People want Hobart to feel easier to navigate and participate in, with clear information, multilingual communication, a unified city-wide events calendar, and a sense of invitation. Families and young people emphasised safety, belonging and feeling welcome in the city’s cultural life.

People highlighted the need for stronger Palawa engagement, visibility and storytelling, with Tasmanian Aboriginal culture and creativity embedded across the city’s cultural activity and public spaces.

People consistently named the river, mountain, wind, darkness, weather, and seasons as defining elements of Hobart’s creative character. They want creative work to embrace these natural rhythms through playful, seasonal, place-specific, and environmentally responsive programming.

There was strong demand expressed for accessible and flexible spaces: rooftops, warehouses, laneways, parks, neighbourhood hubs, and underutilised buildings. Children and families highlighted the need for playful spaces, opportunities to make and perform, and accessible places to spend time together.

Across groups, there was enthusiasm for a city that encourages experimentation: popups, ad-hoc stages, small-scale activations, light-based experiences, street parties, kites, and creative surprises woven through everyday life.

People want Hobart to feel inclusive: free or low-cost events, accessible design, quiet spaces, sensory-aware programming, multicultural events, family-friendly night-time offerings. This was continually underpinned by improved transport connections.

Children, young people and sector practitioners highlighted the need for pathways: mentorship, practice spaces, creative careers, agency, and opportunities to contribute to the city’s cultural future.

Collaboration across creative sectors, Councils, institutions, UTAS and communities is seen as essential. Shared infrastructure, precinct collaboration, and co-programming were widely supported.

Consistent with internal staff insights, the public called for simpler processes, clearer pathways for getting things done, easier compliance, reduced duplication and better cross-unit coordination.

The City needs to be trustworthy and trusting in its processes, programs and partnerships with the sector and the wider community. This is about clarity of purpose and process.