GOVERNANCE, ADMINISTRATION AND FINANCE COMMITTEE …

808

AGENDA

GOVERNANCE, ADMINISTRATION AND FINANCE COMMITTEE MEETING

THURSDAY 9 SEPTEMBER 2021

2PM

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

808 Meeting of the Governance, Administration and Finance Committee Agenda Page 2

Thursday 9 September 2021

ORDER OF BUSINESS

1 ATTENDANCE/APOLOGIES .................................................................... 3

2 LEAVE OF ABSENCE ............................................................................... 3

3 ★ CONFIRMATION OF MINUTES ............................................................ 4

4 CONFLICT OF INTEREST DECLARATIONS ......................................... 13

5 COMMITTEE ACTION LIST AND FORWARD PLANNING SCHEDULE ............................................................................................. 14

5.1★ GOVERNANCE, FINANCE AND ADMINISTRATION COMMITTEE

FORWARD PLANNING SCHEDULE .................................................... 14

6 REPORTS AND PRESENTATIONS ........................................................ 15

6.1★ COMMUNITY GRANTS REPORT 2021-22 (2) ..................................... 15

6.2 ACCEPTABLE REQUESTS POLICY AND GUIDELINE ....................... 22

6.3 PROPOSE TO MAKE SUBORDINATE LOCAL LAW 7.5 (PUBLIC DIVE PRECINCTS) 2021 ..................................................................... 68

6.4★ JULY 2021 MONTHLY FINANCIAL REPORT ...................................... 87

6.5★ CORPORATE POLICY PORTFOLIO REPORT 1 JANUARY - 30

JUNE 2021 ......................................................................................... 100

6.6★ GOLD COAST 2022 AND CITY OPERATIONAL PLAN 2020-21:

PROGRESS REPORT QUARTER FOUR .......................................... 119

6.7★ TRAVEL AND TRAVEL RELATED EXPENSES - COUNCILLORS

AND STAFF 1 APRIL - 30 JUNE 2021 ............................................... 141

7 CLOSED SESSION REPORTS AND PRESENTATIONS ..................... 147

8 GENERAL BUSINESS .......................................................................... 147



1 ATTENDANCE/APOLOGIES

Cr W Owen-Jones Chairperson Cr B Patterson Cr M Hammel Cr R Bayldon-Lumsden Cr D Gates Cr D Taylor Cr D McDonald Cr PC Young Mr G Mather Acting Chief Operating Officer Ms C Drinkwater Acting Director Organisational Services Mr J McCabe Acting Chief Executive Officer

2 LEAVE OF ABSENCE



3 ★ CONFIRMATION OF MINUTES

That the Minutes of the 807 Governance, Administration and Finance Committee Meeting held on 25 August 2021 be confirmed.

807 Meeting of the Governance, Administration and Finance Committee Minutes Page 5


















4 CONFLICT OF INTEREST DECLARATIONS


Item 5.1 Thursday 9 September 2021

5 COMMITTEE ACTION LIST AND FORWARD PLANNING SCHEDULE

5.1★ GOVERNANCE, FINANCE AND ADMINISTRATION COMMITTEE

FORWARD PLANNING SCHEDULE

Objective ID: A69942873

Author: Grant Mather, Acting Chief Operating Officer, Directors Office

Authoriser: Grant Mather, Acting Chief Operating Officer, Office of the Chief Operating Officer

Attachments: Nil

Item Directorate

(809) Governance, Administration and Finance Committee 7 October 2021

Community Grants Report 2021-22 Round 1 OCEO

Propose to Make Local Law No. 9 (Parks and Reserves) 2008 and

Subordinate Local Law No. 9.2 (Public Camping Areas) 2008

LC

Propose to Make Agenda Item – Licencing (Amendment) Local Law No. 1

2021 and Subordinate Local Law 16.9 Amplified Music Venues 2021

LC

Making of Meetings (Amendment) Local Law (No.1) 2021 and Subordinate

Local Law (Repealing) Subordinate Local Law (No.1) 2021

LC

Proposed Introduction of Council Meetings Policy OCEO

Audit and Risk Committee Meeting 30/08/2021 OCOO

Annual Report OCOO

August 2021 Monthly Financial Report OCOO

New Corporate Plan Approach OCOO

Proposed Sale of the Surfers Paradise Transit Centre and Bruce Bishop

Car Park

OS

(810) Governance, Administration and Finance Committee 28 October 2021

Audit and Risk Committee Meeting 27/9/2021 OCOO

September 2021 Monthly Financial Report OCOO

Brand Guide OCOO

Propose to make Animal Management (Amendment) Local Law No. 1 and

Subordinate Local Law (No. 1) 2021

LC

September 2021 Budget Review OCOO

RECOMMENDATION

It is recommended that Council resolves as follows:

That the list of proposed Agenda Items for the Governance, Administration and Finance Committee be noted.



6 REPORTS AND PRESENTATIONS

6.1★ COMMUNITY GRANTS REPORT 2021-22 (2)


File Number: FN251/275/01/11

Author: Nicki Moore, Coordinator Controlled Entities and Community Grants, Office of the CEO

Authoriser: Paul Heaton, Director Water and Waste, Water and Waste

Attachments: 1 Proposed 2021-22 Catchment and Citizen Science Program Grants ⇩

1 BASIS FOR CONFIDENTIALITY

Not applicable.

2 EXECUTIVE SUMMARY

Not Applicable.

3 PURPOSE OF REPORT

The purpose of this report is to present recommendations for Council’s consideration regarding the allocation of Catchment and Citizen Science Program grants pursuant to Council’s Community Grants Policy for 2021-22.

4 PREVIOUS RESOLUTION

G21.0623.025.- Adoption of 2021-2022 Budget

G20.0728.043 – Major Changes (Adoption of Community Grants Policy – 28 July 2020), followed by Minor Changes (Adoption of Community Grants Policy) (G20.0825.045).

‘That the Community Grants Policy as detailed at document number 75653459 be adopted….’

At its meeting of 26 February 2019 (G19.0226.020 / WW19.0221.007) Council resolved, [relevantly]:

2 That Council notes the report and the outcomes achieved so far under the Catchment

Management, Community Partnerships Program.

3 That Council endorses the Assessment framework and its ongoing utilisation to

assess and prioritise funding for Catchment Management Community Programs.

5 DISCUSSION

The Catchment and Citizen Science Program (CACS) is part of Council’s broader Community Grants Policy (policy) which was adopted by Council at its meeting of 28 July 2020. The CACS Program Standards comprise of Attachment G to the policy and the program is aimed at fostering community understanding about water catchment health as well as encouraging community participation in on-ground actions that improve the condition of water environments across the Gold Coast.

Council provides an annual allocation of funds to Budget Centre – CS4810O003 (CC1010543) for this program and the table below provides an overview of funding provided to this program since the 2017-18 financial year.



Financial Year Program Funding Grants Awarded

2021-22 $240,000 $192,981

2020-21 $220,000 $204,114

2019-20 $193,420 $168,068

2018-19 $155,000 $141,938

2017-18 $155,000 $79,650

5.1 2021-22 Catchment and Citizen Science Program

The 2021-22 CACS program opened for applications on 1 July 2021 to align with the opening dates for the whole of city Community Grants program. Applications closed on 31 July with 15 applications received for the CACS program.

5.2 Assessment Process

The assessment of the applications was undertaken on 9 August 2021. The Council officers listed below comprised of the Evaluation Panel and all officers were selected for the panel based on their specialist knowledge with respect to catchment management issues.

Position Directorate Panel

Catchment Partnerships Officer

Water and Waste Catchment and Citizen Science Program

Catchment Liaison Officer Water and Waste Catchment and Citizen Science Program

Team Leader Catchment Planning

Water and Waste Catchment and Citizen Science Program

Applications were assessed against scoring criteria which relates directly to the following Catchment Management Unit (CMU) strategic objectives:

• Support the outcomes of the Gold Coast Water Strategy 2019-2024 (the Strategy);

• Foster community understanding about water environments and encourage participation in actions that improve waterway health;

• The health of the Gold Coast Waterways is monitored, evaluated and communicated to ensure that community health and environmental values are met; and

• Waterway health is maintained or improved. The four project (activity) types supported under the CACS program are:

• Citizen science programs;

• Landcare activities;

• Environmental events; and

• Waterway litter clean-ups

Of the 15 applications received, 10 applications were considered meritorious and in alignment with the Strategy and have therefore been recommended for funding as per Attachment 1 to this report. The five applications that have not been recommended for funding were either ineligible or did not meet the minimum evaluation score for consideration as the projects were not considered to align with the objectives of this program.



6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND OPERATIONAL PLAN

Gold Coast 2022 (City’s Corporate Plan)

Theme 1 - The best place to live, visit and stay

Outcome 1.2: We live in balance with nature

Outcome 1.3: We manage our resources for a sustainable future

Theme 3 - People contribute to a strong community spirit

Outcome 3.2: We are proud of our city Gold Coast Water Strategy 2019-2024

Outcome 1 - Healthy catchments and waterways

Action 1.4: Revegetate and maintain the health of riparian zones

Outcome 4 – Partnerships for Water

Action 4.2: Develop, advocate for, and support the expansion of community-led initiatives

Action 4.7: Reflect and promote the cultural value of our waterways Ocean Beaches Strategy 2013-2023

Outcome 2 - Our beaches are healthy and clean

Action 2.1: Monitor and improve beach health

Outcome 4 - There is joint stewardship of the ocean beaches

Action 4.1: Develop collaborations and partnerships that support ocean beach management

Our Natural City Strategy 2017-2021

Outcome 1 – People in nature

Action 1.4: Pursue actions from the City’s Water Cycle Implementation Plan (now the Gold Coast Water Strategy) to support community participation in catchment health and waterway initiatives.

Outcome 2 – Places for nature

Action 2.1: Investigate collaborative monitoring and reporting arrangements on the health, condition, quality and protection of our city’s natural assets to inform management actions.

Outcome 3 – Partners with nature

Action 3.1: Establish new and grow existing partnerships with private landowners, volunteer groups and government programs to increase the area of land protected, restore strategic habitat and conserve priority species.

Gold Coast Biosecurity Management Plan 2019-2024

Expected Outcome 1: Individuals, community and organisations partner to ensure the impact of pests on the city’s lifestyle and environment are minimised

Action 1.1: Proactively engage community to actively participate in pest management programs

Action 1.2: Support existing partnership programs

Expected Outcome 2 - Pest information and resources are shared and the community is supported to deliver positive on ground pest management results.



Action 2.2: Information sharing occurs at a State, regional and local level to benefit local communities

Expected Outcome 3 - Pest populations are reduced and assets protected from widespread and abundant pests

Action 3.1: Pest management programs are implemented to improve the quality of the city’s outdoor lifestyle

Action 3.2: Protect natural assets from prioritised, widespread and abundant pests that threaten ecosystem function

Action 3.3: Implement pest management programs to reduce impacts to domestic animals and livestock

Expected Outcome 5 - Decisions are informed by using the best possible and most up to date available information

Action 5.1: Partner with research organisations and State and Federal agencies to stay at the forefront of best practice knowledge

7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations

The 2021-22 budget for the CACS program is $240,000. This budget resides in Cost Centre 1010543 within the Catchment Management Unit, Water and Waste Directorate.

The Evaluation Panel has recommended funding 10 applications which totals $192,981 and represents 80% of the 2021-22 CACS program budget (BC – CS4810O003).

8 RISK MANAGEMENT

In providing grant funding to successful recipients it is their responsibility to deliver the project as outlined within the submitted grant application, as per conditions specified in their acceptance letter, if any, and in accordance with the program requirements under the Community Grants Policy.

It is acknowledged that on occasion difficulties may arise which hinder the ability of grant recipients to deliver projects as intended. Water and Waste will manage this risk through regular reporting and check-ins to ensure any issues are identified and rectified early in the project delivery phase.

If required, Delegation Number 02110 permits the variation of unexpended grant funds for projects that are varied or cancelled. Should a variation request be received that was considered to not align with CACS program requirements, unspent grant funds will be required to be returned to Council.

All grant funding under this program is required to be acquitted within eight weeks of project delivery of within twelve months of remittance of funds.

9 STATUTORY MATTERS

Clauses 194 and 195 of the Local Government Regulation 2012 states:

194 Grants to community organisations

A local government may give a grant to a community organisation only—

(a) if the local government is satisfied—

(i) the grant will be used for a purpose that is in the public interest; and

(ii) the community organisation meets the criteria stated in the local government’s community grants policy; and

(b) in a way that is consistent with the local government’s community grants policy.



195 Community grants policy

A local government must prepare and adopt a policy about local government grants to community organisations (a community grants policy), which includes the criteria for a

community organisation to be eligible for a grant from the local government.

10 COUNCIL POLICIES

The Community Grants Policy governs the administration of the Catchment and Citizen Science Program.

11 DELEGATIONS

Not Applicable.

12 COORDINATION & CONSULTATION

Name and/or Title of the stakeholder consulted

Directorate or organisation

Is the stakeholder satisfied with the report and recommendations (Yes/No) (comment as appropriate)

Director Water and Waste Water and Waste Yes

A/Manager, OCEO OCEO Yes

Manager, Service Sustainability

Water and Waste Yes

Executive Coordinator, Environment and Catchment

Water and Waste Yes

Coordinator, Catchment Management Unit

Water and Waste Yes

13 STAKEHOLDER IMPACTS

Community organisations that were unsuccessful in securing grant funding will be notified in writing, with reasons provided where appropriate. Where applicable, unsuccessful applicants will be notified of opening dates for the next round and/or advised of Council’s other grant programs.

14 TIMING

Both successful and unsuccessful community organisations will be advised of the outcome of the submitted application subject to Council’s decision on 14 September 2021. Funds will be remitted to successful applicants shortly thereafter.

15 CONCLUSION

The 2021-22 Catchment and Citizen Science Program attracted 15 applications, 10 of which are recommended for Council’s consideration to receive grant funding. The applications were assessed against the criteria as detailed in this report and recommendations are outlined in Attachment 1.

16 RECOMMENDATION


1 That Council approves the 2021-22 Catchment and Citizen Science Grants as outlined in Attachment 1 to this report with these grants to be funded from Cost Centre 1010543.


Item 6.1 Attachment 1 Thursday, 9 September 2021

Attachment 1 - A69464623 (Governance, Administration and Finance Committee 9 September 2021)

Page 1 of 2

Proposed Community Grant Program Allocations Program Catchment and Citizen Science

Budget / Cost Centre 1010543

Application Number Community Organisation Description of Project Proposed Grant Amount CCS001 Ocean Connect Incorporated – Sea Slug Surveys Monthly community dives, snorkelling and rocky shore sea

slug surveys. Educational workshops, presentations and development of educational material to inform the community about the importance of marine environments.

$22,000

CCS002 Reef Check Foundation Limited – Reef Check Australia Surveys

Volunteer nearshore reef surveys at 8 sites as well as delivering volunteer training and community outreach events that engage community support and conservation activities for healthy marine habitats.

$30,000

CCS003 Nerang River Keepers – Country Paradise Parklands

Volunteer riparian restoration, native plant nursery and maintenance of City of Gold Coast parklands within the Nerang River catchment.

$5,993

CCS004 Dolphin Research Australia Incorporated – Dolphin Surveys

Monthly dolphin surveys, communication activities and awareness about the health of our unique Broadwater dolphin population.

$24,255

CCS006 Watergum Community Incorporated - Platypus Watch

Community volunteers undertake platypus monitoring at 63 survey sites across five major river catchments, twice a year.

$17,130

CCS007 Watergum Community Incorporated – Cane Toad Program

Delivery of community engagement events throughout the year to inform the general public on how to safely and effectively remove adult and tadpole cane toads from the environment.

$17,492

CCS008 Watergum Community Incorporated – Seagrass Surveys

Community volunteers undertaking 21 seagrass health monitoring surveys throughout the year. These surveys are carried out within the Broadwater as well as Currumbin Creek estuary and Tallebudgera Creek estuary using a globally recognised scientific methodology.

$21,406



Attachment 1 – Proposed Community Grant Allocations (Catchment and Citizen Science 2021-22) Page 2 of 2

CCS009 Watergum Community Incorporated – Water Monitoring

Community volunteers monitoring the health of our waterways at 20 water quality sites sampled on a monthly basis (240 surveys), as well as 9 macroinvertebrate (waterbug) sites monitored four times throughout the year (36 surveys).

$23,830

CCS010 Watergum Community Incorporated – Turtle Watch Community volunteers undertake monitoring of turtle nesting behaviours during the breeding season.

$10,175

CCS013 Ngarang-Wal Gold Coast Aboriginal Association Incorporated – Guanaba Indigenous Protected Area

Volunteer riparian restoration, citizen science, weed management and maintenance to support the health of Guanaba Creek.

$20,700

Total $192,981



6.2 ACCEPTABLE REQUESTS POLICY AND GUIDELINE


File Number: LG211/171/03

Author: Rachel Foley, Coordinator Complaints and Projects, Office of the CEO

Authoriser: Joe McCabe, Acting Chief Executive Officer, CEO Office

Attachments: 1 Proposed Acceptable Request Policy and Guidelines ⇩

2 Current Acceptable Requests Guidelines ⇩

3 Acceptable requests - Responsible employee contact list (names and positions removed) ⇩


Not Applicable.

2 EXECUTIVE SUMMARY

Not applicable.

3 PURPOSE OF REPORT

Since 2018, the Queensland State Government has been delivering reforms to the Local Government Act 2009 (the Act), including amendments to the way in which Councillors can seek advice or information from the administration, referred to as the ‘acceptable request guidelines’.

This report proposes to introduce the ‘Acceptable Requests’ Policy and amendments to the Acceptable Request Guidelines (which were endorsed in March 2014).

Together, the proposed Policy and amended Guidelines provide clear standards for Councillors, Councillor Advisors and Council employees when making and dealing with requests for advice or information.


GA14.0306.004

“That Council adopt, as a Council Policy, Attachment 1: Acceptable Requests Guidelines.”

G14.0311.016

“That Committee Recommendation GA14.0306.004 be adopted as printed, with the removal of the word ‘Policy’ from the report.”

5 DISCUSSION

5.1 Local government reform

As outlined previously in this report, the Department of Local Government, Racing and Multicultural Affairs (the Department) has been reforming the Act since 2018. In relation to the Acceptable Requests Guidelines, these reforms mean that:

▪ Requests for advice may be made to local government employees.

▪ Requests for information must be made to the Chief Executive Officer.

▪ The Chief Executive Officer must comply with specified timeframes, when a request made under s 170A of the Act is made to the Chief Executive Officer.

▪ There are increased penalty units attached to the Chief Executive Officer’s non-compliance with those legislative timeframes.



▪ Failure by a Councillor to comply with the Guidelines is deemed to be misconduct.

In October 2020, the reforms also introduced the ‘Code of conduct for councillor advisors in Queensland’ (Code of Conduct). Relevantly, the Code of Conduct states:

…advisors must request information from the council chief executive officer (CEO) unless the council’s acceptable request guidelines provide for advisors to seek information directly from an appropriate delegate such as a manager.

5.2 Current Acceptable Request Guidelines

The current Acceptable Request Guidelines (Attachment 2) were endorsed by Council on 11 March 2014. Those Guidelines:

▪ indicate that Councillors may request assistance or information from Council employees that are on the ‘designated officer contact list’.

▪ indicate that Councillors may request a Council employee provide assistance.

▪ outline that any failure to comply with the Guidelines may be ‘inappropriate conduct’.

▪ did not include a covering Council Policy (as determined by resolution GA14.0311.016).

5.3 Proposed Acceptable Requests Policy and Guidelines

The proposed Policy and Guidelines seek to support Councillors, Councillor Advisors and Divisional support staff when requesting advice or information by:

▪ Providing clear information about the processes to make each type of request, from ‘minor administrative requests’ through to complex requests for information in the ‘Acceptable requests matrix’ (attachment B in the proposed Policy and Guidelines); and

▪ Providing a comprehensive subject matter contact list across Council (the ‘Acceptable Requests – Responsible Employee contact list’) which will be updated monthly.

Note: A de-identified version of the contact list has been attached to the body of this

report (Attachment 3). The complete contact list will be made available on Council’s

intranet on the adoption of the policy and guidelines.

Definitions of ‘advice’ and ‘information’

The proposed Policy and Guidelines define ‘advice’ as the provision of knowledge or a professional opinion. This may include:

▪ Advice on the status of a development application.

▪ Budget information relating to a Councillor’s division.

▪ Advice on internal processes.

▪ Advice on a council activity.

‘Information’ is the provision of a document or recording, and is defined in the proposed Policy and Guidelines as ‘information the local government has access to, including reports, data, records, historical documents, statistics etc. in any medium (in electronic, print, audio, video, image or graphical form) that is not publicly available. Examples of information requests include:

▪ Confidential information to Council.

▪ Reports or data generated through Council’s internal systems.

Informal requests

Although many requests for advice or information are to be made in writing, the proposed Policy and Guidelines does allow for some requests for advice to be made informally where it is considered that a response may likely be provided at the point of contact. These informal requests are considered to be ‘minor administrative requests’ and can be made in a way the Councillor considers appropriate (such as verbally, by text messaging etc.).



A summary of the proposed changes to the Acceptable Requests Guidelines are provided in the following table:

Guidelines adopted 11 March 2014

Proposed Guidelines Reason for proposed change

Guidelines apply to:

▪ Councillors (excluding Mayor and Chairpersons, when acting in their capacity as Chairperson)

Proposed Guidelines to apply to:

▪ Councillors

▪ Councillor Advisors

Notes that requests by the Mayor or a Chairperson of a local government committee (if the request relates to the role of the Chairperson) can be made outside of the guideline requirements.

To ensure consistency in managing requests made by Councillors and Councillor Advisors.

The ‘Code of Conduct for Councillor Advisors in Queensland’ states that Councillor Advisors must request information from the CEO, unless otherwise specified in the guidelines.

Guidelines consider requests for information and requests for advice.

Proposed Guidelines to provide processes for the following types of request for information and advice:

▪ Minor administrative requests

▪ Request for advice

▪ Requests for information

▪ Requests for advice and information

▪ Urgent requests for advice or information

Urgent requests for advice or information made after-hours

To provide clarity and flexibility to Councillors and Councillor Advisors when making requests under the Act. It ensures a range of circumstances to assist Councillors to perform their duties.

Contact process for advice and information – to any designated local government employee (i.e. the designated contact list).

The ‘Acceptable Requests – Responsible Employee Contact List’ (Attachment 3) identifies appropriate employees who are or will be authorised by the CEO to receive requests for advice and information under section 170A of the Act.

Note: it is proposed that authorised Senior executive employees and the CEO may also accept requests for advice and/or information.

Amendments to section 170A of the Act.

Copies of advice relating to another division may be

Information or advice may be disclosed at the discretion of the CEO or authorised senior executive employee to a

To ensure ‘transparent and effective processes, and decision-making in the public interest’, and



Guidelines adopted 11 March 2014

Proposed Guidelines Reason for proposed change

provided to that Divisional Councillor as a courtesy.

Copies of written advice provided to a Councillor should be copied to the relevant Director, and may be provided to all Councillors, if the advice relates to a matter currently under consideration of Council.

Councillor (where the information or advice relates to their division), or to all Councillors as considered appropriate.

to ensure Councillors have equal and timely access to information.

Requests may be made verbally or in writing.

With the exception of minor administrative requests, requests are to be made in writing.

Note: Anything that can be resolved at the point of contact is considered to be ‘minor’.

To ensure appropriate record-keeping and compliance with the Guidelines and statutory timeframes.

Formatting, other minor amendments to Guidelines.

To ensure consistency in the Guidelines, compliance with legislative requirements and to ensure document is user-friendly.

5.4 Proposed implementation

To support the implementation of the proposed Policy and amended Guidelines, the following actions have been identified post-adoption:

▪ Development of an ‘acceptable requests’ page on Council’s intranet. This page will include the ‘Acceptable requests – Responsible employee contact list’ (formerly called the designated officer contact list), suggestions to manage other types of requests (that do not form part of the Guidelines) and frequently asked questions (as required).

▪ Training for responsible employees and other key staff (including Divisional support staff).


Supporting the delivery of Gold Coast 2022

The proposed Policy and amended Guidelines supports the delivery of Gold Coast 2022:

▪ We manage the city responsibly; and

▪ We actively engage residents, customers and visitors.

7 FUNDING AND RESOURCING REQUIREMENTS

Budget/Funding Considerations

No additional funds are being sought by this report.

Costs for Capital Works and Service Proposals

Not applicable.



People and Culture

No change to resourcing implications have been identified as a result of the amendments to this Policy and Guidelines. However, it has been identified that training for existing staff is required (as discussed above in section 5.3 ‘Proposed implementation’). It is proposed that the policy owner liaise with People and Culture to identify and implement relevant training to Councillor administrative support staff and Council employees.

8 RISK MANAGEMENT

While Council currently has Acceptable Requests Guidelines, adopted by resolution of Council on 11 March 2014, these Guidelines do not reflect amendments to the Act, including risks for non-compliance, such as:

▪ Misconduct for Councillors; and

▪ A maximum of 20 penalty units for the Chief Executive Officer.

To mitigate the risks of non-compliance, the proposed Policy and amended Guidelines provide clearer processes for making and processing requests (including required timeframes for response).

The proposed Policy and amended Guidelines have been extended to Councillor Advisors, as permitted by the Code of Conduct for Councillor Advisors in Queensland. This ensures that there is consistency in requests made by Councillors and Councillor Advisors (to support the functions of a Councillor).

9 STATUTORY MATTERS

Council is required to adopt ‘acceptable requests guidelines’ in accordance with s 170A(7) of the Act:

(7) The acceptable requests guidelines are guidelines, adopted by resolution of the local government about –

(a) the way in which a councillor may ask a local government employee for advice to help the councillor carry out his or her responsibilities under the act; and

(b) reasonable limits on requests that a councillor may make.

The proposed Policy and amended Guidelines achieve the requirements of s 170A(7).

10 COUNCIL POLICIES

The following policies have been identified as relevant to the amended Acceptable Requests Policy and Guidelines:

▪ Code of Conduct for Employees Policy

▪ Complaints (Administrative Actions) Policy and Procedures

▪ Conflicts of Interests for Employees Policy

▪ Expenses Reimbursement and Resources for Councillors Policy

▪ Fraud and Corruption Control Policy

▪ Good Working Relationships Policy

▪ ICT Resources Usage Policy

▪ Information Management Policy

▪ Information Privacy Policy

▪ Information Security Policy

▪ Investigation (Inappropriate Conduct of Councillors) Policy



▪ Right to Information and Information Provision Policy

▪ Whistleblowers (Public Interest Disclosures) Policy

11 DELEGATIONS

Not applicable.





A/Manager Office of the CEO

OCEO Yes

A/Chief Operating Officer OCOO Yes

Manager CP&P OCOO Yes

Manager Corporate Assurance

OCOO Yes

Director Lifestyle and Community

L&C Yes

Director Transport and Infrastructure

T&I Yes

Director Organisational Services

OS Yes

Director Economy, Planning and Environment

EP&E Yes

Director Water and Waste W&W Yes

Legal Services OCOO Consulted


The adoption of the proposed Policy and amended Guidelines will provide clear expectations regarding interactions between Councillors, Councillor Advisors and Council employees when making and receiving requests.

External / community stakeholder Impacts

▪ Nil.

Internal (Organisational) stakeholder impacts

▪ Nil.

14 TIMING

Implementation will commence on adoption of the proposed Policy and amended Guidelines.

15 CONCLUSION

It is recommended that Council adopts the proposed Acceptable Requests Policy and amended Guidelines to support the recent reforms to the Local Government Act 2009.



16 RECOMMENDATION


1 The Acceptable Requests Policy and Guidelines be adopted.

2 The Acceptable Requests Guidelines adopted by Council on 11 May 2014 (GA14.0306.004 and GA14.0311.016) by retired.

3 Council note the use of the amended Acceptable Requests – Responsible officer contact list to support the Policy.



Acceptable Requests Policy and Guidelines

Page 1 of 5

I

DETAILS Council Admin

Effective from: Date of approval/commencement

Contact officer: Manager Office of the CEO

Next review date: Leave Blank – To be completed by CPP

File reference: LG211/171/03

File # This policy A43020925

Value Proposition A34816299

OBJECTIVES AND MEASURES

Objectives • Councillor and Councillor Advisor requests are effectively and efficiently managed.

• Councillor and Councillor Advisor requests for advice or information that are made to the CEO or the appropriate responsible employee (for advice or information) as authorised by the CEO, are managed within the statutory timeframes.

• Councillors and Councillor Advisors have access to advice or information in accordance with relevant statutory timeframes.

Performance measures • All requests for advice or information made to the CEO or the appropriate responsible employee (for advice or information) as authorised by the CEO are either completed, or notice is given to the Councillor or Councillor Advisor, within 10 business days from when the request is received.

• All requests for advice or information made to the CEO or the appropriate responsible employee (for advice or information) as authorised by the CEO, where notice has been given to a Councillor or Councillor Advisor about the request, are completed within 20 business days from when the request is received.

Risk assessment Medium.

STATEMENT This Policy establishes the Councillor and Councillor Advisor Requests Guidelines (the Guidelines), which are required by section 170A of the Local Government Act (the Act) and designed to ensure that Councillors have appropriate access to advice and information to carry out their duties.

SCOPE The Policy and Guidelines are mandatory and apply to:

• all Councillors

• all Councillor Advisors

• all local government employees. A request by a Councillor, Councillor Advisor, or made on behalf of a Councillor, for advice or information is of no effect if the request does not comply with these Guidelines, unless the request is made by the Mayor or a Chairperson of a local government committee (if the request relates to the role of the Chairperson). Contractors are not permitted to provide advice or information to Councillors under this Policy and Guidelines, unless expressly authorised by the CEO.




Page 2 of 5

The Policy and Guidelines do not apply to the following advice and information Councillors and Councillor Advisors may reasonably access:

• information provided to the Councillors in briefing sessions or workshops coordinated by the local government to support Councillors to fulfil their duties

• interactions between local government employees and Councillors during Council meetings

• information that is publicly available. Limitations and exemptions Councillors and Councillor Advisors may request information that the local government has access to, relating to the local government, however some information may be limited or unable to be provided. The Act provides that requests for information and advice do not apply to the following documents and information (exempt advice and information):

• records of the Conduct Tribunal

• records of a former conduct review body

• information, where the disclosure of that information would be contrary to an order of a court or tribunal

• information or advice that would be privileged from production in a legal proceeding on the ground of legal professional privilege.

The provision of information or advice may also be limited (limited advice and information) where the advice or information relates to:

• insurance claims

• workers compensation matters

• public interest disclosures

• matters under the Crime and Corruption Act 2001

• personal information

• exempt information under legislation, including the Right to Information Act 2009 and the Information Privacy Act 2009.

DEFINITIONS

Acceptable requests: a request made in accordance with s 170A of the Act and this Policy and Guideline to assist a Councillor to undertake their duties. An acceptable request includes:

• requests for advice

• information requests.

Acceptable requests – Responsible employee contact list:

the list maintained by the Office of the CEO which identifies:

• the employees authorised by the CEO to provide advice to Councillors and Councillor Advisors

• the employees authorised by the CEO to provide information to Councillors and Councillor Advisors.

Act: The Local Government Act 2009.

Advice: the provision of knowledge, or a professional opinion held by the appropriate responsible employee (advice or information), including the CEO.

Examples of advice include:

• seeking the status of applications (e.g. development applications, concession applications)

• advice on internal processes

• budget information relating to a Councillor’s division




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• advice on a Council asset or activity.

After-hours incident: an incident that occurs outside standard business hours that is not an emergency, but is a matter that a Councillor or Councillor Advisor believes requires prompt action by Council.

For example:

• public safety incidents (localised road flooding, unlawful and unsafe parking of vehicles)

CEO: the Chief Executive Officer of the Council of the City of Gold Coast.

Chairperson: (also referred to as the Chair) of a local government meeting, or a committee meeting, means the person presiding at a meeting of the local government or committee.

Complaint: an expression of dissatisfaction by a person who is directly affected by an administrative action of Council or a Council employee.

Conflict of interest (for Councillor Advisors):

a real or perceived conflict between the public duty and private interests of a Councillor Advisor in which the Councillor Advisor has private interests which could improperly influence the performance of their official duties and responsibilities.

Note: Conflicts of interest for Councillor Advisors must be managed in accordance with the Code of conduct for Councillor Advisors in Queensland.

Conflict of interest (for Councillors):

for declarable conflicts of interest refer to sections 150EN and 150EO of the Act.

for prescribed conflicts of interest refer to sections 150EG, 150EH and 150EI of the Act.

Contractor: a person or entity who is contracted to perform work or provide services to Council pursuant to a contract for service.

Council: Council of the City of Gold Coast.

Councillor: an elected representative of a Division of the Council of the City of the Gold

Coast.

Note: a request made in a manner other than under these Guidelines by the Mayor or a Chairperson of a local government committee (if the request relates to the role of the Chairperson) is still deemed to have effect.

Councillor administrative support staff:

an officer appointed for the purpose of assisting a Councillor or Councillors with

administrative duties pursuant to the Expenses Reimbursement and Resources

for Councillors Policy (Attachment B – Standards for Councillor administrative

support staff).

Councillor Advisor: an officer appointed at the discretion of a Councillor to perform any duties,

excluding electioneering, at the direction of the Councillor.

Note: Councillor Advisor’s duties are outlined in the Expenses Reimbursement

and Resources for Councillors Policy (Attachment A – Standards for Councillor

Advisors).

Emergency: an incident that requires management by the Disaster Management Team,

Incident Management Team, Security Services, Emergency Services, or where

Council is required to provide action in response to a public safety incident.

Emergencies include:

• any threat to public safety, including natural disasters (e.g. storm, floods,

landslides)

• man-made disaster (e.g. high-risk pollution or water contamination)

• fallen power lines or trees




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• operational issues that immediately, significantly impact residents’ amenity

or represent a significant or immediate risk to Council’s reputation.

Independent Assessor: the Independent Assessor who is appointed under section 150CV of the Act.

Information: information the local government has access to, including reports, data, records, historical documents, statistics etc. in any medium (in electronic, print, audio, video, image or graphical form) that is not publicly available.

Examples of information include:

• confidential information to the local government

• reports or data generated through the local government’s internal systems.

Local Government Employee:

a person holding an appointment with the local government, within its organisational structure, for the performance of the local government’s responsibilities.

Note: for the purpose of this Policy and Guidelines, Councillor administrative support staff are not considered to be ‘local government employees’.

Local Government: Council of the City of Gold Coast (Council).

Mayor: Mayor of the Council of the City of Gold Coast.

Minor administrative requests:

a matter that the responsible employee (for advice or information) can provide advice on at the point of contact (e.g. verbally), such as:

• dates and times of meetings

• the status of a previously made request

• clarification on a simple matter related to an adopted Council policy.

Responsible Employee: For advice: an employee authorised by the CEO to provide advice to Councillors and Councillor Advisors, as identified in the Acceptable requests – Responsible employee contact list.

Note: Senior Executive Employees and the CEO are also deemed to be responsible employees.

For information: an employee authorised by the CEO to provide information to Councillors and Councillor Advisors, as identified in the Acceptable requests – Responsible employee contact list.

Note: Senior Executive Employees and the CEO are also deemed to be responsible employees.

Senior Executive Employee:

an employee of the local government who reports directly to the CEO and whose position ordinarily would be considered to be a senior position in the local government’s corporate structure.

Service: a service is a group of activities provided to the city e.g. waste collection which manages a range of different waste collection types.

Service request: a request for a Council service to be provided (includes ‘customer requests’ and ‘maintenance requests’).

Standard Business Hours:

Mondays to Fridays, excluding public holidays between the hours of 8:00am to 5:00pm.

Urgent Request: a request that the Councillor reasonably believes requires prompt response because any delay in receiving advice or information may hamper the Councillor from carrying out his or her responsibilities under the Act.

Examples include:

• media enquiries

• time sensitive external requests.

RELATED POLICIES AND DELEGATIONS

• Code of Conduct for Employees

• Complaints (Administrative Actions) Policy and Procedures




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• Conflicts of Interests for Employees Policy

• Expenses Reimbursement and Resources for Councillors Policy

• Fraud and Corruption Control Policy

• Good Working Relationships Policy

• ICT Resources Usage Policy

• Information Management Policy

• Information Privacy Policy

• Information Security Policy

• Investigation (Inappropriate Conduct of Councillors) Policy

• Right to Information and Information Provision Policy

• Whistleblowers (Public Interest Disclosures) Policy

LEGISLATION Code of Conduct for Councillors in Queensland Code of Conduct for Councillor Advisors in Queensland Crime and Corruption Act 2001 Industrial Relations Act 2016 Information Privacy Act 2009 Local Government Act 2009 Local Government Regulation 2012 Public Interest Disclosures Act 2010 Public Sector Ethics Act 1994 Right to Information Act 2009 Workers’ Compensation and Rehabilitation Act 2003

RELATED DOCUMENTS • Acceptable requests – Responsible employee contact list (A32036330)

SUPPORTING DOCUMENTS

• Attachment A – Acceptable Requests Guidelines

• Attachment B – Acceptable Requests Matrix

RESPONSIBILITIES

Sponsor Chief Executive Officer

Owner Manager Office of the CEO

VERSION CONTROL – CPP to complete

Document Date Approved

Amendment

43553192.v3 11 March 2014 Council resolution number

G14.0311.016

New procedure



Acceptable Requests Policy and Guidelines Attachment A: Acceptable Requests Guidelines

Printed copies are uncontrolled. It is the responsibility of each user to ensure that any copies of policy documents are the current issue

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1.0 RESPONSIBILITIES 1.1 Councillors Councillors are to ensure that communications with local government employees are conducted in a manner that is consistent with the values and standards of behaviour set out in the Act and Code of Conduct for Councillors in Queensland. Councillors must: • Not direct, or attempt to direct, the CEO or any other local government employee, other than the

Councillor’s administrative support staff or Councillor Advisor. Direction to Councillor administrative support staff and Councillor Advisors must only be done having regard to the Expenses Reimbursement and Resources for Councillors Policy.

• However, the Mayor may direct the CEO in accordance with sections 170 and 12(4) of the Act.

• Comply with the relevant legislation, policies, procedures and other documents when making requests.

• Clearly detail the nature of the request and manage any conflicts of interest.

• Comply with any reasonable request of a local government employee, including the CEO, to assist in processing the Councillor’s request (e.g. to clarify the purpose of a request).

1.2 Councillor Advisors Councillor Advisors must only lodge requests to assist in fulfilling the functions of the Office of the respective Councillor or Mayor. In lodging requests, Councillor Advisors are to ensure that communications with local government employees are conducted in a manner consistent with the Act, Code of Conduct for Councillor Advisors in Queensland and the responsibilities for Councillors (outlined above at section 1.1).

1.3 Requests from Divisional Offices A request made from Councillor administrative support staff or a divisional office is considered to be a request made on behalf of the Councillor.

1.4 Local Government Employees All local government employees are to ensure that communications with Councillors and Councillor Advisors, when receiving or responding to a request, are conducted in a manner that is consistent with the responsibilities outlined in the Act, the Good Working Relationships Policy and Code of Conduct for Employees Policy.

2.0 REQUEST TYPES 2.1 Requests under these Guidelines The following request types are considered to be ‘acceptable requests’ which may be made under these Guidelines to assist a Councillor to undertake their duties:

• minor administrative requests

• requests for advice

• requests for information

• requests for advice and information

• urgent requests for advice or information

• urgent requests for advice or information made after-hours. These requests must be made and managed in accordance with the processes outlined in Attachment B.





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Requests for advice or information made on behalf of a customer A Councillor, Councillor Advisor or Divisional Office must advise a responsible employee (for advice or information) if the advice or information being sought is to respond to a customer. Alternatively, the Councillor, Councillor Advisor or Divisional Office may refer the matter to the administration, which will directly respond to the customer.

2.2 Other interactions Councillors and Councillor Advisors may have other interactions with local government employees to assist a Councillor to undertake their duties that do not form part of these Guidelines, including:

• after-hours incidents

• emergencies

• service requests

• access to Council sites

• complaints.

These request types are to be actioned in accordance with other relevant policies, procedures or business unit standards.

3.0 ACTIONING REQUESTS 3.1 Process Requests are to be consistent with the reasonable limits set out in these Guidelines and must pertain to the Councillor’s duties. Requests under these Guidelines are to be actioned and processed in accordance with the requirements outlined in Attachment B. Generally, requests are required to:

• submitted to the appropriate responsible employee (for advice or information), the relevant senior executive employee or the CEO, and

• acknowledged, and

• accepted, or

• referred, or

• declined.

3.2 Referring and declining requests Request referrals A responsible employee (for advice or information) may refer a request to another appropriately qualified responsible employee (for advice or information) where:

• referral is to the subject matter expert, or

• the responsible employee (for advice) is referring the component of a request that is a request for information to the appropriate responsible employee (for information), senior executive employee or CEO.





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Declining a request Responsible employees (for advice or information), including senior executive employees and the CEO, must advise the Councillor or Councillor Advisor of their intention to decline a request where it is considered that complying with the request is an unreasonable diversion of Council resources. If advised of an intention to decline, the Councillor or Councillor Advisor will be provided an opportunity to revise the scope of the request. The matter will subsequently be declined where the Councillor or Councillor Advisor fails to provide a revised scope, or the revised scope remains unreasonable. Requests may also be declined in the following instances:

• The information is publicly available Note: responsible employee to decline the request and provide information.

• The information is not under the control of Council.

• The matter is considered reasonably outside of the duties of a responsible employee (for advice or information).

• For urgent requests, the matter is not considered by the responsible employee (for advice or information) to be urgent, or otherwise requiring prompt response by Council Note: the Councillor or Councillor Advisor is to be advised, and the matter is to be processed in accordance with standard timeframe requests.

Appeal of decision A Councillor or Councillor Advisor may appeal a decision to decline a request to the CEO.

3.3 Access and use of information Information or advice provided to a Councillor or Councillor Advisor must only be used for the purpose it was obtained. A Councillor or Councillor Advisor must not release any information that they know, or should reasonably know, is confidential information.

4.0 CONFLICTS OF INTEREST 4.1 Councillors Councillors have a duty to effectively manage conflicts of interest, including when requesting advice or information. Where a Councillor considers that they may have a conflict in a matter they wish to seek advice or information on, they are to first contact [email protected]. Councillors who have a prescribed conflict in a matter are not to proceed with a request for information or advice. If the Councillor considers that a declarable conflict exists, or is advised that a declarable conflict exists, the Councillor must disclose the matter to the CEO and to the next Council meeting for consideration. If approved by Council, the Councillor may lodge their request to the responsible employee (for advice or information), senior executive employee or the CEO. Councillor Advisors and Councillor administrative support staff cannot request advice or information on behalf of a Councillor who is known to have, or may have a conflict of interest (unless the matter is a declarable conflict that has been approved by Council).





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4.2 Councillor Advisors Councillor Advisors must resolve, or appropriately manage any conflicts of interest they have when requesting advice or information. This includes notifying their Councillor and the CEO in writing as soon as the Councillor Advisor becomes aware they have, or are reasonably presumed to have, a conflict of interest. A Councillor Advisor should not involve themselves in any matter where they have a conflict of interest.

5.0 DISCLOSURE OF INFORMATION REQUESTS Information or advice provided to a Councillor or Councillor Advisor as a result of a request, may be disclosed in the following ways:

• To another Councillor at the discretion of the CEO or relevant senior executive employee, where the information relates to their division.

• To all Councillors, where the CEO or relevant senior executive employee considers the disclosure appropriate.

6.0 POLICY AND GUIDELINE MANAGEMENT 6.1 Training The Policy owner is responsible for the development and maintenance of training for the Councillor, Councillor Advisor and Employee Communications (Acceptable Requests) Policy and Guidelines.



Acceptable Requests Policy and Guidelines Attachment B: Acceptable Requests Matrix


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Request type Format of request Request issued to Process Timeframe for response Administrative matters

Requests for advice (minor administrative requests)

Informally, at the point of contact (e.g. verbally, text message, Microsoft Teams)

The responsible employee (for advice or information)

1. Request made

2. Request accepted

3. Request referred

• Advice given to Councillor, Councillor Advisor of Divisional Office that another employee is responsible for the advice

• Councillor, Councillor Advisor of Divisional Office to contact other responsible employee

4. Request declined

• Declined using process in section 3.2

At the point of contact

Request for advice

By email

Heading of email

Request for advice under section 170A(1) of the Local Government Act

Single issue

The responsible employee (for advice), senior executive or CEO

Multiple issues

To the responsible employee (for advice), senior executive employee or CEO

1. Request made

2. Request accepted

3. Request referred

• To another responsible employee, as appropriate.

4. Where there is information relevant to the advice

• Component of the request that relates to advice to be referred to the appropriate responsible employee, senior executive employee or CEO

5. Request declined


Decision:

To provide information – within 10 business days

If the CEO reasonably believes it is not practicable to comply with the request within 10 business days, having been so informed by the responsible employee, to advise of the reasons for this believe and extension of time – within 10 business days (notice of extension)

Response if notice of extension given – within 20 business days of receipt of request

Requests made to respond to a customer enquiry:

• A Councillor, Councillor Advisor or Divisional Office must advise a responsible employee (for advice or information) if the advice or information being sought is to respond to a customer.

• Alternatively, the Councillor, Councillor Advisor or Divisional Office may refer the matter to the administration,





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To refer the request – within 10 business days

To decline the request – within 10 business days

which will directly respond to the customer.

Saving responses:

• Outcome to be provided to the Councillor or Councillor Advisor

• Relevant senior executive employee to be copied into the response

• Outcome of request to be saved in relevant file in Objective, with a copy (alias) being saved to file LG 211/898/19

> Advice

> Relevant directorate

Request for information

By email

Heading of email

Request for information under section 170A(2) of the Local Government Act

The responsible employee (for information), senior executive employee or CEO

1. Request made

2. Request accepted

3. Request referred

• To another responsible employee, as appropriate.

4. Request declined


Decision:


If the CEO reasonably believes it is not practicable to comply with the request within 10 business days, having been so informed by the responsible employee, to advise of the reasons for this believe and


• A Councillor, Councillor Advisor or Divisional Office must advise a responsible employee (for advice or information) if the advice or information





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extension of time – within 10 business days (notice of extension)




being sought is to respond to a customer.

• Alternatively, the Councillor, Councillor Advisor or Divisional Office may refer the matter to the administration, which will directly respond to the customer.

Saving responses:




> Information






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Request for advice and information

By email

Heading of email

Request for advice and information under sections 170A(1) and 170A(2) of the Local Government Act

The responsible employee (for information), senior executive employee or CEO

1. Request made

2. Request accepted

3. Request referred

• To another responsible employee, as appropriate

4. Request declined


Decision:


If the CEO reasonably believes it is not practicable to comply with the request within 10 business days, having been so informed by the responsible employee, to advise of the reasons for this believe and extension of time – within 10 business days (notice of extension)





• A Councillor, Councillor Advisor or Divisional Office must advise a responsible employee (for advice or information) if the advice or information being sought is to respond to a customer.

• Alternatively, the Councillor, Councillor Advisor or Divisional Office may refer the matter to the administration, which will directly respond to the customer.

Saving responses:



• Outcome of request





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to be saved in relevant file in Objective, with a copy (alias) being saved to file LG 211/898/19

> Information


Urgent requests for advice or information

By email

Heading of email

Urgent request for advice under section 170A(1) of the Local Government Act

Or

Urgent request for information under section 170A(2) of the Local Government Act

Unless the matter can be resolved at point of contact as a minor administrative request

The appropriate senior executive employee or CEO

1. Request made

• As a minor administrative request (see above); or

• Councillor or Councillor Advisor to put request in writing; and

• Councillor or Councillor Advisor may confirm receipt of email by phone call to relevant senior executive employee or CEO

2. Request accepted

3. Request referred

• To another responsible employee, as appropriate

4. Request declined


Accepted matter is urgent:

matter will be responded to in agreed timeframe

Matter not considered urgent:

to be declined using process I section 3.2, and processed using standard request for information or request for advice process

Saving responses:



> Advice or information






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Urgent requests made after-hours

By email

Unless the matter can be resolved at point of contact as a minor administrative request

Councillor or Councillor Advisor to use process outlined in ‘Urgent requests for advice or information’



Acceptable Requests Guidelines - Requests by Councillors for Assistance or Information

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DETAILS

Effective from: 11 March 2014

Contact officer: Manager Executive Services, Office of the CEO

Next review date: July 2016

File reference: LG211/-/-(P8)

iSpot # 43553192

OBJECTIVES AND MEASURES

Objectives Ensure that:

o requests to a City Officer by a Councillor for advice to help the Councillor make a decision; and

o requests by a Councillor for information in the City’s possession about the local government

are managed effectively and efficiently and in accordance with legislation.

Performance measures Number of complaints by Councillors about the provision of advice or information.

Risk assessment Low.

STATEMENT The Guidelines are designed to provide clarity and certainty to Councillors and Officers on how a Councillor may ask an Officer for advice to assist the Councillor carry out their responsibilities under the Local Government Act 2009 (the Act) or ask for information relating to the local government to which the local government has access. Requests for advice or information by a Councillor and the provision of advice or information by an Officer must be in accordance with Attachment A – Acceptable Requests Guidelines (the Guidelines). Compliance with the attached Guidelines is required under section 170A(4). The Guidelines are deemed a ‘procedure’ and failure by a Councillor to comply may constitute inappropriate conduct under section 176(4). SCOPE The Guidelines apply to:

• Councillors except for the Mayor and requests by the Chairperson of a Committee if the request relates to the role of the Chairperson

• The CEO

• All other Officers (as defined)




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• Requests to provide advice to assist Councillors to carry out their responsibilities under the Act

• Requests for information to a Councillor, relating to the local government that the local government has access to

• A Councillor’s request for access to Council records or to inspect or obtain copies of documents that would not normally be made available to the general public

The Guidelines do not restrict:

• Communications between Councillors and Officers at meetings however, ‘advice’ and ‘information’ may be given only in accordance with these Guidelines

• A request by a Councillor for information which relates to a Division other than their own Division

DEFINITIONS Council: Council of the City of Gold Coast Council record: means a document (including any written or printed material) or object (including a Council sound recording, coded storage device, magnetic tape or disc, microfilm, photograph, film, map, plan, or model, painting or other pictorial or graphic work) that is, or has been, made or received in the course of official duties by a Councillor or an Officer. Councillor: any Councillor except the Mayor to whom the Guidelines do not apply nor a Chairperson of a Committee if a request relates to their role as the Chairperson. Designated Officer: means any Officer listed in the Designated Officer Contact List. Emergency: includes any threat to public safety, including natural disasters e.g. storms, floods or man-made disasters and high risk pollution such as water contamination, fallen power lines or trees and includes operational issues that immediately, significantly impact residents’ amenity, or represent a significant or immediate risk to Council’s reputation. Officer: includes permanent, part-time and casual employees, agency contract staff and contractors or contracted employees (which includes consultant engineers, solicitors, town planners etc). Public record: includes any document or record relating to the adoption and implementation of policy, enforcement of local laws, and correspondence, including emails, created or received in relation to the Council of the City’s statutory, administrative or community roles. Request for access to information: means requests relating to the City generally or the operations of the City. Requests include the provision of oral or written responses to enquiries, concerns or complaints, and the provision of files, reports and other public records. Senior executive employee: as defined in section 196 of the Act, an employee who reports directly to the CEO and whose position ordinarily would be considered to be a senior position in the local government’s corporate structure.




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RELATED POLICIES AND DELEGATIONS


• Complaints (Administrative Actions) Policy

• External Communication Policy

• Information Management and Information Privacy Policy


• Conduct Councillor Requested Inspection to Determine Compliance: Standard Operating Procedure

• ICT Security – Information Security Classification Standards

LEGISLATION Local Government Act 2009, in particular, the following:

• Section 4 Local government principles underpin this Act

• Section 12 Responsibilities of councillors

• Section 13 Responsibilities of local government employees

• Section 170 Giving directions to local government staff

• Section 170A Requests for assistance or information

• Chapter 6 Part 2 Division 6 Conduct and performance of councillors SUPPORTING DOCUMENTS

• Attachment A – Acceptable Requests Guidelines

• Designated Officer Contact List1

• Delegations and Authorisations Register RESPONSIBILITIES

Sponsor Chief Executive Officer

Owner Manager Executive Services, Office of the CEO

VERSION CONTROL


Amendment

43553192.v3 11 March 2014 Council resolution number G14.0311.016

New procedure

1 #39455574



Acceptable Requests Guidelines - Requests by Councillors for Assistance or Information Attachment A: Acceptable Requests Guidelines


Page 1 of 11

1.0 ACCEPTABLE REQUESTS GUIDELINES

1.1 PURPOSE The following establishes a procedure for dealing with requests from Councillors:

• to Officers for advice to assist the Councillor carry out their responsibilities under the Act.

• for information relating to the local government to which the local government has access.

1.2 SCOPE The Acceptable Requests Guidelines (the Guidelines) are deemed a procedure under section 176(4). The Guidelines apply to:

• Councillors (see exceptions below)

• The CEO

• All other Officers

• Requests to provide advice to assist Councillors to carry out their responsibilities under the Act

• Requests for information to a Councillor, relating to the local government that the local government has access to

• A Councillor’s request for access to Council records or to inspect or obtain copies of documents that would not normally be made available to the general public

The Guidelines do not apply to:

• Requests by the Mayor (section 170A(5)(a))

• Requests by the Chairperson of a Committee if the request relates to the role of the Chairperson (section 170A(5)(b))

• Information available which relates to the local government requested which is subject to a limit prescribed under a regulation (section 170A(2))

• Information that is a record of the regional conduct review panel or the tribunal (section 170A(3)(a))

• Information disclosure of which to a Councillor would be contrary to an order of a court or tribunal (section 170A(3)(b))

• Information that would be privileged from production in a legal proceeding on the ground of legal professional privilege (section 170A(3)(c))

• Requests directed to any Officer for assistance or information in the event of an emergency or to alert an Officer to the emergency so that steps may be taken to deal with the emergency. Examples of emergencies include: o any threat to public safety including:

– natural disasters e.g. storms, floods





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– high risk pollution for which the City is responsible e.g. water

contamination – fallen power lines in a public area – fallen or dangerous trees in a public area – roaming aggressive or regulated dogs – syringes or razor blades in a public area – broken glass on a road

• Requests for information that an Officer would ordinarily provide to members of the public

• Requests directed to a Customer Contact Officer relating to minor or routine matters, whether made orally or in writing, including: o a request in the nature of a simple question to which a verbal response

can be immediately provided

• Requests directed to any Officer relating to simple administrative matters e.g.: o information about travel by Councillors o dates and times of meetings o information about an invitation o information about procedural issues e.g.:

– ‘You said the information would be put on the website yesterday. Has that occurred?’

– ‘When will the minutes of the meeting be distributed?’

• A Councillor following up on the status of a previously made request

• Communications between Councillors and Officers unrelated to Council business

1.3 PURPOSE The Guidelines establish a procedure for dealing with requests from Councillors:

• to Officers for advice to assist the Councillor carry out their responsibilities under the Act

• for information relating to the local government to which the local government has access

2.0 COUNCILLOR RESPONSIBILITIES

2.1 Communications by Councillors with Officers shall:

• be conducted in a respectful, reasonable and professional manner

• be conducted in good faith

• be conducted in accordance with the following principles prescribed in section 4(2) of the Act: (a) transparent and effective processes, and decision-making in the public

interest (d) good governance of, and by, local government (e) ethical and legal behaviour of councillors and local government

employees





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• comply with relevant legislation, and any relevant City policies, procedures and guidelines (see Clauses 7, 8 and 9)

2.2 A request for assistance or information is of no effect if not made in accordance with these Guidelines (section 170A(4)).

2.3 A request by a Councillor for assistance from an Officer is to be made to the most

appropriate officer, taking into account the nature of the request, listed in the Designated Officer Contact List (see Supporting Documents).

2.4 A Councillor may request information relating to the local government to which

the local government has access, subject to any limits prescribed under a Local Government Regulation (section 170A(2)).

2.5 A Councillor shall not direct, or attempt to direct, the Chief Executive Officer

(CEO) or any other Officer (section 170(2)) other than their personal assistants in accordance with the personal assistant’s relevant position description.

2.6 A Councillor must not put forward a request in a manner which could be

perceived as effectively directing the Officer to make a decision, formulate a recommendation to Council or allocate City resources.

2.7 If there are multiple issues in a single request then the request must be referred

to the relevant Director or CEO. 2.8 A Councillor in receipt of a request for assistance, advice or information on behalf

of the Mayor, e.g. from a staff member of the Office of the Mayor, may confirm the request details, scope and timeframe etc directly with the Mayor.

2.9 Where a Councillor requests oral or written advice, or a discussion or meeting

about a matter clearly relating to another Division, the Officer may, as a courtesy, advise the relevant Divisional Councillor.

2.10 Requests from a Councillor or through their personal assistants for access to

files, records or documents should be directed to the relevant Director or Manager or the Information Management Unit Designated Officer (see also Clause 3.8).

2.11 Councillors may report to the CEO (or to the Mayor if the Officer is the CEO) any

case of an Officer failing to provide advice in response to a request made in accordance with these Guidelines.

2.12 A request under these Guidelines may be made verbally or in writing, e.g. by

email. An Officer may ask that a request be put in writing, for more complex matters or to ensure clarity.





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3.0 OFFICER ROLES AND RESPONSIBILITIES

3.1 Communications by Officers with Councillors shall:

• be conducted in a respectful, reasonable and professional manner

• be conducted in accordance with the following principles prescribed in section 4(2) of the Act, i.e.: (a) transparent and effective processes, and decision-making in the public

interest (c) democratic representation, social inclusion and meaningful community

engagement (d) good governance of, and by, local government (e) ethical and legal behaviour of councillors and local government

employees

• ensure the provision of timely, thorough, responsive and unbiased advice

• comply with all legislation, any relevant Council policies, procedures and guidelines

3.2 An Officer may ask a Councillor to put a request in writing for complex matters or

to ensure clarity.

3.3 An Officer in receipt of a request for assistance, advice or information on behalf of the Mayor, e.g. from a staff member of the Office of the Mayor, may confirm the request details, scope and timeframe etc directly with the Mayor or the CEO.

3.4 Officers, other than Managers or Designated Officers, who receive a request

from a Councillor which does not comply with these Guidelines are not required to respond and must advise the CEO or relevant Director of the request as soon as practicable.

3.5 Officers must report any case of a Councillor directing or attempting to direct

them in the performance of their duties to the relevant Director or the CEO. Exceptions are the Mayor who may direct the CEO, senior executive employees (section 170(1)), or his office staff, and a Councillor directing their personal assistants in accordance with the personal assistant’s relevant position description noting that the Guidelines do not apply to the Mayor, or a Committee Chair insofar as a request is related to their role as Committee Chair.

3.6 A Director may seek the advice of the CEO or the Chief Operating Officer if they

have any concerns in relation to a Councillor’s entitlement to access certain documents or records, e.g. matters which are commercial-in-confidence.

3.7 An Officer may seek the advice of the CEO or Chief Operating Officer in relation

to a Councillor’s entitlement to access records that contain human resource information and personal information as defined by the Information Privacy Act 2009, e.g. employment details, contracts containing privacy and confidentiality clauses.





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3.8 Where a request from a Councillor or through their PA for access to files, records

or documents is directed to the Information Management Unit Designated Officer, the Officer shall seek the approval of the relevant Director or Manager to provide access, irrespective of whether or not the files, records or documents sought are located in ‘active’ files or files in storage (see Clause 2.10).

3.9 Copies of any written advice provided to a Councillor should be copied to the relevant Director and may be provided to all Councillors, if the request relates to a matter currently under consideration by the Council.

3.10 All Officers, including Designated Officers, shall consider the likely cost and resource implications, operational workloads and priorities in responding to Councillors’ requests, and where they have concerns, shall refer them to the Director or CEO (see Clause 4.4).

3.11 The CEO shall publish and maintain a Designated Officer Contact List which will be circulated to Councillors and each listed Officer.

4.0 REASONABLE LIMITS ON REQUESTS

4.1 Under section 170A(3), information requested by a Councillor cannot be provided where:

• the information requested is a record of the regional conduct review panel or the tribunal

• disclosure of the information to the Councillor would be contrary to an order of a court or tribunal

• the information would be privileged from production in a legal proceeding on the ground of legal professional privilege

4.2 Exemptions under the Information Privacy Act 2009 apply to providing a

document to the extent that it contains personal information:

• arising out of a complaint or investigation of misconduct under the Crime and Misconduct Act 2001

• contained in a public interest disclosure under the Public Interest Disclosure Act 2010

• arising out of a covert undertaking of an operation, investigation or function of a law enforcement agency (including the City)

• about a person who is included in a witness protection program under the Witness Protection Act 2000

4.3 Other restrictions on access pertain to information collected:

• for insurance claims

• for the purpose of the City’s captive insurance company

• under the Workers’ Compensation and Rehabilitation Act 2003

• under the Public Interest Disclosure Act 2010

• under the Crime and Misconduct Act 2001





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• regarding payroll information i.e. bank account details, Child Support deductions, Tax File Numbers etc

4.4 Cost and resource implications of requests:

4.4.1 An Officer who considers the likely cost and resources required to respond to a request to be unreasonable, may refer their concerns to the CEO or relevant Director.

4.4.2 The CEO or relevant Director may refuse a request on the basis that to provide the assistance or information sought or the nominated timeframe would not be a ‘reasonable endeavour’ under section 170A(8).

4.4.3 If a request is refused, a Councillor may refer the matter to the Mayor or

CEO.

4.5 A request by any Councillor (i.e. including the Mayor) to visit a City worksite must be in accordance with the procedure below:

4.5.1 The Councillor must provide reasonable notice to the relevant Director

or Manager. The Director or Manager has a discretion to: o nominate a City Officer to accompany the Councillor to the

worksite o meet the Councillor at the worksite o to refuse the request

4.5.2 If a request is refused, the Councillor may refer the matter to the Mayor

or CEO. 4.5.3 If the visit requires a general construction induction, i.e. White Card, the

Councillor must make the relevant arrangements beforehand with the relevant Director or Manager to obtain a White Card.

5.0 REQUESTS FOR ASSISTANCE OR INFORMATION

5.1 If the assistance sought by a Councillor is known to an Officer or is readily available from an internal business system, the response will be provided in person, by telephone or by email on the day of the request.

5.2 For emergency or high-risk issues, e.g. matters of public safety, the City has

specific response times:

• Natural disasters immediate response

• Syringes found in public areas immediate response

• Broken glass on a City controlled road immediate response

• Razor blades in public areas immediate response

• Aggressive / regulated dogs Officer will attend within 2 hours

• High risk water pollution (e.g. contaminants) within 4 hours

• Medium risk water pollution within 24 hours





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• Fallen tree in public area

within 24 hours

• Dangerous tree in public area within 1 week

• Damaged tree in public area within 4 weeks

5.3 For complex matters or those requiring a significant resource commitment or

requiring research and analysis or input from several areas of the Council of the City and / or State agencies, the Designated Officer:

• will provide the Councillor with an estimate of time for the provision of assistance or information

• will provide the Councillor with a revised timeframe if the anticipated time lapses and the information still is not available

• will provide the Councillor with status reports until all information is available

5.4 A Councillor requiring an urgent response to a request may take the request to the Mayor or CEO. If the Mayor agrees the matter is urgent, the Mayor may direct the request to the CEO or relevant Director on behalf of the Councillor. If the CEO agrees the matter is urgent, the CEO may direct the request to the relevant Director on behalf of the Councillor.

5.5 Designated Officers shall prioritise requests for assistance or information from

Councillors. Where practical, and where service delivery issues for the community will not be compromised, they will endeavour to meet the timeframes set out in these Guidelines. Where there are genuine operational or resourcing reasons for delays, there will be candid communication with Councillors, and alternative estimated timeframes will be provided so that expectations can be properly managed.

6.0 DOCUMENT CONTROL

6.1 Major amendments to the Acceptable Requests Guidelines may only be made by a resolution of the Council.

6.2 The CEO may make minor amendments that do not alter the intent of the

Guidelines, or make necessary changes to give effect to minor, i.e. non-substantive, legislative amendments.

6.3 Requests for minor amendments are to be directed to the CEO. 6.4 The CEO will advise Councillors of any amendments, when necessary.

7.0 RELATED POLICIES AND DELEGATIONS


• Complaints (Administrative Actions) Policy

• External Communication Policy

• Information Management and Information Privacy Policy






Page 8 of 11

• Conduct Councillor Requested Inspection to Determine Compliance: Standard Operating Procedure

• ICT Security – Information Security Classification Standards

8.0 LEGISLATION

• Local Government Act 2009

SECTION 4 LOCAL GOVERNMENT PRINCIPLES UNDERPIN THIS ACT

(1) To ensure the system of local government is accountable, effective, efficient and

sustainable, Parliament requires—

(a) anyone who is performing a responsibility under this Act to do so in accordance with the local government principles; and

(b) any action that is taken under this Act to be taken in a way that—

(i) is consistent with the local government principles; and

(ii) provides results that are consistent with the local government principles, in as far as the results are within the control of the person who is taking the action.

(2) The local government principles are—

(a) transparent and effective processes, and decision-making in the public interest; and

(b) sustainable development and management of assets and infrastructure, and delivery of effective services; and

(c) democratic representation, social inclusion and meaningful community engagement; and

(d) good governance of, and by, local government; and

(e) ethical and legal behaviour of councillors and local government employees

SECTION 12 RESPONSIBILITIES OF COUNCILLORS (1) A councillor must represent the current and future interests of the residents of the

local government area.

(2) All councillors of a local government have the same responsibilities, but the mayor has some extra responsibilities.

(3) All councillors have the following responsibilities—

(a) ensuring the local government— (i) discharges its responsibilities under this Act; and (ii) achieves its corporate and community plans; and (iii) complies with all laws that apply to local governments;

(b) providing high quality leadership to the local government and the community;





Page 9 of 11

(c) participating in council meetings, policy development, and decision-

making, for the benefit of the local government area; (d) being accountable to the community for the local government’s

performance.

(4) The mayor has the following extra responsibilities— (a) leading and managing meetings of the local government at which the

mayor is the chairperson, including managing the conduct of the participants at the meetings;

(b) preparing a budget to present to the local government; (c) leading, managing, and providing strategic direction to, the chief

executive officer in order to achieve the high quality administration of the local government;

(d) directing the chief executive officer and senior executive employees, in accordance with the local government’s policies;

(e) conducting a performance appraisal of the chief executive officer, at least annually, in the way that is decided by the local government (including as a member of a committee, for example);

(f) ensuring that the local government promptly provides the Minister with the information about the local government area, or the local government, that is requested by the Minister;

(g) being a member of each standing committee of the local government; (h) representing the local government at ceremonial or civic functions.

(5) A Councillor who is not the mayor may perform the mayor’s extra responsibilities

only if the mayor delegates the responsibility to the councillor. (6) When performing a responsibility, a councillor must serve the overall public

interest of the whole local government area. EXTRACT FROM SECTION 13 RESPONSIBILITIES OF LOCAL GOVERNMENT EMPLOYEES (2) All employees have the following responsibilities—

(c) providing sound and impartial advice to the local government;

(3) The chief executive officer has the following extra responsibilities— (e) the safe custody of—

(i) all records about the proceedings, accounts or transactions of the local government or its committees; and

(ii) all documents owned or held by the local government; (f) complying with requests from councillors under section 170A—

(i) for advice to assist the councillor carry out his or her role as a councillor; or

(ii) for information, that the local government has access to, relating to the local government.





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SECTION 170 GIVING DIRECTIONS TO LOCAL GOVERNMENT STAFF (1) The mayor may give a direction to the chief executive officer or senior executive

officers.

(2) No councillor, including the mayor, may give a direction to any other local government employee.

SECTION 170A REQUESTS FOR ASSISTANCE OR INFORMATION (1) A councillor may ask a local government employee provide advice to assist the

councillor carry out his or her responsibilities under this Act.

(2) A councillor may, subject to any limits prescribed under a regulation, ask the chief executive officer to provide information, that the local government has access to, relating to the local government. Example of a limit prescribed under a regulation— A regulation may prescribe the maximum cost to a local government of providing information to a councillor.

(3) Subsection (2) does not apply to information— (a) that is a record of the regional conduct review panel or the tribunal; or (b) if disclosure of the information to the councillor would be contrary to an

order of a court or tribunal; or (c) that would be privileged from production in a legal proceeding on the

ground of legal professional privilege.

(4) A request of a councillor under subsection (1) or (2) is of no effect if the request does not comply with the acceptable requests guidelines.

(5) Subsection (4) does not apply to—

(a) the mayor; or (b) the chairperson of a committee of the council if the request relates to

the role of the chairperson.

(6) The acceptable requests guidelines are guidelines, adopted by resolution of the local government, about—

(a) the way in which a councillor may ask a local government employee for advice to help the councillor carry out his or her responsibilities under this Act; and

(b) reasonable limits on requests that a councillor may make.

(7) In this section a local government employee includes a person prescribed under a regulation.

(8) The chief executive officer must make all reasonable endeavours to comply with a request under subsection (2).





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Maximum penalty for subsection (8)—10 penalty units.

CHAPTER 6 PART 2 DIVISION 6 CONDUCT AND PERFORMANCE OF COUNCILLORS SECTION 176(4) WHAT THIS DIVISION IS ABOUT (4) Inappropriate conduct is conduct that is not appropriate conduct for a

representative of a local government, …including for example- (a) a councillor failing to comply with the local government’s procedures

OTHER ACTS

• Information Privacy Act 2009

• Public Interest Disclosure Act 2010

• Right to Information Act 2009

9.0 SUPPORTING DOCUMENTS

• Designated Officer Contact List2

• Delegations and Authorisations Register

10.0 RESPONSIBILITIES

Sponsor CEO

Owner Manager Executive Services, Office of the CEO.

11.0 VERSION CONTROL


Amendment

43553192.v3 11 March 2014 Council resolution number G14.0311.016

New procedure

2 #39455574



CONFIDENTIAL

Subject Description Directorate / Branch responsible Request for advice - officer responsible Contact details Request for information -

Officer responsible Contact details

A Accounts Payable ORGANISATIONAL SERVICESCity Procurement

Accounts Receivable Receipting for rates/water, debtor management, agency collections, banking, payment arranagements, outstanding payments including sale of land

ORGANISATIONAL SERVICESRevenue Services

Active & Healthy Active & Healthy Citywide program, holiday program, health and wellbeing activities

LIFESTYLE AND COMMUNITYParks and Recretional Services

Active Travel / Travel Behaviour Change

Active School Travel program, behavioural change elements of Road Safety, City of Gold Coast (internal) Workplace Travel program

TRANSPORT AND INFRASTRUCTURE Transport and Traffic

Advocacy Advocacy Plan, management and implementation. SEQ CEO's Forum, LGAQ and ALGA, Ministerial briefings and workshops, Electroral Commission briefings and workshops, Schedule of Committee and Council meetings, Gold Coast Waterway Authority

OFFICE OF THE MAYOR

Animals Animal management, pet awareness/education, stray animal impoundingOff leash and prohibited dog areas

LIFESTYLE AND COMMUNITYHealth and Regulatory ServicesAnimal Management Unit

Appeals Appeals in the Planning & Environment Court ECONOMY, PLANNING AND ENVIRONMENTCity Development

Appeals Appeals referred to Legal Services OFFICE OF THE COOLegal Services - Planning and Environment

Aquatic Centres Aquatic Centres LIFESTYLE AND COMMUNITY Community Venues and Services

Architecture ECONOMY, PLANNING AND ENVIRONMENTOffice of Architecture and Heritage

Arts and Culture Culture Strategy 2023 including Public Art Policy, the Regional Arts Development Fund (RADF), Music Action Plan, Generate GC, Bleach Festival

LIFESTYLE AND COMMUNITYArts and Culture

Audit Committee Audit Committee support OFFICE OF THE COOCorporate Assurance

B Banners OFFICE OF THE COOCorporate Communication

Beaches Ocean beaches TRANSPORT AND INFRASTRUCTURE City Assets

Bikeways / Cycleways Construction projects TRANSPORT AND INFRASTRUCTURE Infrastructure Delivery

Bikeways / Cycleways Infrastructure and planning TRANSPORT AND INFRASTRUCTURE Transport and Traffic

Billing - rates, water and sundry debtors

Property, rates, valuations, rate concessions, water billing and sundry debtor invoicing


Bruce Bishop Car Park Operations / asset management and planning LIFESTYLE AND COMMUNITY Community Venues and Services

Budget and Finance Council budgeting and other financial matters OFFICE OF THE COOCorporate Finance

Bushfire Management Bushfire management and annual hazard reduction burn program

LIFESTYLE AND COMMUNITY Natural Areas Management Unit

ACCEPTABLE REQUESTS - OFFICER CONTACT LIST

Uncontrolled copy when printed



CONFIDENTIAL



Bus Stops TRANSPORT AND INFRASTRUCTURE Transport and Traffic

C Car Parks - Off Street (in buildings), management of community venues licenses/leased areas (asset) e.g. The 4217, Synergy Transit Centre

Bruce Bishop Car Park; The 4217; Transit Centre (Surfers Paradise) Jubilee Car Park Broadbeach; Mal Burke Car Park Southport; Trickett Street Car Park Surfers Paradise (Beachcomber); Phonation Car Park Broadbeach

LIFESTYLE AND COMMUNITYCommunity Venues and Services

Catchments Catchment management planning, operations and community groups - water quality for natural waterways

WATER AND WASTECatchment Management

Cemeteries Operations / asset management and planning / internments (burials) / plaques


Centre Improvement Program Undertaking place making projects and initiatives for the physical, social and economic improvement of business centres

ECONOMY, PLANNING AND ENVIRONMENT City Development

City Assets

(Infrastructure only)

Transport, bikeways, bridges, kerb and channel, drainage

Drainage infrsutrcutre, SQIDs, stormwater flood mitigation, beaches, foreshore, canals, lakes, Woongollba Flood Mitigation Scheme

TRANSPORT AND INFRASTRUCTURE City Assets

City Cleaning Enquiries and complaints TRANSPORT AND INFRASTRUCTURE City Maintenance

City Development Planning Assessment MCU and ROL ECONOMY, PLANNING AND ENVIRONMENT City Development

City Place Making Undertaking place making projects and initiatives for the physical, social and economic improvement of business centres


City Plan City Plan/Planning Scheme preparation and amendment packages

ECONOMY, PLANNING AND ENVIRONMENT City Planning

Coastal Hazards ECONOMY, PLANNING AND ENVIRONMENTCity Planning

Commonwealth Games Legacy OFFICE OF THE CEOCommonwealth Games Unit

Crime and Corruption Commission (CCC)

Council's nominated CCC Liaison Officer OFFICE OF THE COOCorporate Assurance

Community Centres LIFESTYLE AND COMMUNITYSafe and Liveable Communities

Community Engagement Methodology and planning, survey design and implementation, online engagement, data analysis and reporting and community and stakeholder workshops

OFFICE OF THE COOCorporate Communication

Community Grants Community Grants Policy, annual community grants program

OFFICE OF THE CEO

Community Safety Community safety initiatives, research and advice, graffiti prevention and removal policy, alcohol management initiatives, neighbourhood watch

LIFESTYLE AND COMMUNITY Safe and Liveable Communities

Complaints Administative complaints review OFFICE OF THE CEO




CONFIDENTIAL



Construction Projects Roadworks, drainage, footpaths, bikewayes, stormwater, car parks, bridges

TRANSPORT AND INFRASTRUCTUREInfrastructure Delivery

Construction Projects Procurement and Contracts

ORGANISATIONAL SERVICESCity Procurement

Contracts Superintendency ORGANISATIONAL SERVICESCity Procurement

Contributed Assets and Development Compliance

Developer contributed assets (includes roads, bridges and stormwater drainage, water and sewerage reticulation and public open space). Infrastructure charges notices, agreements. Endorsement of survey plans and associated legal documents.


Controlled Entities Includes: HOTA Gold Coast Pty Ltd (trading as HOTA Home of the Arts (HOTA)), Surfers Paradise Alliance Ltd, Broadbeach Alliance Ltd, Connecting Southern Gold Coast Ltd and Major Events Gold Coast Ltd

OFFICE OF THE CEO

Corporate Credit Cards ORGANISATIONAL SERVICESCity Procurement

Corporate Information IT services/PCs/records/open data and information management

ORGANISATIONAL SERVICESBusiness Innovation and Technology Services

Corporate Planning and Performance

Annual Report; Annual Plan; Operational Plan; Corporate Plan; State of the Organisation Report; Corporate Performance Report; Council and Administrative Policies

OFFICE OF THE COOCorporate Planning and Performance

Corporate Risk Corporate implementation and reporting of Council's policy and process for risk management, business continuity and corporate risk regsters

OFFICE OF THE COOCorporate Safety and Risk

Council and Councillor Support

Divisional newsletters and promotional items OFFICE OF THE COOCorporate CommunicationOFFICE OF THE COOCorporate Communication

All other Council support matters OFFICE OF THE CEOPort of Gold Coast/Cruise Ship Terminal

Program and project delivery TRANSPORT AND INFRASTRUCTUREInfrastructure Delivery

Cultural Precinct Program and project development TRANSPORT AND INFRASTRUCTUREInfrastructure Delivery

Customer Service Customer contact ORGANISATIONAL SERVICESCustomer Contact

D Data Intelligence Digital mapping, mail handling including registration and distribution, courier services, business intelligence

ORGANISATIONAL SERVICESBusiness Intelligence

Development Compliance Development compliance (includes buildings and swimming pools, town planning, vehicle cross-overs, damage and removal of vegetation)


Digital City (Smart City) Smart cities, IOT devices, digital city program, data analysis using mobility and expenditure data

ECONOMY, PLANNING AND ENVIRONMENTCity Economy

Digital City (One Network) Fibre network, public wifi ORGANISATIONAL SERVICESBusiness Innovation and Technology Services




CONFIDENTIAL



Disaster/Emergency Management

Disaster planning, disaster coordination, response and recovery and community awareness

TRANSPORT AND INFRASTRUCTUREBusiness and Program Management

Disability Technical advice regarding access issues, community needs assessment, demographic information and social statistics, accessible and inclusive city

LIFESTYLE AND COMMUNITIESSafe and Liveable Communities

Dogs See AnimalsDrainage Complaints and Enquiries

Complaints and enquiries relating to drainage, flood mitigation, waterways, canals and foreshore assets


Drainage Stormwater Infrastructure Planning

Strategic planning and capital delivery (quantity and quality)


Drainage Foreshore Planning Drainage, flood mitigation and foreshore capital works program

TRANSPPORT AND INFRASTRUCTURECity Assets

E City Economy Internal business and trade, export assistance, investment attraction, tourismEconomic development - economic research and statistics, business and industry development, workforce development, investment attraction, economic development strategy and projects

ECONOMY, PLANNING AND ENVIRONMENT City Economy

Energy and Water Ombudsman

Complaints lodged regarding water supply and rates

OFFICE OF THE CEO

Engineering and Environmental Assessment

Development assessment involving OPW, plumbing, transport impact, ecological, flooding, stormwater, water quality, landscaping and open space

ECONOMY, PLANNING AND ENVIRONMENTCity Development

Environment Nature conservation, natural resources management, environmental offsets, sustainability, planning policy matters

ECONOMY, PLANNING & ENVIRONMENTCity Development

Environmental Health Auditing of food businesses, personal appearance services and tattooist, pollution response (air, noise and water), environmentally relevant activities and rented accommodation, public health and environmental nuisance control and complaints investigation

LIFESTYLE AND COMMUNITY Health and Regulatory Services

External Audit (QAO) Liaison Officer for Queensland Audit Office (QAO) external financial and perofrmance audits

OFFICE OF THE COOCorporate Assurance

Events and Promotion Including special events LIFESTYLE AND COMMUNITYCity Events

Events Movies under the Stars Program LIFESTYLE AND COMMUNITY City Events

FG Facilities Management and maintenance of Council administration buildings, depot staff, staff accommodation, security, staff canteens, fire safety

ORGANISATIONAL SERVICESProperty Services

Finance Long term financial plan, borrowing/debt investments, tax, grant funding - general, commercial business financial management

OFFICE OF THE COOCorporate Finance

Flood Management ECONOMY, PLANNING AND ENVIRONMENT City Planning




CONFIDENTIAL



Foreshore, Waterways Boating Structures, Enquiries

Enquiries relating to Waterways, Canals and Foreshore Assets


Foreshore Planning Stormwater drainage, flood mitigation and foreshore capital works program


Gold Coast Show Funding agreement OFFICE OF THE CEOGrowth Management Land use planning, SEQ Regional Plan ECONOMY, PLANNING AND

ENVIRONMENT City Planning

HI Health, Regulatory Services LIFESTYLE AND COMMUNITY Health and Regulatory Services

Heritage Planning ECONOMY, PLANNING AND ENVIRONMENT Office of Architecture and Heritage

Infrastructure Delivery Local Area Works Program TRANSPORT AND INFRASTRUCTURE Infrastructure Delivery

Infrastructure Divisional Projects

Divisions 1-7 TRANSPORT AND INFRASTRUCTURE Infrastructure Delivery



Integrity and Ethics Integrity and Ethical Standards Unit (IESU) operations


Internal Audit Internal Audit Unit (IAU) OFFICE OF THE COOCorporate Assurance

International Internal business and trade, export assistance, investment attraction, tourism. Economic development - economic research and statistics, business and industry development, workforce development, investment attraction, economic development strategy and projects

ECONOMY, PLANNING AND ENVIRONMENT Office of Innovation and Economy

IT Procurement IT software and hardware procurement ORGANISATIONAL SERVICESCity Procurement

Information Solutions Service management / delivery - IT Service Desk ORGANISATIONAL SERVICESBusiness Innovation and Technology

IT Service Operations and Support

Corporate network and telephone services, enterprise software applications suppport (SAP, etc), data centres (servers and storage), PCs/laptops, email, iPhones/iPads (Outsourced services delivered by Fujitsu)

ORGANISATIONAL SERVICESBusiness Innovation and Technology

IT - Cyber Security Cyber security services - email threats, malware, information protection, activity monitoring

ORGANISATIONAL SERVICESBusiness Innovation and Technology

JK Koala Program Conservation Planning ECONOMY, PLANNING AND ENVIRONMENTCity Planning

L Legal Issues OFFICE OF THE COOLegal Services




CONFIDENTIAL



Leased and Licensed areas - Commercial (asset management)

The 4217; Transit Centre (Surfers Paradise) LIFESTYLE AND COMMUNITYCommunity Venues and Services

City Libraries Strategic; Operational and Business Planning LIFESTYLE AND COMMUNITYCity Libraries

City Libraries Governance and Reporting LIFESTYLE AND COMMUNITYCity Libraries

Licensing & Approvals Public/environmental health licences and permits incl. food businesses, tattooists, busking, touting, interference with a road, roadside dining, filming on public land, heavy vehicle parking (private property), commercial activities on beahces, standing stalls, mobile vendors, resident parking permits, helicopter operations, advertising devices, building certification group, personal appearance services, environmentally relevant activities, hostel accommodation, environmental health conditioning of development applications and temporary public entertainment events

LIFESTYLE AND COMMUNITY Health, Regulatory and Lifeguard Services

Lifeguard Lifeguard Operations and Services LIFESTYLE AND COMMUNITY Strategic Risk and Performance

Lobbyist Register OFFICE OF THE CEOLocal Laws Compliance - advertising devices, busking,

touting, interference with a road, encroachments, damage and removal of vegetation (not subject to a development application & conditions), al fresco dining, heavy vehicle parking (private property, abandoned vehicles, overgrown allotments/unkempt properties, littering, including dumping & illegal camping

LIFESTYLE AND COMMUNITYHealth, Regulatory and Lifeguard Services

Long Term Environmentally Sustained Workplace

TRANSPORT AND INFRASTRUCTURE Infrastructure Delivery

MN Major Assessment Assessment of major development proposals ECONOMY, PLANNING AND ENVIRONMENT City Development

Marketing and Brand High level enquiries OFFICE OF THE COOCorporate Communication

Brand Guide, promotional items OFFICE OF THE COOCorporate Communication

Banners and Councillor requests OFFICE OF THE COOCorporate Communication

Mayor's Office / Mayoral Matters / Mayoral Media

All Mayoral matters OFFICE OF THE MAYOR

Media - Everyday Corporate communication OFFICE OF THE COOCorporate Communication

Natural Areas Ecological restoration, community tree plantings, beaches to bushland program, nature based recreation (picnic grounds, walking trails & mountain bike tracks etc), day to day operations of natural area parks & natural area rangers

LIFESTYLE AND COMMUNITIESNatural Areas Management Unit

Natural Hazards Policy and planning ECONOMY, PLANNING AND ENVIRONMENTCity Planning

O Ombudsman External complaints OFFICE OF THE CEO




CONFIDENTIAL



Off Street Car Park Car parks (NOT car parks in buildings) e.g. Joe Davidson, Chirn Park. Note: If fee relates or ticket machine refer to City Parking Unit


Infrastructure TRANSPORT AND INFRASTRUCTURE City Assets

Other matters TRANSPORT AND INFRASTRUCTURE City Assets

PQ Parking Strategic parking planning TRANSPORT AND INFRASTRUCTURETransport and Traffic

Policy / plan TRANSPORT AND INFRASTRUCTURETransport and Traffic

Parking compliance LIFESTYLE AND COMMUNITYCity Parking

Parking meter maintenance and signage TRANSPORT AND INFRASTRUCTURETransport and Traffic

Parks Policy development; asset custodian ownership; botanic gardens; commercial activities; complaints management; historic knowledge; special projects

LIFESTYLE AND COMMUNITYParks and Recretaional Services

Capital development programs; asset management programs; open space planning, public conveniences


Broadwater Parklands, commercial activities, park administration, sports development, park naming


Parks and Open Space Services

Asset custodian for street and park trees; parks and open spaces, grassed/turfed areas, landscaped areas, garden beds, access/traverse/use of parks, park security and access, nursery plant production, free tree scheme


Major park developments and master plans LIFESTYLE AND COMMUNITYParks and Recretaional Services

Local area and asset replacement worksPublic convenience construction and skate parks


Parks and Recreational Services

Branch management; parks and open space services, planning, development and asset management; sports fields and facilities, park activation and park user services; public markets, natural area management, motorsports


People and Culture Recruitment/advertising/appointments, consultancy and support, strategic projects

ORGANISATIONAL SERVICESPeople and Culture

Pests Pest plans and animals, mosquito and other pest control on Council land


Pest Management - Biosecurity Plan

Local government biosecurity payment to State, City's Biosecurity Plan and compliance with QLD Biosecurity Act 2014.Fire ants (red imported fire ants) and pest fish (tilapia). External grants for manging biosecurity risks.





CONFIDENTIAL



Planning and Development Certificates

Appeals in the Planning and Environment Court ECONOMY, PLANNING AND ENVIRONMENT City Development

Planning Assessment Planning Assessment MCU and ROL ECONOMY, PLANNING AND ENVIRONMENT City Development

Plumbing and Drainage Regulatory authority for on-lot (within the property boundary) plumbing and drainage works where an audit, inspection or assessment is required.


Procurement All procurement issues and accounts payable ORGANISATIONAL SERVICES City Procurement

Property Property management, acquisitions, facilities management, native title, leasing land/buildings

ORGANISATIONAL SERVICESProperty Services

Protective Services Access control / lost or stolen identification cards, security for Council sites and building / construction projects, closed circuit television (CCTV), live site and intruder alarm monitoring, contractor / visitor registration, locksmith services, management and operation of Council's after hours emergency services, provision of patrol and statiuc guard services

ORGANISATIONAL SERVICESProtective Services

Public Art Policy/strategy including Public Art Policy LIFESTYLE AND COMMUNITYArts and Culture

Public Transport Planning TRANSPORT AND INFRASTRUCTURETransport and Traffic

Queensland Audit Office (QAO) QAO activities including external financial audit and performance audit activities


R Rates, Water and Sundry Debtor

Accounts

The management and administration of Council's rating, water billing and sundry debtor services including rate modelling.


Recovery of rates, water and sundry debtors

Debt, legal and sale of land actions to recover unpaid rates, water and sundry debtor accounts.


Register of Interests OFFICE OF THE CEORoads - Rehabilitation Complaints and enquiries relating to road assets

and road rehabilitation program, bridges, culverts and driveways in the road reserve.

TRANSPORT AND INFRASTRUCTURECity Assets

Roads - Maintenance Enquiries and complaints TRANSPORT AND INFRASTRUCTURE City Maintenance

S Safety GC Camera Network Gold Coast Safety Camera Network (public CCTV)


Seniors Community needs assessment, demographic information and social statistics, Seniors Week


Signage Signage fabrication, signage installation and maintenance

TRANSPORT AND INFRASTRUCTURETransport and Traffic

Southport PDA Declaration and Policy development ECONOMY, PLANNING AND ENVIRONMENTCity Planning

Development assessment ECONOMY, PLANNING AND ENVIRONMENT City Development




CONFIDENTIAL



Sponsorship or Partnerships Portfolio management OFFICE OF THE COOCorporate Communication

Sporting Venues Major sporting venues (Carrara indoor/outdoor, Runaway Bay indoor, Nerang cycle centre, Coomeria indoor sports centre and Alabaster car park Carrara)

LIFESTYLE AND COMMUNITIESMajor Sporting Venues

Strategic Asset Management Total Asset Management Plan OFFICE OF THE COOCorporate Asset Management

Streetscaping & Tactical Urbanism

Undertaking place marking projects and initiatives for the physical, social and economic improvement of business centres

ECONOMY, PLANNING AND ENVIRONMENTCity Development

T Tipplers South Stradbroke Island LIFESTYLE AND COMMUNITYCommunity Venues and Services

Tourism Tourism research, Gold Coast Tourism and precinct entities, tourismProduct and infrastructure development

ECONOMY, PLANNING AND ENVIRONMENT Office of Innovation & Economy

Tourist Parks Council operated tourist parks LIFESTYLE AND COMMUNITYCommunity Venues and Services

Transit Centre (4217) Surfers Paradise Transit Centre, Surfers Paradise and associated leased areas e.g. The 4217; Transit leases / licenses


Transport Planning Gold Coast City Transport Stratefy 2031, associated "modal plans" (Whole of City Parking Plan 2015, draft Active Transport Plan, draft Public Transport Plan etc.) and strategic transport network planning


Transport Program Delivery New road infrastructure, intersection upgrades, bridges, bikeways, public transport infrastructure, safety barriers, wayfinding, traffic signal upgrades


Transport Program Delivery Infrastructure programs - Roads, bridges, Bikeway Capital Works


Traffic Issues Traffic signal maintenance, Local Area Traffic Management, Temporary road closure management, Road pavement line marking installation and maintenance.


Travel Arrangement of all Council travel. ORGANISATIONAL SERVICESCity Procurement

Trees / Urban Forest Asset custodian management and oversight of Public Tree Maintenance and Removal Issues plus Aboricultural treatments.

LIFESTYLE AND COMMUNITYParks and Recreational Services

UV Urban Precincts Complaints and enquiries relating to urban precincts

TRANSPORT AND INFRASTRUCTURECity Maintenance

Venues Community venues (cemeteries, aquatics, off street car parks, sporting facilities and Tourist Parks)

LIFESTYLE AND COMMUNITIESCommunity Venues and Services

WX Waste and Resources Waste management - solid waste strategy, waste collection services

WATER AND WASTEWater and Resources Management

Water Services Water and sewerage services - water strategy, water services, sewerage services

WATER AND WASTE Customer Engagement

Workplace Health and Safety Corporate implementation of WHS management system, WHS advice, WHS training and health monitoring, health and injury management

OFFICE OF THE COOCorporate Safety and Risk




CONFIDENTIAL



YZ Youth and Community Centres Council community and youth centres LIFESTYLE AND COMMUNITIESSafe and Liveable Communities

Youth Program Junior council, youth issues, Youth Week, John Franklin Awards





6.3 PROPOSE TO MAKE SUBORDINATE LOCAL LAW 7.5 (PUBLIC DIVE PRECINCTS) 2021


File Number: qA2560150

Author: Kylie Soegaard, Senior Policy Officer Environmental Health, Health & Regulatory Services

Authoriser: Alison Ewens, Director Lifestyle and Community, Lifestyle and Community

Attachments: 1 Proposed Subordinate Local Law No. 7.5 (Public dive precincts) 2021 ⇩

2 List of likely anti-competitive provisions ⇩


Not Applicable.

2 EXECUTIVE SUMMARY

Not applicable.

3 PURPOSE OF REPORT

The purpose of this report is to recommend that Council resolve to commence the local law making process by proposing to make Subordinate Local Law No. 7.5 (Public dive precincts) 2021 (Attachment 1). The new subordinate local law is intended to support the management of the Gold Coast Dive Attraction ‘Wonder Reef’ and any other future public dive precincts under the control of the City of Gold Coast (the City).


Ex Minute No. G20.0728.011

“1 That Council notes the update report for the Gold Coast Dive Attraction project. 2 That the next update report be brought back to Council following design

completion. 3 That during negotiations with the Department of Natural Resources, Mines and

Energy, Council indicates its strong preference that the term lease grant Council or its authorised delegated operator exclusive rights to manage bookings and collect fees for diver access.”

Ex Minute No. TI18.1115.004

“1 That Council notes that the City of Gold Coast has been successful in Stage One of the Expression of Interest, and supports the submission of a Full Business Case for the Gold Coast Dive Precinct – Artificial Dive Attraction project to the Queensland State Government’s Growing Tourism Infrastructure Fund.

2 That Council endorses the procurement activities as outlined in Section 5.3 of this report to progress the Gold Coast Precinct – Dive Attraction Project to meet the timelines of the Queensland State Government’s Growing Tourism Infrastructure Fund.”

5 DISCUSSION

5.1 Background



Wonder Reef was installed in early August 2021 approximately 2.5 kilometres offshore from Philip Park, The Spit. Following six – eight months of monitoring and reporting to satisfy conditions of approval, diving is planned to open to the public in early 2022.

Council of the City of Gold Coast (Council) has entered into a 50-year term lease with the Queensland Government for the Wonder Reef dive precinct.

A range of other Commonwealth and Queensland Government approvals and agreements have also been granted to enable the City to establish the dive attraction and have control over the site and dive attraction operations.

These approvals include Ministerial Approval under section 9(4)(b)(i) of the Local Government Act 2009 to allow Council to exercise its powers outside its local government area to establish and operate the dive attraction. This Ministerial Approval allows Council to make relevant local laws / subordinate local laws to regulate access to and use of the dive attraction.

5.2 Regulation

The City’s current Local Law No. 7 (Council Property) 2008 contains the necessary general provisions for the governance of properties under Council’s control.

The establishment of a subordinate local law is required to provide requirements and restrictions that are specific to public dive precincts.

The lease, approvals and agreements for Wonder Reef impose various obligations on the City regarding the management of the dive precinct.

The establishment of the subordinate local law is aimed at regulating access to public dive precincts and to ensure there are restrictions in place that will protect human safety and the natural and built environment.

The proposed subordinate local law limits access to a public dive precinct to holders of a dive precinct permit, commercial dive tour operators (pursuant to an agreement with the City, which will be the subject of a tender process) or under direction of an authorised person.

The proposed subordinate local law details what is required as part of a dive precinct permit application and the type of conditions that must and may be imposed when issuing a permit.

Further to this, the subordinate local law gives Council the ability to regulate the following within the precinct:

• admission and mooring access

• business undertakingshow and when the precinct can be closed, and

• activities that are prohibited (such as fishing, general boating and recreation, anchoring and damaging structures).

5.3 Local law making process

This report commences the subordinate local law making process, in accordance with Council’s 2016 Process for Making Subordinate Local Laws resolved GA16.0303.19, by proposing to make Subordinate Local Law 7.5 (Public dive precincts) 2021.

Upon Council resolution to “propose to make the subordinate local law”, public consultation will commence. Refer to Section 13 (Stakeholder Impacts) of this report for more information regarding proposed public consultation.

A report summarising the results of the public consultation will be presented to Council for consideration in determining whether to approve the making of the proposed local law amendments.




Establishing a world-class purpose-built dive attraction is one of the eight identified priority catalyst projects in the endorsed Gold Coast Destination Tourism Management Plan (DTMP) 2014-2020. A new subordinate local law is required to support the regulation, management and operation of the dive attraction.


Funding for the proposed local law creation process has been provided from the Council approved (G18.0921.030) budget for the Gold Coast Dive Attraction project (Budget Centre CI32900002, Cost Centre 1007377) and Health and Regulatory Service Branch existing budgets. No additional funds or resources are being sought for the development of the subordinate local law.

Funding for resourcing of enforcement activities required to regulate the proposed local law provisions is subject to further consideration by Council as part of the corporate budget process. It is expected that information for consideration will form part of a future budget review process. Resourcing considerations will include people, plant and equipment.

8 RISK MANAGEMENT

The purpose of the proposed subordinate local law is to mitigate diver safety issues and protect reef structures and associated marine life from incompatible activities.

Should Council resolve not to make the proposed subordinate local law, Council will not have the ability to effectively regulate use of the Wonder Reef dive precinct.

Without regulation, it is anticipated there will be an increased risk of incompatible activities taking place, such as fishing and general boating, which will compromise diver safety, establishment of a thriving marine environment and the overall dive experience.

9 STATUTORY MATTERS

As per the subordinate local law making processes resolved by Council GA16.0303.019, Council must, by resolution, propose to make the proposed subordinate local law.

Under the Local Government Act 2009, section 38 (Anti-competitive provisions), Council must not make a local law (including a subordinate local law) that contains an anti-competitive provision unless Council has complied with the procedures prescribed under a regulation for the review of anti-competitive provisions.

Relevantly, the Local Government Regulation 2012, section 15:-

• defines a provision as anti-competitive if under the Competition Policy Guidelines, the provision is identified as creating a barrier to entry to a market or competition within a market; and

• prescribes procedures for the review of anti-competitive provisions.

A review of the proposed subordinate local law for anti-competitive provisions, in accordance with the requirements of the Competition Policy Guidelines prescribed by regulation, has been undertaken. The proposed subordinate local law contains possible anti-competitive provisions which are identified in Attachment 2.



Council must ensure its local laws are drafted in compliance with the guidelines issued by the Parliamentary Counsel under the Legislative Standards Act 1992. The proposed subordinate local law complies with this requirement.

Council is not required to consult with the State regarding its proposal to make the subordinate local law, however it should be noted that Council has Ministerial Approval to exercise its powers outside the local government area in relation to the dive precinct, including the making of relevant local laws. Council may proceed straight to public consultation.

10 COUNCIL POLICIES

Not applicable.

11 DELEGATIONS

It is proposed that Council resolve to delegate to the Chief Executive Officer for the purposes of Section 38 of the Local Government Act 2009 and Section 15 of the Local Government Regulation 2012 the power to decide, in relation to the proposed Subordinate Local Law No. 7.5 (Public dive precincts) 2021:

a. how the public interest test is to be conducted b. the matters with which the public interest test report must deal and c. the consultation process for the public interest test and how the process is to be used

in the public interest test.





Alton Twine, Director Transport and Infrastructure

Transport and Infrastructure Yes

Kim Mayberry, Coordinator City Projects Unit/Wonder Reef Project Manager


Andrew Young, Executive Coordinator Legal Services

Office of the Chief Operating Officer

Yes

Melinda Bailey, Manager Health & Regulatory Services

Lifestyle & Community Services

Yes

Nicole Waters, Executive Coordinator Corporate Communication


Yes


13.1 External / community stakeholder Impacts

Extensive stakeholder engagement has been undertaken as part of the dive attraction project.



This has included consultation with the local dive industry, commercial and recreational fishing industry, boating organisations, statutory authorities, universities, marine scientists, tourism operators, the relevant local cultural heritage body (Jabree Ltd) and the general public.

In 2018, Council established a Dive Industry Reference Group. Engagement with this group of local commercial and recreational divers has been ongoing. A key recommendation of the Dive Industry Reference Group is the establishment of an exclusion zone and regulation of the dive precinct to provide protection for divers and marine life from incompatible activities, contributing to the overall success of the dive attraction.

Due to the nature of the proposed subordinate local law and how it may affect community sentiment, both positively or negatively, it is proposed that a comprehensive community engagement management plan is developed to ensure an open and transparent consultation process is undertaken. This may include engaging the community through City channels, social media, print and communication through community stakeholders and the City panel.

The community will have the opportunity to provide comment on the proposed subordinate local law during a 21-day public consultation period. This will include an advertisement in the Gold Coast Bulletin inviting the community to visit Council’s ‘Have Your Say’ website to view the proposed subordinate local law, and make a submission online or in writing.

The documents and submission forms will also be available at the Nerang Customer Contact Centre. All submissions will be reviewed and reported to Council for consideration.

13.2 Internal (organisational) stakeholder impacts

Health and Regulatory Services Branch within the Lifestyle and Community Directorate is responsible for facilitating the subordinate local law making process.

Both Transport and Infrastructure and Lifestyle and Community Directorates will be responsible for the change management implementation steps required to regulate the new laws.

Transport and Infrastructure will implement community educational activities to educate key stakeholders on the new subordinate local law.

Lifestyle and Community (via Health and Regulatory Services Branch) will be responsible for the ongoing enforcement of the subordinate local law.

Funding for resourcing of enforcement activities required to regulate the proposed local law provisions is subject to further consideration by Council as part of the corporate budget process.

It is expected that this information will form part of a future budget review process. Resourcing considerations will include people, plant and equipment.

14 TIMING

Should the recommendations in this report be endorsed, the following timeline is expected:

Task Expected timeframe

Commencement of public consultation September - October 2021

Final report to Council to consider feedback and if considered appropriate approve the making of recommended local law amendments.

November 2021

Local law gazettal December 2021



Task Expected timeframe

Change management implementation steps including system changes and notifications. Note: Implementation of enforcement activities conditional upon additional resourcing considerations.

December 2021- January 2022

15 CONCLUSION

This report seeks to commence the making of the City’s Subordinate Local Law No. 7.5 (Public dive precincts) 2021.

The proposed subordinate local law is intended to regulate access and provide sustainable recreational use of the Wonder Reef dive attraction precinct, and any other future Council dive precincts.

The subordinate local law specifies restrictions to protect artificial reef infrastructure and associated marine life and the safety of persons accessing dive precincts.

Community consultation will be undertaken as a part of this local law making process with community feedback to be reported back to Council to assist in determining whether to approve the making of the proposed subordinate local law.

It is recommended that Council resolve to propose to make Subordinate Local Law No. 7.5 (Public dive precincts) 2021 as per Attachment 1 to commence this process.

16 RECOMMENDATION


1. To propose to make Subordinate Local Law 7.5 (Public dive precincts) 2021 as detailed in Attachment 1.

2. To delegate to the Chief Executive Officer for the purposes of Section 38 of the Local Government Act 2009 and Section 15 of the Local Government Regulation 2012 the power to decide, in relation to the proposed Subordinate Local Law No. 7.5 (Public dive precincts) 2021:

a. how the public interest test is to be conducted;

b. the matters with which the public interest test report must deal; and

c. the consultation process for the public interest test and how the process is to be used in the public interest test.



Council of the City of Gold Coast

Subordinate Local Law No. 7.5

(Public dive precincts) 2021

Reprint No. 1

This and the following 11 pages is a certified copy of Subordinate Local Law No. 7.5 (Public dive precincts) 2021

made in accordance with the provisions of the Local Government Act 2009 by the Council of the City of Gold Coast by resolution dated [insert].

_______________________________________________ Joe McCabe

Acting Chief Executive Officer



Council of the City of Gold Coast Subordinate Local Law No. 7.5 (Public dive precincts) 2021 Contents

Page

Part 1 Preliminary 1

1 Short title .................................................................................................................... 1

2 Authorising local law .................................................................................................. 1

3 Object ........................................................................................................................ 1

4 Definitions—the dictionary ......................................................................................... 1

Part 2 Application of local law to public dive precincts 1

5 Public dive precincts .................................................................................................. 1

Part 3 Regulation of public dive precincts 2

6 Admission to and use of public dive precinct ............................................................ 2

7 Mooring of vessel in a public dive precinct ................................................................ 2

8 Regulation of business in a public dive precinct ........................................................ 3

9 Closure of public dive precinct ................................................................................... 3

Part 4 Prohibited conduct 3

10 Prohibited conduct in a public dive precinct .............................................................. 3

Part 5 Dive precinct permit 4

11 Application for a permit .............................................................................................. 4

12 Term of a permit ........................................................................................................ 5

13 Conditions of a permit ................................................................................................ 5

Schedule 1 Dictionary 7

Schedule 2 Public dive precincts 9



1


Subordinate Local Law No. 7.5 (Public dive precincts) 2021

Council of the City of Gold Coast Subordinate Local Law No. 7.5 (Public dive precincts) 2021

Part 1 Preliminary

1 Short title

This subordinate local law may be cited as Subordinate Local Law No. 7.5

(Public dive precincts) 2021.

2 Authorising local law

This subordinate local law is made pursuant to Local Law No. 7 (Council

Property) 2008.1

3 Object

The object of this subordinate local law is to assist in the implementation of

Local Law No. 7 (Council Property) 2008 by—

(a) regulating access to and the sustainable recreational use of public

dive precincts; and

(b) specifying restrictions to—

(i) minimise harm to human health and safety; and

(ii) provide for the protection of the artificial reef and

promotion of associated marine life in a public dive

precinct.

4 Definitions—the dictionary

The dictionary in Schedule 1 (Dictionary) of this subordinate local law

defines particular words used in this subordinate local law.

Part 2 Application of local law to public dive precincts

5 Public dive precincts

(1) For the purposes of the Schedule (Dictionary) of Local Law No. 7 (Council

Property) 2008 a public dive precinct is council property pursuant to Local

Law No. 7 (Council Property) 2008.

1 The exercise of the local government’s power outside the local government area in respect of the Wonder

Reef public dive precinct identified in Schedule 2 was approved in writing on 7 April 2021 by the Minister

under section 9(4)(b)(i) of the Local Government Act 2009.



2



(2) For the purposes of the Schedule (Dictionary) of Local Law No. 3

(Administration) 2008 a public dive precinct is specified as a public place

pursuant to Local Law No. 3 (Administration) 2008.

(3) A vessel is a thing specified as a vehicle—

(a) for the purposes of the Schedule (Dictionary) of Local Law No. 3

(Administration) 2008 pursuant to Local Law No. 3

(Administration) 2008; and

(b) for the purposes of the Schedule (Dictionary) of Local law No. 7

(Council Property) 2008 pursuant to Local Law No. 7 (Council

Property) 2008.

Part 3 Regulation of public dive precincts

6 Admission to and use of public dive precinct

(1) For the purposes of sections 9(1)(b) and 9(1)(i) of Local Law No. 7 (Council

Property) 2008, a person or vessel must not enter or use a public dive

precinct unless authorised to do so—

(a) in accordance with a commercial activity operator agreement; 2 or

(b) by a dive precinct permit; or

(c) by the direction of an authorised person.

(2) Having regard to the objects of this subordinate local law, the local

government may, by resolution, limit the number of commercial activity

operator agreements to be entered into and the number of dive precinct

permits to be granted.

7 Mooring of vessel in a public dive precinct

For the purposes of section 9(1)(e) of Local Law No. 7 (Council Property)

2008, a vessel must not park at a buoy mooring in a public dive precinct

other than in accordance with—

(a) the terms of a commercial activity operator agreement; or

(b) the conditions of a dive precinct permit; or

(c) the direction of an authorised person.

For example—

The terms of a commercial activity operator agreement or the conditions of a dive precinct

permit may include (but not be limited to) requirements as to specified buoy mooring/s in a

2 Entry to a public dive precinct pursuant to the terms of a commercial activity operator agreement entered into

by the local government under section 7 of Local Law No. 7 (Council Property) 2008 is entry authorised by

the prior written approval of the local government.



3



public dive precinct that may be used by a vessel and the maximum vessel length permitted

to use a specified buoy mooring/s.

8 Regulation of business in a public dive precinct

(1) To avoid any doubt, for section 11(a)(i) of Local Law No. 7 (Council

Property) 2008, a business carried on in a public dive precinct in accordance

with a commercial activity operator agreement is not a type of business

specified for this subordinate local law.

(2) A public buoy mooring in a public dive precinct may not be used for

carrying on business (including, but not limited to, business the subject of a

commercial activity operator agreement).

9 Closure of public dive precinct

(1) For the purposes of section 9(1) of Local Law No. 7 (Council Property)

2008, the local government may, by public notice, close a public dive

precinct to public access if, in the opinion of an authorised person, the

closure is appropriate for—

(a) inspection, maintenance, monitoring or investigation purposes; or

(b) the protection of—

(i) the natural and built environment in the public dive

precinct; or

(ii) the health and safety of persons who would otherwise be

using the public dive precinct.

Examples of ways in which the local government may give public notice for subsection (1)—

on the booking website for the public dive precinct, on the local government’s website, or

via social media

(2) In the event of closure of a public dive precinct under subsection (1), entry to

the public dive precinct is not permitted under a commercial operator

agreement or a dive precinct permit.

Part 4 Prohibited conduct

10 Prohibited conduct in a public dive precinct

For the purposes of section 10(f) of Local Law No. 7 (Council Property)

2008, a person or vessel must not, unless authorised by the direction of an

authorised person, carry out any of the following activities in a public dive

precinct—

(a) park any vessel by anchoring it; or

(b) interfere with a buoy mooring (other than for the purpose of

attaching or detaching a vessel) or navigational aid; or



4



(c) deface, damage, remove any material from, remove or otherwise

interfere with any structure; or

(d) use, cast or deploy any fishing apparatus (including from outside a

public dive precinct if the fishing apparatus wholly or partly enters a

public dive precinct); or

(e) take marine life; or

(f) discard any substance or item in the water.

Part 5 Dive precinct permit

11 Application for a permit

(1) For the purposes of section 16(1)(c)(iv) of Local Law No. 7 (Council

Property) 2008, an application for a dive precinct permit must, unless

otherwise required by the local government, be accompanied by—

(a) the following details regarding the vessel by which access to a

public dive precinct is sought—

(i) the vessel name;

(ii) the vessel registration number;

(iii) the total number of persons on board; and

(iv) the total number of persons on board who will be entering

the water in the public dive precinct; and

(b) the name, residential address, email address and contact phone

number of the person making the booking and submitting the

application for the dive precinct permit;

(c) the following details for each person who will be entering the public

dive precinct under the dive precinct permit—

(i) the person’s name; and

(ii) identification of whether the person will be entering the

water in the public dive precinct;

(d) a warranty by the person in subsection (1)(b) that the person is

authorised to apply for the dive precinct permit for and on behalf of

each person named under subsection (1)(c) and the application is

made with each person’s knowledge.

(2) For the purposes of section 16(1)(a) of Local Law No. 7 (Council Property)

2008, an application submitted in accordance with subsection (1) will be

taken to be made by each person named under subsection (1)(c) and, in so

doing, each person is taken to be the holder of the dive precinct permit if

granted.



5



12 Term of a permit

For the purposes of section 18 of Local Law No. 7 (Council Property) 2008,

a dive precinct permit is for the date, time and duration specified in the dive

precinct permit.

13 Conditions of a permit

(1) For the purposes of and without limiting section 19(1) of Local Law No. 7

(Council Property) 2008, the local government may impose all or any of the

following conditions in a dive precinct permit—

(a) A vessel must not manoeuvre under power while attached to a buoy

mooring, other than to detach from the buoy mooring.

(b) A vessel may only attach to a specified buoy mooring in a public

dive precinct.

(c) The use of a specified buoy mooring in a public dive precinct is

restricted to vessels not exceeding a specified length.

(d) A specified maximum number of vessels are permitted to use a

buoy mooring in a public dive precinct at any one time.

(e) A vessel must not carry more than a specified maximum number of

persons who may enter the water in a public dive precinct.

(f) A vessel must not be left unattended while attached to a buoy

mooring in a public dive precinct.

(g) Each person entering the water in a public dive precinct is

responsible for satisfying themselves that they have the appropriate

level of training, certification, experience and equipment to

undertake a planned dive in a public dive precinct.

(2) For the purposes of section 19(3) of Local Law No. 7 (Council Property)

2008, the following conditions must be imposed by the local government in a

dive precinct permit—

(a) Each person entering a public dive precinct under the dive precinct

permit must comply with:

(i) any directions given by the general manager Maritime

Safety Queensland and the Commonwealth;

(ii) the Transport Operations (Marine Safety) Act 1994 and the

Transport Operations (Marine Pollution) Act 1995.

(b) Any ship moored within a public dive precinct must have installed

and operate an all-round white light in accordance with Rule 30 of

the Collision Regulations.



6



(c) The owner or operator of a ship involved in a marine incident within

a public dive precinct must report the marine incident as required

under the Transport Operations (Marine Safety) Act 1994.

(d) Any ship using a buoy mooring within a public dive precinct must

be insured as required by section 67A of the Transport Operations

(Marine Pollution) Act 1995 and any other relevant legislative

requirements.

(e) Each person entering a public dive precinct under a dive precinct

permit indemnifies and holds harmless the local government and the

State of Queensland against all liability, loss, costs and expenses,

arising from or in connection with the person’s entry to and use of

the public dive precinct (including but not limited to personal injury

or property damage or loss).

(f) Notwithstanding the grant of a public dive permit, a person must not

enter or use a public dive precinct if the local government closes a

public dive precinct under section 9 (Closure of public dive

precinct) of this subordinate local law.

(g) Each person entering a public dive precinct under the dive precinct

permit must comply with any safety or management plans as

specified by the local government.

Example—

• A diver safety plan for a public dive precinct that includes diveable sea

conditions, a layout of zones and rest points and recommended safe diving

pathways within the precinct relative to diver certification levels.

• A management plan regarding vessel and diver interaction with marine fauna

and the reporting of interaction incidents.



7



Schedule 1 Dictionary

section 4

amphibious vehicle means a motor vehicle that can travel on land and water.

buoy mooring has the meaning given in the Transport Operations (Marine

Safety) Act 1994.

Collision Regulations means the International Regulations for Preventing

Collisions at Sea published by the International Maritime Organisation.

commercial activity operator agreement means a written agreement between

the local government and a person authorising the person to conduct a

business providing recreational diving tours in a public dive precinct.

Commonwealth means the Commonwealth of Australia and includes the

Australian Maritime Safety Authority

dive precinct permit means a permit authorising a person to dive in a public

dive precinct granted pursuant to section 17 of Local Law No. 7 (Council

Property) 2008.

fishing apparatus has the meaning given in the Fisheries Act 1994.

general manager Maritime Safety Queensland means the general manager

appointed under section 10 of the Maritime Safety Queensland Act 2002 and

includes any delegate of the General Manager under section 11A of the

Maritime Safety Queensland Act 2002.

marine incident has the meaning given in the Transport Operations (Marine

Safety) Act 1994.

marine licence has the meaning given in the Transport Operations (Marine

Safety) Act 1994.

navigational aid means a buoy marking the location of a public dive precinct

and includes any attached anchor block and any attachment line between the

anchor block and the buoy.

park includes moor.

personal watercraft has the meaning given in the Transport Operations

(Marine Safety) Act 1994.

public buoy mooring means a buoy mooring identified as a public buoy

mooring in a diagram in Schedule 2 (Public dive precincts) of this

subordinate local law.

public dive precinct means an area of land and water specified in Schedule 2

(Public dive precincts) of this subordinate local law.



8



recreational diving has the meaning given in the Safety in Recreational

Water Activities Regulation 2011.

ship has the meaning given in the Transport Operations (Marine Safety) Act

1994.

take has the meaning given in the Nature Conservation Act 1992.

vessel means a ship as defined in the Transport Operations (Marine Safety)

Act 1994, and for the purposes of this subordinate local law includes—

(a) an amphibious vehicle;

(b) a personal watercraft;

(c) a human-powered watercraft.

Examples of paragraph (c)—

kayak, raft, surfboard.



9



Schedule 2 Public dive precincts

Column 1

Description

Column 2

Name of

public dive

precinct

The area identified as Lot 1 on SP267497, located in the open waters of the

Coral Sea approximately 1.35 nautical miles east of Main Beach, within the

following coordinates and as shown in Diagram 1—

Easting Northing Longitude Latitude

NW corner 544520 6907210 153 27.157 E 27 57.565 S

NE corner 545020 6907210 153 27.462 E 27 57.564 S

SW corner 544520 6906710 153 27.159 E 27 57.836 S

SE corner 545020 6906710 153 27.463 E 27 57.835 S

Wonder Reef



[

PlacemarkPlacemark

PlacemarkPlacemark

SESW

NENW

MB-SEMB-SW

MB-NEMB-NW

5Ring (1)4 Ring (8)

4 Ring (7)4 Ring (6)


5 Ring (9)

[0 1,000 2,000500 m

1:15,000 1 cm = 150 m

PlacemarkPlacemark

PlacemarkPlacemark

SESW

NENW

MB-SEMB-SW

MB-NEMB-NW

5Ring (1)4 Ring (8)



5 Ring (9)

[0 1,000 2,000500 m

1:15,000 1 cm = 150 m

PlacemarkPlacemark

PlacemarkPlacemark

SESW

NENW

MB-SEMB-SW

MB-NEMB-NW

5Ring (1)4 Ring (8)



5 Ring (9)

[0 1,000 2,000500 m

1:15,000 1 cm = 150 m

LOCATION EASTING NORTHING LONGITUDE LATITUDE

CENTRE POINT 544770 6906960 153 27.310 E 27 57.700 S

DIVE PRECINCT (NW) 544520 6907210 153 27.157 E 27 57.565 S

DIVE PRECINCT (NE) 545020 6907210 153 27.462 E 27 57.564 S

DIVE PRECINCT (SW) 544520 6906710 153 27.159 E 27 57.836 S

DIVE PRECINCT (SE) 545020 6906710 153 27.463 E 27 57.835 S

NAVIGATION AID (1) 544570 6907160 153 27.188 E 27 57.592 S




BUOY MOORING (A) 544751 6906962 153 27.299 E 27 57.699 S

BUOY MOORING (B) 544781 6906945 153 27.317 E 27 57.708 S

BUOY MOORING (C) 544794 6906976 153 27.325 E 27 57.692 S

PUBLIC BUOY MOORING (D) 544783 6907028 153 27.318 E 27 57.663 S

THE

BR

OA

DW

ATE

R

GOLD COAST SEAWAY

CORAL SEA

MP

3084

Diagram 1 - Wonder ReefPublic dive precinct

SEAWORLDDRIVE

303°55´45˝3693.5

NW NE

SW SE

PUBLIC DIVE PRECINCT

21

3 4

D

NW NE

SW SE

R87 NAV. AIDMAX. SWING (TYP.)

R43 OUTERDIVE MOORING

(TYP.)

A

B

C

CENTREPOINT

500m

500m

D

NAV. AIDMAX. SWING

PUBLIC DIVE PRECINCT

REFER TO DETAIL

DETAIL

Scale: NTS



List of likely anti-competitive provisions—Proposed Subordinate Local Law No. 7.5 (Public Dive Precincts)

2021 Page 1 of 1

LIST OF LIKELY ANTI-COMPETITIVE PROVISIONS

Local Law: Subordinate Local Law No. 7.5 (Public dive precincts) 2021

Potential anti-competitive

provision

Type Explanatory comments

Section 6—Admission to and

use of public dive precinct

Barriers to entering

the market and

restriction competition

in the market

This provision has the potential to

prohibit particular business activities

and commercial activity operator

agreement parties are given some

advantage over other business

operators.

Section 7—Mooring of vessel

in a public dive precinct

This provision places obligations on the

operators of business activities that may

impose some hindrance to business

operations.

Section 8—Regulation of

business in a public dive

precinct

This provision prohibits all business

from using a public buoy mooring.

Section 10—Prohibited

conduct in a public dive

precinct

This provision places obligations on the

operators of business activities that may

impose some hindrance to business

operations.



6.4★ JULY 2021 MONTHLY FINANCIAL REPORT


File Number: FN334/375/23(P1)

Author: Katie Summer, Branch Support Officer, Corporate Finance

Authoriser: Grant Mather, Chief Operating Officer, Office of the Chief Operating Officer

Attachments: 1 Attachment 1 - July 2021 Monthly Financial Report ⇩


Not applicable.

2 EXECUTIVE SUMMARY

Not applicable.

3 PURPOSE OF REPORT

The Local Government Act 2009 and the Local Government Regulation 2012 require the Chief Executive Officer to present a financial report to Council on a monthly basis. The attached report is provided to Council in accordance with the above statutory requirements for July 2021.

4 PREVIOUS RESOLUTIONS

Not applicable.

5 DISCUSSION

Monthly financial reporting to Council is specified under section 204 of the Local Government Regulation 2012. It requires the Chief Executive Officer to present a financial report to Council on a monthly basis, stating the progress that has been made in relation to the local government’s budget. To aid in understanding the budget to actual position a Special Purpose Statement of Income and Expenditure and Special Purpose Statement of Financial Position are provided in Attachment 1. The purpose of each statement is summarised below:

Special Purpose Statement of Income and Expenditure - The Statement of Income and Expenditure measures Council’s performance over the year and includes all sources of income and all operating expenses. A favourable net result indicates Council is increasing its community equity, i.e. net accumulated financial worth. Combined Statements of Income and Expenditure for Gold Coast Water, Waste Management, Tourist Parks and Other Council Activities are also provided in Attachment 1.

Special Purpose Statement of Financial Position - The Statement of Financial Position sets out Council’s net accumulated financial worth at a point in time. It shows the assets that Council holds as well as liabilities or claims against these assets.

These special purpose financial statements are prepared for Council in satisfaction of the statutory requirement noted above. They are extracted directly from the financial system after each month is closed, so the amounts shown in the report reflect unaudited account balances. On rare occasions the report may reflect an adjusted amount, where material errors or omissions in the financial system are known and quantifiable.



2021-22 Basis of Reporting & Trend Analysis

The budget figures presented in this report as at 31 July 2021 represents the 2021-22 Initial Budget position.

As part of the monthly reporting process, Directorates are requested to identify significant budget trends. A trend is generally caused by an external influence beyond Council’s control (e.g. legislative, economic/financial markets, weather, etc.) and could potentially result in a variation to the level of service provided by Council. Budget variations are considered in the budget review process. There are no trends to report for July 2021.

2021-22 Year to Date Progress and Comparative Analysis

Progress against capital and operating budgets can be expressed in a series of high-level indicators as provided below. These indicators show that revenue and expenditure are generally within expectations at this point in the financial year.

When reviewing the budget to actual position on the statements it should be noted that Council’s budget is prepared on an annual basis, whereas actual figures are presented on a progressive monthly basis. Pro rata comparisons may not be appropriate because actual results may not occur evenly throughout the year, for example when they are influenced by seasonality or when works / programs are ahead of or behind schedule, or progress at a rate which is not uniform throughout the year. Such timing variances do not indicate a need for budget adjustment. Examples of variances which should be addressed through budget adjustments are:

o planning variances where the intended program/outputs have changed;

o cost/efficiency variances, such as savings or over-expenditure, that will not be

absorbed within the budget area

o price variances, where the price of inputs changed.

REVENUES

The table and graph below present Council’s major sources of operating revenue as at the end of July 2021 (8.3% of year elapsed). They show the actual year to date performance compared with total year budget.

Initial Bgt $000s Revised Bgt $000s Actual $000s % of FY Bgt

Rates & Utility Charges 1,323,875 1,323,875 390,691 29.5%

Fees & Charges 112,784 112,784 8,970 8.0%

Interest Revenue 7,131 7,131 841 11.8%

Other Revenue 26,729 26,729 2,219 8.3%

Revenue - July 2021

Annual YTD



Rates and Utility Charges

Rates and utility charges brought to account as at the end of July 2021 was $390.8 million, which is 29.5% of the total budget of $1,323.9 million. This amount includes Water rates, which are recognised on a progressive monthly basis, and other rates, which are recognised when billed.

By comparison, $353.8 million (28.6%) of last year’s Rates and utility charges budget of $1,237.3 million had been received by the end of July 2020.

Fees and Charges

Fees and charges at the end of July 2021 were $9.0 million, which is 8.0% of the revised budget of $112.8 million (8.3% of year elapsed).

By comparison, $7.2 million (7.5%) of last year’s Fees and charges budget had been received by the end of July 2020.

Building and Development revenue ($3.7 million) has continued to trend favourably against the annual budget of $26.0 million. This is believed to be a result of the COVID-19 Economic Stimulus response with industry experts unclear on how long this trend will last. The volume of development applications received by the City has increased substantially in the past year.

Interest Income

Interest income at the end of July 2021 was $0.8 million (including interest on rate arrears), which is 11.8% of the budget of $7.1 million (8.3% of year elapsed).

By comparison, $1.3 million (11.9%) of last year’s interest revenue budget of $10.6 million had been received by the end of July 2020.

The RBA official interest cash rate is currently 0.10%. This has reduced the returns received

by the City in July 2021 to around 0.62%.



Other Revenue

Other Revenue income at the end of July 2021 was $2.2 million which is 8.3% of the budget

of $26.7 million (8.3% of year elapsed). Items included within Other Revenue include Rental

and Lease Revenue, Advertising Revenue, Food & Beverage Sales, Receipts from GCCC

Insurance Company.

OPERATING EXPENDITURE

The table and graph below present Council’s major sources of operating expenses (excluding depreciation, finance costs and capitalised expenses) as at the end of July 2021 (8.3% of year elapsed). They show the actual year to date performance compared with total year budget.

The above graph provides a comparison of year to date actual operating expenditure to budget for July 2021 as well as providing a comparison to last year’s actuals.

Council has spent $79.8 million from an operating expense budget of $1,090.4 million (excluding proposed reprovisions) in 2021-22. This represents 7.3% expended at 8.3% of the year elapsed.

By comparison 7.2% ($75.8 million) of the previous year’s actual expenditure had been spent from the budget of $1,051.1 million at the end of July 2020.

In addition to CPI changes, major changes in budgeted operating expenditure in 2021-22 compared to last year include: -

• purchase of bulk water - $19.6 million

• cash contribution for Light Rail Stage 3 - $3 million

• HOTA operating contribution increase - $2.8 million

Initial Bgt $000s Revised Bgt $000s Actual $000s % of FY Bgt

Employee Costs 437,450 437,450 30,377 6.9%

Materials & Services 550,771 550,771 29,485 5.4%

Other Expenses 102,229 102,229 19,945 19.5%

Expenses - July 2021

Annual YTD



• Major Events Gold Coast operating contribution increase - $2.5 million

• resource recovery (including domestic organics recovery strategies) - $2.1 million

• Fleet review implementation - $1.4 million

• Bus service subsidy for Northern Gold Coast - $1 million.

CAPITAL EXPENDITURE

The capital expenditure graph shows a comparison of year to date actual expenditure for 2021-22 compared to initial budget 2021-22 capital works as well as providing a comparison to 2020-21 actuals.

At the end of July 2021 $36.1 million ($276.6 million inclusive of commitments) had been spent from a total capital budget of $626.6 million (excluding proposed reprovisions). This represents 5.8% (44.1% inclusive of commitments) of the total budget with 8.3% of the year elapsed. Commitments relate to current year projects.

By comparison, $19.1 million (3.3%), or $258.4 million (44.9%) inclusive of commitments, of the capital budget of $575.0 million (excluding reprovisions) had been spent at the corresponding initial budget period at the end of July 2020.

Capital Expenditure by Program



Notable expenditure projects to date include the following:

Internal Services

• Project 62672 -110 Eastlake St Carrara , $10.6m

Expenditure relating to the purchase of land at Carrara, with settlement of the final

site funded by a special dividend from the Water & Waste directorate.

Parks Recreations & Services

• Project 33050 - GC Northern Sports Open Space, $12.7m

Expenditure relating to the Land acquisition program that is funded by the

Recreational Space Separate Charge. Suburbs within the City of Gold Coast

represent some of the fastest growth areas in the nation. To help ensure the success

of these communities, adequate community infrastructure is required to be provided

Initial Bgt

$000s

Revised Bgt

$000s

Actual

$000s

% of FY

Bgt Spent

City Planning 3,235 3,235 36 1.1%

City Transport 197,885 197,885 (470) -0.2%

Community Health & Safety 46,039 46,039 2,523 5.5%

Conservation & Environment 19,817 19,817 76 0.4%

Economic Development 1,300 1,300 7 0.5%

Internal Services 46,302 46,302 10,910 23.6%

Organisational Capability 15,589 15,589 517 3.3%

Parks, Recreation & Culture 87,024 87,024 15,335 17.6%

Waste Management 16,663 16,663 511 3.1%

Water & Sewerage 192,730 192,730 6,626 3.4%

Total Capital Program 626,582 626,582 36,070 5.8%

Capital Expenditure - July 2021

Annual YTD



by the City. These allocations aim to secure land on the edges of the urban footprint

and purchasing relatively underdeveloped land within already developed areas as a

cost-effective means of future proofing the recreation opportunities of the City’s future

residents.

City Transport

• Project 05460 – Dvlpr Rwk Foxwell Rd Upgr Pac Motorway, -$7.7m

Reversal of $7.7 million accrual for the balance payment of Trunk Reimbursement

relating to the Foxwell Road upgrade.

INVESTMENT PERFORMANCE

All Council investments are in accordance within the guidelines established by the Investment Policy (A18961528).

Council aims to maximise investment returns on all surplus cash within agreed risk parameters. Capital preservation and liquidity management are the key considerations when entering into investment transactions.

Investments will be made for maturities that coincide with known future cash flow requirements to ensure Council has sufficient cash on hand to meet all liabilities as and when they fall due.

Variations in the interest budget occur due to movements in market interest rates and in Council’s available cash balance.

As a performance measure the table below compares the average monthly earning rate that Council has invested compared to the Queensland Treasury Corporation (QTC) cash fund rate and Bank Bill Swap Rate (BBSW) benchmarks for the relevant period.

For the month ending 31 July 2021 Council had $935.9 million cash invested with an average earning interest rate of 0.62%, being 0.59% above BBSW benchmark. This is compared to the same period last year with $959.7 million cash with an average interest rate of 1.46%, being 1.45% above BBSW benchmark.

Interest Rate Comparison Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21

Ave Monthly Earning Rate 1.113% 1.065% 1.057% 0.904% 0.898% 0.902% 0.826% 0.782% 0.768% 0.697% 0.655% 0.623%

QTC Cash Fund 0.570% 0.620% 0.800% 0.530% 0.880% 0.520% 0.470% 0.670% 0.490% 0.460% 0.360% 0.500%

BBSW (benchmark) 0.010% 0.009% 0.007% 0.020% 0.016% 0.011% 0.013% 0.033% 0.040% 0.040% 0.027% 0.034%

RBA Offcial Cash Rate 0.250% 0.250% 0.250% 0.100% 0.100% 0.100% 0.100% 0.100% 0.100% 0.100% 0.100% 0.100%

Investment Returns




Not applicable.


Not applicable.

8 RISK MANAGEMENT

Not applicable.

9 STATUTORY MATTERS

The July 2021 Monthly Financial Report is presented to Council in accordance with the Local Government Act 2009 and the Local Government Regulation 2012.

10 COUNCIL POLICIES

Not applicable.

11 DELEGATIONS

Not applicable.


The July 2021 Monthly Financial Report has been developed in consultation with Directorate staff where applicable.






Julie Brooks, Executive Coordinator Directorate Finances


Yes

Alex Rummery, Executive Coordinator Directorate Finances


Yes

Rebecca Van’t Hoff, Executive Coordinator Directorate Finances


Yes

Carlton Oldfield, Executive Coordinator Directorate Finances


Yes

John Blair, Manager Corporate Finance


Yes


Not applicable.

14 TIMING

Not applicable.

15 CONCLUSION

The presentation of the attached special purpose (unaudited) reports, 2021-22 Statement of Income and Expenditure and Statement of Financial Position, satisfies legislative financial reporting requirements for July 2021.

The high-level indicators show that revenue and expenditure are generally within expectations at this point in the financial year.

16 RECOMMENDATION


That Council note the Special Purpose 2021-22 Statement of Income and Expenditure and Statement of Financial Position as presented for July 2021.



Attachment 1

BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL

REVENUE

RATES & UTILITY CHARGES 0 0 (94,689) (7,840) (537,646) (43,981) (691,540) (338,871) (1,323,875) (390,691) 1

RATES DISCOUNTS & REMISSIONS 0 0 0 0 0 0 61,897 8,908 61,897 8,908 1

FEES AND CHARGES (17,789) (1,415) (14,201) (1,174) (3,902) (137) (76,893) (6,244) (112,784) (8,970)

INTEREST REVENUE 0 0 (317) (39) (2,490) (332) (4,324) (470) (7,131) (841) 2

GAIN/LOSS ON SALE OF ASSETS 0 0 0 0 5,000 0 9,938 (4,680) 14,938 (4,680)

CONTRIBUTION & DONATIONS REVENUE 0 0 (424) 0 (70,500) (3,764) (151,127) 2,810 (222,051) (954) 3

GRANTS & SUBSIDIES REVENUE 0 0 0 300 0 90 (51,898) (15,110) (51,898) (14,720)

OTHER REVENUE (56) (471) (1,250) 670 (900) (627) (24,523) (1,791) (26,729) (2,219)

TOTAL REVENUE (17,845) (1,887) (110,880) (8,082) (610,438) (48,751) (928,471) (355,448) (1,667,633) (414,167)

EXPENSES

EMPLOYEE COSTS 916 63 8,660 511 57,854 4,090 370,020 25,713 437,450 30,377

MATERIALS AND SERVICES 18,046 1,442 102,626 6,560 596,743 36,105 459,937 21,449 1,177,353 65,556

DEPRECIATION & AMORTISATION 1,743 0 6,586 0 103,141 0 170,976 0 282,446 0 5

FINANCE COSTS 0 0 0 0 0 0 29,287 2,613 29,287 2,613 4

OTHER EXPENSES 451 5 6,424 (2,776) 4,039 113 91,314 22,603 102,229 19,945

CAPITALISED EXPENSES (3,123) 0 (17,163) 0 (192,730) 0 (413,566) 0 (626,582) 0 5

TOTAL EXPENSES 18,033 1,511 107,133 4,295 569,048 40,308 707,969 72,378 1,402,182 118,491

NET RESULT 188 (376) (3,747) (3,787) (41,390) (8,443) (220,502) (283,070) (265,451) (295,676)

1

2

3

4

5

SPECIAL PURPOSE FINANCIAL STATEMENT (UNAUDITED)

COMBINING STATEMENT OF INCOME AND EXPENDITURE FOR CITY OF GOLD COAST

FOR THE PERIOD ENDED 31 JULY 2021

(in thousands of dollars)

GOLD COAST GOLD COAST GOLD COAST

Finance Costs (includes credit card surcharges) are processed once quarterly statements are received from Queensland Treasury Corporation.

Depreciation and Capitalised expenses cannot be processed for the current year until the year end accouns are completed.

General explanations of the above line items can be found in Appendix 1

TOURIST PARKS WASTE MANAGEMENT WATER OTHER ACTIVITIES CITY OF GOLD COAST

This amount includes Gold Coast Water rates, which are recognised on a progressive monthly basis, and other rates, which are recognised when billed.

Interest revenue comprises earnings from cash balances.

Contributions and Donations Revenue comprises capital revenues from cash contributions and contributed assets.



BUDGET ACTUAL

ASSETS

CURRENT ASSETS

CASH ASSETS 542,581 933,223 1

CURRENT RECEIVABLES 231,566 538,363 2

INVENTORIES 59,862 9,161

PREPAYMENTS 693 590

CLEARING ACCOUNTS 0 8 3

834,702 1,481,344

NON CURRENT ASSETS

OTHER FINANCIAL ASSETS 1,150 1,150 4

PROPERTY, PLANT AND EQUIPMENT 15,810,454 14,670,629

ASSETS UNDER CONSTRUCTION 0 734,315 5

15,811,604 15,406,094

TOTAL ASSETS 16,646,306 16,887,438

LIABILITIES

CURRENT LIABILITIES

CURRENT PAYABLES (121,857) (97,245)

UNEARNED REVENUE (26,974) (51,871) 6

CURRENT EMPLOYEE BENEFITS (39,805) (33,297)

CURRENT BORROWINGS (79,565) (82,394)

CLEARING ACCOUNTS 0 (10,995) 3

(268,201) (275,803)

NON CURRENT LIABILITIES

NON CURRENT EMPLOYEE BENEFITS (58,908) (63,427)

NON CURRENT PROVISIONS (81,465) (81,009) 8

NON CURRENT LEASE LIABILITIES (12,646) (14,086)

NON CURRENT BORROWINGS (609,120) (556,671)

(762,138) (715,194)

TOTAL LIABILITIES (1,030,339) (990,997)

NET COMMUNITY ASSETS 15,615,967 15,896,442

COMMUNITY EQUITY

RETAINED CAPITAL 10,126,947 9,925,498

RESERVES 5,489,020 5,970,944 7

TOTAL COMMUNITY EQUITY 15,615,967 15,896,442

1

2

3

4

5

6

7

8 Non Current Provisions includes future rehabilitation and remedial works at the City's waste landfill sites. These works

are expected to be undertaken from the year 2035 to the year 2080 with the majority of the costs being incurred for

leachate management and landfill capping.

Current Receivables includes balances of outstanding invoices. It is usually highest after rate notices are issued (July and

January).

Clearing Accounts comprise a number of accounts used to hold balances which are cleared periodically throughout the

year, including credit cards, payroll related items and debtor refunds.

Other Financial Assets are Council's investments in Gold Coast City Council Insurance Co Ltd and SEQ Regional

Recreational Facilities Pty Ltd.

The balance of Assets Under Construction is the accumulated expenditure on capital assets that have not yet been

completed and added to Property, Plant and Equipment. From a budget perspective it is assumed that by year end all

capital works have been completed and moved to Property, Plant and Equipment.

Unearned Revenue includes waste management utility rates which have been billed but are treated as unearned and

recognised as revenue progressively throughout the year. They will be reduced by year end.

Reserves includes Asset Revaluation Surplus and Cash Reserves.

SPECIAL PURPOSE FINANCIAL STATEMENT (UNAUDITED)

STATEMENT OF FINANCIAL POSITION FOR CITY OF GOLD COAST AS AT 31 JULY 2021

(in thousands of dollars)

General explanations of line items can be found in Appendix 1.

Cash Assets include investments. The balance is usually highest after the close of the discount period for Rates (August

and February). The cash balance comprises: (i) Infrastructure Charges Reserve ($397.6m), (ii) Investment Fund Reserve

($102.8m), (iii) Gold Coast Water & Waste reserves ($178.1m), (iv) Other reserves (including Cultural Precinct,

Strategic Priorities Reserve) ($67.3m) and (iv) Other cash items ($187.5m).



APPENDIX 1 – Explanation of Financial Statement Items This appendix is a general explanation of Council’s revenues, costs, assets and liabilities to aid in understanding the budget to actual comparison in the monthly financial report.

STATEMENT OF INCOME AND EXPENDITURE BY SIGNIFICANT ACTIVITIES

REVENUE FROM ORDINARY ACTIVITIES

Rates and Utility Charges

Rate revenue for Council will mainly be recorded in July and January upon the issue of rate notices. Rate Revenue for Gold Coast Water is accounted for on an accrual basis throughout the year.

Rates Discount and Remissions

Rate discount is recorded as an expense at the time of payment and will mainly increase in July / August and January / February as rates are paid. However, remission is provided at the time of rate issue and will mainly increase in July and January.

Fees and Charges The pattern of revenue for fees and charges reflects a mixture of billing cycles and seasonal variations. For example, licensing and other charges are mainly billed in the first quarter of the financial year, whereas development assessment receipts may follow building and economic trends.

Gain/Loss on Sale A gain or loss on sale arises when Council assets are disposed of or sold at a value that varies from their book value.

Interest Revenue Interest earned varies according to the cash balances available for investment throughout the year.

Contributions and Donations Revenue

Includes capital revenues from cash contributions and contributed assets. Contributed assets generally account for more than half of this budget which are a ‘book entry’ only and are brought to account through year-end processes.

Grants and Subsidies Revenue

Subsidies are mainly received for specific capital projects after stages of completion are reached.

Other Revenue Other revenue comprises miscellaneous relatively small amounts of revenue that don’t fit into the major categories. It includes Reimbursements and Recoveries, and Rental and Lease Revenue.

EXPENSES FROM ORDINARY ACTIVITIES

Employee Costs The total expenditure on labour, including remuneration and benefits, as well as other employee-related costs such as superannuation, payroll tax and workers compensation.

Materials and Services

Where totals are shown for individual business units, the expenditure on materials and services includes internal transactions.

Depreciation and Amortisation

Non-cash expense that estimates the use and ‘wear and tear’ of non-current assets such as plant, equipment and infrastructure.

Finance Costs Interest on loans, and bank charges.



Other Expenses Other expenses comprise miscellaneous expenses that don’t fit into the major categories. It includes contributions and donations, write offs, insurance premiums and external audit fees.

Capitalised Expenses

This line shows how much of the employee costs and materials and services are used in construction / purchase or major renewal of assets. The budget reflects the total expenditure identified in the Four Year Capital Works Program.

Net Result for Period

This line represents the budgeted increase in community equity to be retained at year end. This is used to fund new capital works and for loan redemption. Transfers to and from capital reserves are made as appropriate.

STATEMENT OF FINANCIAL POSITION

Current assets The cash and cash equivalents that are currently held. The budget shows the budgeted closing balance at the end of the financial year. The actual cash balance will vary significantly throughout the year as rate receipts, loans and major payments are processed. Cash investment is managed by Council’s Treasury Section.

Non Current Assets The budgeted value of property, plant and equipment and infrastructure assets, at year end, including land, roads, water and sewerage infrastructure after depreciation, renewals, new capital works, contributed assets and revaluations are accounted for.

Current Liabilities The present obligations, arising in the past, that Council has to make payments for within the next financial year. The budget shows the expected balance of these liabilities at the end of the financial year. This includes accounts payable and provisions for employee entitlements to annual and long service leave. It also includes the expected commitment to pay loan redemption in the next financial year.

Non-Current Liabilities

The expected balance, at year end, of provisions for employee entitlements and debt that is not required to be paid within the next financial year.

Community Equity Retained equity includes City Capital and any Surplus / Deficit. Reserves include cash-backed reserves representing infrastructure charges and asset revaluation reserves which record the valuation adjustments to Council’s existing non-current assets.



6.5★ CORPORATE POLICY PORTFOLIO REPORT 1 JANUARY - 30 JUNE 2021


File Number: LG449/756/02/01(P1)

Author: Sarah Wilton, Manager Corporate Planning And Performance, Corporate Planning & Performance


Attachments: 1 Attachment A - Policies amended 1 January - 30 June 2021 ⇩

2 Attachment B - Policies under review as at 30 June 2021 ⇩

3 Attachment C - Status of Council Policies as at 30 June 2021 ⇩

4 Attachment D - Municipal Infrastructure Delivery Governance Framework ⇩


Not applicable.

2 EXECUTIVE SUMMARY

Not applicable

3 PURPOSE OF REPORT

The purpose of this report is to present the status of Council Policies as at 30 June 2021.

4 PREVIOUS RESOLUTIONS

G11.0415.013 (in part)

“3 That a six monthly status report be presented to the Corporate Governance and Administration Committee which will replace the detailed report currently presented as part of the Quarterly Corporate Performance Report (as per G08.1124.019).”

5 DISCUSSION

Council policies clarify Council’s position on an issue, which are generally matters of public interest and external service delivery.

As part of Council’s policy processes, policies are generally reviewed every two to three years to ensure continued alignment with Council objectives and legislative requirements; to review effectiveness and to ensure that policy information provided to employees and the community remains contemporary. While all policies include a review date, it should be noted that Council and Administrative Policies remain in force until repealed; revoked or amended.

All new Council policies and major policy changes require a Council resolution. Minor changes that do not affect the intent or purpose of a Council policy may be approved by the Chief Executive Officer (CEO) or Chief Operating Officer (COO) under delegated power.

The policy portfolio currently consists of 87 Council policies and 51 Administrative policies (policies relating to internal operations). This report provides a summary of the status of all Council policies as at 30 June 2021.

5.1 Policy activity

During the period 1 January to 30 June 2021:

• no new policies were adopted by Council



• a total of 22 existing Council policies were amended (Attachment A) including:

o 13 amended by Council resolution of which two were renamed –

➢ Community Engagement Policy - GA21.0617.006/G21.0622.027 (previously Community Consultation Policy)

➢ Concealed Water Leak Policy - WWE21.0512.012/G21.0518.017 (previously Water and Sewage Leakage Relief Policy).

o the remaining policies were amended by the CEO/COO/CPO under delegation as the

changes were minor and did not affect the intent or purpose of the policy.

The status of the 87 Council policies as at 30 June 2021 is as follows:

• 51 per cent (44) were current (within their review date)

• 16 per cent (14) were under review (review has commenced)

• 33 per cent (29) were overdue for review (review not yet commenced).

The following attachments provide more detailed information:

• Attachment A - Policies amended 1 January to 30 June 2021

• Attachment B - Policies under review as at 30 June 2021

• Attachment C - Status of Council policies as at 30 June 2021

During 2020-21, the review of policies has been heavily impacted by the following external factors:

• COVID-19 has continued to have ongoing impacts on the review of policies as some areas of the organisation continue to divert available resources to COVID-19 response and recovery. In addition, some of the policies that are under review are currently assessing whether additional policy amendments are required to address COVID-19 related implications.

• Changes in legislation during 2019-20 also continues to impact several policies, as well as the requirement for new policy development. The Crime and Corruption Commission (CCC) report - Operation Belcarra: A blueprint for integrity and addressing corruption risk in Local Government (Belcarra Report) triggered a significant reform program with the most recent reform being the Electoral and Other Legislation (Accountability, Integrity and Other Matters) Amendment Bill 2020 that passed by the Queensland Legislative Assembly on 18 June 2020 and received assent on 30 June 2020. This resulted in changes to Acts and Regulations, including the Local Government Act 2009 and Local Government Regulation 2012. In response to these changes in legislation, a number of policies have been reviewed and a number remain under review including the Public Access to Council and Standing Committee Agenda/Minute/Report Documentation Policy , the Councillor, Advisor and Staff Employee Communications (Acceptable Requests) Policy and Guidelines and the Council Events and Program Policy.

5.2 Queensland Audit Office – Interim Report

The Queensland Audit Office (QAO) Interim Report reviewed Council’s policy portfolio, with particular regard to the number of policies which are past their review date. The QAO Interim Report recommended that management develop a plan to ensure policies are reviewed as they fall due, with all policies expected to be within their review dates by 30 June 2021.

To support the implementation of this recommendation, Corporate Planning and Performance Branch (CPP) has been working closely with Policy Sponsors (relevant Directors) and Policy Owners (relevant Managers) to support the review of policies which are past their review dates as well as preparation for those due for review in the future.



This increased focus has resulted in 36 policy reviews being completed in 2020-21, compared to 23 in 2019-20. Four new policies were adopted in 2020-21, compared to 0 in 2019-20. Since 31 December 2020, the per cent of Council policies which are within their review date has increased from 48 per cent to 51 per cent, and those under review from 12 per cent to 16 per cent.

The QAO has recently reviewed progress and revised the action due date to 30 September 2021. An update on progress will be provided as part of the next report.

5.3 Community Access to Policies

During the reporting period a total of 8,607 hits on policies, published to the Publication Scheme on Council's website, were recorded. The top ten policies accessed were:

Rank Policy Number of downloads

1 Water and Sewage Leakage Relief Policy 1,959

2 Community Grants Policy 838

3 Waste Disposal Fee Concession Policy 555

4 Water and Sewerage Connections Policy 523

5 Sporting Field Closure Policy 360

6 Procurement Policy and Contract Manual 336

7 Code of Conduct for Staff 279

8 Garage Sales Policy 236

9 Councillor Remuneration Policy 181

10 Community Engagement Policy 159

5.4 Corporate Structure Change - policy changes effective from 1 July 2021

The Council endorsed (G21.0608.019) a range of corporate structure changes due to take effect from 1 July 2021.

Inter alia: “That Committee Recommendation GA21.0608.004 be adopted with a correction to part 3(i) such that it reads in its entirety as follows:-…

2 That the following specific corporate structure changes be endorsed for implementation to take effect 1 July 2021:

a Establish Project Management Office within Organisational Services.

b Transfer of the People & Culture branch to the Office of the Chief Operating Officer.

c Transfer the Water Leakage Policy administration function from Revenue Services to the Customer Engagement branch (Water and Waste).

d Transfer the Contracts Management and Administration Unit from Legal Services to the City Procurement branch in Organisational Services and rename the branch Contracts and Procurement.



e Transfer of asset custodianship responsibilities for off-street parking assets, including the Southport Broadwater Parklands carpark, from Community Venues and Services to the City Assets branch in Transport and Infrastructure.

f Transfer Transit Centre leasing responsibilities to Property Services. …”

These policy changes will be actioned under delegation.

5.5 Municipal Infrastructure Delivery Governance Framework

While the Municipal Infrastructure Delivery Governance Framework (MIDGF) was not adopted by Council as a policy, it has historically provided a similar function for Council.

The Municipal Infrastructure Delivery Governance Framework (MIDGF) was developed in 2009-10 to govern internal arrangements between business owners, asset custodians and project delivery areas as well as clarify roles and responsibilities for the planning and delivery of municipal infrastructure. The MIDGF was endorsed by Council in 2010 (G10.0423.022) and included an associated Councillor Communication Protocol.

During 2020-21, a review of project management and governance standards took place and a new set of Planning and Delivery Standards, approved by the Chief Operating Officer were developed to replace this framework as well as other frameworks governing non-infrastructure related project planning and delivery. The suite of new Planning and Delivery Standards includes a Roles and Responsibilities Standard, a Project Management Standard and an Evaluation Standard, which replace the non-councillor related components of the MIDGF.

With regard to the key Councillor related component of the MIDGF, Councillor engagement and communication in relation to infrastructure has been incrementally updated and is currently directed through the Local Government Act 2009; the Local Area Works (LAW) Policy; Community Engagement Policy and the Acceptable Request Guidelines (currently being developed into a new Council Policy), with the MIDGF component now outdated. It is therefore proposed that the MIDGF is retired as it has been replaced by other components which reflect the current legislative environment and operating model at Council and contemporary practice in project management.

Further details on the MIDGF, proposed changes and Council resolution can be found at Attachment D.


This report supports the objectives of the Corporate Plan - Gold Coast 2022:

B: We manage the city responsibly.


The Corporate Policy Portfolio is managed by the Corporate Planning and Performance Branch using internal resources only.

8 RISK MANAGEMENT

The policy process includes an assessment by the Policy Owner of the level of risk to Council if the policy is not reviewed regularly to ensure it remains contemporary. This enables the policy review process to prioritise the review of ‘high’ and ‘medium’ risk policies in the first instance (refer to Table 1).



Table 1: Number of Council policies by risk rating as at 30 June 2021

Risk rating Number of policies

High 8

Medium 41

Low 36

Not yet classified * 2

Total 87

*Remaining two policies will be classified as the policies are reviewed.

Of the eight policies classified as high-risk, seven are current and one is under review (as at 30 June 2021) as identified below:

• Disaster Management Policy - this policy is expected to be ready for approval in quarter 2, 2021-22.

9 STATUTORY MATTERS

Council and Administrative policies are approved, amended and retired in accordance with the provisions of Chapter 2, Part 1, Sections 12 and 13 of the Local Government Act 2009.

10 COUNCIL POLICIES

Refer to Attachment C for a complete list of Council Policies.

11 DELEGATIONS

The following delegations apply to Council and Administrative Policies:

• Delegation 602 provides that the Mayor, Chief Executive Officer (CEO) and Chief Operating Officer (COO) may determine amendments to any Council policy where the amendment is of an administrative or purely technical nature and does not affect the intent or purpose of the policy.

• Delegation 1817 enables the COO to determine amendments to any administrative policy where the amendment is of an administrative or purely technical nature and does not affect the purpose or intent of the policy.

• Delegation 1158 enables the Corporate Policy Officer (CPO) to correct minor spelling/grammatical or formatting errors.


Stakeholder Consulted Directorate Satisfied with the report content

Chief Operating Officer Office of the CEO &

Office of the COO

Yes


Economy, Planning and Environment

Yes


Lifestyle and Community Yes


Organisational Services Yes



Stakeholder Consulted Directorate Satisfied with the report content


Transport and Infrastructure

Yes

Director Water and Waste Water and Waste Yes

Policy Owners All Directorates N/A

Information on policy status provided by Directorates as part of business as usual policy development/ review process


All policy owners must comply with Council’s process for policy development, communication and review as identified in the Corporate Policy Value Management Process.

14 TIMING

A Corporate Policy Portfolio Report on Council policies will be presented to Council via the Governance, Administration and Finance Committee every six months.

15 CONCLUSION

There were 87 Council policies in operation on 30 June 2021. The ongoing impact of COVID-19 during the first half of 2021 has impacted the timing of policy reviews. As a result, an increase in the volume of policies coming forward for Council consideration during 2021-2022 is expected.

16 RECOMMENDATION


1 That Council approves the Corporate Policy Portfolio Report: 1 January – 30 June 2021.

2 Council notes that action continues in response to the Queensland Audit Office (QAO) Interim Report recommendation.

3 That the Municipal Infrastructure Delivery Governance Framework and the Councillor Communication Protocol be retired (Council resolution G10.0423.022), noting that the Local Government Act 2009; Community Engagement Policy; Local Area Works (LAW) Policy and Acceptable Request Guidelines provide direction on councillor engagement and communication in relation to infrastructure projects.



Attachment A: Policies amended 1 January – 30 June 2021

Date Policy Amendment Objective reference Approved by

15.01.21 Debt Policy As per Councillor workshop 26 Nov 2020.

A39 SBF20.1126.002/ G20.1208.007

24.01.21 Credit Risk Policy No change to policy. A33127803v10 COO A63844171

16.02.21 Banner Booking Policy

Major changes adopted by Council. A52955950v27 GA21.0211.004/

G2102.16.025

03.03.21 Natural Areas Acquisition Policy

Minor punctuation corrections. A62479222v2 CPO A64610905

18.03.21 Councillor Remuneration Policy

Update policy owner. Link to Commission report inserted.

A40387342v16 A/CEO A65199996

23.03.21 Graffiti Policy Minor changes adopted by Council. A42792876v26 LC21.0316.003/

G21.0323.012

23.03.21 Voluntary Conservation Agreement Policy

Major review adopted by Council. A48684100v32 PE21.0318.007/GG21.

0323.021

23.03.21 Non-Current Asset Accounting Policy

Minor changes as adopted by Council (via Audit Risk Committee).

A50152026v20 ARC21.0301.009/ GA21.0318.003/ G21.0323.025

23.03.21 Council Leasing Policy

Council resolution – amend rental figures A38072318v13

GA21.0318.008/ G21.0323.025 COO #A65950249

23.03.21 Audit and Risk Committee

Audit Committee/Council resolution

A33490238v26

ARC21.0301.012/ GA21.0318.003/ G21.0323.025/ COO A66002953

01.04.21 Permanent Sites at Tourist Parks Policy

No change to policy. Risk assessment amended to Low.

A38859885v14 COO A65527331

21.04.21 Signage and Brand Policy Minor changes A3695763v18 COO A65975294

21.04.21 Investment Policy No change to policy A33126818v15 COO A66002618

21.04.21 Public Art Policy Major review adopted by Council A66398816v1 LC21.0420.004/

G21.0428.024

26.05.21 Incoming Sponsorship Policy Minor changes A64094972v3 A/CEO A66763196

18.05.21 Revenue Policy 2021-22

Budget process Effective 1 July 2021 A35912333 v31 G21.0518.034

18.05.21 Water and Sewage Leakage Relief Policy

Renamed Concealed Water Leak Policy Major changes Effective 1 July 2021

A65256580v19 Agenda Item 13

WWE21.0512.012/ G21.0518.017

14.06.21 Water Usage for Genuine Fire Emergencies Policy

Minor changes A34243871v18 A/COO A67538893

21.06.21 Traffic Calming Devices Policy Minor changes A33129984v31 A/COO A67544721

22.06.21 Community Consultation Policy

Renamed Community Engagement Policy Major changes

A48663662v17 GA21.0617.006/ G21.0622.027



Date Policy Amendment Objective reference Approved by

22.06.21 Procurement Policy and Contract Manual

Annual Review Effective 1 July 2021 A51760030v40

GA21.0617.007 & G21.0622.027 COO# A67208079

23.06.21 Debt Policy Minor Update Effective 1 July 2021 A39092742v53 A/COO A67575097 &

G21.0623.025



Attachment B: Policies under review (with a completed value proposition) at 30 June 2021 1. Advertising Spending Policy 2. Council Events and Program Policy 3. Councillor Participation in Without Prejudice Meetings Planning and Environment Court

Policy 4. Customer Contact Policy 5. Deferral of Rates Policy 6. Disaster Management Policy 7. Enterprise Risk Management Policy 8. Expenditure of Infrastructure Charges Policy 9. Good Working Relationships Policy 10. Nature Strip (Footpath)/Road Verge Mowing Policy 11. Park Usage Policy - Naming of Parks and Community Facilities 12. Sports Field Closure Policy A Value Proposition (VP) submitted to Corporate Planning and Performance (CPP) provides confirmation by the policy owner that the policy is actively under review.



Attachment C: Status of Council Policies as at 30 June 2021

Council Policy Status - As at 30 June 2021 Policy type

Policy Name Review Due Date

Status Branch Sponsor Owner Risk

Economy Planning & Environment

Council Environmental Offset External Investment Governance Policy

Oct-22 Current

City Planning Dir EPE Manager City Planning

Medium

Council Expenditure of Infrastructure Charges Policy Feb-15 Under Review > 12 Months


Council Garage Sales Policy Nov-21 Current

City Development Dir EPE Manager City Development

Low

Council Management of Major Projects Status Policy Dec-16 Overdue > 12 months


Low

Council Natural Areas Acquisition Policy Apr-24 Current City Planning Dir EPE Manager City Planning

High

Council Nature Conservation Assistance Program Policy Aug-21 Current


Medium

Council Street Naming and Renaming of Existing Streets Policy

Jun-20 Overdue < 12 months


Low

Council Voluntary Conservation Agreement Policy Mar-23 Current


Medium

Lifestyle and Community

Council Council Events and Program Policy Jul-22 Under Review < 12 Months

City Events Dir LC Executive Officer Events

Low

Council Equitable Access Policy Dec-22 Current

Safe and Liveable Communities

Dir LC Manager Safe and Liveable Communities

Low

Council Graffiti Policy Mar-24 Current



Medium

Council Library Collection Development and De-selection Policy

Sep-19 Overdue > 12 months

City Libraries Dir LC Manager City Libraries

Medium



Policy type

Policy Name

Review Due Date


Lifestyle and Community - continued

Council Management of Trees on Council Controlled Land Policy

Jul-20 Overdue < 12 months


Dir LC Manager Parks and Recreational Services

Low

Council Nature Strip (Footpath)/Road Verge Mowing Policy May-21 Under Review < 12 Months



Low

Council Park Usage Policy - Right of Use Nov-19 Overdue > 12 months



Medium

Council Park Usage Policy - Temporary (Ticketed) Commercial Recreation Activities on Council Parks

Feb-22 Current



Medium

Council Park Usage Policy - Naming of Parks and Community Facilities

Apr-21 Under Review < 12 Months



Low

Council Park Usage Policy - Temporary Park Occupation and Traverse for Construction Purposes

May-21 Overdue < 12 months



Medium

Council Park Usage Policy - Temporary Use of Parks by Individuals/Groups or Community Organisations



Dir LC Executive Coordinator, Parks

Medium

Council Park Usage Policy - Use by Conference and Corporate Associated Events

Apr-21 Overdue < 12 months

Parks & Recreational Services


Medium

Council Permanent Sites At Tourist Parks Policy Apr-23 Current

Community Venues and Services

Dir LC Manager Community Venues and Services

Low

Council Public Art Policy Apr-23 Current



Low

Council Recognition of Service as a Councillor Jun-24 Current

City Events Dir LC Executive Officer City Events

Low

Council Residential Tree Scheme Policy Nov-23 Current



Low

Council Sports Field Closure Policy Dec-20 Under Review < 12 Months



Medium



Policy type



Office of the CEO

Council Appointment of Acting Chief Executive Officer Policy

Jan-20 Overdue > 12 months

Office of the Chief Executive Officer

CEO Manager Office of the Chief Executive Officer

Low

Council Appointment of Acting Mayor Policy Apr-22 Current



Low

Council CEO Annual Performance Review Policy Oct-20 Overdue < 12 months



Low

Council Community Grants Policy Jul-22 Current


Dir LC Manager Office of the Chief Executive Officer

Medium

Council Complaints (Administrative Actions) Policy & Procedures

Oct-19 Overdue > 12 months



Low

Council Complaints About the Public Official Policy Nov-20 Overdue < 12 months

Corporate Assurance CEO Manager Corporate Assurance

Medium

Council Controlled Entities Policy Jul-22 Current



Medium

Council Councillor Remuneration Policy Mar-23 Current


CEO Executive Officer Low

Council Discretionary Funds Policy Jul-22 Current



Medium

Council Entertainment and Hospitality Expenditure Policy Apr-18 Overdue > 12 months


COO Manager Office of the Chief Executive Officer

Low

Council Expenses Reimbursement and Resources for Councillors Policy

Dec-22 Current


CEO Executive Officer Medium

Council Public Access to Council and Standing Committee Agenda/Minute Documentation Policy




Low



Policy type



Office of the OCOO

Council Advertising Spending Policy Oct-20 Under Review < 12 Months

Corporate Communication

COO EC Corporate Communication

Medium

Council Asset Management Policy Dec-20 Overdue < 12 months

Corporate Asset Management

COO Manager Corporate Asset Management

Medium

Council Audit and Risk Committee Policy

Mar-24 Current

Corporate Assurance CEO Manager Corporate Assurance

Low

Council Bank Guarantee Policy Oct-20 Overdue < 12 months

Corporate Finance COO Manager Corporate Finance

Medium

Council Banner Booking Policy Feb-23 Current



Low

Council Budget Review Policy Oct-22 Current


High

Council City Honours and Recognition Policy Jul-21 Current

City Events COO Executive Officer Events

Medium

Council Community Engagement Policy Jun-24 Current


COO EC Corporate Communicatio Branch

Medium

Council Councillor Participation in Without Prejudice Meetings Planning and Environment Court Policy

Oct-14 Under Review > 12 Months

Legal Services COO City Solicitor

Council Credit Risk Policy Jun-22 Current


High

Council Debt Policy Jun-22 Current


Low

Council Enterprise Risk Management Policy Jul-20 Under Review < 12 Months

Corporate Safety and Risk

COO Manager Corporate Safety and Risk

Medium

Council Event Ticket Allocation and Attendance Policy Oct-20 Overdue < 12 months

Office of the Mayor COO Chief of Staff Low

Council External Communication Policy May-22 Current



High

Council Financial Instrument Policy Sep-21 Current


High



Policy type



Office of the OCOO - continued

Council Incoming Sponsorship Policy May-23 Current



Medium

Council International Relations and Engagement Policy Aug-22 Current

Office of the Mayor COO Chief of Staff Medium

Council Investigation (Inappropriate Conduct of Councillors) Policy

Aug-22 Current

Legal Services COO City Solicitor High

Council Investment Policy Apr-23 Current


Medium

Council Non Current Asset Accounting Policy Jul-22 Current


Medium

Council Officers Indemnity (Including Legal Representation) Insurance and Access to Documents Policy*

Feb-18 Under Review > 12 Months

Legal Services COO City Solicitor Low

Council Personal Liability of Employees Policy (Providing Better Protection)*

Sep-18 Under Review > 12 Months

Legal Services COO City Solicitor Low

Council *Protective Security Policy (previously namedCorporate Security Policy)

Feb-22 Current

Corporate Safety and Risk

COO Manager Corporate Safety and Risk

Medium

Council Public Funding Involving Private Property Policy Oct-20 Overdue < 12 months

Legal Services COO City Solicitor Medium

Council Revenue Policy Jun-22 Current


Low

Council Signage and Brand Policy May-23 Current



Low

Council Water and Sewerage Services Capital Structure and Community Returns Policy



Medium

Organisation Services

Council Council Leasing Policy – State Reserves and Council Freehold Land for Sporting, Recreational, Community Services and Educational Purposes

Dec-22 Current

Property Services Dir OS Manager Property Services

Low

Council Customer Contact Policy Sep-11 Under Review > 12 Months

Customer Contact Dir OS Manager Customer Contact

Medium



Policy type



Organisation Services - continued

Council Debt Recovery Policy

Jan-21 Overdue < 12 months

Revenue Services Dir OS Executive Coordinator Revenue Services

Low

Council Deferral of Rates Policy

Mar-20 Under Review < 12 Months


Low

Council Good Working Relationships Policy

May-21 Under Review < 12 Months

People and Culture Dir OS Chief People and Culture Officer

Low

Council Information Management Policy Dec-21 Current

Business Innovation and Technology Services

Dir OS Chief Information Officer

Medium

Council Information Privacy Policy Dec-21 Current



Medium

Council Information Security Policy Feb-22 Current



High

Council Online Advertising Policy


Customer Contact Dir OS Manager Customer Contact

Medium

Council Pensioner Rates Rebate Policy Resolution of Rates & Charges (Budget)



Low

Council Procurement Policy and Contract Manual

Jun-22 Current City Procurement Dir OS Chief Procurement Officer

Low

Council Rate Donation, Infrastructure Charges and Development Application Fee Discount Policy

Jun-19 Overdue > 12 months


Low

Council Telecommunication Carrier Leasing - Mobile 'Phone Towers and Associated Infrastructure Policy


Property Services Dir OS Manager Property Services

Medium



Policy type




Council Disaster Management Policy Sep-19 Under Review < 12 Months

Business and Program Management (T&I)

Dir TI Manager Business and Program Manager

High

Council Local Area Works Policy Jul-22 Current

Infrastructure Delivery

COO Manager Infrastructure Delivery

Medium

Council Naming of Bridge Structures Policy May-21 Overdue < 12 months

City Assets Dir TI Manager City Assets Medium

Council Traffic Calming Devices Policy Dec-22 Current

Transport and Traffic Dir TI Manager Traffic and Transport

Medium

Water and Waste

Council Concealed Water Leak Policy Jul-25 Current

Customer Engagement

Dir WW Manager Business Performance

Low

Council Concession for Water Usage by Renal Dialysis Patients Dialysing at Home Policy


Customer Engagement

Dir WW Manager Customer Engagement

Medium

Council Waste Disposal Fee Concession Policy Sep-18 Overdue > 12 months

Waste Management Dir WW Manager Strategy and Innovation

Low

Council Water and Sewerage Connections Policy Feb-20 Overdue > 12 months

Customer Engagement


Medium

Council Water Sub-Metering and Billing for Community Titles Scheme Properties Policy

Apr-20 Overdue < 12 months

Customer Engagement


Medium

Council Water Usage for Genuine Fire Emergencies Policy Jun-23 Current

Customer Engagement


Medium



Attachment D 1. Municipal Infrastructure Delivery Governance Framework (MIDGF) The Municipal Infrastructure Delivery Governance Framework (MIDGF) was developed in 2009-10 to govern internal arrangements between business owners, asset custodians and project delivery areas as well as clarify roles and responsibilities for the planning and delivery of municipal infrastructure. The MIDGF was endorsed by Council in 2010 (G10.0423.022) and included an associated Councillor Communication Protocol (MIDGF - Appendix 1 – A23197995). A new set of Planning and Delivery Standards have been developed in 2021-22 to replace the MIDGF and the Corporate Activity Framework which governs non-infrastructure related project planning and delivery. These have been endorsed by internal governance committees and approved by the Chief Operating Officer. The key components of the existing MIDGF are shown below:

• non-Councillor related components of the MIDGF - these are being replaced by the new Planning and Delivery Standards, with the majority replaced by the Planning and Delivery Lifecycle Standard; Roles and Responsibilities Standard; Project Management Standard and Evaluation Standard

• Councillor related components of the MIDGF- these are already directed through the following: o Local Government Act 2009 and in particular:

Section 109 – Councillor’s discretionary funds Section 150D – Minister to make Code of Conduct Section 170 – Giving directions to local government staff Section170A – Requests for assistance or information

o Community Engagement Policy – this policy identifies that the Mayor and Councillors have a leadership role in community engagement as democratically elected representatives and that they will individually engage to enable them to represent the current and future interests of stakeholders of the local government area. This Policy was last adopted on 21 June 2021 (GA21.0617.006/G21.0622.027)

o Local Area Works (LAW) Policy – Program Standards (Attachment A of the policy) sets out the points of contact and how LAW information requests must be managed. (Local Government Act 2009 - section 109) This Policy was last adopted on 28 July 2020 (GA20.0723.006/G20.0728.042/G20.0728.043)

o Acceptable Request Guidelines (currently being developed as the Acceptable Requests Policy and Guidelines) – these provide clarity to Councillors and Officers on how a Councillor may ask an Officer for advice to assist the Councillor to carry out their responsibilities or ask for information relating to the local government to which the local government has access (Local Government Act 2009 - section 170A). This policy is planned to be presented to the Governance, Administration and Finance Committee in September 2021.



2. Council Decision MUNICIPAL INFRASTRUCTURE FRAMEWORK (LG115/1088/01) RESOLUTION G10.0423.022 moved Cr Sarroff seconded Cr Gates “1 That Council endorse the Municipal Infrastructure Framework including the following:

a amendments as follows:

i in all sections within the Municipal Infrastructure Delivery Framework and the Councillor Communication Protocol where it states that the role of the Councillor is to participate in community consultation activities if and when required - the wording be amended to read " participate in community consultation activities as and when required after consultation with the Divisional Councillor"

ii in all sections within the Municipal Infrastructure Delivery Framework and the Councillor Communication Protocol where it states that the role of the Councillor is if interested, receive progress reports on the project and disseminate this information as required - the wording be amended to read " receive progress reports on all projects within the Division and disseminate this information as required"

iii in Section 2.3.1 Divisional Works projects where it states that the Councillor’s role is to receive project updates from the divisional contact officer or via the Councillor project enquiry on-line system (available in offices with access to Council’s network) – the wording should be amended to read “is to receive project updates from both the divisional contact officer "and" the Councillor project enquiry on-line system

iv in Section 5 Divisional Program Projects – that the Forward Planning Stage in Figure 3 Divisional Project Lifecycle and supporting text should be amended to reflect the requirement that some project types require community consultation, and some project types require investigation into whether design is required.

b the principles for joint working

c the roles and responsibilities of Asset Custodians, Project Managers and Councillors in relation to municipal infrastructure

d the revised municipal infrastructure lifecycle, incorporating three phases and eight stages

e the principles for the management of project cost variations for municipal infrastructure projects

f the reporting of corporate benchmarks for municipal infrastructure to Engineering Services Committee on a six-monthly basis

g the three corporate performance measures for municipal infrastructure

h a Councillor Communication Protocol, which includes the following:

i where the primary contact point changes (on a permanent or temporary basis) Councillors will be advised of the new contact point as soon as possible

ii in relation to Divisional Works projects, the Councillor Request system will be used to notify Councillors of the primary point of contact for a Divisional

iii the inclusion of formal site meetings with Councillors where appropriate.

2 That Council endorse the revised Divisional Works Program Policy, including the following amendments:



a that all additional annual operating and or maintenance costs associated with the delivery of divisionally funded assets will be recorded on the divisional additions and minor works agendas

b that in Appendix A - under "Points of contact" where it states that All Divisional requests are to be submitted, by way of the Citipac system, to the respective asset custodian as per the Divisional Program Contact Register - the wording should be amended to read “All Divisional requests are to be submitted, by way of Citipac or relevant Council" system, to the respective asset custodian as per the Divisional Program Contact Register”.



6.6★ GOLD COAST 2022 AND CITY OPERATIONAL PLAN 2020-21:

PROGRESS REPORT QUARTER FOUR


File Number: LG113/580/25(P1)

Author: Sarah Wilton, Manager Corporate Planning And Performance, Corporate Planning & Performance


Attachments: 1 Attachment 1 - Progress at a Glance - Gold Coast 2022 and City Operational Plan 2020-21 ⇩

2 Attachment 2 - City Operational Plan 2020-21 - Initiatives ⇩

3 Attachment 3A - Progress Dashboard Gold Coast 2022 - Outcome Performance ⇩

4 Attachment 3B - Gold Coast 2022 - Measure Performance ⇩

5 Attachment 4 - Legend and Definitions ⇩


Not Applicable.

2 EXECUTIVE SUMMARY

This report provides an assessment of progress towards implementing Gold Coast 2022 and the City Operational Plan 2020-21 at the end of quarter four 2020-21.

As at quarter four, 77% (50) of City Operational Plan initiatives are either on track or were completed and 83% ($277.0 million) of the latest revised budget ($335.0 million) had been spent at the year end.

In relation to Gold Coast 2022, 85% (22) of initiatives delivering signature actions were either completed or on track and 78% ($120.7 million) of the latest revised budget ($155.2 million) has been spent. At the end of 2020-21, progress against the 23 outcomes of Gold Coast 2022 has remained generally consistent with 2019-20, with 12 (52%) of the 23 outcomes ‘On Track’.

3 PURPOSE OF REPORT

The City of Gold Coast Corporate Plan (Gold Coast 2022) was adopted by Council in June 2017 (effective from 1 July 2017) and a revised version was adopted by Council in December 2018 (effective from 7 December 2018).

The City Operational Plan 2020-21, adopted by Council 22 June 2020, supports the delivery of Gold Coast 2022 and provides direction for all City of Gold Coast services during the current year.

The Gold Coast 2022 and City Operational Plan 2020-21 Progress Report quarter four provides an assessment of:

• the status of the City Operational Plan initiatives 2020-21;

• the status of the Gold Coast 2022 Signature Action initiatives 2020-21; and

• progress towards achieving the outcomes of Gold Coast 2022.



This report is a legislative requirement under the Local Government Act 2009 and, section 174 of the Local Government Regulation 2012 which requires a written assessment of the progress towards implementing the annual operational plan.

A report on progress of both the Operational Plan and Gold Coast 2022 will be included in the City of Gold Coast Annual Report, which is scheduled for adoption by Council in October 2021. The progress report on Gold Coast 2022 will also inform the development of the next Corporate Plan.


Ex Minute G18.1207.016 – Adoption of Gold Coast 2022 Corporate Plan (revised version)

Ex Minute G20.0622.032 – Adoption of Annual Plan and Budget 2020-21.

5 DISCUSSION

The Operational Plan for 2020-21 comprises eight external Service Programs, delivering 35 services, and two internal Service Programs comprising 13 services.

Gold Coast 2022 comprises three themes, Place, Prosperity, People, together with outcomes Supporting the Delivery of Gold Coast 2022. Progress of Signature Action initiatives is reported each quarter (as part of the Operational Plan Progress Report). Progress towards the achievement of Gold Coast 2022 outcomes is assessed annually through a suite of performance measures.

The evaluation of performance is assessed in line with the organisations’ Evaluation Standard (part of the Planning and Delivery Standards). Dashboards summarising the progress of Gold Coast 2022 and the City Operational Plan 2020-21 and can be found in Attachment 1.

5.1 SUMMARY OF PROGRESS

5.1.1. City Operational Plan 2020-21

As at quarter four, the City Operational Plan consisted of 65 reported initiatives with a total budget of $335 million.

The progress dashboard can be found at Attachment 1, with a detailed list of all City Operational Plan initiatives at Attachment 2.

Initiative Progress

A summary of the key results is shown below:

Non-financial progress

• 37 (57%) initiatives are ‘On Track’.

• 12 (19%) initiatives were ‘Completed On Track’.

• 14 (22%) initiatives are ‘Monitor’.

• 1 (1%) initiative was ‘Completed Monitor’.

• 1 (1%) initiative is ‘Action Required’, with further non-financial details provided below:

- Install solar power systems at the Pimpama and Coombabah Sewage Treatment Plants.

Scope will be adjusted as required following finalisation of the planning investigations, with revisions to the project schedule to follow thereafter.



Financial progress

• Year-to-date (YTD) spend was $277 million (83%) of the total budget of $335 million.

• 12 (19%) initiatives have been assessed as ‘Action Required’, with further financial details

provided below:

1. Design and stabilisation of rock fall to protect against slope instability at Miami including Don MacSween Park and Lions Head South.

Stabilisation works behind Miami Community Childcare Centre have been completed.

Tender documents for geotechnical works at Don MacSween Park, Miami have been released to the market. Contract award is expected by the end of August. The contract allows for a 24-week contract period due to the provisional works (for e.g. rock scaling and closure of informal tracks on and below cliff line) on the headland.

Tender documents for geotechnical works in the Santorini/Chair Lift Ave section of Lions Head Park will go to the market in Q2 of the 2021-22 financial year. This will help achieve compliance with the flying fox roost management code of practice which seeks to minimise disturbance to roosts during the breeding season and when dependent young are creching in the roost.

The design and construct contract for the Chairlift Ave works is expected to have a contract period of 38 weeks.

Project is underspent due to delays in completing the complex design of geotechnical works at Don MacSween and the negotiation of access easements at Lions Head. Remaining budget will require reprovision for contract award and project completion.

2. Commence construction of the Robina City Parklands to provide picnic facilities, playgrounds, event space and walking tracks for residents and visitors (Gold Coast 2022 Signature Action)

The initiative expenditure was below forecast for 2020-21 due to delays gaining approval of the design. Progress is now dependent on Council decision which is estimated for September 2021. A revised cost plan will be finalised once Council decision is received.

3. Progress Stage 3B of the Southport Broadwater Parklands redevelopment including the upgrade of Washington Waters Park (Gold Coast 2022 Signature Action)

The initiative expenditure was below forecast for 2020-21 due to delays in the construction tender phase as officers were negotiating on a number of different contractual deliverables, this work was complex due to significant changes in market conditions relating to costs and supply issues of raw materials. A revised cost plan and cashflow will be considered as part of the reprovision process into 2021-22 and will include assessing any impacts on the forecast total project cost.

4. Development of an Olympic standard skate park at Pizzey Park, Miami. The skate park will be designed as the premier skate destination for the country comprising over 3000 square metres of skateable surface.

The initiative expenditure was below forecast for 2020-21 due to latent condition challenges, associated with building on an old landfill site. Ground works have taken longer than expected due to contaminated land, asbestos management, and rain delays. The contractor is responding accordingly and is increasing resources on the project to recover delays.

A revised cost plan and cashflow will be considered as part of the reprovision process into 2021-22 and will include assessing any impacts on the forecast total project cost.



5. Redevelopment of Palm Beach Aquatic Centre including indoor program pools, facilities, dry programming spaces and the entry/reception.

The slight delay in concept design schedule has resulted in lower expenditure than forecasted for 2020-21. A revised cost plan and cashflow will be considered as part of the reprovision process into 2021-22.

6. Install solar power systems at the Pimpama and Coombabah Sewage Treatment Plants.

The multi-year project is in Delivery. Further planning investigations are required to confirm the selected sites can accommodate the specified number of solar panels. Scope will be adjusted as required following finalisation of these investigations, with appropriate budget adjustments to follow.

7. Deliver the Music Action Plan 2021 to support live music in the city through artist and industry development to create a vibrant music sector (Gold Coast 2022 Signature Action)

The forecasted expenditure of 80% was not achieved by end of financial year due to some earlier delays in procurement and industry impacts from COVID-19. 8 contracts were impacted. The revised cost plan estimates that 70% will be expended by end of 2021 (Q2) and the remaining 30% will be expended as part of final milestone payments in Q3. Contract management of deliverables remains a strong priority and focus. There are no impacts expected by the delay to the forecast total project cost and benefits.

Projects 8-11 - Customer Experience

Four Customer Experience Strategy projects experienced delays due to:

• COVID-19 impact

• Awaiting outcomes of the work completed on a Customer Tech Roadmap to validate timing, sequencing, and cost estimates

• In March 2021, some initial decisions were made regarding 2021-22 budget submissions, which meant further slowdown of projects, and progressing to a logical point, but without progressing to a procurement stage that was subject to the 2021-22 budget approval.

• Net result was 30% underspend, with intent this would be reprovisioned into 2021-22, and was factored into the budget ask for 2021-22

The projects impacted are identified below.

8. Commence planning and procurement for identity management to provide customers a more personalised and tailored experience with the City.

9. Commence planning and procurement to provide a Customer Relationship Management/Customer Experience Platform to better understand our customer’s services and relationships with the City.

10. Commence planning and procurement for an online booking system which will allow customers to check availability and make bookings and payments for a range of City services.

11. Commence planning and procurement for a notification and alert system to provide proactive notifications to our customers.



12. Deliver a Youth Artist Engagement Program developing the city’s emerging creative and artistic practitioners and future cultural leaders (Gold Coast 2022 Signature Action)

Due to procurement delays resulting from scope finalisation due to revisioning and assessment of previous program and industry impacts from COVID-19, the execution of the contract for delivery was delayed by six months. This resulted is lower than expected expenditure in 2020-21.

The contract for delivery is now being finalised with the first milestone payment expected to be paid by the end of Quarter 1 2021-22.

The cost plan is under revision and no impacts are expected to the forecast total project cost and benefits by the delay.

5.1.2 Gold Coast 2022

This report provides progress report against Gold Coast 2022 as at quarter four 2020-21.

The progress dashboard for Gold Coast 2022 signature action initiatives and outcomes can be found at Attachment 1, with detailed information on Gold Coast 2022 outcomes and measures at Attachment 3A and 3B.

Signature Action Progress

During 2020-21, Gold Coast 2022 Signature Actions were progressed through 26 initiatives representing a total planned investment of $155.2 million with all projects included in the 2020-21 Operational Plan.

Key end of year results includes:

Non-financial progress

• 15 (58%) initiatives are ‘On Track.

• 6 (23%) initiatives were ‘Completed On Track’.

• 4 (15%) initiatives are ‘Monitor’.

• 1 (4%) initiative was ‘Completed Monitor’.

Financial progress

• Year-to-date (YTD) spend was $120.7 million (78%) of the total budget of $155.2 million.

• 4 (15%) initiatives have been assessed as ‘Action Required’, with further details provided

above in section 5.1.1. City Operational Plan 2020-21, Financial Progress – where an initiative is a Gold Coast 2022 Signature Actions it is identified under the relevant initiative name.

Outcome Performance

Gold Coast 2022 has 23 outcomes identified across the plan themes. Assessment of each outcome is evaluated through the performance of a single or multiple performance measures (in total 77 outcome measures) associated with that outcome.



Outcome progress - overview

Key end of year results for 2020-21 include:

• progress against the 23 outcomes of Gold Coast has remained generally consistent with

2019-20, with 12 (52%) of the 23 outcomes ‘On Track’

• 10 of 23 outcomes (44%) were rated as ‘Monitor’

• 1 of 23 outcomes (4%) was rated as ‘Action Required’

• the three Gold Coast 2022 Themes have maintained the 2019-20 performance rating, with

the outcome ‘Supporting the delivery of Gold Coast 2022’ improving from ‘Monitor’ to ‘On Track’

• of the 77 performance measures used to assess progress across the 23 outcomes, 7

(9%) were rated as ‘Action Required’ compared to 13 (17%) in 2019-20

Outcome progress by theme

Theme - Place

Progress of this theme is assessed through eight outcomes, using 24 performance measures:

• overall progress for this theme has been rated as ‘Monitor’ for 2020-21.

• of the eight outcomes: o outcome 1.2 We live in balance with nature was rated as ‘Action Required’ in

2019-20 and remains at this rating at the end of 2020-21, as two performance measures are rated ‘Action Required’

o outcome 1.3 We manage our resources for a sustainable future was rated as

‘Monitor’ in 2019-20 and remains at this rating at the end of 2020-21, as two performance measures are rated as ‘Action Required’

o outcome 1.7 Everyone can enjoy a beach experience improved its rating from

‘Monitor’ in 2019-20 to ‘On Track’ in 2020-21

• of the 24 measures, four measures were rated as ‘Action Required’ in 2020-21,

accounting for 57% of all ‘Action Required’ measures across the Corporate Plan.

• exception based commentary on measures rated as ‘Action Required’ is provided below:

Outcome 1.2 We live in balance with nature Measure: Total native vegetation cover Measure: Condition of native vegetation cover The Gold Coast is a biodiverse city which understands the importance of natural assets to lifestyle. This is reflected in the Our Natural City Strategy, adopted in 2017, which encourages nature-based recreation while at the same time safeguarding our beaches, wetlands, waterways, rainforests, bushland, coastal and marine environments and the wildlife these habitats support. Between 2005-2017 there has been a net decrease in native vegetation cover of 1.02 % (1,316 ha) and the latest data identifies the city’s total native vegetation cover at 49.58 % (64,123 ha). The condition of the city’s native vegetation cover is measured through three main remnant vegetation categories ranging from remnant (best) to disturbed then regrowth. There has been an increase in remnant vegetation since the 2015 baseline. This is the result of a review of the remnant cover as part of the Gold Coast City 2017 Regional Ecosystems and Vegetation Cover Extent project (Queensland Herbarium, 2018). A decline was recorded for the categories of disturbed remnant and regrowth remnant vegetation which is potentially attributable to native vegetation loss.



The development of a restoration roadmap during 2019-21 and review of Our Natural City Strategy and its associated implementation plan, will further consider how to achieve these targets through a range of actions. Outcome 1.3 We manage our resources for a sustainable future Measure: Percentage of total waste recycled The Solid Waste Strategy 2024, adopted in 2015 seeks to engage the city in positive waste behaviours such as waste avoidance, re-use and recycling. During 2020-21 the percentage of total waste recycled was 34.7% which is above the 2019-20 result of 32.9% but below the desired 2019 checkpoint of 45%. The Waste Management landscape has changed considerably since the adoption of the strategy in 2015, most notably the introduction of the State Government Waste Disposal Levy and the Container Refund Scheme. Both of these initiatives are driving positive waste behaviours across the State but are having a negative influence on recycling rates for waste controlled and collected by the City. The composition of the waste stream has also changed since 2015 with less construction and demolition materials recycled through the City landfill sites. A number of actions initiated in 2019-20 continue to improve recycling rates in 2020-21 for waste controlled by the City, including the expansion and promotion of the green waste service city wide, delivery of ‘recycle street’ at Reedy Creek Waste and Recycling Centre and promotion of green waste drop and go zones. Measure: Average annual grading of waterways across the city The average grading for Gold Coast waterways is a B-. This is slightly below the measure baseline and has been marked as monitor as it is also below the checkpoint target. Waterways are variable environments with water quality ratings fluctuating annually. For this reporting period, results reflect higher nutrient and sediment loads in estuarine reaches due to significant rainfalls in the summer months, which occurred after a long dry period. Some freshwater areas also saw lower numbers of fish as a result of the extended dry period experienced during the spring of 2020. The city is actively working to improve these grades through the following activities; City wide riparian vegetation restoration program, riverbank stabilisation works, various water quality investigation and improvement projects including continuous flow monitoring, improved erosion and sediment control, and large scale community engagement and partnership activities to improve waterway health.

Theme - Prosperity

Progress of this theme is assessed through six outcomes, using 22 performance measures:

• overall progress for this theme has been rated as ‘On Track’ for 2020-21

• of the six outcomes:

o outcome 2.1 Our city’s economy is diverse and innovative improved its performance

rating from ‘Monitor’ in 2019-20 to ‘On Track’ in 2020-21 o outcome 2.2 We have a thriving cultural economy improved its performance rating

from ‘Monitor’ in 2019-20 to ‘On Track’ in 2020-21 o outcome 2.5 We are a globally recognised tourism destination was rated from ‘On

Track’ in 2019-20 to ‘Monitor’ in 2020-21 as one performance measure is rated as ‘Action Required’

• of the 22 measures, one measure was rated as ‘Action Required’ in 2020-21.


Outcome 2.5 We are a globally recognised tourism destination Measure: The amount of money spent by domestic visitors each year



Domestic Tourism has seen a significant decline in 2020-21 due to the impacts of COVID-19 with domestic overnight visitor expenditure decreasing from 4.5bn in 2019-20 to $1.89bn in 2020-21, a decrease of $2.61bn. In a difficult time for the sector, the City will continue to work with our tourism partners at Destination Gold Coast and State and Federal Governments to support the industry in making the Gold Coast the primary national holiday destination.

Theme - People

Progress of this theme is assessed through six outcomes, using 17 performance measures:

• overall progress for this theme has been rated as ‘Monitor’ for 2020-21.

• of the six outcomes: o outcome 3.1 Our city is safe was rated as ‘Monitor’ in 2019-20 and remains at this

rating at the end of 2020-21, with one performance measure rated ‘Action Required’ o outcome 3.2 We are proud of our city was rated from ‘On Track’ in 2019-20 to

‘Monitor’ in 2020-21 o outcome 3.6 We are an active and healthy community was rated as ‘Action

Required’ in 2019-20, but is now rated as ‘Monitor’ in 2020-21

• of the 22 measures, one measure was rated as ‘Action Required’ in 2020-21.


Outcome 3.1 Our city is safe Measure: Percentage of residents who have one place where emergency items are stored in case they are impacted by severe weather While the Gold Coast is renowned for its sunny weather, the city has seen recently that it is still vulnerable to floods, storms, bushfires, cyclones, and heat waves. Council supports community resilience by providing advice, emergency checklists and kits and disaster coordination and recovery services. The most recent community survey completed in 2020-21 identified that 45.8% of Gold Coast residents have an emergency kit or one place where emergency items are stored in case of severe weather or disaster compared with 40.8 per cent in 2018-19. While this represents a 5 per cent increase on the previous result, it falls below the desired 2019 checkpoint of 65 percent. It is hoped that continued regular engagement with local residents through the 'Get Ready Gold Coast' campaign will raise awareness and encourage action to build resilience against future disaster events, leading to increased community preparedness.

Supporting the delivery of Gold Coast 2022

Progress is assessed through three outcomes, using 14 performance measures:

• overall progress has been rated as ‘On Track’ for 2020-21.

• of the three outcomes:

o 4A - We plan for the future of the city remained ‘On Track’ in 2020-21.

o 4B - We manage the city responsibly was rated as ‘Monitor’ in 2019-20, and remains

at this rating at the end of 2020-21, as one performance measure is rated as ‘Action Required’.

o 4C - We actively engage residents, customers and visitors remained ‘On Track’ in

2020-21.

• of the 14 measures, one measure was rated as ‘Action Required’ in 2020-21

• three financial measures (leverage ratio, debt service coverage and operating surplus

ratio) are subject to finalisation of the financial statements and will be included in the results and reported to Council as part of the Annual Report




Outcome 4B We manage the city responsibly Measure: Average duration of unplanned interruption - water (minutes) The City always works quickly to restore water service for both planned interruptions due to scheduled maintenance and renewals as well as unplanned interruptions from water main bursts and leaks. The 2020-21 result of 151 minutes is higher than the 2016 baseline of 119.7 minutes and greater than the desired target range of <130 minutes. This increase can be attributed to a prolonged period of dry weather in the first half of 2020-21 which causes pipe cracking, followed by significant wet weather events in the summer months. The City does everything possible to reduce the impact of unplanned interruptions on customers, including the provision of water supply from water tankers, delivery of bottled water and timely communications by Customer Liaison Officers.

Progress dashboards for Gold Coast 2022 Outcome Performance by theme can be found at Attachment 3A.

5.1.3 Factors impacting progress

Key factors in 2020-21 include:

• COVID-19 impact on initiatives and data availability: the pandemic impacted Council

business as usual, creating some slippage on projects as well as the inability to collect performance data later in the financial year or data not being available as normal from third party sources.

• Gold Coast 2022 performance assessment: where performance data is available as at

30 June 2021, a COVID-19 impact may be seen in some of the Gold Coast 2022 performance measure results. Conversely, other data while reported in 2020-21, may relate to a previous time period i.e. lag data. This may mean that the latest performance assessment will not necessarily fully reflect the impact of COVID-19 with an impact expected to be seen during the next reporting period. The impact of COVID-19 on outcome and measure performance is expected to continue into 2021-22.

• Performance measure data and checkpoints: this year, June 2021 was identified as the

checkpoint for only two measures. It is important to note that the checkpoints identified in Gold Coast 2022 are intended to be aspirational and represent a stretch-target for the City, making a performance rating of “On Track” a significant milestone

• Other external factors: some measures rely on community activation and/or community

sentiment. These can be potentially impacted by national issues and media coverage e.g. waste recycling; COVID-19.


This report summarises Council’s progress towards implementing Gold Coast 2022 Corporate Plan and the City Operational Plan 2020-21.


This report has been developed using existing internal resources only

8 RISK MANAGEMENT

The initiatives covered by this report address a range of risks on the Corporate Risk Register.



9 THE INITIATIVES COVERED BY THIS REPORT ADDRESS A RANGE OF RISKS ON THE CORPORATE RISK REGISTER STATUTORY MATTERS

This report is presented to Council pursuant to the Local Government Act 2009 and section 174 of the Local Government Regulation 2012, which states:

“(3) The chief executive officer must present a written assessment of the local government’s progress towards implementing the annual operational plan at meetings of the local government held at regular intervals of not more than 3 months.

(4) A local government may, by resolution, amend its annual operational plan at any time before the end of the financial year.

(5) A local government must discharge its responsibilities in a way that is consistent with its annual operational plan.”

10 COUNCIL POLICIES

Not applicable.

11 DELEGATIONS

Not applicable.


Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

Is the Stakeholder Satisfied with Content of Report and Recommendations


Economy, Planning and Environment

Yes


Lifestyle and Community Yes

Chief Operating Officer Office of the CEO, Office of the COO

Yes


Organisational Services Yes



Director Water and Waste

Water and Waste Yes


Not applicable.

14 TIMING

This report is provided on a quarterly basis in accordance with section 174 of the Local Government Regulation 2012.



15 CONCLUSION

This report provides an assessment of progress towards implementing Gold Coast 2022 and the City Operational Plan 2020-21 at the end of quarter four 2020-21.

As at quarter four, 77% (50) of City Operational Plan initiatives are either on track or were completed and 83% ($277million) of the latest revised budget ($335 million) had been spent at the year end.

In relation to Gold Coast 2022, 85% (22) of initiatives delivering signature actions were either completed or on track and 78% ($120.7 million) of the latest revised budget ($155.2 million) has been spent. At the end of 2020-21, progress against the 23 outcomes of Gold Coast 2022 has remained generally consistent with 2019-20, with 12 (52%) of the 23 outcomes ‘On Track’.

During 2020-21, good progress was made on the implementation of the City Operational Plan and Gold Coast 2022 despite the impact of the COVID-19 pandemic. However, COVID-19 is expected to continue to impact the City during 2021-22.

A report on progress of both the City Operational Plan and Gold Coast 2022 will be included in the City of Gold Coast Annual Report, which is scheduled for consideration by Council in October 2021.

16 RECOMMENDATION


1 That Council approves the quarter 4 progress report on the City Operational Plan 2020-21.

2 That Council approves the 2020-21 progress report on Gold Coast 2022.

3 That Council notes that progress against the City Operational Plan 2020-21 and Gold Coast 2022 will be reported in the Annual Report 2020-21 scheduled for Council consideration in October 2021.



PROGRESS AT A GLANCE – GOLD COAST 2022

Figure 1: GC2022 Status of Signature Actions NFTL

Table 1: GC2022 Signature Action Expenditure

YEAR REVISED BUDGET YTD SPEND % SPEND

2020-21 $155.2M $120.7M 78%

Figure 2: GC2022 Outcome Performance

Table 2: GC2022 Theme Performance

THEME

YEAR PLACE PROSPERITY PEOPLE SUPPORTING

2020-21 Monitor On Track Monitor On Track

ATTACHMENT 1

Overview

Positive change

Negative change

No change

2 organisations

National sporting

organisations relocated

to the city

places protected

38%

of notices provided to

ratepayers online

4251 people

are employed in creative

industries

99.4%

Bus stop compliance with

disability standards

-0.1%

Average residential

rate rise (Covid-19

support package)

87%

of customers satisfied

with customer services

100%

Asset Renewal

Funding Ratio

$1.9 billion

spent by domestic

visitors

$4.9 billion

Gold Coast exports

49.6%

Total of native

Vegetation cover

97%

Satisfaction with beach

facilities and safety

$181.3 million

Value of film

productions

174 litres

Average water use

per person (per day)

86%

of residents living within

400m of a recreational

park

84

Number of heritage

places protected

13.3%

of water is recycled



PROGRESS AT A GLANCE – CITY OPERATIONAL PLAN 2021-22

Figure 3: Operational Plan Initiatives NFTL

Figure 4: Status of Operational Plan expenditure

Highlights

$46.6m

Pimpama Sports Hub

$13.2m

Sundale Bridge Expansion

$61.7m

Upgrade of Coombabah

Sewage Treatment Plant

$33.6m

Bridge across Nerang River to

Isle of Capri

$29m

HOTA Art Gallery

$2.5m

Reedy Creek Landfill

construction

$1.1m

Skate Park, Pizzey Park,

Miami

$17.2m

Long Term Recycled Water

Release Plan Stage 1

$2.4m

Gold Coast Dive Attraction

$1.9m

Energy Generation and

Storage Systems

Implementation

$11.7m

Miami Aquatic Centre

Upgrades

$2m

Smart Meters Installation

$223k

HOPO Ferry Service Trial

$2.4m

Surfers Paradise Sand

Nourishment Pipeline project

$164k

Into Nature Program

$600k

Accelerate Triennial Arts &

Culture Grants Program

$170k

Level Up Youth Arts

Program

$2.1m

Country Paradise,

Nerang

$2.2m

Super Yacht berthing facility

contribution

$493k

Priority Species Program



CITY OPERATIONAL PLAN 2020-21 - INITIATIVES ATTACHMENT 2





PROGRESS DASHBOARD GOLD COAST 2022 – OUTCOME PERFORMANCE ATTACHMENT 3A



GOLD COAST 2022 – MEASURE PERFORMANCE ATTACHMENT 3B Progress towards PLACE outcomes

On Track

Monitor

Action Required

Completed

Not Reported

Outcomes – what we will see in 2022 Outcome Status

Performance 2020-21 Measure Status

Trend*

1.1 Our city provides a choice of liveable places

Percentage of city dwellings that are detached

‒

Rating for ‘Appealing environment’ – RepTrak Reputation Report

‒

1.2 We live in balance with nature

Condition of native vegetation cover

‒

Total native vegetation cover

‒

1.3 We manage our resources for a sustainable future

Average annual grading of waterways across the city

▼

Average water use per person per day (litres)

‒

Percentage of total waste recycled

‒

Percentage of water recycled

‒

Water system losses (%)

▼

1.4 We can get around the city easily

Average vehicle travel time along key road corridors within the city during peak hours

NA

Improved traffic flows and reduced accident rates on key road corridors and key intersections throughout the City

NA

Percentage of daily trips taken by private motor vehicle

NA

Percentage of daily trips using public transport

NA

Percentage of people who are satisfied with public transport

NA

1.5 We are an active digital city

Average Broadband Speed ‒

Number of City services using Internet of Things (IoT) systems/networks

▼





Trend*

1.6 Our modern centres create vibrant communities

Number of neighbourhood/local centres

‒

Parking occupancy rates within key City centres

NA

Percentage of people who live within 800m of public transport

NA

Percentage of residents who live within 400m of a recreational park

‒

1.7 Everyone can enjoy a beach experience

Community satisfaction with services for beach facilities and safety

▲

Sufficient sand volumes along Gold Coast beaches

▲

1.8 Our city is resilient to natural hazards

Percentage of properties that are exposed to unacceptable natural hazard risks

NA

Percentage of the coastal public beachfront requiring protection with a certified seawall - public (Corporate Plan)

‒

Progress towards PROSPERITY outcomes

On Track

Monitor

Action Required

Completed

Not Reported



Trend*

2.1 2.1 Our city's economy is diverse and innovative

Attract National Sporting Organisations to relocate to the city

▲

Increase in international students

NA

Increase in the number of businesses employing in the city

‒

2.2 We have a thriving cultural economy

Growth in the number of people employed in creative industries

‒

Increase GDP related to creative industries

▲

Increase in the value of film productions ▲

Rating for ‘Culture’ – RepTrak Reputation Report

‒

2.3 We have infrastructure that supports productivity and growth

Percentage business growth in key economic zones.

NA

Productive value add per worker

‒

Rating for ‘Adequate Infrastructure’ – RepTrak Reputation Report

‒





Trend*

Standard of living (Gross Regional Product per capita)

‒

2.4 We are a city with a strong and globally competitive business environment

Business confidence in the economy

NA

Number of people employed in the City

‒

Rating for 'Favourable environment for business' – RepTrak Reputation Report

‒

Value of Gold Coast exports ‒

2.5 We are a globally recognised tourism destination

Rating for 'Appealing Experiences' - RepTrak Reputation Report

‒

The amount of money spent by domestic visitors each year

▼

The amount of money spent by international visitors each year

NA

2.6 We have a positive global reputation

Global media reach

NA

Percentage increase in favourable environment for doing business – Rep Trak Reputation Report.

‒

Rating for ‘City ranking’ – RepTrak reputation Report

‒

Visitor sentiment

NA

Progress towards PEOPLE outcomes

On Track

Monitor

Action Required

Completed

Not Reported



Trend*

3.1 Our city is safe

Percentage of residents who feel safe in their neighbourhood: Average, strong and very strong sense of safety

NA

Percentage of residents who have one place where emergency items are stored in case they are impacted by severe weather

‒

Percentage of Residents who indicated that they had an emergency plan.

▲

Rating for ‘Safe environment for visitors and residents’ – RepTrak Reputation Report

‒





Trend*

3.2 We are proud of our city

Percentage of community who feel proud of the Gold Coast Some very and extremely proud

NA

Percentage of the community engaged in volunteering

‒

3.3 Our community is inclusive and supportive

Percentage increase in attendance at events celebrating national cultures

▲

Percentage of bus stops that comply with DSAPT (Disability Standards for Accessible Public Transport)

‒

Percentage of residents who feel a sense of belonging to their community Average, strong and very strong sense of belonging

NA

3.4 Our city embraces culture every day

Increase in the number of people participating in arts and culture in the city

▼

Number of heritage places protected ‒

3.5 Our city provides a wide range of job opportunities

Growth in the number of knowledge based jobs (non-population serving employment)

NA

Increase in jobs in the education and training sector

▼

Percentage increase in residents with a bachelor/tertiary degree or above (Growth in Participation in Tertiary Education)

‒

3.6 We are an active and healthy community

Percentage of Gold Coast City adult residents who meet the National Physical Activity Guidelines

NA

Percentage of people who make daily trips by cycling

NA

Percentage of people who make daily trips by walking

NA



Progress towards SUPPORTING THE DELIVERY OF GOLD COAST 2022 outcomes

On Track

Monitor

Action Required

Completed

Not Reported



Trend*

4A We plan for the future of the city

Asset Renewal Funding Ratio

‒

Leverage Ratio

NA

Rating in ‘Leadership’ - RepTrak Reputation Report

‒

4B We manage the city responsibly

Average duration of unplanned interruption - water (minutes)

‒

Average Residential Rate Rise (ARRR) ‒

Debt Service Coverage

NA

Domestic collected waste disposed per household (kg per household per year) ▼

Lost time injury frequency rate (LTIF)

‒

Operating Surplus ratio

NA

Partnering for Performance participation rate (%) ‒

4C We actively engage residents customers and visitors

Level of participation in city community engagement.

‒

Online submission of customer requests via forms and apps

‒

Overall rating of customer service experience rated good or excellent ‒

Percentage of notices (rates and water) provided to ratepayers online ‒



LEGEND AND DEFINITIONS ATTACHMENT 4

Project Evaluation Criteria

Gold Coast 2022 Outcome and Measure Performance

Gold Coast 2022 trends

Trend indicator compares the 2021 result to the 2019-20 result for outcome performance / individual performance measure performance.

Trend Definition

▲ Improving trend

‒ Consistent trend

▼ Downward trend

NA Where data is not reported, a trend cannot be established

Definitions

Term Definition

YTD Spend or % Spend

Year-To-Date expenditure. This includes adjusted commitments for end of financial year.

Revised Budget The current year’s approved budget for the project as per the last budget adoption or budget review. Initiatives with $0 Revised Budget are recurrently funded.

Note 1 All percentages in the dashboard report have been rounded.

Note 2 SAP financial data for YTD as at 30 June 2021 (data taken 28 July 2021 to adjust for end of financial year accruals)

Note 3 Initiative data as at 30 June 2021

Note 4 Initiative Dashboard Source: G:\SHARE\CPP Reporting\12. 2020-21 Reporting\Q4 2020-21 Reporting\City Operational and Corporate Plan Q4 2020-21\2020-21 Q4 Op Plan and Signature Actions and GC2022 Measures.pbix

Note 5 Measure Dashboard Source: G:\SHARE\CPP Reporting\12. 2020-21 Reporting\Q4 2020-21 Reporting\City Operational and Corporate Plan Q4 2020-21\2020-21 Q4 Op Plan and Signature Actions and GC2022 Measures.pbix

Note 6 A single measure that supports the assessment of more than one outcome will be reported under the primary outcome.

Note 7 Final audited Financial Statements are not yet available at the time of this report, financial ratio measure results will be provided as part of final Annual Report adoption by Council.

Project Evaluation criteria for projects that HAVE NOT been completed

Traffic light status

Non-financial Evaluation NFTL (Project Duration)

Financial Evaluation FTL (Yr 0 Budget)

On Track

Project is within tolerance compared to the latest approved schedule (within 10%)

Project expenditure is within tolerance compared to the latest approved cost plan (within 10%)

Monitor

Project is behind the latest

approved schedule without variance being approved (more than 10%, or up to 20%)

Project expenditure is below or

exceeds the latest approved cost plan without variance being approved (more than 10%, or up to 20%)

Action

Required

Project is significantly behind

the latest approved schedule without variance being approved (more than 20%)

Project expenditure is below or

exceeds the latest approved cost plan without variance being approved (more than 20%)

On Hold

Project is on hold Project is on hold

Project Evaluation criteria for projects that HAVE been completed

Traffic light status Non-financial Evaluation NFTL (Project Duration)

Financial Evaluation FTL (Total Project Cost)

Completed – On Track

O

Project was completed within

tolerance compared to the last approved schedule (within 10%)

Project was completed within

tolerance compared to the last approved cost plan (within 10%)

Completed – Monitor

M

Project was completed late compared to the last approved schedule without variance being approved (more than10%, or up to 20%)

Project was completed over budget compared to the last approved cost plan without variance being approved (more than 10%, or up to 20%)

Completed –

Action Required

R

Project was completed late

compared to the last approved schedule without variance being approved (more than 20%)

Project was completed over

budget compared to the last approved cost plan without variance being approved (more than 20%)

Completed – Cancelled

Project has been cancelled Project has been cancelled



6.7★ TRAVEL AND TRAVEL RELATED EXPENSES - COUNCILLORS AND

STAFF 1 APRIL - 30 JUNE 2021


File Number: CM787/790/07/07

Author: Christina Da Silva, Corporate Travel Officer, Contracts and Procurement

Authoriser: Cath Drinkwater, Acting Director Organisational Services, Organisational Services

Attachments: 1 ATTACHMENT A - TRAVEL AND TRAVEL RELATED EXPENSES COUNCILLOR AND STAFF 1 APRIL TO 30 JUNE 2021 ⇩

2 ATTACHMENT B - TRAVEL AND TRAVEL RELATED EXPENSES COUNCILLOR AND STAFF 1 APRIL TO 30 JUNE 2021 ⇩


Not Applicable.

2 EXECUTIVE SUMMARY

Not Applicable.

3 PURPOSE OF REPORT

This report provides a summary of Council funded travel activities for Councillors and staff for the period 1 April to 30 June 2021. Two comparison reports are shown on Attachment B comparing expenditure for the April to June quarter 2020 with the same quarter in 2021 and a 12-month comparison for 2019-20 and 2020-21.


Ex Minute No GF08.0611.007:

“That a report be brought back to Council on all conferences paid for by Council, attended by staff, contractors, or consultants, on a three-monthly basis. The report to contain details of the dates, cost, the relevant budget numbers they were charged to, and whether the attendees were speakers at the conference or convention.”

5 DISCUSSION

A report of Council funded travel activities for Councillors and staff for the period 1 April to 30 June 2021 is provided as Attachment A.

There were 28 travel requests processed and the table below shows a comparison with the same period last year.

1 Apr – 30 Jun 2020 1 Apr – 30 Jun 2021

No. of Travel Requests

Total Expenditure

($)

No. of Travel Requests

Total Expenditure

($)

Conferences 0 0 22 18,323

Business Meetings 0 0 0 0

Trade Missions 0 0 0 0



1 Apr – 30 Jun 2020 1 Apr – 30 Jun 2021

Awards Ceremony / Presentations 0 0 0 0

Study Tours / Site Visits 0 0 1 874

Expo / Trade Show / Exhibition 0 0 4 3,849

Conference Speakers 0 0 1 287

Total 0 0 28 23,333

A comparison report by directorate for travel related expenditure for the period 1 April to 30 June 2021 and 1 April to 30 June 2020, as well as the annual comparison report for 2019-20 and 2020-21 is as Attachment B. A summary of this is shown in the table below.

Year Number of Bookings

Registration/attendance

fees

Travel and Accommodation

Allowances, transfers,

etc.

Total Annual Expenditure

2019-20 138 $87,752 $140,532 $48,155 $276,439

2020-21 39 $12,947 $14,035 $6,505 $33,487

Due to the COVID-19 pandemic there was no international travel during the 2020-21 financial year and numbers were reduced in the previous financial year. The following table shows a comparison of international travel expenditure between the two years.

Year Number of Bookings

Total cost of travel Average Cost

2019-20 10 $57,073* $5,707

2020-21 0 $0 $0

*This excludes costs related to external guests for economic development activities and externally funded travel.

The expenditure on travel and related activities from 1 July 2020 to 3 June 2021 of $33,487 represents 0.0019% of Council’s initial accrual budget of $1.72 billion for 2020-21.


Not applicable.


All travel costs are funded from individual directorate budgets.

8 RISK MANAGEMENT

Prior to travel request submission, all travellers are advised to consider their need to travel and whether the purpose of their travel can be fulfilled via a virtual platform. Should the need to travel be deemed as essential, the traveller is referred to the Qld Government (Qld Health) border restrictions declaration and Council’s COVID-19 WHS Plan.

9 STATUTORY MATTERS

The Local Government Regulation 2012 requires disclosure of overseas travel in Council’s Annual Report.



10 COUNCIL POLICIES

• Corporate Travel and Accommodation Policy – Employees and Contractors.

• Expenses Reimbursement and Provision of Facilities for Mayor and Councillors Policy.

11 DELEGATIONS

Not applicable.


Not applicable.


Not applicable.

14 TIMING

This Report is for the period of 1 April 2021 to 30 June 2021.

15 CONCLUSION

The attached summary of travel expenditure is submitted for the information of Council. The report lists activities undertaken by Council that require either airfares or accommodation for staff, contractors, or Councillors to attend an event.

All travel is subject to a formal approval process. Furthermore, there is regular corporate oversight through reports to the CEO and external disclosure via Council’s Annual Report.

Overall, Council’s travel costs continue to amount to a very small percentage of Council’s overall annual budget i.e. 0.019%.

16 RECOMMENDATION


1 That the information contained in the report be noted.



Leave date Return date Position Events Provider Event location/s Booking Comment* Reg cost** Flight cost Accom cost Other cost*** Total cost

22-04-2021 23-04-2021 Business Development Officer Superyacht Australia Endless

Summer Captains Event

Superyacht Australia Sydney G20.0618.023 $0.00 $359.78 $227.17 $286.59 $873.54

06-05-2021 07-05-2021 Senior Town Planner Queensland Environmental Law

Association Conference - 'Reset,

Reset, Revive'

Queensland Environmental

Law Association

Brisbane CEO Approval $1,155.00 $0.00 $167.83 $21.00 $1,343.83

06-05-2021 07-05-2021 Coordinator Planning Appeals

And Research

Queensland Environmental Law


Reset, Revive'


Law Association


06-05-2021 07-05-2021 Senior Town Planner Queensland Environmental Law


Reset, Revive'


Law Association


06-05-2021 07-05-2021 Senior Town Planner - Appeals Queensland Environmental Law


Reset, Revive'


Law Association


31-05-2021 03-06-2021 Business Development Officer Land Forces Trade Show AMDA Foundation Ltd. Brisbane G20.0618.023 / CEO

Approval

$0.00 $0.00 $660.12 $274.00 $934.12

31-05-2021 03-06-2021 Tradestart Adviser Land Forces Trade Show AMDA Foundation Ltd. Brisbane G20.0618.023 / CEO

Approval

$0.00 $0.00 $660.12 $274.00 $934.12

31-05-2021 06-06-2021 Business and Investment

Attraction Officer

No Vacancy Hotel & Accommodation

Industry Expo

National Media Sydney G20.0618.023 / CEO

Approval

$0.00 $220.28 $592.45 $410.35 $1,223.08

01-06-2021 02-06-2021 Business Development Officer No Vacancy Hotel & Accommodation

Industry Expo

National Media Sydney G20.0618.023 / CEO

Approval

$0.00 $176.85 $223.01 $358.32 $758.18

14-06-2021 16-06-2021 Principal Building Surveyor QLD/NT Chapter Conference 2021 Australian Institute of Building

Surveyors

Brisbane $1,085.00 $0.00 $416.65 $192.00 $1,693.65

24-06-2021 25-06-2021 Business And Investment

Attraction Officer

Women in Sport Conference Ministry of Sport Sunshine Coast G20.0618.023 / CEO

Approval

$220.54 $0.00 $202.72 $57.00 $480.26

$5,925.54 $756.91 $3,633.20 $1,936.26 $12,251.91


14-04-2021 17-04-2021 Supervisor Cemetery

Management

ACCA Cemetery Monument Seminar Australasian Cemeteries &

Crematoria Association

(ACCA)

Cairns $495 $427 $572 $160 $1,654

05-05-2021 07-05-2021 Chief Lifeguard 25th Annual National Coastal Council

Lifeguard Services Conference and

Workshop

Australian Professional

Lifeguard Association

Sandon Point CEO Approval $132 $0 $97 $217 $446

05-05-2021 07-05-2021 Lifeguard 25th Annual National Coastal Council


Workshop






Workshop




05-05-2021 07-05-2021 Senior Lifeguard 25th Annual National Coastal Council


Workshop






Workshop




Attachment AAs at: 30 July 2021

Quarterly Travel Report

1 April to 30 June 2021

Total:

Economy, Planning & Environment

Lifestyle and Community





Workshop




05-05-2021 07-05-2021 Superintendent - North 25th Annual National Coastal Council


Workshop






Workshop




05-05-2021 07-05-2021 Superintendent - Central 25th Annual National Coastal Council


Workshop




05-05-2021 07-05-2021 Chief Lifeguard 25th Annual National Coastal Council


Workshop




$1,815 $427 $1,539 $2,330 $6,111


06-05-2021 07-05-2021 Executive Coordinator Legal

Services

Queensland Environmental Law


Reset, Revive'


Law Association

Brisbane CEO Approval $770 $0 $166 $21 $957

$770 $0 $166 $21 $957


12-05-2021 13-05-2021 Director Transport and

Infrastructure

2021 NSW/ACT/QLD Conference -

Creating a Climate for Change

Parks & Leisure Australia Coffs Harbour Conference speaker $0 $0 $251 $36 $287

$0 $0 $251 $36 $287


02-06-2021 04-06-2021 Works Officer 45th WIOA Queensland Water

Industry Operations Conference &

Exhibition

Water Industry Operators

Association of Australia Ltd

Toowoomba CEO Approval $612 $0 $258 $83 $953

02-06-2021 04-06-2021 Leading Hand Civil

Maintenance

45th WIOA Queensland Water


Exhibition




02-06-2021 04-06-2021 Network Operations Officer 45th WIOA Queensland Water


Exhibition




02-06-2021 04-06-2021 Supervisor Civil Maintenance /

Construction

45th WIOA Queensland Water


Exhibition




$2,448 $0 $906 $373 $3,727

Reg cost** Flight cost Accom cost Other cost*** Total cost

Total: $10,959 $1,184 $6,495 $4,696 $23,333



Water and Waste

* Booking Comments - Where applicable, a comment is made to clarify the details of the event attendance.

** Registration - Includes conference registration or other costs required to attend the event.

*** Other - incudes daily allowances, cab charges, car hire and other minor costs.

Total:

Total:

Total:

Total:

# This report provides information on attendance at business meetings, conferences, seminars and similar activities.



1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21

1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21

1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21

1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21

1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21

1 Apr 20 -

30 Jun 20

1 Apr 21 -

30 Jun 21Councillors 0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Economy, Planning & Environment 0 11 $0 $5,926 $0 $757 $0 $3,633 $0 $1,936 $0 $12,252

Lifestyle & Community 0 11 $0 $1,815 $0 $427 $0 $1,539 $0 $2,330 $0 $6,111

Office of the CEO 0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Office of the COO 0 1 $0 $770 $0 $0 $0 $166 $0 $21 $0 $957

Organisational Services 0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Transport & Infrastructure 0 1 $0 $0 $0 $0 $0 $251 $0 $36 $0 $287

Water & Waste 0 4 $0 $2,448 $0 $0 $0 $906 $0 $373 $0 $3,727

Total 0 28 $0 $10,959 $0 $1,184 $0 $6,495 $0 $4,696 $0 $23,333

2019-20 2020-21 2019-20 2020-21 2019-20 2020-21 2019-20 2020-21 2019-20 2020-21 2019-20 2020-21

Councillors 1 2 $350 $0 $0 $1,778 $186 $154 $15 $312 $551 $2,244

Economy, Planning & Environment 30 13 $26,158 $6,393 $21,107 $1,053 $23,283 $4,235 $17,521 $2,305 $88,069 $13,986

Lifestyle & Community 17 14 $5,070 $1,815 $9,081 $427 $6,327 $1,982 $5,535 $2,501 $26,012 $6,725

Office of the CEO 8 2 $9,241 $0 $11,267 $412 $6,915 $140 $2,910 $159 $30,334 $712

Office of the COO 15 1 $17,325 $770 $5,880 $0 $5,497 $166 $3,644 $21 $32,347 $957

Organisational Services 19 0 $6,772 $0 $3,322 $0 $5,354 $0 $3,667 $0 $19,114 $0

Transport & Infrastructure 27 5 $19,431 $776 $16,470 $1,199 $12,283 $874 $9,865 $638 $58,049 $3,488

Water & Waste 21 6 $3,405 $3,194 $7,874 $0 $5,684 $1,614 $4,999 $569 $21,963 $5,376

Total 138 39 $87,752 $12,947 $75,002 $4,870 $65,530 $9,165 $48,155 $6,505 $276,439 $33,487

Total

# This summary report provides information on attendance at business meetings, conferences, seminars and similar activities.

Total

Annual Travel Comparison Report

2019-20 and 2020-21No. of Attendees Registration cost Flight cost Accomodation cost Other cost

No. of Attendees Registration cost Flight cost Accomodation cost Other cost

As at: 30 July 2021 Attachment B

Quarterly Travel Comparison Report

1 April - 30 June 2020 and 1 April - 30 June 2021



7 CLOSED SESSION REPORTS AND PRESENTATIONS

8 GENERAL BUSINESS

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