Economic Development and Major Projects …...2016/06/02 · GOLD COAST TURF CLUB - (2016 - 2018) 5...

717

Adopted Report for the

Economic Development and Major Projects Committee Meeting

held

Thursday, 2 June 2016 at

2 pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

717th Council Meeting 7 June 2016 2 Economic Development And Major Projects Committee Meeting 2 June 2016 Adopted Report

Index Adopted Report

Economic Development and Major Projects Committee Meeting Thursday, 2 June 2016

Item Direct. File Page Subject

1 EDMP LG115/1296/01/2016(P1) 4 2016 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE

2 EDMP CM787/789/04/08(P1) 8 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016)

3 EDMP CM787/789/04/08(P1) 22 ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016)

4# EDMP CM787/789/04/08(P1) 29 GOLD COAST TURF CLUB - (2016 - 2018)

5 EDMP PD330/720/11(P1) 38 GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016

Closed Session

6# EDMP PD330/214/18/01 76 OFFSHORE CRUISE SHIP TERMINAL PROPOSAL

#Changed Recommendations KEY: OCEO - Office of the Chief Executive Officer CI - City Infrastructure GCW - Gold Coast Water CS - Community Services OS - Organisational Services EDMP - Economic Development & Major Projects PE - Planning & Environment

717th Council Meeting 7 June 2016 3 Economic Development And Major Projects Committee Meeting 2 June 2016 Adopted Report ADOPTED AT COUNCIL 7 JUNE 2016 RESOLUTION G16.0607.021 moved Cr Vorster seconded Cr O’Neill That the Report of the Economic Development & Major Projects Committee’s Recommendations of Thursday, 2 June 2016, numbered ED16.0602.001 to ED16.0602.006, be adopted with the exception of:- Recommendation Numbers ED16.0602.004 and

ED16.0602.006 which were specifically resolved.

CARRIED UNANIMOUSLY

ATTENDANCE Cr H Vorster (Chairperson) Cr T Tate (Mayor) left meeting at 2.30pm Cr G O’Neill Cr D Gates Cr C Caldwell Cr D Crichlow OAM Cr P Taylor Cr R La Castra Cr W Owen-Jones (Visitor) Cr K Boulton (Visitor) Cr PC Young (Visitor) Cr G Baildon (Visitor) Mr D Scott Director Economic Development and Major Projects Mr D Stewart Manager Major Projects Mr R McNab Executive Officer Special Events Mr L Adair Coordinator Major Projects Mr M Button Principal Project Officer (Sport and Tourism) PRESENTATIONS

717th Council Meeting 7 May 2016 4 Economic Development And Major Projects Committee Meeting 2 June 2016 Adopted Report

ITEM 1 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS 2016 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2016(P1)

2016

ITEM BRANCH ACTION/ COMMENTS Economic Development and Major Projects Committee – Standing Item All Meetings 2016 Proposed Agenda Items for the Economic Development and Major Projects Committee Director’s Office Standing Item 718 Council Meeting – 24 June Economic Development and Major Projects Committee – 21 June

Export Assistance Scheme 6 month Summary Economic Development Six monthly update on companies approved under the Export Assistance Scheme

Workforce and Education Update Economic Development Annual report update

Urban Oasis Public Art Commission Arts & Culture Report on the competition

RADF Arts & Culture Update on round 2, stage 2 applications 719 Council Meeting – 26 July Economic Development and Major Projects Committee – 21 July

Precinct Advisory Committees Economic Development

Public Art Policy and Plan Arts & Culture

Contemporary Music Plan Arts & Culture


ITEM 1 (CONTINUED) 2016 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2016(P1) 720 Council Meeting – 26 July Economic Development and Major Projects Committee – 21 July Surf World Project Update Economic Development

Investment Attraction Program Review Economic Development Update on Investment Attraction guidelines and program review Presentation by Mark Peters, CEO of GOLDOC 721 Council Meeting – 23 August Economic Development and Major Projects Committee – 18 August The Cream Track Economic Development 722 Council Meeting – 6 September Economic Development and Major Projects Committee – 1 September International Plan and International Trade and Investment Program 2015-2016 Six-monthly Update (Final) Economic Development 723 Council Meeting – 15 September Economic Development and Major Projects Committee – 14 September 724 Council Meeting – 18 October Economic Development and Major Projects Committee – 13 October Marine Industry Update Economic Development 725 Council Meeting – 31 October Economic Development and Major Projects Committee – 27 October


ITEM 1 (CONTINUED) 2016 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2016(P1) 726 Council Meeting – 15 November Economic Development and Major Projects Committee – 10 November Presentation by Mark Peters, CEO of GOLDOC RECOMMENDATION It is recommended that Council resolves as follows: That the 2016 Proposed Agenda Items for The Economic Development and Major Projects Committee be noted. Authorised by: Darren Scott TRACKS REF: #55063933 Director Economic Development and Major Projects


ITEM 1 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS 2016 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2016(P1)

COMMITTEE RECOMMENDATION: ED16.0602.001 moved Cr D Gates seconded Cr R La Castra That the 2016 Proposed Agenda Items for The Economic Development and Major Projects Committee be noted.

CARRIED


ITEM 2 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to consider the Post Event Report for the RACV Ladies Masters (golf) event held at Royal Pines Resort during the period 25-28 February 2016. 4 PREVIOUS RESOLUTIONS In 2013 Council resolved to renew the contract in relation to this event 2014-2016 (G13.0903.010)

a That the Chief Executive Officer be authorised to negotiate and execute a three-year Agreement with TA Golf in relation to the Ladies Masters golf event, to be staged at Royal Pines Resort in 2014, 2015 and 2016.

b That the sponsorship contributions comprise a cash contribution (payable after the event) and in-kind support as follows:

(i) $50,000 cash (plus GST) and in-kind support to a total cost of

$7,500 (plus GST) for the 2014 event

(ii) $52,500 cash (plus GST) and in-kind support to a total value of $7,500 (plus GST) for the 2015 event

(iii) $55,000 cash (plus GST) and in-kind support to a total value of $7,500 (plus GST) for the 2016 event

c That the funding be provided from:

(i) Budget 1005194 (Tourism Research and Promotion): $5,000 cash (plus GST) for the 2014, 2015 and 2016 events

(ii) Budget 1005161 Investment Attraction: $10,000 cash (plus GST) for the 2014, 2015 and 2016 events

(ii) Budget ED5710O006 (Major Events Support):

• $35,000 (plus GST) cash and $7,500 in-kind (plus GST) for the 2014 event,



d That support to this event is an exercise of Council’s Beneficial Enterprise Powers


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18)

In late 2015, the Organiser requested additional support to address a sponsorship shortfall and Council resolved to provide an additional $75,000 to ensure the 2016 event could go ahead G15.1102.001:

a That the existing contract with TA Golf for the Ladies Masters be amended to increase the investment into the 2016 event by an additional $75,000 (plus GST), subject to the applicant-

(i) listing the event with detailed information and images on www.moregoldcoast.com.au

(ii) engaging with Gold Coast Tourism to:

• coordinate marketing and promotion of the event so as to attract additional visitors to the city and

• deliver out-of-region visitors with a range of Tourism related products to support overnight stays and visitor expenditure around the event;

(iii) agreeing to recognise Council’s increased support and contribution, to the satisfaction of the Chief Executive Officer.

b That the source of Funds be ED5710O007 “Tourist Parks Tax Equivalents”.

c That support to this event is an exercise of Council’s Beneficial Enterprise Powers.

5 DISCUSSION 5.1 Event Organiser TA Golf 22 Greenhill Rd WAYVILLE SA 5034 (08) 8373 2021 www.tagolf.com.au

http://www.moregoldcoast.com.au/


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 5.2 Background Council has supported the event since 2005. This golf event is a cost-effective vehicle to stimulate economic benefits and to take the Gold Coast and Queensland brand to the world. The Ladies Masters is a vital part of the portfolio of world-class golf tournaments held in Australia and a key major event in the city’s event portfolio. The 2016 event was the 27th event since its inception. It was originally staged at Palm Meadows and its more recent history is as:

• In 1990 Australian Ladies Masters launched Palm Meadows Golf Course Gold Coast.

• 1990 - re-introduction of women’s professional golf in Australia after an absence of 17 years.

• 1992 - the Ladies Masters relocated to the RACV Royal Pines Resort.

• The ambience and world class facilities provided by the RACV Royal Pines Resort are excellent for this event.

• It now ‘bookends’ the PGA Australian Championship at RACV Royal Pines Resort in December since that event was secured for the city from 2013 - 2017.

The decision by its previous naming rights sponsor (ANZ) not to renew its contract (the after-shocks of the GFC), combined with the recent loss of Volvik as naming rights sponsor, and change of television broadcasters have caused significant difficulty in maintaining the growth and direction of the event over recent years. This led to an approach to Council for additional assistance to enable the 2016 event to proceed. The Organiser expects the event to continue to recover, and will seek a renewal of the contract with Council in the near future. 5.3 Overview of 2016 Event The Chairman of TA Golf, Mr Bob Tuohy summarises the outcomes as:

The 27th edition of the RACV Ladies Masters enjoyed another sensational week of world class international golf and excellent weather conditions. The most significant outcome was the scoring on the new Royal Pines layout as there was much conjecture and commentary pre-event regarding how the women would fair, however thanks to the course superintendant, Graham Marsh, Karen Lunn and Tournament Director Ben Tuohy the course was set up professionally with advantageous pin places, hence seventeen players equaled par or better with the winner recording a total of 14 under par. The above scoring is testimony to the depth of the field assembled. Former world number 1, Jiyai Shin was indeed a very popular winner and has vowed to defend her title next year. This year the RACV Ladies Masters enjoyed strong attendance during tournament week and our international broadcast reached in excess of 140 million households around the world including the Americas in sixty counties. The RACV Royal Pines Resort course and the Gold Coast certainly was on show as a key destination to visit.



A record 34 countries were represented this year which all goes well for the future and popularity of the RACV Ladies Masters amongst the players. Another positive outcome this year was the interest and support shown in the RACV Junior Masters held on the tournament course on Monday. 68 young players which included 13 overseas juniors and 21 interstate along with 24 Queensland juniors participated. This event provides a pathway for junior girls under 18 years to earn playing spots on the big stage, an event TA Golf intend to grow. Looking ahead to 2017 and beyond, TA Golf is committed to grow the Ladies Masters and boost the prize pool to keep pace with our co-sanction partners and the players as the place to visit and play annually.

5.4 Attendance Players There were 147 players from a record 34 countries, 100 from overseas and 47 from Australia. TA Golf estimate that each player averaged and additional three accompanying/supporting people. The field was composed of:

• ALPG (Australian Ladies Professional Golf) members: 50

• LET (Ladies European Tour) members: 60

• Sponsor Invites: 37


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) Overall Attendance Day by Day Figure 1 below summarises the daily attendance, (totalling 36,842) at the event.

Figure 1: Daily Attendance Summary


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 5.5 Media Coverage and Attendance The press/media attendance was strong which generated wide spread coverage across radio, TV, print and social media channels. Attending media included:

• AAP

• ABC Grandstand

• ABC News Gold Coast

• ABC TV

• ABC Commentary Team

• Bruce Young Media

• Channel 7

• Courier Mail/News Corporation

• Getty Images

• Gold Coast Bulletin

• Gold Coast Tourism

• Golf Queensland

• 102.9 Hot Tomato

• Inside Golf

• JTBC Golf (Korea)

• moregoldcoast.com.au

• Nine News Brisbane

• RACV Corporate Communications Manager

• SMP Images

• Ten News Brisbane

• The Australian

• u.com (Germany)

• Womensgolf.com

• Zakazukha Marketing Communications The coverage was excellent, both locally and nationally by way of news print, radio, television broadcast and social media platforms.


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) TA Golf subsidised attendance of the following key interstate journalists and international media:

• Will Swanson – The Australian

• Jim Tucker – Courier Mail

• Bernie Pramberg – Australian Associated Press

• 3 x television production personnel to produce and edit the world feed on behalf of the Ladies European Tour and U.com

Having the three journalists present certainly increased the coverage in their respective publications. 102.9 Hot Tomato over-delivered on their commitment to pre-promote the event and ABC Radio Gold Coast this year broadcast live from RACV Royal Pines. This was an unexpected bonus. The media centre team completed the following tasks during tournament week:

• Managed/coordinated the Media Centre all week – which included coordinating player interview requests, assisting television crews and photographers regarding which players were available and where they would be, interviews and photo opportunities

• Sent tournament logos to media for use, particularly by print media

• Organised players for colour stories for RACV – Day Spa and Gym

• Organised for photographs of leading players to be taken daily

• Organised daily transcripts to be emailed to relevant Australian and international media

• Emailed daily stories to LET

• Sent out daily email notifications of the days play to all print, radio and television media

• Coordinated players for ABC TV requests on Saturday and Sunday

• Arranged radio and internet interviews as requested for local and interstate radio stations prior to and during the tournament including but not limited to: ABC, 2UE, 2GB, 2KY, Sport 927, ABC Gold Coast, SEN and ABC Grandstand.

• Assisted various media personnel through the week with arranging interviews with players

• Assisted ABC production team whenever possible with information requirements from Friday to Sunday

• Organise winner interview with Jane Crafter from ABC TV


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) Television production contractors World Sport Group provided an invaluable service in providing and coordinating the production of various colour pieces during the event for posting on the ALPG website and other media and social media platforms. Figure 2 summarises the ALPG website statistics growth over the past seven years.

Figure 2: ALPG Website Statistics

TA Golf and the ALPG undertook the following social media activities during the RACV Ladies Masters week:

• Daily tweets on Twitter

• Daily Facebook posts – including photo albums, stories, press releases, blogs and links

• ALPG Youtube video uploads – preview interviews and media conferences and any other one-on-one interviews

• Tweets and Facebook posts relating to player interviews


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 5.6 Media Outcomes Repucom were commissioned to provide a media evaluation report of the event. Key outcomes are summarised below.

Figure 3: Summary of Key Media Outcomes

At the 2016 RACV Ladies Masters, the total QI (Quality Index) Media Value of $9.4m was generated by the event sponsors (Note – the QI index is a performance measure of brand exposure and takes into account size, duration, position and frequency). The event had a global household reach of 140 million.

• Host market Australia topped the value rankings and generated 52% of the total QI value after free-to-air ABC showed live coverage and Fox Sports broadcast event highlights.

• South Korea ranked 2nd by the QI value after showing over 29 hours of coverage. The value in Korea decreased year-on-year due to fewer broadcast hours generated by J Golf.

• Total Broadcast Hours increased by 21% year-on-year mainly thanks to additional SportKlub coverage. Markets such as Thailand, UK and Portugal showed less coverage compared to 2015.

• Source feed exposure increased by 9% year-on-year. The top locations were the TVGI Leaderboard Text (35%), the TVGI Leaderboard Logo (18%) and the TVGI Player Scorecard Logo (7%).

• The RACV brand (including the tournament name), received over 34 minutes of brand exposure from the source feed and accumulated a total QI Media Value of $3.6m. Brands promoting Australian tourism generated together $1.8m.


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) The following extracts from the Repucom report summarise the key outcomes

Figure 4: Total Media Value and QI Media Value



Figure 5: Broadcast Hours

5.7 Growth Summary The 2016 event has grown compared to the 2015 event, as summarised in Figure 6 below

Factor 2015 2016 Total event attendance 27,381 36,842 Broadcast hours 229 227 Total Media Value Over $31 million Approx $38 million Household reach 117 million 140 million Countries receiving broadcast

37 41

Figure 6: Event Comparison 2015 and 2016


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 5.8 Leverage Program Council’s investment into this event has provided leverage opportunities to support other programs, (esp Economic Development programs) within Council. This initiative aligns with both the city image and investment attraction projects. The key element was a one-day City of Gold Coast Pro Am in which carefully selected invited guests participated with selected professional golfers allotted to each team. Invitations were extended to foster business-to-business opportunities, and develop other key relationships and contacts. These activities have been successful and it is planned to continue them in future years, should Council agree to renew the Ladies Masters contract. The costs of the sponsorship have been shared between the Events Support Budget, the Tourism Development budget and the Investment Attraction budgets (see resolution above), and it is proposed to continue that arrangement in the future. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN

2.0 Prosperity built on a strong diverse economy

2.5 We are a globally recognised tourism destination.

Our city attracts visitors from all over the world.

3.0 People contribute to a strong community spirit

3.2 We are proud of our city.

We are a vibrant community committed to success. 3.6 We are an active and healthy community.

We enjoy our city and its enviable climate. 7 COMMONWEALTH GAMES IMPACT Not applicable. 8 FUNDING AND RESOURCING REQUIREMENTS Funds to support this event were provided from the budgets detailed in the Resolution above. 9 RISK MANAGEMENT Operational risk management was addressed as detailed planning and preparation stages evolved and as the events were staged. 10 STATUTORY MATTERS All appropriate legislative requirements were addressed.


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 11 COUNCIL POLICIES Not applicable 12 DELEGATIONS Not applicable 13 COORDINATION & CONSULTATION Consultation to included key agencies involved in the operational planning and approval processes. 14 STAKEHOLDER IMPACTS Key stakeholders are sectors of the tourism industry, business community and the broader community. 15 TIMING The event was staged in the period 25-28 February 2016 16 CONCLUSION This event is the only world-class women’s golfing event in Queensland each year and it is a key event in the city’s Major Events portfolio that is staged in the February / March period which is during a relatively quiet tourism period. The event adds to the series of international and televised events at that time of year, thereby adding to the positioning and promotion of the city through those events1. Additionally, it is an important golfing event in our Events Calendar in conjunction with the Australian PGA Championships staged also at Royal Pines in the December period, adding to the impact of the promotion of the city as a golfing and tourism destination. Council’s support of this event has provided benefits for the city primarily through promotion of the city as a world-class golf and tourism destination. The print and television coverage of the event reached wide audiences in Australia and in key overseas target markets. There were more visitors to the Gold Coast this year which contributed to positive economic outcomes. Overall, the Ladies Masters golf tournament provides a very reasonable return on Council’s sponsorship investment. The Organiser delivers more than the contracted sponsor benefits and has worked with Council’s Officers in a very helpful and collaborative way to optimise benefits for the city and to enhance the relationship between the parties.

1 For example: Magic Millions (January) , Breaka Surf Pro (February) , Quiksilver Pro (February-March), Australian Surf Life Saving Championships (March)


ITEM 2 (Continued) 2016 RACV LADIES MASTERS GOLD COAST - POST EVENT REPORT (25-28 FEB 2016) LG426/602/-(P18) 17 RECOMMENDATION It is recommended that Council resolve as follows:- That the Post Event Report for the 2016 RACV Ladies Masters held at Royal Pines Resort (25-28 February 2016) be received and noted. Author: Authorised by: Ray McNab Darren Scott Executive Officer City Events Director Economic Development and Major Projects 17 May 2016 TRACKS REF: Document2 COMMITTEE RECOMMENDATION: ED16.0602.002 moved Cr D Gates seconded Cr R La Castra That the Post Event Report for the 2016 RACV Ladies Masters held at Royal Pines Resort (25-28 February 2016) be received and noted.

CARRIED


ITEM 3 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to consider the Post Event Report for the inaugural Gold Coast Italian Festival staged at Pratten Park, Broadbeach on 26-27 March 2016. 4 PREVIOUS RESOLUTIONS A proposal for support of the 2016 event was considered at the Events Advisory Committee meeting of 14 October 2015 and Council subsequently resolved (G15.1102.001):

a That the applicant (Italian Festival Inc) be advised that Council will provide cash support to a maximum amount of $10,000 (plus GST) for promotion and/or infrastructure costs for the 2016 Italian Food and Wine Festival (26-27 March 2016), subject to the applicant:

(i) listing the event with detailed information and images on www.moregoldcoast.com.au

(ii) engaging with Gold Coast Tourism to:

• coordinate marketing and promotion of the event so as to attract additional visitors to the city and

• deliver out-of-region visitors with a range of Tourism related products to support overnight stays and visitor expenditure around the event;

(iii) undertaking to provide a comprehensive Post Event Report

b That the applicant be also advised that Council will review the 2015 event outcomes when considering potential future investment in this event.

c That the source of Funds be Account ED5710O006-Major Events Support.

d That support to this event is an exercise of Council’s Beneficial Enterprise Powers.

5 DISCUSSION 5.1 Event Organiser Mr Alessandro Sorbello Executive Producer, Italian Week PO Box 1198 Stafford Qld 4053 http://www.ItalianWeek.com.au [email protected] www.GoldCoastItalianFestival.com.au

http://www.moregoldcoast.com.au/

http://www.italianweek.com.au/

mailto:[email protected]

http://www.goldcoastitalianfestival.com.au/


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 5.2 Background Italian Week has been staged in Brisbane since 2007. It was decided to stage the inaugural Gold Coat Italian Festival on the Easter weekend, 26-27 March 2016, at Pratten Park in Broadbeach. The Gold Coast Italian Festival commenced with a well delivered event with strong production performance and was well attended by locals and visitors to the Gold Coast. 5.3 Introduction The Festival’s Mission was to deliver a vibrant, traditional and community-based festival, promoting Italian culture in Australia and around the world and highlighting the influence of Italian culture in Australia. The Festival was an opportunity to showcase Italian food, wine and culture and to preserve and promote an appreciation of culture and the heritage of Italy. It was delivered with a combination of food and culture stalls and bar and entertainment for adults and children. The festival was delivered successfully by the production team and whilst the total number of entrants did not reach anticipated levels, for the first festival the outcome was satisfactory, attendance wise. 5.4 Attendance Whilst the target audience in total was not achieved, the result is promising for the first year. The Organiser’s evaluation indicates that the Gold Coast Italian Festival can become a much loved community event, with the capacity to grow an ever-increasing local and national audience (similar to the Brisbane Italian Festival that attracted over 55,000 in 2015). The Organiser estimates that a total of 22,000 people attended the festival over the two days, and based on a survey, estimate the breakdown as:

• Intrastate/locals: 15,000 • Interstate: 6,000 • Overseas: 1,000

The Gold Coast Italian Festival Team has successfully achieved all goals and performance targets. Survey results for the 2016 Gold Coast Italian Festival include:

• 85 per cent of survey respondents were happy with the festival

• Approximately 69% were likely to recommend future Gold Coast Italian Festival events to friends and/or colleagues.

• Website and Facebook figures show a significant increase on pre-festival activity The transition to a new model for 2017 to better position the festival as a traditional, local and community-based celebration is being explored, noting that a new date/location will be required for 2018 to avoid Commonwealth Games activity. This location change may be explored for the 2017 event.


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 5.5 Programme The festival included a combination of food and culture stalls and bar and entertainment for adults and children. The programme included performances by:

• Livio Taraborrelli (Accordionist/Vocalist)

• Raffaele Pierno (Italian tenor)

• DJ Steve

• Fortunato Isgro (singer)

• Joe Castellana (flautist

• CARNIVAL (Festive minstrels

• Roger Davy (tenor)

• Simone Nicole (soprano)

• Meg Kiddle (soprano)

• Domenico ("Dom" and the Latin Mafia)

• Alfredo Malabello (crooner) More detail has been supplied and will be available at the committee meeting. 5.6 Marketing Summary The Gold Coast Italian Festival used a combination of online promotions, social media strategies and direct marketing to specific markets.

• Several websites were directly contacted to promote the event through a series of channels to provide a reasonable level of long-term media coverage in building the festival’s presence on the Gold Coast.

• Direct promotions included-

o Calling and direct-mailing the hotels and accommodation offerings in Broadbeach, Surfers Paradise, and other key locations and distributing 15,000 flyers and 400 posters to key accommodation suppliers.

o A poster and brochure marketing campaign that distributed 7,000 additional flyers in over 400 locations from Brisbane to Byron Bay for the month leading up to the festival.

• Social Media and direct email marketing resulted in online sales of over 2,000 tickets for the event.

• Direct communications with radio and television stations saw a number of live interviews with the Festival staff and production team and television coverage.


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 5.7 Improvement The Gold Coast Italian Festival seeks to operate on a Continuous Improvement model. Recommendations outlined in the survey and management reports are summarised below and where possible will be incorporated into the planning and delivery of future programming.

• Community Feedback

o More entertainment and music

o More advertising/publicity/information regarding events

o More food stalls

o Improving the children’s entertainment

o Solving car parking issues

• Marketing and Communication

o Better coordination

o Clear marketing and communication operations plan

o All marketing and communication messages uniform to ensure cohesion and quality

• Media

o Better promotion of the festival website and more engaging/interactive content required to boost usage

o Better promotional strategy to boost Twitter followers

o Refocus the festival e-newsletter as a pre-festival newsletter directed towards for early engagement by sponsors, business leaders, the artistic and performing community, and similar stakeholders

• Sponsorship

o Greater lead time to ensure sponsors receive maximum benefit

o Updated sponsorship proposal to current best practice methods

o Improved sponsorship management

o Dedicated sponsorship officer to secure increased external investment

• Council Collaboration

o Longer lead times for festival production

o Examination of alternative locations which may include indoor/outdoor facility

o Closer working relationship with event production for big-picture of the production timeframes.

o Collaboration regarding managing media and any damage control (the automatic operation of the park irrigation caused issues including negative publicity).


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 5.8 Forward Planning The following aspects are to be explored in planning into 2017:

• Confirm Festival dates and confirm the Easter long weekend as the best option

• Explore the festival running over four days instead of two days

• Explore alternate locations including Kurrawa Park and the Gold Coast Arts Centre

• Lodge early submission for 2017 event and work on delivering Event Management Plan by July 2016

• It is proposed that all events, performances and workshops would be concentrated within the festival hub proposed new location. This would develop an intensified program that offers a diverse range of centralised activities.

• Collaboration and partnerships with City of Gold Coast and key stakeholders is seen as a pivotal element to delivering a vibrant festival

6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN






We are a vibrant community committed to success. 3.6 We are an active and healthy community.

We enjoy our city and its enviable climate. 7 COMMONWEALTH GAMES IMPACT Not applicable, but noting to need to move the event in time and/or space to avoid displacement issues in 2018. 8 FUNDING AND RESOURCING REQUIREMENTS Funds to support this event were provided from ED5719O006 (Major Events Support) as detailed in the Resolution above. 9 RISK MANAGEMENT Operational risk management was addressed as detailed planning and preparation stages evolved and as the event was staged.


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 10 STATUTORY MATTERS All appropriate legislative requirements were addressed. 11 COUNCIL POLICIES Not applicable 12 DELEGATIONS Not applicable 13 COORDINATION & CONSULTATION Consultation to included key agencies involved in the operational planning and approval processes. 14 STAKEHOLDER IMPACTS Key stakeholders are sectors of the tourism industry, business community and the broader community. 15 TIMING The events were staged on 26-27 March 2016. 16 CONCLUSION Council provided support to this event to help it become established and see it grow into an annual event of significance in the city’s Event Calendar. Increasing attendance at events that celebrate national cultures is an outcome with the Corporate Plan (Gold Coast 2020) and this highlights the need to foster the development of this event moving forward. The 2016 Gold Coast Italian Festival successfully delivered a diverse and community- engaging festival despite a disappointing attendance, probably due to the limited marketing plan and the selection of the Easter weekend. Feedback from audience, participants and sponsors has been positive and community involvement has proved satisfactory. The festival successfully achieved most first year goals and performance targets and the Organiser is now seeking to position the festival as a traditional, local and community-based celebration. Key learnings clearly identify the need for improved sponsorship management, a comprehensive marketing and communications plan, and an adequate budget including sufficient human resources to facilitate continuous improvement. The Brisbane Italian Festival which has been running for eight years and attracted over 55,000 people in 2015 is a powerful marketing tool for all potential sponsors and for attendees. The increasing numbers of attendees year after year demonstrates the appeal of its concept and suggests the capacity for the Gold Coast Italian Festival to attract more attendees and visitors in the future. The possible relocation of the event in date and/or time in 2017 is supported in concept, so as to allow time to bed-down prior to the 2018 event.


ITEM 3 (Continued) ITALIAN FESTIVAL 2016 (POST EVENT REPORT) - (26 -27 MARCH 2016) LG426/602/-(P18) 17 RECOMMENDATION It is recommended that Council resolve as follows:- That the Post Event Report for the 2016 Italian Festival (26-27 March 2016) at Pratten Park, Broadbeach be received and noted. Author: Authorised by: Ray McNab Darren Scott Executive Officer City Events Director Economic Development and Major Projects 4 May 2016 TRACKS REF: Document2 COMMITTEE RECOMMENDATION: ED16.0602.003 moved Cr D Gates seconded Cr R La Castra That the Post Event Report for the 2016 Italian Festival (26-27 March 2016) at Pratten Park, Broadbeach be received and noted.

CARRIED


ITEM 4 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to consider a request to renew a contract with Gold Coast Turf Club (2016 - 2018). 4 PREVIOUS RESOLUTIONS An initial three-year Agreement was executed following Council’s resolution CC09.1021.005:

a That the applicant (Gold Coast Turf Club) be advised that Council is prepared to provide support to a maximum total of $30,000 pa (plus GST) to assist in the staging and growth of the Magic Millions Carnival, Prime Minister’s Cup Race Day, and Melbourne Cup Race Day, for a three-year period commencing from January 2010, subject to agreement in relation to an appropriate sponsor benefits/recognition package.

b That the source of funds be G571 4001 “Major Events Support”

c That as the rights to stage the event are held by the applicant (Gold Coast Turf Club), it is considered to be the only supplier reasonably available.

d That the Chief Executive Officer be authorised to finalise and execute an appropriate Agreement.

In 2013, following the expiration of the initial Agreement, Council resolved to renew it on slightly different terms (G13.0903.010):

a That the applicant (Gold Coast Turf Club) be advised that Council is prepared to provide support to assist in the staging and growth of the Magic Millions Carnival, Prime Minister’s Cup Race Day, and Melbourne Cup Race Day, for a three-year period from November 2013, subject to agreement in relation to an appropriate sponsor benefits/recognition package, with an emphasis on promotional branding for the City. The amount of financial support be $35,000 pa (plus GST) in the first year, $40,000 (plus GST) in the second year and $45,000 in the third year (plus GST) of the agreement.

b That the source of funds be ED5710O006 (Major Events Support)

c That support to this event is an exercise of Council’s Beneficial Enterprise Powers


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) 5 DISCUSSION 5.1 Applicant Mr Dale St. George Chief Executive Officer Gold Coast Turf Club PO Box 5070, GCMC QLD 9726 5538 1599 - 0421160575 www.gctc.com.au [email protected] 5.2 Background Council had previously provided support to the Gold Coast Turf Club (GCTC) to stage the Prime Minister’s Cup Carnival some several years (until 2008). Although it was considered that the Carnival had potential to provide a major event in the quieter month of May and to provide a winter equivalent to January’s Magic Millions event, there were concerns that this potential was not being realised. An approach for funding support for the 2009 Prime Minister’s Cup was again received too late for consideration prior to the event. Subsequent discussions were arranged to explore options for an alternative arrangement. Council resolved (CC09.1021.005, see above) to enter into a three-year agreement where GCTC would erect an ‘Australia’s Gold Coast’ sign in the television arc inside the rail near the finishing post for permanent display all year during the term. In return, Council would provide $30,000 pa to assist in the traffic management and other operational costs of the Magic Millions Carnival, Prime Minister’s Cup Race Day and Melbourne Cup Race Day. A proposal to renew the three-year Agreement from and including the Melbourne Cup race day in 2013 was received in which the applicant sought support of $50,000 (plus GST) pa and agreed to increase the number of ‘Australia’s Gold Coast’ billboard signs in the television arc to two (inside the rail near the finishing post) during the term. Council resolved to renew the Agreement as outlined in G13.0903.010 (above).

http://www.gctc.com.au/

mailto:[email protected]


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18)

That contract term expired after the Prime Ministers Cup event, and the Applicant is now seeking a renewal. Introduction The Australian Bureau of Statistics reported horseracing was the second most attended sport with two million people (13%) having attended the races at least once during a twelve (12) month period. GCTC is a prominent community organisation; a major employer and a major contributor to local special events including Magic Millions, Melbourne Cup Race Day and Prime Ministers Cup Race Day. GCTC can boast it is one of the most raced on turf tracks in Australasia with approximately 58 race meetings per year. GCTC currently has 98% of its racedays sponsored with many partners returning year after year. GCTC has over a dozen separate bars, restaurants, bistros, cafes and premium function facilities and has welcomed the addition of the $12 million Gold Coast Events Centre.


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) The Gold Coast Events Centre has a capacity just less that of the Gold Coast Convention Centre for convention and function space, and in addition has an unequalled view of the Surfers Paradise skyline. GCTC racetrack is currently undergoing a $35 million major redevelopment project due for completion in the near future and will be the precursor for night racing. GCTC has more members than any other provincial thoroughbred Racing Club in Queensland. Centrally located just minutes from Surfers Paradise, the Club enjoys unrivalled views of the stunning Gold Coast skyline. GCTC has close alliances with major media partners and corporate sponsors. Club partner SKY Channel broadcasts reach a weekly audience of an estimated two million people, with all Gold Coast race meetings going into 8,000+ licensed venues nationwide, live to:

• Free to Air

• Sky Channel

• FOXTEL

• 4G Mobile Phones

GCTC is one of Australia’s busiest racecourses. With approximately 58 race meetings every year, the Gold Coast Turf Club plays host to major carnivals and feature racedays including:

a. Magic Millions Carnival

• Held in January, the Magic Millions Carnival is the biggest thoroughbred racing event in Queensland with over 24,000 patrons attending in 2016, eclipsing the Golden Slipper and The Championships held in Sydney.

• Magic Millions is now the second largest attended and viewed raceday in Australia.

• The Carnival received media exposure on an international level with the GCTC making the front or a prominent page in every metropolitan newspaper in Australia. It is also televised live on Channel 7 and Sevens affiliated stations plus Sky Channel worldwide and the dedicated free to air channel Racing.com.

• Total prize money for the day now exceeds $10 million making it the richest raceday in the southern hemisphere.

b. Prime Ministers Cup Raceday • Normally held in May and kicks off Queensland Winter Carnival of Racing.

• The Prime Ministers Cup is a highly recognised horse race in Queensland and one of the most popular non-capital city race meetings in Australia. Total prize money for the meeting was increased to $1.5 million with crowds of over 5,000 patrons in attendance.

• The Prime Minister’s Cup has been run as a standalone Saturday metro race meeting, meaning that there is no other racing in Brisbane. Utilising the racing industry’s contact resources, GCTC is able to communicate with all horse owners and trainers from VIC, NSW and throughout QLD.


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18)

c. Melbourne Cup Day • Held the first Tuesday in November. • GCTC event has grown significantly in recent years and now regularly attracts in

excess of 10,000 patrons, made up of locals and interstate tourists. Community Support GCTC supports many off-track events including a number of well-attended social functions (including hugely-successful cocktail parties for the Prime Minister’s Cup and Magic Millions), a large number of public-involvement events and all the colour and glamour of the Fashions on the Field competitions. GCTC is now home to the long running premier community event “the Gold Coast Show” and will be its home for the next 30+ years. The addition of the Gold Coast Events Centre has also added an extra dimension to providing a much needed space for large community and charity events for the whole community. Centrally located and in close proximity to transport, the GCTC provides the perfect location for future events and fills the gap left with the loss of the Parklands facility. GCTC is in the planning stages with GOLDOC to provide an integral part in the 2018 Gold Coast Commonwealth Games. GCTC works very closely with Council, Gold Coast Tourism, the media and a number of other key community groups. As with all Club major events, there is an increased awareness of staging much more than a horse race, as GCTC seeks to:

• Provide a profile for the city

• Encourage tourism

• Represent the Club and sport at the highest level and provide patrons with an exciting optimum sports, leisure and entertainment experience

• Give the Gold Coast community ‘ownership’ of everything GCTC creates and presents

The Sponsorship Opportunity GCTC is excited to provide a year round range of hospitality, events and racing with particular focus on the three major events on the calendar, Magic Millions Carnival, Prime Minister’s Cup Race Day and Melbourne Cup Race Day. Council investment would be used to offset costs associated with staging and marketing of the three major events on the Club’s calendar – in 2015/16 the cost was over $1 million. GCTC believe they have been successful over the past three decades in encouraging widespread general and community support, eg the annual Gold Coast City Cup Raceday, which draws an attendance of over 8,000 patrons.


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) Support Requested The applicant seeks a three-year contract with payments of $100,000 (plus GST) per annum. This compares with the previous contract of $45,000 (plus GST), in the final year of the current Agreement, paid at milestones during the year that reflected the staging of the three major race-days outlined above. Sponsor Benefits The applicant details the following sponsor benefits, based on the level of support requested: Racing Rights

• Naming Rights for City of Gold Coast Race Day. Value: $16,500

Hospitality/Entertainment

• One (1) table of ten (10) to the Chairman’s Boardroom Function on Prime Minister’s Cup Race Day. Value: $9,000

• Six (6) invitations to the Directors Lounge on Melbourne Cup Race Day.Value: $3,400

• One (1) table of ten (10) to the Chairman’s Boardroom Function on Ladies Day (part of the Magic Millions Carnival). Value: $8,000

• One (1) table of ten (10) to the Magic Millions Calcutta Event. Value: $5,500

Signage

• Permanent signage located in the in-field of the racecourse. Value: $20,000 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN






We are a vibrant community committed to success.

3.6 We are an active and healthy community.

We enjoy our city and its enviable climate.


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) 7 COMMONWEALTH GAMES IMPACT Not applicable 8 FUNDING AND RESOURCING REQUIREMENTS Funds to support this event have been included and are available in the Events Support Budget (Account ED5710O006 ‘Major Events Support’). 9 RISK MANAGEMENT There are no significant strategic risks associated with this event. Operational risks will be assessed and addressed as detailed planning and preparation evolves. 10 STATUTORY MATTERS All appropriate legislative requirements will be addressed during the operational planning and approval processes. 11 COUNCIL POLICIES Not applicable 12 DELEGATIONS Not applicable. 13 COORDINATION & CONSULTATION Detailed consultation and coordination with key agencies and stakeholders will be conducted as operational planning and approval process evolves. 14 STAKEHOLDER IMPACTS Key stakeholders are sectors of the tourism industry, business community and the broader community. 15 TIMING The term of the Agreement, should Council agree to renew it will be from and including Melbourne Cup raceday in 2016 to and including The Prime Ministers Cup Day in 2019.


ITEM 4 (Continued) GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) 16 CONCLUSION The concept of the previous contracts were to identify sponsor benefits in return for funding support (at levels in line with Council’s prior resolutions) to assist GCTC with the staging costs, for Magic Millions Carnival, Prime Minister’s Cup Race Day and Melbourne Cup Race Day, (especially the traffic control and traffic management issues2). The sponsor benefit package offered provides reasonable hospitality benefits, but the permanent signage offers the potential to promote the city’s brand through the television coverage of all racedays. The arrangement offered some defined benefits in return for Council’s in-kind assistance to the three major events and for the cash support previously provided to the Prime Minister’s Cup Race Day. The applicant seeks an increase in support, from $45,000 in the current year to $100,000 pa for a new term. This increase and proposed level of support is not supported. On the assumption that Council wishes to continue with the broad arrangement, a minor increase is recommended below. 17 RECOMMENDATION It is recommended that Council resolve as follows:- 1 That the applicant (Gold Coast Turf Club) be advised that Council is prepared to provide

support to a maximum total of $47,500 pa (plus GST) to assist in the staging and growth of the Magic Millions Carnival, Prime Minister’s Cup Race Day, and Melbourne Cup Race Day, for a three-year period commencing from November 2016, subject to agreement in relation to an appropriate sponsor benefits/recognition package including continued display of the two current billboard signage.

2 That the source of funds be ED5710O006 (Major Events Support).

3 That support to this event is an exercise of Council’s Beneficial Enterprise Powers.

Author: Authorised by: Ray McNab Darren Scott Executive Officer City Events Director Economic Development and Major Projects 17 May 2016 TRACKS REF: 55019783

2 The traffic issues for all three of these events were becoming significant, and Council’s assistance helps to address the impact of traffic congestion caused by the events and the potential impact on the event experience for participants.


ITEM 4 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS GOLD COAST TURF CLUB - (2016 - 2018) LG426/602/-(P18) Changed Recommendation Cr D Gates declared that a real (or perceived) conflict of interest in this matter could exist (as per section 173 of the Local Government Act 2009) due to her membership of the club and contribution received from Gold Coast Turf Club to her 2016 re-election campaign, but that she had considered her position and was firmly of the opinion she could participate in debate and vote on this matter in the public interest. Cr D Gates remained in the room COMMITTEE RECOMMENDATION: ED16.0602.004 moved Cr D Gates seconded Cr D Crichlow 1 That the applicant (Gold Coast Turf Club) be advised that Council is prepared to

provide support to a maximum total of $50,000 pa (plus GST) to assist in the staging and growth of the Magic Millions Carnival, Prime Minister’s Cup Race Day, and Melbourne Cup Race Day, for a three-year period commencing from November 2016, subject to agreement in relation to an appropriate sponsor benefits/recognition package, including billboard and barrier signage, but excluding any hospitality.

2 That the source of funds be ED5710O006 (Major Events Support). 3 That support to this event is an exercise of Council’s Beneficial Enterprise Powers.

CARRIED UNANIMOUSLY Cr Gates voted in the positive

ADOPTED AT COUNCIL 7 JUNE 2016 RESOLUTION G16.0607.019 moved Cr Vorster seconded Cr O’Neill That Committee Recommendation ED16.0602.004 be adopted as printed which reads as follows:- 1 That the applicant (Gold Coast Turf Club) be advised that Council is prepared to

provide support to a maximum total of $50,000 pa (plus GST) to assist in the staging and growth of the Magic Millions Carnival, Prime Minister’s Cup Race Day, and Melbourne Cup Race Day, for a three-year period commencing from November 2016, subject to agreement in relation to an appropriate sponsor benefits/recognition package, including billboard and barrier signage, but excluding any hospitality.

2 That the source of funds be ED5710O006 (Major Events Support). 3 That support to this event is an exercise of Council’s Beneficial Enterprise

Powers. CARRIED


ITEM 5 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Refer 2 page attachment 1 Refer 1 page attachment 2 Refer 12 page attachment 3 Refer 2 page attachment 4 Refer 5 page attachment 5 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to seek Council’s endorsement of a strategic sports prioritisation approach over the next two years that is aligned to Gold Coast 2018 Commonwealth Games™ (GC2018) and to provide Council with the third annual update on the implementation of the Gold Coast Sports Plan 2013 – 2023. 4 PREVIOUS RESOLUTIONS Council at its meeting of 11 June 2015 resolved in part ED15.0611.005 1 That Council note the contents of this report, signifying the second annual outcomes

report associated with the implementation of the Gold Coast Sport Plan 2013-2023.

2 That Council endorses the Memorandum of Understanding agreement included in this report between Sport and Recreation Services, South East Region (Department of National Parks, Sport and Racing) and the City of Gold Coast and authorises the Chief Executive Officer to execute the agreement in line with the terms presented in the report, under delegated authority.

3 That Council notes the finalisation of the Memorandum of Understanding between the City of Gold Coast and the Papua New Guinea Sports Foundation.

4 That a further update report on the implementation of the Gold Coast Sport Plan 2013-2023, be presented to Council in June 2016.

Refer Attachment 1 for details of previous resolutions in relation to the report.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 5 DISCUSSION 5.1 Background

The Gold Coast Sport Plan 2013-2023 (the Plan) was endorsed in December 2013 to deliver a ten year strategic framework for a collaborative approach to sport and recreation provision in the city from grassroots to elite levels.

The intent of the Plan is to deliver actions within the six strategic themes and objectives to achieve the vision of becoming Australia’s most active city, recognised internationally as a leading sport and recreation destination. The six strategic themes are:

1. Sport and recreation infrastructure

2. Active and healthy community

3. Sporting and recreation industry

4. Thriving national sports codes

5. Sports events destination

6. International connections through sport

The Plan is being utilised to showcase the current services that the City provides in sport and recreation as well as to progress new strategic actions that aim to leverage opportunities within the sport and recreation sector on the Gold Coast.

Sport plan measures 2013 – 2023 were created to provide realistic targets over a ten year period. This report captures our results annually based on these targets. A full list of the Sport plan measures are documented in Attachment 2 and include:

Outcome Measures Year 1 (2013) Year 5 (2018) Year 10 (2023)

Active and Healthy Program participation increase by 50%

160,000 207,5000 249,000

High performance training camps (number of teams)

10 14 16

Increase in contribution of sport and recreation industry to the Gold Coast economy

$277 million $494 million $675 million

The implementation of the Plan is delivered by the internal sports working group comprising of officers from:

• Economic Development

• Community Venues (major sport venues)

• Recreational Services

• Active and Healthy

• Commonwealth Games Unit

• City Events

• Natural Areas Management Unit

The working group meets on a bi-monthly basis to deliver upon the immediate outcomes of the Plan.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1)

5.2 Overview of Sport Industry Sport and recreation on the Gold Coast consists of a range of activities from the community level to elite sport. The city’s developing natural and built environment encourages people to engage in an active lifestyle forming a strong part of the culture of the Gold Coast. Sport and recreation enhances city pride and builds the national and international profile of the Gold Coast as a sport city through hosting significant and numerous sporting events and training camps. With less than two years to Gold Coast 2018 Commonwealth Games™ (GC2018) the city’s sports infrastructure is being developed, providing opportunities for the local community to utilise as well as offering the ability to host sports events and high performance training camps. Over the next two years, it is imperative that we capture these opportunities.

5.3 Strategic Sports Markets 2016 - 2018

The internal sport working group has redeveloped a strategic sports prioritisation approach. The original document created in 2013 (Page 11 of the Plan) considered six criteria to identify gaps where the City could collaborate with sport to achieve more sustainable outcomes. The Strategic Sports Markets 2016 -2018 will be used to allocate investment into sport, to leverage imminent opportunities and increase value for money outcomes, specifically to:

• Secure profound and long lasting economic, social and reputational benefits for the Gold Coast, specifically around the Gold Coast 2018 Commonwealth Games™ (GC2018)

• Focus our efforts on activities to maximise pre and post GC2018 legacy opportunities

• Prioritise sports planning (facility and sustainability plans, sport action plans, etc) and strategically direct future investment

• Provide a focus for the attraction of future events to the City of Gold Coast

• Provide a focus for the attraction of state/national sporting organisation to the City of Gold Coast

• Influence and support organisations currently based in the City

• Influence grassroots planning, development and implementation

• Collaborate internal council resources to be allocated to appropriate sports This approach is directly aligned to four key criteria:

1. Grassroots Participation - sports with high levels of participation in the City

2. Commonwealth Games - Gold Coast 2018 Commonwealth Games™ sports

3. National/International - sports organisations based in the City

4. City Reputation - niche sports and events that the city would like to be known


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Sports that are in the higher tiers (meet three or four criteria) are:

A more detailed table comprising all the sports and rationale for criteria is included as Attachment 4.

If approved, the approach will provide strategic direction for the provision of sport in the City and optimise our resources over the next two years. 5.4 Gold Coast Sport Plan Outcomes 2015/16

The Gold Coast Sport Plan comprises of six strategic themes with six to eight key actions under each theme (41 key actions in total). The internal sports working group have prioritised twenty five (25) key actions from June 2015 to May 2016 all of which have the status of ‘on track’ or ‘achieved’. Some of the key outcomes are:

• All remaining infrastructure projects for the Gold Coast 2018 Commonwealth Games™ (GC2018) are under construction (excluding beach volleyball)

• Two partnerships with schools were created this year (six in total) to formally allow community use of school infrastructure for sport in the City

• Zest Festival had over 2000 participants in July 2015. The annual festival will be held again from 2 to 10 July this year with growth expectations

• Active and Healthy Program had 182,000 participants in the program this year (achieving the target of 179,000)

• Mountain Bike Australia (7FTE) and Federation International Basketball Association – Oceania (5FTE) relocated to the City this year

• Currently in discussions with the Australian Women’s Indoor Volleyball Program to relocate to the City

• The National Gridiron League is starting in Australia in October 2016. The Gold Coast Kings will be a foundation team that will host approximately 35 USA players and play home games at Cbus Super Stadium

• Elite Cricket for the City is progressing with the positioning of Bill Pippen Oval (Robina) to be developed to host elite cricket games and training with the possibility of major cricket games to be played at Metricon Stadium

Grassroots Participation

Commonwealth Games

National / International

City Reputation Sport

Athletics (Track and Field, Marathon) Mountain Biking * Triathlon * Aquatics (Swimming, Water Polo, Diving) Basketball BMX Cycling Lawn Bowls Surfing (Stand Up Paddle)



• Attraction of events to the City relating to GC2018 continue with 2017 Sudirman Cup (World Team Badminton Championship), 2015-2018 ITU World Triathlon Series, 2015-2019 Australian Open Lawn Bowls and 2020 World Bowls Championships scheduled

Detailed commentary of performance measures and outcomes is included as Attachment 3 with key highlights discussed further below. 5.4.1 Ultimate Sport City Award Gold Coast won the special award of ‘Best Newcomer’ in the 2016 SportBusiness Ultimate Sports City Awards, announced at the SportAccord Convention in Lausanne, Switzerland on 20 April 2016. The Gold Coast was recognised as a training and events destination of choice for national and international sporting teams, offering not only world-class facilities, but a unique and enviable lifestyle. Over $200 million in new world-class sporting infrastructure will be constructed on the Gold Coast in readiness for Gold Coast 2018 Commonwealth Games™ (GC2018), building on the city’s existing high performance sporting facilities. Winning this award will continue to build the Gold Coasts international profile and reputation as a sport city. Gold Coast finished 15th overall in the main award, and 2nd in the category of Extra Small City (population of less than 600,000) which was won by Manchester. 5.4.2 Sport Investment Attraction outcomes 2015-16 The Sport Investment Attraction (SIA) Program enables the City to analyse and secure opportunities for the attraction of peak sport organisations, high performance training camps, exhibition games and new sport events to the city. It is highly competitive to attract sport opportunities and financial incentives assist in realising these opportunities for the city. A highlight of the SIA program was the attraction of fifteen high performance training camps.

The City’s sport investment attraction program has a combined outcome for 2015-16 of:

• Total of 46 sporting initiatives facilitated

• Total economic impact: $15,060,744

• Total city of Gold Coast investment: $407,233

• Return on investment: 37:1

• Target ROI – 6:1 as per Sport Investment Attraction Guidelines

• Achieved target

In addition to the direct spend by these teams to the economy, visiting high performance teams and events deliver media value to the city. iSentia, Asia-Pacific’s leading media intelligence company estimates that the media value of training camps for the duration of one week (based on National or International sporting camp) is estimated at $80,000. This includes print, broadcast, online and social media. The city is proactively engaging visiting sporting teams in media related opportunities to ensure this return is realised.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) These totals are broken down into two categories, firstly events attracted via Sports Marketing Australia and secondly, facilitated directly by the City of Gold Coast with sporting organisations. More detail on initiatives is included as Attachment 5.

Some events that will be hosted in the City include the 2016 Volleyball Australia Junior National Championships, 2016 Surf Life Saving Australia National Pool Championships and 2016 AFL Masters National Carnival. Some significant training camps to occur in the city include Manchester City, British Swimming Team and Australian Women’s basketball Team (Opals) Pre-Rio 2016 Olympics training camp. Attachment 5 of the report highlights more specific information on the events and training camps that were attracted to the city.

Other highlights this year include the attraction of new National Sport Organisations (NSO) to the City of Gold Coast through the Investment Attraction Program. Mountain Bike Australia relocated from Sydney in October 2015 and are leasing an office through Bond University for more than seven staff. FIBA – Oceania (the international basketball federation) relocated from Canberra to Southport Central with five permanent staff. A range of Oceania basketball events have now occurred in the city, as well as some development courses such as women’s leadership programs. Finally, we are working closely with other NSOs including Triathlon Australia, BMX Australia and Volleyball Australia Women’s program to relocate their office to the city.

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

Corporate Plan

1.2 We live in balance with nature

o Our city benefits from a great Gold Coast 2018 Commonwealth Games™


2.5 We are a globally recognised tourism destination - Our city attracts visitors from all over the world

3.6 We are an active and healthy community

Economic Development Strategy

6.3 Infrastructure that supports productivity and growth

o Develop and implement a city sports plan to maximise participation, event attraction and economic outcomes (Gold Coast Sport Plan 2013 – 2023)


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 7 COMMONWEALTH GAMES IMPACT

The Gold Coast 2018 Commonwealth Games™ (GC2018) will be the biggest event the city has ever hosted and the largest in Australia for a decade. GC2018 presents a once-in-a-generation opportunity to secure profound and long lasting economic, social and reputational benefits for the Gold Coast.

GC2018 is a major focus of the Gold Coast Sport Plan 2013-2023 with each strategic focus area containing actions that are linked to GC2018 whether that is for activities directly associated with the event or in relation to pre and post games legacy opportunities. Various projects within the Gold Coast Sport Plan are also reflected in Embracing our Games legacy: Queensland’s legacy for the Gold Coast 2018 Commonwealth Games™.

8 FUNDING AND RESOURCING REQUIREMENTS

Current funding for implementation of the Gold Coast Sport Plan 2015-16 is allocated from existing operational budgets across relevant directorates. Economic Development related actions of the Plan is allocated from ED5600 operational budget.

In 2015-16, $51,200 was allocated to Sports Marketing Australia from cost centre 1006403; $356,033 was allocated directly to sport organisations from cost centre 1006418 for sport investment attraction of sport events, training camps and exhibition games and from the same cost centre $80,000 was allocated to attract two sport head offices to be permanently based in the city.

Note: As identified in the recent ‘Provision of Grass Root Sport into the Future’ report, increased growth in population, participation and facilities requires a greater number of resources to continue providing the same level of service. 9 RISK MANAGEMENT Risk number CO000427 – Failure to diversify the economy leading to an over reliance on the construction and tourism industries to generate economic growth and prosperity. 10 STATUTORY MATTERS Not Applicable. 11 COUNCIL POLICIES Not Applicable. 12 DELEGATIONS Darren Scott has delegation to sign off on Sport Investment Attraction of up to $100,000 under delegation number DE01640.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 13 COORDINATION & CONSULTATION Internal stakeholders have been involved in developing and implementing the Sport Plan Action Plan as detailed in this report. A summary of these stakeholders is included in the table below.

External stakeholders are also involved in the development of the Sport Plan activities. These include local sporting clubs and businesses.

Name and/or Title of the Stakeholder Consulted

Directorate or Organisation Is the Stakeholder Satisfied With Content of Report and Recommendations (Yes/No) (comment as appropriate)

Darren Scott, Director EDMP

Toni Brownie, Manager – Economic Development

EDMP Yes

Ian Hatton, Executive Coordinator – Economic Development

EDMP Yes

Ron Jacobs, Manager – Parks and Recreational Services

Parks and Recreational Services

Yes

Craig Rowsell, Business and Investment Attraction Officer

EDMP Yes

Ray McNab, Executive Officer – Events

EDMP Yes

Bruce Flick, Senior Recreational Services Officer


Yes

Sam Hughes, Senior Active Parks Officer


Yes

Jim Roberts, Outdoor Youth Space Officer


Yes

Scott Krueger, Senior Venues Infrastructure Officer

EDMP – Commonwealth Games Unit

Yes

Leesa Hall, Coordinator Games Legacy

EDMP – Commonwealth Games Unit

Yes



Richard Pascoe, Manager – Community Venues and Services

Community Venues and Services

Yes

Naomi Christian, Conservation Management Planner

Parks and Recreation Services

Yes

Brett Robinson, Executive Coordinator Major Sporting & Aquatics

Community Venues and Services

Yes

Steve Brook, Team Leader Events

City Events Yes

Chantelle Howse, Senior Community Development Officer

Safe and Liveable Communities

Yes

14 STAKEHOLDER IMPACTS Discussions will continue to be held between the City of Gold Coast and sporting organisations including the Active and Healthy Alliance and the Gold Coast Sport Business Taskforce during the continued implementation of the Gold Coast Sport Plan 2013 – 2023. 15 TIMING This report represents the third annual implementation update report for the Gold Coast Sport Plan 2013 – 2-23. The next report will be presented in June 2017. 16 CONCLUSION This report is the third annual update outcomes report for the Gold Coast Sport Plan 2013 – 2023. The intent of the Sport Plan is to deliver key actions within the six strategic themes and objectives to achieve the vision of becoming Australia’s most active city, recognised internationally as a leading sport and recreation destination. Sport Plan outcomes continue to be achieved and are led by the internal sport working group which consists of members from a broad range of directorates. The City of Gold Coast has been recognised on a global level as the ‘Best Newcomer’ in the 2016 SportBusiness Ultimate Sports City Awards, announced in Lausanne, Switzerland on 20 April 2016. Winning this award will continue to build the Gold Coasts international profile and reputation as a sport city. Other highlights this year include the attraction of fifteen high performance training camps, the progression of the action sport project and the ongoing growth of the Active and Healthy Program which has been identified in the Embracing our Games Legacy Action Plan 2015 as a signature project.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) The report also emphasises the outcomes from the second year of implementation of the Sport Business Investment Attraction Program which is allowing the City to analyse and secure opportunities for the attraction of peak sport organisations, high performance training camps, exhibition games and new sport events to the city. This year 46 new 2nd and 3rd tier sport events, training camps and exhibition games have been secured via this program with an estimated direct economic return of over $15 million for the city. This doesn’t include visiting partner rates and value added media outcomes. The internal sport working group have refined our strategic sport markets to assist in prioritising the City of Gold Coasts work with sports over the next two years. With endorsement from Council, we will allocate investment into sport, leverage imminent opportunities and increase value for money outcomes. The working group will continue to work collaboratively to ensure effective implementation of the Sport Plan. Guidance and interaction will continue with the identified key industry groups including the Active and Healthy Alliance and the Gold Coast Sport Business Taskforce with the aim of growing the sport, recreation, health and wellness industry in the city. 17 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council endorses the Strategic Sport Markets 2016 – 2018 to provide strategic

direction for the provision of sport in the City.

2 That a further update report on the implementation of the Gold Coast Sport Plan 2013 – 2023, be presented to council in June 2017.

Author: Authorised by: Murray Button Darren Scott Principal Project Officer (Sport and Tourism) Director Economic Development & Major

Projects 15 May 2016 TRACKS REF: 54712636-v7

COMMITTEE RECOMMENDATION: ED16.0602.005 moved Cr R La Castra seconded Cr G O’Neill 1 That Council endorses the Strategic Sport Markets 2016 – 2018 to provide

strategic direction for the provision of sport in the City. 2 That a further update report on the implementation of the Gold Coast Sport Plan

2013 – 2023, be presented to council in June 2017. CARRIED



ATTACHMENT 1 PREVIOUS RESOLUTIONS Council at its meeting of 11 July 2014 resolved in part G14.0711.022: 1 That Council note the contents of this report, signifying the first annual outcomes

report associated with the implementation of the Gold Coast Sport Plan 2013-2014.

2 That Council acknowledge the importance of the Active and Healthy Program to increase physical activity in the city via delivery of targets specified in the Corporate Plan, Gold Coast Sport Plan 2013 – 2023 and the ‘Embracing our Games Legacy’ Action Plan 2014.

3 That Council acknowledge the structure of sport and recreation in the city via the Active and Healthy Alliance Inc. and the Gold Coast Sport Business Taskforce.

4 That Council utilises the Gold Coast Sport Business Taskforce to provide expert knowledge as required in developing sport related projects in the city.

5 That Council approves the Sport Business Investment Attraction Guidelines as detailed within this report.

6 That a further update report on the implementation of the Gold Coast Sport Plan 2013-2023, be presented to Council in May 2015.

7 That a copy of this report is distributed to the members of the Gold Coast Sport Business Taskforce.

Council at its meeting of 19 August 2014 resolved in part G14.0819.027:

1 That Council notes the information related to the PNG Delegation visit to the Gold Coast from 4-7 March 2014 and the opportunity to develop a mutually beneficial relationship with regards to sport and education with the PNGOC.

2 That the Chief Executive Officer is authorised to enter into a Memorandum of Understanding with the RBSLEC, Griffith University and PNGOC to progress initiatives as outlined in the report.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Council at its meeting of 19 November 2013 resolved in part G13.1119.025: 1 That Council endorses the Gold Coast Sport Plan 2013 – 2023 with a change to page

57 Item 2.6 which is to read “Develop a policy for the use of city parks”.

a. That Council approves the formalisation of the internal working group to progress the implementation of the Gold Coast Sport Plan.

b. That Council supports:

a the proposal by Sports Marketing Australia Pty Ltd to attract additional sport tourism events to the Gold Coast.

b that the nature of the services being sought is of a specialised nature and it would be impractical or disadvantageous to Council to first invite quotes or tenders.

4 That Council support the further investigation into the proposal by the International Centre for Sport Security.

5 That an update report on the implementation of the Gold Coast Sport Plan key actions be presented to Council in May 2014.

Council at its meeting of 18 October 2013 resolved in part G13.1018.021: 1 That Council endorses the City of Gold Coast Economic Development Strategy 2023,

subject to the amendments as discussed at Committee (replacement page 29 of 32 to be issued).

2 That Council endorses the City of Gold Coast Economic Development Strategy 2023 Implementation Plan.

Council at its meeting of 29 January 2013 resolved in part G13.0129.020: 1 That Council notes the contents of this report in relation to the development of a Sport

Plan for the city.

2 That a further report be presented to Council by July 2013 detailing the draft Sport Plan.

Council at its meeting of 9 May 2003 resolved in part G03.0509.004: 1 That Council adopts the sport industry investment attraction plan as the basis for the

Development of a sport attraction program in the city.

3 That the Economic Development and Major Projects Directorate facilities the operation of the Sport Business Taskforce and the implementation of the recommendations included in the Sport Industry Investment Attraction Plan, in cooperation with other areas of Council as identified.



ATTACHMENT 2 GOLD COAST SPORT PLAN 2013 – 2023 KEY MEASURES TABLE



ATTACHMENT 3 DETAILED SPORT PLAN OUTCOMES TABLE 2015-16

Actions Target / status Commentary

1. Sport and recreation infrastructure

Partnership Agreements with Department of Education Training and Employment (DETE) South East Region for community use of school sports infrastructure to enable greater use of school facilities for sport and recreation outcomes

2013-14: one agreement in place (planning phase) 2014-15: four agreements in place – achieved 2015-16: six agreements in place - achieved

• Two partnerships with schools were created this year, one with Broadbeach State School and the other with Elanora State High School.

• A total of six schools are now engaged with the scheme, with another three schools currently in negotiations.

• Currently in negotiations with another three schools.

Adventure Sport and Tourism Project

Target: to become Australia’s leading action/adventure sport city • New home to

Mountain Bike Australia

• Home to BMX Australia high performance unit

• Home to Surfing Australia, Surfing QLD and World Surf League (formerly ASP)

• Mountain Bike Australia moved to the City in October 2015

• Mountain Biking – community trails progressing via Nature Based Recreation Plan 2015 - 2025, tourism trails progressing via Nerang Cycle precinct master plan as part of GC2018.

• Gold Coast Mountain Bike (GCMTB) Club signed an MOU with the City (August 2015) to recognise the mutual benefit from a closer working relationship.

• New mountain bike working group established to develop and implement an action plan for the city.

• BMX – final stages of feasibility before progressing through to planning

• Skateboarding –Skate Strategy drafted in consultation with industry and awaiting final approval before implementation.

Gold Coast 2018 Commonwealth Games™ (GC2018) infrastructure

Developing visions for GC2018 venues with regard to high performance sport attraction

• All remaining projects are under construction. Broadbeach Bowls Club is on track to be completed by end of this financial year.

• Coomera Indoor Sports Centre will open in late July 2016, Carrara Sports and Leisure Centre will open December 2016. Gold Coast Cycle Centre upgrade will be completed July 2016.

• Additional enhancement options are currently being considered in order to provide a better outcome operationally, for the local community and potential major event use.



Development of GC2018 infrastructure to include maximum use for events prior to and following GC2018

• Current planned upcoming events for: Coomera:

• 5-7/8/16 - Qld Secondary School Volleyball Champs (400 participants each day)

• 10/9/16 - Stroud Cup Southern Netball Cup – Finals (400 participants)

• 25/9-1/10/16 Australian Junior volleyball Champs (800 participants each day)

• 8-9/10/16 - Vicki Wilson Cup (netball) (300 participants each day)

• 6-12/11/16 - 2016 Pan Pacific Masters Basketball (300 participants each day)

• 19/11/16 - Australian Karate Championships (450 participants each day) Carrara:

• 27-18/1/17 - International Event (confidential) (5000 participants)

• 3-5/3/17 - Judo TBC (350 participants) • 16-30/5/17 - World Teams

Badminton, Sudirman Cup (500+ participants)

• 8-12/6/17 - Judo TBC (350 participants) • 4/-6/8/17 - Karate World Cup (600

participants Plan and develop additional sports and recreation infrastructure to support population and grassroots demands

Ongoing – please refer to the ‘Provision of Grass Root Sport into the Future’ council report

• Coplick Family Sports Park, Tallebudgera – expansion of sports fields (approx. $9million investment)

• Betty Diamond Sporting Complex, Tugun – development of amenities for expanding rugby league club

• Mallawa Sports Complex, Palm Beach – construction of lights for 2 soccer fields

• Musgrave Sports Park, Southport – relocation of sports field lights from Carrara for 2 rugby league fields

• Norfolk Park, Ormeau – construction of lights for 1 senior soccer field

• Oxenford Park, Oxenford – development of 1 cricket/ 2 soccer fields

• Riverstone Crossing Sports Park, Upper Coomera – construction of 2 synthetic cricket wickets

• Robert Dalley Park, Helensvale – construction of sports field lights for 1 rugby league field

• Salk Oval, Palm Beach – construction of amenities/ changerooms for AFL and cricket clubs

• Wajin Park, Pacific Pines – construction of 3 netball courts for local club


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Sustainability and Facility Management Plans

2013-14: two plans were complete - achieved

2014-15: five plans complete - achieved

2015-16: plan being revised – no plans completed

• As a requirement of the Local Government Infrastructure Plan, a Sports Facility Demand Analysis report was drafted, providing a 15 year facility plan for 10 major sports (AFL, athletics, baseball, cricket, football, netball, rugby league, rugby union, tennis & touch football).

• Due to the requirements for this report, the Sustainability and Facility Plans are under review.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 2. Active and healthy community


Increase the effectiveness, profile and capacity of the Active and Healthy Alliance

Increase physical activity and participation

Current projects delivered by the Active & Healthy Alliance Gold Coast Inc Active & Healthy Mental Health Recovery Project – The program aims to offer support to individuals who are recovering from mental illness to be more physically active for health benefit and social connection. • As a team, we are building a new referral

pathway between local General Practitioners (GPs) and allied health professionals into existing free and low cost community based physical activities.

• 100 fitness, sport and recreation professionals have been upskilled in mental health first aid training

• At present 35 clients (those with severe and lasting mental health concerns) have undertaken program

• Participants are referred to community based physical activities that are free or low cost in their local area.

Zest, the City’s Active, Healthy and Happy Lifestyle Festival saw over 2000 participants attend the festival from 4 to 12 July 2015. 2016 festival will run from the 2 to 10 July 2016. Active & Healthy website and social media platforms – project underway to enhance mobile responsiveness of the website and improve communication pathways

Youth related Active and Healthy activities

• Deliver youth holiday program as part of the Active and Healthy calendar of activity

• Continue to activate skate and BMX parks according to the BMX and Skate Strategy

• A series of youth activities and events have been staged through the holiday periods to encourage teenagers to participate in fitness and wellbeing activities.

• We also delivered a series of teenage girl workshops through the new Girl Active Program which proved to be very successful.

• Through the Active & Healthy Program we activate the City's skate parks through a series of free skateboarding workshops and have also added BMX and Scooter specific workshops in the recent Easter holidays.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Develop a policy for the use of City parks to create a successful and controlled approach to the use of the city’s open spaces leading to health and economic outcomes

• Work has been undertaken by the Parks and Recreational Services branch to develop a system to better manage the use of parks by commercial entities that provide a positive community benefit. This has included the introduction of the commercial fitness permit, the food truck in parks trial and investigations into commercial aquatic permits. The permits are currently being trialled over the next 12 months.

Active and Healthy Program (A&HP)

2013-14 participation Target: 160,000 Actual: 183,000 2014-15 participation Target: 169,500 Actual: 178,000 2015-16 participation Target: 179,000 Actual: 182,000

From July 2015 – June 2016, the Active and Healthy program is projected to record: • over 182,000 participants in program

activities • reaching over 35,000 people at various

events and expos • Delivered the Girl Active Program from Dec

2015 to April 2016 • Provision of over 500 school holiday

activities across the year • Implementation of the Active & Healthy

Mental Health Recovery Project in conjunction with the Active & Healthy Alliance, Qld Health and the Primary Health Network (PHN)

• Conducted the “Reconnecting Neighbourhood Nature Play” forum in March 2016 with 160 participants

• ‘Embracing our Games Legacy’ Action Plan 2014: The Gold Coast Active and Healthy Program has been identified as the significant delivery agent to realise this legacy aspiration.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Youth related Active and Healthy activities

Ongoing • As part of the Active and Healthy Program the city continues to run a school holiday youth activities program. This includes sport and recreation related activities such as: Stand up paddling, surfing, parkrun, touch football, multi-sport activities, athletics, skateboarding, BMX and a range of recreation activities for youth aged 12 to 18 years.

• The city runs activation events with the

following outcomes for 2015-16: Skateparks: • Nerang PCYC (Nerang Skatepark) – two

events (one BBQ, skate and scoot comp, one youth week Nerang under lights event)

• Pacific Pines – Parkour BBQ and consultation

• Ormeau Skate Competition • Mudgeeraba Opening event BMX: • Two come and try workshops at Ashmore

BMX which includes advice provided to volunteers on track maintenance.

• Continue to activate skate and BMX parks according to the BMX and Skate Strategy

Develop Memorandum of Understandings (MoU) with strategic sports in the city

Two MoU’s have been created with strategic Gold Coast sport partners

• MoU with BMX Australia. • MoU with Gold Coast Mountain Bike Club


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 3. Sport and recreation industry


Attract new National Sport Organisations (NSOs) to the City of Gold Coast through the ‘Investment Attraction Program’

Ongoing Mountain Bike Australia • Leasing office through Bond University

for 7 FTE Federation International Basketball Association - Oceania • Relocated from Canberra to Gold Coast

(Southport Central) • Five permanent jobs created • A range of Oceania basketball events

have now occurred in the city, as well as development courses such as women’s leadership programs

• The city continues to work with four National Sports Organisations to relocate their national office to the city.

Sport Business Taskforce

Informal group of sport industry stakeholders. Attendance is not limited. Target 2013-14: Bi-monthly meetings held – achieved 2015 – 16 Target: One annual workshop event held (July 2015) – Achieved (August)

• 2015 Sport Industry Taskforce Event hosted on Friday 21 August at Southport Yacht Club.

• Guest speakers Andrew Stark (CEO Surfing Australia) and Anita Palm (GOLDOC) presented to the group before a workshop which covered questions and feedback on:

1. Sporting Infrastructure 2. Participation Trends 3. GC2018 Planning 4. Sport Sustainability (funding) 5. Sport Events • Next event being planned for August

2016

Measuring the economic impact of the Sport sector on the Gold Coast

Measures: Future targets to be established

• Further investigations are underway to identify the best method of measuring the sports sector. The original method is no longer cost effective to Council.

• Investigations are being initiated to measure the health and wellbeing sector.

• Once new benchmarks and targets are determined, they will be reported as part of the next Sports Plan update.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 4. Thriving National sports codes


Attract new sports to Cbus Super and Metricon Stadiums

Two significant sports have been attracted to Cbus Super Stadium – Gridiron and Football (Soccer)

• The National Gridiron League (American Football) is starting in Australia. http://nglaustralia.com.au/

• Eight teams will compete in the inaugural year, with one team being based on the Gold Coast – the Gold Coast Kings. The team will include around 35 US based players, some with NFL experience and others that have just missed out on the NFL. All players are paid.

• The National Gridiron League has booked out Cbus Super Stadium for their Gold Coast matches.

• The City will continue to assist the league organisers in regards to their Gold Coast team, where they will live, train etc.

• Manchester City English Premier League

Team undertook a training camp and matches at Cbus Super Stadium.

• The City facilitated all the negotiations with Manchester City to secure this opportunity for the Gold Coast.

Growth of existing national teams in the city

Ongoing: assist national teams to remain viable and grow into the future, underpinning the sport and recreation sector in the city

• Assistance with the ongoing viability of the Gold Coast Titans through the provision of cost effective option for office space at Bundall.

• Working with Gold Coast Suns via the Carrara sports precinct redevelopment to deliver an effective long term outcome for their headquarters and ongoing operations before, during and after GC2018

Support and assist national codes to deliver community and game development programs, and enhance connections and partnerships with the city’s educational institutions (sports management, sports education, sports science and sports medicine)

Ongoing • The City partnered with the Brisbane Roar in 15/16. The Brisbane Roar undertook an increased number of Roar Active programs with the local community

http://nglaustralia.com.au/


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Planning for the long term attraction of new national codes to the city, including investigating the establishment of a women’s national team on the Gold Coast

Ongoing • To appropriately position the Gold Coast for future national codes within the city, longer-term planning is currently being undertaken in partnership with key local, state and national stakeholders. It is important to note City of Gold Coast is not submitting bids for new national codes within the city, but assisting with the development and sustainability of the local sporting industry to appropriately position the city across a range of sports for when the opportunity arises. Details below:

• The Gold Coast Football Plan 2022 continued to be implemented. The plan provides the foundation for football on the Gold Coast to support elite football in the city into the future.

• The City partnered with the Brisbane Roar in 15/16. Brisbane Roar Women’s League Team undertook regular training on the Gold Coast as well as playing two Women’s League matches at Broadbeach Football Club.

• The City has been in discussion with Volleyball Australia regarding the Australian Women’s Indoor Volleyball Program. Further details regarding this project will be supplied to Council at the appropriate time

• The City is in discussion with the National Basketball League regarding initiatives to be undertaken within the city.

• Cricket: Investigations continue into the appropriate planning to further develop elite cricket within the city. This includes positioning Bill Pippen Oval (Robina) and ultimately Metricon Stadium for elite cricket into the future. Further details regarding this project will be supplied to Council at the appropriate time


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 5. Sports Events Destination

Actions Target / status • Commentary

Revise the City Events Strategic Plan to align to the timelines of the Sport Plan

The Events Strategic Plan 2025 is on-track to be presented to Council in the first half of 2016.

• City Events branch are leading this project to develop and finalise the Events Strategic Plan 2025. This strategic plan aligns to the Destination Tourism Management Plan and other key city-wide strategies.

2nd and 3rd tier event attraction via Sports Marketing Australia (SMA) agreement

• Audit complete by SMA – achieved

• Target for 2015-16: 35 events - achieved

• Audit complete of sporting venues and opportunities for capacity to attract new events according to sport demand and field availability. This document is being used internally to gauge capacity for new events.

• Through the City’s Sport Attraction Program, 46 state/national level sporting events were attracted to the city, generating $15 million into the local economy (this excludes visiting partner rates and media returns). Please refer to attachment 6 for further details on these events. Please note these events are secured and will occur between now and 2018.

Work with sporting organisations, event managers and sport specific accommodation providers to increase capability and professionalism associated with attracting, retaining and hosting sport events in the city

Ongoing • An online resource library is currently being developed and populated with event related tools in order to upskill the industry.

Attraction of high performance sport activity and events relating to GC2018

Ongoing • The following events have been secured for the Gold Coast:

• 2017 Sudirman Cup (World Team Badminton Championships)

• 2015-2018 ITU World Triathlon Series • 2020 World Bowls Championships • 2015-2019 Australian Open Lawn Bowls


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) 6. International connections through sport


Target and attract national and international high performance sporting teams for Gold Coast based training camps according to the City’s strategic sport markets.

• 2013-14: target of 10 camps attracted (achieved, 13 camps, generating $2.4M to economy)

• 2014-15: target of 11 camps attracted (achieved, 27 camps, generating $3.5M to economy)

• 2015-16: target of 12 camps attracted - achieved

• Through the Sport Attraction Program, 15 high performance training camps were attracted to the city, generating $1.3 million into the economy. This excludes media value. Please refer to attachment 6 for details of the camps attracted.

Deliver the City’s Annual International Trade and Investment Program to maximise opportunities related to Gold Coast 2018 Commonwealth Games™

Ongoing • A specific Gold Coast 2018 Commonwealth Games™ High Performance Sport Attraction Program has been developed to generate trade and investment opportunities. This includes training camp attraction as well as providing opportunities for the local sporting industry to connect with international markets.

• The City continued the implementation of

the Memorandum of Understanding with the Papua New Guinea Sports Foundation. This included the City providing support to Papua New Guinea in the running of the 2015 Pacific Games in Port Moresby, as well as supporting Papua New Guinea high performance training camps in the city.

Promote the Gold Coast as an international sport, education and events city, including through the Ultimate Sport City Awards

• Bi-annual award – Award will occur again in 2018

• Gold Coast won the special award of ‘Best Newcomer’ in the 2016 SportBusiness Ultimate Sports City Awards. Announced at the SportAccord Convention in Lausanne, Switzerland on 20 April 2016.

• Winning this award will continue to build

the Gold Coasts international profile and reputation as a sport city.

• Gold Coast finished 15th overall in the

main award, and 2nd in the category of Extra Small City (population of less than 600,000) which was won by Manchester.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Gold Coast Sport Plan – Marketing and Communication Action Plan

Ongoing Implementation of the Marketing and Communication Action Plan has continued with the following outcomes for 2015-16:

• More Gold Coast –74 sport related articles (Up from 61 last year)

• City of Gold Coast sport-related media releases - 8 issued since May 2015 (refer attachment 7 for full list of releases)

• 245 sport related content pages on More Gold Coast since May 2015

• Continued promotion and distribution of city sport collateral to attract training camps, events and inbound sport investment.

• The City led the promotion of the Mayor’s Junior Golf Development scholarship in partnership with the Australian PGA and Emirates.

• The City have continued to provide event promotion assistance for sports events over the last year including: XCats, GC600, Manchester City Game, RACV Ladies Masters, ITU World Triathlon Series, Gold Coast Triathlon, Gold Coast Marathon, Australian Open Bowls and Australian PGA Championships

• All agreements with sports training camps and events attracted to the city contain KPI’s around marketing and promotion to ensure synergised communication to achieve the sport plan vision



ATTACHMENT 4 - STRATEGIC SPORT MARKETS - UPDATE

Strategic Sport Markets - June 2016 to June 2018 Grassroots

Participation Commonwealth

Games National /

International City

Reputation Sport Athletics (Track and Field, Marathon) Mountain Biking * Triathlon * Aquatics (Swimming, Water Polo, Diving) Basketball BMX Cycling Lawn Bowls Surfing (Stand Up Paddle) AFL Baseball/Softball * Football Golf Gymnastics Hockey Kayak/Canoe/Rowing/Dragon Boating Motor Sports Netball Rugby League / Touch Rugby Union Skate (Inline, Rollerderby, Skateboarding) Surf Lifesaving * Volleyball Yachting Adventure Watersports (Waterski, Jetski, Jet-Boat, Wakeboarding, Kite Boarding) Badminton Boxing Cricket Equestrian Gridiron Martial Arts Squash Table Tennis Tennis Weightlifting Wrestling

Sports are listed in order of:

Matches to criteria Alphabetically

Grey shading groups the sports together that have the same amount of matches to criteria

Sports that are listed in the darker grey shading at the top of the list are a strategic focus for the City Please see more strategic sport market information on the next page



ATTACHMENT 4.2 STRATEGIC SPORTS MARKET

Definitions for strategic sport market criteria:

Grassroots Participation – top 10 ABS children sports in Queensland and top 20 ABS adult sports in Queensland. Note: * = high participation sports in the City and/or a large amount of City leased facilities (sports that are not captured in the ABS data for Queensland) Commonwealth Games – sports that will be hosted in the City for the Gold Coast 2018 Commonwealth Games™ (GC2018) National/International – International Organisation, NSO, NSOD, National Sport Code, AIS high performance unit (located in the City) City Reputation – within Australia, the City would like to be known for these niche sports and/or major events (includes adventure sports – identified megatrend in the CSIRO Future of Australian Sport report) The strategic sports market table will assist to:

• Secure profound and long lasting economic, social and reputational benefits for the Gold

Coast, specifically around the Gold Coast 2018 Commonwealth Games™ (GC2018)

• Focus our efforts on activities to maximise pre and post GC2018 legacy opportunities

• Prioritise sports planning (facility and sustainability plans, sport action plans, etc) and

strategically direct future investment

• Provide a focus for the attraction of future events to the City of Gold Coast

• Provide a focus for the attraction of state/national sporting organisation to the City of Gold

Coast

• Influence and support organisations currently based in the City

• Influence grassroots planning, development and implementation

• Collaborate internal council resources to be allocated to appropriate sports



ATTACHMENT 5

Sport Investment Attraction outcomes 2015-16: State/National Level Sports Events, Training Camps and Exhibition Games

The City’s sport investment attraction program has a combined outcome for 2015-16 of:






• Achieved target

In addition to the direct spend by these teams to the economy, visiting high performance teams and events deliver media value to the city. iSentia, Asia-Pacific’s leading media intelligence company estimates that the media value of training camp for the duration of one week (based on National or International sporting camp) is estimated at $80,000. This includes print, broadcast, online and social media. The city is proactively engaging visiting sporting teams in media related opportunities to ensure this return is realised.

These totals are broken down into two categories, firstly events attracted via Sports Marketing Australia and secondly, facilitated directly by the City of Gold Coast with sporting organisations. The below information relates to the detail of these two components of sport investment attraction:

Sports Marketing Australia

Represents state and national level sports events to the city attracted via the City of Gold Coast agreement with Sports Marketing Australia. These events have occurred, or are scheduled to occur from now until 2018. The city investment will be paid following the event delivery subject to achieving milestones as set out in funding agreements.

• Total of 22 events


• Total City of Gold Coast investment: $191,700 (payable after event occurs)

• Return On Investment (ROI): 35:1

• Target ROI – 6:1 (as per Sport Investment Attraction Guidelines)

• Achieved target


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) SPORTING ORGANISATION NAME

INITIATIVE DAYS / PAX

DATE ECONOMIC BENEFITS

SOURCE FUNDING AMOUNT

SMA FEE

Bicycle Network 3 Peaks Challenge

1 day, 1800 pax

8 August 2015

$435,600 Sports Marketing Australia

$0 $3,000

Rowing Queensland

2016 State Masters Championships

2 days, 329 pax

14-15 May 2016


$6,000 $2,200

Skate Australia 2017 Derby Fest 3 days, 650 pax

January 2017


$10,000 $2,750

Skate Australia 2016 Royal Rumble

3 days, 700 pax

23-25 April, 2017


$6,500 $2,750


UCI Level 2 Course

5 days, 25 pax

14-19 December 2015


$2,000 $1,000

Hockey Queensland

2016 U13 Men's State Championships

4 days, 550 pax

26th - 29th June, 2016


$6,000 $2,750

Judo Queensland 2016 Judo Queensland International Open

3 days, 300 pax

4-6 March 2016


$6,500 $2,200

Tennis Queensland

2016 International Tennis Federation U18 Tournament

6 days, 256 pax

18th - 24th July, 2016


$6,000 $2,200

Tennis Queensland

2016 State Junior Tour Event

3 days, 160 pax

29th June - 1st July, 2016


$2,000 $2,200

Tenpin Bowling Queensland

2016 Ten Pin Bowling Queensland Junior Cup

2 days, 130 pax

23rd - 24th July, 2016


$2,500 $2,200

Canoe Australia 2016 Canoe Marathon Championships

3 days, 320 pax

25-27 March 2016


$8,000 $2,200

Diving Queensland

2016 Diving Queensland State Championships

2 days, 60 pax

5-6 March 2016


$1,000 $1,000

Surf Life Saving Australia

2016 Surf Life Saving Australia National Pool Championships

3 days, 681 pax

5-7 August 2016


$10,000 $2,750


2016 Inter Schools Championships - Cross Country

3 days, 350 pax

27th - 28th August 2016


$10,000 $2,200

Gymnastics Australia

2016 Gymnastics Australia Gym for Life Challenge

3 days, 300 pax

8-10 July 2016


$10,000 $2,200

Little Athletics Queensland

2018 Little Athletics Australia National Championships

1 day, 250 pax

Late April 2018


$5,000 $2,200


CX National Series

2 days, 200 pax

June-August 2016


$3,000 $2,200

Squash Queensland

2016 Squash Queensland International Open

4 days, 175 pax

8-11 September 2016


$6,000 $2,200


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) BMX Australia 2017 BMX

Australia National Series

2 days, 582 pax

January 2017


$10,000 $2,750

Volleyball Queensland

2016 Volleyball Australia Junior National Championships

7 days, 600 pax

Sep 25 – Oct 1, 2016

$1,016,400 Sports Marketing Australia

$10,000 $2,750

Volleyball Queensland

2016 Volleyball Queensland Senior Schools Cup

3 days, 960 pax

5-7 August 2016


$10,000 $2,750

Touch Rugby League

2016 Touch Rugby League Australian Championships

2 days, 750 pax

1-2 October 2016


$10,000 $2,750

TOTAL $6,747,288

$140,500 $51,200

NOTE: Total city investment in these events is calculated by adding the ‘Funding Amount’ to the “SMA Fee’. In some cases no financial incentive is required to secure an event for the city; rather facilitation was undertaken by the City and the sporting organisation.


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Initiatives facilitated directly by City of Gold Coast with sporting organisations This criteria represents sporting events, training camps and exhibition matches attracted directly by the City of Gold Coast with sporting organisations. These initiatives have occurred, or are scheduled to occur from now until 2018. The city investment will be paid following the event delivery subject to achieving milestones as set out in funding agreements.






• Achieved target

SPORTING ORGANISATION NAME

INITIATIVE DAYS / PAX

DATE ECONOMIC BENEFITS

SOURCE FUNDING AMOUNT

Queensland State of Origin Team

Training Camp 8 days, 35 pax

1-7 July 2015

$39,440 Direct $4,000

Australian Netball Team


6-10 July 2015

$39,400 Direct NA

England Netball Team Training Camp 5 days, 30 pax

29 July - 3 August 2015

$43,560 Direct NA

Manchester City FC Training Camp 10days, 100pax

9-19 July 2015

$242,000 Direct $28,815

Adelaide United FC Training Camp 5 days, 30 pax

11-16 July 2015

$36,300 Direct NA

Melbourne City FC Training Camp 5 days, 30 pax

11-16 July 2015

$36,300 Direct NA

Sydney FC Training Camp 7 days, 32 pax

9-16 August 2015

$54,208 Direct $9,034

Melbourne Victory FC Training Camp 3 days, 30 pax

17-20 August 2015

$21,780 Direct $3,630

Diving Australia 2015 FINA Diving Grand Prix

7 days, 120 pax

27 October – 1 November 2015

$203,280 Direct $10,000

AFL Masters 2016 AFL Masters National Carnival

8 days, 1500 pax

October 2016

$2,900,000 Direct $10,000

Hockey Australia Training Camp 7 days, 75 pax

January 2016

$127,050 Direct $10,000

Hockey Australia 2016 Junior World Qualifying Tournament

10 days, 285 pax

January 2016

$689,700 Direct $10,000

Chuo University Baseball Team, Tokyo Japan


21-26 November 2015

$53,724 Direct $8,954


ITEM 5 (Continued) GOLD COAST SPORT PLAN UPDATE REPORT #3 - JUNE 2016 PD330/720/11(P1) Basketball Australia Australian

Women's Basketball Team (Opals) Pre-Rio 2016 Olympic Training Camp

7 days, 22 pax

6-12 July 2016

$37,268 Direct $10,000

British Swimming Team


January/ February 2016

$130,438 Direct $10,000

Carlton Football Club Training Camp 9 days, 80 pax

14-22 December 2015

$174,240 Direct $10,000

Water Polo Queensland

2016 Water Polo Australia U14 Boys National Championships

6 days, 350 pax

March 2016

$508,200 Direct $10,000

Commonwealth Games Federation

Oceania Sport High Performance Program - training camp

5 days, 50pax x3 separate camps

Dec 2016, July 2017, Dec 2017

$181,500 Direct $30,000

New Zealand Surf Life Saving

2016 two training camps

8 days, 19 pax

3-7 August & 19-21 August 2016

$36,784 Direct $6,100

Basketball Queensland 2017 U14 Boys and Girls State Championships

3 days, 1000 pax

11-14 April 2017

$726,000 Direct $10,000

Basketball Queensland 2017 U16 Boys and Girls State Championships

4 days, 1000 pax

2-6 April 2017

$968,000 Direct $10,000

Brisbane Bullets Potential 2016-17 NBL Season match

4 days, 30 pax

December 2016 – January‘17

$29,040 Direct $10,000

The Event Crew Australian National Sprint Championships, Paratriathlon Championships and Round 2 of the National Junior Series

2 day, 1091 pax

9-10 January 2016

$528,044 Direct $5,000

Weightlifting Australia 2017 Commonwealth Weightlifting Championships

6 days, 350 pax

4-10 September 2017

$508,200 Direct $10,000

TOTAL $8,314,456 $215,533 NOTE: In some cases no financial incentive is required to secure an event for the city; rather facilitation was undertaken by the City and the sporting organisation.


CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION moved Cr P Taylor seconded Cr D Gates That Committee move into Closed Session pursuant to section 275 (1) of the Local Government Regulation 2012, for the consideration of the following item for the reason shown:-

Item Subject Reason

6 Cruise Ship Terminal Prejudicial Matter

CARRIED

PROCEDURAL MOTION moved Cr R La Castra seconded Cr C Caldwell That the Committee move into Open Session.

CARRIED Following resumption into open session, item 6 was moved and carried as shown on the following page.


ITEM 6 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 Refer 1 page Confidential attachment 1 Refer 1 page Confidential attachment 2 Refer 2 page Confidential attachment 3 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

275 (1) of the Local Government Regulation 2012 for the reason that the matter involves

(e) contracts proposed to be made by it.

1.2 I recommend that attachment 3 be deemed a confidential document and be treated as such in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009 and that the document remain confidential unless Council decides otherwise by resolution.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT To provide Council with the proposed project approach and expenditure for feasibility and technical studies for an offshore cruise ship terminal as referenced in the Special Budget Committee report of the 3 May 2016. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION 5.1 Gold Coast Cruise Ship Terminal Background A brief summary of Gold Coast Cruise Ship Terminal investigations and associated market processes is provided below.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01

City of Gold Coast’s options investigation for a standalone cruise ship terminal in 2012 highlighted significant cost and hazard constraints in the southern Broadwater with options located in close proximity of the Seaway considered more feasible. By currently ruling out a cruise ship terminal at Wave Break Island or at the Spit north of Seaworld the Queensland Government has effectively closed the door on a Broadwater cruise ship terminal. The remaining opportunity to deliver ‘strategic marine industry infrastructure’ for the cruise market is offshore.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 5.2 Cruise Ship Industry Overview The Australian cruise ship industry has exhibited sustained strong growth. The Australian Cruise Association (formally trading as Cruise Down Under) commissioned a report on the economic impact of the cruise industry finding that from 2003/04 to 2014/15:

Australian ports visited doubled from 16 to 32.

Cruise ships visiting Australia has doubled from 23 to 46.

Passenger capacity of visiting ships has increased by 10.8% per annum from 24,380 to 68,134.

Cruise ship visits (stops) have grown by 10.4% per annum from 325 to 876.

Total passenger days in port have grown by 20.8% per annum from 366,322 to 2.424 million.

Estimated passenger expenditure has increased by 27% per annum to reach $903 million.

Total industry expenditure is estimated at $1.953 billion, increasing by almost 29% per annum from just under $155 million in 2004-05.

(source: Economic Impact Assessment of the Cruise Shipping Industry in Australia, for Cruise Downunder by AEC Group, Sept 2015)

2014 was a milestone year for the cruise ship industry in Australia with passenger numbers exceeding one million in a calendar year for the first time. Australian cruise ship passenger numbers have shown sustained strong growth for over a decade as outlined by the graph below.

(source: Cruise Industry Source Market Report, Australia 2014, Cruise Lines International Association Australasia)


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 The 2012 Gold Coast Cruise Ship Terminal Business Case by AEC Group, highlighted the outlook for the cruise shipping industry in Australia and globally is positive with strong growth projections emphasised by a likely boom in the Chinese market. “The number of ‘middle class’ Chinese residents (typically the major market for cruise passengers) is projected to increase from 250 million in 2012 to over 600 million in 2020. The China Cruise and Yacht Industry Association have projected the number of Chinese residents taking a cruise will exceed one million in 2015. It is anticipated the Chinese market will be the fastest growing over the next five years with residents taking local and international cruises. Chinese tourists like wildlife, shopping and a clean environment.” Post the 2012 business case, the China Cruise and Yacht Industry Association (CCYIA) has highlighted that: “China is expected to become the world's second largest cruise market by 2017, experts said at an ongoing tourism forum in south China's Guilin City. In 2014, 1.72 million people from the Chinese mainland booked cruises, up 43 percent year on year and 20 percentage points above the average in the Asian-Pacific region.”

(source: http://www.ccyia.com/en/News/20151118/2674.html) At the same time the Australian cruise market has grown rapidly, domestic overnight visitors to the Gold Coast have levelled (limited growth) and while there isn’t a proven causation, there certainly is a correlation. The graph below is sourced from Tourism Research Australia data.

0

1,000

2,000

3,000

4,000

5,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Domestic Overnight Visitors (000,s) to the Gold Coast (2003 to 2016)


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 5.3 Related Projects

5.3.1 Dive Attraction Council has undertaken preliminary investigations into a purpose built dive attraction, however further investigation was placed on hold pending securing matching funding from the Queensland Government. The City was unsuccessful in an application for State funding for the dive attraction. The City is privileged to have a number of relatively accessible dive sites including the Seaway and the Scottish Prince. The Scottish Prince is a near-shore ship wreck located offshore at The Spit and protected by the Historic Shipwrecks Act 1976. Divers can use wreck sites for recreational purposes but relics must not be removed from the wreck site and the physical fabric of the wreck must not be disturbed unless a permit has been obtained. Due consideration of the heritage values of the Scottish Prince wreck, and investigation into the potential for pier and breakwater structures to become new Gold Coast dive attractions, is proposed to form part of the study scope. 5.3.2 Long Term Recycled Water Release Project (LTRWRP) The City has been investigating options for the long term release of excess recycled water. Outcomes from these investigations indicate the northern Seaway release system is likely to exceed capacity between 2015 and 2020. The City will upgrade the capacity of the recycled water system at the existing Seaway release locations in the short term (Stage 1) before proceeding to a staged offshore solution in the long term. An offshore terminal would require infrastructure that extended a significant distance beyond the surf zone. The LTRWRP also requires infrastructure that extends a significant distance offshore. Potential project synergies exist and are proposed to be investigated. To this end, it is anticipated that recycled water release pipes could be cradled below the wearing surface of a pier linking the wharf / breakwater structure to The Spit. Conceptually, these pipes may then be extended from the Breakwater along the seabed to diffusers located further offshore.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 5.3.3 Brisbane International Cruise Terminal – Luggage Point A new facility for mega cruise ships has been proposed by the Port of Brisbane and approved by the Queensland Government for detailed consideration under the Government’s Market-Led Proposal framework. Port of Brisbane Pty Ltd (PBPL) has teamed up with Carnival Cruises and Royal Caribbean International for a new facility. The proposed Brisbane International Cruise Terminal would be able to accommodate vessels of all sizes, including those longer than 270 metres which are currently not able to navigate up-river to Portside Wharf. These larger vessels, which it is estimated will comprise 60 per cent of Australia’s cruise vessel market by 2020, currently have no option other than to berth at the Fisherman Island Grain Terminal. PBPL proposes to develop the facility on vacant Government land adjoining Luggage Point waste water treatment plant. The Queensland Government has invited PBPL to submit a detailed proposal as part of Stage 2 of the Market-led Proposal framework. During Stage 2 of the Government’s process, detailed design and environmental and technical investigations will be undertaken and PBPL will also liaise closely with site neighbours and other key stakeholders. Should the detailed proposal meet the State’s criteria, PBPL may enter into an agreement with the Queensland Government to deliver the project. Construction is currently proposed to commence in early 2017 with the facility operational in 2019. 5.3.4 Gold Coast Ocean Terminal at Bilinga While the unsolicited 2012 proposal for an ocean cruise ship terminal and associated tourism development at Bilinga did not gain the necessary support of the Queensland Government to proceed, the proponent lodged a referral with the then Federal Department of Sustainability, Environment, Water, Population and Communities in relation to the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) for the proposal. The Department determined that this significant development proposal was “not a controlled action if undertaken in a particular manner”. This decision was made under sections 75 and 77A of the EPBC Act. 5.3.5 Notional Seaway Project The Notional Seaway Project was a Queensland Government proposal to establish a Cruise Ship Terminal at the Seaway supported by marine and tourism development at Doug Jennings Park and the Marine Stadium north of Seaworld. The Coordinator General conducted an Environmental Impact Statement for this significant project in accordance with State Development and Public Works Organisation Act 1971 (SDPWOA).


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 5.4 Offshore Cruise Ship Terminal Project Approach The proposed project approach is to undertake an initial assessment of options and deliver an updated business case. A project of this scale and nature will ultimately require State Government support (including access to crown land, permits, port declaration and resources) and the project approach is targeted to align with Queensland Treasury’s Project Assessment Framework and also the assessment framework for Market Led proposals. An overview of the initial stages of the Government’s Project Assessment Framework (PAF) is given below: The following milestones are proposed for this investigation:

Strategic assessment of service requirement

Preliminary evaluation and costing

Business case and funding framework This approach is aligned with State Government frameworks. The proposed approach is targeted to aid the City in gaining project support from Government and industry. An overview of these milestones is provided below.

Strategic Assessment of Service Requirement (SASR)

Preliminary Evaluation (Options Assessment)

Business Case

Funding Framework (PPP assessment)

Project Delivery: - Approvals & EIS (approx. 5% of capital cost) - Detailed design (5-10% of capital cost) - Procurement and supply arrangements - Construction

Included in this feasibility

study is the 2012 Business

Case information to

be utilised where possible

Not included in Feasibility Study,

awaiting Government

support:


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 Strategic Assessment of Service Requirement

This component of the project is a fundamental step in defining the project, its success factors and the requirement for the service. It is primarily associated with linking the project to Government priorities and confirming the benefits of the outcome sought. This step includes the following:

Review of background information and identification of gaps

Benchmarking successful facilities (what makes a successful terminal)

Derivation of project specific success criteria

Updated market sounding given current market

Industry overview

Alignment with Government priorities

KPI’s

Documentation of the service requirement. Preliminary Evaluation and Costing:

The State Government has effectively closed the door on a CST within the Broadwater through the IRD process; hence options for an offshore facility are to be investigated to position the Gold Coast for the tourism boost a cruise ship terminal would deliver. Options to consider include:

Option 1: Offshore from Philip Park.

Option 2: Extension of the existing sand bypass jetty

Option 3: Extension of the existing Southern Training wall of the Gold Coast Seaway. A significant body of work is required to develop the options and consider the costs and constraints to a level required to take forward to a business case. The shorter the off-shore distances of the terminal facility, the greater the impact on coastal processes. Hence a process of optimising the locations of each option is required to minimise both costs and impacts (including coastline impacts). Consideration also has to be given to the constructability of these structures with appropriate materials and plant in short supply locally.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 It is envisaged that the following skill sets would be required to develop, evaluate and cost options:

Coastal Engineering

Metocean (wind, wave and climate) Modelling

Civil / Structural Engineering

Traffic and Transport

Environmental Assessment

Navigational Assessment and Marine expertise (dockable days)

Constructability advice / experienced contractor input

Regulatory requirements and approvals

Cultural Heritage

Heritage

Risk Analysis and assessment

Workshop facilitation and stakeholder engagement

Multi-criteria assessment

Quantity Surveyor / costings development

Scheduling and programming

Tourism Industry Expertise / Market strategy and benefits capture

Operating Model assessment

Financial and Economic modelling

Business case development

Procurement Strategy and delivery model assessment

In addition to the technical requirements of the cruise ship terminal, the impacts and costs associated with potential synergies with the LTRWRP will have to be determined and included into the business case. These impacts will include:

Hydrodynamic and advection dispersion modelling of the release

Impacts on existing networks given modified release points

Impacts on future stages (network impacts) given modified release points

Capital and operational cost impacts

Identification of any bring forward costs

Identification of any obsolete assets

Gold Coast Water has specific consultants mobilised that are proficient with the proposed release system. It is proposed to engage these consultants through Gold Coast Water with the necessary background to inform the off shore cruise terminal process.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 Business Case and Funding Framework The business case includes a detailed assessment of the financial costs and revenues in addition to the economic benefits of the proposed facility. A business case for options within the Broadwater was completed by AEC group in 2012. The business case will be updated for offshore options incorporating the substantial growth the industry has witnessed and the direction the industry is heading in relation to mega cruise ships dominating the future market. The Broadwater cruise ship options were constrained by navigational limitations associated with the Seaway. Offshore options will not have the same limitations and as such may access the growing market for larger megaships. Operating costs are an important component to the business case and as such a detailed assessment and understanding of the likely operating model is required to inform the business case. The market lead proposal currently in development for the Brisbane International Terminal has agreements with Carnival Cruises and Royal Caribbean International which impact the operation of the facility. An assessment of operating models will allow consideration to be given to the market requirements and the operation of the facility and venue. This component will assess potential for Public Private Partnerships (PPP) or a preference for a traditional delivery model. It is likely that the facility will generate additional revenues associated with diving and tourism. Consideration of these revenues will be required for the business case. The LTRWRP will have operational and maintenance requirements that may impact the operation of a cruise ship terminal. High level assessment and consideration will be required. 5.5 Project Workshops This early stage of the project is primarily associated with the feasibility investigations and the derivation of a business case. It is important to capture innovation in this process to ensure design of the structure is as efficient as possible. The focus of engagement in this phase of the project is associated with local knowledge, industry experience, technical expertise, risk assessment and analysis of options. The proposed project overview is attached as Attachment 1. The proposed project governance chart is attached as Attachment 2.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 5.6 Environmental Factors Recent precedence associated with environmental approval processes exists on the Gold Coast associated with similar projects. The Gold Coast Ocean terminal, Bilinga, was deemed ‘not a controlled action’ under the EPBC Act. This highlighted the offshore proposal at Bilinga did not require assessment under the Federal Environment Protection and Biodiversity Conservation Act. The Notional Seaway Project was declared a “significant project” and as such initiated the statutory environmental impact assessment requirements of the State Development and Public Works Organisation Act 1971. An EIS for an off-shore cruise ship terminal will be required, likely under the requirements of the State Development and Public Works Organisation Act 1971. This requires the proposed project be designated by the Coordinator-General as a ‘significant project’. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Gold Coast 2020, Bringing the City vision to life: Prosperity built on a strong diverse economy

2.3 We have infrastructure that supports productivity and growth

2.4 We are a City with a strong and globally competitive business environment

2.5 We are a globally recognised tourism destination The development of an offshore cruise terminal is aligned with Section 6: Strategic themes and key actions in the Economic Development Strategy 2013-23: Signature Project:

• Tourism Infrastructure Development – identify and deliver projects to maximise economic outcomes and the city’s reputation as a world class tourist destination.

Key Activities:

6.3 - Maintain and expand strategic marine industry infrastructure, including the Broadwater Marine Project

- Create a purpose built world class dive attraction 7 COMMONWEALTH GAMES IMPACT Not Applicable.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 8 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Special Budget Committee Meeting 3 May 2016 approved to amend the purpose of the existing budget of $865,767 from the now concluded Broadwater Marine Project (ED5550, Cost Centre 1005106) to the feasibility and technical studies for an offshore cruise terminal. The expected project cost breakdown is provided at Attachment 3. People and Culture The Major Projects branch of Economic Development and Major Projects will be resourcing the project. It is envisaged that the Project Control Group will include participants from Gold Coast Water and City Infrastructure, subject to approval from the relevant Directors. Attachment 2 of this report highlights the proposed Governance Structure. 9 RISK MANAGEMENT Not Applicable. 10 STATUTORY MATTERS Not Applicable. 11 COUNCIL POLICIES Not Applicable. 12 DELEGATIONS Not Applicable. 13 COORDINATION & CONSULTATION In the table below, identify internal and external stakeholders that have been involved / participated in the proposal to date and the outcome of that participation. Name and/or Title of the Stakeholder Consulted

Directorate or Organisation Is the Stakeholder Satisfied With Content of Report and Recommendations (Yes/No) (comment as appropriate)

Executive Coordinator Asset Investment Planning

Gold Coast Water Yes, related to LTRWRP impacts.

Executive Coordinator Project Feasibility and Partnerships

Economic Development and Major Projects

Yes

Executive Coordinator Stormwater, Beaches and Waterways

City Infrastructure Yes


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 14 STAKEHOLDER IMPACTS The LTRWRP is currently under way and any determined project links has potential to impact and/or delay the current programme. Stage 1 of the LTRWRP is scheduled to commence in the second half of 2016, involving upgrading existing infrastructure including pipeline crossings of the Broadwater and Nerang River, and upgraded pumping stations. Whilst the Stage 1 works are required regardless of any potential project links, the sizing of infrastructure may be impacted. This phase of the project is associated with the technical feasibility and business case development. Should the project progress with the State Government then the next stage would include community consultation, design and approvals. At this later stage a wider engagement strategy is required. 15 TIMING See Attachment 1, Project Overview. 16 CONCLUSION The Gold Coast is Australia’s premier tourist destination offering visitors a broad range of high quality and unique experiences. While the Gold Coast does not have a dedicated cruise ship facility, the opportunity to establish a Gold Coast Cruise Ship Terminal has long been identified as having potential to grow Queensland and regional tourism. The global and Australian cruise shipping sectors have enjoyed significant increases in demand over the last decade. The expansion of the cruise shipping sector internationally is forecast to continue. Australia is well positioned to access this anticipated growth due to its counter seasonal climate patterns relative to the major northern hemisphere cruise locations. Australia has a reputation as a safe location with a variety of things to see and do which appeals to a broad range of cruising passengers. Consultation with the cruise ship industry in 2012 indicated strong potential demand for a cruise ship terminal on the Gold Coast. The door has been closed by the State Government for a potential cruise ship terminal within the Broadwater and as such if the City is to tap into this strong growth market of cruise ships, an offshore terminal is to be considered. Previous processes have discounted the offshore option as it had been considered potentially more expensive when compared to options within the Broadwater. In line with the City’s Economic Development Strategy 2013-2023, it is proposed to investigate an offshore terminal on the Gold Coast and to consider latest advances in engineering and materials. The project approach is aligned with Queensland Treasury’s process to assess options and deliver an updated business case. A project of this scale and nature will ultimately require State Government support in some form and as such the process is targeted to align with State Government approval frameworks. This project will require an Environmental Impact Statement with considerable community consultation. At this phase of the project it is the technical feasibility and the business case being investigated. Should the project progress with the State Government then the next stage would include more detailed design, approvals and consultation.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 17 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Attachment 3 be deemed a confidential document and be treated as such in

accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009 and that the document remain confidential unless Council decides otherwise by resolution.

2 That the City undertakes the feasibility investigations to assess offshore cruise ship terminal options as outlined in this report.

Author: Authorised by: Luke Adair Darren Scott Coordinator Major Projects Director Economic Development and Major

Projects 2 June 2016 TRACKS REF: ::ODMA\PCDOCS\TRACKS\26868635\1 COMMITTEE RECOMMENDATION: ED16.0602.006 moved Cr La Castra seconded Cr Gates 1 That the report and attachments be deemed non-confidential except Attachment 3

which be deemed confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the City undertakes the feasibility investigations to assess offshore cruise ship terminal options as outlined in this report.

A division was called. For 7 Cr D Gates, Cr H Vorster, Cr D Crichlow, Cr R La Castra,

Cr P Taylor, Cr C Caldwell, Cr G O’Neill Against 0 Abstained 0 Absent 0

CARRIED UNANIMOUSLY Cr T Tate left the meeting at 2.30pm and was not present for this item.


ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 CHANGED AT COUNCIL 7 JUNE 2016 RESOLUTION G16.0607.020 moved Cr Vorster seconded Cr La Castra That Committee Recommendation ED16.0602.006 be adopted, with a change to Part 2, such that it reads in its entirety as follows: 1 That the report and attachments be deemed non-confidential except Attachment 3

which be deemed confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the City undertakes the feasibility investigations to assess oceanside cruise ship terminal options as outlined in this report.

A division was called. For 14 Cr Owen-Jones, Cr Peter Young, Cr Caldwell, Cr Vorster,

Cr Crichlow, Cr Baildon, Cr O’Neill, Cr La Castra, Cr Boulton, Cr Gates, Cr Pauline Young, Cr Taylor, Cr McDonald, Cr Tate

Against 1 Cr Tozer Abstained 0 Absent 0

CARRIED by SUPER MAJORITY



ATTACHMENT 1: Project Overview



ATTACHMENT 2: Governance Structure

717th Council Meeting 7 June 2016 CONFIDENTIAL PAGE 93 Economic Development And Major Projects Committee Meeting 2 June 2016 Adopted Report

UNAUTHORISED RELEASE OF CONFIDENTIAL REPORTS OR INFORMATION may be an offence under the Local Government Act 2009 and other legislation and could result in disqualification from office and a penalty of up to 100 units.

CONFIDENTIAL

ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 CONFIDENTIAL

CONFIDENTIAL PAGE

717th Council Meeting 7 June 2016 CONFIDENTIAL PAGE 94 Economic Development And Major Projects Committee Meeting 2 June 2016 Adopted Report

UNAUTHORISED RELEASE OF CONFIDENTIAL REPORTS OR INFORMATION may be an offence under the Local Government Act 2009 and other legislation and could result in disqualification from office and a penalty of up to 100 units.

CONFIDENTIAL

ITEM 6 (Continued) OFFSHORE CRUISE SHIP TERMINAL PROPOSAL PD330/214/18/01 CONFIDENTIAL

CONFIDENTIAL PAGE


These Pages

Numbered 1 to 95

Constitute The Adopted Report Of The Meeting

Of The Economic Development & Major Projects Committee

Held Thursday, 2 June 2016

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