CULTURAL REALITIES IN LAUNCESTON

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While on the face of it this committee might seem uncontentious yet drilling down into its 'strategic objectives' contestable ideas emerge. A fundamental in local governance is the often overlooked fact that its primary purpose is 'placemaking cum placescaping'. Another way of expressing this is CULTURALlandscaping. Indeed, every 'planning' determination local governance makes is fundamentally to do with CULTURALlandscaping. 

With the increasing diversity of 'cultural realities' evident in communities – in Launceston like all Australian communities – CULTURALlandscaping becomes more and more important. In places like Launceston much of this 'diversity' has been present and evident for a very long time. It is just the case that it has been downplayed in deference to Anglocentric colonial cum peri-colonial sentiments and sensibilities. 

Looking at this so-called 'advisory committee' as much as it might be 'purposeful', in fact its utility is highly challengeable. Firstly, why might 'Councillors' be appointed to such 'advisory committees'? What utility is there in 'the advised' being a component of 'the advisors'? 

Yes, Councillors – that is any Councillor at any time – should be free to attend meeting of their advisors to seek advice, listen first hand to advice, but not to offer advise. In this context, if a majority view was being sought by the 'committee's chair/coordinator' Councillors need not, indeed aught not be a part of that process. To any reasonable thinking person this should be self evident. 

Likewise, members of culturally diverse communities should be able bring their concerns to such 'advisory committees' in order to advance issues of concern within an advice context. 

Moreover, the 'place's' Community of Ownership and Interest should be able to make representations to 'advisory committees'. Additionally such committees should not meet in camera and their agendas and meeting records should be fulsomely and openly reported. 

Against this background there is a case to be put that, given that there is now a new Council in place, rather than inherit the determinations of previous Councils/Councillors current Councillors might well re-examine the committee's 'strategic purpose'. 

It is high time to bring the 'strategic purpose' of advisory committees into a more contemporary reality. 

There is that piece of bureaucratic wisdom that goes, 'never go into a meeting without knowing the outcome'. Typically, the preferred outcome is the status quo given all that bureaucratic functionaries have at stake. If it so happens that there is a disconnect between management's and governance's aspirations the 'governed' might well be alarmed.

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Link to Terms of Reference ... CLICK HERE

City of Launceston Council Meeting Agenda Thursday 9 February 2023 

12. COMMUNITY AND PLACE NETWORK 

12.1. Appointment of Cultural Advisory Committee Members 

FILE NO: SF7357 AUTHOR: Mengda Liu (Cultural Development Officer) ... GENERAL MANAGER APPROVAL: Dan Ryan (Community and Place Network) 

DECISION STATEMENT: To appoint community representatives to the Cultural Advisory Committee. 

RECOMMENDATION: That Council endorses Dr Abbey MacDonald and Amanda Shepherd as new appointments as community representative members of the Cultural Advisory Committee. 

REPORT: The purpose of this report is for Council to endorse the appointments of community representatives to the Cultural Advisory Committee (the Committee). On 26 November 2020, Council unanimously endorsed the adoption of the City of Launceston's Cultural Strategy 2020 - 2030 (the Strategy). The Strategy indicates an intention to establish a Cultural Advisory Committee. On 20 May 2021, Council unanimously endorsed the adoption of the Terms of Reference - Cultural Advisory Committee. The primary purpose of the Committee is to work in collaboration with the Council to provide Councillors and employees with strategic advice and feedback on cultural development within Launceston, as well as advice on the implementation of the Cultural Strategy. 

Committee also assists in promoting awareness and understanding of arts and culture in the municipality. The Committee membership includes two City of Launceston Councillors and up to eight skills-based members. Skills-based members are appointed by the City of Launceston with the initial term being up to two years. Skills-based representatives may re-apply and be considered for further terms. Nominations for two vacant skills-based memberships were sought from community members through a publicly advertised expression of interest (EOI) process. Notices seeking EOI submissions were advertised in The Examiner on Wednesday, 21 December 2022, with written submissions closing on Wednesday, 18 January 2023. Seven EOIs were received which were considered by an Assessment Panel consisting of Dan Ryan (General Manager Community and Place Network), Michelle Ogulin (Acting Manager Liveable Communities), Shane Fitzgerald (General Manager Creative Arts and Cultural Services Network) and Marcus Grantham (Acting Team Leader Place Making). 

STRATEGIC DOCUMENT REFERENCE: City of Launceston Corporate Strategic Plan 2014 - 2024 Strategic Priority 

1: We connect with our community and our region through meaningful engagement, cooperation and representation. 

10-Year Goal: To seek out and champion positive engagement and collaboration to capitalise on the major opportunities and address the future challenges facing our community and region. 

Focus Areas: 3. To advocate and collaborate to enhance regionally significant services and infrastructure for the benefit of our communities. 

Strategic Priority 4: We value our City's unique identity by celebrating our special heritage and culture and building on our competitive advantages to be a place where people choose to live, work and visit. 10-Year Goal: To sustain and promote Launceston as a unique place to live, work, learn and play. 

Focus Areas: 1. To promote and enhance Launceston’s rich heritage, culture and natural environment. 

BUDGET AND FINANCIAL IMPLICATIONS: Not considered relevant to this report. DISCLOSURE OF INTERESTS: The Author and General Manager have no interests to declare in this matter. 

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