being
presented for Council consideration.
Item 8 / Page 2
2.3.
The Errol Flynn Centenary Committee has developed a program of
events to “celebrate the life and achievement of this complex legend”,
one of Tasmanian’s favourite sons.
2.3.1.
2.4.
The Errol Flynn Centenary Committee has requested $4,000 from the
Council as a contribution towards the travel costs to bring Rory Flynn
and her son Sean to Tasmania for the celebrations, however, given the
Council’s already significant contribution to the event, $3,000 is
recommended for consideration.
2.4.1.
2.5.
A combination of movies at the State Cinema, memorabilia at
the Tasmanian Museum and Art Gallery, sword fighting in
Elizabeth Mall and partying with Errol’s daughter Rory and
grandson Sean form part of the program highlights. A Program
Guide is provided at Attachment D.
Rory Flynn is central to the program and a number of media
opportunities have been organised for her visit, such as
interviews with several national radio stations in Sydney, the
Nine Network and ABC television in Hobart.
The Committee has also requested $1,000 for promotional purposes.
Given Council’s contribution towards promotional material provided
earlier in the year, this aspect of the request is not recommended for
support.
60th Intervarsity Choral Festival
2.6.
The 60th Intervarsity Choral Festival will be held in Hobart from 5 July 18 July 2009.
2.7.
A request has been received from the 60th Intervarsity Choral Festival for
financial assistance from the Council to cover venue hire fees for the
City Hall and Town Hall during the second week of the festival.
2.7.1.
2.8.
The total contribution being sought is $1,938.
The festival, through its aims of encouraging and furthering the
performance of, and interests in, choral music by Australian tertiary
students, regularly features international-standard conductors, orchestras
and soloists, appearing in both orchestral and a cappella concerts.
2.8.1.
Australian university choristers have gathered yearly in each of
the capital cities to cover much of the choral composition in the
repertoire.
Item 8 / Page 3
2.9.
The 60th Intervarsity Festival is likely to attract 120 singers, representing
13 national university choirs that have around 1,200 active associate
members throughout Australia. The singers will be meeting in Hobart to
perform at three major concerts in the second week of the festival.
2.9.1.
The first week is spent in workshops and rehearsing for the
performances.
2.10. The first of the two performances for which financial assistance is being
sought is in the Town Hall on 11 July, as part of the Festival of Voices.
The other is a major concert to conclude the Intervarsity Choral Festival,
a Gala Performance held in the City Hall and featuring the Intervarsity
Choir and the Hobart Wind Symphony.
3.
4.
PROPOSAL
3.1.
The Errol Flynn Centenary Committee has requested a further $5,000 in
financial assistance for the Errol Flynn Centenary Celebrations - $4,000
towards travel costs and $1,000 for promotion purposes.
Council has already provided a significant level of funding for this event,
including financial assistance for promotion.
3.2.
It is proposed, however, that because of the significance of the event for
Hobart, that the Council further support the Errol Flynn Centenary
Celebrations by providing a grant of $3,000 towards travel costs for Rory
Flynn and her son Sean, to attend the event launch and to participate in
other aspects of the celebrations.
3.3.
It is also proposed that the Council support the 60th Intervarsity Choral
Festival by providing a grant of $1,938 to cover venue hire costs for the
use of the City Hall and Town Hall for two of the three major concerts in
the festival.
3.4.
Should Council approve support for these events, it is further proposed
that the grants be paid from residual funds in the allocation for
Uncommitted Cultural Grants within the Cultural Development Function
in the Council’s 2008/2009 Annual Plan.
4.1.
A total of $4,938 for two cultural events is recommended for funding
outside the Council’s annual grants round, because of the early timing of
these events:
•
$3,000 for the Errol Flynn Centenary Celebrations, and
•
$1,938 for the 60th Intervarsity Choral Festival.
4.2.
A residual amount of $5,264 is available in the Council’s 2008/2009
Annual Plan for Uncommitted Cultural Grants.
Item 8 / Page 4
5.
5.1.
6.
FD 7.3 Entertainment, arts and cultural activities promote the
distinctive character of the city and lifestyle opportunities and
strong communities will ensure a vibrancy and way of life in
Hobart.
•
FD 7.3.1 Encourage and promote activities that create a vibrant
city.
Consultation has been undertaken with the Chair of the Errol Flynn
Centenary Committee, the Convenor of the 60th Intervarsity Choral
Festival and Council’s Manager Events and Cultural Development,
Urban Designer, and Senior Cultural Heritage Officer.
MARKETING/MEDIA/PUBLIC RELATIONS IMPLICATIONS
7.1.
8.
•
CONSULTATION
6.1.
7.
The proposed activity is in line with several strategies outlined in the
Council’s Strategic Plan 2008 - 2013, in particular:
Hobart City Council would benefit from marketing and media
opportunities throughout both festivals as the Council’s logo would be
on promotional materials and Council banners would also be displayed at
relevant events within both celebrations. It is also considered that the
media attention associated with Rory Flynn’s visit would promote the
city and the Council in a positive manner.
CONCLUSION
8.1.
Two requests for financial assistance have been received as part of the
Council’s 2009/2010 annual grants round - Errol Flynn Centenary
Celebrations and the 60th Intervarsity Choral Festival.
8.1.1.
8.2.
Council has already committed assistance to the Errol Flynn Centenary
Celebrations to the value of $4,000.
8.2.1.
8.3.
Both are being recommended for consideration outside the
round, due to the timing of the projects - one in June, the other in
early July.
It is recommended that a further $3,000 be granted for this
project, given its significance to the Hobart community.
It is further recommended that an amount of $1,938 be granted to the 60th
Intervarsity Choral Festival, making a total of $4,938 for both projects.
Item 8 / Page 5
8.4.
9.
The projects could be funded from residual funds within the allocation
for Uncommitted Cultural Grants within the Cultural Development
Function in the Council’s 2008/2009 Annual Plan.
RECOMMENDATION
That
9.1.
Report :(o:\comdev\reports\com dev\2009\june\errol flynn_intervarsity
choral fest-jun09.doc) be received and noted.
9.2.
Because of its uniqueness and the significance of the event for Hobart,
the Council further support the Errol Flynn Centenary Celebrations by
providing a grant of $3,000 towards travel costs for Rory Flynn and
her son Sean, to attend the event launch and to participate in other
aspects of the celebrations.
9.3.
The Council support the 60th Intervarsity Choral Festival by providing
a grant of $1,938 to cover venue hire costs for the use of the City Hall
and Town Hall for two of the three major concerts in the festival.
9.4.
Should Council approve support for these events, the grants be paid
from residual funds in the allocation for Uncommitted Cultural Grants
within the Cultural Development Function in the Council’s 2008/2009
Annual Plan.
(Penny Saile)
Attachment A:
Attachment B:
Attachment C:
Attachment D:
Grants Application Form - Errol Flynn Centenary Committee (7)
Grants Application Form - 60th Intervarsity Choral Festival (7)
Letter from the Sponsorships representative 60th Intervarsity Choral
Festival (3)
Errol Flynn Centenary Program Guide (16)
Item 8 / Page 6
Item 8 / Page 7
Item 8 / Page 8
Item 8 / Page 9
Item 8 / Page 10
Item 8 / Page 11
Item 8 / Page 12
Item 8 / Page 13
Item 8 / Page 14
Item 8 / Page 15
Item 8 / Page 16
Item 8 / Page 17
Item 8 / Page 18
Item 8 / Page 19
Item 8 / Page 20
Item 8 / Page 21
Item 8 / Page 22
Item 8 / Page 23
Presented by the
Errol Flynn Society of Tasmania Inc.
Come and enjoy Tasmania’s
celebration of a home-grown
Hollywood Icon
Program
Guide
www.flynncentenarycelebration.com.au
Item 8 / Page 24
Be ‘in like Flynn’ to
10 days of events!
Item 8 / Page 25
ERROL FLYNN
To millions during the Thirties and Forties, Flynn
epitomised glamour, action and romance in cinema
classics such as Captain Blood, The Adventures of
Robin Hood and The Sea Hawk.
If Errol’s journey from the Hobart suburb of Battery Point
to international stardom during Hollywood’s ‘Golden Age’
was just as action-packed as those he portrayed onscreen, it was also more improbable – and certainly more
controversial.
1909~1959
A 100 years after his birth in Tasmania, Errol Flynn reigns as
the supreme swashbuckler in the history of film.
H
His was a personality that was larger than life in every
respect: a unique mixture of charm, urbanity, recklessness,
indulgence, swagger and non-conformity that seduced and
outraged many, kept courts and newspaper front pages
busy, and left Flynn himself burnt-out and prematurely dead
at the age of 50.
But nobody has wielded a sword, swept away a damsel
or filled a pair of tights like Errol Flynn since he first
commanded the world’s attention. He was, and is likely to
remain, Tasmania’s most famous son.
The Errol Flynn Centenary Committee invites you to
celebrate the life and achievement of this complex legend.
With movies at the State Cinema in Hobart, memorabilia at
the Tasmanian Museum and Art Gallery, swordfighting in
the Elizabeth Street Mall, or partying with Errol’s daughter
Rory and grandson Sean at the Heart Foundation Gala Ball
on the actual night of his birthday, it’s the most fun you’ll
have in a 100 years!
3
Item 8 / Page 26
Item 8 / Page 27
Errol Flynn Centenary Display
H
‘…a deadly fear of mediocrity’ - Errol Flynn
World famous Hollywood film star Errol Flynn was determined to
make his mark on the world. In his own words he had a deadly fear
of mediocrity. Rory Flynn, Errol’s daughter by his second of three
marriages, has loaned objects and correspondence for TMAG’s new
temporary display, while other material has been borrowed from
collectors and members of the Errol Flynn Society of Tasmania.
These items tell the story of an intelligent man who played with
truth, sought solace in the arms of women and the sea, and
searched, to no avail, for a deeper meaning to his life.
Each item in the display represents a stage in Errol’s life.
Precious items such as his birth certificate and his Hutchins School
Badge tell the story of Flynn’s time in Hobart, while his Declaration
of Intention marks his attainment of American citizenship.
His love of the water can be seen through a transcript written by
Flynn detailing his adventures on his 118 foot schooner the Zacca,
a pair of swimming trunks worn by the A-list celebrity and a letter
to his yet-to-be second wife Nora during his time in Jamaica.
A number of Errol’s letters to Nora throughout the different stages
of their lives are displayed, and demonstrate not only the charm
of one of Hollywood’s most debonair stars, but Errol and Nora’s
continuing fondness for one another following their divorce.
Rory has also loaned a prop dagger used by the swashbuckling
actor in one of his many adventure films, along with photographs
detailing the extent of his acting career.
Errol Flynn was a mixture of charm and roguery, a victim of his own
fame. But in all his exploits, he managed to avoid succumbing to
the mediocrity of everyday life.
A D M
I T
O
N E
The disp
lay
runs from in the foyer of th
Sunday 1 Friday 12 June un e TMAG
2 July 20
til
09
10.00am
– 5.00pm
daily
Tasmania
n Museu
m
and Art G
Free adm
allery
ission
Visit ww
w.tmag.t
as.gov.au
5
Item 8 / Page 28
Item 8 / Page 29
Errol Flynn Film Festival
H
Tasmania’s most famous
swashbuckler returns to
the silver screen in his
home town. Hollywood’s
Golden Age will come to
life in North Hobart for
a week of Flynn’s most
exciting action greats.
Come along and be
swept away as Flynn suavely swordfights
and courageously conquests his way
through a rousing selection of classic
adventure tales!
The Adventures of Robin Hood (1938)
In Michael Curtiz’s spectacle about the infamous outlaw
and his band of merry men who “robbed from the rich and
gave to the poor,” Robin Hood (Flynn) fights nobly for justice
against the evil Sir Guy of Gisbourne, while striving to win the
hand of the beautiful Maid Marian (Olivia de Havilland). Flynn
joyously embraces the role widely considered the best of his
bountiful array of swashbuckling legends.
The Charge of the Light Brigade (1936)
A sweeping cinematic marvel loosely adapted from the Lord
Tennyson poem of the same name, depicts the events leading
up to the suicidal 1854 British cavalry attack on Russian
forces at Balaklava during the Crimean War. Flynn plays Major
Geoffrey Vickers, a dashing British officer who vows revenge
on Surat Khan after witnessing the despotic ruler’s pitiless
slaughter of British soldiers and their wives and children at a
fort in India.
Sponsored by
7
Item 8 / Page 30
Item 8 / Page 31
Errol Flynn Film Festival
H
Adventures of Don Juan (1949)
Flynn seems to be winking at his own off-screen image in the
role he was born to play. As the legendary lover, he returns
to Spain and takes the post of fencing instructor at the royal
academy. He becomes involved in court intrigue and swordplay
when he hears of a plot against his adoring Queen.
Captain Blood (1935)
In the classic swashbuckling epic that catapulted him to
worldwide stardom, Flynn plays Dr. Peter Blood, an English
physician unjustly convicted of treason and sentenced to slavery
in the West Indies. Relying on his formidable nerve and wit, he
escapes and soon becomes a feared pirate known as Captain
Blood, a brilliant swordsman and seaman whose fiercely loyal
crew is made up of runaway slaves grateful to him for winning
their freedom.
The Dawn Patrol (1938)
In 1915 France, Major Brand commands the 39th Squadron of
the Royal Flying Corps. The young airmen go up in bullet-riddled
“crates” and the casualty rate is appalling, but Brand can’t make
the “brass hats” at headquarters see reason. Insubordinate
air ace Captain Courtney (Flynn) is another thorn in Brand’s
side... but finds the smile wiped from his face when he rises to
command the squadron himself.
The Sea Hawk (1940)
Geoffrey Thorpe (Flynn), a buccaneer, is hired by Queen Elizabeth
I to nag the Spanish Armada. The Armada is waiting for the
attack on England and Thorpe surprises them with attacks on
their galleons where he shows his skills on the sword.
A D M
I T
O N E
Tuesday
June 16 2
00
Sunday Ju
ne 21 20 9 until
09
Matinee
and Even
in
g Session
State Cin
s
ema, Hob
a
rt
For sessio
n times p
www.sta
lease go
te
to
call (03) cinema.com.au o
6234 631
r
8
9
Item 8 / Page 32
Item 8 / Page 33
”Errol Flynn tour of Hobart”
A
Brochure launch
D M I
T
H
O N E
Few visitors to Tasmania would be aware that Errol
Flynn was born in Hobart. The old Queen Alexandra
Maternity Hospital in Battery Point is the starting
point for this journey of discovery. This brochure
features the various houses where the Flynn family
lived, the many schools attended by Errol, together
with other places where he roamed as a youngster.
Launch booking contact Nicole Spooner
[email protected]
phone 6238 2853
A D M
For brochure information
I T
O N E
contact Brendan Lennard
Wednesd
ay 17 Jun
e 2009
[email protected]
5.00pm
phone 6238 2883
Masterp
iece@IXL
Courtyard
19 Hunte
r Street,
H
obart
Free adm
ission
Rory Flynn Book Signing
“The Baron of Mulholland”
H
“The Baron of Mulholland” documents
a child’s loving memory of her Father
through beautiful pictures and letters
owned exclusively by Rory Flynn. Errol
remains one of Tasmania’s greatest stars.
Purchase a personally signed edition of
“The Baron of Mulholland” written by
Rory Flynn for $49.95.
A D M
I T
O N E
Monday
15 June 2
009
1.00 – 3.0
0
Tasmania pm
n
29 Murra Perpetual Trustee
y Street,
s
Hobart
Tuesday 1
6 June 20
11.00am
09
–
Tasmania 12.30pm
n Perpetu
a
23 Paters
on Street, l Trustees
Launcest
on
11
Item 8 / Page 34
H
H
Item 8 / Page 35
A D M
I T
Unveiling of the Errol Flynn
Commemorative Plaque
O N E
H
Acknowledging Errol Flynn’s
contribution to Tasmania and
the motion picture industry,
the plaque celebrates the
connection between Tasmania’s
most famous Hollywood star
and the renaissance of North
Hobart’s independent cinema.
Once the 2009 centenary
A D M
I T
celebrations are completed,
O N E
Saturday
20 June 2
the plaque will remain as
0
0
9
2.00pm
an enduring reminder of
Footpath
a
this special Tasmanian
State Cin djacent to the
em
375 Eliza a
movie star.
be
th Street,
bart
North Ho
A D M
I T
O
Heart Foundation Annual Gala BallN
E
H
The Heart Foundation’s Annual Gala Ball for 2009 will be an
evening of swashbuckling adventure and mild extravaganza with
a touch of fantasy. The Ball will be held on Saturday, 20 June
2009 – Errol Flynn’s 100th Birthday. To help us pay tribute to
this Hollywood legend and Tasmania’s most famous son, Errol’s
daughter, Rory Flynn and grandson, Sean Amir-Flynn are flying
from Los Angeles to attend the celebration.
Contact Events Officer Felicity Ey on 6224 2722 for bookings.
A D M
I T
O N E
Saturday
20 June 2
009
6.30pm fo
r 7.00pm
Wrest Po
int Casin
o
Tickets co
st $185 p
er person
Charity Partner
13
Item 8 / Page 36
Festival information
Centenary Celebration Activities Additional Centenary Celebration Activities will be announced
in the lead-up to the festival launch on 12 June 2009. Stay
tuned to festival station 936 ABC Radio Hobart for more
information activities and events, as well as interviews and special
promotions. All changes and amendments to the program will be
updated on www.flynncentenarycelebration.com.au. Festival Guests Errol Flynn’s daughter Rory Flynn is the patron of the Errol Flynn
Centenary Celebration, and is a Festival Guest along with Errol’s
Grandson Sean Flynn. Rory is author of “The Baron of Mulholland”.
Sean is following in the acting footsteps of his grandfather, and is
one of the stars of the series “Zoey 101” on ABC TV. Event Bookings Bookings for all events within this program are organised by
the event presenter. Please check individual event listings for
information on bookings. Centenary Subcommittee The Errol Flynn Centenary Celebration has been organised by an
inspired group of volunteers which include:
• Martin Blackwell, TasMusic;
• Charles Bracewell, Events Tasmania;
• Peta Dowell-Hentall, Tasmanian Museum & Art Gallery;
• Carole Edwards and Brendan Lennard, Hobart City Council;
• Sonia Finlayson, Forest Lodge Productions;
• Amy Grubb, Tasmanian Perpetual Trustees;
• Christopher Lawrence, ABC Radio;
• Graeme Lynch, Heart Foundation;
• Steve Randell, Errol Flynn Society of Tasmania;
• Brian Ritchie, MONA FOMA;
• Geoff Squibb, Australian-American Association. 14
H
Item 8 / Page 37
H
Supported by
Charity Partner
integratedmarketing
15
Item 8 / Page 38
1909~1959
Ten Days of Events: Errol Flynn Centenary Display Swashbuckling in Hobart Mall Tasmanian visit of Rory & Sean Flynn Errol Flynn Film Festival Errol Flynn tour of Hobart Brochure launch Rory Flynn Book Signings Errol Flynn Commemorative Plaque Unveiling Heart Foundation Annual Gala Ball
0438 519 622 or 03 6348 1102
[email protected]
at+m36079
For further information contact Amy Grubb
10/06/2009
9.
44 COLLINS STREET – YOUTH ACTION RESOURCE CENTRE –
ALTERATIONS – FILE REF: 61-1-17
3x’s
Inclusion of 1 June 2009.
DELEGATION:
Council
Item 9 / Page 1
TO
:
General Manager
FROM
:
Inclusion
DATE
:
1 June 2009
SUBJECT
:
ALTERATIONS TO YOUTH ACTION RESOURCE CENTRE
FILE
:
61-1-17 :JOSEPHM (o:\comdev\reports\com dev\2009\june\yarc alterations-jun09.doc)
1.
INTRODUCTION
1.1.
This report seeks Council approval to allocate savings of $28,660 within
the 2008/2009 Community Development Policy Management New
Assets budget to alterations within the Youth Action Resource Centre
(Youth ARC) at 44 Collins Street.
1.1.1.
2.
These savings are principally a result of the costs for the major
upgrade of the Lenah Valley Community Hall being significantly
less than anticipated.
BACKGROUND
2.1.
Youth ARC provides a diverse range of activities and programs for
young people aged 12 - 25.
2.1.1.
This includes alternative education programs five mornings per
week, delivered in partnership with the Department of Education
as well as Open Access three afternoons per week for the wider
community.
2.1.2.
Youth ARC is also hired by community organisations and
individuals for entertainment and social activities on weekends.
2.2.
Youth ARC is a large area at the rear of the City Hall, with the main area
unable to be heated in any practical or economical way. As such, the
young people who utilise the Centre and the staff who work within it are
subject to extreme temperatures, with the period May - October being
particularly cold and damp.
2.3.
Youth ARC is also identified within the Hobart City Council Community
Recovery Plan as an Assembly / Evacuation Centre and as such could be
used to temporarily accommodate displaced, sick or injured members of
the community.
Item 9 / Page 2
3.
2.4.
In consultation with Youth Programs staff, Professional Services has
developed an economical and flexible partition design that would allow
climate control of a large area of Youth ARC and would also allow the
space to be opened up for larger events when required.
2.5.
The proposed design would greatly improve community and staff
amenity during autumn, winter and spring and create a more flexible
space that could provide for multiple activities.
PROPOSAL
3.1.
It is proposed that the savings of $28,660 within the 2008/2009
Community Development Policy Management New Assets budget be
allocated to alterations to the Youth Action Resource Centre (Youth
ARC) at 44 Collins Street.
3.1.1.
4.
These savings are principally the result of costs for the major
upgrade of the Lenah Valley Community Hall being less than
anticipated.
4.1.
The relevant references in the Council’s Strategic Plan 2008 - 2013 are in
Future Directions 2 and 4, specifically:
“Maintain and enhance physical infrastructure and essential services.”
(2.3.5)
“Provide and maintain quality infrastructure and services that enhance
the efficient operation of the city.” (4.2.2)
5.
5.1.
5.2.
Indicative costs from Professional Services for the works proposed for
Youth ARC are $38,667 (incl GST), which includes a heating / cooling
system as well as all carpentry and painting.
5.1.1.
$19,700 has been included in the Youth Programs Plant budget
in the draft 2009/2010 Annual Plan to cover the plant costs
associated with the heating / cooling systems.
5.1.2.
This would leave a shortfall of $18,967 for other aspects of the
work.
The savings of $28,660 outlined above would more than adequately
cover this shortfall.
Item 9 / Page 3
6.
7.
8.
6.1.
There may be serious workplace health and safety implications should no
action be taken to improve the amenity of Youth ARC for users and
staff.
6.2.
The legal and risk implications associated with the proposed works at
Youth ARC would be taken into consideration as part of the Council’s
tendering and contract development process.
CONCLUSION
7.1.
There is a saving of $28,660 within the 2008/2009 Community
Development Policy Management New Assets budget largely resulting
from significant savings in the Lenah Valley Community Hall
refurbishment works. These savings would provide more than adequate
funds required for proposed alterations to Youth ARC.
7.2.
The proposed alterations would improve the facility for the young people
who frequent the Centre as well as for the staff who work there. The
proposed alterations would also increase the diversity of spaces available
for activities within the Centre.
7.3.
The report seeks the allocation of these funds towards alterations to the
Youth Action Resource Centre (Youth ARC) at 44 Collins Street.
RECOMMENDATION
That
8.1.
Report :(o:\comdev\reports\com dev\2009\june\yarc alterationsjun09.doc) be received and noted.
8.2.
The savings of $28,660 within the 2008/2009 Community Development
Policy Management New Assets budget be allocated to alterations to
the Youth Action Resource Centre (Youth ARC) at 44 Collins Street.
(Penny Saile)
10/06/2009
10. BUSINESS ARISING
10.1
BUSKING – SALAMANCA MARKET - FILE REF: 33-60-3
Ref. Open Council 14, 27/10/2008
That: 1. A further report be provided addressing the issue of classification
of face painters.
2. A further report be prepared which canvasses the introduction of
appropriate arrangements to accommodate iconic or specialist
artists, and until such time as the report has been considered, the
status quo remain in respect to such performers.
Director’s comments
Officers are further investigating these matters and a report will be provided
to the August meeting.
10.2
WHITE RIBBON DAY – HOBART CITY COUNCIL RESPONSE –
FILE REF: 15-1-1
That a report to the appropriate committee be prepared on what role the
Hobart City Council can play in promoting 25 November as White Ribbon
Day – Eliminating Violence Against Women.
A report in relation to this matter will be provided to the August meeting.
10.3
ESTABLISHMENT OF COMMUNITY ART PROJECTS ON
STRUCTURES WITHIN THE CITY – FILE REF: 30-1-13
That a report be prepared on the establishment of a community art project,
such as that established by the Brisbane City Council, to create art on
structures around the city such as traffic light control boxes and electricity
substations and the report also consider the possibility of seeking Federal
Government funding on the basis of it being an art Project.
Officers are investigating this initiative. However, work on approved
projects, including Lower Sandy Bay, Battery Point Interpretive Sculptural
10/06/2009
Elements Trail and the (RBF) former Myer site require priority. A report in
relation to this matter will be provided to the August meeting.
10.4
LENAH VALLEY – COUNCIL SPONSORED GRAFITTI MURAL –
FILE REFS: 70-35-1
That a report be prepared regarding a Council sponsored legal graffiti mural in
the vicinity of the John Turnbull Park in Lenah Valley.
Council Officers have made contact with the proponent and are awaiting a
proposal.
10.5
GRANT – THE EVOLUTION OF SULLIVANS COVE – TELEVISION
PROGRAM AND DVD – FILE REFS: 25-1-1
That a report be prepared to consider a grant of $10,000 for both the
2009/2010 and 2010/2011 financial years to Peter Richman, Producer, to
produce a television program and DVD about the 200 year evolution of
Sullivans Cove with the report to include consideration of the provision of a
free DVD for educational purposes.
The Director Community Development, Director Parks and Customer
Services and the Senior Cultural Heritage Officer met with Mr Richman on
21 May 2009. Mr Richman provided further information on the
consultants/historians who will be assisting with research for the project. He
also advised that he was amending the request for Council assistance and
was in the process of contacting other potential stakeholders. The outcome
of these approaches will be forwarded to Council for inclusion in a report to
the July meeting.
10/06/2009
11. CLOSED PORTION OF THE COMMUNITY DEVELOPMENT COMMITTEE
MEETING
The following items were discussed:Item No.1
Item No. 2.
Item No. 3.
Minutes of the Closed Portion of the Community Development
Committee Meeting held on 13 May 2009
Consideration of Supplementary Items to the Agenda
Declarations of Pecuniary and Conflicts of Interest

community development committee agenda

Transcription

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